FY 2017 Adopted Budget - Download (PDF)

Wally Bobkiewicz, City Manager
www.cityofevanston.org
Fiscal Year 2017 Adopted Budget
Elizabeth B. Tisdahl, Mayor
Submitted by
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Judy Fiske First Ward
Peter Braithwaite Second Ward
Melissa A. Wynne Third Ward
Donald N. Wilson Fourth Ward
Delores A. Holmes Fifth Ward
Mark Tendam Sixth Ward
Eleanor Revelle Seventh Ward
Ann Rainey Eighth Ward
Brian Miller Ninth Ward
Rodney Greene City Clerk
ELECTED OFFICIALS
Elizabeth B. Tisdahl
Mayor
CITY COUNCIL
Wally Bobkiewicz
City Manager
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CITY OF EVANSTON
FY 2017 ADOPTED BUDGET
Including the City Manager’s Budget Message and
Schedules Showing Revenue Estimates
TABLE OF CONTENTS
Part I – Budget Message Page
City Manager’s Transmittal Letter………………………………………………….………………………….………………………… 7
Executive Summary…………………………………………………………………………………………….………………………………..24
Part II – Charts and Summaries
Organizational Chart……………………………………………………………………...........……………….……………………………34
General Information……………………………………………………………………...........……………….……………………………35
Demographic Information ………………………………………………………………………………………………………….. 36
Budget Calendar…………………………………………………………………………………………………………………….. 37
Budget Process & Policies………………………………………………………………………………………………………………………38
Fund Descriptions……………………………………………………………………………………………….………………………………….48
Revenue Assumptions and Trends………………………………………………………………………………………………………………………	52
Property Tax Levy Graphs………………………………………………………………………………………………………………………55
Property Tax Levy Charts……………………………………………………………………………………………………………………….56
Total Budget – All Funds……………………………..………………….………….............……………….………………………….. 57
Total Budget – All Funds (Adjusted for Interfund Transfer)……….………………...........……………….……………. 58
Analysis of Budget for Transfers Summary…………………………………….…………..……………….……………………….59
Fund Balance Summary……………………………………………………………………………………….………………………………..61
Summary of All Funds Chart…………………………………………………………………………………………………………………..62
Part III – General Fund Budget
General Fund Summary……………………………………………………………………..……………….…………………………………64
General Fund Revenues……………………………………………………………………..……………….…………………………………65
City Council…………………………………………………………………………………..……………….………………………………………68
City Clerk’s Office…………………………………………………………………………………………….…………………………………….70
City Manager………………………………………………………………………………………………………………………………………….73
Law Department……………………………………………………………………...........……………….………………………………….78
Administrative Services Department……………………………………………………….……………….……………………………81
Community Development Department..……………………………………………..……………….………………………………86
Police Department...………………………………………………………………………………………….………………………………….93
Fire Department..…………………………………………………………………………….……………….……………………………………98
Health and Human Services Department………….……………………………………………………………….……………….…………………………………..	102
Parks, Recreation and Community Services Department………...………………………………………………….…………	106
Public Works Agency……………….………………………………………………….……………….………………………………. 114

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Part IV – Other Funds Budget
General Assistance Fund……………………………………....…….……………….………………………………………………………….	119
Human Services Fund…………………………………………………….……………….………………………………………………………….	122
Good Neighbor Fund……………………………………....…………………….……………….………………………………………………………….	124
Library……………………………………………………………………………………………………………………………………. 126
Library Debt Service…………………………………………………………………………………………………………………………………….	128
Library Capital……………………………………………………………………………………………………………………………………. 130
Neighborhood Stabilization Program 2………………………………………………………………………….………………………132
Motor Fuel Tax…………………………………………………………………………...........……………….………………………………134
Emergency Telephone System…………………………………………………………........……………….………………………….136
Special Service Area No. 4…………...……………………………………………………………………….………………………………138
Community Development Block Grant……………………………………………………………………….…………………… 140
CDBG Loan…………………………………………………………………………………………………………….…………………………. 143
Economic Development …………………………………………………………………….……………….………………………….. 145
Neighborhood Improvement……………………………………………………………………..……………….…………………. 148
HOME……………………………………………………………………………………………………………….…………………………….. 150
Affordable Housing Fund…….………………………………………………………….......……………….……………………….. 152
Washington National Special Tax Allocation – Debt Service Fund……………………….……………….…………. 154
Special Service Area No. 5…………...……………………………………………………………………….………………………… 156
Southwest II TIF(Howard-Hartrey TIF) Special Tax Allocation – Debt Service Fund……………..……………….…………	158
Southwest Special Tax Allocation – Debt Service Fund…………………………………..……………….……………… 160
Debt Service Fund…………………………………………………………………………….……………….……………………………. 162
Howard-Ridge TIF.………………………………………………………………………….……………………………………………….. 164
West Evanston TIF.…………………………………………………………………………….…………………………………………… 165
Dempster Dodge TIF.…………………………………………………………………………….…………………………………………… 167
Chicago Main TIF.…………………………………………………………………………….…………………………………………… 169
Special Service Area No. 6.…………………………………………………………………………….……………………………………………	171
Capital Improvement Fund………………………………………………………………………….………………………………….. 173
Special Assessment Fund……………………………………………………………………….………………………………………… 175
Parking System Fund………………………………...………………………………………….………………………………………… 177
Water Fund………………………………………………………………………………………….…………………………………………. 180
Sewer Fund…………………………………………………………………………………….………………………………………………. 185
Solid Waste Fund………………………………………………………………………………….…………………………………………. 188
Fleet Services Fund…………………………………………………………………………….…………………………………………… 190
Equipment Replacement Fund…………………………………………………………………….………………………………….. 193
Insurance Fund..…………………………………………………………………………………….……………………………………….. 195
Fire Pension Fund.……………………….………………………………………………….………………………………………………. 199
Police Pension Fund………………………………………………………………………………….…………………………………….. 201
Part V - Position Information
Position Comparison Charts…………………………………………………………………….……………………………………… 203
Part VI - Capital Improvement Plan
Capital Improvement Plan Overview………………………………………………………….……………………………………. 220
Capital Improvement Fund Policy………………………………………………………….……………………………………….. 221
Capital Projects……………………………………………………………...………………………….………………………………………..226
Capital Projects Impacts ………………………………………………………………………………………………………….. 239
Part VII - Comprehensive Performance Measurement
Comprehensive Performance Measurement Report………………………...……………………..………………………….…………	244
Part VIII - Glossary
Glossary………………………...……………………..………………………….…………………………………………………………….. 248

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PART I
BUDGET MESSAGE
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January 1, 2017
Mayor Elizabeth B. Tisdahl and
Members of the City Council
Ladies and Gentlemen:
Please find the Adopted Fiscal Year 2017 Budget for the City of Evanston, Illinois for the
period beginning January 1, 2017 and ending December 31, 2017. 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 2017 is $308,767,454, which includes interfund transfer
expenses; this is the total expense cost for all funds including the Library. While the total
budget shows a 2.3% increase over the 2016 Amended Budget, the 2017 Adopted Budget,
net of internal transfers actually decreases from $251,588,775 (2016) to $247,114,946 or -
1.7%. A fund by fund explanation of the increases and decreases found throughout the
City’s budget can be found beginning on page 52.
This transmittal letter includes increases in revenues and expenditures for City Council
consideration with additional opportunities for decreases pending the resolution of the State
of Illinois budget crisis. When interfund transfers are excluded from this calculation, the total
budget for all funds is $247,114,946.
During 2016, the City added 1.5 FTE for the following positions with no increase to the
overall budget:
 Office Assistant, Noyes Cultural Arts Center, increased from 0.35 FTE to 0.85 FTE
 Facilities Coordinator, Gibbs-Morrison, increased from 0.5 FTE to 1 FTE
 Facilities Supervisor, Gibbs-Morrison, increased from 1 FTE to 1.5 FTE
The 2017 Adopted Budget budget incorporates the following changes effective 1/1/2017:
 Reduce 1 FTE from Administrative Adjudication reorganization to Finance Division
 Add 1 FTE Equity & Empowerment Coordinator
STATE OF THE CITY
The prevailing economic climate remains stable, however, the State remains an area of
concern for the City of Evanston. The State of Illinois has a fiscal year from July 1st to June
30th. At time of publication, the State continues to operate without an annual budget for the
second consecutive year.
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The State continues to consider options for balancing their budget that would adversely
affect Evanston, including a 50% decrease in the Local Government Distributive Fund
(LGDF). The major component of this fund is Income taxes, which is budgeted at $7.8
million for 2017 or 7.0% of the General Fund; a 50% cut would cause a $3.9 million shortfall
with the City. The State also has discussed a property tax freeze that would become
effective in Cook County in 2017. No actions have been taken regarding the adoption of an
annual State Budget as of October 1, 2016. With so many unknown factors, staff has been
diligently monitoring expenses and revenues to ensure that the City remains fiscally stable in
light of any potential decreases. The baseline budget presented in this document includes
100% of property tax and 100% of 2016 LGDF amount. Any changes to these revenues
would require spending cuts or revenue increases.
The City has prepared a contingency plan which identifies the reduction of approximately
4.0% in expenses across all General Fund Departments in the event the State of Illinois
takes budget action that adversely impacts municipalities.
The 2017 Adopted Budget includes a $930,152 or 2.4% increase in property taxes for the
combined levies in the General Fund, Debt Service Fund, Pension Funds, and General
Assistance Fund as follows:
 General Fund Operating Levy decreased ($654,104)
 General Fund Police Pension Levy increased $856,260
 General Fund Firefighters’ Pension Levy increased $797,844
 Debt Service Tax Levy decreased ($169,848)
 General Assistance Fund Levy increased $100,000
TOTAL $930,152
The impact of this increase on an individual homeowner is shown in the table below:
10% of market
value
Equalization
factor of 2.6685
City Tax Rate
1.8
Market Value
of Home
Assessed Value
of Home
Equalized
Value of Home 2016 City Tax 2017 Projected
Tax Difference
100,000 10,000 26,685 480 492 12
200,000 20,000 53,370 961 984 23
400,000 40,000 106,740 1,921 1,967 46
600,000 60,000 160,110 2,882 2,951 69
800,000 80,000 213,480 3,843 3,935 92
1,000,000 100,000 266,850 4,803 4,919 115
Impace of Proposed City of Evanston Property Tax Rate Increase (2.4% City Portion Only)
The Evanston Public Library has a separate tax levy which is approved by the Library Board
and recommended to the City Council for approval each year.
In 2016, the City experienced positive building growth throughout the community and is
expected to continue through 2017. Evanston was also reassessed during 2016.
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Unfortunately, this did not result in an increase in the Equalized Assessed Valuation of the
City which decreased slightly from the prior year. Other economic revenues (sales tax,
income tax, and utility taxes) are increasing due to the full realization of two new grocery
stores; these revenue increases are summarized on page 22.
The 2016 Adopted Tax Levy, which is included in this 2017 Adopted Budget, will use the
January 1, 2016 Actuarial Study prepared by Foster and Foster Actuarial Inc. as a basis for
setting funding levels for the Police and Firefighter’s Pension Funds. The 2016 Study
provides for a substantial increase in the annual required contribution due to a change in
mortality tables recommended by both the City’s Actuary, Foster and Foster and the City’s
new Auditor, Sikich, LLC. Another major contributing factor was the downturn in
investments experienced by nearly all pension funds nation-wide, causing both Police and
Fire funds to not make their investment rate assumption of 6.5%. The summary table below
provides the change in funding from year-to-year for these funds:
INTEREST RATE ASSUMPTION OF 6.5%
Police Pension
Fund
Firefighter's Pension
Fund
2016 City Recommend Minimum Contribution at 6.50% 	$9,380,940 $7,350,865
Funded Ratio 	47.4% 44.8%
OPTION 1 - NO ASSUMPTION CHANGES
2017 City Recommend Minimum Contribution at 6.50% 	$9,359,836 $7,520,758
Funded Ratio 	49.0% 45.7%
Increase over 2016 Contribution 	($21,104) $169,893
OPTION 2 - CHANGE IN MORTALITY TABLES ONLY 	$10,237,200 $8,148,709
Funded Ratio 	46.6% 43.6%
Increase over 2016 Contribution 	$856,260 $797,844
OPTION 3 - CHANGE IN MORTALITY TABLES AND INTEREST RATE $10,814,136 $8,558,282
Funded Ratio 	45.2% 42.2%
Increase over 2016 Contribution 	$1,433,196 $1,207,417
STATE DEPARTMENT OF INSURANCE ACTUARY REPORT 	$6,792,225 $5,463,239
Funded Ratio 	52.0% 47.0%
Decrease over Recommended City funded level 	($3,444,975) ($2,685,470)
Included in the budget balancing worksheet on page 18 is a tax levy reconciliation which
details how the above Option #2 – $1,654,104 is distributed in the adopted 2016 tax levy.
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FY 2016 SUCCESSES
General Fund Anticipated to Close Fiscal Year 2016 with a Slight Surplus:
General Fund revenues are estimated at $112,846,732, which is 0.6% above budget.
General Fund expenditures are estimated at $111,183,274, which is 0.6% below budget.
The anticipated $1.6 million surplus will be applied to the general fund balance in order to
bring the fund balance closer to meeting the reserve policy. The City ended 2015 with a
reserve of 9.8%. Adding the anticipated $1.6 million to the fund balance, Evanston will close
2016 with 11.1% fund balance. Best practices (and the City’s written policy) call for a 16%
fund balance in this fund. This number is increasingly difficult to meet when the additional
pension payments are now being counted in the General Fund in accordance with the
GASB standards.
Moody’s downgraded the City’s Bond Rating from Aa1 to Aa2 and Fitch did not change the
City’s bond ratings for the 2016 A and B bond issues. While the largest factor in this ratings
analysis is the City’s growing unfunded pension liability, decreases in General Fund
reserves were also specifically stated by both ratings agencies as a contributing factor, the
Government Finance Officers’ Association recommends maintaining a fund balance of at
least 16%.
During the budget discussion, the Council approved incorporating the Economic
Development Fund into the General Fund. This would bring an additional $3 million to the
General Fund fund balance, helping to get into compliance.
Public Safety: The City continues to focus on maintaining Public Safety services without
reductions in service or funding. As of September 1, 2016, the Police Department has
responded to 25,620 calls for service. Through July 31, 2016, statistics for Part 1 Crimes
(offense against person) reveal a 20.41% drop in comparison to the same time period in
2015. Also, as a way to address emerging threats related to violence involving the use of
handguns, the Police department was able to reallocate resources within the agency and
deploy two officers every night to work solely on recovering firearms. The Fire Department
has responded to 6,939 and is on track to respond to approximately 10,000 calls for service
this year.
Community Services: The Mayor’s 2016 Summer Youth and Young Adult Initiative
consisted of nearly 600 summer youth employment opportunities, mental health awareness
trainings and workshops, and numerous recreational activities. It was enhanced by
partnerships with Northwestern University, YOU, McGaw YMCA, YWCA, Youth Job Center
of Evanston, The Chicago School of Professional Psychology and more than 41 private
Evanston businesses. Recreational programs included open microphone nights, expanded
open gym hours, volleyball in the park events, youth entertainment at festivals, 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.
Economic Development: The 2016 Work Plan continued to focus on five areas for City
economic development activities: 1) Attraction and retention of retailers; 2) Workforce
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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
define the City’s attractiveness to residents and businesses. It provided particular emphasis
on creating business district vitality to support existing businesses and the infrastructure
surrounding the districts.
In 2017, Economic Development staff will continue to focus on the retention and expansion
of existing businesses, the creation of new jobs for all skill levels, growth and diversification
of tax revenue, and support of business district revitalization. In addition to the continued
work on the initiatives outlined above, staff will work on the attraction of new experiential
businesses and support existing businesses of this type. A growing segment of consumers
are preferring experiences over things. Unlike “stuff”, experiences cannot be purchased
online. Examples of experiential businesses include restaurants, health and fitness, personal
service, home kitchen supply stores with cooking classes, arts and crafts shops with quilting
or model making, or outdoor outfitters that offer travel classes or lectures.
Notable activities of 2016 include:
 Support for the ongoing redevelopment of Evanston Plaza Shopping Center; this has
included the expansion of Dance Center Evanston to include a 120 seat theater, and
the announcement of a Goodwill store.
 Continued support of the revitalization of Howard Street. Continued work to bring a
live performance theatre to Howard Street. In early 2016, the City engaged Ross
Barney Architects to develop concept plans for a facility in a vacant property.
Additionally, two properties – 633 Howard Street and 727-729 Howard Street were
offered for lease to potential restauranteurs. Staff will continue to work to identify
occupants for these properties and finalize lease agreements in 2017.
 In partnership with Sunshine Enterprises a twelve week entrepreneurship training
program that focuses on working closely with predominately low-income minority
entrepreneurs on business principles such as finance, marketing, and accounting
and provide marketplace coaches and trainers to create help their business grow. To
date, 54 individuals have graduated from Sunshine’s Community Business Academy,
38 of whom reside in Evanston.
 Managed the ongoing efforts to bring a Downtown Performing Arts Center to
Evanston. Work has continued in support bringing this use and Northlight Theatre
back to Evanston.
 Implementation of Evanston’s newest special service area (SSA) that comprises the
businesses along Main Street, Chicago Avenue, and Dempster Street (SSA #6). The
first year of taxes has been collected and revenues can be utilized for projects
identified by the SSA #6 Board.
 Facilitation of Autobarn’s redevelopment and reuse of 222 Hartrey Avenue, a former
warehouse facility into additional auto repair and sales space for Evanston’s only
dealership.
Water Sales: Evanston continues to meet with and provide information to Morton Grove
and Niles in regards to providing them with wholesale water. Staff hopes that a water supply
agreement with both municipalities will be executed by the end of 2016 with water delivery to
begin in late 2018. Evanston is also meeting with Skokie to negotiate a water supply
contract with them. Their current contract expires at the end February 2017.
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Human Services Fund: This Fund was created to protect Evanston's most vulnerable
residents and to provide individuals and families with access to services that promote self-
sufficiency. This includes additional support to overt crippling life crisis situations. Crisis
intervention needs are 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 at-risk families, veterans, and
vulnerable populations. This fund is a unique approach to meeting human needs through a
focus on prevention, remediation of problems, and maintaining a commitment to improving
the overall quality of life for served populations.
The Human Services staff focuses on:
 Managing business operations effectively and efficiently by aligning resources across
the Department
 Promoting accountability, transparency, and quality in all services and programs
administered
General Assistance Fund: The General Assistance Program provides assistance (up to
$500.00 monthly) to persons ineligible for any other State or Federal financial assistance
programs and who do not have income or resources to provide for their basic needs.
The General Assistance Program also includes the Emergency Assistance Services
program which supports residents in avoiding loss of housing and 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 DHS, 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 community
partners to address basic needs for residents who have experienced unforeseen,
emergency life-threatening situations. Available assistance includes mortgage, rental
assistance, and limited utility assistance.
Livable Cities: The City of Evanston continues to make strides in creating the most livable
city. Livability is the sum of all the components that make up a high quality of life for the
community. Using the Sustainability Tools for Assessing and Rating (STAR) spell out star
then abbreviate. Community Rating System as a framework, Evanston has adopted the
following seven guiding principles for a livable community.
 Built environment: provide people friendly streets, buildings, parks, and
neighborhoods.
 Climate and Energy: reduce environmental impact.
 Economy and Jobs: support quality jobs and shared prosperity.
 Equity and Empowerment: protect inclusive access for all community members.
 Health and Safety: support strong and safe communities.
 Natural Systems: protect and restore resources.
 Innovation and Process: Promote best practices and innovation.
Evanston’s highlights for 2016 are summarized based on these Livability Principles. In
2016, the City has further integrated the livability principles to the departmental operations.
Starting September 26, 2016, all City Council actions referenced which Livability Principles
were benefiting from the action.
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Cultural Arts: The Cultural Arts division of the City Manager’s Office seeks to facilitate
performing and fine arts throughout the community by connecting artists to funding,
networking, communication, venues to work, rehearse, exhibit and perform, and more. In
2016, many gains were made in our public art program. All City public art pieces were
inventoried, photographed and put onto an interactive online map. Pop up art was installed
in the Main Dempster Mile in the form of yarn bombing and at Church and Benson, where a
community-sourced exhibition entitled Try-Angles was placed. Evanston Made was a city-
wide exhibition and tour of local artists’ studios and homes throughout the month of June.
The large mural on Greenleaf Avenue under the viaduct was repaired and updated. By the
end of the 2016, two new murals will have been created, on Church Street just east of
Darrow Avenue, and on Washington Street under the viaduct.
In 2017, we will continue to expand and improve our public art offerings in key Evanston
locations. We will also focus on building our newly formed coalition of performing arts
groups, who are coming together to find innovative solutions to problems that affect all of
them. The newly-formed Creative Commerce Committee (C³) will facilitate relationships
between Evanston artists and Evanston business owners, and help our business districts
leverage the arts for events and place-making.
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FUTURE CHALLENGES
State of Illinois: The fiscal crisis being experienced by the State of Illinois will have adverse
financial and service impacts to all local governments and their residents in the coming
years. The City of Evanston continues to be a strong voice for fiscal reform within the State
to minimize the impact to local residents. Staff will continue to look at alternative service
delivery models that could be implemented in the event that actions by the State negatively
affect the City. Included on page 20 are options for Council consideration should such a
response become necessary.
Transparency / Equity: The City has been a leader in community engagement and
transparency initiatives. We have received state and national awards for our efforts.
However the expectations in Evanston in this area are extremely high and more needs to be
done. During this budget discussion, the Council approved my proposal of an Equity and
Empowerment Coordinator to serve as an educator, facilitator and advocate regarding
issues of access, equity, inclusion, opportunity and diversity in the City of Evanston. The
position will help ensure our internal practices address these areas and to be the lead city
manager in working with partners on community-wide initiatives.
I believe the addition of this key staff member, coupled with our "Managing to Livability"
initiative, will serve as important steps in our continuing efforts to keep Evanston a
community where everyone has meaningful opportunities to access and advocate to their
city government.
Capital Investment: Many residents have previously expressed concern that efforts to
balance the City’s budget may impact the quality of life through reductions in City services.
In 2017, the City will continue to take on the short-term challenge of balancing our operating
budget while tackling the long-term task of updating and replacing City facilities, parks, and
utility systems. Evanston is a wonderful place, in part, because of the great facilities, parks
and transportation systems that bring the community together. These systems require
periodic repair and replacement and given our tight operating budgets, developing a
strategic plan to prioritize these replacements and upgrades will be an important task in the
coming year.
The City’s Capital Improvements Plan continues to emphasize infrastructure maintenance
and facilities improvements. The five-year Capital Plan identifies $260.8 million in capital
projects. The 2017 Capital Improvements request is $58.3 million which is distributed over
various City funds and is broken down by type of project as listed below.
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CAPITAL IMPROVEMENTS PLAN -- 2017 Adopted TOTAL
Street Resurfacing, Water Main, Sewer Projects 19,545,800 33.55%
Other Transportation 10,048,231 17.25%
Parks 6,675,000 11.46%
Facilities 8,379,000 14.38%
Miscellaneous 1,650,000 2.83%
Library 4,174,500 7.17%
Water Treatment, Storage and Billing 7,780,000 13.36%
TOTAL 2017 CIP 58,252,531 100%
Public Safety: With increasing pension costs for both Police and Firefighter Pensions, the
City of Evanston strives to provide quality services to residents while increasing the funding
contribution to the Police and Fire Pension Funds. The 2017 Proposed Budget includes the
second year in a row for a $1.65 million increase in pension funding costs. This increase
diverts funds from both ongoing capital needs and ongoing operational needs. While the
City will continue to responsibly fund this expense, we will continue to lobby for pension
reform that will reduce this burden on the City’s tax payer.
Debt: Debt Service costs remain level in 2017, however, are anticipated to increase after
2017 when the new Robert Crown Community financing is included.
2017 CITY COUNCIL GOALS
During 2016, the City Council reaffirmed their commitment to a consolidated list of goals that
provides direction for staff. The FY 2017 Proposed Budget includes many programs and
initiatives to further the adopted goals of the City Council. The adopted 2017 City Council
Goals are as follows:
 Buildings and Facility Infrastructure
 Water and Sewer Infrastructure
 Street/Sidewalks Infrastructure
 Economic Development
 At Risk Individuals and Families
 Violence Reduction/Prevention
 Financial Policies
FISCAL YEAR 2017 BUDGET OVERVIEW
The General Fund encompasses the majority of all daily operations as budgeted, excluding
Fleet, Parking, Water, and Sewer services.
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Operating General Fund Revenues
FY2016
Amended
Budget
FY2017 Baseline
Budget
FY2017
Proposed
Budget
Changes
During
Process
FY 217
Adopted
Budget
Property Taxes 	27,417,407 27,417,407 28,417,407 	- 	28,417,407
Other Taxes 	45,986,550 46,717,274 49,179,874 	205,000 49,384,874
Other Revenue 	1,286,843 	1,980,550 	2,080,550 	- 	2,080,550
Licenses, Permits and Fees 	14,732,027 15,527,650 17,259,650 	- 	17,259,650
Charges for Services 	8,447,967 	9,010,612 	9,010,612 	- 	9,010,612
Interfund Transfers 	8,842,365 	8,540,867 	8,240,867 (152,450) 8,088,417
Fines and Forfeitures 	4,609,825 	3,810,000 	3,810,000 (250,000) 3,560,000
Intergovernmental Revenue 	765,727 	619,965 	839,965 	87,357 	927,322
Interest Income 	50,000 	50,000 	50,000 	- 	50,000
Total General Fund Revenue 	112,138,711	$ 	113,674,325	$ 	118,888,925	$ 	(110,093)	$ 	118,778,832	$
Operating General Fund Expenses
FY2016
Amended
Budget
FY2017 Baseline
Budget
FY2017
Proposed
Budget
Changes
During
Process
FY 217
Adopted
Budget
City Council 	424,958 	494,424 	497,863 	326 	498,189
City Clerk 	263,203 	273,720 	275,624 	(136) 	275,488
City Manager's Office 	6,989,746 	6,076,549 	9,617,218 	261,236 9,878,454
Law 	1,130,000 	1,122,727 	1,130,536 (276,486) 	854,050
Administrative Services 	9,634,173 	9,506,358 	9,772,483 	(71,604) 9,700,879
Community Development 	2,782,897 	2,737,331 	2,806,371 	(1,703) 2,804,668
Police 	37,696,278 37,103,382 38,217,726 	6,116 38,223,842
Fire Mgmt. & Support 	22,601,742 23,071,599 24,274,925 	19,076 24,294,001
Health 	3,610,779 	3,517,623 	3,567,091 	15,221 3,582,312
Parks Rec. And Community Services 	11,845,590 12,134,502 12,418,907 	(57,447) 12,361,460
Public Works Agency 	14,861,248 16,098,360 16,210,337 	2,511 16,212,848
Total General Fund Expenses 	111,840,614	$ 	112,136,575	$ 	118,789,081	$ 	(102,890)	$ 	118,686,191	$
NET SURPLUS 	298,097	$ 	1,537,750	$ 	99,844	$ 	(7,203)	$ 	92,641	$
Beginning Fund Balance 	12,368,294 12,368,294 	12,368,294
Economic Fund Balance 	2,784,682 	2,784,682
Ending Fund Balance 	13,906,043 15,252,820 	15,245,617
Reserve Balance Percentage 	12.4% 	12.8% 	12.8%
Min. Reserve Per Policy 	18,689,429 19,798,180 	19,781,032
Reserve Deficit 	(4,783,386) (4,545,360) 	(4,535,415)
The difference between the baseline and the proposed budget can be seen on page 18 in
the Budget Balancing Worksheet.
Police and Firefighter Pension Disclosure Changes: Through 2015, the City has
historically included annual costs for employees covered by the Illinois Municipal Retirement
Fund (IMRF) in each operating department and fund. Police and Firefighter pension costs,
as a part of a locally administered pension system, have only been shown in the respective
agency/trust pension funds (page 200 & 202 of this budget). Beginning in 2016 the City now
shows Police and Firefighter Pension costs in the Police and Fire Departments. The 2017
Adopted Budget also shows these expenses in the Police and Fire Departments of the
General Fund and also shows these expenses in the agencies and trust funds as was done
in the 2016 Amended Budget. As noted previously, this annual expenses is approximately
$16.7 million for 2016, and is projected to increase by $1.65 million above 2016 levels to
$18.35 million.
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Good Neighbor Fund: Northwestern University is contributing $1 million to the City of
Evanston for use in a variety of programs in 2016 and 2017. Additional details for this fund
and its transfers can be found below:
Good Neighbor Fund
Transfer to Capital Improvements Fund 500,000	$
Funding for operating costs of one ambulance company 200,000	$
Aid to families affected by violent crime 50,000	$
Funding for youth and young adult activities 100,000	$
Funding for at-risk youth job training 150,000	$
TOTAL 1,000,000	$
Staffing/Compensation: IAFF, AFSCME and FOP Officer labor contracts expire at the end
of 2016. New contracts have not yet been settled.
Balanced Budget: During the 2017 Budget Process, there a surplus of $1,537,749 was
originally presented. The items listed below were implemented through the process,
resulting in an Adopted Budget surplus of $92,641.
The $5.1 million increase in revenue includes the following major components:
 $1 million General Fund property tax increase (transferred to pension funds)
 $470,000 increase in parking revenue from increased parking meter hours and a
transfer of parking deck fees to the General Fund
 $80,000 transfer from the Water Fund due to water sales to the City of Des Plaines
 $1.6 million net increase from merger of Economic Development Fund into General
Fund
 One-time revenue from increased building permits of $1.7 million
 Fire Department grant-- $220,000
This $6.5 million increase includes the following major components:
 $1.6 million police and fire pension increase
 $1.7 million transfer to capital—this is anticipated one-time permit revenue that
should be applied to one-time expenses per City policy
 $1.7 million increase due to merger of Economic Development Fund and General
Fund—a major benefit of this merger would be additional funding to the General
Fund reserves. This would help stabilize the City’s bond rating and maintain
compliance with the City’s internal policy and best practices calling for 16% reserves.
 $780,000 increase to employee wages and benefits
 $100,000 increase to summer youth employment, with the goal of bringing the
number of employed youths to 1,000
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Proposed Revenue Adjustments
Proposed
Budget
Adopted
Budget
Recurring revenue changes
Increase parking deck fees with increase to General Fund 	280,000 320,000
Meter Hour Standardization 	290,000 	-
Increase water fund transfer - new customer (Des Plaines) 	80,000 80,000
Net Property Tax Increase of $830,152: 	1,000,000 1,000,000
Decrease Howard-Hartrey Interfund transfer 	(152,450)	Net combination of Economic Development Fund into General
Fund 	1,612,600 1,612,600
TOTAL RECURRING REVENUE CHANGES 	$ 3,262,600 $ 2,860,150
One-time revenue changes
Building Permit Revenues over $7.5M baseline 	1,732,000 1,732,000
Howard-Hartrey TIF closure distribution 	87,357
Fire Department Grant for SCBA 	220,000 220,000
TOTAL ONE-TIME REVENUE CHANGES 	$ 1,952,000 $ 2,039,357
TOTAL REVENUE CHANGES FOR 2017 BUDGET 	$ 5,214,600 $ 4,899,507
Proposed Expense Adjustments
Recurring expense changes
Increase 1 FTE As Equity & Empowerment Coordinator 	110,000 110,000
Cradle To Career Programming (2017-2018 funding year) 	25,000 25,000
Youth & Young Adult Operations-- 2017 increase toward 1,000 jobs 	200,000 200,000
Employee wage and benefit funding 	780,000 780,000
Combination of Administrative Adjudication and Finance positions 	(100,263) (100,263)
Equipment Replacement Transfer (no additional vehicles) 	50,000 50,000
Increased Transfer To Police / Fire Pension 	1,654,104 1,654,104
Decrease IMRF to be consistent with Nov 1 funding level 	(127,890)
Combination of Economic Development Fund into General Fund 	1,756,664 1,756,664
TOTAL RECURRING EXPENSE CHANGES 	$ 4,475,505 $ 4,347,615
One-time expense changes
Transfer to Capital Fund (one time revenues to capital) 	1,732,000 1,732,000
Additional plan review services 	50,000 50,000
Facilities maint. Expenses / 2017 levels 	150,000 150,000
Cradle to Career (from Howard-Hartrey TIF closure) 	25,000
Fire Department SCBA Expense 	245,000 245,000
TOTAL ONE-TIME EXPENSE CHANGES 	$ 2,177,000 $ 2,202,000
TOTAL EXPENSE CHANGES FOR 2017 BUDGET 	6,652,505	$ 	6,549,615	$
CITY OF EVANSTON FY 2017 BUDGET REDUCTION WORKSHEET
GENERAL FUND
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TOTAL PROPOSED REVENUES (General Fund - baseline) 113,674,325	$ 113,879,325	$
TOTAL PROPOSED EXPENDITURES (General Fund - baseline) 112,136,576	$ 112,136,576	$
TOTAL PROPOSED SURPLUS (General Fund - baseline) 1,537,749	$ 1,537,749	$
BBWS PROPOSED REVENUE ADJUSTMENTS (detailed above) 5,214,600	$ 4,899,507	$
BBWS PROPOSED EXPENSE ADJUSTMENTS (detailed above) 6,652,505	$ 6,549,615	$
TOTAL REVISED PROPOSED REVENUES (General Fund) 118,888,925	$ 118,778,832	$
TOTAL REVISED PROPOSED EXPENSES (General Fund) 118,789,081	$ 118,686,191	$
PROPOSED 2017 BUDGET SURPLUS (DEFICIT) 99,844	$ 92,641	$
OTHER FUND CHANGES:
Similar to the above Budget Balancing Worksheet, additional changes to other City funds that were
implemented are listed below. These changes are included in the detail of this document.
OTHER FUNDS
GENERAL ASSISTANCE FUND
Proposed
Budget
Adopted
Budget
Revenues
Increase property tax levy for general assistance (0.25% of the City's levy)	100,000 100,000
Expenses
100,000 100,000
AFFORDABLE HOUSING FUND
20,000 20,000	Hotel voucher program & senior bridge housing
(expense increase) 27,500 27,500
PARKING FUND
Additional Divvy Station (expense increase) 52,000 52,000
Increase in extended waranties for meters (expense increase) 200,000 200,000	Increase parking deck fees with increase transferred to
General Fund 280,000 280,000
OTHER FUNDS
Employee wage and benefit funding (Water, Sewer, Parking, etc.) 213,705 213,705
TOTAL: All other fund revenue increases 100,000 100,000
TOTAL: All other fund expense increases 893,205 893,205
Additional rent assistance through General Assistance Fund
Affordable Housing initiatives: study around NU off-campus
housing inventory and reuse (expense increase)
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BUDGET CONTINGENCY PLANNING
During the 2017 Budget process, City staff has developed options for reductions in costs,
pending State budget announcements. These cuts were recommended by each
department. The $3.7 million in potential cuts is detailed below and will be implemented if
necessary at Council direction upon the adoption of a state budget that negatively impacts
City funding.
Account
Number Account Description 	2017 4%
Cuts Explanation
Public Works Agency
61010 Salary & Benefits 	193,741	$ 	Move positions from General Fund to Water & Sewer Funds
61011 Salary & Benefits 	91,000	$ 	Elimination of position
61050 Regular Part-Time 	$ 	15,000 Reduction in clerk from 0.75FTE to 0.5FTE
61050 Regular Part-Time 	$ 	54,000 Eliminate 2 apprentice positions
61060 Seasonal Employees 	$ 	81,259 Reduction in seasonal employees
65055 Material to Maintain Equipt 	25,000	$ 	Delay equipment updates
65115 Traffic control supplies 	10,000	$ 	Use inventory
62509 Service Agreements/Contracts 	30,000	$ 	Utilize staff rather than outside contracts
65005 Agri/botanical supplies 	45,000	$ 	Eliminate the purchase of new trees
62385 Tree Services 	49,000	$ 	eliminate hiring contractor to remove dead trees
61010 Salary & Benefits 	91,000	$ 	Eliminate 1 FTE in PWA
Public Works Agency Total 	685,000	$
Fire Department
61010 Regular Pay 	610,000	$ 	HOLD 5 VACANCIES EXPECTED BY EOY 2016
Parks, Recreation, and Community Services Department
62210 PRINTING 	30,000	$ 	Reduction in LIFE magazie printing.
61013 PROGRAM ASSISTANTS 	15,000	$ 	Eliminate 5 Rec Activity Aides in Preschool Program as of 7/1/17.
61010 REGULAR PAY 	109,550	$ Eliminate 3.95 FTE in Preschool Program, Athletics Coordinator Position,
reduce part-time hours
61050 PERMANENT PART-TIME 	14,000	$ 	Change hours of community Centers
62205 ADVERTISING 	1,500	$ 	Increase online advertising presence.
62508 SPORTS OFFICIALS 	1,000	$ 	Eliminate the summer league at Mason Park.
61011 RECREATION INSTRUCTORS REG PAY 	60,000	$ 	Discontinue Personal Training program.
61050 PERMANENT PART-TIME 	15,260	$ 	Eliminate 0.67 FTE at Levy Center
62210 PRINTING 	2,000	$ 	Print four newsletters yearly instead of six.
61060 SEASONAL EMPLOYEES 	12,000	$ 	Eliminate Gate Attendant position at the Dog Beach.
61060 SEASONAL EMPLOYEES 	5,000	$ 	Adjustment to Beach hours of operation at beginning of season.
62210 PRINTING 	1,000	$ 	Reduce the number of program books printed for shows and competitions.
61060 SEASONAL EMPLOYEES 	11,000	$ Utilize 11,000 in funding from SYEP to pay Inclusion aides for summer
programs
62490 OTHER PROGRAM COSTS 	20,000	$ 	Reduce support to YJC pathways for career pathway program.
65080 MERCHANDISE FOR RESALE 	1,500	$ 	No longer sell birdseed. Move 1500 to rec supplies, eliminate remainder.
62507 FIELD TRIPS 	7,500	$ 	Revamp overnights for Explorers camp.
61050 PERMANENT PART-TIME 	10,500	$ 	Adjustment to hours of operation for Noyes to 8:30 am - 10 pm.
62205 ADVERTISING 	500	$ 	Advertising done online.
62210 MISC LINE ITEMS 	20,000	$ 	reductions to printing, technical information services, office supplies
337,310	$	
Parks, Recreation, and Community Services
Department Total
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Account
Number Account Description 	2017 4%
Cuts Explanation
City Manager's Office
61010 REGULAR PAY 	40,000	$ 	convertion of position to part-time
62509 SERVICE AGREEMENTS/ CONTRACTS 	45,000	$ Reduction to service agreements/contracts
68205 CONTINGENCIES 	50,000	$ 	Decreasing City Manager's Contingency
62185 CONSULTING SERVICES 	60,000	$ 	No longer outsourcing the A/R function
61010 REGULAR PAY 	15,000	$ 	25% of CSR salary transferred to Water/Sewer/Parking
61010 REGULAR PAY 	20,000	$ 	reclassification of senior accountant to junior accountant
61010 REGULAR PAY 	20,000	$ 	0.25 FTE transferred to Economic Development Fund
City Manager's Office Total 	250,000	$
Health and Human Services Department
61010 Regular Pay 	83,466	$ 	Shift 37% of expenses to the General Assistance Fund
Administrative Services Department
61010 REGULAR PAY 	$ 200,000
Move Parking Enforcement Supervisor and Parking Operations
Coordinator to Parking Fund
61725 REGULAR PAY 	$ 	85,000 Reduction of 1 Parking Enforcement Officer
61010 REGULAR PAY 	$ 100,000 Reduction of one FMIII employee
Administrative Services Department Total 	$ 385,000
Law Department
61010 Salary & Benefits 	63,000	$ 	Hold Assistant City Attorney Open and fill with Temp
Police Department
61111 HIREBACK OT PAY 	53,569	$ 	Eliminate Beat 88
61010 REGULAR PAY 	251,380	$ 	Vacancy Savings
61730 MEDICARE 	777	$ 	Eliminate Beat 88
61615 LIFE INSURANCE 	604,971	$ 	Eliminate Social Services Bureau
61010 Salary & Benefits 	79,408	$ 	Eliminate Records Operator Position
61010 Salary & Benefits 	80,471	$ 	Eliminate Training Coordinator Position (Vacant)
62272 OTHER PROFESSIONAL SERVICES 	60,000	$ 	Eiliminate Grant to Animal Shelter
Police Department Total 	1,130,576	$
Community Development Department
65025 FOOD 	600	$ 	Reduced this expense to align with actuals
61110 OVERTIME PAY 	-	$ 	Implemented flex-time vs. overtime (already in practice)
62275 POSTAGE CHARGEBACKS 	1,000	$ 	Recently outsourced this service. Expense will be covered by the applicant.
61060 SEASONAL EMPLOYEES 	11,500	$ 	Reduced this expense to align with actuals
61110 OVERTIME PAY/ON-CALL PAY 	6,500	$ 	Increased baseline budget to cover necessary on-call pay expense
61010 REGULAR PAY 	102,908	$
Reduced a vacant Electrical Inspector/Plan Reviewer position to
accommodate the proposed 4% cut
62150
CONSTRUCTION ENGINEERING
SERVICES 	2,000	$ 	Reduced this expense to align with actuals
62190 GRAFFITI REMOVAL SERVICES 5,000	$
Recently partnered with PW/Facilities for Graffiti removal services/vendor
related expense has reduced significantly
Community Development Department Total 129,508	$
TOTAL 	3,673,859	$
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GENERAL FUND REVENUES
The City of Evanston economy remains stable and overall revenues are projected to
increase for the 2017 Adopted Budget. The table below shows a listing of taxes/revenues
that are projected to change and some of the reasons for these changes.
Revenue 	FY2016
Adopted
FY2017
Proposed $ Change 	% Change 	Comment
51515 - STATE USE TAX 	1,600,000	$ 	1,750,000	$ 	150,000	$ 	9.4% 	Per the IL Municipal League, 2017 forecasts $23.50 per
captia for 2017 (up 9.4% from FY2016).
51525 - SALES TAX - BASIC 	10,736,250	$ 	10,942,386	$ 	206,136	$ 	1.9%
Sales tax increases reflect both positive economic growth
and the inclusion of full year of Whole Foods and Valli
Produce
51530 - SALES TAX - HOME RULE 	6,489,000	$ 	6,613,588	$ 	124,588	$ 	1.9% 	This is Evanston's 1% Home Rule sales tax. Local Sales tax
does not include auto sales
51540 - ATHLETIC CONTEST TAX 	1,000,000	$ 	1,000,000	$ 	-	$ 	0.0% 	Estimate is based off historical trends
51545 - STATE INCOME TAX 	7,650,000	$ 	7,800,000	$ 	150,000	$ 	2.0%
Per IML, 2015 (May-Apr) Income Tax rate is projected to
be just under $97.00 per capita, which is only a modest
increase. City estimates for 2016 are expected to be $7.65
million.
51565 - ELECTRIC UTILITY TAX 	3,070,000	$ 	3,000,000	$ 	(70,000)	$ 	-2.3% 	Estimate is based off historical trends
51570 - NATURAL GAS UTILITY
TAX (Includes Home Rule) 	2,140,000	$ 	2,200,000	$ 	60,000	$ 	2.8%
Per the State of IL, the electic utlity tax is estimated to
increase slighty due to expected longer winter seasonality
effects
51585 - CIGARETTE TAX 	200,000	$ 	200,000	$ 	-	$ 	0.0% 	Estimate is based off historical trends
51590 - EVANSTON MOTOR FUEL
TAX 700,000	$ 	750,000	$ 	50,000	$ 	7.1% 	Estimate is based off historical trends
51595 - LIQUOR TAX 	3,000,000	$ 	3,100,000	$ 	100,000	$ 	3.3%
Liquor tax increases reflect both positive economic
growth and the inclusion of full year of Whole Foods and
Valli Produce
51600 - PARKING TAX 	2,850,000	$ 	2,850,000	$ 	-	$ 	0.0% 	Estimate is based off historical trends
51620 - REAL ESTATE TRANSFER
TAX 3,000,000	$ 	3,100,000	$ 	100,000	$ 	3.3% 	Continued positive real estate market contributing to
$100K increase
51625 - TELECOMMUNICATIONS TAX 	2,000,000	$ 	1,900,000	$ 	(100,000)	$ 	-5.0% This revenue source continues to decrease due to
customers eliminating landline phones in their household
52010 - VEHICLE LICENSES 	2,850,000	$ 	2,850,000	$ 	-	$ 	0.0%
Staff is projecting no change, however compliance
activities through the addition of one additional LPR
camera enforcement car is anticipated which will increase
parking ticket revenue
Grand Total 	47,285,250	$ 	48,055,974	$ 	770,724	$ 	1.6%
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OTHER FUNDS:
Water Fund: This Proposed Budget includes a 6% increase to the Evanston Water rate.
This increase will be completely off-set by a 3% 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. Based on
this review, the 2017 Capital Improvements Plan includes $3 million ($12.2 million to be
budgeted in 2018) for the replacement of the clearwell.
Evanston has a high probability of receiving a State Revolving Fund loan for this project at
2.5% or lower interest rate, whereas there is no certainty of such favorable lending
conditions in the future. Furthermore, increases to the Northwest Water Commission’s
wholesale water rate resulting from this project would generate enough revenue to offset
about 90% of the 20-year loan repayment cost.
Sewer Fund: This Proposed Budget includes a 3% decrease to the Evanston sewer rate.
This increase will be completely off-set by a 6% 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
immediately after this transmittal letter.
CONCLUSION
In closing, I would like to thank Assistant City Manager/Chief Financial Officer Martin Lyons
for his leadership of the Budget Team and his efforts to produce a responsible budget which
strives to address City needs within the scope of our available resources. I would also like to
thank the members of the Budget Team, including Budget and Finance Manager Ashley
King and Revenue Manager Alex Thorpe 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 2017 Adopted Budget
Executive Summary
I. Introduction
The City of Evanston covers a stretch of four miles along Lake Michigan’s
picturesque western shoreline. The City’s eight square miles include residential
neighborhoods encircling thoughtfully-planned business districts and
recreational facilities. 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 operating budget for FY 2017 is $308,767,454 for all budgeted funds,
including inter-fund transfers. This represents an increase of $5 million or 2.3%
compared to the amended FY 2016 Budget ($306,336,901). 2017 is the first
year for Library Capital to be spent out of its own fund.
III. Fiscal Considerations
The City is anticipating another year of modest revenue growth with no changes
in tax rates, fees or fines in the 2017 Adopted Budget. There is a modest
proposal to increase Parking Deck Fees by $5 per month in the Parking Fund. As
a result, the focus of the FY 2017 budget will be to continue services at current
levels, with a focus on the execution of the City’s goals to address families at
risk, long-term debt, violence prevention, and facilities and infrastructure
improvement.
Revenues across all funds are projected to decrease by approximately 9%
compared to FY 2016. FY 2017 General Fund revenues are projected to
increase over the prior year by 1.4%. The 2016 tax levy, receivable in 2017 is
proposed with several changes compared to the levy received in 2016. The table
below provides a comparison of the current and proposed levy by fund:
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IV. General Fund
Expenditures
The FY 2016 Adopted Budget served as the baseline for non-personnel
Departmental expenditure budgets in 2017. All Departments were asked to
provide a 4% contingency plan reduction in their total budgets from the FY 2016
Adopted Budget. These plans are included 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.
1. Property Tax:
The General Fund portion of the levy is expected to increase by $1,000,000;
however, this increase is offset by the decrease to debt service levy as noted
above.
2015 ADOPTED
LEVY
2016 ADOPTED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
General Fund 8,385,351	$ 7,731,247	$ (654,104)	$ -7.8%
IMRF Pension 2,665,297	$ 2,665,297	$ -	$ 0.0%
Loss Factor* 144,303 160,586 16,283 11.3%
Fire Pension 7,070,865	$ 7,868,709	$ 797,844	$ 11.3%
Police Pension 9,055,940	$ 9,912,200	$ 856,260	$ 9.5%
TOTAL CITY NET LEVY $ 27,177,453 $ 28,177,453 $ 1,000,000 3.68%
Debt Service 11,049,841	$ 10,879,993	$ (169,848)	$ -1.5%
General Assistance 800,000	$ 900,000	$ 100,000	$ 12.5%
TOTAL CITY, GA & DEBT LEVY $ 39,027,294 $ 39,957,446 $ 930,152 2.38%
Library 6,054,180	$ 6,284,358	$ 230,178	$ 3.8%
Library Debt 385,695	$ 345,955	$ (39,740)	$ -10.3%
TOTAL LIBRARY NET LEVY $ 6,439,875 $ 6,630,313 $ 190,438 2.96%
TOTAL CITY AND LIBRARY
LEVIES $ 45,467,169 $ 46,587,759 $ 1,120,590 2.46%
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2. State Sales Tax:
General Fund revenue from the State of Illinois sales tax is expected to be
$10,942,386, which represents an approximate increase of 1.9% in comparison
to the FY 2016 budget. This revenue will increase or decrease based on the
dollar amount of purchased tangible merchandise within the City. The anticipated
increase is based on the projections provided by the State of Illinois budget office
and have been adjusted to account for increased sales as a result of increases in
retail grocery sales within Evanston.
3. Home Rule Sales Tax:
For FY 2017, this General Fund revenue is budgeted at $6,613,588, which is a
1.9% increase in comparison to the FY 2016 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.
4. State Income Tax:
Based upon projections from the Illinois Municipal League, revenue budgeted for
FY 2017 is $7,800,000, representing a 2% increase from the FY 2016 budget.
This revenue is collected by the State of Illinois and the amount distributed to
Illinois municipalities is dependent upon population size. The State of Illinois has
discussed a potential decrease to the amount of income tax that is distributed to
municipalities.
5. Utility Taxes:
Revenues from utility taxes are comprised of electric, natural gas distribution and
consumption, and telecommunications taxes. For FY 2017, these taxes are
budgeted at $7.1 million, which represents a 2.2% decrease compared to FY
2016 budget. The decrease is in the telecommunications tax ($100,000 lower
than 2016 Budget) due to a consistent decrease in this revenue source in
Evanston and throughout the region.
6. Real Estate Transfer Tax:
Real estate transfer tax revenue is slightly increased to $3,100,000 in FY 2017,
which is $100,000 over 2016’s budget.
7. Vehicle Licenses:
This revenue source is considered to be relatively insulated from economic
fluctuations as it is based on the number of vehicles registered within the City.
For FY 2017, the revenue projection for vehicle licenses is $2,850,000, which is
flat at the 2016 amount.
8. Licenses, Permits, and Fees:
Excluding vehicle sticker sales, total licenses, permits, and fees are expected to
generate $15.5 million, which represents a 5.4% increase in comparison to FY
2016. There are several revenue sources, which comprise the licenses, permit
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and fee category including building permits, liquor licenses and the cable
franchise fee.
9. Fines and Forfeitures:
Parking tickets, regular, and other fine revenues are budgeted to be $3,810,000
in FY 2017, which represents a 17.4% decrease, mainly due to increased parking
compliance.
10. Charges for Services
This category consists of many revenue sources, the largest of which relates to
recreation and ambulance service fees. Charges for services are projected to
generate $9,010,612 in FY 2017, which is a 6.7% increase over FY 2016.
11. State and Federal Aid
This revenue is completely dependent on grants offered by the State and Federal
governments. For FY 2017, the revenue is projected to be slightly lower than
2016 at $619,965. 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
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 $500 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. There is a $100,000 tax levy
increase included for discussion in the Transmittal Letter to the City Council.
This increase will be dedicated to increasing the amount of basic monthly
assistance for current applicants.
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.
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. As
noted above, the Library is increasing both operating and capital expenses for
2017. The Evanston Public Library promotes the development of independent,
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self-confident, and literate citizens through the provision of open access to
cultural, intellectual, and informational resources for all ages. The 2017
Proposed Budget now includes a separate Library Capital Fund. Library Capital
was previously shown within the City’s Capital Improvements Fund.
Neighborhood Stabilization Fund
The Neighborhood Stabilization Program 2 (NSP2) was funded by the American
Recovery and Reinvestment Act of 2009 to stabilize neighborhoods that have
been negatively impacted by high numbers of foreclosed and vacant homes.
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 $2,248,990 in FY 2017.
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 2017 revenues for the fund
are budgeted at $1,021,700 while expenditures for 2017 total $1,030,418.
Special Service Area (SSA) #4
This accounts for services such as promotion, advertisement, and other public
services of the territory as managed by Downtown Evanston, an Illinois not-for-
profit corporation. Each fall, Downtown Evanston submits a budget for approval
to the City Council. However, because assessed property value was not
available in final form as of the date of this document, the Special Service Area
and Downtown Evanston budgets remain estimated until a final tax levy can be
calculated. The FY 2017 revenues and expenditures budgeted for the SSA #4
Fund are projected to be $320,000.
Community Development Block Grant (CDBG) Fund
This accounts for funds granted from the U.S. Department of Housing and Urban
Development. The expenditure amount estimated for FY 2017 is $2,281,978,
which includes draw down of prior year available funds. This is a $312,647
decrease in comparison to FY 2016.
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 2017
expenditures total is $293,000.
Economic Development Fund
This fund was dissolved with the 2017 Budget. The expenses and revenues are
incorporated into the General Fund. This merger improves the City’s General
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Fund reserve balance, however all Economic Development activity would still be
accounted for in a separate business unit.
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 2017.
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 2017 budgeted expenditures are $586,692 or $184,524 more than FY
2016.
Affordable Housing Fund
The Affordable Housing Fund seeks to support housing related programs as
adopted by the City Council. The FY 2017 budget is $1,707,252 for Rehab
Loans and Housing Related Services.
Washington National TIF Debt Service Fund
Expenditures for the Washington National TIF Fund are budgeted to be
$10,540,636 for FY 2017, an increase of $2,752,953 from 2016. The major
expenses in this fund are the payment of debt service for parking facilities, and
for the redevelopment of the City’s Fountain Square in Downtown Evanston.
Special Service Area #5 Fund
Adopted by the City Council on June 27, 1994, Special Service Area #5 overlays
the City of Evanston’s downtown business district. This fund closed in 2016.
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 2017 Budget is
$60,000.
Special Service Area #6 Fund
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. The FY 2017 Budget for this fund is $220,000.
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Southwest II (Howard-Hartrey) TIF Debt Service Fund
Also known as the Howard-Hartrey TIF, the district consists of a 23-acre site
located at 2201 Howard Street. This TIF closes in 2016, with a final distribution
to taxing bodies scheduled for early 2017. The FY 2017 budget is $513,865, of
which Evanston is anticipated to receive approximately 17%.
Debt Service Fund
The 2016 tax year levy, to be filed with Cook County in December 2016, has
been budgeted as revenue for FY 2017. Budgeted expenditures in this fund
primarily consist of general obligation debt service paid from property taxes.
Total debt service for FY 2017 is projected at $14,431,137.
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 2017 total $1,598,600, with a
significant portion of this amount budgeted the redevelopment of a theater on
Howard Street along with ongoing developer payments from a previous
agreement.
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 2017 are budgeted at $40,000 and
are primarily related to economic development and capital projects.
Dempster-Dodge Tax Increment Finance District Fund
The City Council approved the creation of the Dempster-Dodge Tax Increment
Financing (TIF) District on June 25, 2013. The Dempster-Dodge TIF District area
is comprised of a single parcel. This parcel is a shopping center located at the
southwest corner of the intersection of Dempster Street and Dodge Avenue.
Expenses for FY 2017 are budgeted at $40,000.
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 $30,508,512 which is an increase of
$7,738,987 compared to FY 2016.
Special Assessment Fund
The Special Assessment Fund’s budgeted expenditures for FY 2017 total
$513,427, which represents a increase of $131,177 compared to FY 2016. The
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majority of this decrease is attributable to more capital improvement projects
scheduled in the fund for FY 2017.
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 2017 budgeted expenses total
$14,524,752, a decrease of $2,413,290 compared to FY 2016.
Water Fund
The Water Fund has budgeted FY 2017 expenses totaling $29,361,509, which
represents a decrease of $11,763,746 in comparison to FY 2016. This decrease
is due to the timing of major capital projects which can be found in the CIP.
Sewer Fund
The Sewer Fund has budgeted FY 2017 expenses totaling $14,588,431 which
represents a decrease of $892,870 compared to FY 2016. The Sewer Fund
includes $2,819,700 in capital improvements and $8,370,946 in debt service,
mainly through Illinois Environmental Protection Agency loans.
Solid Waste Fund
This fund was created in FY 2012 and tracks revenues and expenses associated
with the City’s refuse, recycling, and yard-waste collection services. The FY
2017 budget for Solid Waste operations is projected at $5,183,453 which is an
increase of $42,936 from FY 2017.
Fleet Services Fund
Budgeted expenditures for FY 2017 total $3,719,237, a $55,839 increase in
comparison to FY 2016. 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 2017 expenditures budgeted for the fund total $1,530,422.
Insurance Fund
Budgeted expenditures for FY 2017 total $19,075,612, which is a $1,872,216
increase from the FY 2016. This increase is due to the anticipated settlement of
major claims as well as an increase in the City’s employee health benefits
program. The City self-insures a large majority of liability insurance claims in this
fund, with a self-insured retention set at $1,250,000.
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Fire Pension Fund
Every Illinois municipality having a population of not less than 5,000 and not
more than 500,000 must have a Fire Pension Fund as prescribed in 40 ILCS 5/4-
101 of the Illinois Revised Statutes. Fire Pension Fund expenditures for FY 2017
are budgeted at $8,705,000.
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 2017 are budgeted at $11,817,000.
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PART II
CHARTS & SUMMARIES
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2017 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
Deputy City
Manager
Assistant City
Manager / CFO
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 63,045
Geographic Location On Lake Michigan Annual Circulation 1,071,401
Immediately north
of Chicago
Recreation Facilities
Population (2011 Census Estimate) 75,570 Number of City-maintained Parks and
Playgrounds
75
Park Area in Acres 265
Number of Households (2010 Census
Estimate)
29,106 Number of Public Swimming Beaches 5
Number of Housing Units (2009 Census
Estimate)
33,335 Municipal Parking Utility
Number of Parking Meters 2,300
Equalized Assessed Valuation (2014) $2,244,569,975 Number of Parking Lots 35
Capacity of Parking Lots 1,919
Per Capita Income (2010 Census Estimate) $41,340 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 (2010) 107 Skokie 65,176
Number of Stations 5 Miles of Water Mains 157.5
Number of Fire Hydrants 1,385 Filtration Plant Rated Daily Capacity (gallons) 108,000,000
I.S.O. Rating Class 3 Rated Daily Pumping Capacity (gallons) 147,000,000
Police Protection Average Daily Pumpage (gallons) 37,850,000
Number of Sworn Officers (2010) 160
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
2005 	74,239 	2,775,350,776 	37,384 	32.5 	94.0% 	9,740 	5.0%
2006 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.5%
2007 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.4%
2008 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.6%
2009 	74,239 	2,902,967,617 	39,103 	32.5 	94.0% 	9,550 	4.7%
2010 	74,486 	3,157,759,484 	42,394 	34.3 	94.0% 	9,550 	7.9%
2011 	74,486 	3,197,311,550 	42,925 	34.3 	94.0% 	11,369 	7.3%
2012 	74,486 	3,176,902,386 	42,651 	35.1 	93.6% 	11,418 	6.8%
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%
Source: Various Government agencies
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City of Evanston
City Council Budget Calendar
Fiscal Year 2017
DATE 	TIME ACTIVITY
Monday, August 15, 2016 7PM* Mid-Year 2016 Budget Review
Wednesday, September 21, 2016 7PM Multi-media Budget Outreach Event
Friday October 7, 2016 5PM Proposed 2017 Budget to City Council
Monday, October 17, 2016 7PM 2017 Budget Discussion
Saturday, October 29, 2016 9AM - 1PM Special City Council meeting
Public Hearing-- Truth in Taxation
Public Hearing-- FY 2017 Proposed Budget
Preliminary Tax Levy Estimate
Monday, October 24, 2016 7PM* 2017 Budget Discussion
Monday, November 7, 2016 7PM 2017 Budget Discussion (if needed)
Monday, November 28, 2016 7PM* 2017 Budget & 2016 Tax Levy Adoption
*meeting times are approximate
Rosh Hashana is October 2-4
Yom Kippur is October 11-12
Columbus Day is October 10
Thanksgiving is November 24
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2017 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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2017 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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2017 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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2017 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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2017 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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2017 ADOPTED BUDGET
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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2017 ADOPTED BUDGET
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 $113,000,000 in aggregate principal
amount, which limit is expressly subject to increase from time to time by action of the City Council
as the needs of the City may grow. General Obligation Debt issued as so-called zero coupon bonds
or capital appreciation bonds shall be counted as debt in the original principal amount issued. The
Treasurer shall at all times keep a book or record of all General Obligation Debt and its proper
allocation. The Treasurer’s statements as to the allocation of General Obligation Debt into these
two categories shall be conclusive. Notwithstanding this statement of policy, all bonds or other
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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.
Economic Development Fund
Expenditures in the Economic Development Fund will be for development activities as directed by
the Economic Development Committee and City Council. Funds may be accumulated from year to
year for major development activities.
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.
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Budget Policies
Water Fund
A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall
be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund
depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond
agreements.
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).
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Budget Policies
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 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.
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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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.
Economic Development Fund - To account for costs associated with economic development
activities of the City. Financing is primarily provided by hotel and amusement tax revenues.
Neighborhood Improvement Fund - To account for a portion of sales tax revenues derived
from retail sales at the Home Depot store in Evanston. Sales tax revenues allocated to this fund
are to be expended on public projects that will benefit the immediate neighborhood nearby the
store.
HOME Fund – To account for the Home program. Financing is provided by the federal
government and used to create affordable housing to low-income households. Expenditures are
made in accordance with the requirements of federal law.
Affordable Housing Fund - To account for costs associated with affordable housing programs
for low and moderate income City of Evanston residents.
DEBT SERVICE FUNDS
Debt Service Fund - To account for non-abated, general obligation payments on the principal
and interest related to bonds and/or other City debt.
Special Service Area No. 5 Fund - To account for principal and interest payments on debt
issued for this special taxing district.
Southwest Tax Increment District Fund - To account for principal and interest payments on
debt proceeds issued and allocated to this tax increment financing district.
Howard-Hartrey Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Washington National Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
Howard-Ridge Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
West Evanston Tax Increment District Fund - To account for principal and interest
payments on debt proceeds issued and allocated to this tax increment financing district.
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Fund Descriptions
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.
CAPITAL PROJECTS FUNDS
Capital Improvement Fund - To account for capital projects not funded through special
revenue, tax increment financing, or enterprise funds. Capital projects include, but are not
limited to: long term improvements to public buildings, the paving of city streets, and the
improvement and development of recreation facilities. Financing is provided primarily by grants
and general obligation bond proceeds.
Special Assessment Fund - To account for capital improvements (primarily alley paving)
financed by both special assessments on property owners and City contributions.
ENTERPRISE FUNDS
Water Fund - To account for all activity related to providing water to Evanston residents, as
well as the Village of Skokie and the Northwest Water Commission. All activities necessary to
provide such services are accounted for in this fund, including, but not limited to:
administration, operation, maintenance, debt service, and billing/collection.
Sewer Fund - To account for all activity related to providing sewer service to City residents and
businesses. Activities necessary to provide such service include, but are not limited to:
administration, operations, financing, capital improvements/maintenance, and billing/collection.
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.
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Fund Descriptions
Insurance Fund - To account for all costs related to general liability and workers' compensation
claims. Beginning with FY10-11, health insurance premiums are also accounted for in this Fund.
This internal service fund uses “funding premium” payments from City operating funds to pay
claim and premium costs incurred.
TRUST AND AGENCY FUNDS
Fire Pension Fund - To account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn fire members at a fixed rate as mandated by state statute and
by the City through an annual property tax levy as determined by an independent actuary.
Police Pension Fund - To account for the accumulation of resources to pay pension costs.
Resources are contributed by sworn police members at a fixed rate as mandated by state statute
and by the City through an annual property tax levy as determined by an independent actuary.
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2017 ADOPTED BUDGET
Revenues Sources, Assumptions and Trends
The following is a summary of major revenue sources, trends, and assumptions for the FY 2017
Adopted 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. Based on multi-variant
revenue projections, the State sales tax budget for FY 2017 is anticipated to be $10.9 million and the
home rule sales tax budget $6.6 million.
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 $7.8 million in income tax revenues.
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Revenues Sources, Assumptions and Trends
REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000
increment of value on the sale or transfer of real estate in the City less certain exemptions as specified
per City code. Real estate transfer tax revenues were budgeted based on year-to-date receipts in
conjunction with an analysis of regional real estate sales trends. In 2016 the City received its largest
property tax transfer stamp on record for a house sale of $4.9M.
WATER REVENUES – Water revenues from Evanston’s water utility customers are expected to
remain fairly constant from the prior year. This revenue is almost entirely dependent on water
consumption with weather playing a major role, especially during the summer. Evanston water sales in
FY2016 saw revenue increases due to sales to the City of Des Plaines.
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Revenues Sources, Assumptions and Trends
SEWER REVENUES – This revenue is billed based on water consumption and the two revenues
often go hand in hand. It is important to note that this revenue, unlike water, is not assessed to those
communities outside of Evanston that purchase Evanston water.
PARKING REVENUES – The City owns and operates parking meters, lots, and three major garages,
which combined, will generate an estimated $6.6 million in revenues in FY 2016.
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2017 ADOPTED BUDGET
Property Tax Levy Charts
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2017 ADOPTED BUDGET
Property Tax Levy Charts
2014 ADOPTED
LEVY
2015 ADOPTED
LEVY
2016 ADOPTED
LEVY
$ VARIANCE
INCREASE /
(DECREASE)
% VARIANCE
INCREASE /
(DECREASE)
GENERAL FUND
Gross Levy 	8,841,731 	8,556,481 	7,889,028 	(667,453) 	-7.8%
Loss Factor* 	176,835 	171,130 	157,781 	(13,349) 	-7.8%
Net Levy - General Fund 	8,664,896	$ 	8,385,351	$ 	7,731,247	$ 	(654,104)	$ 	-7.8%
GENERAL FUND - IMRF PENSION
Gross Levy 	2,777,778 	2,719,691 	2,719,691 	- 	0.0%
Loss Factor* 	55,556 	54,394 	54,394 	- 	0.0%
Net Levy - IMRF Pension 	2,722,222	$ 	2,665,297	$ 	2,665,297	$ 	-	$ 	0.0%
GENERAL ASSISTANCE FUND
Gross Levy 	1,376,074 	816,327 	918,367 	102,040 	12.5%
Loss Factor* 	27,521 	16,327 	18,367 	2,041 	12.5%
Net Levy - General Assistance 	1,348,553	$ 	800,000	$ 	900,000	$ 	100,000	$ 	12.5%
TOTAL CITY AND GA FUND 	$ 	12,735,671 	$ 	11,850,648 	$ 	11,296,544 	$ 	(554,104) 	-4.68%
FIRE PENSION FUND
Gross Levy 	6,185,281 	7,215,168 	8,029,295 	814,127 	11.3%
Loss Factor* 	123,706 	144,303 	160,586 	16,283 	11.3%
Net Levy - Fire Pension 	6,061,575	$ 	7,070,865	$ 	7,868,709	$ 	797,844	$ 	11.3%
POLICE PENSION FUND
Gross Levy 	8,551,232 	9,240,755 	10,114,490 	873,735 	9.5%
Loss Factor* 	171,025 	184,815 	202,290 	17,475 	9.5%
Net Levy - Police Pension 	8,380,207	$ 	9,055,940	$ 	9,912,200	$ 	856,260	$ 	9.5%
DEBT SERVICE FUND
Gross Levy 	11,275,348 	11,275,348 	11,102,034 	(173,314) 	-1.5%
Loss Factor* 	225,507 	225,507 	222,041 	(3,466) 	-1.5%
Net Levy - Debt Service 	11,049,841	$ 	11,049,841	$ 	10,879,993	$ 	(169,848)	$ 	-1.5%
TOTAL CITY LEVY
Gross Levy 	39,007,443 	39,823,770 	40,772,904 	949,134 	2.4%
Loss Factor* 	780,149 	796,475 	815,458 	18,983 	2.4%
TOTAL CITY NET LEVY 	$ 	38,227,294 	$ 	39,027,294 	$ 	39,957,446 	$ 	930,152 	2.38%
LIBRARY FUND
Gross Levy 	5,932,148 	6,177,735 	6,412,610 	234,875 	3.8%
Loss Factor* 	118,643 	123,555 	128,252 	4,697 	3.8%
Net Levy - Library 	5,813,505	$ 	6,054,180	$ 	6,284,358	$ 	230,178	$ 	3.8%
LIBRARY FUND - DEBT SERVICE
Gross Levy 	617,488 	393,409 	353,015 	(40,394) 	-10.3%
Loss Factor* 	12,350 	7,714 	7,060 	(654) 	-8.5%
Net Levy - Library Debt 	605,138	$ 	385,695	$ 	345,955	$ 	(39,740)	$ 	-10.3%
TOTAL LIBRARY LEVY
Gross Levy 	6,549,636 	6,571,144 	6,765,626 	194,482 	3.0%
Loss Factor* 	130,993 	131,269 	135,313 	4,044 	3.1%
TOTAL LIBRARY NET LEVY 	$ 	6,418,643 	$ 	6,439,875 	$ 	6,630,313 	$ 	190,438 	2.96%
TOTAL CITY AND LIBRARY LEVIES 	$ 	44,645,937 	$ 	45,467,169 	$ 	46,587,759 	$ 	1,120,590 	2.5%
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Fund Fund # 2015 Actual
Amount
2016 Amended
Budget
2016 Estimated
Amount
2017 Adopted
Budget
Net Change in
Proposed Expenses Percent Change
General 100 103,661,957 111,840,614 111,183,274 118,686,191 6,845,577 6.1%
General Assistance 175 782,701 987,833 901,937 1,178,971 191,138 19.3%
Human Services 176 849,388 859,153 880,270 859,153 - 0.0%
Good Neighbor Fund 180 - 1,000,000 1,000,000 1,000,000 - 0.0%
Library 185 6,929,456 6,997,142 6,282,055 7,250,345 253,203 3.6%
Library - Debt Service 186 562,740 393,409 504,875 345,955 (47,454) -12.1%
Library - Capital 187 - - - 3,774,500 3,774,500 N/A
Neighborhood Stabilization 195 130,126 198,954 90,144 98,899 (100,055) -50.3%
Motor Fuel 200 2,416,238 2,189,000 2,184,321 2,248,990 59,990 2.7%
Emergency Telephone 205 1,333,996 1,516,643 1,495,022 1,030,418 (486,225) -32.1%
Special Service Area # 4 210 323,000 320,000 323,000 320,000 - 0.0%
CDBG 215 1,446,359 2,594,625 2,271,948 2,281,978 (312,647) -12.0%
CDBG Loan 220 282,380 350,000 200,200 293,000 (57,000) -16.3%
Economic Development 225 3,150,460 2,548,699 2,390,850 - (2,548,699) -100.0%
Neighborhood Improvement 235 - 100,000 - 100,000 - 0.0%
HOME 240 517,430 402,168 256,263 586,692 184,524 45.9%
Affordable Housing Fund 250 214,851 929,347 231,755 1,707,252 777,905 83.7%
Washington National TIF 300 4,150,811 7,787,683 5,578,183 10,540,636 2,752,953 35.4%
Special Service Area # 5 305 297,150 468,271 525,464 - (468,271) -100.0%
Southwest II TIF 310 2,322,950 1,952,450 2,067,950 513,865 (1,438,585) -73.7%
Southwest TIF 315 893,387 - - - - N/A
Debt Service 320 24,532,661 17,532,129 24,261,214 14,431,137 (3,100,992) -17.7%
Howard-Ridge TIF 330 689,999 1,646,100 657,000 1,598,600 (47,500) -2.9%
West Evanston TIF 335 58,365 40,000 40,400 40,000 - 0.0%
Dempster-Dodge TIF 340 2,000,000 40,000 40,000 40,000 - 0.0%
Chicago-Main TIF 345 587,930 43,500 2,363,500 60,000 16,500 37.9%
Special Service Area #6 350 - 200,000 200,000 220,000 20,000
Capital Improvement 415 10,960,839 22,769,615 11,136,833 30,508,512 7,738,897 34.0%
Special Assessment 420 228,951 382,250 382,275 513,427 131,177 34.3%
Parking 505 8,733,020 16,938,042 11,235,177 14,524,752 (2,413,290) -14.2%
Water 510 16,403,538 41,125,255 20,200,566 29,361,509 (11,763,746) -28.6%
Sewer 515 7,159,766 15,481,301 14,525,770 14,607,057 (874,244) -5.6%
Solid Waste 520 5,150,448 5,140,517 4,585,869 5,198,345 57,828 1.1%
Fleet 600 2,849,539 3,644,146 3,246,532 3,719,237 75,091 2.1%
Equipment Replacement 601 1,738,234 1,515,422 1,020,000 1,530,422 15,000 1.0%
Insurance 605 16,092,521 17,192,633 17,475,425 19,075,611 1,882,978 11.0%
Fire Pension 700 8,302,220 8,163,000 8,423,000 8,705,000 542,000 6.6%
Police Pension 705 10,768,296 11,047,000 11,208,000 11,817,000 770,000 7.0%
Total All Funds 246,521,708	$ 306,336,901	$ 269,369,072	$ 308,767,454	$ 2,430,553	$ 0.8%
All budget totals in this summary are gross figures prior to eliminating interfund transfers.
Total Budgeted Expenditures - All Funds
FY2016 vs. FY2017
(Prior to Interfund Transfers)
In this summary, the total budgets for all funds are compared with the amended fund totals for FY16.
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Fund Fund # FY2016 Net
Budget
FY2017 Adopted
Expenditures
Less Transfers to
Other Funds
FY2017 Net
Expenditures Net Change Percent
Change
General 100 74,544,655 118,686,191 (36,727,144) 81,959,047 7,414,392 9.9%
General Assistance 175 966,591 1,178,971 (21,242) 1,157,729 191,138 19.8%
Human Services 176 859,153 859,153 - 859,153 - 0.0%
Good Neighbor Fund 180 1,000,000 1,000,000 (1,000,000) - (1,000,000)
Library 185 6,250,449 7,250,345 (756,070) 6,494,275 243,826 3.9%
Library - Debt Service 186 393,409 345,955 - 345,955 (47,454) -12.1%
Library - Capital 187 - 3,774,500 - 3,774,500 3,774,500 N/A
Neighborhood Stabilization 195 189,552 98,899 (9,576) 89,323 (100,229) -52.9%
Motor Fuel 200 1,356,000 2,248,990 (857,990) 1,391,000 35,000 2.6%
Emergency Telephone 205 1,279,930 1,030,418 (167,923) 862,495 (417,435) -32.6%
Special Service Area # 4 210 320,000 320,000 - 320,000 - 0.0%
CDBG 215 2,500,738 2,281,978 (585,376) 1,696,602 (804,136) -32.2%
CDBG Loan 220 350,000 293,000 - 293,000 (57,000) -16.3%
Economic Development 225 1,829,046 - (970,806) (970,806) (2,799,852) -153.1%
Neighborhood Improvement 235 100,000 100,000 - 100,000 - 0.0%
HOME 240 402,168 586,692 - 586,692 184,524 45.9%
Affordable Housing Fund 250 474,347 1,707,252 - 1,707,252 1,232,905 259.9%
Washington National TIF 300 3,830,000 10,540,636 (9,940,636) 600,000 (3,230,000) -84.3%
Special Service Area # 5 305 468,271 - - - (468,271) -100.0%
Southwest II TIF 310 1,800,000 513,865 (152,450) 361,415 (1,438,585) -79.9%
Southwest TIF 315 - - - - - N/A
Debt Service 320 16,279,452 14,431,137 - 14,431,137 (1,848,315) -11.4%
Howard-Ridge TIF 330 1,538,600 1,598,600 (1,060,000) 538,600 (1,000,000) -65.0%
West Evanston TIF 335 10,000 40,000 (30,000) 10,000 - 0.0%
Dempster-Dodge TIF 340 40,000 40,000 - 40,000 - 0.0%
Chicago-Main TIF 345 43,500 60,000 - 60,000
Special Service Area #6 350 200,000 220,000 - 220,000
Capital Improvement 415 22,279,615 30,508,512 (500,000) 30,008,512 7,728,897 34.7%
Special Assessment 420 121,552 513,427 (513,427) - (121,552) -100.0%
Parking 505 15,476,336 14,524,752 (1,462,606) 13,062,146 (2,414,190) -15.6%
Water 510 36,508,728 29,361,509 (4,616,527) 24,744,982 (11,763,746) -32.2%
Sewer 515 14,292,989 14,607,057 (1,424,630) 13,182,427 (1,110,562) -7.8%
Solid Waste 520 4,511,327 5,198,345 (634,504) 4,563,841 52,514 1.2%
Fleet 600 3,433,248 3,719,237 (211,969) 3,507,268 74,020 2.2%
Equipment Replacement 601 1,515,422 1,530,422 - 1,530,422 15,000 1.0%
Insurance 605 17,183,697 19,075,611 (9,632) 19,065,979 1,882,282 11.0%
Fire Pension 700 8,163,000 8,705,000 - 8,705,000 542,000 6.6%
Police Pension 705 11,047,000 11,817,000 - 11,817,000 770,000 7.0%
Total All Funds 251,558,775	$ 308,767,454	$ (61,652,508)	$ 247,114,946	$ (4,443,829)	$ -1.8%
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 FY2016 budget.
The total for each fund is compared with that of the approved FY2017 budget.
Adjusted for Interfund Transfers
58

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Budget Budget
Fund Transfers To Fund Transfers From
Revenue To General 250,000 Expense From Library (250,000)
Revenue To General 500,000 Expense From Good Neighbor (500,000)
Revenue To General 857,990 Expense From Motor Fuel (857,990)
Revenue To General 60,000 Expense From E911 (60,000)
Revenue To General 850,000 Expense From Economic Development (850,000)
Revenue To General 350,000 Expense From Washington National TIF (350,000)
Revenue To General 152,450 Expense From Howard Hartrey TIF (152,450)
Library General 60,000 Expense From Howard Ridge TIF (60,000)
Library - Debt Service General 30,000 Expense From West Evanston TIF (30,000)
Revenue To General 500,000 Expense From Capital Improvement (500,000)
Revenue To General 900,000 Expense From Parking (900,000)
Revenue To General 3,369,559 Expense From Water (3,369,559)
Revenue To General 330,167 Expense From Sewer (330,167)
Subtotal 8,210,166	$ Subtotal (8,210,166)	$
Revenue To Police and Fire Pensions 16,831,805 Expense From General (16,831,805)
Subtotal 16,831,805	$ Subtotal (16,831,805)	$
Revenue To Health and Human Services 859,153 Expense From General (859,153)
Subtotal 859,153	$ Subtotal (859,153)	$
Revenue To Capital Fund 490,000 Expense From CDBG (490,000)
Revenue To Capital Fund 5,470,000 Expense From Washington-National TIF (5,470,000)
Revenue To Capital Fund 1,000,000 Expense From Howard-Ridge TIF (1,000,000)
Revenue To Capital Fund 250,000 Expense From Special Assessment (250,000)
Revenue To Capital Fund 500,000 Expense From Good Neighbor Fund (500,000)
Subtotal 7,710,000	$ Subtotal (7,710,000)	$
Revenue To Debt Service (ERI) 745,361 Expense From General (745,361)
Revenue To Debt Service (Debt Reduction) 1,414,583 Expense From General (1,414,583)
Revenue To Debt Service (ERI) 83,293 Expense From Library (83,293)
Revenue To Debt Service (ERI) 4,518 Expense From NSP2 (4,518)
Revenue To Debt Service (ERI) 12,977 Expense From E911 (12,977)
Revenue To Debt Service (ERI) 6,594 Expense From CDBG (6,594)
Revenue To Debt Service (ERI) 15,935 Expense From Economic Development (15,935)
Revenue To Debt Service 263,427 Expense From Special Assessment (263,427)
Revenue To Debt Service (includes ERI) 469,297 Expense From Sewer (469,297)
Revenue To Debt Service (ERI) 27,833 Expense From Fleet (27,833)
Revenue To Debt Service (ERI) 9,632 Expense From Insurance (9,632)
Subtotal 3,053,450	$ Subtotal (3,053,450)	$
City of Evanston
Budgeted Interfund Transfers
2017 Adopted Budget
59

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Budget Budget
Fund Transfers To Fund Transfers From
Revenue To Parking 4,120,636 Expense From Washington National TIF (4,120,636)
Subtotal 4,120,636 Subtotal (4,120,636)
Revenue To Solid Waste 1,055,967 Expense From General (1,055,967)
Subtotal 1,055,967	$ Subtotal (1,055,967)	$
Revenue To Fleet 2,711,059 Expense From General (2,711,059)
Revenue To Fleet 5,440 Expense From Library (5,440)
Revenue To Fleet 23,783 Expense From Parking (23,783)
Revenue To Fleet 824 Expense From CDBG (824)
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 3,388,435	$ Subtotal (3,388,435)	$
Revenue To Equipment Repl. 1,280,489 Expense From General (1,280,489)
Revenue To Equipment Repl. 4,885 Expense From Library (4,885)
Revenue To Equipment Repl. 1,339 Expense From CDBG (1,339)
Revenue To Equipment Repl. 30,900 Expense From Parking (30,900)
Revenue To Equipment Repl. 182,445 Expense From Solid Waste (182,445)
Subtotal 1,500,058	$ Subtotal (1,500,058)	$
Revenue To Insurance 11,826,727 Expense From General (11,826,727)
Revenue To Insurance 21,242 Expense From General Assistance (21,242)
Revenue To Insurance 412,452 Expense From Library (412,452)
Revenue To Insurance 5,058 Expense From NSP2 (5,058)
Revenue To Insurance 94,946 Expense From E911 (94,946)
Revenue To Insurance 88,619 Expense From CDBG (88,619)
Revenue To Insurance 104,871 Expense From Economic Development (104,871)
Revenue To Insurance 507,923 Expense From Parking (507,923)
Revenue To Insurance 1,114,214 Expense From Water (1,114,214)
Revenue To Insurance 432,953 Expense From Sewer (432,953)
Revenue To Insurance 129,697 Expense From Solid Waste (129,697)
Revenue To Insurance 184,136 Expense From Fleet (184,136)
Subtotal 14,922,838	$ Subtotal (14,922,838)	$
$ 61,652,508 Grand Total $ (61,652,508)	Grand Total
60

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Fund Name Fund #
12/31/16
Estimated Fund
Balance*
FY17 Adopted
Revenues
FY2017 Adopted
Expenditures
FY2017 Adopted
Surplus (Deficit)
12/31/17 Estimated
Unreserved Fund
Balance
Fund Balance as a
% of Expenditures
Fund Balance
Reserve Policy
General Fund 100 12,368,294 118,778,832 118,686,191 92,641 12,460,935 10.5% 16.6%
General Assistance Fund 175 468,802 926,000 1,178,971 (252,971) 215,831 18% N/A
Human Services 176 35,406 859,153 859,153 - 35,406 4% N/A
Good Neighbor Fund 180 - 1,000,000 1,000,000 - - N/A N/A
Library 185 1,048,810 7,250,345 7,250,345 - 1,048,810 14% N/A
Library - Debt Sevice 186 36,663 345,955 345,955 - 36,663 11% N/A
Library - Capital 187 - 3,774,500 3,774,500 - - N/A N/A
Neighborhood Stabilization 195 143,009 139,500 98,899 40,601 183,610 186% N/A
Motor Fuel Tax Fund 200 1,450,072 1,921,000 2,248,990 (327,990) 1,122,082 50% N/A
Emergency Telephone Fund 205 58,196 1,021,700 1,030,418 (8,718) 49,478 5% N/A
Special Service Area # 4 210 (193,542) 320,000 320,000 - (193,542) -60% N/A
CDBG 215 515,682 2,272,494 2,281,978 (9,484) 506,198 22% N/A
CDBG Loan 220 158,365 293,000 293,000 - 158,365 54% N/A
Economic Development 225 2,784,682 - - - 2,784,682 #DIV/0! N/A
Neighborhood Improvement 235 200,000 - 100,000 (100,000) 100,000 100% N/A
HOME 240 142,375 585,861 586,692 (831) 141,544 24% N/A
Affordable Housing Fund 250 1,290,725 635,830 1,707,252 (1,071,422) 219,303 13% N/A
Washington National TIF 300 5,386,047 5,155,000 10,540,636 (5,385,636) 411 0% N/A
Special Service Area #5 305 - - - - - N/A N/A
Howard-Hartrey TIF 310 515,865 - 513,865 (513,865) 2,000 0% N/A
Southwest TIF 315 - - - - - N/A N/A
Debt Service 320 1,898,936 14,125,637 14,431,137 (305,500) 1,593,436 11% N/A
Howard-Ridge TIF 330 12,379 1,585,400 1,598,600 (13,200) (821) 0% N/A
West Evanston TIF 335 411,963 150 40,000 (39,850) 372,113 930% N/A
Dempster-Dodge TIF 340 10,000 50,000 40,000 10,000 20,000 50% N/A
Chicago-Main TIF 345 68,570 - 60,000 (60,000) 8,570 14% N/A
Special Service Area #6 350 20,000 220,500 220,000 500 20,500 9% N/A
Capital Projects Fund 415 10,800,734 21,925,000 30,508,512 (8,583,512) 2,217,222 7% N/A
Special Assessment Fund 420 2,782,506 481,200 513,427 (32,227) 2,750,279 536% N/A
Parking System Fund 505 10,339,917 11,173,922 14,524,752 (3,350,830) 6,989,087 48% 16.6%
Water 510 10,155,637 24,395,000 29,361,509 (4,966,509) 5,189,128 18% 16.6%
Sewer 515 2,571,538 13,126,315 14,607,057 (1,480,742) 1,090,796 7% 16.6%
Solid Waste 520 (1,013,459) 5,201,361 5,198,345 3,016 (1,010,443) -19% N/A
Fleet Service 600 458,659 3,471,216 3,719,237 (248,021) 210,638 6% N/A
Equipment Replacement 601 1,920,827 1,760,275 1,530,422 229,853 2,150,680 141% N/A
Insurance 605 73,517 18,850,796 19,075,611 (224,815) (151,298) -1% N/A
Fire Pension 700 70,871,949 13,341,709 8,705,000 4,636,709 75,508,658 867% N/A
Police Pension 705 104,952,530 18,444,200 11,817,000 6,627,200 111,579,730 944% N/A
Total All Funds 242,745,654	$ 293,431,851	$ 308,767,454	$ (15,335,603)	$ 227,410,051	$
* Fund balances above may exclude certain reserved amounts and fixed/illiquid assets
City of Evanston
Fund Balance Summary
FY 2017 Adopted
61

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GENERAL FUND, 118,686,191 ,
38.44%
SOCIAL PROGRAMS, 3,038,124 ,
0.98%
MOTOR FUEL TAX FUEL, 2,248,990
, 0.73%
EMERGENCY TELEPHONE (E911)
FUND, 1,030,418 , 0.33%
DEBT SERVICE FUND, 14,431,137 ,
4.67%
CAPITAL IMPROVEMENT FUND,
30,508,512 , 9.88%
PARKING PARKING, 14,524,752 ,
4.70%
SEWER FUND, 14,607,057 , 4.73%
SOLID WASTE FUND, 5,198,345 ,
1.68%
LIBRARY FUND, 11,370,800 ,
3.68%
FEDERAL PROGRAMS, 2,392,843 ,
0.77%
SPECIAL SERVICE AREAS,
1,053,427 , 0.34%
ECONOMIC DEVELOPMENT,
2,674,978 , 0.87%
TIF FUNDS , 12,793,101 , 4.14%
WATER FUND, 29,361,507 , 9.51%
FLEET FUND, 5,249,659 , 1.70%
PENSION FUNDS, 20,522,000 ,
6.65%
INSURANCE FUND, 19,075,611 ,
6.18%
FY2017 Total Adopted Budget = $308,767,454
62

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PART III
GENERAL FUND BUDGET
63

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FY 2015 Actual FY 2016
Amended FY 2016 Estimated FY 2017 Adopted
FY16 - FY17
Budget $
Variance
FY16 - FY17
Budget %
Variance
Operating General Fund Revenues
Property Taxes 25,915,970 27,417,407 27,006,805 28,639,628 1,222,221 4.46%
Other Taxes 44,978,985 45,986,550 45,720,000 49,402,274 3,415,724 7.43%
Other Revenue 894,703 1,286,843 1,482,725 2,060,829 773,986 60.15%
Licenses, Permits and Fees 12,179,679 14,732,027 17,061,400 17,259,650 2,527,623 17.16%
Charges for Services 8,285,907 8,447,967 8,948,317 9,010,612 562,645 6.66%
Interfund Transfers 7,836,484 8,842,365 8,244,905 7,705,774 (1,136,591) -12.85%
Fines and Forfeitures 3,548,230 4,609,825 3,620,000 3,810,000 (799,825) -17.35%
Intergovernmental Revenue 670,245 765,727 732,580 839,965 74,238 9.70%
Interest Income 6,572 50,000 30,000 50,000 - 0.00%
-
Total General Fund Revenue $ 104,316,775 $ 112,138,711 $ 112,846,732 $ 118,778,732 $ 6,640,021 -98.65%
Operating General Fund Expenses
13 CITY COUNCIL 419,962 424,958 420,504 498,189 73,231 17.23%
14 CITY CLERK 283,764 263,203 305,203 275,488 12,285 4.67%
15 CITY MANAGER'S OFFICE 1,814,469 6,989,746 7,014,207 9,878,454 2,888,708 41.33%
17 LAW 1,051,325 1,130,000 1,130,653 854,050 (275,950) -24.42%
19 ADMINISTRATIVE SERVICES 9,723,622 9,634,173 9,495,882 9,700,879 66,706 0.69%
21 COMMUNITY DEVELOPMENT 2,425,618 2,782,897 2,514,687 2,804,668 21,771 0.78%
22 POLICE 37,239,961 37,696,278 37,486,540 38,223,842 527,564 1.40%
23 FIRE MGMT & SUPPORT 21,331,507 22,601,742 23,222,704 24,294,001 1,692,259 7.49%
24 HEALTH 3,212,848 3,610,779 3,272,741 3,582,312 (28,467) -0.79%
26 PUBLIC WORKS 18,148,755 - - - -
30 PARKS, REC. AND COMMUNITY SERV. 11,180,116 11,845,590 12,053,324 12,361,460 515,870 4.35%
40 PUBLIC WORKS AGENCY - 14,861,248 14,266,829 16,212,848 1,351,600 9.09%
Total General Fund Expense $ 106,831,946 $ 111,840,614 $ 111,183,274 $ 118,686,191 6.7% -99.7%
NET SURPLUS (2,515,171)	$ 298,097	$ 1,663,458	$ 92,541	$
BEGINNING FUND BALANCE $ 13,220,007 $ 10,669,430 $ 10,669,430 $ 12,332,888
ECONOMIC FUND BALANCE (2016
ESTIMATED ENDING) $ 2,784,682
ENDING FUND BALANCE $ 10,704,836 $ 10,967,527 $ 12,332,888 $ 15,210,111
RESERVE BALANCE PERCENTAGE 10.0% 9.8% 11.1% 12.8%
MINIMUM RESERVE PER POLICY $ 18,640,102 $ 18,530,546 $ 19,781,032
RESERVE DEFICIT $ (7,672,575) $ (6,197,658) $ (4,570,921)
PROPOSED
64

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Account Number - Description FY 2015
Actual Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017
Adopted Budget
Property Taxes 25,915,970	$ 27,417,407	$ 27,006,805	$ 28,639,628	$
51015 - PROPERTY TAXES 25,563,551 11,040,602 10,800,000 10,608,719
51017 - PENSION PROPERTY TAX - 16,126,805 16,126,805 17,780,909
51025 - PRIOR YEAR'S TAXES 352,419 250,000 80,000 250,000
Other Taxes 44,978,985	$ 45,986,550	$ 45,720,000	$ 49,402,274	$
51515 - STATE USE TAX 1,656,710 1,600,000 1,700,000 1,750,000
51525 - SALES TAX - BASIC 9,999,482 10,736,250 10,700,000 10,942,386
51530 - SALES TAX - HOME RULE 6,102,128 6,489,000 6,400,000 6,613,588
51535 - AUTO RENTAL TAX 48,733 50,000 50,000 50,000
51540 - ATHLETIC CONTEST TAX 858,154 1,000,000 1,000,000 1,000,000
51545 - STATE INCOME TAX 8,266,906 7,650,000 7,750,000 7,800,000
51550 - MUNICIPAL HOTEL TAX - - - 2,100,000
51565 - ELECTRIC UTILITY TAX 2,875,420 3,070,000 2,900,000 3,000,000
51570 - NATURAL GAS UTILITY TAX 987,000 1,300,000 1,150,000 1,300,000
51575 - NAT GAS USE TAX HOME RULE 775,974 840,000 900,000 900,000
51585 - CIGARETTE TAX 225,000 200,000 210,000 200,000
51590 - EVANSTON MOTOR FUEL TAX 795,586 700,000 750,000 750,000
51595 - LIQUOR TAX 2,531,974 3,000,000 2,900,000 3,100,000
51597 - MEDICAL CANNABIS TAX - 50,000 5,000 10,000
51600 - PARKING TAX 2,614,820 2,850,000 2,800,000 3,170,000
51605 - PERSONAL PROPERTY REPLACEMENT TAX 1,312,384 800,000 800,000 800,000
51606 - PENSION PPRT - 605,000 605,000 605,000
51610 - PERS PROP REPL TAX RECREATION - 46,300 - 46,300
51620 - REAL ESTATE TRANSFER TAX 3,485,534 3,000,000 3,100,000 3,100,000
51625 - TELECOMMUNICATIONS TAX 2,443,181 2,000,000 2,000,000 1,900,000
51630 - AMUSEMENT TAX - - - 265,000
Other Revenue 956,932	$ 1,286,843	$ 1,482,725	$ 2,060,829	$
52546 - POLICE EQUIPMENT REIMBURSEMENT 5,956 - 5,000 4,500
53632 - Reimbursements - - 5,000 -
55166 - Holiday Food Drive Revenue - - 6,000 10,000
56002 - WOMEN OUT WALKING 3,531 5,000 5,000 5,000
56010 - PROPERTY SALES AND RENTAL 90,406 51,543 103,100 103,100
56011 - DONATIONS 20,096 37,000 22,000 31,400
56012 - BERGLUND ANIMAL HOSPITAL PARKING LEASE 2,400 - - -
56045 - MISCELLANEOUS REVENUE 543,395 156,300 308,250 321,779
56046 - TAXICAB REVENUES 2,900 - - -
56049 - MARKET LINK VOUCHERS 33,803 20,000 12,500 15,000
56065 - SALE OF SURPLUS PROPERTY 1,486 - 550 550
56067 - REIMBURSEMENTS-SERVICES AND SUPPLIES 19,241 2,000 19,800 4,000
56068 - REIMB. SALT USAGE DIST 65 ETHS NW 65,204 75,000 75,000 75,000
56069 - REIMBURSEMENT FOR FIRE DEPARTMENT SERVICES 43,229 25,000 75,000 75,000
56070 - OVER AND SHORT (1,330) - - -
56095 - OVER AND SHORT - COLLECTOR'S OFFICE 573 - 25 -
56105 - PAYMENT IN LIEU OF TAXES 61,500 267,000 267,000 267,000
56106 - FUND BALANCE APPLIED - 516,000 516,000 1,016,000
56134 - PRIVATE ELM TREE INSURANCE MONEY 38,734 41,000 41,000 41,000
56157 - CITIZENS CPR CLASS FEES 8,643 6,000 6,500 6,500
56175 - PARKING PERMITS-RYAN FIELD 17,120 15,000 15,000 15,000
56196 - JDE WATER INTERFACE 43 - - -
56587 - SALE OF LAND - 70,000 - 70,000
Licenses, Permits and Fees 12,184,602	$ 14,732,027	$ 17,061,400	$ 17,259,650	$
52010 - VEHICLE LICENSES 2,634,172 2,850,000 2,850,000 2,850,000
52015 - BUSINESS LICENSES 104,221 50,000 50,000 50,000
52016 - BED & BREAKFAST LICENSE - 75 350 150
52017 - COLLECTION BOX LICENSE 3,026 2,500 2,500 2,500
52020 - PET LICENSES 22,318 28,000 28,000 28,000
52030 - CONTRACTORS' LICENSES 106,818 77,302 80,000 150,000
52035 - ROOMING HOUSE LICENSES 244,468 200,000 215,000 215,000
52040 - LIQUOR LICENSES 564,687 475,000 500,000 500,000
52041 - ONE DAY LIQUOR LICENSE 13,023 12,000 12,000 12,000
52045 - FARMERS' MARKET LICENSES 41,700 41,500 50,000 50,000
52046 - RENTAL BUILDING REGISTRATIONS 78,668 100,000 75,000 75,000
52050 - OTHER LICENSES 222 20,000 20,000 20,000
52055 - LONG TERM CARE LICENSES 130,539 98,400 120,000 120,000
52061 - SEASONAL FOOD ESTABLISHMENT LICENSE 14,592 19,500 20,000 20,000
52062 - MOBILE FOOD VEHICLE VENDOR LICENSE - 1,000 1,000 1,000
52063 - HEN COOP LICENSE 829 800 800 800
52070 - RESIDENT CARE HOME LICENSE 760 600 1,750 600
52080 - BUILDING PERMITS 4,682,618 7,500,000 9,000,000 9,232,000
52090 - PLUMBING PERMITS 177,854 200,000 200,000 200,000
52095 - ELECTRICAL PERMITS 229,371 305,000 300,000 300,000
52105 - SIGNS AND AWNING PERMITS 10,461 8,330 10,000 10,000
52110 - OTHER/MISC PERMITS 415,484 250,920 600,000 475,000
65

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Account Number - Description FY 2015
Actual Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017
Adopted Budget
52115 - ELEVATOR PERMITS 40,137 32,000 30,000 30,000
52125 - COMMERCIAL DRIVE PERMITS - - - -
52126 - RIGHT-OF-WAY PERMIT 462,469 400,000 550,000 450,000
52127 - PROPERTY CLEAN UP REVENUE 4,285 - 500 20,000
52130 - RESIDENTS ANNUAL PARKING PERMITS 114,296 128,000 120,000 128,000
52131 - VISITOR PARKING PERMITS 15,319 12,300 13,000 13,000
52135 - FIRE SUPRESSION/ALARM PERMITS 130,435 90,000 110,000 110,000
52145 - ANNUAL SIGN FEES 25,366 25,000 20,000 20,000
52146 - MOVING VAN PERMIT FEES (200) 50,000 50,000 50,000
52165 - IL BELL FRANCHISE FEE - - - -
52170 - ALARM PANEL FRANCHISE FEE 4,410 6,000 4,000 4,000
52175 - NU/CENTEL EASEMENT 47,000 - - -
52180 - CABLE FRANCHISE FEE 1,267,128 1,200,000 1,100,000 1,200,000
52182 - AZAVAR AUDIT FEES-COMCAST - - - -
52187 - TRANSFER STATION FEES - - - -
55075 - SUMMER FOOD INSPECTIONS 300 400 200 200
56170 - SPECIAL PARK RENTALS - - - -
Charges for Services 8,285,907	$ 8,447,967	$ 8,948,317	$ 9,010,612	$
53006 - HHS CHARGES FOR SERVICES - - - -
53100 - HEALTH CLINIC-LAB - - - -
53180 - ADDITIONAL SEALANTS - - - -
53185 - TEMPORARY FOOD LICENSE 8,466 7,500 7,500 7,500
53195 - SCAVENGER TRUCK - - - -
53205 - FOOD VENDING MACHINE - - - -
53210 - TOBACCO LICENSE 25,949 19,000 17,000 17,000
53212 - HOME DAY CARE LICENSE FEE - - - -
53215 - BIRTH CERTIFICATE 110,283 75,000 100,000 95,000
53225 - DEATH CERTIFICATE - 16 OB - - - -
53230 - FUNERAL DIRECTOR LICENSE 13,490 6,000 6,300 6,300
53250 - PARKING METER REVENUE - - - -
53540 - PLAN REVIEW - - - -
53560 - RECREATION - CHARGES FOR SERVICES 20,696 - 3,000 3,000
53565 - RECREATION PROGRAM FEES 5,414,187 5,374,751 5,588,000 5,647,895
53567 - OTHER DEFERRED REVENUE - - - -
53568 - TRANSFER FROM RESTRICTED ACCOUNT - 78,716 77,217 77,217
53631 - OTHER SPECIAL EVENT REIMBURSEMENT - - - -
53635 - WEIGHTS AND MEASURES EX 155 1,200 1,200 1,200
53645 - MFT STAFF ENGINEERING - - - -
53650 - STATE HIGHWAY MAINTENANCE 61,757 68,000 68,000 68,000
53655 - FIRE COST RECOVERY CHARGE 2,640 10,000 2,000 1,000
53665 - CONDO CONVERSION APP. FEE - - - -
53666 - HISTORIC PRESERVATION REVIEWS 9,338 7,200 8,000 8,000
53671 - JURY DUTY REIMBURSEMNTS - - - -
53675 - AMBULANCE SERVICE 1,176,678 1,500,000 1,700,000 1,750,000
53680 - TOWING CHARGES - 1,000 500 1,000
53685 - POLICE REPORT FEES 26,275 20,000 20,000 20,000
53690 - WOOD RECYCLING 28,010 40,000 35,000 40,000
53695 - ZONING FEES 87,624 55,000 60,000 60,000
53700 - FIRE REPORT FEES 370 - 100 100
53705 - FIRE BUILDING INSPECTIONS 10,755 8,000 15,000 9,000
53710 - PASSPORT PROCESSING FEE - - 6,500 6,000
53715 - ALARM REGISTRATION FEE 130,512 111,000 125,000 125,000
53720 - SKOKIE ANIMAL BOARD FEE - 8,000 8,000 8,000
53735 - CURB/SIDEWALK REPLACEMENT FEE - - - -
53736 - NEW PAVEMENT DEGRADATION FEES 25,126 10,000 65,000 10,000
57203 - GENERAL ADMIN CONTRIBUTION- SEWER FUND - - - -
Fines and Forfeitures 3,548,230	$ 4,609,825	$ 3,620,000	$ 3,810,000	$
52505 - TICKET FINES-PARKING 2,530,346 3,562,500 2,600,000 2,750,000
52520 - BUILDING CODE VIOLATIONS - - - -
52525 - ANIMAL ORDINANCE PENALTIES 7,884 - 15,000 15,000
52535 - FAIR HOUSING FINES - - - -
52540 - POLICE & FIRE FALSE ALARM FEES 64,102 140,000 100,000 115,000
52541 - POLICE CTA DETAIL & BARNES DET 418,107 400,000 400,000 400,000
52544 - POLICE TIP SYSTEMS - - - -
52550 - LONG TERM CARE FINES - - - -
52555 - HOUSING CODE VIOL FINES 70,646 60,000 65,000 65,000
52565 - OUT OF SERVICE ALARMS - - - -
52610 - LIBRARY FINES & FEES - - - -
56025 - DAMAGE TO SIGNAGE - 2,000 - 2,000
56030 - DAMAGE TO TRAFFIC SIGNALS - 20,000 - 20,000
56031 - DAMAGE TO STREET LIGHTS 0 10,000 - 10,000
57006 - FROM INSURANCE FUND - - - -
57008 - FROM NEIGHBORHOOD IMPROVEMENT - - - -
57011 - FROM HPRP GRANT FUND - - - -
66

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Account Number - Description FY 2015
Actual Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017
Adopted Budget
57015 - FROM MOTOR FUEL FUND - - - -
57020 - FROM MOTOR FUEL FUND-S/M 833,000 833,000 833,000 857,990
57035 - FROM HOME FUND 26990.03 22,500 - -
57040 - FROM EMERGENCY TEL SYSTEM 129729 129,729 129,729 60,000
57050 - FROM ECON DEV FUND 600000 850,000 850,000 -
57057 - TRANSFER FROM OTHER FUNDS - - - -
57058 - TRANSFER FROM GOOD NEIGHBOR FUND - 500,000 500,000 500,000
57060 - FROM HOUSING FUND - 13,990 - -
57085 - FROM DOWNTOWN TIF DEBT SV 0 - - -
57096 - FROM HOWARD RIDGE TIF 60000 60,000 60,000 60,000
57107 - FROM WASH NATL CAP PROJECTS 0 - - -
57110 - FROM SPECIAL ASSMT. FUND - - - -
57130 - FROM PARKING FUND 870,000 900,000 900,000 900,000
57135 - FROM WATER FUND 162,235 162,235 162,235 242,235
57155 - FROM WATER BOND RESERVE 0 - - -
57165 - FROM SEWER FUND 320550 330,137 330,167 330,167
55012 - FULL CIRCLE GRANT-COMM DEVEL 0 - - -
55070 - IMMUNIZATION INITIATIVE 0 - - -
55080 - KID CARE AGREEMENT - - - -
55120 - HEALTH WELLNESS INITIATIVE 0 - - -
55142 - REACH LEARN GROW GRANT 0 - - -
55146 - STATE, COUNTY AND OTHER GRANTS 146724.6 11,000 63,900 51,000
55162 - ICJIA GRANTS-VICTIM SERVICES 0 - - -
55170 - FIRE DEPT TRAINING 8196.95 6,000 6,000 6,000
55171 - RBFI - RISK BASED FDN - - - -
55215 - LIBRARY EDUCATE & AUTO GT 0 - - -
55231 - LEAD PAINT HAZARD GRANT 20260 100,000 50,000 100,000
55252 - TEEN READERS THEATER GRANT 0 - - -
55253 - ENERGY EFFICIENCY & CONSERVATION BLOCK GRANT - - - -
55255 - COMM AGING GRANT - ADVOCATE 110,066 87,150 80,000 80,000
55265 - FEMA 0 17,000 - -
55270 - POLICE TRAINING 0 8,000 5,000 5,000
55280 - COMMUNITY POLICE GRANT 0 - - -
55306 - NSP2 GRANT REVENUE 0 - - -
55311 - YOUTH ORGANIZATION UMBRELLA GRANT 19391.23 40,000 40,000 40,000
56003 - REIMBURSEMENT FOR GENERAL ASSISTANCE 0 - - -
56180 - MAYORS SUMMER YOUTH PROGRAM - - - -
58005 - REAPPROPRIATION OF SURPLUS 0 - - -
Special Assessment 0 - - -
Grand Total $ 104,321,698 $ 112,138,711 $ 112,846,732 $ 118,778,832
67

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2017 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
Expenses
FY 2015
Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
13 CITY COUNCIL 419,962 416,165 	420,504 	498,189
Grand Total $ 419,962 $ 416,165 $ 420,504 $ 498,189
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
City Council 1.00
City Council Total 1.00
2016 Initiatives
The City Council initiated the following:
 Hold a bi-annual visionary mission workshop
 Reevaluate City goals
 Review the Water and Sewer Infrastructure
 Evaluate the Street/Sidewalks Infrastructure
 Invest in Buildings and Facility Infrastructure
 Make safety a priority while considering gun violence solutions
 Reevaluate the criteria for affordable housing applicants
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
Number of ordinances adopted 134 150 160
Number of resolutions adopted 128 100 120
Updated board, committee, commission rosters 45 35 35
68

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 236,756	$ 238,106	$ 237,700	$ 280,586	$
61010 - REGULAR PAY 210,525 213,375 211,000 253,085
61420 - ANNUAL SICK LEAVE PAYOUT - - 2,000 -
61513 - WELLNET PRESCRIPTION SERVICES - - - -
61615 - LIFE INSURANCE 623 - - -
61620 - UNIVERSAL LIFE - - - -
61730 - MEDICARE 3,063 3,113 3,100 3,641
61755 - PENSION-ADMIN. EXPENSE - - - -
61760 - EMPLOYER'S SHARE - FICA - - - -
61650 - TOOL ALLOWANCE - - - -
62215 - PHOTOGRAPHERS/BLUEPRINTS - - - -
62216 - ART PROJECT - - - -
62285 - COURIER CHARGES - 300 300 300
62290 - TUITION - - - -
62295 - TRAINING & TRAVEL 10,566 8,000 8,000 8,000
62315 - POSTAGE - - - -
62370 - EXPENSE ALLOWANCE 308 125 350 9,125
62375 - RENTALS - - - -
62385 - TREE SERVICES - - - -
62458 - OUTSIDE COPY SERVICES - - - -
64545 - PERSONAL COMPUTER SOFTWARE - - - -
65016 - CHEMICALS / OTHER - - - -
65035 - PETROLEUM PRODUCTS - - - -
65100 - LIBRARY SUPPLIES - - - -
61071 - INTERNSHIP PROGRAM - - - -
62504 - RESERVES - - - -
66120 - CDBG EXPENDITURES - - - -
61510 - HEALTH INSURANCE 114,272 113,506 115,000 133,369
66030 - TRANSFER TO INSURANCE - RISK - - - -
66125 - SERVICES BILLED OUT - - - -
Grand Total $ 419,962 $ 424,958 $ 420,504 $ 498,189
69

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2017 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.The City Clerk also assists the Mayor, Aldermen, and staff with special
projects and activities and represents the City at various meetings, if requested. The City Clerk shall be
the custodian and keeper of all the books, records, ordinances and papers of the City.
Financial Summary
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
City Clerk 2.00
City Clerk Total 2.00
Performance Report on FY 2015 Major Program Objectives
 The legal review of the Evanston City Code by departments was initiated by the Law
Department and completed in 2013. The City Code was last codified in 1979
 The City Clerk’s Office provided:
a) Real Estate Transfer Tax (RETT) stamps
b) Notary Services
c) Certification of various documents
 Code books are no longer sold in the Clerk’s Office
 The City Clerk’s Office has two full-time Deputy Clerks as of April 2014
 The Mail Room Attendant’s position was eliminated and the responsibilities are shared by the
two Deputy Clerks
 The City Clerk's Office stopped compiling packets of materials for use by those wishing to run
for municipal offices during the election years
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
1400 CITY CLERK 	283,764 	263,203 	305,203 	275,488
Grand Total 	$ 	283,764 $ 	263,203 $ 	305,203 $ 	275,488
Account Number - Description
FY 2015 Actual
Amount
FY 2016
Amended Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
56045 - MISCELLANEOUS REVENUE 	2,418 	2,500 	2,500 	2,500
56070 - OVER AND SHORT 	- 	- 	- 	-
53710 - PASSPORT PROCESSING FEE 	- 	- 	6,500 	6,000
Grand Total 	$ 	2,418 $ 	2,500 $ 	9,000 $ 	8,500
70

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2017 ADOPTED BUDGET - GENERAL FUND
City Clerk
 The City Clerk’s Office facilitated voting by registering voters, arranging for an early voting site
at the Civic Center, and providing voters with the means to vote absentee by mail
 The City Clerk’s Office reorganized its office space configuration and filing system
 New FOIA Officers have been designated in compliance with the new Illinois Freedom of
Information Act (FOIA) laws
 Mandatory electronic training for all designated FOIA officers in the City was completed by
necessary personnel in 2015
 The Clerk’s Office provides in-home Notary Services for individuals who can’t come to the
office
2016 Initiatives
 Continued coordination of FOIA requests, and developing a process to electronically log and file
the disposition of FOIA requests
 The City Clerk’s Office will work with the Cook County Department of Elections to facilitate
the March 15, 2016 Presidential Primary Election, and the November 8, 2016 Presidential
Election
 The City Clerk’s Office will provide early voting services for the March 15, 2016 election
 The City Clerk’s Office will continue to track the number of notary public requests that are
initiated and completed in the office
 The City Clerk’s Office will continue to maintain a copy of all certifications of the FOIA and
Open Meetings Act (OMA) designees
 The City Clerk will give a presentation to all new employees, directors, and managers on the
proper procedure for responding to FOIA request with the Legal Department‘s assistance
 Increasing efforts to allow web access for all documents requested from the Clerk’s Office to be
more accessible to citizens and non-citizens
The City Clerk’s Office will continue to request all documentation from City departments that deal with
services, contracts, leases, licenses and any venture the City has with vendors and residents
ONGOING ACTIVITY MEASURES
2014
Actual
2015
Estimated
2016
Projected
Voter Registrations 811 50 900
Early Voters 1867 1087 2100
Real Estate Transfer Tax Transactions 1103 1150 1200
Exemptions from Real Estate Transfer Tax Processed 672 800 900
Disabled Parking Placards Issued 176 75 125
FOIA Requests Processed 644 700 750
Responses to 311 Requests Submitted Online N/A 20 25
Responses to 311 Requests Received by Phone N/A 4800 6000
Certifications 125 175 250
Notary Services Provided 1072 1000 1200
71

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 207,879	$ 197,087	$ 231,000	$ 211,306	$
61010 - REGULAR PAY 163,983 110,108 180,500 179,961
61050 - PERMANENT PART-TIME - 56,269 - -
61110 - OVERTIME PAY 10,979 - 15,000 -
61610 - DENTAL INSURANCE 55 - - -
61615 - LIFE INSURANCE 482 - - -
61710 - IMRF 19,501 17,801 21,000 17,644
61725 - SOCIAL SECURITY 10,437 10,462 12,000 11,104
61730 - MEDICARE 2,441 2,447 2,500 2,597
Services and Supplies 36,370	$ 26,931	$ 33,300	$ 26,931	$
62210 - PRINTING 134 876 800 876
62275 - POSTAGE CHARGEBACKS 1,225 200 2,500 200
62280 - OVERNIGHT MAIL CHARGES - 65 - 65
62295 - TRAINING & TRAVEL 3,018 5,000 8,000 5,000
62315 - POSTAGE 572 35 - 35
62360 - MEMBERSHIP DUES 2,542 525 2,000 525
62380 - COPY MACHINE CHARGES 400 400 - 400
62457 - CODIFICATION SERVICES 23,374 17,330 17,000 17,330
65025 - FOOD 36 - - -
65095 - OFFICE SUPPLIES 5,069 2,000 3,000 2,000
65175 - ELECTION SUPPLIES - 500 - 500
Insurance and Other Chargebacks 35,750	$ 35,282	$ 37,000	$ 33,192	$
61510 - HEALTH INSURANCE 35,750 35,282 35,000 33,192
66059 - HEALTH INSURANCE OPT OUT EXPENSE - - 2,000 -
Interfund Transfers 3,765	$ 3,903	$ 3,903	$ 4,059	$
66025 - TRANSFER TO DEBT SERVICE - ERI 3,765 3,903 3,903 4,059
Grand Total $ 283,764 $ 263,203 $ 305,203 $ 275,488
72

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2017 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 coordinating large-scale economic development projects, volunteer efforts, program
evaluation, environmental sustainability, and policy analysis.
The City Manager’s Office coordinates the preparation of the City Council agenda, reviews all items
being considered before the governing body, and responds to inquiries from citizens and elected
officials. City Manager’s Office staff work closely with the public to resolve service delivery problems as
well as disseminate information about the City’s policies. Staff monitors legislation both in Springfield
and Washington D.C. to determine the potential impact on Evanston residents, businesses, and
government. The Office also responds to a wide variety of general inquiries.
Financial Summary
Revenues FY 2015
Actual Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted Budget
1505 CITY MANAGER 	82,415 	- 	1,500 	-
1510 PUBLIC INFORMATION 	1,376,634 	1,330,000 	1,250,000 	1,345,000
1560 REVENUE & COLLECTIONS 	661,244 	70,232,717 	68,891,630 	70,224,967
1575 PURCHASING 	- 	1,800 	2,500 	2,500
1585 ADMINISTRATIVE HEARINGS 	- 	- 	- 	262,000
5300 ECON. DEVELOPMENT FUND 	- 	- 	- 	2,445,379
Grand Total 	$ 	2,120,293 $ 	71,564,517 $ 	70,145,630 $ 	74,279,846
Expenses FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
1505 CITY MANAGER 	622,367 	477,279 	682,589 	672,204
1510 PUBLIC INFORMATION 	872,163 	673,628 	596,442 	544,582
1525 MISC. BUSINESS OPERATIONS 	30,000 	200,000 	100,050 	200,000
1535 SUSTAINABILTY GRANT 	109,898 	110,737 	105,281 	120,352
1555 FINANCIAL ADMINISTRATION 	2,069 	2,090,757 	2,029,200 	2,451,113
1560 REVENUE & COLLECTIONS 	- 	2,104,138 	2,140,123 	2,530,382
1570 ACCOUNTING 	- 	718,640 	748,939 	768,107
1571 TAX ASSESSMENT ADVOCACY 	- 	89,978 	96,450 	95,276
1575 PURCHASING 	- 	357,324 	345,318 	384,776
1580 COMMUNITY ARTS 	177,973 	167,265 	169,155 	170,911
1581 PARKING ENFORCEMENT & TICKETS 	- 	- 	150 	-
1582 SCHOOL CROSSING GUARDS 	- 	- 	510 	-
5300 ECON. DEVELOPMENT FUND 	- 	- 	- 	1,756,664
Grand Total 	$ 	1,814,469 $ 	6,989,746 $ 	7,014,207 $ 	9,878,454
73

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2017 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
City Manager 4.50
Community Engagement 5.00
Sustainability 1.00
Financial Administration 4.00
Revenue 5.50
Accounting 6.50
Tax Assessment 1.00
Purchasing 3.50
Community Arts 1.00
City Manager’s Office Total 32.00
City Council Goal Performance
City Council Goal Department Initiative
City Facilities Transition the management of the Public Access Television Service
(Channel 6) to the City of Evanston to operate and maintain in order
to better service the community with current and relevant content that
adheres to Federal Communications Commission (FCC) guidelines.
Economic Development Ongoing support of business attraction, retention, and marketing
activities. Major initiatives have included construction projects: Hyatt
House, Main + Chicago, and the downtown building that will house
LuLu’s and Taco Diablo; support of “Shop Evanston for the
Holidays” to encourage annual holiday shopping in Evanston; ongoing
support and development of Howard Street corridor and performing
arts space.
City Streets Redesign city-wide wayfinding signs and street cleaning/ snow removal
signage.
City Streets
City Facilities
Economic Development
Implementing a Managing to Livability effort, the city will select a
subset of community scale outcomes from the STAR Rating System to
measure, track and report on the City’s website. Evanston’s goal is to
“Support strong and safe communities” under a larger vision of
“Creating the most livable city”.
Financial Policies and City
Debt
Integrate financial systems into new Digital Services Project for
continued open access to financial reporting.
74

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2017 ADOPTED BUDGET - GENERAL FUND
City Manager’s Office
2017 Initiatives
 Continue to work with the boards, committees and commissions to improve training and
communication.
 Create a state and federal strategy to target more funding to key City capital needs
 Integrate STAR Communities framework into City operations by using the Livability Principles
and Checklist in project planning, program development and procurement of goods and
services.
 Develop a Livability Dashboard on the City’s website to report metrics for community wide
progress on the City’s livability including: health and safety, economy and jobs, built and natural
environments, equity and empowerment, climate and energy and education, arts and community.
 Coordinate implementation of the Evanston Age-Friendly Action Plan in collaboration with the
Age-Friendly Task Force, City Departments and community partners.
 Develop a Master Cultural Plan for the City’s fine and performing arts.
2017 Objectives
 Facilitate greater collaboration between Evanston’s business and arts communities.
 Convene two annual meetings with the “Sustain Evanston” network with a focus on
incorporating environmental, economic, and social elements into collaborative programs and
projects
 Expand the Community Ambassadors Program to include a second cohort.
 Streamline the Boards, Commission and Committee application process.
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
Prepare agendas and materials for regular and special
City Council, Planning and Development, Rules and
Administration and Public Works meetings 107 82 85
Number of volunteer opportunities featured on VEP
website 150 150 160
Number of organizations featured on VEP website 80 60 80
311 center calls handled 155,000 160,000 160,000
311 center service requests handled 35,000 40,000 40,000
75

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 1,228,737	$ 2,629,685	$ 2,598,698	$ 3,537,059	$
61010 - REGULAR PAY 996,004 2,207,028 2,116,670 3,038,145
61050 - PERMANENT PART-TIME - 4,980 5,900 -
61110 - OVERTIME PAY 1,244 4,800 8,500 14,800
61415 - TERMINATION PAYOUTS 3,022 - 20,000 -
61420 - ANNUAL SICK LEAVE PAYOUT 5,510 - 13,572 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 15,923 - 3,250 -
61610 - DENTAL INSURANCE 296 - - -
61615 - LIFE INSURANCE 2,580 7 - 51
61625 - AUTO ALLOWANCE 10,784 15,960 11,625 10,980
61626 - CELL PHONE ALLOWANCE 4,688 5,472 6,150 8,016
61665 - FLEXIBLE SPENDING ACCOUNT MAINTENANCE FEES - - 12,000 -
61710 - IMRF 112,775 231,399 225,811 266,834
61725 - SOCIAL SECURITY 60,109 127,941 143,100 158,778
61730 - MEDICARE 15,803 32,098 32,120 39,455
Services and Supplies 330,261	$ 890,897	$ 1,033,893	$ 1,919,230	$
61060 - SEASONAL EMPLOYEES 75,522 9,696 29,500 24,696
62110 - AUDITING - 100,000 120,000 100,000
62185 - CONSULTING SERVICES - 110,000 115,000 160,000
62205 - ADVERTISING 24,351 17,794 12,200 17,794
62210 - PRINTING 3,366 3,932 2,500 3,932
62235 - OFFICE EQUIPMENT MAINT - 100 50 100
62275 - POSTAGE CHARGEBACKS 826 9,499 7,904 9,899
62280 - OVERNIGHT MAIL CHARGES 185 767 600 967
62295 - TRAINING & TRAVEL 30,389 44,089 40,000 52,589
62315 - POSTAGE - 43,499 40,100 43,599
62340 - COMPTER LICENSE & SUPP - - 2,000 -
62341 - INTERNET SOLUTION PROVIDERS - - 5,000 -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - - - 25,000
62360 - MEMBERSHIP DUES 18,844 16,533 26,129 28,533
62380 - COPY MACHINE CHARGES - 3,450 - 3,450
62431 - ARMORED CAR SERVICES - 17,000 17,000 17,000
62449 - CITATION AND SECONDARY COLLECTION PROCESSING - 320,000 321,000 320,000
62458 - OUTSIDE COPY SERVICES 646 750 100 750
62506 - WORK- STUDY 2,465 3,300 2,000 3,300
62509 - SERVICE AGREEMENTS/ CONTRACTS 49,674 85,000 85,000 78,000
62615 - INSURANCE PREMIUM - 50 100 50
62659 - ECONOMIC DEVELOPMENT PARTNERSHIP CONTRIBUTIONS - - - 200,000
62660 - BUSINESS ATTRACTION - - - 150,000
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS - - - 250,000
62665 - CONTRIB TO OTHER AGENCIES 40,068 50,000 50,000 50,000
62705 - BANK SERVICE CHARGES - - 15,000 -
62706 - REVENUE SHARING AGREEMENTS - - - 325,000
64004 - PEG FEE DISTRIBUTION 71,018 - 70,000 -
64505 - TELECOMMUNICATIONS 2,069 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 2,150 - 2,000 -
64541 - UTILITY TAX AUDIT SERVICES - 2,000 4,000 2,000
64545 - PERSONAL COMPUTER SOFTWARE 6,534 3,500 4,750 3,500
65010 - BOOKS, PUBLICATIONS, MAPS 79 1,683 100 1,383
65020 - CLOTHING - - 150 -
65025 - FOOD - - 100 -
65045 - LICENSING/REGULATORY SUPP - 37,000 35,000 37,000
65090 - SAFETY EQUIPMENT - - 510 -
65095 - OFFICE SUPPLIES 2,189 10,200 15,350 9,633
65125 - OTHER COMMODITIES (114) 880 10,600 880
65635 - PERIODICALS - 175 150 175
Miscellaneous 8,865	$ 2,550	$ 11,100	$ 28,167	$
62490 - OTHER PROGRAM COSTS 8,865 2,550 11,100 18,550
62605 - OTHER CHARGES - - - 9,617
Insurance and Other Chargebacks 184,972	$ 804,487	$ 805,889	$ 572,472	$
61510 - HEALTH INSURANCE 123,101 344,898 344,500 493,635
66030 - TRANSFER TO INSURANCE - RISK 7,397 9,589 9,589 9,589
66040 - GENERAL ADMINISTRATION & SUPPORT 54,474 50,000 50,000 50,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE - - 1,800 1,800
66130 - TRANSFER TO INSURANCE - 400,000 400,000 17,448
Capital Outlay -	$ -	$ 2,500	$ 353,500	$
65522 - BUSINESS DISTRICT IMPROVEMENTS - - - 350,000
65625 - FURNITURE & FIXTURES - - 2,500 3,500
Contingencies 30,000	$ 200,000	$ 100,000	$ 200,000	$
68205 - CONTINGENCIES 30,000 200,000 100,000 200,000
Interfund Transfers 31,633	$ 2,462,127	$ 2,462,127	$ 3,268,026	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - 443 443 443
76

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
66020 - TRANSFERS TO OTHER FUNDS - 1,414,583 1,414,583 1,444,663
66146 - TRANSFERS OUT-FIRE PENSION - - - -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 575,000 575,000 1,732,000
69320 - TRANSFERS TO DEBT SERVICE FUND - 400,000 400,000 -
Grand Total $ 1,814,469 $ 6,989,746 $ 7,014,207 $ 9,878,454
77

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2017 ADOPTED BUDGET - GENERAL FUND
Law Department
The Law Department provides for and supervises all legal services for the City. The Department
provides legal advice to the City Council, City Manager, City staff, and City boards and commissions.
The Department drafts ordinances and resolutions on all legislative issues. The Department represents
the City in federal and state court, and at some 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, zoning, and special
assessments. The Department prepares or reviews all contracts, leases, easements and plats, and provides
advice on public bidding and purchase procedures. The Department assists with the City’s liquor
licensing activities.
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 is responsible for risk transfer and subrogation programs.
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
52041 - ONE DAY LIQUOR LICENSE 	8,678 	12,000 	12,000 	12,000
52570 - NON PARKING ORDINANCE VIOLATIONS 	238,813 	262,825 	250,000 	-
Grand Total 	$ 	818,178 $ 	749,825 $ 	774,000 $ 	512,000
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
17 LAW 	1,051,325 	1,130,000 	1,130,653 	854,050
Grand Total 	$ 	1,051,325 $ 	1,130,000 $ 	1,130,653 $ 	854,050
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Legal Administration 4.50
Legal Department Total 4.50
*additional 2.5 employees in Insurance Fund
City Council Goal Performance
City Council Goal Department Initiative
Financial Policies and City
Debt
Ongoing success in litigation defense and risk transfers to other
entities kept City liability at a minimum.
City Facilities Successfully appealed and reversed incorrect County real estate tax
assessments to eliminate tax assessments issued in error for certain
City properties and facilities.
Water and Sewer Worked with City Council and staff to draft favorable contracts for
use with current and prospective wholesale water customers.
Economic Development Continued to work with staff and prospective developers to assist new
and prospective Evanston-based businesses, thereby growing the local
tax base.
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Law Department
2017 Initiatives
 Negotiate labor agreements with all collective bargaining units
 Evaluate and pursue further legal strategies to enhance City revenues
 Continue to prevail in litigation at the pre-trial motion stage and at verdict as litigation volume
continues to decrease due to ongoing successful litigation reduction strategies
 Continue to work with City Council and staff to execute and implement agreements with current
and prospective wholesale water customers
 Work with City Council and staff to secure new economic and community development
opportunities
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
Ordinance Prosecution 240 230 240
Traffic Prosecution 2450 2400 2500
Legislative Drafting – Ordinance and Resolution 294 250 260
Litigation/Risk Management – Litigated matters
positively resolved
12 7 5
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 792,470	$ 856,439	$ 809,828	$ 631,525	$
61010 - REGULAR PAY 663,445 721,027 685,000 538,468
61420 - ANNUAL SICK LEAVE PAYOUT - - 1,620 -
61610 - DENTAL INSURANCE 213 - - -
61615 - LIFE INSURANCE 1,856 7 8 7
61625 - AUTO ALLOWANCE 3,646 4,980 3,000 2,490
61626 - CELL PHONE ALLOWANCE 2,199 2,544 2,200 1,944
61630 - SHOE ALLOWANCE 155 155 - -
61710 - IMRF 73,463 75,524 66,000 53,457
61725 - SOCIAL SECURITY 38,171 41,710 42,000 27,130
61730 - MEDICARE 9,324 10,492 10,000 8,029
Services and Supplies 132,622	$ 143,564	$ 196,000	$ 142,814	$
61060 - SEASONAL EMPLOYEES - - 50,000 -
62130 - LEGAL SERVICES-GENERAL 5,670 22,000 22,000 22,000
62205 - ADVERTISING 39 - - -
62275 - POSTAGE CHARGEBACKS 3,002 2,999 3,000 2,999
62295 - TRAINING & TRAVEL 14,704 3,500 7,500 3,500
62315 - POSTAGE - 250 - 250
62345 - COURT COST/LITIGATION 8,031 21,000 21,000 21,000
62360 - MEMBERSHIP DUES 2,898 2,800 5,000 2,800
62380 - COPY MACHINE CHARGES 3,215 3,215 - 3,215
62509 - SERVICE AGREEMENTS/ CONTRACTS 68,990 70,000 70,000 70,000
62705 - BANK SERVICE CHARGES - - 2,500 -
65010 - BOOKS, PUBLICATIONS, MAPS 21,552 14,000 10,000 14,000
65025 - FOOD 124 - - -
65095 - OFFICE SUPPLIES 4,266 3,800 5,000 3,050
65125 - OTHER COMMODITIES 131 - - -
Miscellaneous 614	$ -	$ -	$ -	$
62605 - OTHER CHARGES 614 - - -
Insurance and Other Chargebacks 108,082	$ 111,820	$ 106,648	$ 60,807	$
61510 - HEALTH INSURANCE 101,628 105,172 100,000 54,159
66030 - TRANSFER TO INSURANCE - RISK 6,454 6,648 6,648 6,648
Interfund Transfers 17,537	$ 18,177	$ 18,177	$ 18,904	$
66025 - TRANSFER TO DEBT SERVICE - ERI 17,537 18,177 18,177 18,904
Grand Total $ 1,051,325 $ 1,130,000 $ 1,130,653 $ 854,050
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2017 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
As a means to increase efficiency, the Administrative Services Department was created in FY 10-11. The
Administrative Services Department is comprised of multiple divisions that are organized to serve both
internal and external customers. Internal customers are city employees and external customers are the
citizens and businesses of Evanston.
Human Resources
The Human Resources Division provides support to the City’s most critical assets, its people. The
Division is charged with recruiting and hiring quality staff, City-wide training efforts, payroll, benefits
administration, workers compensation, safety and compliance associated with government regulations.
Information Technology
The Information Technology Division (IT) provides support for the City’s complex and ever changing
technology systems. IT staff support basic computer hardware and software systems as well as acting as
resource for specialty systems such as City camera and telephone systems. The IT Division is composed
of help desk services, Geographic Information Services, Network Engineering and Development and
project management staff for both internal IT and departmental technology related projects.
Parking
Parking Services is responsible for Residential Parking Districts and Permits; parking lot permits;
disabled person’s reserved spaces; parking enforcement; parking meters; and operating and maintaining
City garages and lots.
Fleet Services
Fleet Services General Support 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.
Facilities Management
The Facilities Management Division supports all City departments by providing functional work
environment, including power, lights, HVAC and plumbing. Staff completes over 3,000 work orders and
provides over 2,000 hours in preventive maintenance annually. They maintain 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).
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Administrative Services Department
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
1910 FINANCE DIVISION - REVENUE 	81,674,550 	- 	- 	-
1919 FINANCE DIVISION - COLLECTIONS 	66,137 	- 	- 	-
1920 FINANCE DIVISION - ACCOUNTING 	201,622 	- 	- 	-
1921 TAX ASSESSMENT ADVOCACY 	1,407 	- 	- 	-
1925 FINANCE DIVISION - PURCHASING 	2,949 	- 	- 	-
1929 HUMAN RESOURCE DIVISION 	19,146 	- 	- 	-
1941 PARKING ENFORCEMENT & TICKETS 	2,573,187 	3,607,500 	2,645,000 	2,795,000
1950 FACILITIES 	- 	51,543 	52,000 	52,000
Grand Total 	$ 84,538,998 $ 	3,659,043 $ 	2,697,000 $ 	2,847,000
Expenses
FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
1905 ADM.SERVICES- GENERAL SUPPORT 	414,440 	470,667 	383,100 	343,221
1910 FINANCE DIVISION - REVENUE 	2,367,724 	- 	- 	-
1915 HUMAN RESOURCE DIVI. - PAYROLL 	320,246 	306,739 	336,810 	305,508
1919 FINANCE DIVISION - COLLECTIONS 	272,302 	- 	- 	-
1920 FINANCE DIVISION - ACCOUNTING 	793,082 	- 	- 	-
1921 TAX ASSESSMENT ADVOCACY 	91,630 	- 	- 	-
1925 FINANCE DIVISION - PURCHASING 	337,279 	- 	- 	-
1929 HUMAN RESOURCE DIVISION 	1,004,488 	1,281,633 	1,094,795 	1,261,244
1932 INFORMATION TECHNOLOGY DIVI. 	2,164,203 	2,369,590 	2,265,105 	2,697,157
1940 MISC. EXPENDITURES / BENEFITS 	355,668 	466,000 	325,000 	141,000
1941 PARKING ENFORCEMENT & TICKETS 	1,257,578 	1,259,451 	1,208,573 	1,290,093
1942 SCHOOL CROSSING GUARDS 	383,533 	431,442 	451,833 	462,942
1950 FACILITIES 	1,776 	3,048,651 	3,430,666 	3,199,714
Grand Total 	$ 	9,763,951 $ 	9,634,173 $ 	9,495,882 $ 	9,700,879
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Administration 3.00
Payroll 2.50
Human Resources 6.00
Information Technology 13.00
Parking Enforcement 12.00
Facilities 21.20
Administrative Services Total 57.70
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2017 ADOPTED BUDGET - GENERAL FUND
Administrative Services Department
FY 2017 City Council Goal Performance
City Council Goal Department Initiative
City Facilities Continue to work with the Sustainability Coordinator to reduce
energy consumption in all City-owned buildings throughout the fiscal
year through lighting upgrades as well as temperature control
efficiencies.
City Facilities Improve energy management techniques with the use of Building
Automation Systems to reduce energy consumption throughout the
year in City-owned buildings.
City Facilities Civic Center Security Improvements
2017 Initiatives
 Continue citywide implementation and roll-out of Google Apps
 Continue to provide personalized division and departmental training to all staff on Google Apps
 Finalize citywide implementation of new timekeeping software
 Further reduce City printing costs by analyzing internal workflow processes and assisting in
process improvement
 Implement online Personnel Change forms
 Implement online time-off requests
 Further conversion to E-suite, paperless checks and online benefit enrollment of all eligible
employees
 Implement Performance Management System
 Extend progress of citywide Risk Management performance improvement through further
integration and training of staff
 Maintain progress of digitizing all personnel files
 Explore turning Facilities Management Division into its own internal service fund
 Work with Finance and Accounting to ensure all related policies and procedures adhere to best
practices
 Work with the City Manager’s Office to further incorporate Livability into the administration of
the city and continue to make Evanston the “Most Livable City”.
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
Number of Information Technology Service Desk
requests closed 5,200 5,200 5,500
Civil Service Commission Meetings 5 5 5
Deliveries received 1,800 1,850 1,800
Civic Center repair costs/sq. ft. $2.50 $2.55 $2.58
Meetings scheduled 2,000 2,050 2,100
Room set-ups 1,100 1,150 1,150
Staff-hours tracked to work order 22,000 22,000 24,000
Work orders completed 850 1,000 1,100
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 4,330,655	$ 5,434,021	$ 5,097,025	$ 5,591,530	$
61010 - REGULAR PAY 3,426,251 4,393,240 4,156,489 4,499,278
61050 - PERMANENT PART-TIME 6,681 55,000 63,000 63,397
61055 - TEMPORARY EMPLOYEES 23,020 - - -
61110 - OVERTIME PAY 30,233 62,000 72,000 62,000
61415 - TERMINATION PAYOUTS 60,206 - 19,000 -
61420 - ANNUAL SICK LEAVE PAYOUT 11,424 - 3,000 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 20,333 141,000 3,300 141,000
61610 - DENTAL INSURANCE 1,206 - - -
61615 - LIFE INSURANCE 10,518 27 34 27
61625 - AUTO ALLOWANCE 6,109 6,180 7,200 6,180
61626 - CELL PHONE ALLOWANCE 5,209 5,976 6,400 5,304
61630 - SHOE ALLOWANCE 1,550 3,875 4,805 4,805
61665 - FLEXIBLE SPENDING ACCOUNT MAINTENANCE FEES 9,854 - - -
61710 - IMRF 412,395 440,605 419,369 434,910
61725 - SOCIAL SECURITY 246,892 261,723 275,794 303,147
61730 - MEDICARE 58,774 64,395 66,634 71,482
Services and Supplies 2,801,566	$ 3,069,158	$ 3,300,222	$ 2,884,172	$
61060 - SEASONAL EMPLOYEES 361,782 480,595 470,000 470,609
62110 - AUDITING 105,901 - - -
62160 - EMPLOYMENT TESTING SERVICES 54,866 172,500 100,000 128,000
62175 - IS SERVICES 15,166 6,600 15,000 6,600
62185 - CONSULTING SERVICES 131,946 14,846 14,000 14,000
62205 - ADVERTISING 6,742 - 100 -
62210 - PRINTING 2,657 750 - 750
62225 - BLDG MAINTENANCE SERVICES - 101,516 220,000 101,516
62245 - OTHER EQMT MAINTENANCE 1,776 29,318 45,000 29,318
62250 - COMPUTER EQUIPMENT MAINT 46,104 54,450 54,450 50,000
62270 - MEDICAL/HOSPITAL SERVICES 47,679 51,150 51,150 51,150
62274 - TEST ADMINISTRATION 15,154 36,500 36,500 86,500
62275 - POSTAGE CHARGEBACKS 10,556 650 2,400 400
62280 - OVERNIGHT MAIL CHARGES 2,083 - - -
62295 - TRAINING & TRAVEL 22,646 16,200 15,500 16,200
62310 - CITY WIDE TRAINING 24,443 29,000 29,000 29,000
62315 - POSTAGE 56,628 - - -
62340 - COMPTER LICENSE & SUPP 347,271 437,163 437,000 500,000
62341 - INTERNET SOLUTION PROVIDERS 3,126 9,850 10,000 9,000
62345 - COURT COST/LITIGATION 25 - - -
62360 - MEMBERSHIP DUES 26,327 5,400 5,250 5,400
62365 - RECEPTION/ENTERTAINMEN 30 - - -
62375 - RENTALS - 1,000 2,500 -
62376 - 2603 SHERIDAN RD RENTALS EXPENSE - 2,000 2,000 -
62380 - COPY MACHINE CHARGES 19,133 2,288 14,000 35,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS - 2,000 2,000 -
62425 - ELEVATOR CONTRACT COSTS - 4,165 4,165 4,165
62430 - CUSTODIAL CONTRACT SERVICES - 20,000 20,000 20,000
62431 - ARMORED CAR SERVICES 22,254 - - -
62440 - OVERHEAD DOOR CONTRACT COSTS - 10,000 10,000 10,000
62446 - ROOF REPAIR CONTRACTUAL SVCS - 20,000 20,000 -
62449 - CITATION AND SECONDARY COLLECTION PROCESSING 319,809 - - -
62451 - TOWING AND BOOTING CONTRACTS 33,110 23,000 35,000 23,000
62506 - WORK- STUDY 1,941 2,000 2,000 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 18,783 94,845 221,000 260,031
62512 - RECRUITMENT 29,375 46,000 40,000 40,000
62518 - SECURITY ALARM CONTRACTS - 2,500 2,500 2,500
62615 - INSURANCE PREMIUM 790 - - -
62630 - UNEMP. COMP. & ADMIN. FEE 77,505 255,000 150,000 205,000
62706 - REVENUE SHARING AGREEMENTS 355,668 325,000 325,000 -
64005 - ELECTRICITY 1,187 17,700 21,000 17,950
64015 - NATURAL GAS - 80,000 60,000 80,000
64505 - TELECOMMUNICATIONS 93,425 150,000 100,000 136,755
64510 - TELECOMMUNICATIONS EQUIPMENT MAINTENANCE - 3,500 3,500 -
64515 - TELECOMMUNICATIONS EQUIPMENT M 15,000 15,000 15,000 -
64540 - TELECOMMUNICATIONS - WIRELESS 22,190 27,300 27,000 30,300
64541 - UTILITY TAX AUDIT SERVICES 156 - - -
64545 - PERSONAL COMPUTER SOFTWARE 130,227 4,000 4,000 4,000
65010 - BOOKS, PUBLICATIONS, MAPS 1,623 1,550 500 950
65015 - CHEMICALS/ SALT - 5,000 5,000 -
65020 - CLOTHING 2,532 3,700 3,700 3,500
65025 - FOOD 447 - 200 -
65040 - JANITORIAL SUPPLIES - 10,000 10,000 10,000
65045 - LICENSING/REGULATORY SUPP 30,986 3,000 3,000 3,000
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
65080 - MERCHANDISE FOR RESALE - - - -
65085 - MINOR EQUIPMENT & TOOLS 1,541 7,600 15,000 7,600
65090 - SAFETY EQUIPMENT 642 5,833 6,833 11,554
65115 - TRAFFIC CONTROL SUPPLI - - - -
65545 - GRAFFITI REMOVAL GRANTS - - - -
65605 - PBX (PRIVATE BRANCH EXCHANGE) MAINTENANCE - - - -
67065 - HOUSING OPTIONS - - - -
62766 - PENSION CONTRIBUTION-FIRE - - - -
66005 - OTHER CHARGES-CAFR AJE - - - -
99999 - 99999 - - - -
Insurance and Other Chargebacks 664,649	$ 791,603	$ 741,244	$ 879,266	$
65665 - PERSONAL COMP EQUIP CHGBK - - - -
66130 - TRANSFER TO INSURANCE FUND - - - -
65550 - AUTOMOTIVE EQUIPMENT - - - -
68010 - DEPRECIATION EXPENSE - - - -
Interfund Transfers 1,660,013	$ 337,391	$ 337,391	$ 343,911	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 106,875 159,946 159,946 159,946
62720 - TRANSFER TO GF-STREET MAINTENANCE - - - -
66020 - TRANSFERS TO OTHER FUNDS 1,414,584 - - -
69605 - TRANSFER TO INSURANCE - - - -
Grand Total $ 9,763,951 $ 9,634,173 $ 9,495,882 $ 9,700,879
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2017 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 as well as the City’s transportation
and mobility initiatives. The overarching activities of the department are strategically aligned with the
City Council goals. The department also 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 plans for commercial and residential projects.
 Issue building permits and inspect permitted work for compliance with approved documents.
 Review and issue business licenses.
 Oversee 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 Sign Review and Appeals Board.
Planning and Zoning Division
The Planning and Zoning Division is tasked with fostering quality growth and development to make
Evanston the most livable city. The division is committed to 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.
The division is responsible for providing the following services:
 Administration of the Zoning and Historic Preservation Ordinances.
 Administration and review of special use applications 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 and city-wide 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 and Zoning Board of Appeals.
Housing and Grants Division
The Housing and Grants Division employs a number of strategies to maintain and improve Evanston’s
livability for low and moderate-income residents. This includes programs and projects that preserve and
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2017 ADOPTED BUDGET - GENERAL FUND
Community Development Department
expand affordable rental and ownership housing, provide needed social services, and improve
infrastructure and public facilities in low and moderate income neighborhoods.
The division is responsible for providing the following services:
 Manage grant programs of over $3 million, including Federal Community Development Block
Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG),
City’s 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
to maintain and expand affordable housing to maintain economic and racial diversity, and
improve sustainability.
 Staff the Housing and Community Development Act Committee, Housing, Homelessness, and
Human Relations Commission and Mental Health Board.
Transportation and Mobility Function
The Transportation and Mobility Function coordinates City-wide transportation goals and programs that
improve accessibility, mobility and connectivity. The work function 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.
 Manage first/last mile programs, including the Transit Planning 4 All grant project and the
Divvy Bike Share program.
 Develop long-term policy and programming objectives and coordinate improvement projects
with the City’s transit providers.
 Improve services by maximizing the full potential for enhancing non-motorized and transit
connections and amenities through new development proposals.
 Staff the Bike Technical Advisory Committee.
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
2105 PLANNING & ZONING 	96,373 	82,200 	110,865 	110,865
2126 BUILDING INSPECTION SERVICES 	6,201,611 	8,808,152 	11,000,000 	11,177,100
2128 EMERGENCY SOLUTIONS GRANT 	171,363 	135,550 	135,000 	135,000
Grand Total 	$ 	6,469,347 $ 	9,025,902 $ 	11,245,865 $ 	11,422,965
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2017 ADOPTED BUDGET - GENERAL FUND
Community Development Department
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
FY 2017 Adopted
Budget
2101 COMMUNITY DEVELOPMENT ADMIN 	355,078 	306,857 	355,756 	323,208
2105 PLANNING & ZONING 	640,832 	699,310 	605,121 	770,275
2115 HOUSING CODE COMPLIANCE 	889 	- 	- 	-
2120 HOUSING REHABILITATION 	7,895 	- 	- 	-
2126 BUILDING INSPECTION SERVICES 	1,266,557 	1,622,162 	1,399,242 	1,556,616
2128 EMERGENCY SOLUTIONS GRANT 	154,367 	154,568 	154,568 	154,568
Grand Total 	$ 	2,425,618 $ 	2,782,897 $ 	2,514,687 $ 	2,804,668
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Community Development Administration 2.25
Planning and Zoning 5.00
Building Inspection Services 13.25
Total Community Development Positions 20.50
City Council Goals
City Council Goal Department Initiatives
Economic Development Administered approval of two large-scale Planned Developments: 1815
Ridge/Oak Ave. and 824-828 Noyes St.
Economic Development Administered approval of 15 new special uses for new businesses.
Economic Development Continued to review and approve numerous business license applications.
City Streets Community Development staff served on Steering Committees for two
major CIP projects: Sheridan Rd. and Central St. Improvements.
City Streets Community Development staff managed Bike Plan TAC; led the
implementation phase for the Divvy; hosted community bike rides and
events; assisted in the delivery of healthy, active transportation pilot
programs including bike hand signal signs and bike corrals.
City Streets Continued to maintain and improve the physical appearance of our City
Streets by addressing graffiti tags on public right of ways, and coordinating
improvements to transit infrastructure in an efficient manner and making
the City a more desirable place to live and work.
City Streets Researched best practices on new mobility policies and assisted in updating
the City’s Code to reflect current transportation demands and systems,
including taxicabs, transportation network providers, and complete &
green streets.
Financial Policies and City
Debt
Improved customer service by allowing credit card payment in addition to
check payment at permit counter eliminating trips to and from Collector’s
Office.
Financial Policies and City
Debt
Developed and promoted use of online Building and Zoning permit
applications for submittal and payment.
Services for At-Risk Families Rehabbed multiple dwelling units in single- and multi-family properties to
maintain safe, sanitary, affordable housing for low and moderate-income
residents.
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Community Development Department
residents.
Services for At-Risk Families Renewed funding for 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.
Services for At-Risk Families Continued to improve the grant application and management process for
Community Development Block Grant and Mental Health Board
programs to realize efficiencies for the City. Reduce compliance
requirements for grantees and achieve stronger outcomes for residents
served.
2017 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
department. Specific actions to achieve these priorities include:
Building and Inspection Services Division
 Continue utilization of the permit and licensing (PAL) system for digital record management
including scanning and attachment of building plans and decreasing the need for outside digital
archiving vendor. This initiative aligns with the City’s goal to increase transparency thereby
providing comprehensive project information through the Citizen Portal.
 Continue to update worksheets and guides to facilitate the permit process. Include inspection
requirements in the guides to improve the inspection process.
• Provide improved customer service by creating a centralized permit center to consolidate
issuance of private and public permits. In addition to building, sign, utility and fire permits, the
division will also issue right of way, block party and tree permits.
• Use updated application, guidelines and marketing brochures to provide the housing
rehabilitation program to low and moderate-income residents to maintain and improve the
quality of Evanston’s housing stock.
• Collaborate with the Administrative Services Department and Public Works Agency for graffiti
removal services. This effort has been implemented to reduce program costs and minimize
vendor utilization.
Planning and Zoning Division
 Continue working with Economic Development Division to provide timely and early zoning
information to new businesses wishing to locate in Evanston.
 Administer approval of an amendment to 2009 Downtown Plan to incorporate an area
immediately north of Emerson St. Complete zoning ordinance text amendment to rezone the
Research Park area in the downtown.
 Process review and permit approval of several large-scale Projects and Planned Developments.
 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 livability.
Housing and Grants Division
• Continue to focus on substantial rehab of affordable rental and ownership housing units to
maintain safe, sanitary and affordable housing. Projects that correct code violations, address life
safety issues, improve accessibility, include energy and water efficient features to reduce
operating costs, and increase sustainability will be prioritized.
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2017 ADOPTED BUDGET - GENERAL FUND
Community Development Department
• 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.
Transportation and Mobility Function
 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
Community Development will continue to provide staff support and improve processes for the
following boards, commissions and committees:
 Animal Welfare Board
 Bike Technical Advisory Committee
 Design and Project Review (DAPR)
 Housing and Community Development Act Committee
 Housing and Homelessness Commission
 Mental Health Board
 Plan Commission
 Planning and Development Committee
 Preservation Commission
 Sign Review and Appeals Board
 Zoning Board of Appeals
Ongoing Activity Measures 2015
Actual
2016
Estimated
2017
Projected
Total Building Permit Revenue Collected $6,120,419 $10,500,000 $9,232,000
Total Building Permits Issued 3,879 3,700 3,700
Total Building Inspections 7,589 7,650 7,650
Total Building Construction Work w/o permits investigated 93 200 200
Total Business Licenses Issued 71 70 80
Housing units rehabilitated (major) 87 80 9
Total Elevator Inspections 1,572 1,572 1,572
Contractor Licenses Issued/Renewed 1,020 1,000 1,000
Sign Variations/Variations Approved 8/7 10/9 0*
Graffiti tags removed by graffiti technician 1,493 1,500 1,500
Preservation cases 322 315 318
Zoning Analysis Cases 177 336 330
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2017 ADOPTED BUDGET - GENERAL FUND
Community Development Department
Special Uses/Major Variations 39 33 36
Minor Variations 59 65 60
Planned Development/Amendments 8 7 7
NSP2 Housing Units Occupied 1 1 Completed
CDBG, MHB & ESG Programs/Projects Managed 47 47 45
Affordable Housing Units Financed 30 1 8
Households Provided Tenant-Based Rental Assistance 21 26 9
HOME/Affordable Housing Fund Programs/Projects Managed 8 8 8
Design and Project Review Committee Meetings 43 47 45
Housing and Community Development Act Committee 10 10 10
Housing & Homelessness Commission Meetings 6 10 10
Mental Health Board 10 11 11
Plan Commission 10 12 13
Planning and Development Committee 18 17 17
Preservation Commission 12 12 12
Sign Review and Appeals Board Meetings (SRAB) 8 9 0*
Animal Welfare Board Meetings 13 4 4
Zoning Board of Appeals 17 18 18
Zoning Committee of the Plan Commission 3 0 0
Bike Technical Advisory Committee Meetings 3 8 8
24-Hour Divvy Passes Purchased at an Evanston Station N/A 800 1,200
Annual Active Divvy Memberships (Evanston’s portion) N/A 1,000 1,500
Evanston-Evanston Divvy One-Way Trips N/A 8,500 15,000
One-Way Divvy Trips that begin and/or end at an Evanston Station N/A 11,500 20,000
*BCC consolidation will eliminate SRAB in 2017
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 1,770,405	$ 2,043,095	$ 1,825,676	$ 2,023,356	$
61010 - REGULAR PAY 1,439,039 1,749,833 1,525,000 1,716,956
61050 - PERMANENT PART-TIME 3,109 - - -
61110 - OVERTIME PAY 1,482 4,500 10,600 9,500
61415 - TERMINATION PAYOUTS 26,980 - 10,600 -
61420 - ANNUAL SICK LEAVE PAYOUT 2,256 - 3,710 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 10,894 - - -
61610 - DENTAL INSURANCE 549 - - -
61615 - LIFE INSURANCE 4,786 9 16 23
61625 - AUTO ALLOWANCE 3,668 3,735 4,100 3,735
61626 - CELL PHONE ALLOWANCE 2,982 3,006 3,200 3,366
61630 - SHOE ALLOWANCE 930 930 2,300 1,682
61710 - IMRF 163,116 165,539 151,500 159,211
61725 - SOCIAL SECURITY 89,386 93,410 92,900 104,201
61730 - MEDICARE 21,228 22,133 21,750 24,682
Services and Supplies 148,014	$ 189,704	$ 168,542	$ 234,315	$
61060 - SEASONAL EMPLOYEES 19,654 17,000 46,800 22,000
62150 - CONSTRUCTION ENGINEERING SERVICES 550 6,000 2,000 6,000
62185 - CONSULTING SERVICES 36,153 62,865 10,000 62,865
62190 - GRAFFITI REMOVAL SERVICES 10,274 15,000 5,000 5,000
62205 - ADVERTISING 1,368 2,925 3,000 2,925
62210 - PRINTING 2,777 3,000 2,289 3,000
62245 - OTHER EQMT MAINTENANCE - 100 100 100
62275 - POSTAGE CHARGEBACKS 13,498 9,100 9,100 9,100
62295 - TRAINING & TRAVEL 5,030 16,000 6,000 16,000
62315 - POSTAGE - - 550 -
62345 - COURT COST/LITIGATION 200 - 500 400
62360 - MEMBERSHIP DUES 3,268 4,200 3,825 4,200
62380 - COPY MACHINE CHARGES 2,599 2,600 2,598 2,600
62425 - ELEVATOR CONTRACT COSTS 6,134 5,000 7,000 5,000
62464 - PLUMB, ELEC, PLAN REVEIW SERV 31,520 25,000 50,000 25,000
62509 - SERVICE AGREEMENTS/ CONTRACTS - - - 50,000
62645 - DIGITAL ARCHIVING 5,809 10,000 10,000 10,000
62705 - BANK SERVICE CHARGES 53 - - -
64540 - TELECOMMUNICATIONS - WIRELESS - 2,789 - -
65010 - BOOKS, PUBLICATIONS, MAPS 1,927 1,275 730 1,275
65020 - CLOTHING 777 - 50 2,000
65025 - FOOD 567 800 1,300 800
65055 - MATER. TO MAINT. IMP. - 350 300 350
65085 - MINOR EQUIPMENT & TOOLS 874 700 600 700
65095 - OFFICE SUPPLIES 4,984 5,000 6,800 5,000
Insurance and Other Chargebacks 274,620	$ 306,935	$ 277,306	$ 301,287	$
61510 - HEALTH INSURANCE 262,924 304,129 274,500 298,481
66030 - TRANSFER TO INSURANCE - RISK 11,696 2,806 2,806 2,806
Community Sponsored Organizations 141,178	$ 154,568	$ 154,568	$ 154,568	$
67010 - COMMUNITY SPONSORED ORGANIZATIONS - 154,568 154,568 154,568
67110 - CONNECTIONS FOR THE HOMELESS 126,178 - - -
67111 - YWCA 15,000 - - -
Contingencies -	$ 8,000	$ 8,000	$ 8,000	$
68205 - CONTINGENCIES - 8,000 8,000 8,000
Interfund Transfers 91,400	$ 80,595	$ 80,595	$ 83,142	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 13,526 13,932 13,932 13,932
62309 - RENTAL OF AUTO REPLACEMENT 12,010 12,010 12,010 12,370
66025 - TRANSFER TO DEBT SERVICE - ERI 52,729 54,653 54,653 56,840
66131 - TRANSFER TO GENERAL FUND 13,135 - - -
69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - -
Grand Total $ 2,425,618 $ 2,782,897 $ 2,514,687 $ 2,804,668
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2017 ADOPTED BUDGET - GENERAL FUND
Police Department
The Evanston Police Department is committed to the protection of life and property. With a staff of 165
sworn officers and 62 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. In addition, Victim Services and Youth
Services provide services to the community.
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
2205 POLICE ADMINISTRATION 	486,313 	9,794,940 	9,822,490 	10,678,250
2225 SOCIAL SERVICES BUREAU 	49,866 	44,000 	45,000 	44,000
2240 POLICE RECORDS 	26,275 	20,000 	20,000 	20,000
2260 OFFICE OF ADMINISTRATION 	16,631 	- 	2,400 	-
2270 TRAFFIC BUREAU 	136,779 	100,000 	125,000 	118,000
2280 ANIMAL CONTROL 	38,358 	8,000 	23,650 	23,000
2285 PROBLEM SOLVING TEAM 	2,000 	- 	2,000 	-
Grand Total 	$ 	756,222 $ 	9,966,940 $ 10,040,540 $ 10,883,250
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2017 ADOPTED BUDGET - GENERAL FUND
Police Department
Expenses
FY 2015
Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
2205 POLICE ADMINISTRATION 	9,476,547 	10,653,831 	9,953,799 	11,624,315
2210 PATROL OPERATIONS 	12,567,391 	11,890,727 	11,172,337 	10,958,576
2215 CRIMINAL INVESTIGATION 	2,219,570 	2,371,646 	2,387,701 	2,252,216
2225 SOCIAL SERVICES BUREAU 	524,206 	603,694 	576,593 	654,748
2121 EECB GRANT RESI WEATHER PROGRAM 	1,148,347 	1,129,761 	1,048,159 	1,020,127
2235 SCHOOL LIAISON 	498,040 	532,429 	510,213 	478,839
2240 POLICE RECORDS 	686,574 	696,258 	715,901 	704,031
2245 COMMUNICATIONS 	1,569,815 	1,618,304 	1,578,306 	1,558,798
2250 SERVICE DESK 	1,705,510 	1,382,702 	1,577,535 	1,301,979
2251 311 CENTER 	522,231 	584,138 	545,270 	606,523
2255 OFFICE-PROFESSIONAL STANDARDS 	399,482 	378,169 	621,036 	525,088
2260 OFFICE OF ADMINISTRATION 	687,743 	598,951 	720,162 	732,852
2265 NEIGHBORHOOD ENFORCEMENT TEAM 	2,204,350 	1,927,769 	2,659,816 	2,212,929
2270 TRAFFIC BUREAU 	1,110,844 	968,938 	1,140,620 	1,012,090
2275 COMMUNITY STRATEGIC BUREAU 	177,487 	154,430 	167,576 	158,381
2280 ANIMAL CONTROL 	252,686 	253,077 	238,689 	185,005
2285 PROBLEM SOLVING TEAM 	1,488,667 	1,555,400 	1,789,827 	1,823,351
2291 PROPERTY BUREAU 	469 	223,309 	18,000 	238,733
2295 BUILDING MANAGEMENT 	- 	172,745 	65,000 	175,261
Grand Total 	$ 37,239,961 $ 37,696,278 $ 37,486,540 $ 38,223,842
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Police Administration 3.00
Patrol Operations 91.00
Criminal Investigation 18.00
Social Services Bureau 5.30
Juvenile Bureau 10.00
School Liaison 4.00
Police Records 7.00
Communications 14.00
Service Desk 15.00
Public Information 8.50
Office of Professional Standards 3.00
Office of Administration 4.00
Neighborhood Enforcement Team 16.00
Traffic Bureau 8.00
Community Strategic Bureau 1.00
Animal Control 1.00
Problem Solving Team 14.00
Property Bureau 2.00
Building Management 1.00
Police Department Total 225.80
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2017 ADOPTED BUDGET - GENERAL FUND
Police Department
Ongoing Activity Measures
2015
Actual
2016
Projected
2017
Projected
Part I crimes 1,963 1,863 1,800
Part II crimes 7,368 7,350 7,330
Total calls for service 38,662 39,000 39,300
Arrests (felony & misdemeanor) 1,710 1,680 1,670
D.U.I. arrests 88 88 88
Ticket & citation production – Parking 18,962 19,000 19,200
2017 Initiatives
 Finalize the replacement of the existing Computer Aided Dispatch System (CADS) from
Naviline CAD400 to the ONESolution product.
 Develop an in-car camera program in conjunction with Northwestern University as a preamble
to the implementation of body cameras for Evanston police officers.
 Research the transition to the STARCOM radio system from the current UHF T-Band
frequency.
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 22,545,177	$ 23,085,127	$ 22,623,017	$ 22,459,205	$
61010 - REGULAR PAY 18,822,861 20,052,943 18,793,000 19,627,068
61050 - PERMANENT PART-TIME 3,350 138,726 33,000 76,504
61055 - TEMPORARY EMPLOYEES - 3,000 - -
61062 - SPECIAL EVENT PAY 10,970 184,446 6,000 184,446
61070 - JOB TRAINING AND INTERNSHIPS - 90,000 500 97,500
61110 - OVERTIME PAY 210,841 145,900 216,410 146,400
61111 - HIREBACK OT PAY 901,504 179,200 1,009,550 182,200
61112 - SPECIAL DETAIL OT 343,750 124,130 324,000 124,130
61415 - TERMINATION PAYOUTS 539,704 275,000 236,500 275,000
61420 - ANNUAL SICK LEAVE PAYOUT 116,288 190,000 185,400 190,000
61425 - ANNUAL HOLIDAY PAYOUT - 204,000 313,450 204,000
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 94,964 - 21,500 -
61440 - EDUCATION PAY 209,600 232,000 266,600 232,400
61610 - DENTAL INSURANCE 6,140 - - -
61615 - LIFE INSURANCE 53,449 40 47 47
61626 - CELL PHONE ALLOWANCE 354 360 400 360
61630 - SHOE ALLOWANCE 620 465 610 465
61635 - UNIFORM ALLOWANCE 167,525 198,600 202,350 195,600
61710 - IMRF 510,717 470,180 418,100 380,646
61725 - SOCIAL SECURITY 255,534 320,460 293,000 258,819
61730 - MEDICARE 297,006 275,677 302,600 283,620
Services and Supplies 811,769	$ 753,928	$ 812,419	$ 788,928	$
61060 - SEASONAL EMPLOYEES 185 - 38,000 -
62210 - PRINTING 6,473 3,000 4,500 3,000
62225 - BLDG MAINTENANCE SERVICES 55,227 59,600 53,000 59,600
62240 - AUTOMOTIVE EQMP MAINT 2,510 - - -
62245 - OTHER EQMT MAINTENANCE 384 2,700 - 2,700
62270 - MEDICAL/HOSPITAL SERVICES - 1,000 - 1,000
62272 - OTHER PROFESSIONAL SERVICES 46,295 65,000 19,000 65,000
62275 - POSTAGE CHARGEBACKS 5,614 6,000 5,500 6,000
62280 - OVERNIGHT MAIL CHARGES 222 - 100 -
62295 - TRAINING & TRAVEL 168,619 127,890 127,675 127,890
62315 - POSTAGE - - 100 -
62335 - DATA PROCESSING SERVICES 38 378 300 378
62360 - MEMBERSHIP DUES 119,809 116,388 144,140 116,388
62370 - EXPENSE ALLOWANCE 3,823 5,700 2,500 5,700
62375 - RENTALS 9,387 33,430 10,900 33,430
62380 - COPY MACHINE CHARGES 9,779 8,954 8,954 8,954
62425 - ELEVATOR CONTRACT COSTS 4,995 3,112 2,000 3,112
62509 - SERVICE AGREEMENTS/ CONTRACTS 21,538 - 70,400 35,000
62515 - RENTAL SERVICES 678 - - -
62518 - SECURITY ALARM CONTRACTS 167 - - -
62645 - DIGITAL ARCHIVING - - 500 -
62705 - BANK SERVICE CHARGES - 600 150 600
64005 - ELECTRICITY 3,264 - 600 -
64015 - NATURAL GAS 12,049 15,000 17,000 15,000
64505 - TELECOMMUNICATIONS 29,418 50,000 35,000 50,000
64510 - TELECOMMUNICATIONS EQUIPMENT MAINTENANCE 55 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 51,849 22,000 40,400 22,000
64545 - PERSONAL COMPUTER SOFTWARE 48 - - -
64565 - CABLE - VIDEO 442 - - -
65010 - BOOKS, PUBLICATIONS, MAPS 418 520 500 520
65015 - CHEMICALS/ SALT 39,153 35,833 32,000 35,833
65020 - CLOTHING 62,245 40,450 47,700 40,450
65025 - FOOD 3,204 8,050 3,000 8,050
65035 - PETROLEUM PRODUCTS 31 - - -
65040 - JANITORIAL SUPPLIES 12,173 6,600 10,000 6,600
65050 - BLDG MAINTENANCE MATERIAL 996 - - -
65085 - MINOR EQUIPMENT & TOOLS 69,001 54,790 64,000 54,790
65090 - SAFETY EQUIPMENT 728 - - -
65095 - OFFICE SUPPLIES 22,194 22,300 24,500 22,300
65105 - PHOTO/DRAFTING SUPPLIE 352 4,833 3,500 4,833
65125 - OTHER COMMODITIES 48,405 59,800 46,500 59,800
Miscellaneous 8,858,156	$ 35,000	$ 20,400	$ -	$
62490 - OTHER PROGRAM COSTS 27,434 - 17,400 -
62605 - OTHER CHARGES 2,793 - - -
62765 - PENSION CONTRIBUTION-POLICE 8,746,427 - - -
62770 - MISCELLANEOUS 81,501 35,000 - -
65120 - POLICE DUI EXPENSE - - 3,000 -
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Insurance and Other Chargebacks 4,016,754	$ 12,794,325	$ 13,002,806	$ 13,915,779	$
61510 - HEALTH INSURANCE 3,050,041 3,018,519 3,222,000 3,328,113
62745 - IMRF TRANSFER-CHARGEBACK - - - -
66030 - TRANSFER TO INSURANCE - RISK 966,713 337,866 337,866 337,866
66125 - SERVICES BILLED OUT - - - -
Capital Outlay 3,478	$ -	$ -	$ -	$
65550 - AUTOMOTIVE EQUIPMENT - - - -
64535 - TELECOMMUNICATIONS - NETWORK - - - -
Contingencies 1,419	$ 2,500	$ 2,500	$ 2,500	$
68320 - PRINCIPAL REDUCTION - - - -
Interfund Transfers 1,003,206	$ 1,025,398	$ 1,025,398	$ 1,057,430	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 642,165 660,540 660,540 660,540
62540 - MAINTENANCE OFFICE EQUIP CHARGEBACKS - - - -
69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - -
Grand Total $ 37,239,961 $ 37,696,278 $ 37,486,540 $ 38,223,842
97

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2017 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 effect 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 Fire
Suppression Division is the community’s standing army. 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
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Fire Management & Support 3.00
Fire Prevention 4.00
Fire Suppression 103.00
Fire and Life Safety Services Total 110.00
Revenues
FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
2305 FIRE MGT & SUPPORT 	104,690 	7,510,865 	7,533,965 	8,530,809
2310 FIRE PREVENTION 	259,654 	209,000 	250,000 	244,000
2315 FIRE SUPPRESSION 	1224477.18 	1531000 	1781500 	1831500
2320 EMERGENCY PREPAREDNESS 	- 	17,000 	- 	-
Grand Total 	$ 1,588,822 $ 	9,267,865 $ 	9,565,465 $ 10,606,309
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
2305 FIRE MGT & SUPPORT 	7,019,339 	8,165,202 	8,065,011 	8,965,267
2310 FIRE PREVENTION 	600,372 	562,954 	616,413 	642,654
2315 FIRE SUPPRESSION 	13,701,285 	13,859,384 	14,527,678 	14,671,809
2320 EMERGENCY PREPAREDNESS 	10,510 	14,202 	13,602 	14,271
Grand Total 	$ 	21,331,507 $ 	22,601,742 $ 	23,222,704 $ 	24,294,001
98

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2017 ADOPTED BUDGET - GENERAL FUND
Fire Department
City Council Goal Performance
City Council Goal Department Initiative
City Facilities Department will implement a video conferencing system
City Facilities CERT members volunteered to assist at City sponsored events
Economic Development Department members presented a successful Citizens Fire Academy
Services for at-risk families Fire Explorer Program is continuing to be led by Department
members
2016 Initiatives Update
The Fire Department, in cooperation with Human Resources, has completed the process of creating an
eligibility list for new hiring. The Fire Apparatus Operator promotional exam has been offered. The
promotional list has been posted and is effective. The Department has been able to offer the Pediatric
Advanced Life Support course. Eighty one members received the advanced certification. The
Department’s strategic plan has been implemented. The annual review and update process is in
progression.
2017 Initiatives
 In cooperation Human Resources, the Department will prepare promotional exams for the
position of Shift Chief and Captain.
 Emergency Management will continue working with City Departments on emergency
notification, building evacuation, and continuity of operations.
 All Paramedics will be offered the opportunity to complete Advanced Cardiac Life Support
Certification.
 In cooperation with the Telecommunications Center, the Department will implement an
upgraded Computer Aided Dispatch System, as well as, a new Fire Reporting System.
reporting
 The community engagement programs, Fire Explorer, Citizen CPR, and Citizen Fire
Academy will be offered through our Department members.
 The Department will continue its Strategic Plan implementation.
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2017 ADOPTED BUDGET - GENERAL FUND
Fire Department
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
City fire insurance rating 2 2 2
Hydrants inspected/flow tested 1,310 1,310 1,310
Bureau fire inspections 740 750 750
Construction plans reviewed 415 450 480
Staff hours on cause and origin investigations 88 92 100
All Fire Dept. incidents, excluding ambulance calls 3,636 3,650 3,660
Ambulance calls 5,994 6,100 6,300
Extinguishing Alarm System activations (Included
above) 1,347 1,445 1,450
Number of fires (included above) 99 101 100
Number of structure fires (included above) 46 65 60
Average fire alarm response time 3:40 3:43 3:40
Average ambulance response time 3:20 3:30 3:30
Training hours/firefighter 240 240 240
Number of paramedics 101 101 100
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 11,412,884	$ 11,228,881	$ 11,735,102	$ 11,624,265	$
61010 - REGULAR PAY 10,393,442 10,533,254 10,755,000 10,903,923
61110 - OVERTIME PAY 227,079 128,000 181,000 128,000
61111 - HIREBACK OT PAY 297,572 250,000 439,000 250,000
61113 - TRAINING OT 40,688 33,000 50,000 33,000
61415 - TERMINATION PAYOUTS 85,164 50,000 - 50,000
61420 - ANNUAL SICK LEAVE PAYOUT 100,529 50,000 118,000 50,000
61610 - DENTAL INSURANCE 3,493 - - -
61615 - LIFE INSURANCE 30,482 102 102 110
61626 - CELL PHONE ALLOWANCE 1,179 1,200 1,300 1,200
61710 - IMRF 75,906 15,606 22,200 21,720
61725 - SOCIAL SECURITY 12,359 22,466 19,500 30,155
61730 - MEDICARE 144,991 145,253 149,000 156,157
Services and Supplies 382,171	$ 428,023	$ 398,323	$ 428,023	$
62210 - PRINTING 2,301 4,000 4,650 4,000
62235 - OFFICE EQUIPMENT MAINT 1,256 1,100 700 1,100
62245 - OTHER EQMT MAINTENANCE 2,599 5,100 4,500 5,100
62250 - COMPUTER EQUIPMENT MAINT 3,808 8,100 5,000 8,100
62270 - MEDICAL/HOSPITAL SERVICES 36,647 50,400 40,000 50,400
62275 - POSTAGE CHARGEBACKS 2,472 3,000 2,000 3,000
62295 - TRAINING & TRAVEL 71,679 72,400 73,100 72,400
62315 - POSTAGE 107 500 250 500
62335 - DATA PROCESSING SERVICES 2,718 3,200 2,500 3,200
62355 - LAUNDRY/OTHER CLEANING 1,077 1,000 1,000 1,000
62360 - MEMBERSHIP DUES 44,051 47,200 45,150 47,200
62380 - COPY MACHINE CHARGES 1,223 1,223 1,223 1,223
62430 - CUSTODIAL CONTRACT SERVICES 9,393 2,000 9,500 2,000
62509 - SERVICE AGREEMENTS/ CONTRACTS 5,143 5,100 5,000 5,100
62518 - SECURITY ALARM CONTRACTS 2,139 6,400 5,000 6,400
62705 - BANK SERVICE CHARGES - - 650 -
64015 - NATURAL GAS 48,439 70,000 60,000 70,000
64540 - TELECOMMUNICATIONS - WIRELESS 13,980 12,000 12,000 12,000
65005 - AGRI/BOTANICAL SUPPLIES - 300 300 300
65010 - BOOKS, PUBLICATIONS, MAPS 1,414 2,400 2,150 2,400
65015 - CHEMICALS/ SALT 6,217 6,000 6,000 6,000
65020 - CLOTHING 69,544 70,000 60,000 70,000
65040 - JANITORIAL SUPPLIES 11,024 11,000 11,200 11,000
65050 - BLDG MAINTENANCE MATERIAL 6,039 6,000 6,000 6,000
65070 - OFFICE/OTHER EQT MTN MATL 4,036 4,000 4,000 4,000
65075 - MEDICAL & LAB SUPPLIES 7,659 7,000 7,500 7,000
65085 - MINOR EQUIPMENT & TOOLS 5,288 4,500 4,900 4,500
65090 - SAFETY EQUIPMENT 1,756 2,000 2,500 2,000
65095 - OFFICE SUPPLIES 6,402 7,400 7,750 7,400
65105 - PHOTO/DRAFTING SUPPLIE 1,637 1,700 1,600 1,700
65125 - OTHER COMMODITIES 12,123 12,100 11,400 12,100
65620 - OFFICE MACH. & EQUIP. - 900 800 900
Miscellaneous 6,501,430	$ 128,894	$ 107,500	$ 426,590	$
62521 - MEDICAL EQ MAINT AGREEMENTS 31,496 31,400 30,000 31,400
62522 - SCBA EQ MAINT AGREEMENTS 7,513 5,000 6,000 250,000
62523 - EXTRICATION EQ MAINT AGREEMNTS 1,284 3,000 2,500 3,000
62605 - OTHER CHARGES 8,219 8,000 8,500 8,000
62766 - PENSION CONTRIBUTION-FIRE 6,377,482 - - -
62770 - MISCELLANEOUS 34,665 - 8,000 8,202
65141 - FITNESS INCENTIVE 40,772 81,494 52,500 125,988
Insurance and Other Chargebacks 2,204,940	$ 9,936,576	$ 10,103,411	$ 10,902,378	$
61510 - HEALTH INSURANCE 1,788,807 1,740,365 1,900,000 1,944,123
62675 - INTERDEPT TRANSFER PENSIONS - 7,393,865 7,393,865 8,148,709
66030 - TRANSFER TO INSURANCE - RISK 416,133 802,346 802,346 802,346
66059 - HEALTH INSURANCE OPT OUT EXPENSE - - 7,200 7,200
Capital Outlay 36,414	$ 70,000	$ 69,000	$ 70,000	$
65625 - FURNITURE & FIXTURES 36,414 70,000 69,000 70,000
Interfund Transfers 793,667	$ 809,368	$ 809,368	$ 842,745	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 516,559 532,055 532,055 547,055
62309 - RENTAL OF AUTO REPLACEMENT 271,500 271,500 271,500 289,645
66025 - TRANSFER TO DEBT SERVICE - ERI 5,608 5,813 5,813 6,045
Grand Total $ 21,331,507 $ 22,601,742 $ 23,222,704 $ 24,294,001
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2017 ADOPTED BUDGET - GENERAL FUND
Health and Human Services Department
The Health and Human Services Department (HHS) was created to protect, preserve, and promote
wellness for people who live, work, and play in Evanston through creative and sustainable partnerships.
The Department is a leader in improving the health and well-being of the Evanston community. The
Health 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. Collective success depends on
trusting and vibrant relationships throughout key stakeholder groups, including residents, grassroots
organizations youth, government leaders, and others who share the goals of policy and systems changes
to improve health for all.
While our stakeholders have a role to play, the Health and Human Services Department emphasizes the
authentic development, and expression of adult and youth resident voices. This requires meaningful
engagement and robust participation of a broad segment of residents, particularly those that have been
traditionally excluded, including undocumented immigrants, LGBTQ, formerly incarcerated, and boys
and men of color. HHS values the creation of a new ethos of inclusion and a new narrative about health
that includes the voice of everyone.
Through the Department’s food, environmental, property maintenance, emergency preparedness and
communicable disease monitoring activities as well as through the operation of the General Assistance
and Emergency Assistance programs, the Health and Human Services Department is an active force in
supporting the equitable health and well-being for Evanston. The Health and Human Services
Department is committed to nurturing a civically engaged community with the skills and relationships
necessary to tackle unique challenges. While each success takes us one step toward a healthier
community, it is the investment in the community’s civic infrastructure that will sustain these wins
beyond an initiative’s end.
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
2407 HEALTH SERVICES ADMIN 	585 	- 	12,000 	12,000
2435 FOOD AND ENVIRONMENTAL HEALTH 	1,115,564 	1,146,175 	1,063,215 	1,046,550
2440 VITAL RECORDS 	147,711 	111,000 	136,300 	131,300
2455 COMMUNITY HEALTH 	26,718 	36,027 	31,000 	31,000
GRAND TOTAL 	$ 1,290,578 $ 	1,293,202 $ 	1,242,515 $ 	1,220,850
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
2407 HEALTH SERVICES ADMIN 	336,678 	322,119 	330,703 	329,428
2435 FOOD AND ENVIRONMENTAL HEALTH 	1,547,508 	1,619,786 	1,578,185 	1,835,024
2440 VITAL RECORDS 	114,827 	99,194 	86,370 	89,051
2455 COMMUNITY HEALTH 	255,552 	381,108 	241,793 	301,819
2460 COMMUNITY PURCHASED SERVICES 	884,794 	1,034,490 	1,034,490 	1,026,990
2499 GENERAL ASSISTANCE 	73,489 	87,529 	1,200 	-
Grand Total 	$ 	3,212,848 $ 	3,544,226 $ 	3,272,741 $ 	3,582,312
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Health and Human Services Department
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Health Services Administration 2.00
Food and Environmental Health 14.10
Vital Records 1.00
Community Health 4.00
Health and Human Services Total 21.10
Council Goal Performance
City Council Goal Department Initiative
Services for At-Risk Families The Department integrated the General Assistance and Emergency
Assistance programs, which were formerly housed in the Township of
Evanston, into the Health and Human Services Department.
Services for At-Risk Families The Department facilitated Dental Access Days, which provides adult
dental services to 160 adults over a two-day period
Services for At-Risk Families The Department continues to strengthen outreach to HIV-positive
individuals to help connect them with needed medical care
Services for At-Risk Families The Health and Human Services Department is an active partner in the
Safe and Healthy Homes Committee, a cross-departmental effort,
which addresses emergency housing needs
Services for At-Risk Families The Department hosted the Mobilizing For Action through Planning
and Partnerships (MAPP). This is a community-wide strategic planning
process for improving public health.
Services for At-Risk Families The Department established “Job Club” to assist residents in seeking
and ascertaining employment.
Services for At-Risk Families The Department provides human services to at risk residents assisting
in creating stability in housing, finances and navigating complex
systems.
2016 Accomplishments
Technology
Created electronic application for General and Emergency assistance inclusive of a checklist of
requirements
Services for At-Risk Families
Established a Evanston Hoarding Taskforce
Hosted the first Inaugural Men’s Health Event
Partnerships
 NorthShore University Health Systems “Rethink Your Drink” Public Health Campaign
 District 202 “Get Yourself Tested”
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Health and Human Services Department
 Completed for submission of Evanston Project for Local Assessment of Need required for
recertification of the department
 Completed regional and interagency POD drill
 Collaborated with Northwestern University to establish it as a closed POD in a time of
emergency
Goals for 2017
Goal 1: Establish a system of providing a more effective and proactive approach towards property
maintenance code enforcement inspections to be achieved by incorporating education, best practices and
the collaboration of other Departments such as the Police.
Goal 2: Establish a comprehensive approach to address all forms of violence.
Goal 3: Make it easy for people to improve health and well-being through healthy eating and active
living.
Goal 4: Establish cross-cutting strategies to conduct operations through the lens of health equity.
Goal 5: Implement new software aimed at improving rental inspections in both frequency and
transparency.
Goal 6: Increase Shelter payments to stabilize housing complementing the market values for rental
assistance in the General Assistance Benefit program.
Ongoing Activity Measures 2015
Actual
2016
Estimated
2017
Projected
Number of licensed food establishments 430 460 460
Number of foodborne illness investigations performed 29 15 20
Total number of food inspections performed 880 1000 1000
Temporary food inspections performed 360 360 375
Food complaints evaluated / inspected 61 45 45
Food establishment plans reviewed 39 30 30
Rat and Rodent complaints investigated 1,294 1,300 1,400
Number of Communicable Disease Investigations 654 675 675
American Smoke-Out participants 395 0 500
Tobacco Education and Outreach 4 Events 3 Events 7 Events
Environmental Scans of Tobacco Retailers 36 34 34
Grants administered 11 11 10
Dwelling Units Inspected 1209 1200 1250
Occupants Affected by Rooming House Inspections 5227 5250 5300
Get Yourself Tested Participants at ETHS 40 45 50
Number of Women Out Walking Participants 314 514 1000
Vacant Building Determinations 34 40 40
Participants on the Men’s Health Initiative 0 62 100
ReThink Your Drink Presentations/Participants Health
Education Workshops
0 300 600
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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 1,754,490	$ 1,762,706	$ 1,622,245	$ 1,674,527	$
61010 - REGULAR PAY 1,440,570 1,471,958 1,337,000 1,420,347
61050 - PERMANENT PART-TIME 17,565 - 900 -
61055 - TEMPORARY EMPLOYEES 665 - - -
61110 - OVERTIME PAY 13,239 13,506 8,850 13,506
61415 - TERMINATION PAYOUTS 5,579 - 16,000 -
61420 - ANNUAL SICK LEAVE PAYOUT 545 - - -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) - - 405 -
61610 - DENTAL INSURANCE 425 - - -
61615 - LIFE INSURANCE 3,710 21 20 13
61625 - AUTO ALLOWANCE 4,891 4,980 5,500 4,980
61626 - CELL PHONE ALLOWANCE 2,810 3,144 3,200 2,784
61630 - SHOE ALLOWANCE 1,165 1,085 2,500 930
61710 - IMRF 154,419 155,435 141,100 124,978
61725 - SOCIAL SECURITY 87,798 90,793 86,450 86,236
61730 - MEDICARE 21,109 21,784 20,320 20,753
Services and Supplies 70,882	$ 236,594	$ 162,851	$ 198,771	$
61060 - SEASONAL EMPLOYEES 11,945 19,575 48,000 39,075
62185 - CONSULTING SERVICES - 54,333 - -
62205 - ADVERTISING - 400 400 400
62210 - PRINTING 3,841 5,965 4,600 5,965
62235 - OFFICE EQUIPMENT MAINT - 150 150 150
62275 - POSTAGE CHARGEBACKS 6,860 5,000 6,750 5,000
62295 - TRAINING & TRAVEL 6,044 6,981 9,400 6,981
62345 - COURT COST/LITIGATION 720 3,990 3,000 1,500
62360 - MEMBERSHIP DUES 3,615 5,400 4,800 4,900
62371 - WOMEN OUT WALKING EXPENSE 4,423 5,000 7,700 5,000
62380 - COPY MACHINE CHARGES 2,049 2,049 1,909 2,049
62466 - HHS PROGRAM SERVICES (153) - - -
62494 - HOME DAY CARE LICENSE EXPENDITURES 120 - 500 -
62645 - DIGITAL ARCHIVING - 2,500 - 2,500
62705 - BANK SERVICE CHARGES - - 2,075 -
64540 - TELECOMMUNICATIONS - WIRELESS 1,922 4,851 4,000 4,851
65010 - BOOKS, PUBLICATIONS, MAPS 457 950 950 950
65020 - CLOTHING 1,100 - - -
65025 - FOOD 948 650 650 650
65045 - LICENSING/REGULATORY SUPP 351 1,000 1,000 1,000
65075 - MEDICAL & LAB SUPPLIES 351 417 417 417
65085 - MINOR EQUIPMENT & TOOLS 537 1,200 1,000 1,200
65090 - SAFETY EQUIPMENT - 750 750 750
65095 - OFFICE SUPPLIES 7,527 12,233 12,100 12,233
65125 - OTHER COMMODITIES 350 200 200 200
65127 - LEADPAINT HAZARD GRANT EXPENSE 17,360 100,000 50,000 100,000
65620 - OFFICE MACH. & EQUIP. 516 3,000 2,500 3,000
Miscellaneous 194,054	$ 256,171	$ 186,333	$ 332,468	$
62468 - IL TOBACCO FREE COMM EXP 2,820 7,300 - 7,300
62469 - IL VACANT PROPERTY EXP 26,484 38,127 - -
62471 - VECTOR SURVEILLANCE EXP 2,403 20,500 15,000 20,500
62472 - BEACH WATER TESTING EXP 3,877 10,000 5,000 10,000
62473 - ENVIRONMENTAL HEATH EXP 596 - - -
62474 - HEALTH PROTECTION EXP 6,283 31,227 12,500 31,227
62476 - CRI GRANT -EXPENSE (HHS) 838 5,500 10,000 5,500
62477 - PHEP GRANT-EXPENSE 17,510 17,500 17,500 17,500
62490 - OTHER PROGRAM COSTS 101,110 103,137 99,333 197,641
62493 - PROPERTY CLEAN UP EXPENSE 9,500 - - 20,000
62605 - OTHER CHARGES 22,588 22,880 27,000 22,800
62646 - IL HIV SURVEILLANCE 44 - - -
Insurance and Other Chargebacks 310,507	$ 318,415	$ 264,419	$ 389,754	$
61510 - HEALTH INSURANCE 282,817 312,496 255,500 380,235
66030 - TRANSFER TO INSURANCE - RISK 27,690 5,919 5,919 5,919
66059 - HEALTH INSURANCE OPT OUT EXPENSE - - 3,000 3,600
Community Sponsored Organizations 811,461	$ 770,461	$ 770,461	$ 50,000	$
62647 - Cradle to Career Programming - - - 50,000
62953 - Teen Baby Nursery 41,000 - - -
67005 - COMMUNITY SPONS ORG (PRCH SVC) 770,461 770,461 770,461 -
Interfund Transfers 71,454	$ 266,432	$ 266,432	$ 936,792	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 25,075 25,827 25,827 25,827
62309 - RENTAL OF AUTO REPLACEMENT 9,286 9,286 9,286 9,565
62540 - MAINTENANCE OFFICE EQUIP CHARGEBACKS 650 - - -
66020 - TRANSFERS TO OTHER FUNDS - 190,696 190,696 859,153
66025 - TRANSFER TO DEBT SERVICE - ERI 36,443 40,623 40,623 42,247
Grand Total $ 3,212,848 $ 3,610,779 $ 3,272,741 $ 3,582,312
105

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2017 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, Recreation
Over 70 parks sites, three recreation centers, two cultural arts centers, an ecology center, athletics, after
school and preschool programs, camps, fitness programs, special recreation programs for people with
special needs, six beaches and two boat ramps.
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. Senior Services: Operate the Levy
Senior Center, as well as providing various programs and services for the growing senior population.
Cultural Arts
Ethnic Arts and Lakeshore Arts Festival, camps, arts programs, free Starlight Concert Series and
Starlight Movie Series, Fleetwood Jourdain Theater and Evanston Children’s Theatre.
Ecology
Urban environmental and natural history programs, camps, community gardens, fishing and canoeing
instruction
Special Events
Coordination of Citywide Special Events (sponsored by the City and other groups).
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2017 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
3005 REC. MGMT. & GENERAL SUPPORT 	21,043 	25,000 	31,500 	35,500
3010 REC. BUSINESS & FISCAL MGMT 	58 	- 	- 	-
3020 REC GENERAL SUPPORT 	129,373 	96,500 	107,500 	109,000
3030 CROWN COMMUNITY CENTER 	509,268 	313,460 	455,000 	453,500
3035 CHANDLER COMMUNITY CENTER 	646,339 	711,400 	676,500 	700,500
3040 FLEETWOOD JOURDAIN COM CT 	200,267 	286,300 	229,500 	279,500
3045 FLEETWOOD/JOURDAIN THEATR 	43,850 	50,900 	37,000 	13,400
3050 RECREATION OUTREACH PROGRAM 	179,530 	98,700 	125,000 	125,000
3055 LEVY CENTER SENIOR SERVICES 	724,405 	659,280 	659,500 	683,000
3065 BOAT RAMP-CHURCH ST 	71,437 	104,265 	90,000 	104,265
3075 BOAT STORAGE FACILITIES 	114,359 	119,475 	120,000 	119,475
3080 BEACHES 	766,701 	716,655 	750,000 	716,655
3081 POOCH PARK 	17,364 	19,500 	20,000 	19,500
3095 CROWN ICE RINK 	986,254 	1,075,610 	1,002,000 	1,052,000
3100 SPORTS LEAGUES 	19,842 	87,580 	74,300 	74,300
3105 AQUATIC CAMP 	243,650 	240,375 	240,000 	240,000
3110 TENNIS 	58,281 	- 	- 	-
3115 SCHOOL-BASED YOUTH SPORTS 	21 	- 	- 	-
3130 SPECIAL RECREATION 	70,194 	86,921 	85,000 	85,000
3215 YOUTH ENGAGEMENT DIVISION 	64,345 	40,000 	80,000 	65,000
3225 GIBBS-MORRISON CULTURAL CENTER 	1,596 	- 	45,000 	-
3505 PARKS & FORESTRY GENERAL SUP 	16,635 	- 	- 	-
3525 TREE PLANTING 	10,350 	- 	- 	-
3605 ECOLOGY CENTER 	138,451 	126,940 	121,000 	121,000
3610 ECO-QUEST DAY CAMP 	246,996 	249,500 	375,000 	375,000
3710 NOYES CULTURAL ARTS CENTER 	314,798 	361,356 	362,917 	362,917
3720 CULTURAL ARTS PROGRAMS 	249,632 	317,400 	320,000 	340,000
3805 FACILITIES ADMINISTRATION 	4,764 	- 	- 	-
Grand Total 	$ 	5,849,801 $ 	5,787,117 $ 	6,064,617 $ 	6,074,512
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2017 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
2555 FARMER'S MARKET 	- 	- 	40 	-
3005 REC. MGMT. & GENERAL SUPPORT 	379,756 	399,516 	375,288 	410,180
3010 REC. BUSINESS & FISCAL MGMT 	400,726 	405,581 	404,626 	387,313
3015 COMM & MARKETING SERV 	1,657 	- 	- 	-
3020 REC GENERAL SUPPORT 	700,021 	1,014,953 	996,527 	1,020,879
3025 PARK UTILITIES 	80,807 	79,500 	78,000 	79,500
3030 CROWN COMMUNITY CENTER 	953,507 	949,195 	1,036,119 	912,163
3035 CHANDLER COMMUNITY CENTER 	869,435 	943,175 	877,441 	896,073
3040 FLEETWOOD JOURDAIN COM CT 	949,200 	882,345 	918,534 	915,808
3045 FLEETWOOD/JOURDAIN THEATR 	170,184 	161,385 	160,838 	151,114
3050 RECREATION OUTREACH PROGRAM 	250,971 	234,018 	233,640 	237,889
3055 LEVY CENTER SENIOR SERVICES 	1,428,910 	1,431,182 	1,414,901 	1,518,134
3065 BOAT RAMP-CHURCH ST 	52,759 	53,500 	64,500 	53,500
3075 BOAT STORAGE FACILITIES 	12,174 	11,450 	12,260 	11,450
3080 BEACHES 	656,336 	608,172 	597,898 	640,057
3095 CROWN ICE RINK 	1,318,009 	1,225,129 	1,371,233 	1,260,470
3100 SPORTS LEAGUES 	45,723 	87,689 	65,425 	215,563
3105 AQUATIC CAMP 	121,172 	114,250 	123,600 	114,250
3110 TENNIS 	37,100 	16,626 	26,050 	15,289
3130 SPECIAL RECREATION 	455,280 	406,534 	408,352 	394,991
3140 BUS PROGRAM 	52,915 	69,265 	74,624 	90,920
3150 PARK SERVICE UNIT 	89,675 	109,643 	83,272 	64,625
3205 COMMUNITY RELATIONS 	55,009 	- 	- 	-
3215 YOUTH ENGAGEMENT DIVISION 	888,276 	1,280,447 	1,283,689 	1,488,740
3225 GIBBS-MORRISON CULTURAL CENTER 	34,201 	195,000 	187,086 	225,872
3505 PARKS & FORESTRY GENERAL SUP 	801 	- 	- 	-
3605 ECOLOGY CENTER 	364,562 	348,703 	431,360 	391,523
3610 ECO-QUEST DAY CAMP 	126,336 	116,080 	136,100 	116,080
3710 NOYES CULTURAL ARTS CENTER 	236,814 	175,933 	198,908 	207,502
3720 CULTURAL ARTS PROGRAMS 	436,916 	501,319 	493,013 	541,575
3805 FACILITIES ADMINISTRATION 	79 	- 	- 	-
3806 CIVIC CENTER SERVICES 	7,046 	- 	- 	-
3807 CONSTRUCTION AND REPAIRS 	3,759 	- 	- 	-
Grand Total 	$ 	11,180,116 $ 	11,845,590 $ 	12,053,324 $ 	12,361,460
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2017 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Management and General Support 3.0
Business and Fiscal Management 3.0
Recreation General Support 2.4
Robert Crown Community Center 9.76
Chandler-Newberger Community Center 5.48
Fleetwood-Jourdain Community Center 6.95
Fleetwood-Jourdain Theatre 1.00
Recreation Outreach 0.5
Levy Center/Senior Services 12.5
Beaches 1.25
Robert Crown Ice Rink 7.49
Sports Leagues 0.55
Special Recreation 2.31
Bus Program 1.15
Park Service Unit 1.45
Youth Engagement 8.40
Gibbs-Morrison Cultural Center 2.50
Ecology Center 3.77
Noyes Cultural Arts Center 3.37
Cultural Arts Programs 2.00
Parks Recreation and Community Services Total 78.83
City Council Goal Performance
City Council Goal Department Initiative
Services for At-Risk Families The mobile produce program provided food for approximately 325
individuals/families each month at the Robert Crown Center
Services for At-Risk Families The Recreation department provides numerous camp and program
scholarships to income qualified individuals throughout the year, 2016
is on track to provide $193,000 in scholarships to Evanston families at
or below the 130% poverty level.
Services for At-Risk Families The Mayor’s Summer Youth Employment Program has set a goal of
employing 1000 youth in Evanston.
Services for At-Risk Families In response to the violence in community as a Public Health Issue,
additional Outreach staff was hired.
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2017 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
2016 Initiatives
Recreation, Ecology, Arts and Community Services Division:
 Enhance and diversify Special Recreation division programs by summer 2017 in order to better
meet the needs and interests of participants. Programs will include a mix of athletic, social, arts,
ecology and trips.
 Conduct a fall fencing tournament at Chandler Newberger center by October 2017.
 Integrate a parent group at the Robert Crown Center for its preschool program in order to
encourage parent involvement in activities at the center by September 2017.
 Fully implement the Rec-Trac facility reservation module that will allow residents to reserve
picnic and park spaces online by May 2017.
 Offer a 30 and older recreational basketball league at Fleetwood Jourdain Center by summer
2017 in effort to better serve individuals in the age group.
 Provide 1000 jobs for Evanston youth through the Mayor’s Summer Youth Employment
Program in summer 2017.
 Establish an apiary in conjunction with the Farmette for educational programming regarding
pollinators and the food supply.
 Recreate festivals to capture current trends, to increase overall attendance and time spent at the
festival by patrons.
 In alignment with Cradle to Career and the Sustainability initiatives of our community, we are
working in partnership with the Noyes Tenants Association and Evanston Arts Council to
enhance equity and increase diversity in our cultural offerings and services.
 Overhaul evening and weekend programming to better serve those older adults that may be
newly retired or still working.
 Collaborate with Evanston Township High School to conduct programmatic initiatives.
 To initiate application for accreditation through CAPRA.
 Apply for a Gold Medal award.
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2017 ADOPTED BUDGET - GENERAL FUND
Parks, Recreation and Community Services Department
Ongoing Activity Measures 2015
Actual
2016
Estimated
2017
Projected
Beach token sales to Evanston residents 17,675 21,667 18,500
Beach Token donation fund 6,313 8,075 8,250
Number of vendors at the Farmers’ Market 58 58 58
Number of staff trained and certified in American
Red Cross CPR/AED 60 55 60
Total participants in all Special Recreation
programs 715 792 800
Social Media account likes and followers
(Facebook, Twitter, Instagram, Mobile App) 2,535 6,355 8,000
Scholarships granted (funds not collected) 180,260 193,000 195,000
Number of meals served (Summer Food program) 31,072 46,418 48,400
Number of meals served senior congregate lunch
program 7,283 7,583 8,000
Special Event Permits Issued (City & Private
Events) 107 119 124
Total number of camp program registrations 5,784 5,450 5,625
Number of Youth hired for Mayor’s Summer
Youth Employment Program 550 560 1,000
111

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits 6,219,959	$ 6,185,482	$ 6,201,696	$ 6,264,861	$
61010 - REGULAR PAY 3,309,657 3,759,383 3,373,135 3,729,087
61011 - RECREATION INSTRUCTORS REG PAY 519,428 412,308 507,000 425,308
61013 - PROGRAM ASSISTANTS 341,610 292,674 287,400 292,674
61050 - PERMANENT PART-TIME 819,332 790,031 840,746 991,880
61055 - TEMPORARY EMPLOYEES - 110,000 - -
61062 - SPECIAL EVENT PAY 2,408 - 1,750 -
61110 - OVERTIME PAY 115,610 47,475 92,260 47,475
61415 - TERMINATION PAYOUTS 119,557 - 101,621 -
61420 - ANNUAL SICK LEAVE PAYOUT 18,223 - 14,300 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 8,152 - 1,235 -
61610 - DENTAL INSURANCE 1,095 - - -
61615 - LIFE INSURANCE 9,579 54 37 54
61625 - AUTO ALLOWANCE 13,646 14,580 12,715 13,044
61626 - CELL PHONE ALLOWANCE 10,301 7,028 10,322 11,108
61630 - SHOE ALLOWANCE 4,745 4,030 6,735 5,580
61710 - IMRF 421,324 401,501 433,400 399,372
61725 - SOCIAL SECURITY 408,804 280,105 412,130 282,061
61730 - MEDICARE 96,489 66,313 106,910 67,218
Services and Supplies 3,599,411	$ 3,806,444	$ 4,011,428	$ 4,194,924	$
61060 - SEASONAL EMPLOYEES 1,477,613 1,551,327 1,624,200 1,881,519
62205 - ADVERTISING 16,318 30,916 25,400 30,916
62210 - PRINTING 80,256 95,208 78,083 95,208
62215 - PHOTOGRAPHERS/BLUEPRINTS 300 600 600 600
62225 - BLDG MAINTENANCE SERVICES 21,100 4,883 38,000 4,883
62235 - OFFICE EQUIPMENT MAINT 1,080 3,983 3,067 3,183
62245 - OTHER EQMT MAINTENANCE 42,437 31,799 34,166 32,599
62275 - POSTAGE CHARGEBACKS 6,152 15,148 14,498 15,148
62280 - OVERNIGHT MAIL CHARGES 47 - - -
62295 - TRAINING & TRAVEL 20,253 29,327 29,902 29,327
62315 - POSTAGE 6,505 24,533 16,903 24,533
62360 - MEMBERSHIP DUES 7,130 9,783 9,783 9,783
62365 - RECEPTION/ENTERTAINMEN 584 483 483 483
62375 - RENTALS 8,200 10,200 8,700 9,900
62380 - COPY MACHINE CHARGES 17,620 19,120 18,590 19,120
62425 - ELEVATOR CONTRACT COSTS 1,800 2,660 2,300 2,660
62495 - LICENSED PEST CONTROL SERVICES 5,258 5,958 5,958 5,958
62500 - TECHNICAL INFORMATION SERVICES 10,493 16,800 13,500 16,800
62505 - INSTRUCTOR SERVICES 211,147 244,950 256,000 232,475
62506 - WORK- STUDY 9,179 17,166 30,166 17,166
62507 - FIELD TRIPS 137,670 131,546 135,646 131,546
62508 - SPORTS OFFICIALS 14,198 26,664 24,764 25,664
62509 - SERVICE AGREEMENTS/ CONTRACTS 36,979 20,078 22,800 20,078
62510 - EDUCATOR SERVICES 204 525 525 -
62511 - ENTERTAIN/PERFORMER SERV 66,990 80,550 84,550 80,550
62513 - COMMUNITY PICNIC-SPECIAL EVENTS 11,276 8,000 10,000 8,000
62515 - RENTAL SERVICES 21,519 26,680 25,700 26,680
62518 - SECURITY ALARM CONTRACTS 4,057 16,107 10,541 8,841
62520 - OTHER CONTRACTUAL SERVICES 293 - - -
62695 - COUPON PMTS-CAB SUBSIDY 140,166 165,000 165,000 235,000
62705 - BANK SERVICE CHARGES 69,941 75,000 74,265 75,000
62996 - Holiday Food Drive Expenses - - - 10,000
64005 - ELECTRICITY 350,409 362,362 355,669 362,362
64015 - NATURAL GAS 102,343 133,159 135,859 133,159
64530 - TELECOMMUNICATIONS - HANDHELD EQUIPMENT - 83 83 83
64540 - TELECOMMUNICATIONS - WIRELESS 8,614 10,655 20,655 10,655
65005 - AGRI/BOTANICAL SUPPLIES 644 550 550 2,633
65010 - BOOKS, PUBLICATIONS, MAPS 154 1,233 1,233 983
65020 - CLOTHING 23,141 24,475 26,465 24,475
65025 - FOOD 254,553 191,813 246,666 192,601
65040 - JANITORIAL SUPPLIES 33,941 41,065 41,800 41,065
65045 - LICENSING/REGULATORY SUPP 10,817 9,700 12,000 9,700
65050 - BLDG MAINTENANCE MATERIAL 68,600 48,830 65,980 51,496
65055 - MATER. TO MAINT. IMP. 296 4,582 4,582 3,582
65070 - OFFICE/OTHER EQT MTN MATL 15,302 14,015 14,315 14,015
65075 - MEDICAL & LAB SUPPLIES 928 1,666 1,666 1,666
65080 - MERCHANDISE FOR RESALE 2,730 6,900 5,500 -
65085 - MINOR EQUIPMENT & TOOLS 8,273 2,800 2,900 2,800
65090 - SAFETY EQUIPMENT 3,906 3,200 3,300 3,200
65095 - OFFICE SUPPLIES 21,150 28,155 47,049 29,155
65105 - PHOTO/DRAFTING SUPPLIE - 200 200 200
65110 - RECREATION SUPPLIES 236,544 244,657 249,966 246,124
65125 - OTHER COMMODITIES 10,301 11,350 10,900 11,350
112

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
62001 - SHORT TERM BUDGETING SALARY COSTS - - - -
62490 - OTHER PROGRAM COSTS 244,159 401,243 398,543 405,343
66150 - TRSF TO DEBT SERV - - - -
66461 - Aging Well Conference Expenses - - 1,300 -
Insurance and Other Chargebacks 808,507	$ 1,157,025	$ 1,129,961	$ 1,194,853	$
61510 - HEALTH INSURANCE 687,279 747,204 718,200 781,432
62602 - OTHER CONTRACTUAL SVC CHARGEBACK - - - -
66040 - GENERAL ADMINISTRATION & SUPPORT - - - -
66125 - SERVICES BILLED OUT - - - -
Capital Outlay 39,262	$ 20,000	$ 35,000	$ 20,000	$
62251 - CROWN CENTER SYSTEMS REPAIR 9,974 20,000 35,000 20,000
65510 - BUILDINGS - - - -
65625 - FURNITURE & FIXTURES - - - -
Community Sponsored Organizations 39	$ -	$ -	$ -	$
68320 - PRINCIPAL REDUCTION - - - -
Interfund Transfers 268,778	$ 275,312	$ 275,312	$ 281,395	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 104,437 107,312 107,312 107,312
66020 - TRANSFERS TO OTHER FUNDS - - - -
69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - -
Grand Total $ 11,180,116 $ 11,845,590 $ 12,053,324 $ 12,361,460
113

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2017 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
The Public Works Agency consists of four individual Bureaus: Water Production, Environmental
Services, Capital Planning & Engineering, and Infrastructure and Maintenance. Each of these Bureaus
has a number of functions. The new Agency includes General Fund (formerly Public Works) funds as
well as Solid Waste, Parking, Sewer, and Water Funds.
The Water Production Bureau oversees the operation and maintenance of the water treatment plant and
the storage facilities in the Evanston distribution system. Potable water is provided to the retail
customers in Evanston, as well as two wholesale water customers, the Village of Skokie and the
Northwest Water Commission (Arlington Heights, Buffalo Grove, Palatine, Wheeling, and Des Plaines).
The Environmental Services Bureau consists of three Divisions. The Greenways Division maintains the
landscape 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 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 Infrastructure and Maintenance Bureau consists of four Divisions. The Traffic Division performs
maintenance on all City traffic signs, traffic signals, street lights and parking lot lights. The Street
Division is responsible of the patching of the paved streets and alleys, grading of unimproved alleys, leaf
collection and snow removal. 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.
Financial Summary
Revenues
FY 2015 Actual
Amount
FY 2016
Amended
Budget
FY 2016
Estimated
Amount
FY 2017
Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN 	1,182,607 	923,600 	1,062,100 	923,600
4320 FORESTRY 	-5147 	0 	0 	0
4520 TRAF. SIG.& ST LIGHT MAINT 	13,867 	- 	- 	-
Grand Total 	$ 1,191,327 $ 	923,600 $ 	1,062,100 $ 	923,600
114

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2017 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
Expenses
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016
Estimated
Amount
FY 2017 Adopted
Budget
4105 PUBLIC WORKS AGENCY ADMIN 	- 	3,499,008 	3,465,029 	3,462,827
4300 ENVIRONMENTAL SERVICES 	- 	207,712 	199,060 	238,493
4310 RECYCLING AND ENVIRONMENTAL MAIN 	- 	610,098 	663,050 	1,732,956
4320 FORESTRY 	- 	2,009,209 	2,107,425 	2,753,812
4330 GREENWAYS 	- 	2,028,274 	1,650,260 	1,886,597
4400 CAPITAL PLANNING & ENGINEERING 	- 	158,018 	124,046 	166,279
4410 STREETS AND RIGHT OF WAY 	- 	518,114 	457,900 	575,853
4420 TRANSPORTATION 	- 	210,529 	201,085 	216,477
4430 PARKS AND FACILITIES 	- 	251,232 	249,300 	262,278
4500 INFRASTRUCTURE MAINTENANCE 	- 	267,655 	216,600 	274,911
4510 STREET MAINTENANCE 	- 	1,798,017 	1,918,075 	2,176,404
4520 TRAF. SIG.& ST LIGHT MAINT 	- 	1,185,465 	1,194,507 	1,303,011
4530 SEWER MAINTENANCE 	- 	939,067 	939,837 	-
4540 DISTRIBUTION MAINTENANCE 	- 	24,000 	1,075 	-
4550 MAINT-SNOW & ICE 	- 	1,154,850 	879,580 	1,162,950
Grand Total 	$ 	- $ 	14,861,248 $ 	14,266,829 $ 	16,212,848
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Public Works Agency Administration 5.25
Environmental Services 1.00
Recycling and Environmental 7.00
Forestry 18.00
Greenways 17.00
Capital Planning & Engineering 0.5
Streets and Right-of-Way 6.00
Transportation 1.50
Parks and Facilities 2.00
Street Maintenance 18.00
Traffic Signs and Street Light Maintenance 8.00
Public Works Agency Total 84.25
City Council Goal Performance
City Council Goal Department Initiative
City Facilities Completed the design of the Fountain Square Design
City Streets Completed the 50/50 Sidewalk Replacement Program
City Streets Completed the Citywide Traffic Calming Program
City Streets Constructed the Emerson-Ridge-Green Bay Improvements
City Streets Completed the MFT Street Resurfacing Project
City Streets Completed the Street Patching, Crack Sealing and Pavement Marking
Programs
115

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2017 ADOPTED BUDGET - GENERAL FUND
Public Works Agency
2017 Initiatives
 Citywide 50/50 Sidewalk Replacement Program
 Citywide Traffic Calming Program
 MFT Street Resurfacing Program
 Citywide Street Patching, Crack Sealing, and Pavement Marking programs
 Fountain Square Construction
 Sheridan Road / Chicago Avenue Improvement Construction
 Fleetwood Jourdain Community Center HVAC / Electrical Improvements
 Continue efforts to remove dead and dying Ash trees infested with Emerald Ash Borers before
they become hazardous. Staff will utilize an outside contractor to speed up the removals, as well
as the replacement tree plantings to try and shorten the overall wait for residents to receive new
parkway trees after the removals. Staff also intends to use an outside contractor to help reduce
the backlog of stumps remaining on the parkways citywide.
 Continue fundraising efforts begun 2013 to increase the number of trees being planted on City
parkways to help offset the additional losses due to EAB
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
In-house design of CIP infrastructure projects 15 22 24
Miles of streets resurfaced – primary routes 2.1 1.9 2.1
Miles of streets resurfaced – residential streets 4.0 1.1 1.2
Miles of streets plowed/season 975 725 1450
Miles of streets salted/season 2610 2175 2175
Tons of salt used/season 4500 3800 5500
Mowing rotation in days 4.5 4.5 4.5
Parkway trees trimmed by City crews 1200 1100 1300
Total number of parkway elm removed due to DED 25 17 15
Percentage of parkway elms actually removed 0.95 0.65 0.58
Total number of other trees removed 536 590 750
Total number of new park and parkway trees planted 503 600 500
Elm trees covered under private insurance program 321 308 305
Percentage of trees that are removed by the City and
replaced within one year (data source: Division
tracking) 10 15 15
116

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Account Number - Description FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Estimated
Amount
FY 2017 Adopted
Budget
Salary and Benefits -	$ 7,728,207	$ 7,480,147	$ 8,322,690	$
61010 - REGULAR PAY - 5,480,881 5,653,850 6,267,895
61050 - PERMANENT PART-TIME - 274,470 36,000 84,879
61072 - JOB TRAINING PROGRAM - - 1,000 54,000
61110 - OVERTIME PAY - 485,200 172,770 429,500
61114 - SNOW OT - 393,500 443,800 393,500
61615 - LIFE INSURANCE - 80 297 70
61625 - AUTO ALLOWANCE - 12,786 10,700 9,990
61626 - CELL PHONE ALLOWANCE - 5,088 2,900 3,360
61630 - SHOE ALLOWANCE - 10,308 20,885 11,548
61710 - IMRF - 603,868 627,320 594,321
61725 - SOCIAL SECURITY - 372,731 370,500 382,828
61730 - MEDICARE - 88,295 87,125 90,799
Services and Supplies -	$ 2,269,233	$ 1,900,463	$ 2,826,369	$
61060 - SEASONAL EMPLOYEES - 167,067 48,150 120,600
62195 - LANDSCAPE MAINTENANCE SERVICES - 120,000 100,000 142,000
62199 - PARK MNTNCE & FURNITURE RPLCMN - 20,000 20,000 20,000
62210 - PRINTING - 28,750 24,000 6,750
62235 - OFFICE EQUIPMENT MAINT - 4,583 4,483 2,500
62245 - OTHER EQMT MAINTENANCE - 8,800 6,000 2,800
62275 - POSTAGE CHARGEBACKS - 2,700 1,500 2,700
62295 - TRAINING & TRAVEL - 35,500 12,950 28,500
62315 - POSTAGE - 250 200 1,250
62340 - COMPTER LICENSE & SUPP - 2,000 2,000 2,100
62360 - MEMBERSHIP DUES - 6,760 6,310 6,760
62375 - RENTALS - 52,810 4,310 51,810
62380 - COPY MACHINE CHARGES - 2,539 2,539 2,500
62385 - TREE SERVICES - 26,000 10,000 75,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS - 64,200 62,200 59,200
62451 - TOWING AND BOOTING CONTRACTS - 60,000 40,000 60,000
62496 - DED INOCULATION - 36,000 36,000 38,000
62497 - INOCULATION FUNDING- ANNUAL AMORTIZATION - 250,000 250,000 750,000
62509 - SERVICE AGREEMENTS/ CONTRACTS - 94,500 90,000 125,000
62705 - BANK SERVICE CHARGES - - 1,000 1,000
64005 - ELECTRICITY - 13,000 - 13,000
64006 - LIGHTING - 240,000 230,000 220,000
64007 - TRAFFIC LIGHT ELECTRICITY - 90,000 50,000 85,000
64008 - FESTIVAL LIGHTING - 5,000 7,500 5,000
64015 - NATURAL GAS - - 39,200 48,000
64505 - TELECOMMUNICATIONS - 34,950 5,150 33,000
64540 - TELECOMMUNICATIONS - WIRELESS - 18,525 31,000 25,000
64545 - PERSONAL COMPUTER SOFTWARE - 10,000 13,000 11,000
65005 - AGRI/BOTANICAL SUPPLIES - 117,000 114,000 162,000
65010 - BOOKS, PUBLICATIONS, MAPS - 3,183 700 1,033
65015 - CHEMICALS/ SALT - 356,500 374,000 384,100
65020 - CLOTHING - 81,050 60,250 56,700
65025 - FOOD - 1,000 650 1,350
65055 - MATER. TO MAINT. IMP. - 146,250 80,000 113,750
65070 - OFFICE/OTHER EQT MTN MATL - 38,500 57,500 57,500
65075 - MEDICAL & LAB SUPPLIES - 500 250 500
65085 - MINOR EQUIPMENT & TOOLS - 26,300 23,005 30,550
65090 - SAFETY EQUIPMENT - 21,350 10,650 13,850
65095 - OFFICE SUPPLIES - 8,766 7,666 6,516
65105 - PHOTO/DRAFTING SUPPLIE - 1,950 100 1,750
65115 - TRAFFIC CONTROL SUPPLI - 50,000 48,000 50,000
65125 - OTHER COMMODITIES - 1,300 - 1,300
65555 - PERSONAL COMPUTER EQUIPMENT - 15,000 15,000 5,000
65620 - OFFICE MACH. & EQUIP. - 2,000 - 2,000
Insurance and Other Chargebacks -	$ 1,840,211	$ 1,860,227	$ 1,936,340	$
61510 - HEALTH INSURANCE - 1,133,434 1,150,900 1,229,563
66030 - TRANSFER TO INSURANCE - RISK - 706,777 706,777 706,777
Capital Outlay -	$ 108,600	$ 112,500	$ 53,500	$
65515 - OTHER IMPROVEMENTS - 5,000 6,000 3,000
65550 - AUTOMOTIVE EQUIPMENT - 39,100 36,000 36,000
65625 - FURNITURE & FIXTURES - 64,500 70,500 14,500
Contingencies -	$ 3,005	$ 1,500	$ 3,019	$
68205 - CONTINGENCIES - 3,005 1,500 3,019
Interfund Transfers -	$ 1,972,925	$ 1,972,925	$ 3,070,930	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE - 1,211,004 1,211,004 1,211,004
62309 - RENTAL OF AUTO REPLACEMENT - 571,918 571,918 609,075
66025 - TRANSFER TO DEBT SERVICE - ERI - 190,003 190,003 194,884
69520 - TRANSFER TO SOLID WASTE - - - 1,055,967
Grand Total $ - $ 14,861,248 $ 14,266,829 $ 16,212,848
117

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PART IV
OTHER FUNDS
118

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2017 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
Fund Description
The General Assistance Program is mandated by the State of Illinois and administered through by the
Human Services Division of Health and Human Services Department. This program is supported by
Evanston tax revenues. The program provides assistance up to $500 for Evanston residents who are not
eligible for other forms of state or federal financial assistance and need additional financial resources to
support their basic needs. The goals of the General Assistance Program are to assist individuals in
preparation and assist participants to be employment-ready through resources available in the General
Assistance program and 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:
 Deliver services professionally and treat all clients with dignity and respect
 Manage business operations effectively and efficiently
 Promote accountability, transparency, and equity in all program services
The Emergency Assistance Program is also administered through by the Human Services Division of
Health and Human Services Department 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 can
only be issued once in a 12-month period and must meet the definition of an emergency or life-
threatening situation, such as an imminent eviction, and or the risk of an uninhabitable dwelling caused
by utility disconnections.
2017 Initiatives
 Serve the needs of financially distressed residents
 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
119

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2017 ADOPTED BUDGET - OTHER FUNDS
#175 – General Assistance
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	1,313,420 	800,000 	820,000 	900,000
Other Revenue 	22,742 	25,000 	37,500 	25,000
Intergovernmental Revenue 	- 	- 	-
Interest Income 	62 	1,000 	- 	1,000
Total Revenue 	1,336,224	$ 	826,000	$ 	857,500	$ 	926,000	$
Operating Expenses
Salary and Benefits 	166,822 	200,704 	241,007 	282,103
Services and Supplies 	592,645 	758,900 	633,930 	858,900
Miscellaneous 	4,625 	7,000 	5,000 	7,000
Community Sponsored Organizations 	- 	- 	- 	-
Total Expenses 	782,701	$ 	987,833	$ 	901,937	$ 	1,178,971	$
Net Surplus (Deficit) 	$ 	553,522 $ 	(161,833) $ 	(44,437) $ 	(252,971)
Beginning Fund Balance 	$ 	(40,283) 	$ 	513,239 $ 	468,802
Ending Fund Balance 	$ 	513,239 	$ 	468,802 $ 	215,831
Division
2017 Position
Total FTE
General Assistance 4.00
General Assistance Fund Total 4.00
Ongoing Activity Measures
FY 2016
Actuals
FY 2017
Projections
Job readiness training participants 26 32
Financial literacy skills workshop participants 45 65
General Education and Adult Basic Education
course participants 11 12
Clients securing part- or full-time employment 19 25
Referrals to community partner agencies 7 10
Clients receiving short-term case management
services 67 80
Client housing stabilized/homelessness averted 100 110
Clients receiving utility assistance 3 10
Clients in a tobacco cessation program 0 5
Substance abuse treatment 7 15
Mental/Behavioral Health Services 22 35
Clients participating in Dental Access Days 8 25
120

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175 GENERAL ASSISTANCE FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 166,822	$ 200,704	$ 241,007	$ 282,103	$
61010 - REGULAR PAY 140,099 169,789 202,000 244,736
61110 - OVERTIME PAY - - 1,000 -
61415 - TERMINATION PAYOUTS - - 4,000 -
61610 - DENTAL INSURANCE 56 - - -
61615 - LIFE INSURANCE 500 13 7 7
61710 - IMRF 15,652 17,913 19,000 18,919
61725 - SOCIAL SECURITY 8,521 10,527 12,000 14,945
61730 - MEDICARE 1,993 2,462 3,000 3,496
Services and Supplies 592,645	$ 758,900	$ 633,930	$ 858,900	$
62210 - PRINTING - - 1,500 -
62275 - POSTAGE CHARGEBACKS 875 800 500 800
62295 - TRAINING & TRAVEL 1,402 2,500 2,000 2,500
62315 - POSTAGE 639 - 400 -
62360 - MEMBERSHIP DUES 125 500 - 500
62380 - COPY MACHINE CHARGES 10,165 - 3,000 -
62455 - WTR/SWR BILL PRINT AND MAIL CO 1,007 - - -
64566 - RENTAL EXPENSE- GA CLIENT 165,941 200,000 150,000 300,000
64567 - PERSONAL EXPENSE- GA CLIENT 396,931 500,000 450,000 500,000
64568 - TRANSPORTATION EXPENSE- GA CLIENT 3,796 4,000 3,500 4,000
64569 - 50/50 WORK PROGRAM- GA CLIENT - 1,500 - 1,500
64570 - CLIENT OTHER NEEDS- GA CLIENT - 500 - 500
64573 - ALL OTHER PHYSICIANS- GA CLIENT 62 500 - 500
64574 - DRUGS- GA CLIENT 191 300 - 300
64577 - EMERGENCY ROOM PHYSICIANS- GA CLIENT - 500 - 500
64578 - PSYCH OUTPATIENT/MENTAL- GA CLIENT 799 300 - 300
64582 - MORTGAGE/RENTAL EXPENSE-EAS CLIENT 6,327 30,000 15,000 30,000
64584 - FOOD VOUCHERS - EMERGENCY-EAS CLIENT - 500 - 500
64585 - UTILITIES - COMED-EAS CLIENT 612 5,000 2,500 5,000
64586 - UTILITIES - NICOR-EAS CLIENT - 5,000 - 5,000
64587 - UTILITIES - COE WATER -EAS CLIENT - 5,000 - 5,000
65010 - BOOKS, PUBLICATIONS, MAPS 400 1,000 - 1,000
65025 - FOOD 400 - - -
65090 - SAFETY EQUIPMENT - - 30 -
65095 - OFFICE SUPPLIES 2,975 1,000 5,500 1,000
Miscellaneous 4,625	$ 7,000	$ 5,000	$ 7,000	$
62490 - OTHER PROGRAM COSTS 4,625 7,000 5,000 7,000
Insurance and Other Chargebacks 18,609	$ 21,229	$ 22,000	$ 30,968	$
61510 - HEALTH INSURANCE 18,609 21,229 22,000 30,968
Grand Total $ 782,701 $ 987,833 $ 901,937 $ 1,178,971
121

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2017 ADOPTED BUDGET - OTHER FUNDS
#176 – Human Services
Fund Description
The Mental Health Board recommends funding allocations from the Human Services Fund for
programs provided by non-profit agencies that provide needed services that the City does not provide
directly to Evanston's at-risk residents. Services can include, but are not limited to, treatment for mental
health and substance abuse issues and access to basic human needs. The Mental Health Board is staffed
by Community Development/Housing and Grants Division; Housing and Grants staff is also
responsible for grants management and compliance.
2017 Initiatives
 Coordinate grant application and management process with Community
Development Block Grant program to effectively address the needs of at-risk
residents, including economically disadvantaged and special needs populations.
 Prioritize funding for programs that address City Council goals of serving at-risk
families and violence reduction/prevention.
 Monitor grant-funded programs for compliance, including site visits to assess
programmatic and financial capacity of grantees.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
21 COMMUNITY DEVELOPMENT
Interfund Transfers 	767,055 	767,055
24 HEALTH
Interfund Transfers 	884,794 	884,794 	92,098 	92,098
Total Revenue 	884,794	$ 	884,794	$ 	859,153	$ 	859,153	$
Operating Expenses
21 COMMUNITY DEVELOPMENT 	- 	-
Services and Supplies 	- 	- 	- 	767,055
Miscellaneous 	- 	- 	15,000 	-
Community Sponsored Organizations 	- 	- 	752,055 	-
24 HEALTH
Community Sponsored Organizations 	849,388 	859,153 	113,215 	92,098
Total Expense 	849,388	$ 	859,153	$ 	880,270	$ 	859,153	$
Net Surplus (Deficit) 	$ 	884,794 $ 	884,794 $ 	107,098 $ 	859,153
Beginning Fund Balance 	$ 	- 	$ 	107,098
Ending Fund Balance 	$ 	- 	$ 	107,098 $ 	966,251
122

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176 HEALTH AND HUMAN SERVICES FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies -	$ -	$ -	$ 767,055	$
65546 - COMMUNITY GRANTS PROGRAMS - - - 767,055
Miscellaneous -	$ -	$ 15,000	$ -	$
63045 - SUMMER YOUTH EMPLOYMENT - - 15,000 -
Community Sponsored Organizations 849,388	$ 859,153	$ 865,270	$ 92,098	$
62491 - COMMUNITY INTERVENTION PROGRAM COSTS 77,333 73,333 80,000 73,333
62890 - INFANT WELFARE SOCIETY 74,500 74,500 74,500 -
62940 - LAF (LEGAL ASSIST FOUNDATION) 14,900 14,900 11,900 -
62970 - CONNECTION FOR HOMELESS 29,700 29,700 29,700 -
62980 - NORTH SHORE SENIOR CENTER 40,000 40,000 27,000 -
62990 - METROPOLITAN FAMILY SERV 63,300 63,300 63,300 -
63067 - CHILDCARE NETWORK EVANSTON 133,750 133,750 123,755 -
63068 - HOUSING OPTIONS 58,900 58,900 58,900 -
63069 - JAMES MORAN CENTER 41,500 41,500 41,500 -
63070 - PEER SERVICES 99,900 99,900 101,000 -
63071 - SHORE COMMUNITY SERVICES 36,850 115,055 39,000 -
63120 - MEALS AT HOME 8,000 8,000 7,850 -
67006 - Community Action Program 5,000 33,215 33,215 18,765
67030 - FAMILY FOCUS 36,100 36,100 29,895 -
67045 - YOU 92,655 - 92,655 -
67090 - Child Care Center Of Evanston 22,000 22,000 19,600 -
67105 - YOUTH JOB CENTER - - 15,000 -
67146 - NORTHWEST CASA 15,000 15,000 16,500 -
Grand Total $ 849,388 $ 859,153 $ 880,270 $ 859,153
123

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2017 ADOPTED BUDGET - OTHER FUNDS
#180 – Good Neighbor
Fund Description
The Good Neighbor Fund was established in 2016 as a result of Northwestern University’s commitment
to contributing $1 million for the support of the initiatives listed below.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Donation from Northwestern University 	1,000,000 	1,000,000 	1,000,000
Total Revenue 	1,000,000	$ 	1,000,000	$ 	1,000,000	$
Operating Expenses
Transfer to General Fund 	500,000 	500,000 	500,000
Transfer to Capital Fund 	500,000 	500,000 	500,000
Total Expenses 	1,000,000	$ 	1,000,000	$ 	1,000,000	$
Net Surplus (Deficit) 	$ 	- 	$ 	- 	$ 	- 	$ 	-
Beginning Fund Balance 	$ 	- 	$ 	- 	$ 	-
Ending Fund Balance 	$ 	- 	$ 	- 	$ 	-
2017 Initiatives
 The transfer to Capital Fund is for the Sheridan Road improvement project. This
project will continue into 2016 and be fully completed in 2017. 2017 allocation is
$500,000.
 Support for Evanston Fire Department paramedics. This $180,000 allocation
represents one full time ambulance company 24/7/365 serving our community.
 Support for the City’s Youth and Young Adult Division. This $100,000 allocation
would cover the salary of two of the five existing full-time outreach workers.
 160,000 to support existing at-risk youth job training programs
 Support additional police safety cameras in the community. $30,000 of allocation
would support program.
 $30,000 supports the Mayor’s discretionary fund to assist families impacted by violent
crime
124

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180 GOOD NEIGHBOR FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Interfund Transfers 1,000,000	$ 1,000,000	$ 1,000,000	$
66131 - TRANSFER TO GENERAL FUND 500,000 500,000 500,000
66142 - TRANSFER TO CIP-STREET REPAIR 500,000 500,000 500,000 500,000
Grand Total 1,000,000	$ 1,000,000	$ 1,000,000	$ 1,000,000	$
125

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2017 ADOPTED BUDGET - OTHER FUNDS
#185 – Library
Fund Description
The Evanston Public Library aims to be the heart of the community by promoting the development of
independent, self-confident and literate citizens by providing open access to cultural, intellectual,
technological and informational resources.
The Library Fund budget is passed annually by the Library Board.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Proposed
Budget
Property Taxes 	5,916,852 	6,104,180 	6,109,180 	6,376,358
Other Taxes 	46,059 	50,200 	- 	46,100
Other Revenue 	286 	87,500 	87,500 	24,849
Fines and Forfeitures 	129,808 	160,000 	135,000 	164,000
Interfund Transfers 	171,000 	185,800 	185,800 	190,200
Intergovernmental Revenue 	181,283 	94,177 	62,000 	57,418
Interest Income 	2,683 	2,000 	4,000 	5,400
Library Revenue 	315,924 	333,300 	327,300 	386,020
Total Revenue 	6,763,897	$ 	7,017,157	$ 	6,910,780	$ 	7,250,345	$
Operating Expenses
Salary and Benefits 	4,062,199 	4,289,180 	4,092,818 	4,460,836
Services and Supplies 	1,425,484 	1,872,573 	1,447,965 	1,940,058
Miscellaneous 	250,000 	250,000 	250,000 	-
Insurance and Other Chargebacks 	810,678 	462,317 	400,000 	500,433
Capital Outlay 	299,628 	32,800 	1,000 	5,400
Contingencies 	- 	- 	- 	-
Debt Service 	- 	- 	- 	-
Interfund Transfers 	90,272
Total Expenses 	6,929,456	$ 	6,997,142	$ 	6,282,055	$ 	7,250,345	$
Net Surplus (Deficit) 	$ 	(165,560) $ 	20,015 $ 	628,725 $ 	-
Beginning Fund Balance 	585,646	$ 	420,086	$ 	1,048,811	$
Ending Fund Balance 	420,086	$ 	1,048,811	$ 	1,048,811	$
Division
2017 Adopted
Position Total
FTE
Youth Services 12.1
Adult Services 13.2
Circulation 14.88
Neighborhood Services 5.93
Technical Services 6.95
Maintenance 6.34
Administration 7.47
General Assistance Fund Total 66.87
126

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185 LIBRARY FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimate
FY 2017 Adopted
Budget
Salary and Benefits 4,062,199	$ 4,289,180	$ 4,092,818	$ 4,460,836	$
61010 - REGULAR PAY 2,311,182 2,363,565 2,310,000 2,459,125
61012 - LIBRARY SUBSTITUES - 15,700 - 17,200
61050 - PERMANENT PART-TIME 1,117,042 1,178,844 1,082,000 1,256,660
61055 - TEMPORARY EMPLOYEES - 16,400 - 10,600
61110 - OVERTIME PAY 9,421 9,300 12,500 7,000
61415 - TERMINATION PAYOUTS 23,923 70,800 28,695 67,550
61420 - ANNUAL SICK LEAVE PAYOUT 5,629 - 54,950 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) - - 5,100 -
61615 - LIFE INSURANCE 58 653 73 60
61625 - AUTO ALLOWANCE 7,071 7,200 7,500 7,200
61626 - CELL PHONE ALLOWANCE 3,731 2,400 3,250 2,300
61630 - SHOE ALLOWANCE 620 620 1,000 620
61635 - UNIFORM ALLOWANCE - - - -
61725 - SOCIAL SECURITY 205,439 217,562 208,000 223,725
61730 - MEDICARE 48,599 50,881 49,250 53,010
Services and Supplies 1,425,484	$ 1,872,573	$ 1,447,965	$ 1,940,058	$
61060 - SEASONAL EMPLOYEES 1,712 - 40,000 -
62185 - CONSULTING SERVICES 27,358 195,300 75,000 141,700
62205 - ADVERTISING - 5,000 3,500 8,000
62210 - PRINTING 2,919 6,000 5,500 8,000
62225 - BLDG MAINTENANCE SERVICES 222,841 230,257 155,000 212,700
62235 - OFFICE EQUIPMENT MAINT 11,718 12,000 1,000 12,000
62240 - AUTOMOTIVE EQMP MAINT - - - -
62272 - OTHER PROFESSIONAL SERVICES (1,165) - - -
62275 - POSTAGE CHARGEBACKS 2,624 1,900 3,000 2,600
62290 - TUITION - 5,000 - 5,000
62295 - TRAINING & TRAVEL 17,941 42,025 40,000 42,000
62315 - POSTAGE 3,697 5,500 4,650 4,500
62340 - COMPTER LICENSE & SUPP 6,555 36,970 79,000 46,300
62341 - INTERNET SOLUTION PROVIDERS 251,847 288,260 225,500 353,800
62360 - MEMBERSHIP DUES 1,017 2,005 2,500 2,100
62375 - RENTALS 41,524 44,460 40,000 46,238
62380 - COPY MACHINE CHARGES 12,268 12,881 1,500 12,900
62431 - ARMORED CAR SERVICES - 500 - -
62506 - WORK- STUDY 4,585 8,200 4,750 8,700
62705 - BANK SERVICE CHARGES 5,701 4,000 4,500 5,700
62912 - WEATHERPROOFING 14,550 - - -
64005 - ELECTRICITY - - - -
64505 - TELECOMMUNICATIONS 504 - - -
64540 - TELECOMMUNICATIONS - WIRELESS 1,391 2,000 1,500 2,000
65020 - CLOTHING - - - -
65050 - BLDG MAINTENANCE MATERIAL 58,285 32,000 23,300 32,000
65060 - MATER. TO MAINT. AUTOS - - - -
65100 - LIBRARY SUPPLIES 87,960 102,725 89,515 103,850
65125 - OTHER COMMODITIES - - - 30,000
65628 - Library Electronic Resources - - - -
65635 - PERIODICALS 23,044 17,700 17,950 17,700
65640 - AUDIO RECORDINGS - - - -
65650 - VISUAL MEDIA COLLECTION - - - -
62001 - SHORT TERM BUDGETING SALARY COSTS - - - -
Insurance and Other Chargebacks 810,678	$ 462,317	$ 400,000	$ 500,433	$
61510 - HEALTH INSURANCE 810,678 462,317 400,000 500,433
66030 - TRANSFER TO INSURANCE - RISK - - - -
66130 - TRANSFER TO INSURANCE FUND - - - -
62155 - CONSTRUCTION MGMT SERVICES - - - -
63056 - ELEVATOR REPAIR 49,894 - - -
65503 - FURNITURE / FIXTURES / EQUIPMENT 37,432 32,800 1,000 5,400
65504 - LIBR GARAGE REHAB CONSTRUCTION DESIGN 75 - - -
65506 - LIBR GARAGE REHAB CONSTRUCTION - - - -
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 2,500 5,440 5,440 5,440
62309 - RENTAL OF AUTO REPLACEMENT 1,700 4,743 4,743 4,885
66025 - TRANSFER TO DEBT SERVICE - ERI 77,268 80,089 80,089 83,293
66131 - TRANSFER TO GENERAL FUND - - - 250,000
Grand Total 6,929,456	$ 6,997,142	$ 6,282,055	$ 7,250,345	$
127

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2017 PROPOSED 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. Revenues for this fund come from the
Library’s tax levy, and expenses are paid as a part of the annual payment of all outstanding bonds.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	601,811 	393,409 	393,409 	345,955
Other Revenue 	- 	- 	- 	-
Total Revenue 	601,811	$ 	393,409	$ 	393,409	$ 	345,955	$
Operating Expenses
186 LIBRARY DEBT SERVICE FUND 	562,740 	393,409 	- 	345,955
Services and Supplies 	- 	- 	- 	-
Miscellaneous 	- 	- 	- 	-
Capital Outlay 	- 	- 	111,466 	-
Total Expenses 	562,740	$ 	393,409	$ 	111,466	$ 	345,955	$
Net Surplus (Deficit) 	39,072	$ 	-	$ 	281,943	$ 	-	$
Beginning Fund Balance 	(2,409)	$ 	36,663	$ 	318,606	$
Ending Fund Balance 	36,663	$ 	318,606	$ 	318,606	$
128

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186 LIBRARY DEBT SERVICE FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Capital Outlay -	$ -	$ 111,466	$ -	$
62911 - ESSENTIAL REPAIRS - - 111,466 -
Debt Service 562,740	$ 393,409	$ 393,409	$ 345,955	$
68305 - DEBT SERVICE- PRINCIPAL 481,936 330,955 330,955 330,955
68315 - DEBT SERVICE- INTEREST 80,804 62,454 62,454 15,000
Grand Total 562,740	$ 393,409	$ 504,875	$ 345,955	$
129

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2017 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.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	- 	- 	- 	3,774,500
Total Revenue 	-	$ 	-	$ 	-	$ 	3,774,500	$
Operating Expenses
Capital Outlay 	- 	3,774,500
Total Expenses 	-	$ 	-	$ 	-	$ 	3,774,500	$
Net Surplus (Deficit) 	-	$
Beginning Fund Balance 	-	$ 	-	$ 	-	$
Ending Fund Balance 	-	$ 	-	$ 	-	$
130

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187 LIBRARY CAPITAL IMPROVEMENT FD
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Capital Outlay -	$ -	$ -	$ 3,774,500	$
65515 - OTHER IMPROVEMENTS - - - 3,774,500
Grand Total -	$ -	$ -	$ 3,774,500	$
131

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2017 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. 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.
Grant closeout will be completed in 2016. 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). Two properties are being land
banked; their disposition will be finalized no later than September 2026, as required. Unexpended NSP2
program income will be retained to maintain land banked properties and for required compliance.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	- 	- 	- 	-
Intergovernmental Revenue 	130,126 	198,651 	233,123 	139,500
Total Revenue 	130,126	$ 	198,651	$ 	233,123	$ 	139,500	$
Operating Expenses
Salary and Benefits 	54,159 	28,590 	20,500 	28,297
Services and Supplies 	4,611 	5,100 	3,000 	5,100
Miscellaneous 	179 	120,862 	53,000 	50,000
Insurance and Other Chargebacks 	6,847 	5,058 	4,000 	3,981
Capital Outlay 	68,352 	35,000 	5,300 	7,000
Interfund Transfers 	(4,022) 	4,344 	4,344 	4,518
Total Expenses 	130,126	$ 	198,954	$ 	90,144	$ 	98,896	$
Net Surplus (Deficit) 	-	$ 	(303)	$ 	142,979	$ 	40,604	$
Beginning Fund Balance 	-	$ 	-	$ 	-	$ 	(303)	$
Ending Fund Balance 	-	$ 	(303)	$ 	142,979	$ 	40,301	$
2017 Initiatives
 Maintain compliance with long-term affordability requirements for all rental and ownership
properties.
 Submit annual report on the use of remaining NSP2 program income to HUD.
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Neighborhood Stabilization 0.30
Neighborhood Stabilization Fund Total 0.30
132

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195 NEIGHBORHOOD STABILIZATION FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 54,159	$ 28,590	$ 20,500	$ 28,297	$
61010 - REGULAR PAY 32,444 23,412 17,000 23,207
61050 - PERMANENT PART-TIME 12,628 - - -
61110 - OVERTIME PAY - 1,000 - 1,000
61415 - TERMINATION PAYOUTS 381 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 438 - - -
61615 - LIFE INSURANCE 1 - - 2
61710 - IMRF 4,828 2,422 2,000 2,351
61725 - SOCIAL SECURITY 2,788 1,423 1,200 1,407
61730 - MEDICARE 652 333 300 330
Services and Supplies 4,611	$ 5,100	$ 3,000	$ 5,100	$
62205 - ADVERTISING 38 1,000 - 1,000
62275 - POSTAGE CHARGEBACKS 21 500 - 500
62285 - COURIER CHARGES - 150 - 150
62295 - TRAINING & TRAVEL 179 100 - 100
62380 - COPY MACHINE CHARGES - 150 - 150
62509 - SERVICE AGREEMENTS/ CONTRACTS 2,400 3,000 3,000 3,000
64545 - PERSONAL COMPUTER SOFTWARE 1,973 - - -
65095 - OFFICE SUPPLIES - 200 - 200
Miscellaneous 179	$ 120,862	$ 53,000	$ 50,000	$
62490 - OTHER PROGRAM COSTS 179 120,862 53,000 50,000
Insurance and Other Chargebacks 6,847	$ 5,058	$ 4,000	$ 3,984	$
61510 - HEALTH INSURANCE 5,308 5,058 4,000 3,981
66130 - TRANSFER TO INSURANCE FUND 1,539 - - -
Capital Outlay 68,352	$ 35,000	$ 5,300	$ 7,000	$
62482 - CONSTRUCTION 37,018 - - -
62483 - DEVELOPER FEES 7,731 - - -
62484 - DISPOSITION 1,229 5,000 - 2,000
62488 - PRE-CONSTRUCTION 206 - - -
62489 - SITE MAINTENANCE 22,169 30,000 5,300 5,000
Interfund Transfers (4,022)	$ 4,344	$ 4,344	$ 4,518	$
66025 - TRANSFER TO DEBT SERVICE - ERI 4,191 4,344 4,344 4,518
66131 - TRANSFER TO GENERAL FUND (8,213) - - -
Grand Total 130,126	$ 198,954	$ 90,144	$ 98,896	$
133

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2017 ADOPTED BUDGET - OTHER FUNDS
#200 – Motor Fuel Tax
Fund Description
The Motor Fuel Tax Fund is used for street maintenance, street resurfacing, and signal upgrade projects.
The funds are authorized by the Illinois Department of Transportation and are appropriated as part of
the City's share of the gasoline tax. Motor Fuel Tax funds are also used for street cleaning, street
sweeping, and snow removal operations.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Intergovernmental Revenue 	2,465,781 	1,710,000 	1,800,000 	1,920,000
Interest Income 	819 	1,000 	4,000 	1,000
Total Revenue 	2,466,600	$ 	1,711,000	$ 	1,804,000	$ 	1,921,000	$
Operating Expenses
Capital Outlay 	1,583,238 	- 	200,000 	1,391,000
Interfund Transfers 	833,000 	2,189,000 	1,984,321 	857,990
Total Expenses 	2,416,238	$ 	2,189,000	$ 	2,184,321	$ 	2,248,990	$
Net Surplus (Deficit) 	50,362	$ 	(478,000)	$ 	(380,321)	$ 	(327,990)	$
Beginning Fund Balance 	1,780,031	$ 	1,830,393	$ 	1,450,072	$
Ending Fund Balance 	1,830,393	$ 	1,450,072	$ 	1,122,082	$
134

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200 MOTOR FUEL TAX FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Capital Outlay 1,583,238	$ -	$ 200,000	$ 1,391,000	$
65515 - OTHER IMPROVEMENTS 1,583,238 - 200,000 1,391,000
Interfund Transfers 833,000	$ 2,189,000	$ 1,984,321	$ 857,990	$
66131 - TRANSFER TO GENERAL FUND 833,000 833,000 833,000 857,990
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 1,356,000 1,151,321 -
Grand Total $ 2,416,238 $ 2,189,000 $ 2,184,321 $ 2,248,990
135

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2017 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.
During this year, as a result of Federal legislation that resulted in the eventual loss to public safety
agencies of access to “T-Band” frequencies, options for replacing the existing Police UHF radio system,
which has preliminary cost projections of 1.5 million dollars, will be explored.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Taxes 	977,071 	1,018,000 	1,000,000 	1,020,700
Other Revenue 	100 	- 	- 	-
Interest Income 	189 	1,000 	1,500 	1,000
Total Revenues 	977,361	$ 	1,019,000	$ 	1,001,500	$ 	1,021,700	$
Expenses
Salary and Benefits 	505,437 	503,275 	462,500 	517,524
Services and Supplies 	347,694 	377,600 	367,500 	282,400
Miscellaneous 	1,500 	- 	- 	-
Insurance and Other Chargebacks 	96,132 	94,946 	89,815 	102,517
Capital Outlay 	239,421 	393,615 	433,000 	55,000
Contingencies 	2,046 	5,000 	- 	-
Interfund Transfers 	141,767 	142,207 	142,207 	72,977
Total Expenses 	1,333,996	$ 	1,516,643	$ 	1,495,022	$ 	1,030,418	$
Net Surplus (Deficit) 	(356,635)	$ 	(497,643)	$ 	(493,522)	$ 	(8,718)	$
Beginning Fund Balance 	908,353	$ 	551,718	$ 	58,196	$
Ending Fund Balance 	551,718	$ 	58,196	$ 	49,478	$
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Emergency Telephone System 5.00
Emergency Telephone System Fund Total 5.00
136

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205 EMERGENCY TELEPHONE (E911) FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 505,437	$ 503,275	$ 462,500	$ 517,524	$
61010 - REGULAR PAY 414,091 423,404 385,000 436,537
61110 - OVERTIME PAY 7,631 2,000 2,000 2,000
61420 - ANNUAL SICK LEAVE PAYOUT 2,059 - 4,000 -
61610 - DENTAL INSURANCE 140 - - -
61615 - LIFE INSURANCE 1,218 - - -
61635 - UNIFORM ALLOWANCE 1,275 1,275 3,000 1,700
61710 - IMRF 47,350 44,400 40,000 44,383
61725 - SOCIAL SECURITY 25,669 26,093 23,000 26,667
61730 - MEDICARE 6,003 6,103 5,500 6,237
Services and Supplies 347,694	$ 377,600	$ 367,500	$ 282,400	$
62225 - BLDG MAINTENANCE SERVICES 3,315 3,500 - 3,500
62295 - TRAINING & TRAVEL 7,770 7,500 1,500 7,500
62360 - MEMBERSHIP DUES 287 900 1,500 900
62509 - SERVICE AGREEMENTS/ CONTRACTS 203,735 225,000 290,000 220,000
64505 - TELECOMMUNICATIONS 72,541 75,000 10,500 15,000
64540 - TELECOMMUNICATIONS - WIRELESS 35,568 41,000 15,000 15,000
64560 - CABLE - NETWORK - - 40,000 -
65020 - CLOTHING - 1,200 - 1,200
65035 - PETROLEUM PRODUCTS 457 800 - 800
65085 - MINOR EQUIPMENT & TOOLS 20,890 19,200 8,000 15,000
65095 - OFFICE SUPPLIES 1,549 1,500 1,000 1,500
65620 - OFFICE MACH. & EQUIP. 1,581 2,000 - 2,000
Miscellaneous 1,500	$ -	$ -	$ -	$
62770 - MISCELLANEOUS 1,500 - - -
Insurance and Other Chargebacks 96,132	$ 94,946	$ 89,815	$ 102,517	$
61510 - HEALTH INSURANCE 78,684 77,498 75,000 85,069
66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 14,815 17,448
Capital Outlay 239,421	$ 393,615	$ 433,000	$ 55,000	$
65625 - FURNITURE & FIXTURES 239,421 393,615 433,000 55,000
Contingencies 2,046	$ 5,000	$ -	$ -	$
68205 - CONTINGENCIES 2,046 5,000 - -
Interfund Transfers 141,767	$ 142,207	$ 142,207	$ 72,977	$
66025 - TRANSFER TO DEBT SERVICE - ERI 12,038 12,478 12,478 12,977
66131 - TRANSFER TO GENERAL FUND 129,729 129,729 129,729 60,000
Grand Total $ 1,333,996 $ 1,516,643 $ 1,495,022 $ 1,030,418
137

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2017 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 Territory, assist the promotion and advertisement of
the Territory in order to attract businesses and consumers to the Territory, and provide any other public
services to the Territory which the City may deem appropriate from time to time. Special services, as
they apply to SSA4, include maintenance of public improvements (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.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Proposed
Budget
Property Taxes 	322,055 	320,000 	320,000 	320,000
Interest Income 	3 	- 	2 	-
Total Revenue 	322,058	$ 	320,000	$ 	320,002	$ 	320,000	$
Operating Expenses
Services and Supplies 	323,000 	320,000 	323,000 	320,000
Total Expenses 	323,000	$ 	320,000	$ 	323,000	$ 	320,000	$
Net Surplus (Deficit) 	(942)	$ 	-	$ 	(2,998)	$ 	-	$
Beginning Fund Balance 	(189,603)	$ 	(190,545)	$ 	(193,543)	$
Ending Fund Balance 	(190,545)	$ 	(193,543)	$ 	(193,543)	$
138

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210 SPECIAL SERVICE AREA (SSA) #4 FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
62517 - SPECIAL SERVICE AREA AGREEMENT 323,000 320,000 323,000 320,000
Grand Total $ 323,000 $ 320,000 $ 323,000 $ 320,000
139

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2017 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.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	3,318 	- 	- 	-
Intergovernmental Revenue 	1,502,924 	2,595,000 	2,727,748 	2,272,494
Total Revenue 	1,506,242	$ 	2,595,000	$ 	2,727,748	$ 	2,272,494	$
Operating Expenses
Salary and Benefits 	318,743 	385,285 	381,480 	393,090
Services and Supplies 	28,988 	3,800 	235,684 	220,840
Miscellaneous 	79,747 	1,274,280 	356,843 	745,470
Insurance and Other Chargebacks 	58,583 	87,795 	88,176 	93,120
Capital Outlay 	276,834 	- 	496,265 	-
Community Sponsored Organizations 	235,459 	- 	- 	-
Interfund Transfers 	453,229 	843,465 	713,500 	829,458
Total Expenses 	1,451,583	$ 	2,594,625	$ 	2,271,948	$ 	2,281,978	$
Net Surplus (Deficit) 	54,659	$ 	375	$ 	455,800	$ 	(9,484)	$
Beginning Fund Balance 	-	$ 	54,659	$ 	510,459	$
Ending Fund Balance 	54,659	$ 	510,459	$ 	500,975	$
2017 Initiatives
 Implement the 2017 Action Plan, the third year of the 2015-2019 Consolidated Plan that governs
the use of CDBG, HOME, and ESG programs.
 Provide technical assistance to CDBG sub-recipients, particularly relating to reporting and
financial management to ensure compliance with federal regulations and local requirements.
 Staff the Housing & Community Development Act Committee. Expand staff input to the
Committee on the effectiveness of CDBG sub-recipients in achieving City goals following the
Consolidated Plan.
 Monitor and assess all new and ongoing CDBG-funded activities for compliance with program
plans and contractual obligations, including Davis-Bacon prevailing wage requirements.
 Expand outreach about the CDBG program and seek input from low- and moderate-income
residents, including those for whom English is a second language.
Performance Report on FY 2016 Major Program Objectives
Twenty-five programs and projects were funded in FY 2016 and five funded in prior years continue to
be implemented. Staff developed the 2017 Action Plan and submitted the 2015 Consolidated Plan
Annual Performance and Evaluation Report, Contractor-Subcontractor Reports, and Semi-Annual Labor
Reports to HUD by their respective due dates.
140

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2017 ADOPTED BUDGET - OTHER FUNDS
#215 – Community Development Block Grant
Total Full-Time Equivalent Positions
Division
2017 Adopted
Total FTE
Community Development Block Grant 4.25
Community Development Block Grant Fund
Total 4.25
141

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215 CDBG FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 318,743	$ 385,285	$ 381,480	$ 393,090	$
61010 - REGULAR PAY 232,195 283,244 280,000 290,555
61050 - PERMANENT PART-TIME 30,182 42,450 40,000 43,132
61110 - OVERTIME PAY 1,067 - - -
61415 - TERMINATION PAYOUTS 3,438 - - -
61420 - ANNUAL SICK LEAVE PAYOUT 1,314 - 2,500 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 842 - - -
61615 - LIFE INSURANCE 6 4 5 10
61626 - CELL PHONE ALLOWANCE 300 414 450 414
61630 - SHOE ALLOWANCE 155 155 275 179
61710 - IMRF 28,456 34,185 34,000 33,796
61725 - SOCIAL SECURITY 16,848 20,125 19,500 20,263
61730 - MEDICARE 3,940 4,708 4,750 4,741
Services and Supplies 28,988	$ 3,800	$ 235,684	$ 220,840	$
61060 - SEASONAL EMPLOYEES 9,878 - - -
62205 - ADVERTISING 714 500 750 750
62210 - PRINTING 124 250 500 250
62275 - POSTAGE CHARGEBACKS 292 350 250 350
62280 - OVERNIGHT MAIL CHARGES 23 - - -
62285 - COURIER CHARGES 17 150 - 150
62295 - TRAINING & TRAVEL 1,214 1,500 1,500 1,500
62315 - POSTAGE 24 - - -
62345 - COURT COST/LITIGATION 140 - - -
62360 - MEMBERSHIP DUES 940 - - -
62380 - COPY MACHINE CHARGES 1,200 800 - 800
62665 - CONTRIB TO OTHER AGENCIES - - 228,384 216,640
64545 - PERSONAL COMPUTER SOFTWARE 2,085 - 4,000 -
65095 - OFFICE SUPPLIES 788 250 300 400
65535 - REHAB LOANS 11,550 - - -
Miscellaneous 72,442	$ 1,274,280	$ 356,843	$ 745,470	$
62490 - OTHER PROGRAM COSTS 13,144 1,274,280 256,843 569,970
62770 - MISCELLANEOUS 299 - - -
63045 - SUMMER YOUTH EMPLOYMENT 49,498 - - -
63064 - SUNSHINE ENTERPRISES - - 100,000 175,500
63072 - EVANSTON SCHOLARS 9,500 - - -
Insurance and Other Chargebacks 58,583	$ 87,795	$ 88,176	$ 93,120	$
61510 - HEALTH INSURANCE 44,043 67,147 69,000 72,472
66130 - TRANSFER TO INSURANCE FUND 14,540 20,648 19,176 20,648
Capital Outlay 276,834	$ -	$ 496,265	$ -	$
62795 - STREETLIGHT UPGRADE 11,424 - 59,786 -
62800 - F/J LOCKER ROOMS 5,910 - 236,479 -
62840 - ALLEY PAVING PROGRAM 132,353 - 200,000 -
62845 - SPECIAL ASSESSMENTS-ALLEY 3,420 - - -
63030 - CURB/SIDEWALK REPLACEMENT 78,728 - - -
63055 - MCGAW YMCA ELEVATOR 45,000 - - -
Community Sponsored Organizations 235,459	$ -	$ -	$ -	$
62890 - INFANT WELFARE SOCIETY 19,397 - - -
62935 - JAMES MORAN CENTER 25,000 - - -
62939 - EVANSTON REBUILDING WAREHOUSE 7,500 - - -
62940 - LAF (LEGAL ASSIST FOUNDATION) 6,000 - - -
62945 - YOUTH JOB CENTER OF EVANSTON 20,000 - - -
62954 - COMMUNITY UNITY 1 15,000 - - -
62955 - YWCA SHELTER PROGRAM 49,000 - - -
62980 - NORTH SHORE SENIOR CENTER 15,000 - - -
62985 - OPEN COMMUNITIES 10,000 - - -
62995 - FAMILY FOCUS CENTER REHAB 26,447 - - -
63120 - MEALS AT HOME 15,000 - - -
63125 - OPEN STUDIO PROJECT 4,000 - - -
63140 - SCHOOL DIST 65 OAKTON PLAYGROUND 4,115 - - -
67030 - FAMILY FOCUS 19,000 - - -
Interfund Transfers 455,310	$ 843,465	$ 713,500	$ 829,458	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 781 824 117 824
62309 - RENTAL OF AUTO REPLACEMENT 1,300 1,300 1,300 1,339
66025 - TRANSFER TO DEBT SERVICE - ERI 6,227 6,341 6,341 6,594
66131 - TRANSFER TO GENERAL FUND 447,002 - 376,900 330,701
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 835,000 328,842 490,000
Grand Total $ 1,446,359 $ 2,594,625 $ 2,271,948 $ 2,281,978
142

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2017 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 amortizing 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 for additional eligible projects. Additionally, repayments on CDBG
loans made to businesses are deposited into this fund and designated for CDBG economic development
activities.
The fund balance listed below is composed of loan receivables of approximately $2 million and the
remaining amount in cash.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	397,708 	350,000 	200,000 	293,000
Intergovernmental Revenue 	- 	- 	- 	-
Interest Income 	375 	- 	200 	-
Total Revenue 	398,083	$ 	350,000	$ 	200,200	$ 	293,000	$
Operating Expenses
Services and Supplies 	280,461 	340,000 	200,200 	293,000
Miscellaneous 	1,919 	10,000 	- 	-
Interfund Transfers 	- 	- 	- 	-
Total Expenses 	282,380	$ 	350,000	$ 	200,200	$ 	293,000	$
Net Surplus (Deficit) 	115,703	$ 	-	$ 	-	$ 	-	$
Beginning Fund Balance 	42,662	$ 	158,365	$ 	158,365	$
Ending Fund Balance 	158,365	$ 	158,365	$ 	158,365	$
143

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220 CDBG LOAN FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 280,461	$ 340,000	$ 200,200	$ 293,000	$
62345 - COURT COST/LITIGATION 34 - - -
65535 - REHAB LOANS 280,427 340,000 200,200 293,000
Miscellaneous 1,919	$ 10,000	$ -	$ -	$
62490 - OTHER PROGRAM COSTS 1,919 10,000 - -
Grand Total $ 282,380 $ 350,000 $ 200,200 $ 293,000
144

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2017 ADOPTED BUDGET - OTHER FUNDS
#225 – Economic Development
Fund Description
The Economic Development Fund 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. In addition, the
Economic Development Fund is a resource for business assistance, in the form of loans and grants,
particularly in areas outside of the five TIF Districts.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Taxes 	2,116,843 	2,165,000 	2,300,000 	-
Other Revenue 	1,500 	50,000 	272,000 	-
Intergovernmental Revenue 	- 	- 	- 	-
Interest Income 	128 	100 	50 	-
Total Revenue 	2,118,471	$ 	2,262,600	$ 	2,619,550	$ 	-	$
Operating Expenses
Salary and Benefits 	537,286 	646,806 	574,880 	-
Services and Supplies 	302,867 	912,200 	582,050 	-
Miscellaneous 	1,419,643 	16,000 	5,000 	-
Insurance and Other Chargebacks 	80,941 	104,871 	102,448 	-
Capital Outlay 	274,043 	253,500 	261,150 	-
Community Sponsored Organizations 	- 	- 	- 	-
Contingencies 	- 	- 	- 	-
Total Expenses 	3,229,562	$ 	2,548,699	$ 	2,390,850	$ 	-	$
Net Surplus (Deficit) 	(1,111,091)	$ 	(286,099)	$ 	228,700	$ 	-	$
Beginning Fund Balance 	3,540,471	$ 	3,540,471	$ 	-	$
Ending Fund Balance 	2,429,380	$ 	3,769,171	$ 	-	$
2017 Initiatives
 Work with City Council to update Economic Development Plan and implement accordingly
 Retain and attract locally-based retailers while attracting national retailers to Evanston
 Attract and support “experiential” businesses that focus on offering customers an experience
(i.e. painting, cooking, indoor play areas, etc.)
 Complete regular TIF District updates
 Work with economic development partners to support business retention efforts
 Enhance support of existing business district associations
 Continue to support the redevelopment of Evanston Plaza
 Support the development of a Howard Street theatre and ongoing revitalization of the Howard
Street corridor
 Stimulate development on the west side of Evanston, particularly Church/Dodge and
Dempster/Dodge
 Continue support of implementation of the Chicago/Main TIF Plan
 Support the merchants, property owners, and Board of Directors in their implementation of the
Special Service Area District at Main-Chicago-Dempster
 Increase City interaction with incubator/start-up firms; assist with second-stage expansion
145

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2017 ADOPTED BUDGET - OTHER FUNDS
#225 – Economic Development
 Promote the City’s economic development efforts and Evanston’s business successes on the
City's Economic Development website, EvanstonEdge.com; pertinent information includes how
to start a business, available properties, existing business directories, and newsletter features
 Support redevelopment efforts on key vacant parcels throughout Evanston
 Coordinate with the Cultural Arts Program Coordinator on the development of a Downtown
Performing Arts Center
 Increase number of Evanston-based businesses bidding on City-funded projects
 Implement Evanston’s workforce development vision in coordination with Youth and Young
Adult Services Division and the City-wide network of workforce development partners
Total Full-Time Equivalent Positions
Division
2017 Proposed
Total FTE
Economic Development 6
Economic Development Fund Total 6
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
Number of new businesses located in Evanston 40 50 45
Number of new permanent jobs created 452 300 250
Number of business visits (exclusive of meetings) 56 75 100
146

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225 ECONOMIC DEVELOPMENT FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
61010 - REGULAR PAY 444,034 540,346 480,000 -
61110 - OVERTIME PAY 2,566 10,000 200 -
61415 - TERMINATION PAYOUTS 2,327 - 2,160 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 205 - 965 -
61610 - DENTAL INSURANCE 135 - - -
61615 - LIFE INSURANCE 1,184 - 10 -
61620 - UNIVERSAL LIFE - - - -
61626 - CELL PHONE ALLOWANCE 3,630 3,900 2,800 -
61630 - SHOE ALLOWANCE - - - -
61725 - SOCIAL SECURITY 26,462 32,993 35,000 -
61730 - MEDICARE 6,296 7,812 7,500 -
Services and Supplies 302,867 912,200 582,050 -
61060 - SEASONAL EMPLOYEES -	$ 15,000	$ 2,000	$ -	$
62130 - LEGAL SERVICES-GENERAL - - - -
62185 - CONSULTING SERVICES 1,715 50,000 - -
62205 - ADVERTISING - - - -
62280 - OVERNIGHT MAIL CHARGES 39 200 - -
62285 - COURIER CHARGES - - - -
62315 - POSTAGE - 100 - -
62345 - COURT COST/LITIGATION - - - -
62360 - MEMBERSHIP DUES 7,742 12,000 10,000 -
62380 - COPY MACHINE CHARGES - - - -
62660 - BUSINESS ATTRACTION (35,168) 200,000 150,000 -
62662 - BUSINESS RETENTION / EXPANSION INVESTMENTS 43,403 300,000 190,000 -
62665 - CONTRIB TO OTHER AGENCIES - - - -
65010 - BOOKS, PUBLICATIONS, MAPS 234 500 - -
65025 - FOOD 365 - - -
65035 - PETROLEUM PRODUCTS - - - -
65125 - OTHER COMMODITIES - - - -
65535 - REHAB LOANS 7,016 - - -
65620 - OFFICE MACH. & EQUIP. - - - -
62001 - SHORT TERM BUDGETING SALARY COSTS -	$ -	$ -	$ -	$
62605 - OTHER CHARGES 1,418,243 - - -
62770 - MISCELLANEOUS - - - -
61510 - HEALTH INSURANCE 63,493	$ 87,423	$ 85,000	$ -	$
66130 - TRANSFER TO INSURANCE FUND 17,448 17,448 17,448 -
Capital Outlay 194,941 253,500 261,150 -
65502 - CONSTRUCTION -	$ -	$ -	$ -	$
65625 - FURNITURE & FIXTURES - 3,500 650 -
Community Sponsored Organizations - - - -
66020 - TRANSFERS TO OTHER FUNDS -	$ -	$ -	$ -	$
66131 - TRANSFER TO GENERAL FUND 600,000 600,000 850,000 -
Grand Total $ 3,150,460 $ 2,548,699 $ 2,390,850 $ -
147

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2017 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 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Taxes 	- 	20,000 	- 	-
Total Revenue 	-	$ 	20,000	$ 	30,085	$ 	-	$
Operating Expenses
Miscellaneous 	- 	100,000 	- 	100,000
Total Expenses 	-	$ 	100,000	$ 	-	$ 	100,000	$
Net Surplus (Deficit) 	-	$ 	(80,000)	$ 	30,085	$ 	(100,000)	$
Beginning Fund Balance 	169,915	$ 	169,915	$ 	200,000	$
Ending Fund Balance 	169,915	$ 	200,000	$ 	100,000	$
148

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235 NEIGHBORHOOD IMPROVEMENT
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Miscellaneous -	$ 100,000	$ -	$ 100,000	$
62490 - OTHER PROGRAM COSTS - 100,000 - 100,000
Grand Total $ - $ 100,000 $ - $ 100,000
149

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2017 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 promoting, preserving, and producing affordable housing;
providing housing-related services; and funding private and non-profit entities that address these needs.
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).
The fund balance listed below is composed of loan receivables of approximately $4.6 million and the
remaining amount in cash.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	6,402 	8,300 	- 	-
Intergovernmental Revenue 	465,961 	393,868 	393,868 	585,861
Interest Income 	19 	- 	- 	-
Total Revenue 	472,382	$ 	402,168	$ 	393,868	$ 	585,861	$
Operating Expenses
Salary and Benefits 	12,388 	48,348 	33,663 	41,005
Services and Supplies 	282,753 	352,500 	218,500 	540,200
Miscellaneous 	193,931 	500 	- 	500
Capital Outlay 	148,184 	- 	- 	-
Interfund Transfers 	26,990 	- 	- 	-
Total Expenses 	665,614	$ 	402,168	$ 	256,263	$ 	586,692	$
Net Surplus (Deficit) 	(193,232)	$ 	-	$ 	137,605	$ 	(831)	$
Beginning Fund Balance 	49,818	$ 	(143,414)	$ 	(5,809)	$
Ending Fund Balance 	(143,414)	$ 	(5,809)	$ 	(6,640)	$
2017 Initiatives
 Finance the acquisition and rehab of housing units for affordable rental.
 Provide rental assistance through TBRA to nine eligible households with children under the age of
18.
Ongoing Activity Measures
2015
Actual
2016
Estimated
2017
Projected
Number of housing units acquired and/or rehabbed 82 73 0
Number of households helped with TBRA 21 26 9
Housing and Homeless Commission meetings 6 10 10
Division
2017 Adopted
Total FTE
HOME 0.5
HOME Fund Total 0.5
150

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240 HOME FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 12,388	$ 48,348	$ 33,663	$ 41,005	$
61010 - REGULAR PAY 9,784 40,902 28,500 34,869
61415 - TERMINATION PAYOUTS 765 - - -
61615 - LIFE INSURANCE - - 3 4
61710 - IMRF 1,032 4,316 3,000 3,527
61725 - SOCIAL SECURITY 654 2,536 1,660 2,111
61730 - MEDICARE 153 594 500 494
Services and Supplies 282,753	$ 352,500	$ 218,500	$ 540,200	$
62185 - CONSULTING SERVICES 590 500 1,500 -
62285 - COURIER CHARGES 108 - - -
62295 - TRAINING & TRAVEL 492 1,000 - -
62360 - MEMBERSHIP DUES 400 1,000 500 200
64545 - PERSONAL COMPUTER SOFTWARE 113 - - -
65535 - REHAB LOANS 281,050 350,000 216,500 540,000
Miscellaneous 193,931	$ 500	$ -	$ 500	$
62490 - OTHER PROGRAM COSTS 680 500 - 500
62770 - MISCELLANEOUS 193,251 - - -
Insurance and Other Chargebacks 1,368	$ 820	$ 4,100	$ 4,987	$
61510 - HEALTH INSURANCE - - 3,350 4,167
66130 - TRANSFER TO INSURANCE FUND 1,368 820 750 820
Interfund Transfers 26,990	$ -	$ -	$ -	$
66131 - TRANSFER TO GENERAL FUND 26,990 - - -
Grand Total $ 517,430 $ 402,168 $ 256,263 $ 586,692
151

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2017 ADOPTED BUDGET - OTHER FUNDS
#250 – Affordable Housing
Fund Description
The Affordable Housing Fund addresses the housing needs of low- and moderate-income individuals
and families by promoting, preserving, and producing affordable housing; providing housing-related
services; and providing support for non-profit organizations that actively address these housing needs,
through:
 Funding a comprehensive tenant/landlord program through Open Communities.
 Providing funds for the acquisition, rehabilitation, and new construction of affordable housing.
 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 critical housing initiatives that are not eligible for Federal HOME funds.
The fund balance listed below is composed of loan receivables of approximately $1.6 million and the
remaining amount in cash.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Taxes 	100,000 	30,000 	50,000 	50,000
Other Revenue 	125,150 	130,400 	477,600 	585,600
Intergovernmental Revenue 	- 	- 	- 	-
Interest Income 	111 	228 	1,000 	230
Total Revenue 	225,261	$ 	160,628	$ 	528,600	$ 	635,830	$
Operating Expense
Salary and Benefits 	- 	48,347 	30,755 	63,452
Services and Supplies 	214,851 	805,000 	- 	1,077,500
Community Sponsored Organizations 	- 	- 	- 	455,000
Debt Service 	- 	- 	- 	-
Total Expenses 	214,851	$ 	929,347	$ 	231,755	$ 	1,707,252	$
Net Surplus (Deficit) 	10,410	$ 	(768,719)	$ 	296,845	$ 	(1,071,422)	$
Beginning Fund Balance 	983,470	$ 	993,880	$ 	1,290,725	$
Ending Fund Balance 	993,880	$ 	1,290,725	$ 	219,303	$
Division
2017 Adopted
Total FTE
Affordable Housing 0.7
Affordable Housing Fund Total 0.7
152

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250 AFFORDABLE HOUSING FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits -	$ 48,347	$ 30,755	$ 63,452	$
61010 - REGULAR PAY - 40,902 25,000 53,955
61615 - LIFE INSURANCE - - 5 4
61710 - IMRF - 4,316 3,000 5,460
61725 - SOCIAL SECURITY - 2,536 2,250 3,268
61730 - MEDICARE - 593 500 765
Services and Supplies 98	$ 805,000	$ -	$ 1,077,500	$
62185 - CONSULTING SERVICES - 455,000 - -
62227 - ADVOCACY SERVICES - - - 27,500
62275 - POSTAGE CHARGEBACKS 98 - - -
65530 - REHAB GRANTS - 50,000 - 50,000
65535 - REHAB LOANS - 300,000 - 1,000,000
Miscellaneous 214,752	$ 76,000	$ 198,000	$ 102,500	$
62490 - OTHER PROGRAM COSTS 214,074 60,000 120,000 75,000
62770 - MISCELLANEOUS 679 16,000 78,000 27,500
Insurance and Other Chargebacks -	$ -	$ 3,000	$ 8,800	$
61510 - HEALTH INSURANCE - - 3,000 8,800
Community Sponsored Organizations -	$ -	$ -	$ 455,000	$
68325 - BLIGHT REDUCTION EXPENSE - - - 455,000
Grand Total $ 214,851 $ 929,347 $ 231,755 $ 1,707,252
153

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2017 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 will expire 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 fund is responsible for the receipt of all debt proceeds issued and allocated to the TIF, as well as
principal and interest payments on outstanding debt. The Washington National TIF typically transfers
funds to the Parking Garage Fund and Parking Fund to assist with debt payments related to the Sherman
Avenue Parking Garage.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	4,921,484 	5,145,000 	4,701,800 	5,145,000
Interest Income 	3,530 	2,000 	10,000 	10,000
Total Revenue 	4,925,014	$ 	5,147,000	$ 	4,711,800	$ 	5,155,000	$
Operating Expenses
Services and Supplies 	1,408 	1,000,000 	1,000,500 	500,000
Miscellaneous 	110,310 	500,000 	400,000 	100,000
Capital Outlay 	198,823 	- 	- 	-
Debt Service 	574,976 	- 	- 	-
Interfund Transfers 	3,265,296 	6,287,683 	4,367,683 	9,940,636
Total Expenses 	4,150,811	$ 	7,787,683	$ 	5,768,183	$ 	10,540,636	$
Net Surplus (Deficit) 	774,203	$ 	(2,640,683)	$ 	(1,056,383)	$ 	(5,385,636)	$
Beginning Fund Balance 	5,668,226	$ 	6,442,429	$ 	5,386,046	$
Ending Fund Balance 	6,442,429	$ 	5,386,046	$ 	410	$
154

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300 WASHINGTON NATIONAL TIF FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 1,408	$ 1,000,000	$ 1,000,500	$ 500,000	$
62185 - CONSULTING SERVICES 1,158 - 500 -
62350 - FISCAL AGENT SERVICES 250 - - -
62665 - CONTRIB TO OTHER AGENCIES - 1,000,000 1,000,000 500,000
Miscellaneous 110,310	$ 500,000	$ 400,000	$ 100,000	$
62605 - OTHER CHARGES 98,670 500,000 400,000 100,000
66017 - BAD DEBT EXPENSE 11,640 - - -
Capital Outlay 198,823	$ -	$ -	$ -	$
65515 - OTHER IMPROVEMENTS 198,823 - - -
Debt Service 574,976	$ -	$ -	$ -	$
68305 - DEBT SERVICE- PRINCIPAL 545,000 - - -
68315 - DEBT SERVICE- INTEREST 29,976 - - -
Interfund Transfers 3,265,296	$ 6,287,683	$ 4,367,683	$ 9,940,636	$
66020 - TRANSFERS TO OTHER FUNDS 2,925,296 3,607,683 3,607,683 4,120,636
66131 - TRANSFER TO GENERAL FUND 340,000 350,000 350,000 350,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 2,330,000 410,000 5,470,000
Grand Total $ 4,150,811 $ 7,787,683 $ 5,768,183 $ 10,540,636
155

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2017 ADOPTED BUDGET - OTHER FUNDS
#305 – Special Service Area #5
Fund Description
The City Council adopted Special Service Area #5 (SSA #5) on June 27, 1994. Special Service Area #5 is
comprised of the City’s downtown business district. The City Council also approved a $9,500,000
Downtown Public Works Improvement Program for Area #5. The ordinances establishing the area
authorized the issuance of up to $5,000,000 in Special Service Area bonds. On June 21, 1995, the City
sold $3,060,000 of the Special Service Area bonds at public bid, and sold another $1,940,000 of service
bonds on July 9, 1996. The City issued series 2002C bonds in October 2002. A portion of the proceeds
were used to refund series 1995 and series 1996 SSA #5 property tax bonds.
The City issued Series 2012A Bonds in July 2012. A portion of the proceeds were used to retire 2002C
Bonds, which were used to retire Series 1995 and Series 1996 SSA #5 Bonds.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	422,527 	- 	- 	-
Interest Income 	4 	300 	35 	-
Total Revenue 	422,531	$ 	300	$ 	35	$ 	-	$
Operating Expenses
Services and Supplies 	- 	51,399 	91,342 	-
Debt Service 	297,150 	416,872 	434,122 	-
Total Expenses 	297,150	$ 	468,271	$ 	525,464	$ 	-	$
Net Surplus (Deficit) 	125,381	$ 	(467,971)	$ 	(525,429)	$ 	-	$
Beginning Fund Balance 	400,048	$ 	525,429	$ 	(0)	$
Ending Fund Balance 	525,429	$ 	(0)	$ 	(0)	$
156

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305 SPECIAL SERVICE AREA (SSA) #5 FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies -	$ 51,399	$ 91,342	$ -	$
62665 - CONTRIB TO OTHER AGENCIES - 51,399 91,342 -
Debt Service 297,150	$ 416,872	$ 434,122	$ -	$
68305 - DEBT SERVICE- PRINCIPAL 255,000 405,000 405,000 -
68315 - DEBT SERVICE- INTEREST 42,150 11,872 29,122 -
Grand Total $ 297,150 $ 468,271 $ 525,464 $ -
157

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2017 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 consists of a 23-acre site located at 2201 West
Howard Street in the southwest corner of the city. The development consists of a shopping center with
several large stores. The total project cost is estimated to be $39,266,932, of which the City provided
$7,390,000 in land acquisition and public improvement costs.
This fund is responsible for the payment of principal and interest on any outstanding debt service
associated with this TIF. The debt service payment schedule extends through FY 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 is has been utilized for repairs and inventory for the
Evanston’s only car dealership.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	1,248,231 	1,300,000 	1,300,700 	-
Other Revenue 	1,986 	2,000 	- 	2,000
Total Revenue 	1,250,217	$ 	1,302,000	$ 	1,300,700	$ 	2,000	$
Operating Expenses
Services and Supplies 	1,158 	- 	500 	-
Miscellaneous 	2,162,381 	200,000 	215,000 	-
Capital Outlay 	11,402 	- 	- 	-
Interfund Transfers 	148,010 	1,752,450 	1,852,450 	513,865
Total Expenses 	2,322,950	$ 	1,952,450	$ 	2,067,950	$ 	513,865	$
Net Surplus (Deficit) 	(1,072,733)	$ 	(650,450)	$ 	(767,250)	$ 	(511,865)	$
Beginning Fund Balance 	2,353,848	$ 	1,281,115	$ 	513,865	$
Ending Fund Balance 	1,281,115	$ 	513,865	$ 	2,000	$
158

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310 HOWARD-HARTREY TIF FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 1,158	$ -	$ 500	$ -	$
62185 - CONSULTING SERVICES 1,158 - 500 -
Miscellaneous 2,162,381	$ 200,000	$ 215,000	$ -	$
62605 - OTHER CHARGES 2,153,374 200,000 215,000 -
66017 - BAD DEBT EXPENSE 9,007 - - -
Capital Outlay 11,402	$ -	$ -	$ -	$
65515 - OTHER IMPROVEMENTS 11,402 - - -
Interfund Transfers 148,010	$ 1,752,450	$ 1,852,450	$ 513,865	$
66131 - TRANSFER TO GENERAL FUND 148,010 152,450 152,450 -
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 1,600,000 1,700,000 513,865
Grand Total $ 2,322,950 $ 1,952,450 $ 2,067,950 $ 513,865
159

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2017 ADOPTED BUDGET - OTHER FUNDS
#315 – Southwest TIF
Fund Description
The City Council adopted the Southwest Tax Increment Finance District (TIF) on June 25, 1990. This
TIF expired in 2013, with last year of collection in 2014. The Southwest TIF District consists of
approximately 12 acres of contiguous land located in the area generally known as the city's southwest
industrial corridor and is roughly bounded by Main Street on the north, Pitner Avenue on the east, and
the North Shore Channel and Main Street Shopping Plaza on the west.
In order to provide initial funding to implement the plan, the City sold $15,155,000 worth of Series 1990
General Obligation (GO) bonds on September 24, 1990, of which $2,100,000 of the proceeds were used
for the redevelopment project. Debt service on the TIF District share of the obligation is eventually
expected to be met by property tax increment revenues derived from the project. This separate debt
service fund is established in accordance with law and is called the Southwest Special Tax Allocation
Fund in order to account for the payment of the debt service associated with municipal debt issued for
the Southwest TIF District.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	- 	- 	- 	-
Interest Income 	- 	- 	- 	-
Total Revenue 	-	$ 	-	$ 	-	$ 	-	$
Operating Expenses
Services and Supplies 	- 	- 	- 	-
Capital Outlay 	- 	- 	- 	-
69010 - Surplus Distribution 	893,387 	- 	- 	-
Total Expenses 	893,387	$ 	-	$ 	-	$ 	-	$
Net Surplus (Deficit) 	(893,387)	$ 	-	$ 	-	$ 	-	$
Beginning Fund Balance 	893,387	$ 	(0)	$
Ending Fund Balance 	(0)	$ 	(0)	$
160

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2017 ADOPTED BUDGET - OTHER FUNDS
#320 – Debt Service
Fund Description
The budgeted property tax revenue for FY 2016 is on the cash basis and represents 2016 levy, which will
primarily be received in calendar year 2017. The FY 2017 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 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
5560 GENERAL ADMINISTRATION 	12,806,553 	13,527,784 	14,454,529 	14,125,637
5712 2010 B BONDS 	840,487 	- 	- 	-
5718 2015 B BONDS 	11,437,986 	- 	- 	-
5732 2016B Bonds 	- 	- 	9,109,505 	-
Total Revenue 	25,085,026	$ 	13,527,784	$ 	23,564,034	$ 	14,125,637	$
5560 GENERAL ADMINISTRATION 	4,590 	120,000 	- 	120,000
5700 2008D (1999 REFINAN.) GO BONDS 	198,618 	- 	8,071 	-
5705 2006 BONDS 	781,988 	1,111,618 	9,203,809 	-
5706 2006B BONDS 	13,038,676 	2,435,326 	2,435,326 	-
5707 2007 BONDS 	1,836,657 	1,517,210 	1,517,460 	1,294,541
5708 2008C BONDS 	778,964 	779,416 	779,666 	779,518
5709 2008D BONDS 	250 	203,341 	203,341 	-
5710 2008A (REFINAN. 2000) GO BONDS 	410,225 	398,538 	398,788 	392,100
5711 2010 A BONDS 	170,388 	477,137 	477,387 	480,938
5712 2010 B BONDS 	840,985 	871,166 	871,416 	906,144
5713 2011 A BONDS 	945,289 	941,460 	941,960 	943,249
5714 2012 A BONDS 	649,488 	931,088 	931,088 	880,388
5715 2013A BONDS 	847,374 	842,624 	842,624 	838,524
5716 2013 B BONDS 	3,157,110 	3,052,487 	3,052,487 	3,057,444
5717 2014A G.O. BONDS 	711,536 	705,550 	705,550 	705,925
5718 2015 B BONDS 	101,108 	1,312,924 	1,312,674 	1,969,000
5719 2015 A BONDS 	59,165 	1,832,244 	579,567 	549,056
5720 2002 GO BONDS 	250 	- 	- 	-
5731 2016A Bonds 	- 	- 	- 	623,194
5732 2016B Bonds 	- 	- 	- 	891,116
Total Expenses 	24,532,661	$ 	17,532,129	$ 	24,261,214	$ 	14,431,137	$
100
Net Surplus (Deficit) 	552,365	$ 	(4,004,345)	$ 	(697,180)	$ 	(305,500)	$
100
Beginning Fund Balance 	2,043,751	$ 	2,596,116	$ 	1,898,936	$
Ending Fund Balance 	2,596,116	$ 	1,898,936	$ 	1,593,436	$
161

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320 DEBT SERVICE FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 171,576	$ 315,770	$ 198,020	$ 120,250	$
62350 - FISCAL AGENT SERVICES 15,803 120,250 2,500 120,250
62716 - BOND ISSUANCE COSTS 155,773 - - -
62721 - ESCROW FUNDING - 195,520 195,520 -
Miscellaneous 3,062	$ -	$ -	$ -	$
62770 - MISCELLANEOUS 880 - - -
66017 - BAD DEBT EXPENSE 2,182 - - -
Debt Service 24,358,022	$ 17,216,359	$ 24,063,194	$ 14,310,887	$
68305 - DEBT SERVICE- PRINCIPAL 20,033,118 12,784,557 19,686,880 10,438,863
68315 - DEBT SERVICE- INTEREST 4,324,904 4,431,802 4,376,314 3,872,024
Grand Total $ 24,532,661 $ 17,532,129 $ 24,261,214 $ 14,431,137
162

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2017 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, the revitalization of
commercial buildings at 629-631 and 623 Howard Street. Additional City-owned properties at 633, 717-
723, and 727-729 Howard Street offer new opportunities for business expansion on this commercial
corridor. The City is currently working to bring a theatre to Howard Street to be located at 717-723
Howard Street.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	540,576 	550,000 	532,000 	555,000
Other Revenue 	64,176 	1,120,000 	165,500 	1,030,000
Interest Income 	1,815 	100 	500 	400
Total Revenue 	606,568	$ 	1,670,100	$ 	698,000	$ 	1,585,400	$
Operating Expenses
Services and Supplies 	587,839 	538,000 	548,900 	538,000
Miscellaneous 	350 	- 	- 	-
Insurance and Other Chargebacks 	- 	- 	- 	-
Capital Outlay 	(6,275) 	1,000,000 	- 	1,000,000
Community Sponsored Organizations 	- 	- 	- 	-
Debt Service 	585 	600 	600 	600
Interfund Transfers 	107,500 	107,500 	107,500 	60,000
Total Expenses 	689,999	$ 	1,646,100	$ 	657,000	$ 	1,598,600	$
Net Surplus (Deficit) 	(83,431)	$ 	24,000	$ 	41,000	$ 	(13,200)	$
Beginning Fund Balance 	54,810	$ 	(28,621)	$ 	12,379	$
Ending Fund Balance 	(28,621)	$ 	12,379	$ 	(821)	$
163

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330 HOWARD-RIDGE TIF FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Proposed
Budget
Services and Supplies 587,839	$ 538,000	$ 548,900	$ 538,000	$
62185 - CONSULTING SERVICES 1,158 - 400 -
62225 - BLDG MAINTENANCE SERVICES 2,317 - - -
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY 22,135 23,000 22,000 23,000
62705 - BANK SERVICE CHARGES 135 - 2,500 -
62706 - REVENUE SHARING AGREEMENTS 556,889 510,000 520,000 510,000
64015 - NATURAL GAS 5,206 5,000 4,000 5,000
Miscellaneous 350	$ -	$ -	$ -	$
62490 - OTHER PROGRAM COSTS 15 - - -
66017 - BAD DEBT EXPENSE 335 - - -
Capital Outlay (6,275)	$ 1,000,000	$ -	$ 1,000,000	$
65507 - PROPERTY ACQUISITIONS - 1,000,000 - 1,000,000
65509 - PROPERTY REHAB WORK 3,740 - - -
65511 - BUILDING IMPROVEMENTS (12,008) - - -
65515 - OTHER IMPROVEMENTS 1,994 - - -
Debt Service 585	$ 600	$ 600	$ 600	$
68315 - DEBT SERVICE- INTEREST 585 600 600 600
Interfund Transfers 107,500	$ 107,500	$ 107,500	$ 60,000	$
66020 - TRANSFERS TO OTHER FUNDS 47,500 47,500 47,500 -
66131 - TRANSFER TO GENERAL FUND 60,000 60,000 60,000 60,000
Grand Total $ 689,999 $ 1,646,100 $ 657,000 $ 1,598,600
164

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2017 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. This TIF will expire in 2028, with the last year of incremental property taxes collected in 2029. The
TIF District is generally bounded on the north by Emerson Street and by various parcels that front
Church Street, on the east by parcels that front Florence Avenue and Dodge Avenue, on the south by
Dempster Street properties that front Dempster Street and Greenleaf Street, and on the west by the City
of Evanston's border, properties that front Hartrey Avenue, and the property that fronts the west side of
Dodge Avenue. The TIF District contains mixed residential uses, retail, commercial, industrial and
institutional uses.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	- 	- 	9,000 	-
Interest Income 	257 	150 	1,100 	150
Total Revenue 	257	$ 	150	$ 	10,100	$ 	150	$
Operating Expenses
Services and Supplies 	1,158 	- 	400 	-
Miscellaneous 	1,227 	- 	- 	-
Capital Outlay 	(11,205) 	- 	- 	-
Debt Service 	7,185 	10,000 	10,000 	10,000
Interfund Transfers 	60,000 	30,000 	30,000 	30,000
Total Expenses 	58,365	$ 	40,000	$ 	40,400	$ 	40,000	$
Net Surplus (Deficit) 	(58,107)	$ 	(39,850)	$ 	(30,300)	$ 	(39,850)	$
Beginning Fund Balance 	500,370	$ 	442,263	$ 	411,963	$
Ending Fund Balance 	442,263	$ 	411,963	$ 	372,113	$
165

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335 WEST EVANSTON TIF FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 1,158	$ -	$ 400	$ -	$
62185 - CONSULTING SERVICES 1,158 - 400 -
Miscellaneous 1,227	$ -	$ -	$ -	$
66017 - BAD DEBT EXPENSE 1,227 - - -
Capital Outlay (11,205)	$ -	$ -	$ -	$
65515 - OTHER IMPROVEMENTS (11,205) - - -
Debt Service 7,185	$ 10,000	$ 10,000	$ 10,000	$
68315 - DEBT SERVICE- INTEREST 7,185 10,000 10,000 10,000
Interfund Transfers 60,000	$ 30,000	$ 30,000	$ 30,000	$
66131 - TRANSFER TO GENERAL FUND 60,000 30,000 30,000 30,000
Grand Total $ 58,365 $ 40,000 $ 40,400 $ 40,000
166

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2017 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, 2012. This TIF will expire in 2035, with the last collection of incremental property taxes in
2036. The Dempster-Dodge TIF District area is comprised of a single parcel. This parcel is a shopping
center located at the southwest corner of the intersection of Dempster Street and Dodge Avenue.
This TIF has supported the redevelopment of the shopping center through direct financial assistance to
the property owner to rehabilitate the shopping center, which was constructed in the 1980s. This
assistance was utilized to facilitate the attraction of a grocery store to the center.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	- 	- 	- 	-
Other Revenue 	2,000,000 	50,000 	50,000 	50,000
Total Revenue 	2,000,000	$ 	50,000	$ 	50,000	$ 	50,000	$
Operating Expenses
Services and Supplies 	- 	- 	- 	-
Capital Outlay 	2,000,000 	- 	- 	-
Debt Services 	- 	40,000 	40,000 	40,000
Total Expenses 	2,000,000	$ 	40,000	$ 	40,000	$ 	40,000	$
Net Surplus (Deficit) 	-	$ 	-	$ 	10,000	$ 	10,000	$
Beginning Fund Balance 	-	$ 	-	$ 	-	$ 	10,000	$
Ending Fund Balance 	-	$ 	-	$ 	10,000	$ 	20,000	$
167

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340 DEMPSTER-DODGE TIF FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Capital Outlay 2,000,000	$ -	$ -	$ -	$
62483 - DEVELOPER FEES 2,000,000 - - -
Debt Service -	$ 40,000	$ 40,000	$ 40,000	$
68315 - DEBT SERVICE- INTEREST - 40,000 40,000 40,000
Grand Total $ 2,000,000 $ 40,000 $ 40,000 $ 40,000
168

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2017 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.
This TIF will expire in 2036, with the last year of incremental property taxes collected in 2037. 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 key development in this TIF district is the mixed-use 9-story building at the southeast corner of
Main Street and Chicago Avenue. The project is anticipated to be completed in late 2016. It features
112 residential units, approximately 10,000 square feet of office space on a second floor and ground
floor retail/commercial space. The City provided assistance to support the development of the building
in order to include office space.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	- 	75,000 	- 	-
Other Revenue 	900,000 	- 	2,120,000 	-
Total Revenue 	900,000	$ 	75,000	$ 	2,120,000	$ 	-	$
Operating Expenses
Services and Supplies 	- 	- 	- 	-
Capital Outlay 	580,000 	- 	2,320,000 	-
Debt Service 	7,930 	43,500 	43,500 	60,000
Total Expenses 	587,930	$ 	43,500	$ 	2,363,500	$ 	60,000	$
Net Surplus (Deficit) 	312,070	$ 	31,500	$ 	(243,500)	$ 	(60,000)	$
Beginning Fund Balance 	-	$ 	-	$ 	312,070	$ 	68,570	$
Ending Fund Balance 	312,070	$ 	-	$ 	68,570	$ 	8,570	$
169

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345 CHICAGO-MAIN TIF
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Capital Outlay -	$ -	$ 2,320,000	$ -	$
62483 - DEVELOPER FEES 580,000 - 2,320,000 -
Debt Service 7,930	$ 43,500	$ 43,500	$ 60,000	$
68315 - DEBT SERVICE- INTEREST 60,000 60,000 43,500 60,000
Grand Total $ 587,930 $ 43,500 $ 2,363,500 $ 60,000
170

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2017 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. SSA #6 is
intended to provide marketing as well as aesthetic and streetscape improvements such as signage,
lighting, landscaping, additional garbage collections 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.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	- 	210,000 	220,000 	220,000
Interest Income 	- 	500 	- 	500
Total Revenue 	-	$ 	210,500	$ 	220,000	$ 	220,500	$
Operating Expenses
Services and Supplies 	- 	200,000 	200,000 	220,000
Total Expenses 	-	$ 	200,000	$ 	-	$ 	220,000	$
Net Surplus (Deficit) 	-	$ 	10,500	$ 	220,000	$ 	500	$
Beginning Fund Balance 	-	$ 	-	$
Ending Fund Balance 	-	$ 	500	$
171

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350 SPECIAL SERVICE AREA (SSA) #6 FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 145,003	$ 200,000	$ 200,000	$ 220,000	$
62272 - OTHER PROFESSIONAL SERVICES 145,003 200,000 200,000 220,000
Grand Total $ 145,003 $ 200,000 $ 200,000 $ 220,000
172

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2017 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 improvement 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.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	7,945,481 	9,248,000 	9,692,255 	12,295,000
Interfund Transfers 	- 	6,471,000 	5,723,271 	7,710,000
Intergovernmental Revenue 	69,457 	4,841,615 	1,000,000 	1,920,000
Interest Income 	1,247 	- 	5,000 	-
Total Revenue 	8,016,184	$ 	20,560,615	$ 	16,420,526	$ 	21,925,000	$
Operating Expenses
Services and Supplies 	643,327 	2,256,962 	122,500 	-
Miscellaneous 	4,472 	- 	- 	-
Capital Outlay 	9,793,887 	20,022,653 	11,014,333 	30,008,512
Debt Service 	- 	- 	-
Interfund Transfers 	490,000 	490,000 	- 	500,000
Total Expenses 	10,931,687	$ 	22,769,615	$ 	11,136,833	$ 	30,508,512	$
Net Surplus (Deficit) 	(2,915,502)	$ 	(2,209,000)	$ 	5,283,693	$ 	(8,583,512)	$
Beginning Fund Balance 	8,170,926	$ 	5,255,424	$ 	10,539,117	$
Ending Fund Balance 	5,255,424	$ 	10,539,117	$ 	1,955,605	$

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415 CAPITAL IMPROVEMENTS FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 643,510	$ 2,256,962	$ 122,500	$ -	$
62135 - ARCHITECTURAL SERVICES 11,196 - - -
62145 - ENGINEERING SERVICES 459,325 2,226,962 - -
62150 - CONSTRUCTION ENGINEERING SERVICES 27,358 - - -
62185 - CONSULTING SERVICES 80,187 - 120,000 -
62205 - ADVERTISING - 30,000 2,500 -
62225 - BLDG MAINTENANCE SERVICES 1,499 - - -
62275 - POSTAGE CHARGEBACKS 1,284 - - -
62280 - OVERNIGHT MAIL CHARGES 272 - - -
62385 - TREE SERVICES 4,998 - - -
62705 - BANK SERVICE CHARGES 183 - - -
62716 - BOND ISSUANCE COSTS 57,208 - - -
Miscellaneous 32,933	$ -	$ -	$ -	$
66017 - BAD DEBT EXPENSE 32,933 - - -
Capital Outlay 9,794,396	$ 20,022,653	$ 11,014,333	$ 30,008,512	$
65502 - CONSTRUCTION 1,356,100 - - -
65510 - BUILDINGS 417,637 - - -
65515 - OTHER IMPROVEMENTS 7,988,333 20,022,653 11,014,333 30,008,512
65625 - FURNITURE & FIXTURES 32,325 - - -
Interfund Transfers 490,000	$ 490,000	$ -	$ 500,000	$
66020 - TRANSFERS TO OTHER FUNDS - - - -
66131 - TRANSFER TO GENERAL FUND 490,000 490,000 - 500,000
Grand Total $ 10,960,839 $ 22,769,615 $ 11,136,833 $ 30,508,512
174

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2017 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. Beginning in FY 10-11, 100% of alley paving
costs (homeowner and City share) was paid out of this fund.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	243,113 	250,000 	250,000 	250,000
Interest Income 	24,832 	51,033 	52,000 	51,033
Special Assessment 	125,218 	180,167 	180,000 	180,167
Total Revenue 	393,163	$ 	481,200	$ 	482,000	$ 	481,200	$
Operating Expenses
Services and Supplies 	1,879 	- 	25 	-
Miscellaneous 	534 	- 	- 	-
Insurance and Other Chargebacks 	- 	382,250 	382,250 	513,427
Capital Outlay 	226,538 	- 	- 	-
Total Expenses 	228,951	$ 	382,250	$ 	382,275	$ 	513,427	$
Net Surplus (Deficit) 	164,213	$ 	98,950	$ 	99,725	$ 	(32,227)	$
Beginning Fund Balance 	2,518,568	$ 	2,682,781	$ 	2,782,506	$
Ending Fund Balance 	2,682,781	$ 	2,782,506	$ 	2,750,279	$
175

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420 SPECIAL ASSESSMENT FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 1,879	$ -	$ 25	$ -	$
62205 - ADVERTISING 96 - - -
62705 - BANK SERVICE CHARGES (1) - 25 -
62716 - BOND ISSUANCE COSTS 1,784 - - -
Miscellaneous 534	$ -	$ -	$ -	$
66017 - BAD DEBT EXPENSE 534 - - -
Capital Outlay 226,538	$ -	$ -	$ -	$
62840 - ALLEY PAVING PROGRAM 1,830 - - -
65515 - OTHER IMPROVEMENTS 224,708 - - -
Interfund Transfers -	$ 382,250	$ 382,250	$ 513,427	$
66020 - TRANSFERS TO OTHER FUNDS - 282,250 282,250 263,427
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 100,000 100,000 250,000
Grand Total $ 228,951 $ 382,250 $ 382,275 $ 513,427
176

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2017 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, parking spaces at the city parking garages and lots.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	153,545 	119,216 	181,150 	203,216
Licenses, Permits and Fees 	150 	- 	3,000 	-
Charges for Services 	6,010,558 	6,444,675 	6,876,300 	6,802,875
Interfund Transfers 	2,925,296 	3,711,770 	3,711,770 	4,120,636
Intergovernmental Revenue 	- 	12,125 	- 	12,125
Interest Income 	18,260 	35,070 	25,000 	35,070
Total Revenue 	9,107,809	$ 	10,322,856	$ 	10,797,220	$ 	11,173,922	$
Operating Expenses
Salary and Benefits 	963,107 	1,297,037 	1,305,385 	1,247,921
Services and Supplies 	2,859,622 	3,301,275 	3,004,425 	3,501,275
Miscellaneous 	23,687 	252,000 	75,000 	304,000
Insurance and Other Chargebacks 	478,187 	507,900 	522,648 	524,102
Capital Outlay 	128,726 	3,474,000 	1,000,000 	3,020,000
Contingencies 	6,951 	11,000 	6,112 	11,000
Debt Service 	503,423 	3,917,652 	4,021,107 	4,331,771
Depreciation Expense 	2,846,227 	2,873,395 	- 	-
Interfund Transfers 	923,092 	1,303,783 	1,300,500 	1,584,683
Total Expense 	8,733,020	$ 	16,938,042	$ 	11,235,177	$ 	14,524,752	$
Net Surplus (Deficit) 	374,789	$ 	(6,615,186)	$ 	(437,957)	$ 	(3,350,830)	$
Beginning Fund Balance 	13,231,783	$ 	10,777,874	$ 	10,339,917	$
Change in net investment in capital assets 	(2,828,698)	$
Ending Fund Balance 	10,777,874	$ 	10,339,917	$ 	6,989,087	$
2017 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 will be a continuing initiative in every fiscal year
 Develop an RFP/Bid Document to select a firm by September 2017 for the installation of cameras
in the three downtown parking decks. The current equipment has reached its useful life cycle and
needs to be upgraded providing enhanced security.
 Work with revenue in developing an RFP/Bid Document and select a firm by May 2017 for the
replacement of cashiering and parking citation management program
 Staff to continue training and familiarization using the New World financial system
 Staff to continue training and familiarization of new Duncan and Cale parking meter technology
 Staff to continue training and familiarization of the new parking access revenue control system
“PARCS” in the three parking garages.
177

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2017 ADOPTED BUDGET - OTHER FUNDS
#505 – Parking
Division
2017 Position
Total FTE
Transportation 0.50
Street Maintenance 1.00
Recycling And Environmental Maintenance 2.00
Greenways 2.00
Parking System Management 6.15
Parking Lots & Meters 3.00
Maple Avenue Garage 1.00
Water Fund Total 15.65
178

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505 PARKING SYSTEM FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 963,107	$ 1,297,037	$ 1,305,385	$ 1,247,921	$
61010 - REGULAR PAY 882,144 1,076,064 1,008,000 1,037,931
61110 - OVERTIME PAY 28,336 23,000 35,900 26,000
61114 - SNOW OT 852 - 14,500 -
61415 - TERMINATION PAYOUTS - - 34,400 -
61420 - ANNUAL SICK LEAVE PAYOUT 2,798 - 6,500 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 8,330 - - -
61447 - OPEB EXPENSES 3,603 - - -
61610 - DENTAL INSURANCE 312 - - -
61615 - LIFE INSURANCE 2,732 23 10 13
61626 - CELL PHONE ALLOWANCE 717 672 750 336
61630 - SHOE ALLOWANCE 1,398 1,318 3,075 1,318
61710 - IMRF 103,849 113,349 112,500 104,802
61725 - SOCIAL SECURITY 55,535 66,952 72,000 62,824
61730 - MEDICARE 12,988 15,659 17,750 14,697
61765 - PENSION EXPENSE-IMRF (140,486) - - -
Services and Supplies 2,859,622	$ 3,301,275	$ 3,004,425	$ 3,501,275	$
61060 - SEASONAL EMPLOYEES 1,970 5,833 - 5,833
62210 - PRINTING - 83 2,500 83
62225 - BLDG MAINTENANCE SERVICES 1,323 14,000 14,250 14,000
62230 - IMPROVEMENT MAINT SERVICE 15,129 40,000 30,000 40,000
62245 - OTHER EQMT MAINTENANCE 43,896 55,740 75,000 55,740
62275 - POSTAGE CHARGEBACKS 2,715 2,000 1,750 2,000
62280 - OVERNIGHT MAIL CHARGES 17 - 50 -
62295 - TRAINING & TRAVEL 1,989 1,100 - 1,100
62346 - REAL ESTATE TAX PAYMENTS TO COUNTY - 42,000 - 42,000
62350 - FISCAL AGENT SERVICES - 500 500 500
62360 - MEMBERSHIP DUES 395 1,500 - 1,500
62375 - RENTALS 49,499 62,000 61,000 62,000
62400 - CONTRACT SVC-PARKING GARAGE 1,506,178 1,672,588 1,571,525 1,672,588
62425 - ELEVATOR CONTRACT COSTS 85,349 105,700 42,000 105,700
62431 - ARMORED CAR SERVICES 59,411 65,000 60,000 65,000
62451 - TOWING AND BOOTING CONTRACTS 1,650 - - -
62509 - SERVICE AGREEMENTS/ CONTRACTS 201,395 214,100 135,000 414,100
62635 - OTHER INSURANCE - 35,000 - 35,000
62655 - LEASE PAYMENTS 5,000 - - -
62660 - BUSINESS ATTRACTION 84,384 95,000 85,000 95,000
62705 - BANK SERVICE CHARGES 364,683 237,900 363,000 237,900
62715 - AMORT.& BOND COSTS (86,983) - - -
64005 - ELECTRICITY 231,679 321,000 275,000 321,000
64015 - NATURAL GAS 923 1,100 1,000 1,100
64505 - TELECOMMUNICATIONS 47,921 56,100 57,500 56,100
64540 - TELECOMMUNICATIONS - WIRELESS 2,423 2,700 4,000 2,700
65005 - AGRI/BOTANICAL SUPPLIES - 4,000 - 4,000
65020 - CLOTHING 153 833 - 833
65040 - JANITORIAL SUPPLIES - 600 - 600
65045 - LICENSING/REGULATORY SUPP - 4,165 - 4,165
65050 - BLDG MAINTENANCE MATERIAL 11,568 27,500 14,750 27,500
65070 - OFFICE/OTHER EQT MTN MATL 226,224 230,000 210,000 230,000
65085 - MINOR EQUIPMENT & TOOLS 153 833 500 833
65090 - SAFETY EQUIPMENT 440 1,500 - 1,500
65095 - OFFICE SUPPLIES 137 900 100 900
Miscellaneous 23,687	$ 252,000	$ 75,000	$ 304,000	$
62603 - DIVVY OPERATING EXPENSES - 252,000 75,000 304,000
62730 - GAIN/LOSS SALE FIXED ASST 1,340 - - -
66017 - BAD DEBT EXPENSE 22,347 - - -
Insurance and Other Chargebacks 478,187	$ 507,900	$ 522,648	$ 524,102	$
61510 - HEALTH INSURANCE 158,538 188,252 203,000 204,454
66130 - TRANSFER TO INSURANCE FUND 319,649 319,648 319,648 319,648
Capital Outlay 128,726	$ 3,474,000	$ 1,000,000	$ 3,020,000	$
65504 - LIBR GARAGE REHAB CONSTRUCTION DESIGN 19,900 - - -
65515 - OTHER IMPROVEMENTS 108,826 3,474,000 1,000,000 3,020,000
Contingencies 6,951	$ 11,000	$ 6,112	$ 11,000	$
68205 - CONTINGENCIES 6,951 11,000 6,112 11,000
Debt Service 503,423	$ 3,917,652	$ 4,021,107	$ 4,331,771	$
68305 - DEBT SERVICE- PRINCIPAL 1 3,404,823 3,404,823 4,048,509
68315 - DEBT SERVICE- INTEREST 503,423 512,829 616,284 283,262
Depreciation Expense 2,846,227 2,873,395 - -
68010 - DEPRECIATION EXPENSE 2,846,227 2,873,395 - -
Interfund Transfers 923,092	$ 1,303,783	$ 1,300,500	$ 1,584,683	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 23,092 23,783 22,000 23,783
62309 - RENTAL OF AUTO REPLACEMENT 30,000 30,000 28,500 30,900
66131 - TRANSFER TO GENERAL FUND 870,000 900,000 900,000 900,000
66133 - TRANSFER TO GF-METER REVENUE - - - 280,000
66156 - TRANSFER TO CAPITAL IMPROVEMENT FUND - 350,000 350,000 350,000
Grand Total $ 8,733,020 $ 16,938,042 $ 11,235,177 $ 14,524,752
179

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2017 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Fund Description
The Water Fund includes operations and capital improvements for all divisions of the Water Production
Bureau as well as the Distribution Division in the Infrastructure Maintenance Bureau.
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
the Village of Skokie and the Northwest Water Commission.
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
City’s Advance Metering Information (AMI) system, which generates automated hourly meter reads and
leak alerts for customers to help reduce water loss.
180

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2017 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
Financial Summary
Division
2017 Position
Total FTE
Public Works Agency Admin 2.50
Water Production 2.00
Water Billing 1.50
Pumping 12.00
Filtration 14.00
Capital Planning & Engineering .50
Water And Sewer Capital 3.00
Distribution Maintenance 9.10
Water Fund Total 44.60
FY 2016 City Council Goal Department Initiative
Water and Sewer Continued working to expand the City’s wholesale water customer
base, including wholesale cost of service analysis and meetings with
potential and existing wholesale customers to discuss proposed rates
and needed capital improvements.
Water and Sewer Completed the proactive leak detection survey of the City’s water
mains, with the goal of reducing water loss throughout the city.
Several previously unknown water main leaks were located and
repaired.
Water and Sewer Completed a water main lining pilot project on Sheridan Road and
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	302,700 	22,348,400 	6,090,000 	6,828,400
Licenses, Permits and Fees 	70,000 	70,000 	70,000
Charges for Services 	15,721,606 	15,298,000 	14,963,000 	17,495,000
Interfund Transfers 	- 	- 	-
Interest Income 	5,981 	1,600 	10,000 	1,600
Total Revenues 	16,030,287	$ 	37,718,000	$ 	21,133,000	$ 	24,395,000	$
Operating Expenses
Salary and Benefits 	3,927,752 	4,459,423 	4,458,980 	4,589,411
Services and Supplies 	2,303,346 	6,155,950 	3,622,880 	3,611,150
Miscellaneous 	104,959 	62,980 	35,000 	62,980
Insurance and Other Chargebacks 	1,131,508 	1,114,195 	1,126,392 	1,174,064
Capital Outlay 	750,269 	24,776,106 	6,239,800 	14,982,119
Contingencies 	933 	1,000 	1,000 	1,000
Debt Service 	432,628 	1,053,288 	1,214,201 	1,438,470
Depreciation Expense 	2,096,633 	- 	- 	-
Interfund Transfers 	3,194,053 	3,502,313 	3,502,313 	3,502,315
Total Expenses 	13,942,080	$ 	41,125,255	$ 	20,200,566	$ 	29,361,509	$
Net Surplus (Deficit) 	2,088,207	$ 	(3,407,255)	$ 	932,434	$ 	(4,966,509)	$
Beginning Unrestricted Fund Balance 	7,797,732	$ 	9,223,203	$ 	10,155,637	$
Change in net investment in capital assets 	(662,736)	$
Ending Unrestricted Fund Balance 	9,223,203	$ 	10,155,637	$ 	5,189,128	$
181

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2017 ADOPTED BUDGET - OTHER FUNDS
#510 - 513 – Water
South Blvd, meeting the goal to line more water mains as a less
expensive and less disruptive alternative to water main replacement.
Water and Sewer Water Production staff completed the installation of emergency shut
off valves on the chlorine feed equipment and replaced the media in
the chlorine scrubber.
2017 Initiatives
 Be a leader in the public drinking water industry by providing high quality service to over
400,000 customers in seven 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 completing major water
treatment plant improvements including chemical feed and treatment process reliability
improvements, and initiation of finished water storage improvements to address structural
deterioration the City’s largest clearwell built in 1934.
 Implement a Computerized Maintenance Management System (CMMS) at the water treatment
plant to more effectively manage long-term maintenance and replacement of critical treatment
plant equipment and structures.
 Continue to develop and implement a strategy to expand Evanston’s wholesale water customer
base, including ongoing negotiations with Morton Grove and Niles.
 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.
Ongoing Activity Measures
2016
Target
2016
Estimated
Actual
2017
Projected
Number of customers experiencing unscheduled
disruption of water service 750 394 750
Number of customer complaints about water
service (low pressure, service disruption, quality,
etc.) 100 113 100
Days lost from work due to illness or injury 3.0 14.5 3.0
Number of Illinois Environmental Protection
Agency regulatory violations 0 0 0
Number of known breaks/leaks per mile of water
main 0.3 0.2 0.3
Millions of gallons sold to outside communities
(wholesale) 10,500 MG 11,670 MG 12,045 MG
182

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510 - 513 Water Fund
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Proposed
Budget
Salary and Benefits 3,927,752	$ 4,459,423	$ 4,458,980	$ 4,589,411	$
61010 - REGULAR PAY 3,498,676 3,600,133 3,555,000 3,726,791
61050 - PERMANENT PART-TIME 16,098 19,244 20,000 19,702
61072 - JOB TRAINING PROGRAM 48,689 81,140 67,500 54,040
61110 - OVERTIME PAY 108,990 129,325 126,500 129,325
61415 - TERMINATION PAYOUTS 25,684 - 11,000 -
61420 - ANNUAL SICK LEAVE PAYOUT 22,053 - 31,520 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 23,317 - 2,750 -
61447 - OPEB EXPENSES 27,809 - - -
61610 - DENTAL INSURANCE 1,166 - - -
61615 - LIFE INSURANCE 10,160 19 12 21
61625 - AUTO ALLOWANCE 5,441 2,490 6,200 6,390
61626 - CELL PHONE ALLOWANCE 170 - 1,300 672
61630 - SHOE ALLOWANCE 5,815 5,890 6,865 5,580
61710 - IMRF 404,420 360,355 366,700 368,658
61725 - SOCIAL SECURITY 223,295 211,227 214,800 224,857
61730 - MEDICARE 53,067 49,600 48,833 53,375
61765 - PENSION EXPENSE-IMRF (547,098) - - -
Services and Supplies 2,303,346	$ 6,155,950	$ 3,622,880	$ 3,611,150	$
61060 - SEASONAL EMPLOYEES 8,288 10,400 5,000 10,400
62140 - DESIGN ENGINEERING SERVICES 103 - 200,000 -
62145 - ENGINEERING SERVICES - 2,655,000 90,000 -
62180 - STUDIES 50,287 367,000 300,000 512,000
62205 - ADVERTISING 4,249 10,000 9,000 -
62210 - PRINTING 3,194 7,300 5,550 7,300
62225 - BLDG MAINTENANCE SERVICES - 1,000 500 1,000
62230 - IMPROVEMENT MAINT SERVICE 12,086 50,500 35,000 50,500
62235 - OFFICE EQUIPMENT MAINT 1,120 1,500 1,000 1,500
62245 - OTHER EQMT MAINTENANCE 47,276 92,900 34,000 92,900
62273 - LIEN FILING FEE 1,120 1,500 500 1,500
62275 - POSTAGE CHARGEBACKS 1,866 6,400 2,000 6,400
62295 - TRAINING & TRAVEL 22,142 22,200 22,000 22,200
62315 - POSTAGE 17,426 19,500 17,700 19,500
62340 - COMPTER LICENSE & SUPP 107,787 155,150 101,300 155,150
62360 - MEMBERSHIP DUES 5,121 3,910 1,900 3,910
62380 - COPY MACHINE CHARGES 1,200 1,200 - 1,200
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 37,725 38,000 50,000 38,000
62420 - MWRD FEES (17,647) 300,800 300,800 307,800
62455 - WTR/SWR BILL PRINT AND MAIL CO 16,762 12,800 12,800 12,800
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 14,400 5,000 14,400
62465 - OUTSIDE LABARATORY COSTS 4,754 17,500 20,000 17,500
62705 - BANK SERVICE CHARGES 73,632 69,000 151,000 69,000
62716 - BOND ISSUANCE COSTS 65,553 - - -
64005 - ELECTRICITY 714,028 800,000 920,000 800,000
64015 - NATURAL GAS 72,743 100,000 75,000 100,000
64505 - TELECOMMUNICATIONS 12,699 16,200 23,000 16,200
64540 - TELECOMMUNICATIONS - WIRELESS 19,329 22,900 20,030 22,900
65005 - AGRI/BOTANICAL SUPPLIES (235) 970 700 970
65010 - BOOKS, PUBLICATIONS, MAPS 7,198 7,550 4,000 7,550
65015 - CHEMICALS/ SALT 272,697 465,000 465,000 465,000
65020 - CLOTHING 4,526 4,770 3,800 4,770
65030 - PHOSPHATE CHEMICALS 69,810 101,000 125,000 101,000
65035 - PETROLEUM PRODUCTS 8,137 15,000 7,000 15,000
65040 - JANITORIAL SUPPLIES 4,407 6,600 4,400 6,600
65050 - BLDG MAINTENANCE MATERIAL 5,665 6,700 8,500 6,700
65051 - MATERIALS - STREETS DIVISION 3,570 27,600 25,000 27,600
65055 - MATER. TO MAINT. IMP. 117,556 155,000 150,000 155,000
65070 - OFFICE/OTHER EQT MTN MATL 218,943 182,500 144,500 182,500
65075 - MEDICAL & LAB SUPPLIES 14,580 16,400 15,000 16,400
65080 - MERCHANDISE FOR RESALE 30,265 30,000 25,000 30,000
65085 - MINOR EQUIPMENT & TOOLS 135,752 186,800 107,500 155,000
65090 - SAFETY EQUIPMENT 16,153 21,800 23,400 21,800
65095 - OFFICE SUPPLIES 4,109 4,900 5,000 4,900
65105 - PHOTO/DRAFTING SUPPLIE 251 400 - 400
65555 - PERSONAL COMPUTER EQUIPMENT 10,838 6,000 6,000 6,000
65702 - WATER GENERAL PLANT 96,281 119,900 100,000 119,900
Miscellaneous (286,678)	$ 62,980	$ 35,000	$ 62,980	$
61071 - INTERNSHIP PROGRAM - 12,480 - 12,480
62696 - PUBLIC EDUCATION 875 50,500 35,000 50,500
183

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510 - 513 Water Fund
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Proposed
Budget
66017 - BAD DEBT EXPENSE 15,147 - - -
Insurance and Other Chargebacks 1,131,508	$ 1,114,195	$ 1,126,392	$ 1,174,064	$
61510 - HEALTH INSURANCE 663,015 645,703 657,000 705,572
66059 - HEALTH INSURANCE OPT OUT EXPENSE - - 900 -
66130 - TRANSFER TO INSURANCE FUND 468,493 468,492 468,492 468,492
Capital Outlay 750,269	$ 24,776,106	$ 6,239,800	$ 14,982,119	$
65515 - OTHER IMPROVEMENTS 750,269 24,700,306 6,165,500 14,792,819
65550 - AUTOMOTIVE EQUIPMENT - 75,800 74,300 189,300
Contingencies 933 1,000 1,000 1,000
68205 - CONTINGENCIES 933 1,000 1,000 1,000
Debt Service 432,628	$ 1,053,288	$ 1,214,201	$ 1,438,470	$
68305 - DEBT SERVICE- PRINCIPAL (0) 658,173 690,668 860,550
68315 - DEBT SERVICE- INTEREST 432,628 395,115 523,533 577,920
Depreciation Expense 2,096,633	$ -	$ -	$ -	$
68010 - DEPRECIATION EXPENSE 2,096,633 - - -
Interfund Transfers 6,047,148	$ 3,502,313	$ 3,502,313	$ 3,502,313	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 131,102 132,754 132,754 132,754
66020 - TRANSFERS TO OTHER FUNDS 2,721,993 - - -
66131 - TRANSFER TO GENERAL FUND 3,194,053 3,369,559 3,369,559 3,369,563
69100 - zzzTRANSFER TO GENERAL FUND - - - 4
69600 - TRANSFER TO FLEET - - - 4
69601 - TRANSFER TO EQUIPMENT REPLACEMENT - - - 4
69605 - TRANSFER TO INSURANCE - - - 4
Grand Total $ 16,403,538 $ 41,125,255 $ 20,200,566 $ 29,361,511
184

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2017 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
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	2,962 	984,165 	980,000 	604,165
Charges for Services 	12,510,940 	12,888,650 	12,100,000 	12,521,150
Interfund Transfers 	- 	- 	- 	-
Interest Income 	2,706 	1,000 	4,500 	1,000
Total Revenue 	12,516,607	$ 	13,873,815	$ 	13,084,500	$ 	13,126,315	$
Operating Expenses
Salary and Benefits 	892,099 	1,024,459 	1,041,625 	989,481
Services and Supplies 	108,927 	995,800 	656,850 	1,000,800
Miscellaneous 	3,306 	1,500 	8,500 	1,500
Insurance and Other Chargebacks 	412,461 	414,439 	413,488 	432,953
Capital Outlay 	13,609 	3,048,314 	2,195,200 	2,819,700
Contingencies 	- 	- 	- 	-
Debt Service 	1,550,407 	9,222,913 	9,222,913 	8,370,946
Depreciation Expense 	3,443,723 	- 	- 	-
Interfund Transfers 	735,235 	773,876 	987,194 	991,677
Total Expenses 	7,159,766	$ 	15,481,301	$ 	14,525,770	$ 	14,607,057	$
Net Surplus (Deficit) 	5,356,842	$ 	(1,607,486)	$ 	(1,441,270)	$ 	(1,480,742)	$
Beginning Unrestricted Fund Balance 	4,404,440	$ 	4,012,808	$ 	2,571,538	$
Change in net investment in capital assets 	(5,748,474)	$
Ending Unrestricted Fund Balance 	4,012,808	$ 	2,571,538	$ 	1,090,796	$
Division
2017 Position
Total FTE
Public Works Agency Admin 1.00
Refuse Collection & Disposal 0.33
Water And Sewer Capital 1.00
Sewer Maintenance 9.00
Sewer Fund Total 11.33
185

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2017 ADOPTED BUDGET - OTHER FUNDS
#515 – Sewer
FY 2016 City Council Goal Department Initiative
Water and Sewer Completed annual capital improvement programs including repairing
sewers and drainage structures on streets being resurfaced, stormwater
management improvements, and emergency sewer repairs.
Water and Sewer Rehabilitated 1.0 mile (0.7%) of small diameter combined sewers
through cured in place pipe (CIPP) lining. This did not meet the target
rate of 1% annual rehabilitation of combined sewers.
Water and Sewer Rehabilitated 1,970 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.
Water and Sewer Sewer Division crews conducted preventative maintenance including
cleaning the sewer system in one-third of the city on an annual basis,
as well as contracting out the application of root treatments in one-
third of the sewer system to prevent sewer blockages due to tree root
intrusion. Crews cleaned over 2,600 drainage structures and flushed
over 54,000 feet of sewer pipe.
Water and Sewer Sewer Division continues to replace or rehabilitate deteriorated
drainage structures and manholes, as well as collapsing sewer mains.
Water and Sewer Sewer Division crews performed closed-circuit TV inspections of the
sewers under streets to be resurfaced in 2017, in order to determine
the repairs needed prior to paving the streets.
2017 Initiatives
 Perform engineering design and secure State low-interest loan funding for a large diameter sewer
rehabilitation project scheduled for 2017.
 Continue the annual small diameter sewer CIPP rehabilitation program at a rate of at least 1% of the
combined sewer system rehabilitated per year.
 Continue the sewer structure rehabilitation program to address deterioration of sewer structures on
arterial streets.
 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 stormwater 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
2016
Target
2016
Estimated
Actual
2017
Projected
Number of customer complaints about sewer
service (seepage, backups, overflows, etc.).
200 180 200
Days lost from work due to illness or injury 3.0 5.0 3.0
186

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515 SEWER FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 892,099	$ 1,024,459	$ 1,041,625	$ 989,481	$
61010 - REGULAR PAY 782,185 817,066 814,000 797,770
61050 - PERMANENT PART-TIME 1,612 - - -
61072 - JOB TRAINING PROGRAM 31,608 27,040 15,000 27,040
61110 - OVERTIME PAY 29,229 30,000 26,500 30,000
61420 - ANNUAL SICK LEAVE PAYOUT 5,332 - 6,510 -
61447 - OPEB EXPENSES 6,491 - - -
61610 - DENTAL INSURANCE 267 - - -
61615 - LIFE INSURANCE 2,325 - - -
61620 - UNIVERSAL LIFE - - - -
61635 - UNIFORM ALLOWANCE - - - -
61725 - SOCIAL SECURITY 52,627 50,699 50,800 48,403
61730 - MEDICARE 12,308 11,857 11,750 11,320
61755 - PENSION-ADMIN. EXPENSE - - - -
61815 - IMRF PENSION CONTRIBUTIONS (SHORTFALL IN 2010) - - - -
61060 - SEASONAL EMPLOYEES - 5,200 - 5,200
61650 - TOOL ALLOWANCE - - - -
62185 - CONSULTING SERVICES - - - -
62235 - OFFICE EQUIPMENT MAINT - - - -
62295 - TRAINING & TRAVEL 882 2,500 - 2,500
62315 - POSTAGE 20,162 12,000 12,000 17,000
62340 - COMPTER LICENSE & SUPP 2,100 2,300 - 2,300
62360 - MEMBERSHIP DUES - 200 - 200
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 650 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 1,022 7,000 7,000 7,000
62460 - WTR/SWR BILL EPAYMENT CONTRACTS - 15,000 - 15,000
62461 - SEWER MAINTENANCE CONTRACTS 39,240 715,000 500,000 715,000
62509 - SERVICE AGREEMENTS/ CONTRACTS - - - -
62716 - BOND ISSUANCE COSTS - - - -
65005 - AGRI/BOTANICAL SUPPLIES - - - -
65020 - CLOTHING 810 1,000 1,000 1,000
65040 - JANITORIAL SUPPLIES - 400 - 400
65050 - BLDG MAINTENANCE MATERIAL (28,190) - - -
65051 - MATERIALS - STREETS DIVISION 10,082 10,000 10,000 10,000
65055 - MATER. TO MAINT. IMP. 19,839 45,000 42,500 45,000
65070 - OFFICE/OTHER EQT MTN MATL 7,361 7,000 4,500 7,000
65080 - MERCHANDISE FOR RESALE - 1,000 - 1,000
65085 - MINOR EQUIPMENT & TOOLS 3,144 3,300 2,500 3,300
65090 - SAFETY EQUIPMENT 3,423 8,000 5,000 8,000
65115 - TRAFFIC CONTROL SUPPLI - - - -
65702 - WATER GENERAL PLANT - - - -
62001 - SHORT TERM BUDGETING SALARY COSTS - - - -
62730 - GAIN/LOSS SALE FIXED ASST - - - -
61510 - HEALTH INSURANCE 142,473 144,451 143,500 162,965
66130 - TRANSFER TO INSURANCE FUND 269,988 269,988 269,988 269,988
Capital Outlay 13,609	$ 3,048,314	$ 2,195,200	$ 2,819,700	$
65515 - OTHER IMPROVEMENTS 2,360 2,854,614 2,000,000 2,626,000
65550 - AUTOMOTIVE EQUIPMENT - 187,200 187,200 187,200
65625 - FURNITURE & FIXTURES 11,249 6,500 8,000 6,500
Contingencies -	$ -	$ -	$ -	$
68105 - CAPITAL CONTRIBUTION - - - -
68310 - DEBT SERVC OTHER AGENCIES - - - -
68320 - PRINCIPAL REDUCTION - - - -
68010 - DEPRECIATION EXPENSE 3,443,723 - - -
Interfund Transfers 735,235	$ 773,876	$ 987,194	$ 991,677	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 186,615 192,213 192,000 192,213
62309 - RENTAL OF AUTO REPLACEMENT - - - -
66026 - TRANSFER TO DEBT SERVICE 228,070 251,496 251,496 251,496
66131 - TRANSFER TO GENERAL FUND 320,550 330,167 330,167 330,167
Grand Total $ 7,159,766 $ 15,481,301 $ 14,525,770 $ 14,607,057
187

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2017 ADOPTED BUDGET - OTHER FUNDS
#520 – Solid Waste
Fund Description
Full recycling removal service is provided once per week to all family residences of 1-5 units under this
program element. Twentyone 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. 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 the first week of April through the first week of
December. During the fall, yard waste operations increase dramatically with the addition of leaf
collection. This Fund is responsible for costs associated with leaf collection. All residential streets posted
with alternate parking signs are cleaned at least twice during the leaf collection operation. This seven-
week operation begins in mid-October and continues until the end of November. Streets requiring
special posting are cleaned during the first two weeks of November.
Financial Summary
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Refuse Collection & Disposal 1.00
Residential Recycling Collection 8.66
Solid Waste Fund Total 9.66
Operating Revenue
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	228,469 	238,000 	160,000 	238,000
Licenses, Permits and Fees 	213,490 	275,000 	160,000 	275,000
Charges for Services 	3,561,584 	3,632,394 	3,425,000 	3,632,394
Interfund Transfers 	1,055,967 	1,055,967 	1,055,967 	1,055,967
Total Revenue 	5,059,510	$ 	5,201,361	$ 	4,800,967	$ 	5,201,361	$
Operating Expenses
Salary and Benefits 	600,068 	738,408 	737,751 	750,241
Services and Supplies 	3,717,885 	3,732,176 	3,236,250 	3,732,176
Miscellaneous 	- 	15,000 	- 	15,000
Capital Outlay 	24,738 	25,750 	7,500 	25,750
Debt Service 	68,419 	- 	20,233 	21,046
Interfund Transfers 	490,106 	499,493 	450,835 	504,807
Total Expenses 	4,901,216	$ 	5,140,517	$ 	4,585,869	$ 	5,198,345	$
Net Surplus (Deficit) 	158,294	$ 	60,844	$ 	215,098	$ 	3,016	$
Beginning Fund Balance 	(1,137,618)	$ 	(979,324)	$ 	(764,226)	$
Ending Fund Balance 	(979,324)	$ 	(764,226)	$ 	(761,210)	$
188

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520 SOLID WASTE FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 600,068	$ 738,408	$ 737,751	$ 750,241	$
61010 - REGULAR PAY 521,842 602,142 580,000 598,604
61110 - OVERTIME PAY 40,117 25,000 47,000 45,000
61114 - SNOW OT 1,240 - 300 -
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 2,460 - - -
61447 - OPEB EXPENSES 6,133 - - -
61610 - DENTAL INSURANCE 136 - - -
61615 - LIFE INSURANCE 1,185 7 1 7
61630 - SHOE ALLOWANCE 1,395 1,240 2,500 1,395
61710 - IMRF 62,683 63,718 61,750 60,473
61725 - SOCIAL SECURITY 38,638 37,524 37,200 36,277
61730 - MEDICARE 9,036 8,777 9,000 8,485
61765 - PENSION EXPENSE-IMRF (84,797) - - -
Services and Supplies 3,717,885	$ 3,732,176	$ 3,236,250	$ 3,732,176	$
61060 - SEASONAL EMPLOYEES 69,255 50,000 45,000 50,000
62295 - TRAINING & TRAVEL 529 800 - 800
62315 - POSTAGE - - 50 -
62380 - COPY MACHINE CHARGES 1,326 1,326 - 1,326
62390 - CONDOMINIUM REFUSE COLL 409,300 418,000 400,000 418,000
62405 - SWANCC DISPOSAL FEES 822,636 750,000 775,000 750,000
62415 - DEBRIS/REMOVAL CONTRACTUAL COSTS 2,395,505 2,500,000 2,000,000 2,500,000
64005 - ELECTRICITY 7,572 3,000 8,500 3,000
64015 - NATURAL GAS 7,229 6,000 5,700 6,000
64540 - TELECOMMUNICATIONS - WIRELESS - 500 500 500
65015 - CHEMICALS/ SALT - 200 - 200
65020 - CLOTHING - 250 - 250
65055 - MATER. TO MAINT. IMP. 643 400 1,500 400
65085 - MINOR EQUIPMENT & TOOLS 1,148 700 - 700
65090 - SAFETY EQUIPMENT 946 1,000 - 1,000
65125 - OTHER COMMODITIES 1,796 - - -
Miscellaneous -	$ 15,000	$ -	$ 15,000	$
67107 - OUTREACH - 15,000 - 15,000
Insurance and Other Chargebacks 249,232	$ 129,690	$ 133,300	$ 149,325	$
61510 - HEALTH INSURANCE 249,232 129,690 133,300 149,325
Capital Outlay 24,738	$ 25,750	$ 7,500	$ 25,750	$
65625 - FURNITURE & FIXTURES 24,738 25,750 7,500 25,750
Debt Service 68,419	$ -	$ 20,233	$ 21,046	$
68305 - DEBT SERVICE- PRINCIPAL - - 17,945 19,206
68310 - DEBT SERVC OTHER AGENCIES 65,806 - - -
68315 - DEBT SERVICE- INTEREST 2,613 - 2,288 1,840
Interfund Transfers 490,106	$ 499,493	$ 450,835	$ 504,807	$
62305 - RENTAL OF AUTO-FLEET MAINTENANCE 312,975 322,362 273,704 322,362
62309 - RENTAL OF AUTO REPLACEMENT 177,131 177,131 177,131 182,445
Grand Total $ 5,150,448 $ 5,140,517 $ 4,585,869 $ 5,198,345
189

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2017 ADOPTED BUDGET - OTHER FUNDS
#600 – Fleet Services
Fund Description
Fleet Services General Support 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 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	46,933 	81,781 	21,781 	81,781
Charges for Services 	- 	3,317,088 	3,317,450 	3,388,435
Charges for Services 	3,289,009 	3,317,088 	3,317,450 	3,388,435
Interest Income 	- 	1,000 	500 	1,000
Total Revenue 	3,335,942	$ 	3,399,869	$ 	3,339,731	$ 	3,471,216	$
Operating Expenses
Salary and Benefits 	961,887 	1,052,741 	972,080 	1,071,267
Services and Supplies 	1,686,117 	2,380,057 	2,059,190 	2,380,057
Miscellaneous 	- 	- 	- 	-
Insurance and Other Chargebacks 	175,716 	184,136 	188,500 	239,630
Contingencies 	- 	450 	- 	450
Interfund Transfers 	25,820 	26,762 	26,762 	27,833
Total Expenses 	2,849,539	$ 	3,644,146	$ 	3,246,532	$ 	3,719,237	$
Net Surplus (Deficit) 	486,403	$ 	(244,277)	$ 	93,199	$ 	(248,021)	$
Beginning Fund Balance 	(120,795)	$ 	365,608	$ 	458,807	$
Ending Fund Balance 	365,608	$ 	458,807	$ 	210,786	$
Total Full-Time Equivalent Positions
Division
2017 Position
Total FTE
Fleet Services 12.00
Fleet Fund Total 12.00
2017 Initiatives
 Maintain a five-year vehicle/equipment replacement and funding requirements schedule
 Implement Fleet Telematics System to continue to explore opportunities to "right-size" the fleet
where applicable without affecting timely City services
 Complete vehicle prevention and maintenance schedules at a 95% rate
 Provide timely repair services to continue to maintain an overall downtime of less than 6% on a
monthly basis
 Complete training of each new employee prior to placing a new vehicle/equipment into service
 Provide each employee with at least one training opportunity annually to enhance technical and
interpersonal skills
 Expand use of fleet management software in order to improve timely customer service
190

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2017 ADOPTED BUDGET - OTHER FUNDS
#600 – Fleet Services
 Conduct internal analysis of overall Fleet Services operations, including parts purchasing and
inventory, work order process, accurate billable hours/mechanic, preventative maintenance
schedules, etc., to identify potential improvements in service
Performance Report on FY 2016 Program Objectives
 The vehicle replacement plan was updated to reflect current needs and reduced budget capacity. All
programmed vehicle replacements orders are planned to be completed prior to December 2016
 Introduced three all-electric zero emission vehicles into the City fleet
 Installed four electric vehicle charging stations in the Civic Center parking lot
191

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600 FLEET SERVICES FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 961,887	$ 1,052,741	$ 972,080	$ 1,071,267	$
61010 - REGULAR PAY 729,763 870,698 807,000 836,564
61050 - PERMANENT PART-TIME - - - 59,035
61110 - OVERTIME PAY 23,093 21,920 16,580 21,920
61114 - SNOW OT 12,942 - 5,200 -
61415 - TERMINATION PAYOUTS 27,815 - - -
61420 - ANNUAL SICK LEAVE PAYOUT - - 2,500 -
61447 - OPEB EXPENSES 10,226 - - -
61610 - DENTAL INSURANCE 222 - - -
61615 - LIFE INSURANCE 1,929 - - -
61625 - AUTO ALLOWANCE 1,230 1,896 - -
61626 - CELL PHONE ALLOWANCE - - - 336
61630 - SHOE ALLOWANCE 1,550 1,550 2,800 1,550
61710 - IMRF 89,873 89,270 76,250 84,674
61725 - SOCIAL SECURITY 51,257 54,584 51,250 54,453
61730 - MEDICARE 11,988 12,823 10,500 12,735
Services and Supplies 1,686,117	$ 2,380,057	$ 2,059,190	$ 2,380,057	$
61060 - SEASONAL EMPLOYEES 1,872 - - -
62205 - ADVERTISING 143 3,498 250 3,498
62235 - OFFICE EQUIPMENT MAINT 110 3,000 1,000 3,000
62240 - AUTOMOTIVE EQMP MAINT 1,716 18,000 - 18,000
62245 - OTHER EQMT MAINTENANCE 2,863 6,000 - 6,000
62275 - POSTAGE CHARGEBACKS 56 200 15 200
62280 - OVERNIGHT MAIL CHARGES 26 - - -
62295 - TRAINING & TRAVEL 2,636 4,200 1,350 4,200
62315 - POSTAGE 73 200 75 200
62340 - COMPTER LICENSE & SUPP 4,495 5,395 2,000 5,395
62355 - LAUNDRY/OTHER CLEANING 17,991 17,000 17,000 17,000
62360 - MEMBERSHIP DUES 1,169 1,625 - 1,625
62375 - RENTALS - 1,000 - 1,000
62380 - COPY MACHINE CHARGES 519 519 - 519
64505 - TELECOMMUNICATIONS 4,843 4,744 7,000 4,744
64540 - TELECOMMUNICATIONS - WIRELESS 2,193 2,250 2,000 2,250
65015 - CHEMICALS/ SALT 11,172 12,886 12,800 12,886
65020 - CLOTHING - 663 - 663
65025 - FOOD 12 - - -
65035 - PETROLEUM PRODUCTS 660,208 1,100,000 1,050,000 1,100,000
65040 - JANITORIAL SUPPLIES 60 417 600 417
65045 - LICENSING/REGULATORY SUPP 1,823 - 800 -
65050 - BLDG MAINTENANCE MATERIAL 1,582 15,250 21,000 15,250
65055 - MATER. TO MAINT. IMP. 1,129 2,910 3,100 2,910
65060 - MATER. TO MAINT. AUTOS 863,499 1,050,000 850,000 1,050,000
65065 - TIRES & TUBES 73,878 100,000 65,000 100,000
65070 - OFFICE/OTHER EQT MTN MATL 1,110 - - -
65085 - MINOR EQUIPMENT & TOOLS 27,189 24,000 20,000 24,000
65090 - SAFETY EQUIPMENT 3,541 4,000 3,000 4,000
65095 - OFFICE SUPPLIES 207 2,300 2,200 2,300
Insurance and Other Chargebacks 175,716	$ 184,136	$ 188,500	$ 239,630	$
61510 - HEALTH INSURANCE 175,716 184,136 188,500 239,630
Contingencies -	$ 450	$ -	$ 450	$
68205 - CONTINGENCIES - 450 - 450
Interfund Transfers 25,820	$ 26,762	$ 26,762	$ 27,833	$
66025 - TRANSFER TO DEBT SERVICE - ERI 25,820 26,762 26,762 27,833
Grand Total $ 2,849,539 $ 3,644,146 $ 3,246,532 $ 3,719,237
192

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2017 ADOPTED - 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 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Other Revenue 	34,286 	210,217 	210,217 	210,217
Charges for Services 	1,451,422 	1,451,421 	1,452,921 	1,550,058
Total Revenue 	1,485,708	$ 	1,661,638	$ 	1,663,138	$ 	1,760,275	$
Operating Expenses
Services and Supplies 	53,400 	60,000 	20,000 	75,000
Capital Outlay 	- 	1,455,422 	1,000,000 	1,455,422
Depreciation Expense 	1,684,835 	- 	- 	-
Total Expenses 	1,738,234	$ 	1,515,422	$ 	1,020,000	$ 	1,530,422	$
Net Surplus (Deficit) 	(252,527)	$ 	146,216	$ 	643,138	$ 	229,853	$
Beginning Fund Balance 	2,183,786	$ 	1,277,688	$ 	1,920,826	$
Change in net investment in capital assets 	(653,571)	$
Ending Unrestricted Fund Balance 	1,277,688	$ 	1,920,826	$ 	2,150,679	$
193

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601 EQUIPMENT REPLACEMENT FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Services and Supplies 53,400	$ 60,000	$ 20,000	$ 75,000	$
62375 - RENTALS 19,887 25,000 20,000 25,000
62402 - VEHICLE LEASE CHARGES 33,512 35,000 - 50,000
Capital Outlay -	$ 1,455,422	$ 1,000,000	$ 1,455,422	$
65550 - AUTOMOTIVE EQUIPMENT - 1,455,422 1,000,000 1,455,422
Depreciation Expense 1,684,835	$ -	$ -	$ -	$
68010 - DEPRECIATION EXPENSE 1,684,835 - - -
Grand Total $ 1,738,234 $ 1,515,422 $ 1,020,000 $ 1,530,422
194

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2017 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.
Financial Summary
Operating Revenue
FY 2015 Actual
Amount
FY 2016
Amended Budget
FY 2016 Year
End Estimated
FY 2017 Adopted
Budget
7800 RISK MANAGEMENT 	3,803,235	$ 	3,526,688	$ 	3,532,088	$ 	3,540,229	$
56045 - MISCELLANEOUS REVENUE 	47 	- 	5,000 	5,000
56501 - INVESTMENT INCOME 	136 	1,000 	1,000 	1,000
57005 - FROM GENERAL FUND 	306,051 	- 	- 	-
57035 - FROM HOME FUND 	- 	- 	500 	820
57197 - GENERAL ADMIN CONTRIBUTION- PARKING FUND 	17,032 	17,032 	17,032 	17,032
57198 - GENERAL ADMIN CONTRIBUTION- E911 FUND 	930 	930 	930 	930
57199 - GENERAL ADMIN CONTRIBUTION- CDBG FUND 	930 	930 	930 	930
57200 - GENERAL ADMIN CONTRIBUTION- ECONOMIC DEVELOPMENT FUND 	930 	930 	930 	930
57201 - GENERAL ADMIN CONTRIBUTION- GENERAL FUND 	121,204 	121,204 	121,204 	121,204
57202 - GENERAL ADMIN CONTRIBUTION- WATER FUND 	24,962 	24,962 	24,962 	24,962
57203 - GENERAL ADMIN CONTRIBUTION- SEWER FUND 	14,385 	14,385 	14,385 	14,385
57204 - LIABILITY/PROPERTY CONTRIBUTION- GENERAL FUND 	909,150 	909,150 	909,150 	915,800
57205 - LIABILITY/PROPERTY CONTRIBUTION- PARKING FUND 	127,731 	127,731 	127,731 	127,731
57206 - LIABILITY/PROPERTY CONTRIBUTION- WATER FUND 	187,209 	187,209 	187,209 	187,209
57207 - LIABILITY/PROPERTY CONTRIBUTION- SEWER FUND 	107,887 	107,887 	107,887 	107,887
57208 - LIABILITY/PROPERTY CONTRIBUTION- E911 	6,972 	6,972 	6,972 	6,972
57209 - LIABILITY/PROPERTY CONTRIBUTION- CDBG 	6,972 	6,972 	6,972 	6,972
57210 - LIABILITY/PROPERTY CONTRIBUTION- E.D. 	6,972 	6,972 	6,872 	6,872
57211 - WORKERS COMP CONTRIBUTION- GENERAL FUND 	1,244,862 	1,244,860 	1,244,860 	1,244,860
57212 - WORKERS COMP CONTRIBUTION- PARKING FUND 	174,886 	174,886 	174,886 	174,886
57213 - WORKERS COMP CONTRIBUTION- WATER FUND 	256,322 	256,322 	256,322 	256,322
57214 - WORKERS COMP CONTRIBUTION- SEWER FUND 	147,716 	147,716 	147,716 	147,716
57215 - WORKERS COMP CONTRIBUTION- E911 	9,546 	9,546 	9,546 	9,546
57216 - WORKERS COMP CONTRIBUTION- CDBG 	9,546 	9,546 	9,546 	9,546
57217 - WORKERS COMP CONTRIBUTION- E.D. 	9,546 	9,546 	9,546 	9,546
57226 - SUBROGATION PROCEEDS 	111,311 	100,000 	100,000 	101,171
57252 - WORKERS COMP CONTRIBUTION- LIBRARY FUND 	- 	40,000 	40,000 	40,000
7801 EMPLOYEE BENEFITS 	13,866,575	$ 	14,231,350	$ 	14,381,350	$ 	15,310,567	$
56125 - LEGAL SETTLEMENTS 	180,000 	- 	- 	-
57035 - FROM HOME FUND 	- 	- 	- 	4,167
57195 - GENERAL ADMIN CONTRIBUTION- NSP2 FUND 	- 	5,058 	5,058 	3,985
57196 - GENERAL ADMIN CONTRIBUTION- SOLID WASTE FUND 	126,389 	129,690 	129,690 	149,325
57218 - HEALTH INSURANCE CHARGEBACKS- GENERAL FUND 	8,733,166 	8,533,334 	8,533,334 	9,495,345
57219 - HEALTH INSURANCE CHARGEBACKS- E911 FUND 	76,210 	77,498 	77,498 	85,069
57220 - HEALTH INSURANCE CHARGEBACKS- CDBG 	40,860 	67,147 	67,147 	72,472
57221 - HEALTH INSURANCE CHARGEBACKS- E.D. FUND 	76,165 	87,423 	87,423 	64,899
57222 - HEALTH INSURANCE CHARGEBACKS- PARKING FUND 	169,672 	188,252 	188,252 	204,454
57223 - HEALTH INSURANCE CHARGEBACKS- WATER FUND 	674,154 	658,041 	658,041 	705,572
57224 - HEALTH INSURANCE CHARGEBACKS- SEWER FUND 	133,241 	141,924 	141,924 	162,965
57225 - HEALTH INSURANCE CHARGEBACKS- FLEET FUND 	185,634 	184,136 	184,136 	239,630
57228 - HEALTH INSURANCE CHARGEBACKS- GA FUND 	- 	21,229 	21,229 	30,968
57230 - RETIREE HEALTH INSURANCE CONTRIBUTIONS 	1,518,670 	1,920,000 	1,920,000 	1,800,000
57231 - IPBC DISTRIBUTIONS 	300,000 	- 	150,000 	-
57232 - HEALTH INSURANCE CHARGEBACKS -- AFFORDABLE HOUSING FUND 	- 	- 	- 	8,800
57235 - EMPLOYEE HEALTH INSURANCE CONTRIBUTIONS 	1,129,660 	1,705,483 	1,705,483 	1,705,483
57236 - SWANNC-HEALTH INS PREMIUMS 	74,215 	77,000 	77,000 	77,000
57262 - HEALTH INSURANCE CHARGEBACKS- LIBRARY FUND 	448,539 	435,135 	435,135 	500,433
Total Revenues 	17,669,810	$ 	17,758,038	$ 	17,913,438	$ 	18,850,796	$
195

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2017 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
Operating Expenses
7800 RISK MANAGEMENT 	3,175,904	$ 	3,516,775	$ 	4,027,925	$ 	4,641,318	$
61010 - REGULAR PAY 	310,374 	280,127 	273,000 	379,549
61415 - TERMINATION PAYOUTS 	5,013 	- 	- 	-
61420 - ANNUAL SICK LEAVE PAYOUT 	- 	- 	2,800 	-
61510 - HEALTH INSURANCE 	36,120 	39,351 	37,000 	52,526
61610 - DENTAL INSURANCE 	122 	- 	- 	-
61615 - LIFE INSURANCE 	1,074 	13 	13 	13
61625 - AUTO ALLOWANCE 	2,134 	1,200 	3,750 	3,690
61626 - CELL PHONE ALLOWANCE 	300 	- 	600 	600
61630 - SHOE ALLOWANCE 	155 	155 	- 	-
61710 - IMRF 	32,017 	29,745 	30,000 	31,254
61725 - SOCIAL SECURITY 	16,000 	17,565 	17,000 	21,543
61730 - MEDICARE 	4,139 	4,109 	4,000 	5,463
62110 - AUDITING 	10,726 	- 	- 	-
62130 - LEGAL SERVICES-GENERAL 	961,737 	350,000 	1,200,000 	350,000
62225 - BLDG MAINTENANCE SERVICES 	24,729 	- 	- 	-
62260 - SETTLEMENT COSTS - LIABILITY 	62,801 	400,000 	455,000 	1,400,000
62266 - TPA SERVICE CHARGES 	111,963 	120,000 	150,000 	120,000
62295 - TRAINING & TRAVEL 	468 	4,000 	3,000 	4,000
62310 - CITY WIDE TRAINING 	7,688 	20,000 	5,000 	20,000
62605 - OTHER CHARGES 	- 	- 	7,500 	-
62615 - INSURANCE PREMIUM 	485,013 	490,000 	480,000 	490,000
62635 - OTHER INSURANCE 	(466,717) 	- 	- 	-
65010 - BOOKS, PUBLICATIONS, MAPS 	301 	415 	- 	415
65125 - OTHER COMMODITIES 	5,973 	833 	- 	833
66025 - TRANSFER TO DEBT SERVICE - ERI 	8,936 	9,262 	9,262 	9,632
66044 - WORKERS COMP INSURANCE PREMIUMS 	121,341 	130,000 	130,000 	130,000
66045 - WORKERS COMP LEGAL FEES 	34,995 	60,000 	60,000 	60,000
66046 - WORKERS COMP MEDICAL PAYMENTS 	692,379 	670,000 	670,000 	670,000
66047 - WORKERS COMP SETTLEMENT PAYMENTS 	588,266 	800,000 	400,000 	800,000
66049 - WORKERS COMP TTD PYMTS (NON SWORN) 	117,856 	90,000 	90,000 	90,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE 	- 	- 	- 	1,800
7801 EMPLOYEE BENEFITS 	13,065,094	$ 	13,675,858	$ 	13,447,500	$ 	14,434,293	$
61010 - REGULAR PAY 	75,543 	73,265 	71,000 	78,519
61110 - OVERTIME PAY 	175 	- 	- 	-
61430 - VACATION PAYOUTS (PREVIOUSLY OTHER PAYOUTS) 	- 	- 	- 	-
61615 - LIFE INSURANCE 	- 	- 	- 	-
61620 - UNIVERSAL LIFE 	- 	- 	105,000 	-
61625 - AUTO ALLOWANCE 	- 	- 	- 	-
61710 - IMRF 	7,739 	7,730 	7,500 	7,944
61730 - MEDICARE 	1,004 	1,063 	1,000 	1,112
62001 - SHORT TERM BUDGETING SALARY COSTS 	- 	- 	- 	-
66040 - GENERAL ADMINISTRATION & SUPPORT 	34,328 	- 	15,500 	-
66050 - HEALTH INSURANCE PREMIUMS-PPO 	9,228,768 	9,600,000 	9,900,000 	10,600,000
66051 - HEALTH INSURANCE PREMIUMS-HMO 	3,667,739 	3,850,000 	3,300,000 	3,600,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE 	-	$ 	91,800	$ 	-	$ 	91,800	$
62001 - SHORT TERM BUDGETING SALARY COSTS 	- 	- 	- 	-
65125 - OTHER COMMODITIES 	-	$ 	-	$ 	-	$ 	-	$
62001 - SHORT TERM BUDGETING SALARY COSTS 	- 	- 	- 	-
62120 - LEGAL SERVICES - DISBURSMENT 	- 	- 	- 	-
62360 - MEMBERSHIP DUES 	-	$ 	-	$ 	-	$ 	-	$
62265 - HEALTHCARE COSTS - WC 	- 	- 	- 	-
Total Expenses 	16,092,521	$ 	17,192,633	$ 	17,475,425	$ 	19,075,612	$
Net Surplus (Deficit) 	1,577,289	$ 	565,405	$ 	438,013	$ 	(224,816)	$
Beginning Fund Balance 	(1,941,786)	$ 	(364,496)	$ 	73,517	$
Adjustment to GAAP Basis of Accounting
Ending Fund Balance 	(364,496)	$ 	73,517	$ 	(151,299)	$
196

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2017 ADOPTED BUDGET - OTHER FUNDS
#605 – Insurance
Total Full-Time Equivalent Positions
Division
2016 Position
Total FTE
Risk Management 4.50
Employee Benefits 1.00
Insurance Fund Total 5.50
197

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605 INSURANCE FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 460,086	$ 419,515	$ 519,913	$ 534,441	$
61010 - REGULAR PAY 385,918 353,392 344,000 458,068
61110 - OVERTIME PAY 175 - - -
61415 - TERMINATION PAYOUTS 5,013 - - -
61420 - ANNUAL SICK LEAVE PAYOUT - - 2,800 -
61610 - DENTAL INSURANCE 122 - - -
61615 - LIFE INSURANCE 1,074 13 13 13
61620 - UNIVERSAL LIFE - - 105,000 -
61625 - AUTO ALLOWANCE 2,134 1,200 3,750 3,690
61626 - CELL PHONE ALLOWANCE 300 - 600 600
61630 - SHOE ALLOWANCE 155 155 - -
61710 - IMRF 39,756 37,475 37,500 39,198
61725 - SOCIAL SECURITY 20,295 22,108 21,250 26,297
61730 - MEDICARE 5,143 5,172 5,000 6,575
Services and Supplies 1,305,086	$ 1,385,248	$ 2,293,000	$ 2,385,248	$
62110 - AUDITING 10,726 - - -
62130 - LEGAL SERVICES-GENERAL 1,039,587 350,000 1,200,000 350,000
62225 - BLDG MAINTENANCE SERVICES 24,729 - - -
62260 - SETTLEMENT COSTS - LIABILITY 85,355 400,000 455,000 1,400,000
62266 - TPA SERVICE CHARGES 111,963 120,000 150,000 120,000
62295 - TRAINING & TRAVEL 468 4,000 3,000 4,000
62310 - CITY WIDE TRAINING 7,688 20,000 5,000 20,000
62615 - INSURANCE PREMIUM 485,013 490,000 480,000 490,000
62635 - OTHER INSURANCE (466,717) - - -
65010 - BOOKS, PUBLICATIONS, MAPS 301 415 - 415
65125 - OTHER COMMODITIES 5,973 833 - 833
Miscellaneous -	$ -	$ 7,500	$ -	$
62605 - OTHER CHARGES - - 7,500 -
Insurance and Other Chargebacks 14,318,413	$ 15,378,608	$ 14,645,750	$ 16,146,290	$
61510 - HEALTH INSURANCE 56,383 59,808 57,250 75,690
62640 - WORKMEN'S COMP INSURANCE (248,881) - - -
66040 - GENERAL ADMINISTRATION & SUPPORT 34,328 - 15,500 -
66044 - WORKERS COMP INSURANCE PREMIUMS 121,341 130,000 130,000 130,000
66045 - WORKERS COMP LEGAL FEES 34,995 60,000 60,000 60,000
66046 - WORKERS COMP MEDICAL PAYMENTS 692,379 670,000 670,000 670,000
66047 - WORKERS COMP SETTLEMENT PAYMENTS 588,266 800,000 400,000 800,000
66049 - WORKERS COMP TTD PYMTS (NON SWORN) 117,856 90,000 90,000 90,000
66050 - HEALTH INSURANCE PREMIUMS-PPO 9,228,768 9,600,000 9,900,000 10,600,000
66051 - HEALTH INSURANCE PREMIUMS-HMO 3,667,739 3,850,000 3,300,000 3,600,000
66054 - MEDICARE SUPPLEMENT- SENIOR'S CHOICE 25,238 27,000 23,000 27,000
66059 - HEALTH INSURANCE OPT OUT EXPENSE - 91,800 - 93,600
Interfund Transfers 8,936	$ 9,262	$ 9,262	$ 9,632	$
66025 - TRANSFER TO DEBT SERVICE - ERI 8,936 9,262 9,262 9,633
Grand Total $ 16,092,521 $ 17,192,633 $ 17,475,425 $ 19,075,612
198

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2017 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 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	- 	7,070,865 	7,120,865 	7,868,709
Other Taxes 	280,000 	280,000 	280,000 	280,000
Other Revenue 	6,273,004 	1,010,000 	1,010,000 	1,050,000
Interest Income 	1,206,228 	4,100,000 	4,100,000 	4,100,000
Total Revenue 	7,759,232	$ 	12,460,865	$ 	12,553,865	$ 	13,341,709	$
Operating Expenses
Salary and Benefits 	8,302,220 	8,163,000 	8,423,000 	8,705,000
Total Expenses 	8,302,220	$ 	8,163,000	$ 	8,423,000	$ 	8,705,000	$
Net Surplus (Deficit) 	(542,988)	$ 	4,297,865	$ 	4,130,865	$ 	4,636,709	$
Beginning Net Assets held in Trust 	67,284,076	$ 	66,741,088	$ 	70,871,953	$
Property Tax Adoustment for GAAP Basis
Ending Net Assets held in Trust 	66,741,088	$ 	70,871,953	$ 	75,508,662	$
199

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700 FIRE PENSION FUND
FY 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 8,302,220	$ 8,163,000	$ 8,423,000	$ 8,705,000	$
61755 - PENSION-ADMIN. EXPENSE 234,254 150,000 150,000 150,000
61770 - RETIRED EMPLOYEES PENSION 5,538,112 5,450,000 5,800,000 6,000,000
61775 - WIDOWS' PENSIONS 1,101,260 1,120,000 1,061,000 1,100,000
61785 - DISABILITY PENSIONS 1,277,776 1,350,000 1,310,000 1,350,000
61790 - SEPARATION REFUNDS 41,716 - - -
61795 - QILDRO'S 109,101 93,000 102,000 105,000
Grand Total $ 8,302,220 $ 8,163,000 $ 8,423,000 $ 8,705,000
200

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2017 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 2015 Actual
Amount
FY 2016 Amended
Budget
FY 2016 Year End
Estimated
FY 2017 Adopted
Budget
Property Taxes 	57,836 	9,055,940 	9,119,693 	9,912,200
Other Taxes 	325,000 	325,000 	325,000 	325,000
Other Revenue 	7,676,438 	1,550,000 	1,600,000 	1,650,000
Interest Income 	2,902,399 	6,500,000 	6,500,000 	6,500,000
Total Revenue 	10,961,673	$ 	17,430,940	$ 	17,601,693	$ 	18,444,200	$
Operating Expenses
Salary and Benefits 	10,768,296 	11,047,000 	11,208,000 	11,817,000
Debt Service 	- 	- 	- 	-
Total Expenses 	10,768,296	$ 	11,047,000	$ 	11,208,000	$ 	11,817,000	$
Net Surplus (Deficit) 	193,377	$ 	6,383,940	$ 	6,393,693	$ 	6,627,200	$
Beginning Net Assets held in Trust 	98,365,460	$ 	98,558,837	$ 	104,952,530	$
Ending Net Assets held in Trust 	98,558,837	$ 	104,952,530	$ 	111,579,730	$
201

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705 POLICE PENSION FUND
FY 2014 Actual
Amount
FY 2015 Amended
Budget
FY 2015 Year End
Estimated
FY 2017 Adopted
Budget
Salary and Benefits 10,768,296	$ 11,047,000	$ 11,208,000	$ 11,817,000	$
61755 - PENSION-ADMIN. EXPENSE 343,342 250,000 250,000 250,000
61770 - RETIRED EMPLOYEES PENSION 8,732,441 8,810,000 9,240,000 9,520,000
61775 - WIDOWS' PENSIONS 990,417 1,000,000 1,030,000 1,060,000
61785 - DISABILITY PENSIONS 658,020 690,000 666,000 690,000
61790 - SEPARATION REFUNDS 21,708 275,000 - 275,000
61795 - QILDRO'S 22,369 22,000 22,000 22,000
Grand Total $ 10,768,296 $ 11,047,000 $ 11,208,000 $ 11,817,000
202

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PART V
POSITION INFORMATION
203

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
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 2.00 2.00 0.00
CITY CLERK TOTAL 2.00 2.00 0.00
LEGISLATIVE 3.00 3.00 0.00
1505 CITY MANAGER
City Manager 1.00 1.00 0.00
Executive Assistant 1.00 1.00 0.00
Administrative Assistant 1.00 1.00 0.00
Equity and Empowerment Coordinator 0.00 1.00 1.00 Added during the 2017 Budget Process
Local Government Management Fellow 0.50 0.50 0.00
CITY MANAGER TOTAL 3.50 4.50 1.00
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
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 Manager 1.00 1.00 0.00
SUSTAINABILITY TOTAL 1.00 1.00 0.00
1555 FINANCIAL ADMINISTRATION
Administrative Secretary 1.00 1.00 0.00
Senior Management Analyst 1.00 1.00 0.00
Finance / Budget Manager 1.00 1.00 0.00
Assistant City Manager/Chief Financial Officer 1.00 1.00 0.00
FINANCIAL ADMINISTRATION TOTAL 4.00 4.00 0.00
1560 REVENUE
Revenue Manager 0.00 0.50 0.50 Reclassified from Parking/Revenue Manager; .5 in Parking Fund
Revenue Collections Coordinator 0.00 1.00 1.00 Reclassified from Customer Service Representative
Customer Service Representative 3.00 2.00 -1.00 Reclassified one position to Revenue Collections Coordinator
Admin. Adjudication Manager 0.00 1.00 1.00 Function moved from Law Department
Admin. Adjudication Aide 2.00 1.00 -1.00 Function moved from Law; one position eliminated due to combination
REVENUE TOTAL 3.00 5.50 2.50
1570 ACCOUNTING
Accounting Manager 1.00 1.00 0.00
Accountant 1.00 2.00 1.00 Reclassified from Senior Accountant
Accounts Payable Coordinator 1.00 1.00 0.00
Senior Accountant 3.00 2.00 -1.00 Reclassified to Accountant
Payroll Pension Administrator 0.50 0.50 0.00
ACCOUNTING TOTAL 6.50 6.50 0.00
1571 TAX ASSESSMENT REVIEW
Tax Assessment Reviewer 1.00 1.00 0.00
TAX ASSESSMENT REVIEW TOTAL 1.00 1.00 0.00
1575 PURCHASING
MWEBE/LEP and Workforce Development Coordinator 0.50 0.50 0.00 0.5 FTE in Youth & Young Adult in Parks Department
Purchasing Manager 1.00 1.00 0.00
Purchasing Specialist 2.00 2.00 0.00
PURCHASING TOTAL 3.50 3.50 0.00
1580 COMMUNITY ARTS
Cultural Arts Coordinator 1.00 1.00 0.00
COMMUNITY ARTS TOTAL 1.00 1.00 0.00
CITY ADMINISTRATION 28.50 32.00 3.50
1705 LEGAL ADMINISTRATION
Admin. Adjudication Manager 1.00 0.00 -1.00 Function moved to Finance
Admin. Adjudication Aide 2.00 0.00 -2.00 Function moved to Finance
Paralegal/Office Coordinator 1.00 1.00 0.00
Deputy City Attorney 1.00 1.00 0.00
Corporation Counsel/City Attorney 1.00 0.50 -0.50 .5 FTE funded in Insurance Fund
Assistant City Attorney I 1.00 0.00 -1.00 Reclassified to Assistant City Attorney II
Assistant City Attorney II 1.00 2.00 1.00 Reclassified from Assistant Attorney I
LEGAL ADMINISTRATION TOTAL 8.00 4.50 -3.50
LAW DEPARTMENT 8.00 4.50 -3.50
204

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
1905 ADMINISTRATIVE SERVICES ADMINISTRATION
Administrative Services Director, Deputy City Manager 1.00 1.00 0.00
Digital Services Specialist/Web Developer 1.00 0.00 -1.00 Position moved to 1932
Administrative Assistant 1.00 1.00 0.00
Digital Services Manager 1.00 0.00 -1.00 Position moved to 1932
Management Analyst 1.00 1.00 0.00
ADMINISTRATIVE SERVICES ADMIN TOTAL 5.00 3.00 -2.00
1915 PAYROLL
Payroll Manager 1.00 1.00 0.00
Payroll/Pension Specialist 1.00 1.00 0.00
Payroll/Pension Administrator 0.50 0.50 0.00
PAYROLL TOTAL 2.50 2.50 0.00
1929 HUMAN RESOURCES
Human Resources Assistant 2.00 2.00 0.00
Human Resources Specialist 2.00 2.00 0.00
HR Specialist/Training 1.00 1.00 0.00
Human Resources Division Manager 1.00 1.00 0.00
Payroll Pension Administrator 0.50 0.00 -0.50
HUMAN RESOURCES TOTAL 6.50 6.00 -0.50
1932 INFORMATION TECHNOLOGY
Network Supervisor 1.00 1.00 0.00
GIS Analyst 1.00 1.00 0.00
Network Engineer 2.00 1.00 -1.00 Reclassified to System Administrator
Digital Services Specialist 0.00 1.00 1.00 Position moved from 1905
Application & Business Analyst 0.00 1.00 1.00 Reclassified from Digital Services Manager (1905)
Public Safety Coordinator 0.00 1.00 1.00 Reclassified from Application Analyst
Network Administrator 1.00 1.00 0.00
Programmer Analyst 1.00 1.00 0.00
Technical Support Specialist I 2.00 2.00 0.00
IT Division Manager 1.00 1.00 0.00
Applications Analyst 1.00 0.00 -1.00 Reclassified to Public Safety Coordinator
Technical Services Supervisor 0.00 1.00 1.00 Title change from Tech Support Supervisor
Tech Support Supervisor 1.00 0.00 -1.00 Title change to Technical Services Supervisor
System Administrator 0.00 1.00 1.00 Reclassified from Network Engineer
INFORMATION TECHNOLOGY TOTAL 11.00 13.00 2.00
1941 PARKING ENFORCEMENT AND TICKETS
Parking Enforcement Officer 10.00 10.00 0.00
Parking Operations Clerk 1.00 0.00 -1.00 Reclass to Parking Operations Coordinator
Parking Enforcement Supervisor 1.00 1.00 0.00
Parking Operations Coordinator 0.00 1.00 1.00 Reclassified from Parking Operations Clerk
PARKING ENFORCEMENT AND TICKETS TOTAL 12.00 12.00 0.00
1950 FACILITIES
Operations/Maintenance Supervisor/Building 1.00 0.00 -1.00 Reclassified to Facilities Maintenance Supervisor
Facilities Maintenance Supervisor 0.00 2.00 2.00
Maintenance & Operations Manager, Building/Special Facilities 1.00 0.00 -1.00 Reclassified to Facilities Management Division Manager
Facilities Management Division Manager 0.00 1.00 1.00
Facility Maintenance Technician 1.00 0.00 -1.00 Reclassified to Facilities Maintenance Worker I
Facility Services Worker 1.00 0.00 -1.00 Reclassified to Facilities Maintenance Worker I
Custodian I 1.00 0.00 -1.00 Reclassified to Facilities Maintenance Worker I
Facilities Maintenance Worker I 0.00 4.20 4.20 Reclassified from Maintenance Tech, Service Worker, FMW II
Facilities Maintenance Worker II 1.00 0.00 -1.00 Reclassified to Facilities Maintenance Worker I
Facilities Maint. Worker III 12.00 12.00 0.00
PT Facility Services Worker 0.20 0.00 -0.20 Reclassified to Facilities Maintenance Worker I
Master Tradesman 2.00 2.00 0.00
FACILITIES TOTAL 20.20 21.20 1.00
ADMINISTRATIVE SERVICES DEPARTMENT 57.20 57.70 0.50
2101 COMMUNITY DEVELOPMENT ADMINISTRATION
Director, Community Development 0.75 0.75 0.00
Management Analyst 1.00 1.00 0.00
Social Services Grants & Compliance Specialist 0.50 0.50 0.00
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 1.00 0.00
Neighborhood & Land Use Planner 1.00 1.00 0.00
Zoning Officer 1.00 0.00 -1.00 Reclassified to Development Planner
Development Planner 0.00 1.00 1.00 Recclassified from Zoning Officer
Zoning Planner 1.00 1.00 0.00
2105 PLANNING AND ZONING TOTAL 5.00 5.00 0.00
2126 BUILDING INSPECTION SERVICES
Electrical Inspector II 1.00 1.00 0.00
Plumbing/Mechanical Inspector 2.00 2.00 0.00
205

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
Sign Inspector/Graffiti Tech 1.00 1.00 0.00
Struct Inspec/Plan Reviewer 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 0.00 0.40 0.40 0.6 in Housing Rehab; formerly Customer Service Representative
Customer Service Representative 3.40 2.00 -1.40 0.4 moved to Customer Service Coordinator
Civil Engineer III 1.00 1.00 0.00
Civil Engineer II/ROW Permits 1.00 1.00 0.00
Electrical Inspector/Plan Reviewer 1.00 1.00 0.00
Build/Insp Serv. Division Manager 0.85 0.85 0.00 Other 0.15 in Housing Rehab
2126 BUILDING INSPECTION SERVICES TOTAL 14.25 13.25 -1.00
COMMUNITY DEVELOPMENT DEPARTMENT 21.50 20.50 -1.00
2205 POLICE ADMINISTRATION
Administrative Secretary 1.00 1.00 0.00
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 83.00 76.00 -7.00
Police Sergeant 11.00 11.00 0.00
Deputy Chief 1.00 1.00 0.00
PATROL OPERATIONS TOTAL 98.00 91.00 -7.00
2215 CRIMINAL INVESTIGATION
Police Commander 1.00 1.00 0.00
Police Officer 12.00 14.00 2.00
Police Sergeant 2.00 2.00 0.00
Deputy Chief 1.00 1.00 0.00
CRIMINAL INVESTIGATION TOTAL 16.00 18.00 2.00
2225 SOCIAL SERVICES BUREAU
Victim Advocate 3.00 3.00 0.00
Social Services Manager 1.00 1.00 1.00
Youth Advocate 1.00 1.30 0.30 One position reclassified from 0.5 to 0.8 FTE
SOCIAL SERVICES BUREAU TOTAL 5.00 5.30 0.30
2230 JUVENILE BUREAU
Police Commander 1.00 1.00 0.00
Police Officer 7.00 8.00 1.00
Police Sergeant 1.00 1.00 0.00
JUVENILE BUREAU TOTAL 9.00 10.00 1.00
2235 SCHOOL LIAISON
Police Officer 5.00 4.00 -1.00
SCHOOL LIAISON TOTAL 5.00 4.00 -1.00
2240 POLICE RECORDS
Manager, Police Records Bureau 1.00 1.00 0.00
Records Input Operator 4.00 4.00 0.00
Review Officer 2.00 2.00 0.00
POLICE RECORDS TOTAL 7.00 7.00 0.00
2245 COMMUNICATIONS
Telecommunicator 14.00 14.00 0.00
COMMUNICATIONS TOTAL 14.00 14.00 0.00
2250 SERVICE DESK
Court Liaison 1.00 1.00 0.00
Custodian I 0.00 0.00 0.00
Management Analyst 1.00 0.00 -1.00
Property Officer 0.00 0.00 0.00
Service Desk Officer II 12.00 12.00 0.00
Deputy Chief 1.00 0.00 -1.00
311/Service Desk Supervisor 1.00 1.00 0.00
311/Service Desk Assistant Supervisor 1.00 1.00 0.00
SERVICE DESK TOTAL 17.00 15.00 -2.00
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 1.00 0.00
Police Commander 1.00 1.00 0.00
Police Sergeant 1.00 1.00 0.00
OFFICE OF PROFESSIONAL STANDARDS TOTAL 3.00 3.00 0.00
2260 OFFICE OF ADMINISTRATION
Deputy Chief 0.00 1.00 1.00
Management Analyst 0.00 1.00 1.00
206

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
Finance and Budget Manager 1.00 1.00 0.00
Training Coordinator 1.00 1.00 0.00
OFFICE OF ADMINISTRATION TOTAL 2.00 4.00 2.00
2265 NEIGHBORHOOD ENFORCEMENT TEAM
Police Commander 1.00 1.00 0.00
Police Officer 12.00 13.00 1.00
Police Sergeant 2.00 2.00 0.00
NEIGHBORHOOD ENFORCEMENT TEAM TOTAL 15.00 16.00 1.00
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
Chief Animal Warden 0.00 0.00 0.00
PT Animal Warden 0.00 0.00 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 8.00 12.00 4.00
PROBLEM SOLVING TEAM TOTAL 10.00 14.00 4.00
2290 PROPERTY BUREAU
Management Analyst 1.00 1.00 1.00
Property Officer 1.00 1.00 1.00
PROPERTY BUREAU TOTAL 2.00 2.00 2.00
2295 BUILDING MANAGEMENT
Custodian I 1.00 1.00 1.00
BUILDING MANAGEMENT TOTAL 1.00 1.00 1.00
POLICE DEPARTMENT 225.50 225.80 0.30
2305 FIRE MANAGEMENT & SUPPORT
Clerk II 1.00 0.00 -1.00 Reclassified to Administrative Secretary
Administrative Secretary 0.00 1.00 1.00 Reclassified from Clerk II
Fire Chief 1.00 1.00 0.00
Management Analyst 1.00 1.00 0.00
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 1.00 -1.00 Reclassified of 1 Division Chief to Deputy Chief
Deputy Chief, Fire 0.00 1.00 1.00 Reclassified from Division Chief
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
2407 HEALTH SERVICES ADMINISTRATION
Director, Health & Human Services 1.00 1.00 0.00
Exec Secretary (to Dept. Head) 1.00 1.00 0.00
HEALTH SERVICES ADMINISTRATION TOTAL 2.00 2.00 0.00
2435 FOOD AND ENVIRONMENTAL HEALTH
Environmental Health Practitioner 3.00 2.00 -1.00 Reclassified to Environmental Health Practicioner
Senior Environmental Health Practicioner 0.00 1.00 1.00 Reclassified from Environmental Health Practicioner
Property Maint Inspector I 4.00 3.00 -1.00 Reclassified to Senior Property Maintenance Inspector
Senior Property Maintenance Inspector 0.00 1.00 1.00 Reclassified from Property Maintenance Inspector 1
Secretary II 1.00 1.00 0.00
Communicable Dis Surv Specialist 1.00 1.00 0.00
Medical Director 0.10 0.10 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 1.00 0.00
Public Health Manager 0.00 1.00 1.00 Reclassified from Health Field Staff Supervisor
207

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
Health Field Staff Supervisor 1.00 0.00 -1.00 Reclassified to Public Health Manager
FOOD AND ENVIRONMENTAL HEALTH TOTAL 14.10 14.10 0.00
2440 VITAL RECORDS
Clerk III 1.00 1.00 0.00
VITAL RECORDS TOTAL 1.00 1.00 0.00
2455 COMMUNITY HEALTH PROGRAM ADMINISTRATION
Management Analyst 1.00 0.00 -1.00 Reclassified to Human Services Manager
Human Services Manager 0.00 1.00 1.00 Reclassified from Management Analyst
General Assistance Specialist 1.00 1.00 0.00
Medical Billing Clerk 1.00 1.00 0.00
Public Health Educator 1.00 1.00 0.00
COMMUNITY HEALTH PROGRAM ADMINISTR. TOTAL 4.00 4.00 0.00
HEALTH AND HUMAN SERVICES DEPARTMENT 21.10 21.10 0.00
4105 PUBLIC WORKS AGENCY ADMIN
Public Works Agency Director 0.50 0.50 0.00
Part-Time Clerk 0.75 0.75 0.00
Special Projects Assistant 3.00 3.00 0.00
Project Management Supervisor 0.00 1.00 1.00 Reclassified from Ops and Maintenance Manager
Ops and Maint Mgr: Streets/San 1.00 0.00 -1.00 Reclassified to Project Management Supervisor
PUBLIC WORKS AGENCY ADMIN TOTAL 5.25 5.25 0.00
4300 ENVIRONMENTAL SERVICES
Environmental Services Bureau Chief 1.00 1.00 0.00
ENVIRONMENTAL SERVICES TOTAL 1.00 1.00 1.00
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Equipment Operator I 1.00 1.00 0.00
Equipment Operator II 1.00 2.00 1.00 Reclassified from EO III
Equipment Operator III 1.00 0.00 -1.00 Reclassified to EO II
Public Works Maint Wrkr II 3.00 3.00 0.00
PW Crew Leader 1.00 1.00 0.00
RECYCLING AND ENVIRONMENTAL MAINTAINENCE TOTAL 7.00 7.00 0.00
4320 FORESTRY
Arborist 1.00 1.00 0.00
Equipment Operator II 1.00 0.00 -1.00 Reclassified to P/F Worker III
Parks/Forestry Crew Leader 3.00 3.00 0.00
Parks/Forestry Worker III 13.00 14.00 1.00 Reclassified from EO II
FORESTRY TOTAL 18.00 18.00 0.00
4330 GREENWAYS
Equipment Operator II 3.00 2.00 -1.00 Reclassified to Greenway Crew Leader
General Tradesman 1.00 1.00 0.00
Greenway Supervisor 1.00 1.00 0.00
Greenway Crew Leader 0.00 1.00 Reclassified from EO II
Parks/Forestry Crew Leader 3.00 3.00 0.00
Parks/Forestry Worker II 4.00 2.00 -2.00 Reclassified to PWM II
Public Works Maintenance Worker II 0.00 3.00 3.00 Reclassified from P/F Worker II and P/F Worker III
Parks/Forestry Worker III 5.00 4.00 -1.00 Reclassified to PWM II
GREENWAYS TOTAL 17.00 17.00 0.00
4400 CAPITAL PLANNING & ENGINEERING
Bureau Chief 0.50 0.50 0.50
CAPITAL PLANNING & ENGINEERING TOTAL 0.50 0.50 0.50
4410 STREETS AND RIGHT OF WAY
Civil Engineer III 1.00 1.00 0.00
Civil Engineer II 1.00 1.00 0.00
Construction Inspector 1.00 1.00 0.00
Engineering Associate II 1.00 1.00 0.00
Sr Prjct Mgr: Construct/Design 2.00 2.00 0.00
STREETS AND RIGHT OF WAY TOTAL 6.00 6.00 0.00
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
TRANSPORTATION TOTAL 1.50 1.50 0.00
4430 PARKS AND FACILITIES
ADA/CIP Project Manager 1.00 1.00 0.00
Sr Project Mgr: Facilities/Parks 1.00 1.00 0.00
PARKS AND FACILITIES TOTAL 2.00 2.00 0.00
4500 INFRASTRUCTURE MAINTENANCE
Infrastructure Maintenance Bureau Chief 1.00 0.00 -1.00 Position moved to 4510
INFRASTRUCTURE MAINTENANCE TOTAL 1.00 0.00 -1.00
4510 STREET MAINTENANCE
Infrastructure Maintenance Bureau Chief 0.00 1.00 1.00 Position moved from 4500
Equipment Operator II 11.00 11.00 0.00
208

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
Equipment Operator III 2.00 2.00 0.00
Public Works Maint Wrkr II 1.00 1.00 0.00
PW Crew Leader 2.00 2.00 0.00
Supervisor: Streets 1.00 1.00 0.00
4510 STREET MAINTENANCE TOTAL 17.00 18.00 1.00
4520 TRAFFIC SIGNS AND STREET LIGHT MAINTENANCE
HVAC/Elect. Supervisor 1.00 0.00 -1.00 Reclassified to Traffic Operations Supervisor
Traffic Operations Supervisor 0.00 1.00 1.00 Reclassified from HVAC/Electric Supervisor
Public Works Maint Wrkr II 1.00 1.00 0.00
Public Works Maint Wrkr III 2.00 2.00 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 84.25 84.25 0.00
3005 RECREATION MANAGEMENT & GENERAL SUPPORT
Director, Recreation & Comm. Services 1.00 1.00 0.00
Special Projects Assistant 1.00 1.00 0.00
Exec Secretary (to Dept. Head) 1.00 1.00 0.00
3005 RECREATION MGMT & GENERAL SUPPORT 3.00 3.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT
Data Control Clerk 1.00 1.00 0.00
Recreation Support Specialist 1.00 1.00 0.00
Administrative Supervisor 1.00 1.00 0.00
3010 RECREATION BUSINESS & FISCAL MANAGEMENT 3.00 3.00 0.00
3020 RECREATION GENERAL SUPPORT
Asst. Director of Recr. & Comm. Services 2.00 2.00 0.00
Program Coordinator 0.40 0.40 0.00
3020 RECREATION GENERAL SUPPORT TOTAL 2.40 2.40 0.00
3030 CROWN COMMUNITY CENTER
Building Supervisor 1.00 1.00 0.00
Custodian II 1.00 1.00 0.00
Fac Maint. Worker/Cust II 1.00 1.00 0.00
Recreation Program Coordinator 1.00 1.00 0.00
PT After School Supervisor 0.50 0.50 0.00
PT Preschool Instructor 1.46 2.66 1.20 Reclassed from Recreation Program Coordinator (3035)
PT Custodian 1.60 1.60 0.00
Preschool Program Supervisor 1.00 1.00 0.00
3030 CROWN COMMUNITY CENTER TOTAL 8.56 9.76 1.20
3035 CHANDLER COMMUNITY CENTER
Clerk III 0.75 0.75 0.00
Recreation Manager 1.00 1.00 0.00
Recreation Program Coordinator 2.00 1.00 -1.00 Reclassified to PT Preschool Instructor (3030)
Program Supervisor 0.80 0.80 0.00
PT Custodian 1.53 1.53 0.00
Facilities Supervisor 0.40 0.40 0.00
3035 CHANDLER COMMUNITY CENTER TOTAL 6.48 5.48 -1.00
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 1.25 0.00
After School Supervisor 0.50 0.50 0.00
PT Custodian 0.50 0.50 0.00
3040 FLEETWOOD JOURDAIN COMM. CENTER TOTAL 6.95 6.95 0.00
3045 FLEETWOOD JOURDAIN THEATER
Recreation Program Coordinator 1.00 1.00 0.00
3045 FLEETWOOD JOURDAIN THEATER TOTAL 1.00 1.00 0.00
3050 RECREATION OUTREACH
Program Supervisor 0.50 0.50 0.00
3050 RECREATION OUTREACH 0.50 0.50 0.00
3055 LEVY CENTER SENIOR SERVICES
Custodian I 2.00 2.00 0.00
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 0.75 0.67 -0.08 Reclassed to PT Custodian
Facilities Supervisor 1.38 1.38 0.00
FT Bus Driver 0.00 1.00 1.00 Reclassed from FT Bus Driver
PT Bus Driver 1.00 0.00 -1.00 Reclassed to FT Bus Driver
PT Custodian 1.37 1.45 0.08 Reclassed from PT Office Assistant
209

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
Senior Citizen Ombudsman 1.00 1.00 0.00
Senior Citizen Ombudsman Assistant 1.00 1.00 0.00
LEVY CENTER SENIOR SERVICES TOTAL 12.50 12.50 0.00
3080 BEACHES
Recreation Program Coordinator 0.75 0.75 0.00
Recreation Services Manager 0.50 0.50 0.00
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
3100 SPORTS LEAGUES
Recreation Services Manager 0.05 0.05 0.00
Program Supervisor 0.50 0.50 0.00
SPORTS LEAGUES TOTAL 0.55 0.55 0.00
3130 SPECIAL RECREATION
Recreation Program Coordinator 1.60 1.60 0.00
Recreation Services Manager 0.25 0.25 0.00
Program Supervisor 0.46 0.46 0.00
SPECIAL RECREATION TOTAL 2.31 2.31 0.00
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
Recreation Services Manager 0.20 0.20 0.00
PT Park Ranger 1.00 1.00 0.00
PARK SERVICE UNIT TOTAL 1.45 1.45 0.00
3215 YOUTH ENGAGEMENT
Youth-Young Adult Ast. Prog. Mgr. 1.00 1.00 0.00
MWEBE/LEP and Workforce Development Coordinator 0.50 0.50 0.00
Youth-Young Adult Outreach Worker 2.90 2.90 0.00
Community Services Manager 1.00 1.00 0.00
Youth-Young Adult Outreach Development Worker 3.00 3.00 0.00
YOUTH ENGAGEMENT TOTAL 8.40 8.40 0.00
3225 GIBBS-MORRISON CULTURAL CENTER
Facilities Coordinator 0.50 1.00 0.50 Position increased to FTE during 2016
Facilities Supervisor 1.00 1.50 0.50 Position reclassified to 1.5 FTE during 2016
GIBBS-MORRISON CULTURAL CENTER TOTAL 1.50 2.50 1.00
3605 ECOLOGY CENTER
Clerk III 1.00 1.00 0.00
Recreation Program Coordinator 1.00 2.00 1.00
Garden Coordinator 0.20 0.20 0.00
Facilities Supervisor 0.32 0.32 0.00
PT Custodian 0.25 0.25 0.00
Program Supervisor 1.00 0.00 -1.00 Reclassified to Recreation Program Coordinator during 2016
ECOLOGY CENTER TOTAL 3.77 3.77 0.00
3710 NOYES CULTURAL ARTS CENTER
Facilities Maint. Worker II 0.00 0.00 0.00
Office Assistant 0.35 0.85 0.50 Position increased 0.5 FTE during 2016
Weekend/Evening Coordinator 1.00 1.00 0.00
PT Custodian 1.52 1.52 0.00
NOYES CULTURAL ARTS CENTER TOTAL 2.87 3.37 0.50
3720 CULTURAL ARTS PROGRAMS
Recreation Program Coordinator 1.00 1.00 0.00
Festival Coordinator 1.00 1.00 0.00
CULTURAL ARTS PROGRAMS TOTAL 2.00 2.00 0.00
PARKS, RECREATION, & COMM. SERV. DEPT. 77.13 78.83 1.70
General Fund 636.18 637.68 1.50
2499 GENERAL ASSISTANCE ADMINISTRATION
Customer Service Representative 1.00 1.00 0.00
Human Services Specialist 0.00 1.00 1.00 Reclassified from General Assistance Specialist
General Assistance Specialist 3.00 2.00 -1.00 Reclassified to Human Services Specialist
GENERAL ASSISTANCE ADMINISTRATION TOTAL 4.00 4.00 0.00
GENERAL ASSISTANCE FUND 4.00 4.00 0.00
210

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
4805 YOUTH SERVICES
Librarian I 3.50 3.50 0.00
Librarian III 1.00 1.00 0.00
Supervising Librarian 1.00 1.00 0.00
Library Assistant 6.60 6.60 0.00
YOUTH SERVICES TOTAL 12.10 12.10 0.00
4806 ADULT SERVICES
Librarian I 5.03 5.03 0.00
Supervising Librarian 1.00 1.00 0.00
Library Assistant 2.37 2.37 0.00
Technology Associate 2.80 2.80 0.00
Library Clerk 0.00 0.00 0.00
Administrative Librarian 1.00 1.00 0.00
Virtual Services Librarian 1.00 1.00 0.00
ADULT SERVICES TOTAL 13.20 13.20 0.00
4820 CIRCULATION
Circulation Manager 1.00 1.00 0.00
Assistant Circulation Manager 1.00 1.00 0.00
Clerk III 0.00 0.00 0.00
Library Aide II 3.28 3.28 0.00
Library Clerk 5.17 5.17 0.00
Shelver 4.43 4.43 0.00
CIRCULATION TOTAL 14.88 14.88 0.00
4825 NEIGHBORHOOD SERVICES
Librarian II 1.00 1.00 0.00
Librarian I 0.00 0.00 0.00
Branch Assistant 3.36 3.36 0.00
Library Clerk 1.57 1.57 0.00
NEIGHBORHOOD SERVICES TOTAL 5.93 5.93 0.00
4835 TECHNICAL SERVICES
Librarian I 0.67 0.67 0.00
Librarian III 1.00 1.00 0.00
Library Assistant 2.75 2.75 0.00
Collection Development Manager 1.00 1.00 0.00
Library Clerk 1.53 1.53 0.00
TECHNICAL SERVICES TOTAL 6.95 6.95 0.00
4840 MAINTENANCE
Custodian II 2.00 2.00 0.00
Custodian I 0.67 0.67 0.00
Security Monitor 2.67 2.67 0.00
Facilities Management Supervisor 1.00 1.00 0.00
MAINTENANCE TOTAL 6.34 6.34 0.00
4845 ADMINISTRATION
Bookkeeper 1.00 1.00 0.00
Clerk III 1.00 1.00 0.00
Director, Library 1.00 1.00 0.00
Assistant Library Director 1.00 1.00 0.00
Administrative Services Manager 0.00 0.00 0.00
Administrative Assistant 0.00 0.00 0.00
Development Associate 0.67 0.67 0.00
Development Manager 1.00 1.00 0.00
Community Engagement Coordinator 0.80 0.80 0.00
Community Engagement Librarian 1.00 1.00 0.00
ADMINISTRATION TOTAL 7.47 7.47 0.00
LIBRARY FUND 66.87 66.87 0.00
5005 NSP2
Housing and Grant Administrator 0.20 0.10 -0.10
Grants and Compliance Specialist 0.25 0.20 -0.05
NSP2 TOTAL 0.45 0.30 -0.15
NSP2 FUND 0.45 0.30 -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
Housing Rehabilitation Specialist 1.00 1.00 0.00
Customer Service Representative 0.60 0.60 0.00
Build/Insp. Serv. Division Manager 0.15 0.15 0.00
HOUSING REHABILITATION TOTAL 1.75 1.75 0.00
5220 CDBG ADMINISTRATION
Housing and Grant Administrator 0.80 0.70 -0.10
211

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
PT Financial Analyst 0.50 0.50 0.00
Grants and Compliance Specialist 1.00 0.80 1.00
Social Services Grants and Compliance Specialist 0.50 0.50 0.50
CDBG ADMINISTRATION TOTAL 2.80 2.50 -0.30
CDBG ADMINISTRATION FUND 4.55 4.25 -0.30
5300 ECONOMIC DEVELOPMENT
Director, Community Development 0.25 0.25 0.00
Senior Economic Development Coordinator 1.00 1.00 0.00
Economic Development Coordinator 1.00 0.00 -1.00 Reclassified to Economic Development Program Specialist
Economic Development Division Mgr. 1.00 1.00 0.00
Intergovernmental Affairs Coordinator 0.00 0.00 0.00
Transportation and Mobility Coordinator 1.00 1.00 0.00
ICMA Fellow 0.50 0.50 0.00
Economic Development Program Specialist 0.00 2.00 2.00 Reclassified from Economic Development Specialist
Economic Development Specialist 1.00 0.00 -1.00 Reclassified to Economic Development Program Specialist
ECONOMIC DEVELOPMENT FUND TOTAL 5.75 5.75 0.00
ECONOMIC DEVELOPMENT FUND 5.75 5.75 0.00
5430 HOME FUND
Housing Policy & Planning Analyst 0.50 0.50 0.00
HOME FUND 0.50 0.50 0.00
5465 AFFORDABLE HOUSING FUND
Housing Policy & Planning Analyst 0.50 0.50 0.00
Housing and Grant Administrator 0.00 0.20 0.20
AFFORDABLE HOUSING FUND 0.50 0.70 0.20
4420 TRANSPORTATION
Traffic Engineering Technician 0.50 0.50 0.50
TRANSPORTATION TOTAL 0.50 0.50 0.50
4510 STREET MAINTENANCE
Public Works Maint Wrkr II 1.00 1.00 0.00
STREET MAINTENANCE TOTAL 1.00 1.00 0.00
4310 RECYCLING AND ENVIRONMENTAL MAINTENANCE
Public Works Maint Wrkr II 1.00 1.00 0.00
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 2.00 0.00
GREENWAYS TOTAL 2.00 2.00 0.00
7005 PARKING SYSTEM MANAGEMENT
Finance Operations Coordinator 1.00 1.00 0.00
Revenue Manager 0.00 0.50 0.50 0.5 of FTE in CMO
Digital Services Manager 0.00 0.15 0.15
Parking Facilities Supervisor 1.00 1.00 0.00
Customer Service Representative 3.00 2.00 -1.00 Reclassified to Revenue Collections Coordinator
Revenue Collections Coordinator 0.00 1.00 1.00 Reclassified from CSR
Parking/Fleet Division Manager 0.00 0.50 0.50
Revenue/Parking Manager 1.00 0.00 -1.00 Reclassified to Parking/Fleet Division Manager and Revenue Manager
PARKING SYSTEM MANAGEMENT TOTAL 6.00 6.15 0.15
7015 PARKING LOTS & METERS
Parking Repair Worker 3.00 0.00 -3.00 Reclassified to Parking Maintenance Worker
Parking Maintenance Worker 0.00 3.00 3.00
PARKING LOTS & METERS TOTAL 3.00 3.00 0.00
7037 MAPLE AVENUE GARAGE
Facilities Maintenance Worker III 0.00 1.00 1.00
Public Works Maint Wrkr II 1.00 0.00 -1.00 Reclassified to Facilities Maintenance Worker III
MAPLE AVENUE GARAGE TOTAL 1.00 1.00 0.00
PARKING SYSTEM FUND 15.50 15.65 0.15
4105 PUBLIC WORKS AGENCY ADMIN
Director of Public Works Agency 0.50 0.50 0.00
Divison Chief, Distribution 0.50 0.00 -0.50 Reclassified to Project Management Supervisor
Project Management Supervisor 0.00 0.50 0.50
Exec Secretary 1.00 0.00 -1.00 Reclassified to Special Projects Assistant
Special Project Assistant 0.00 1.00 1.00 Reclassified from Executive Secretary
Plumbing Inspector 0.50 0.50 0.00
PUBLIC WORKS AGENCY ADMIN TOTAL 2.50 2.50 0.00
4200 WATER PRODUCTION
Management Analyst 1.00 0.00 -1.00 Reclassified to Civil Engineer
Civil Engineer 0.00 1.00 1.00
Water Production Bureau Chief 1.00 1.00 0.00
WATER PRODUCTION TOTAL 2.00 2.00 0.00
212

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
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
Water Maintenance Supervisor 1.00 0.00 -1.00 Reclassified to Project Management Supervisor
Project Management Supervisor 0.00 1.00 1.00 Reclassified from Water Maintenance Supervisor
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
Water Maintenance Supervisor 1.00 0.00 -1.00 Reclassified to Project Management Supervisor
Project Management Supervisor 0.00 1.00 1.00 Reclassified from Water Maintenance Supervisor
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
4400 CAPITAL PLANNING & ENGINEERING
Bureau Chief 0.50 0.50 0.00
CAPITAL PLANNING & ENGINEERING TOTAL 0.50 0.50 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
Utilities Project Manager 1.00 1.00 0.00
WATER AND SEWER CAPITAL TOTAL 3.00 3.00 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
Digital Services Manager 0.00 0.10 0.10
Water / Sewer Crew Leader 3.00 3.00 0.00
DISTRIBUTION MAINTENANCE TOTAL 9.00 9.10 0.10
WATER FUND 44.50 44.60 0.10
4105 PUBLIC WORKS AGENCY ADMIN
Division Chief, Distribution 0.50 0.00 -0.50 Reclassified to Project Management Supervisor
Project Management Supervisor 0.00 0.50 0.50 Reclassified from Division Chief, Distribution
Plumbing Inspector 0.50 0.50 0.00
PUBLIC WORKS AGENCY ADMIN TOTAL 1.00 1.00 0.00
4310 REFUSE COLLECTION & DISPOSAL
Environmental Project Coordinator 0.00 0.33 0.33
Sustainability Fellow 0.33 0.00 -0.33 Reclassified to Environmental Project Coordinator
REFUSE COLLECTION & DISPOSAL TOTAL 0.33 0.33 0.00
4440 WATER AND SEWER CAPITAL
GIS / Engineering Technician 1.00 1.00 0.00
WATER AND SEWER CAPITAL TOTAL 1.00 1.00 0.00
4530 SEWER MAINTENANCE
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
Water Worker III 1.00 1.00 0.00
Water/Sewer Crew Leader 4.00 4.00 0.00
SEWER MAINTENANCE TOTAL 9.00 9.00 0.00
SEWER MAINTENANCE FUND 11.33 11.33 0.00
4310 REFUSE COLLECTION & DISPOSAL
Sustainability Fellow 0.66 0.00 -0.66 Reclassified to Environmental Project Coordinator
Environmental Project Coordinator 0.00 0.66 0.66
Equipment Operator II 9.00 9.00 0.00
REFUSE COLLECTION & DISPOSAL TOTAL 9.66 9.66 0.00
SOLID WASTE FUND 9.66 9.66 0.00
213

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CITY OF EVANSTON
FY 2017 FULL-TIME EQUIVALENT (FTE) ADOPTED POSITION DETAIL - ALL FUNDS
Position Description
2016 Adopted
Budget FTE
2017 Adopted
Budget FTE Difference
7705 GENERAL SUPPORT
Fleet Services Manager 1.00 0.00 -1.00 Reclassified to Revenue Manager and Parking/Fleet Division Manager
Parking/Fleet Division Manager 0.00 0.50 0.50
Auto Shop Supervisor 1.00 1.00 0.00
GENERAL SUPPORT TOTAL 2.00 1.50 -0.50
7710 MAJOR MAINTENANCE
Equipment Mechanic III 7.00 7.00 0.00
PT Junior Mechanic 1.50 1.50 0.00
Lead Mechanic 1.00 1.00 0.00
Fleet Operations Coordinator 1.00 1.00 0.00
MAJOR MAINTENANCE TOTAL 10.50 10.50 0.00
FLEET SERVICES FUND 12.50 12.00 -0.50
7800 RISK MANAGEMENT
Exec. Secretary (to Dept. Head) 1.00 0.00 -1.00 Reclassified to Administrative Secretary
Administrative Secretary 0.00 1.00 1.00
Corporation Counsel/City Attorney 0.00 0.50 0.50 0.5 FTE in Law
Assistant City Attorney I 1.00 1.00 0.00
Workers Comp. and Safety Manager 1.00 1.00 0.00
Safety Specialist 1.00 1.00 0.00
RISK MANAGEMENT TOTAL 4.00 4.50 0.50
7801 EMPLOYEE BENEFITS
Insurance Administrator 1.00 1.00 0.00
EMPLOYEE BENEFITS TOTAL 1.00 1.00 0.00
INSURANCE FUND 5.00 5.50 0.50
All Funds 822.29 823.79 1.50
214

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DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY16-FY17
Difference
1300 City Council 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
1400 City Clerk 1.00 1.80 2.20 2.20 2.00 2.00 2.00 0.00
1505 City Manager's Office 6.00 6.00 6.00 5.00 5.00 3.50 4.50 1.00
1510 Community Engagement 4.00 5.00 5.00 6.00 5.00 5.00 5.00 0.00
1515 Farmer's Market 0.00
1520 Emergency Management Operations 0.00
1530 Youth Engagement Division 0.00
1535 Sustainability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
1540 Summer Youth Employment Program 0.00
1545 Human Relations Commission 0.00
1550 Business Perf. & Technology Admin. 0.00 0.00 0.00 0.00
1555 Financial Administration 0.00 4.00 4.00 0.00
1560 Revenue 0.00 3.00 5.50 2.50
1570 Accounting 0.00 6.50 6.50 0.00
1571 Tax Assessment Review 0.00 1.00 1.00 0.00
1575 Purchasing 0.00 3.50 3.50 0.00
1580 Community Arts 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.00
Subtotal City Manager's Office 11.00 12.00 12.00 13.00 12.00 28.50 32.00 3.50
1605 Administration 0.00
1615 Information Systems 0.00
1620 Geographic Information System 0.00
1625 Administrative Adjudication 0.00
1630 Project Management Office 0.00
Subtotal Mgt. Bus. & Info. Systems 0.00
1705 Law Department 7.00 7.00 7.00 7.00 8.00 8.00 4.50 (3.50)
1805 Human Resources General Support 0.00
1905 Administration General Support 4.00 4.00 4.00 4.00 5.00 5.00 3.00 (2.00)
1910 Revenue Division 5.00 4.00 4.00 4.00 3.00 0.00 0.00
1915 Payroll 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.00
1920 Accounting 6.50 6.50 6.50 6.50 5.50 0.00 0.00
1921 Tax Assessment Review 0.00 0.00 0.00 0.00 1.00 0.00 0.00
1925 Purchasing 2.50 2.60 3.00 3.00 3.50 0.00 0.00
1929 Human Resources Division 5.00 5.00 5.00 6.00 6.50 6.50 6.00 (0.50)
1930 Budget 0.00 0.00 0.00 0.00 0.00
1932 Information Systems 13.00 11.50 10.50 11.00 12.00 11.00 13.00 2.00
1935 Administrative Adjudication 0.00 0.00 0.00 0.00 0.00
1941 Parking Enforcement & Tickets 12.00 12.00 12.00 12.00 12.00 12.00 12.00 0.00
1950 Facilities 0.00 20.20 21.20 1.00
Subtotal Administrative Services 50.50 48.10 47.50 49.00 51.00 57.20 57.70 0.50
0.00
2005 Facilities Mgt General Support 0.00 0.00
2010 Construction and Repair 0.00 0.00
2015 Mail and Information Services 0.00 0.00
2020 Custodial Maintenance 0.00 0.00
2025 Emergency Serv. & Disaster Agency 0.00 0.00
0.00
Subtotal Facilities Management 0.00 0.00
2101 Community Development Admin 1.00 2.00 1.75 1.75 2.75 2.25 2.25 0.00
2105 Planning & Support 8.00 7.00 6.00 6.00 5.00 5.00 5.00 0.00
2110 Zoning Analysis and Support 0.00
2115 Housing Code Compliance 7.00 7.00 0.00 0.00 0.00
2120 Housing Rehabilitation 3.00 1.60 1.60 1.60 0.00
2125 Building Code Compliance 0.00
2126 Building Inspection Services 8.00 9.40 11.40 11.40 11.25 14.25 13.25 (1.00)
2127 Community Intervention Services 1.00 0.00 0.00 0.00 0.00
2130 Building & Zoning 0.00 0.00 0.00 0.00 0.00
2135 Economic Development 1.00 0.00 0.00 0.00 0.00
29.00 27.00 20.75 20.75 19.00 21.50 20.50 (1.00)
2205 Police Administration 2.00 2.00 2.00 3.00 3.00 3.00 3.00 0.00
2210 Patrol Operations 103.00 103.00 102.00 103.00 98.00 98.00 91.00 (7.00)
2215 Criminal Investigation 16.00 16.00 15.00 15.00 16.00 16.00 18.00 2.00
2225 Social Services Bureau 4.00 4.00 4.00 5.00 5.00 5.00 5.30 0.30
2230 Juvenile Bureau 10.00 10.00 9.00 9.00 9.00 9.00 10.00 1.00
2235 School Liaison 3.00 3.00 3.00 3.00 5.00 5.00 4.00 (1.00)
2240 Police Records 6.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00
2245 Communications Bureau 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.00
2250 Service Desk Bureau 18.00 19.00 19.00 19.00 19.00 17.00 15.00 (2.00)
2251 Public Information 9.50 9.50 8.50 8.50 8.50 8.50 8.50 0.00
GENERAL FUND DEPARTMENTS
Subtotal Community & Economic Development
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DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY16-FY17
Difference
2255 Office of Professional Standards 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00
2260 Office of Administration 2.00 2.00 3.00 3.00 3.00 2.00 4.00 2.00
2265 Neighborhood Enforcement Team (N.E.T.) 15.00 14.00 15.00 15.00 15.00 15.00 16.00 1.00
2270 Traffic Bureau 8.00 8.00 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 1.00 1.00 0.00
2280 Animal Control Bureau 2.50 2.50 2.50 2.50 2.50 1.00 1.00 0.00
2285 Problem Solving Team 7.00 7.00 8.00 8.00 10.00 10.00 14.00 4.00
2290 Property Bureau 0.00 2.00 2.00 0.00
2295 Building Management 0.00 1.00 1.00 0.00
Subtotal Police 224.00 225.00 224.00 227.00 227.00 225.50 225.80 0.30
2305 Fire Management and Support 3.00 3.00 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 4.00 4.00 0.00
2315 Fire Suppression 103.00 103.00 103.00 103.00 103.00 103.00 103.00 0.00
Subtotal Fire 110.00 110.00 110.00 110.00 110.00 110.00 110.00 0.00
2407 Health Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00
2410 Laboratory 0.00 0.00
2415 Family Health 0.00 0.00
2416 Family & Community Wellness 0.00 0.00 0.00 0.00 0.00
2420 Infectious Disease Control 0.00 0.00
2425 Dental Services 2.80 2.80 0.00 0.00 0.00
2430 Adult Health 0.00 0.00
2435 Food and Environmental Health 7.10 8.90 12.90 14.10 14.10 14.10 14.10 0.00
2440 Vital Records 2.00 2.00 2.00 2.00 1.00 1.00 1.00 0.00
2450 Community Intervention Services 0.00 0.00
2455 Community Health Program Administration 2.00 2.00 3.00 3.00 5.00 4.00 4.00 0.00
2530 Commission on Aging 0.00 0.00 0.00 0.00 0.00
2540 Summer Youth Employ. Program 0.00 0.00 0.00 0.00 0.00
2541 Youth Engagement Division 0.00 0.00 0.00 0.00 0.00
2550 Human Relations Commission 0.00 0.00 0.00 0.00 0.00
Subtotal Health & Human Services 15.90 17.70 19.90 21.10 22.10 21.10 21.10 0.00
2605 Director of Public Works 2.00 2.00 3.00 4.25 4.25 0.00 0.00
2606 Sustainability Grant 0.00 0.00 0.00 0.00 0.00
2610 Municipal Service Center 2.00 2.00 2.00 2.00 2.00 0.00 0.00
2620 Infrastructure & Engineering 1.00 1.00 1.00 4.50 4.50 0.00 0.00
2625 Engineering 6.00 6.00 7.00 8.00 7.00 0.00 0.00
2630 Traffic Engineering 4.50 4.50 3.50 2.50 1.50 0.00 0.00
2635 Traffic Signs 0.00 0.00 0.00 0.00 0.00
2640 Traffic Signals & Streetlight Maint. 4.00 4.00 4.00 4.00 4.00 0.00 0.00
2645 Parking Enforcement & Tickets 0.00 0.00 0.00 0.00 0.00
2650 Parks and Forestry Administration 0.00 0.00 0.00 3.50 3.50 0.00 0.00
2655 Parks & Forestry Maint. and Operations 0.00 0.00 0.00 31.00 30.00 0.00 0.00
2665 Operations and Maintenance Administration 5.75 5.75 4.75 4.50 6.50 0.00 0.00
2670 Street and Alley Maintenance 20.00 20.00 22.50 23.00 22.00 0.00 0.00
2675 Business District - Park Maintenance 4.00 4.00 2.50 5.00 6.00 0.00 0.00
2677 Facilities 0.00 0.00 0.00 16.20 16.20 0.00 0.00
2685 Refuse Collection and Disposal 0.00 0.00 0.00 0.00 0.00
2695 Yard Waste Collection and Disposal 0.00 0.00 0.00 0.00 0.00
2697 Facilities Administration 0.00 0.00 0.00 0.00 0.00
2699 Construction and Repair 0.00 0.00 0.00 0.00 0.00
Subtotal Public Works 49.25 49.25 50.25 108.45 107.45 0.00 0.00 0.00
2705 Human Relations Commission 0.00
2710 Housing Advocacy 0.00
Subtotal Human Relations 0.00 0.00
3005 Recreation Mgt. & General Support 3.00 2.00 2.00 2.00 3.00 3.00 3.00 0.00
3010 Recreation Business and Fiscal Mgt. 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00
3015 Communications & Marketing Serv. 1.00 0.00 0.00 0.00 0.00
3020 Recreation General Support 1.00 1.00 1.00 1.00 2.40 2.40 2.40 0.00
3030 Robert Crown Community Center 8.70 8.70 8.70 8.56 8.56 8.56 9.76 1.20
3035 Chandler Community Center 5.83 5.83 5.83 5.83 6.48 6.48 5.48 (1.00)
3040 Fleetwood-Jourdain Community Ctr. 6.75 6.75 6.75 6.75 7.45 6.95 6.95 0.00
3045 Fleetwood-Jourdain Comm. Theater 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
3050 At-Risk Programs 0.00
3050 Recreation Outreach 0.00 0.00 0.00 0.00 0.50 0.50 0.50 0.00
3055 Levy Senior Center 8.83 8.83 12.01 12.01 12.50 12.50 12.50 0.00
3080 Beaches 1.25 1.25 1.25 1.25 1.25 1.25 1.25 0.00
3085 Recreation Facility Maintenance 6.00 5.00 5.00 0.00 0.00
3095 Crown Ice Rink 7.01 7.01 7.00 7.00 6.99 7.49 7.49 0.00
3100 Sports Leagues 0.45 0.55 0.55 0.55 0.55 0.55 0.55 0.00
3110 Tennis 0.40 0.40 0.40 0.40 0.00
3130 Special Recreation 2.46 2.71 2.71 2.71 2.31 2.31 2.31 0.00
3140 Bus Program 1.15 1.15 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 1.45 1.45 0.00
3205 Community Relations 2.00 0.00 0.00 0.00 0.00
216

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DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY16-FY17
Difference
3210 Commission On Aging 1.90 1.50 0.00 0.00 0.00
3215 Youth Engagement 1.00 4.00 4.00 4.90 7.40 8.40 8.40 0.00
3225 Gibbs-Morrison Cultural Center 0.00 1.50 2.50 1.00
3505 Parks and Forestry General Support 3.00 2.00 2.00 0.00 0.00
3510 Horticulture Maintenance 13.00 13.00 13.00 0.00 0.00
3515 Maintenance of Parkway Trees 8.50 8.50 8.50 0.00 0.00
3520 Dutch Elm Disease Control 7.25 7.25 7.25 0.00 0.00
3525 Tree Planting 2.25 2.25 2.25 0.00 0.00
3605 Ecology Center 3.77 3.77 3.77 3.77 3.77 3.77 3.77 0.00
3700 Arts Council 0.80 0.00 0.00 0.00 0.00
3710 Noyes Cultural Arts Center 4.31 3.31 3.31 3.31 2.87 2.87 3.37 0.50
3720 Cultural Arts Programs 1.80 3.00 3.00 3.00 1.60 2.00 2.00 0.00
3805 Facilities Administration 2.00 2.00 2.00 0.00 0.00
3806 Civic Center Services 2.20 2.20 2.20 0.00 0.00
3807 Construction & Repair 16.00 16.00 16.00 0.00 0.00
129.06 125.41 127.08 69.64 74.23 77.13 78.83 1.70
4105 Public Works Agency Administration 0.00 5.25 5.25 0.00
4300 Environmental Services 0.00 1.00 1.00 0.00
4310 Recycling and Environmental Maintenance 0.00 7.00 7.00 0.00
4320 Forestry 0.00 18.00 18.00 0.00
4330 Greenways 0.00 17.00 17.00 0.00
4400 Capital Planning and Engineering 0.00 0.50 0.50 0.00
4410 Streets and Right of Way 0.00 6.00 6.00 0.00
4420 Transportation 0.00 1.50 1.50 0.00
4430 Parks and Facilities 0.00 2.00 2.00 0.00
4500 Infrastructure Maintenance 0.00 1.00 0.00 (1.00)
4510 Street Maintenance 0.00 17.00 18.00 1.00
4520 Street Light Maintenance 0.00 8.00 8.00 0.00
0.00 0.00 0.00 0.00 0.00 84.25 84.25 84.25
TOTAL - GENERAL FUND 627.71 624.26 621.68 629.14 633.78 636.18 637.68 1.50
2499 General Assistance Administration 0.00 0.00 0.00 0.00 4.00 4.00 4.00 0.00
4310 Recycling and Environmental Maintenance 0.00 2.00 2.00 0.00
4330 Greenways 0.00 2.00 2.00 0.00
4420 Transportation 0.00 0.50 0.50 0.00
4510 Street Maintenance 0.00 1.00 1.00 0.00
7005 Parking System Management 6.50 6.50 6.50 6.50 6.50 6.00 6.15 0.15
7015 Parking Lots and Meters 8.00 8.00 8.00 8.00 8.00 3.00 3.00 0.00
7037 Maple Avenue Garage 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Subtotal Parking System Fund 15.50 15.50 15.50 15.50 15.50 15.50 15.65 0.15
4805 Youth Services 8.38 10.71 11.24 11.88 11.30 12.10 12.10 0.00
4806 Adult Services 16.37 15.39 13.86 14.53 14.20 13.20 13.20 0.00
4808 Neighborhood Services 2.64 0.00 0.00 0.00 0.00
4810 Reader's Services 0.00 0.00 0.00 0.00 0.00
4815 Reference Services and Periodicals 0.00 0.00 0.00 0.00 0.00
4820 Circulation 14.51 14.44 14.44 13.31 15.32 14.88 14.88 0.00
4825 Neighborhood Services 0.00 2.64 2.64 5.49 6.01 5.93 5.93 0.00
4830 South Branch 0.00 0.00 0.00 0.00 0.00
4835 Technical Services 5.61 5.61 5.61 5.75 6.95 6.95 6.95 0.00
4840 Library Maintenance 3.00 3.00 3.00 5.31 5.34 6.34 6.34 0.00
4845 Library Administration 4.65 4.59 5.59 6.86 7.33 7.47 7.47 0.00
Subtotal Library Fund 55.16 56.38 56.38 63.13 66.45 66.87 66.87 0.00
5005 Neighborhood Stabilization Program 2 1.00 2.00 2.66 1.31 0.50 0.45 0.30 (0.15)
5150 Emergency Telephone System 5.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00
5187 Housing Rehabilitation 0.00 1.75 1.75 1.75 0.00
5220 Community Develop. Block Grant (CDBG) 2.00 1.53 1.50 2.60 2.60 2.80 2.50 (0.30)
5300 Economic Development Fund 5.00 7.00 6.25 6.25 6.25 5.75 5.75 0.00
5430 Home Fund 0.00 0.00 0.00 0.25 0.40 0.50 0.50 0.00
5465 Affordable Housing Fund 0.00 0.50 0.70 0.20
5999 Capital Projects Fund 1.00 0.00 0.00 0.00 0.00
5800 Downtown II TIF Fund 0.00 0.00
4105 Public Works Agency Administration 0.00 2.50 2.50 0.00
4200 Water Production 0.00 2.00 2.00 0.00
Subtotal Parks, Recreation & Comm. Services
Subtotal Public Works Agency
OTHER FUNDS
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DEPARTMENT /
DIVISION
SUMMARY
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY2017 FY16-FY17
Difference
4208 Water Billing 0.00 1.50 1.50 0.00
4210 Pumping 0.00 12.00 12.00 0.00
4220 Filtration 0.00 14.00 14.00 0.00
4400 Capital Planning and Engineering 0.00 0.50 0.50 0.00
4440 Water and Sewer Capital 0.00 3.00 3.00 0.00
4540 Distribution Maintenance 0.00 9.00 9.10 0.10
7100 Water General Support 4.00 5.00 5.00 5.00 5.00 0.00 0.00
7105 Water Pumping 11.00 11.00 11.00 11.00 12.00 0.00 0.00
7110 Water Filtration 14.00 14.00 14.00 14.00 14.00 0.00 0.00
7115 Water Distribution 11.00 10.50 10.50 10.00 12.00 0.00 0.00
7120 Water Meter Maintenance 2.00 2.00 2.00 2.50 1.50 0.00 0.00
Subtotal Water Fund 42.00 42.50 42.50 42.50 44.50 44.50 44.60 0.10
4105 Public Works Agency Administration 0.00 1.00 1.00 0.00
4310 Refuse Collection and Disposal 0.00 0.33 0.33 0.00
4440 Water and Sewer Capital 0.00 1.00 1.00 0.00
4530 Sewer Maintenance 0.00 9.00 9.00 0.00
7400 Sewer Maintenance 13.00 13.00 13.00 13.33 11.33 0.00 0.00
Subtotal Sewer Maintenance Fund 13.00 13.00 13.00 13.33 11.33 11.33 11.33 0.00
4310 Refuse Collection and Disposal 0.00 9.66 9.66 0.00
7600 Solid Waste 10.00 10.00 9.00 9.66 9.66 0.00 0.00
7685 Refuse Collection and Disposal 0.00 0.00 0.00
7690 Residential Recycling Program 0.00 0.00 0.00
Subtotal Solid Waste Fund 10.00 10.00 9.00 9.66 9.66 9.66 9.66 0.00
7705 Fleet Services General Support 2.00 2.00 2.00 2.00 2.00 2.00 1.50 (0.50)
7710 Major Maintenance 10.00 10.00 10.00 10.00 10.50 10.50 10.50 0.00
Subtotal Fleet Services Fund 12.00 12.00 12.00 12.00 12.50 12.50 12.00 (0.50)
7800 Risk Management 4.00 4.00 4.00 5.00 5.00 4.00 4.50 0.50
7801 Employee Benefits 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00
Subtotal Insurance Fund 4.00 4.00 4.00 5.00 5.00 5.00 5.50 0.50
TOTAL - OTHER FUNDS 110.50 112.53 111.41 113.15 185.44 186.11 186.11 0.00
GRAND TOTAL - ALL FUNDS 793.37 793.17 789.47 805.67 819.22 822.29 823.79 1.50
218

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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 2017-2020 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.
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Capital Improvement Fund Policy
 Maintain Evanston's community recreational facilities to the high standard expected.
 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,
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Capital Improvement Fund Policy
viaducts, and rail stations.
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 $113 million.
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
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Capital Improvement Fund Policy
study will be performed to ensure that the fees or rates are sufficient to meet the debt service
requirements.
 A five-year projection of revenues and expenditures for the general, special revenue, and enterprise
funds should be prepared to provide strategic perspective to each annual budget process.
Emergency Fund Reserves
 An emergency account within the capital improvement fund shall be established to fund emergency
capital needs.
 The emergency account shall be initially funded through a one-time revenue source and replenished
with a percentage of project surpluses at the end of the fiscal year.
Grants
 City staff should seek grants for projects which are in the current fiscal year, the five-year plan, or
fund a recognized City need.
 For projects not currently funded or in the five year plan, the Council must approve the reduction or
elimination of a previously planned project.
 If a grant is received, the original funds can be used in any of the following ways:
o Reallocated to a new project within the five-year plan within the same area
o Reallocated to a priority list of projects approved by the City Council during consideration of the
capital plan
o Used to expand the scope of the existing project for which the grant is received
o Placed in the contingency fund for future matches or cost overruns
o Placed in an emergency fund for unanticipated projects
Community Development Block Grant (CDBG) Funds
 A comprehensive program for all capital projects in the CDBG target area will be presented to
the CDBG Committee.
225

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City of Evanston
2017 Adopted Capital Improvement Program
Project Title
FY 2016
GO Bond
FY 2017
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal
Funds
Other Funds/
Reserves TIF Funding Parking
Fund TOTAL Funding Notes
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
ERGB Construction Engr Phase III 150,000	$ 150,000	$
Sheridan Road/Chicago Avenue Const Engr Ph III 500,000	$ 500,000	$
Sheridan Road/Chicago Avenue, Grove to Isabella 2,585,000	$ 235,000	$ 1,992,400	$ 2,992,400	$ 750,000	$ 250,000	$ 8,804,800	$
$1.9924M ITEP; $1.7M State JT;
$1M Good Neighbor
Main Street, Maple to Hinman Design Engr Ph I/II 150,000	$ 150,000	$
Main Street Commons/Corridor Design Engineering 175,000	$ 175,000	$
Howard Street Corridor, Dodge to Custer 300,000	$ 300,000	$
Chicago Ave Corridor Impr, Howard to Main 50,000	$ 50,000	$
Street Resurfacing
SR - MFT - Hinman, Kedzie to Main 174,000	$ 174,000	$
SR - MFT - Wesley, Dempster to Grove 338,000	$ 338,000	$
SR - MFT - Grey, Foster to North End 73,000	$ 73,000	$
SR - MFT - Cowper, Grant to Colfax 99,000	$ 99,000	$
SR - MFT - Cowper, Colfax to Harrison 138,000	$ 138,000	$
SR - MFT - Livingston, Green Bay Rd to Broadway 138,000	$ 138,000	$
SR - MFT - Dobson, Hartrey to Grey 136,000	$ 136,000	$
SR - MFT - South, Asbury to Ridge 295,000	$ 295,000	$
SR - Garnet Place, CTA Viaduct to East Alley 300,000	$ 300,000	$
SR - CDBG - Dewey, South End to North End 210,000	$ 210,000	$ CDBG
Water Main
WM - 30" Downtown Feeder Main Rehabilitation 400,000	$ 400,000	$
WM - Howard, Dodge to Ashland 1,500,000	$ 1,500,000	$
WM - Grant, Cowper to Lawndale 230,000	$ 580,000	$ 810,000	$
WM - Lee, Brown to Dewey 1,020,000	$ 1,020,000	$
WM - Lining Small Dia Mains on Private Easement 1,300,000	$ 1,300,000	$
WM - Inspection of Large Diameter Mains 650,000	$ 650,000	$
Sewer Rehabilitation
Sewer - CIPP Rehabilitation 655,000	$ 655,000	$
Sewer - Emergency Sewer Repairs 75,000	$ 75,000	$
Sewer - Repairs on Street Improvements 100,000	$ 100,000	$
Sewer - Sewer Extension for Alley Improvements 150,000	$ 150,000	$
Sewer - Drainage Structure Lining 155,000	$ 155,000	$
Sewer - Stormwater Mgmt Improvements 100,000	$ 100,000	$
Sewer - Large Dia Rehab - Mulford St Ext Phase 2 600,000	$ 600,000	$
-	$
TOTAL STREETS, SEWER, WATER MAIN PROJECTS 150,000	$ 3,990,000	$ 3,750,000	$ 1,470,000	$ 2,300,000	$ 1,391,000	$ 2,202,400	$ 2,992,400	$ 750,000	$ 550,000	$ 19,545,800	$
226

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City of Evanston
2017 Adopted Capital Improvement Program
Project Title
FY 2016
GO Bond
FY 2017
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal
Funds
Other Funds/
Reserves TIF Funding Parking
Fund TOTAL Funding Notes
OTHER TRANSPORTATION
Major Projects
Central Street Bridge Engr, Phase I 360,000	$ 360,000	$
$80k 2016GOB;$360k grant
reimbursement
Comprehensive Signs 150,000	$ 150,000	$ Parking Fund
Bridge Inspection 30,000	$ 30,000	$
Safe Routes to School 25,000	$ 15,000	$ 40,000	$
Streetlight Master Plan Study 150,000	$ 150,000	$
Traffic Signal Design - Emerson@
Maple/Elgin/Benson/Dodge 150,000	$ 150,000	$ PUD fees, Ord.45-O-07
Annual Projects -	$
General Phase I Engineering 80,000	$ 80,000	$
Alley Paving -	$ 250,000	$ 280,000	$ 286,000	$ 816,000	$
$250k funded by SSA, $36k from
PUD, $150k new CDBG funds;
$130k carryover CDBG funds
Neighborhood Traffic Calming & Ped Safety 15,000	$ 100,000	$ 115,000	$
Pavement Marking -	$ 90,000	$ 90,000	$
Bike Infrastructure Improvements 35,000	$ 50,000	$ 85,000	$
Sidewalk - 50/50 Replacement -	$ 150,000	$ 150,000	$
Streetlight Purchase -	$ 100,000	$ 100,000	$
Street Patching Program -	$ 600,000	$ 600,000	$
Parking Lot Projects -	$
PL - 2016 Parking Lot Engineering Svcs 25,000	$ 25,000	$ Parking Fund 2016 Carryover
PL - Davis Street Permeable Parking Repl 9,758	$ 90,000	$ 99,758	$ $90k Davis St deferral
PL - Levy Center Lot 650,000	$ 650,000	$
PL - Parking Lot No. 22 (South Blvd & Sheridan Rd) 350,000	$ 350,000	$
PL - Parking Lot No. 23 (Dempster & Elmwood) 200,000	$ 200,000	$
PL - Parking Lot No. 39 (711 Hinman Ave) 375,000	$ 375,000	$
PL - Parking Lot No. 45 (833 Forest Ave) 200,000	$ 200,000	$
PL - James Park North Lot 850,000	$ 850,000	$
IDOT Reimbursements -	$
IDOT Reimb - Sheridan Rd Signal Upgrade, Main to
Burnham 77,090	$ 77,090	$
IDOT Reimb - Dempster Traffic Signals 66,384	$ 66,384	$
IDOT Reimb - Dodge Ave Bike Lane, Howard to
Church 120,180	$ 120,180	$ 2016 GOB
IDOT Reimb - Ladd Arboretum Bike Path 135,000	$ 135,000	$ 2015 GOB
IDOT Reimb - ERGB 1,400,000	$ 1,562,819	$ 1,021,000	$ 3,983,819	$ 2016 GOB
IDOT Reimb - LED Traffic Signals, Various Locations -	$
IDOT Reimb - Dempster Parking Lanes -	$
-	$
TOTAL TRANSPORTATION PROJECTS 1,964,938	$ 2,265,000	$ 1,562,819	$ 1,021,000	$ -	$ -	$ 280,000	$ 804,474	$ -	$ 2,150,000	$ 10,048,231	$
227

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City of Evanston
2017 Adopted Capital Improvement Program
Project Title
FY 2016
GO Bond
FY 2017
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal
Funds
Other Funds/
Reserves TIF Funding Parking
Fund TOTAL Funding Notes
PARKS
Church Street Harbor - South Pier Reconstruction 210,000	$ 370,000	$ 580,000	$
Fountain Square Renovations - Engineering 180,000	$ 180,000	$ Washington-Natl TIF
Fountain Square Renovations - Construction 4,740,000	$ 4,740,000	$ Washington-Natl TIF
Lovelace Park - Pond Rehabilitation 100,000	$ 100,000	$
James Park - North Baseball Field 1,000,000	$ 1,000,000	$
Parks Contingency 75,000	$ 75,000	$
TOTAL PARKS PROJECTS 310,000	$ 1,445,000	$ -	$ -	$ -	$ -	$ -	$ -	$ 4,920,000	$ -	$ 6,675,000	$
FACILITIES
Chandler - HVAC Improvements - Engr Design Svcs 75,000	$ 75,000	$
Chandler - Electrical Upgrades 65,000	$ 335,000	$ 400,000	$
Chandler - Exterior Waterproofing 200,000	$ 200,000	$
Crown Center - Consulting Svcs (Planning and
Design) 600,000	$ 900,000	$ 1,500,000	$
Ecology Center - Roofing / Clerestory / Masonry 80,000	$ 80,000	$
Ecology Center - Crawl Space Impr - Engr Design 50,000	$ 50,000	$
Fleetwood - HVAC and Electrical - Engr 29,000	$ 29,000	$
Fleetwood - HVAC and Electrical - Const 800,000	$ 900,000	$ 1,700,000	$
Fleetwood - Restrooms 150,000	$ 150,000	$
Gibbs Morrison - Site Improvements - Engr 7,000	$ 10,000	$ 17,000	$ $10k Sewer Fund Carryover
Gibbs Morrison - Site Improvements - Const 163,000	$ 50,000	$ 190,000	$ 403,000	$
Levy Center - Solar Panel Installation 100,000	$ 100,000	$
Civic Center - Security Improvements -	$ 175,000	$ 175,000	$
Civic Center - Boiler Replacement - Engr Design
Svcs 100,000	$ 100,000	$
Fire Station 1,2,4 - Bunkroom Upgrades 30,000	$ 30,000	$
Sherman Avenue Garage - Coating Rehabilitation 150,000	$ 150,000	$
Sherman Avenue Garage - Elevator Cab Flooring 70,000	$ 70,000	$
Maple Street Garage - Pavement Striping and Traffic
Coating 400,000	$ 400,000	$
Data Center Study 50,000	$ 50,000	$
Dempster Beach House Renovations 200,000	$ 200,000	$
Energy Efficiency Improvements 50,000	$ 50,000	$ 100,000	$
Facilities Contingency 200,000	$ 200,000	$
Harley-Clarke Repairs 250,000	$ 250,000	$
Howard Street Theater 1,400,000	$ 1,400,000	$ Howard-Ridge TIF
Generator Study 70,000	$ 70,000	$
Solar Panel Install 30,000	$ 30,000	$
Roofing Repairs - Miscellaneous Facilities 50,000	$ 50,000	$
Fog House Roof and Masonry 250,000	$ 150,000	$ 400,000	$
-	$
TOTAL FACILITIES PROJECTS 1,929,000	$ 3,895,000	$ -	$ 200,000	$ -	$ -	$ -	$ 335,000	$ 1,400,000	$ 620,000	$ 8,379,000	$
228

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City of Evanston
2017 Adopted Capital Improvement Program
Project Title
FY 2016
GO Bond
FY 2017
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal
Funds
Other Funds/
Reserves TIF Funding Parking
Fund TOTAL Funding Notes
MISCELLANEOUS
Cameras - Parking Garages 300,000	$ 300,000	$
Cameras - Police 200,000	$ 325,000	$ 525,000	$
$325k 2015GOB, $200k
2016GOB
Network Switch Reliability 125,000	$ 125,000	$
Engineering transfer to General Fund 500,000	$
Public Art - Neighborhood Public Art 75,000	$ 75,000	$ 150,000	$
Public Art - Cultural Art Master Plan 50,000	$ 50,000	$
TOTAL MISCELLANEOUS PROJECTS 325,000	$ 700,000	$ -	$ -	$ -	$ -	$ -	$ 325,000	$ -	$ 300,000	$ 1,150,000	$
LIBRARY
Main Library - Interior Renovations 2,500,000 2,500,000	$ Library GOB Debt
Main Library - Weatherproofing - Phases 2 & 3 250,000 250,000	$ Library GOB Debt
Main Library - Parking Garage Renovations 250,000 250,000	$
Main Library - Generator 50,000 50,000	$ Library GOB Debt
North Branch - 2022 Central Street Improvements 150,000 150,000	$ Library GOB Debt
North Branch - Roof and Gutter Replacement 150,000 150,000	$ Library GOB Debt
North Branch - Exterior Improvements 249,500 249,500	$ Library GOB Debt
North Branch - Asbestos Remediation 75,000 75,000	$ Library GOB Debt
Robert Crown - New Library Branch 500,000 500,000	$ Library GOB Debt
TOTAL LIBRARY PROJECTS -	$ -	$ -	$ -	$ -	$ -	$ -	$ 3,924,500	$ -	$ 250,000	$ 4,174,500	$
229

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City of Evanston
2017 Adopted Capital Improvement Program
Project Title
FY 2016
GO Bond
FY 2017
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund Federal
Funds
Other Funds/
Reserves TIF Funding Parking
Fund TOTAL Funding Notes
WATER TREATMENT, STORAGE AND BILLING
Dist Sys - In-House Meter Replacement 20,000	$ 20,000	$
Dist Sys - Pressure Gauges at Fire Stations 20,000	$ 20,000	$
Dist Sys - Retail Water Meter Replacement Program 1,220,000	$ 1,220,000	$
Dist Sys - Water Main Corrosion Control in Various
Locations 20,000	$ 20,000	$
North Standpipe - Fiber Optic From FS#5 120,000	$ 120,000	$
South Standpipe - Motor Control Center 300,000	$ 300,000	$
South Standpipe - Storage Building Repairs 75,000	$ 75,000	$
WTP - CMMS Software Implementation 170,000	$ 170,000	$ $150k carryover from 2016
WTP - Crack Repair of Low Lift Suction Tunnels 50,000	$ 50,000	$
WTP - Exterior Door Improvements 130,000	$ 130,000	$
WTP - Laboratory HVAC Replacement - Engr Svcs 90,000	$ 90,000	$
WTP - Reliability Improvements - Construction 1,100,000	$ 1,100,000	$ Carryover from 2016 funding
WTP - Reliability Improvements - Engineering 170,000	$ 170,000	$ Carryover from 2016 funding
WTP - SCADA System Upgrades 260,000	$ 260,000	$
WTP - Security Equipment 50,000	$ 50,000	$
WTP - Treated Water Storage Replacement -
Construction 3,000,000	$ 3,000,000	$
WTP - Treated Water Storage Replacement -
Engineering 920,000	$ 920,000	$ Carryover from 2016 funding
WTP - Turbidimeter Replacement 25,000	$ 25,000	$
WTP - Upgrade Flushing Water Supply to Basins 1 &
2 40,000	$ 40,000	$
TOTAL WATER TREATMENT PROJECTS -	$ -	$ 2,590,000	$ -	$ 5,190,000	$ -	$ -	$ -	$ -	$ -	$ 7,780,000	$
SUMMARY FY 2016
GO Bond
FY 2017
GO Bond Water Fund Sewer Fund IEPA Loan MFT Fund
Federal
Funds
Other Funds/
Reserves TIF Funding
Parking
Fund TOTAL
Street Resurfacing, Water Main, Sewer Projects 150,000	$ 3,990,000	$ 3,750,000	$ 1,470,000	$ 2,300,000	$ 1,391,000	$ 2,202,400	$ 2,992,400	$ 750,000	$ 550,000	$ 19,545,800	$
Other Transportation 1,964,938	$ 2,265,000	$ 1,562,819	$ 1,021,000	$ -	$ -	$ 280,000	$ 804,474	$ -	$ 2,150,000	$ 10,048,231	$
Parks 310,000	$ 1,445,000	$ -	$ -	$ -	$ -	$ -	$ -	$ 4,920,000	$ -	$ 6,675,000	$
Facilities 1,929,000	$ 3,895,000	$ -	$ 200,000	$ -	$ -	$ -	$ 335,000	$ 1,400,000	$ 620,000	$ 8,379,000	$
Miscellaneous 325,000	$ 700,000	$ -	$ -	$ -	$ -	$ -	$ 325,000	$ -	$ 300,000	$ 1,650,000	$
Library -	$ -	$ -	$ -	$ -	$ -	$ -	$ 3,924,500	$ -	$ 250,000	$ 4,174,500	$
Water Treatment, Storage and Billing -	$ -	$ 2,590,000	$ -	$ 5,190,000	$ -	$ -	$ -	$ -	$ -	$ 7,780,000	$
TOTAL 2017 CIP 4,678,938	$ 12,295,000	$ 7,902,819	$ 2,691,000	$ 7,490,000	$ 1,391,000	$ 2,482,400	$ 8,381,374	$ 7,070,000	$ 3,870,000	$ 58,252,531	$
230

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
Sheridan Road/Chicago Avenue Const Engr Phase III 480,000	$ 480,000	$ $280k GOB; $200k Water
Sheridan Road/Chicago Avenue, Grove to Isabella 4,135,000	$ 4,135,000	$ $1.6M GOB; $2.3M Water; $235k Sewer
Main Street, Maple to Hinman Design Engr Phase I/II 400,000	$ 400,000	$
Main Street, Maple to Hinman Construction/Const Engr 4,455,000	$ 4,455,000	$ $1.4M GOB, $3.055M Chicago Main TIF
Main Street Commons Intersection - Phase I Construction 1,500,000	$ 1,500,000	$ Incl. $200k from Sewer
Howard Street Corridor, Dodge to Custer 275,000	$ 3,400,000	$ 3,675,000	$ STP Grant pays 70%, but not Ph1 Engr
Chicago Ave Corridor Impr, Howard to Main 2,000,000	$ 2,000,000	$
Chicago Ave Corridor Impr, Hamilton to Dempster 900,000	$ 900,000	$
Green Bay Rd Corridor Impr, McCormick to Isabella 1,700,000	$ 1,700,000	$
Green Bay Rd/Central/Poplar/Broadway Intersection 1,100,000	$ 1,100,000	$
Central St Streetscape, Hartrey to Eastwood 2,400,000	$ 2,400,000	$
Street Resurfacing
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 Rehabilitation 6,820,000	$ 6,820,000	$ IEPA SRF Loan
WM - Water Funded - Future Years 3,700,000	$ 3,810,000	$ 3,920,000	$ 4,040,000	$ 15,470,000	$ Water Fund
Sewer
Sewer - CIPP Rehabilitation 450,000	$ 700,000	$ 725,000	$ 750,000	$ 2,625,000	$ Sewer Fund
Sewer - Emergency Sewer Repairs 75,000	$ 75,000	$ 75,000	$ 75,000	$ 300,000	$ Sewer Fund
Sewer - Repairs on Street Improvements 150,000	$ 235,000	$ 245,000	$ 255,000	$ 885,000	$ Sewer Fund
Sewer - Sewer Extension for Alley Improvements 150,000	$ 150,000	$ 150,000	$ 150,000	$ 600,000	$ Sewer Fund
Sewer - Drainage Structure Lining 160,000	$ 165,000	$ 170,000	$ 180,000	$ 675,000	$ Sewer Fund
Sewer - Stormwater Mgmt Improvements 480,000	$ 495,000	$ 510,000	$ 530,000	$ 2,015,000	$ Sewer Fund
Sewer - Stormwater Master Plan Improvements 130,000	$ 380,000	$ 395,000	$ 410,000	$ 1,315,000	$ Sewer Fund
Sewer - Large Dia Rehab - Greenleaf 1,700,000	$ 1,700,000	$ IEPA SRF Loan
Sewer - Large Dia Rehab - Dodge Avenue 195,000	$ 195,000	$ Dodge-Dempster TIF
Sewer - Custer Ave Relief Sewer Ext 280,000	$ 280,000	$ Chicago-Main TIF
Sewer - Small Dia Rehab - Chicago Main TIF 225,000	$ 225,000	$ Chicago-Main TIF
TOTAL STREETS, SEWER, WATER MAIN PROJECTS 22,280,000	$ 15,315,000	$ 11,620,000	$ 12,435,000	$ 61,650,000	$
231

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
OTHER TRANSPORTATION
Major Projects
Central Street Bridge Engr, Phase II 400,000	$ 400,000	$
Central Street Bridge Engr, Phase III 600,000	$ 600,000	$
Central Street Bridge Construction 5,500,000	$ 5,500,000	$
ETHS/Church St Bike Path, Grey to McCormick 250,000	$ 250,000	$
Bridge Inspection 50,000	$ 50,000	$
Pavement Condition Study 250,000	$ 250,000	$
Survey Benchmark Update 50,000	$ 50,000	$
Traffic Signal Design - Emerson@ Maple/Elgin/Benson/Dodge 1,250,000	$ 1,250,000	$ Initial Study from PUD fees
Annual Projects
General Phase I Engineering 80,000	$ 80,000	$ 80,000	$ 80,000	$ 320,000	$
Alley Paving 500,000	$ 550,000	$ 600,000	$ 650,000	$ 2,300,000	$
$250k funded by SSA, $36k from PUD,
$450k CDBG
Alley Paving - CDBG Funded - Future Years 450,000	$ 450,000	$ 450,000	$ 450,000	$ 1,800,000	$ CDBG Funded
Neighborhood Traffic Calming & Ped Safety 100,000	$ 110,000	$ 115,000	$ 120,000	$ 445,000	$
Pavement Marking 95,000	$ 100,000	$ 105,000	$ 110,000	$ 410,000	$
Bike Infrastructure Improvements 50,000	$ 50,000	$ 50,000	$ 50,000	$ 200,000	$
Sidewalk - 50/50 Replacement 155,000	$ 160,000	$ 165,000	$ 170,000	$ 650,000	$
Streetlight Purchase 100,000	$ 110,000	$ 120,000	$ 130,000	$ 460,000	$
Street Patching Program 600,000	$ 700,000	$ 750,000	$ 750,000	$ 2,800,000	$
Parking Lot Projects -	$
PL - Parking Lot No. 42 (743 Hinman Ave) 200,000	$ 200,000	$ Parking Fund
PL - On-street Parking on Lake&Elmwood 150,000	$ 150,000	$
PL - Police HQ Elmwood Lot 100,000	$ 100,000	$
PL - Surface Parking Lot Rehabilitation - Future Years 550,000	$ 560,000	$ 570,000	$ 580,000	$ 2,260,000	$ Parking Fund
-	$
TOTAL TRANSPORTATION PROJECTS 4,080,000	$ 10,220,000	$ 3,005,000	$ 3,140,000	$ 20,445,000	$
232

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
PARKS
Community Parks
Clark Street Beach - Boardwalk 580,000	$ 580,000	$
Foster Field - Athletic Field Improvements 630,000	$ 630,000	$
James Park - Artificial Turf Field 1,500,000	$ 1,500,000	$
James Park - Entry Renovations 300,000	$ 300,000	$
James Park - Pathway Lighting 790,000	$ 790,000	$
James Park - Pathway Reconstruction 910,000	$ 910,000	$
James Park - Play Equipment Replacement 220,000	$ 220,000	$
Lakefront - Pedestrian Path Reconstruction 640,000	$ 640,000	$
Twiggs Park - Shelter Restoration 60,000	$ 60,000	$
Twiggs Park - Renovation (soccer/parking) 400,000	$ 400,000	$ 400,000	$ 1,200,000	$
Parks Contingency 150,000	$ 150,000	$ 150,000	$ 150,000	$ 600,000	$
Neighborhood Parks
Garden Park Renovations 400,000	$ 400,000	$
Grey Park Renovations 875,000	$ 875,000	$
McCullough Park Renovations 825,000	$ 825,000	$
Cartwright Park Renovations 760,000	$ 760,000	$
Independence Park Renovations 775,000	$ 775,000	$
Fitzsimons Park Renovations 450,000	$ 450,000	$
Larimer Park Renovations 680,000	$ 680,000	$
Philbrick Park Renovation 500,000	$ 500,000	$
Southwest Park Renovations 400,000	$ 400,000	$
Pocket Parks
Hobart Park Renovations 330,000	$ 330,000	$
St. Paul's Park Renovations 750,000	$
TOTAL PARKS 4,570,000	$ 2,925,000	$ 3,900,000	$ 2,780,000	$ 13,425,000	$
233

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
FACILITIES
Chandler - HVAC Improvements - Construction 450,000	$ 450,000	$
Chandler - Gym Floor Refinishing + Hallway 150,000	$ 150,000	$
Chandler - Gym and Racquetball Court Lighting 40,000	$ 40,000	$
Chandler - Replace Fire Panel 30,000	$ 30,000	$
Chandler - Replace Security Alarm Panel 30,000	$ 30,000	$
Chandler - ADA Accessibility (replace 4 doors + hardware) 40,000	$ 40,000	$
Chandler - Racquetball Court Conversion 500,000	$ 500,000	$
Chandler - Upgrade Play Equipment/Surfacing 200,000	$ 200,000	$
Chandler - Roofing Repairs 220,000	$ 220,000	$
Crown Center - Construction/Construction Engineering 28,500,000	$ 28,500,000	$
Ecology Center - Restroom Renovations 100,000	$ 100,000	$
Ecology Center - Lighting Upgrades 30,000	$ 30,000	$
Ecology Center - Crawl Space Improvements 350,000	$ 350,000	$
Ecology Center - Wood Floor Replacement 60,000	$ 60,000	$
Ecology Center - Office Reconfiguration 100,000	$ 100,000	$
Ecology Center - Parking Lot Resurfacing 100,000	$ 100,000	$
Ecology Center - Parking Lot Lighting 75,000	$ 75,000	$
Ecology Center - Security System Improvements 20,000	$ 20,000	$
Ecology Center - Standing Seam Roof Restoration 50,000	$ 50,000	$
Fleetwood - Gym Flooring 75,000	$ 75,000	$
Fleetwood - Stage 50,000	$ 50,000	$
Fleetwood - Gym Lighting 50,000	$ 50,000	$
Fleetwood - Miscellaneous Improvements 100,000	$ 100,000	$
Fleetwood - Entrance Lobby 100,000	$ 100,000	$
Fleetwood - Office Renovation 100,000	$ 100,000	$
Fleetwood - Auditorium Renovation (incl ADA access) 100,000	$ 100,000	$
Fleetwood - Upstairs Office Renovation 100,000	$ 100,000	$
Gibbs Morrison - Roofing Replacement 150,000	$ 150,000	$
234

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
Levy Center Courtyard - Rubberized Surfacing 50,000	$ 50,000	$
Levy Center - Entryway Air Barrier 30,000	$ 30,000	$
Levy Center - Exterior Louver Replacements 150,000	$ 150,000	$
Levy Center - Kitchen 250,000	$ 250,000	$
Levy Center - Office Renovations 200,000	$ 200,000	$
Levy Center - Retractable Wall Replacement 20,000	$ 20,000	$
Levy Center - Draperies 100,000	$ 100,000	$
Levy Center - HVAC 300,000	$ 300,000	$
Levy Center - Upgrade BAS 30,000	$ 30,000	$
Levy Center - Lighting Upgrade 50,000	$ 50,000	$
Levy Center - Exterior Bollard Light Replacement 30,000	$ 30,000	$
Levy Center - Flooring Upgrade - Tiles, Carpet, Fitness Room 40,000	$ 40,000	$
Levy Center - Sewer Service Replacement 100,000	$ 100,000	$
Noyes - Basement 200,000	$ 200,000	$
Noyes - Flooring (room 106) 40,000	$ 40,000	$
Noyes - Hallway Floor Refinishing and Repair 110,000	$ 110,000	$
Noyes - Paint & Plaster Repair 225,000	$ 225,000	$
Noyes - Security System (alarm and cameras) 30,000	$ 30,000	$
Noyes - HVAC and Unit Heaters 1,200,000	$ 1,200,000	$
Noyes - Theater Electrical / Lighting Improvement 300,000	$ 300,000	$
Noyes - Parking Lot Rehabilitation 300,000	$ 300,000	$ Parking Fund
Civic Center - Boiler Replacement 900,000	$ 900,000	$
Civic Center - Restroom Improvements 800,000	$ 800,000	$ 1,600,000	$
Civic Center - Window Repairs/Replacement 250,000	$ 250,000	$
Civic Center - ACM Flooring 75,000	$ 75,000	$
Civic Center - Electrical Panels / Distribution Upgrades 500,000	$ 500,000	$
Civic Center - Fire Protection Upgrades 1,500,000	$ 1,500,000	$
Civic Center - Elevator Upgrades 300,000	$ 300,000	$
Civic Center - HVAC Improvements 1,500,000	$ 1,500,000	$
Civic Center - ADA Improvements (door hardware) 100,000	$ 100,000	$
235

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
Service Center - BAS Replacement 100,000	$ 100,000	$
Service Center - D Building Heating System Replacements 300,000	$ 300,000	$
Service Center - Energy Efficiency Lighting Improvements 200,000	$ 200,000	$
Service Center - Parking Deck Membrane and Joint Repairs 200,000	$ 200,000	$
Service Center - Restroom Renovations 100,000	$ 100,000	$
Service Center - Tuckpointing 300,000	$ 300,000	$
Service Center - Ventilation and Unit Heater Replacement 150,000	$ 150,000	$
Service Center - ADA Improvements 400,000	$ 400,000	$
Service Center - Overhead Door Replacements 1,125,000	$ 1,125,000	$
Service Center Yard - roofing repairs 100,000	$ 100,000	$
Fire Station 2 - Emergency Generator Replacement 500,000	$ 500,000	$
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 - HVAC Improvements 75,000	$ 75,000	$ 150,000	$
Fire Station 3 - Flooring Upgrade 20,000	$ 20,000	$
Police Fire HQ - Interior Entry 100,000	$ 100,000	$
Police Fire HQ - Emergency Generator Replacement 500,000	$ 500,000	$
Police Fire HQ - Chillers 500,000	$ 500,000	$
Police Fire HQ - Underground Pits and Waste Line Replacement 100,000	$ 100,000	$
Police Fire HQ - Flooring Upgrade 20,000	$ 20,000	$
Police Fire HQ - Furniture Upgrade 30,000	$ 30,000	$
Police Fire HQ - RTU1 250,000	$ 250,000	$
Fire Station 4 - Roof Replacement 80,000	$ 80,000	$
Fire Station 2 - Roof Replacement 200,000	$ 200,000	$
Sherman Avenue Garage - Coating Rehabilitation 150,000	$ 175,000	$ 325,000	$
Maple Street Garage - Through Wall Flashing Repairs 150,000	$ 150,000	$ Parking Fund
Sherman Avenue Garage - Lighting Upgrade 500,000	$ 500,000	$
236

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
Parking Garages - Silane Sealer / Striping 1,400,000	$ 1,400,000	$ Parking Fund
Parking Garages - Concrete Repairs 300,000	$ 300,000	$ Parking Fund
Parking Garages - Steel Repairs 300,000	$ 300,000	$ Parking Fund
Parking Garages - Joint Repairs 600,000	$ 600,000	$ Parking Fund
Parking Garages - Traffic Coating / Striping 1,400,000	$ 1,400,000	$ Parking Fund
Animal Shelter Renovations 300,000	$ 300,000	$
Arc Flash Study at City Bldgs 150,000	$ 150,000	$
Energy Efficiency Improvements 50,000	$ 50,000	$ 50,000	$ 50,000	$ 200,000	$
Facilities Contingency 200,000	$ 200,000	$ 200,000	$ 200,000	$ 800,000	$
James Park Field House - Restroom Renovations 115,000	$ 115,000	$
Lighthouse Fog / Signal House Renovations 90,000	$ 1,000,000	$ 1,090,000	$
Park Fieldhouses - HVAC 50,000	$ 50,000	$
Park Fieldhouses - Exterior Envelope - carpentry, tuckpointing,
roofing (bent, baker, leahy, lovelace) 150,000	$ 150,000	$
Park Fieldhouses Restrooms (ackerman, baker, bent, lagoon,
leahy, lovelace) 600,000	$ 600,000	$ 135K - lighthouse landing
Beach House - Exterior Envelope - carpentry, tuckpointing,
roofing (south blvd, lighthouse landing) 100,000	$ 100,000	$
Roofing Repairs - Miscellaneous Facilities 75,000	$ 75,000	$
Lovelace Park - Roofing Replacement 75,000	$ 75,000	$
Mason Park - Roofing Replacement 100,000	$ 100,000	$
TOTAL FACILITIES PROJECTS 37,930,000	$ 7,550,000	$ 5,810,000	$ 6,815,000	$ 58,105,000	$
MISCELLANEOUS
Network Switch Reliability 125,000 125,000	$
Engineering Transfer to General Fund 500,000 500,000	$ 500,000	$ 500,000	$ 2,000,000	$
IT Infrastructure - Future Years 150,000	$ 150,000	$ 150,000	$ 450,000	$
Public Art - Neighborhood Public Art 75,000 75,000	$ 75,000	$ 75,000	$ 300,000	$
TOTAL MISCELLANEOUS PROJECTS 700,000	$ 725,000	$ 725,000	$ 725,000	$ 2,875,000	$
237

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City of Evanston
Proposed FY 2018 - FY 2020 Capital Improvement Program
FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
LIBRARY
Main Library - Interior Renovations 2,500,000 2,500,000	$ Library Bond Debt
Main Library - Weatherproofing - Phases 2 & 3 250,000 250,000	$ Library Bond Debt
Main Library - Generator 750,000 750,000	$ Library Bond Debt
Robert Crown - New Library Branch 2,000,000 2,000,000	$ Library Bond Debt
TOTAL LIBRARY PROJECTS 5,500,000	$ -	$ -	$ -	$ 5,500,000	$
WATER TREATMENT, STORAGE AND BILLING
Dist Sys - Retail Water Meter Replacement Program 1,200,000	$ 1,200,000	$ Water Fund
WTP - Chemical Storage Tank Repairs and Lining 125,000	$ 125,000	$ 250,000	$ Water Fund
WTP - Filter Freight Elevator and Controls Rehab 150,000	$ 150,000	$ Water Fund
WTP - Filter Workshop Sprinkler System 150,000	$ 150,000	$ Water Fund
WTP - Laboratory HVAC Replacement 300,000	$ 300,000	$ Water Fund
WTP - Filtration Reliability Improvement 250,000	$ 2,750,000	$ 3,000,000	$ IEPA SRF Loan
WTP - Roof Improvements 250,000	$ 250,000	$ 500,000	$ Water Fund
WTP - Security Equipment 50,000	$ 50,000	$ 50,000	$ 50,000	$ 200,000	$ Water Fund
WTP - Settling Basin 1/2 Rehabilitation 50,000	$ 350,000	$ 400,000	$ Water Fund
WTP - Treated Water Storage Replacement - Construction 12,200,000	$ 4,000,000	$ 16,200,000	$ IEPA SRF Loan
WTP - Turbidimeter Replacement 25,000	$ 25,000	$ 25,000	$ 25,000	$ 100,000	$ Water Fund
WTP - 36/42 Intake Replacement 1,500,000	$ 16,500,000	$ 18,000,000	$ IEPA SRF Loan
TOTAL WATER TREATMENT PROJECTS 13,425,000	$ 7,300,000	$ 3,150,000	$ 16,575,000	$ 40,450,000	$
SUMMARY FY 2018
Projected
FY 2019
Projected
FY 2020
Projected
FY 2021
Projected
5-YEAR
TOTAL NOTES (list funding sources if not GOB)
Street Resurfacing, Water Main, Sewer Projects 22,280,000	$ 15,315,000	$ 11,620,000	$ 12,435,000	$ 61,650,000	$
Other Transportation 4,080,000	$ 10,220,000	$ 3,005,000	$ 3,140,000	$ 20,445,000	$
Parks 4,570,000	$ 2,925,000	$ 3,900,000	$ 2,780,000	$ 13,425,000	$
Facilities 37,930,000	$ 7,550,000	$ 5,810,000	$ 6,815,000	$ 58,105,000	$
Miscellaneous 700,000	$ 725,000	$ 725,000	$ 725,000	$ 2,875,000	$
Library 5,500,000	$ -	$ -	$ -	$ 5,500,000	$
Water Treatment, Storage and Billing 13,425,000	$ 7,300,000	$ 3,150,000	$ 16,575,000	$ 40,450,000	$
TOTAL CIP 2018 - 2021 88,485,000	$ 44,035,000	$ 28,210,000	$ 42,470,000	$ 202,450,000	$
238

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City of Evanston
Adopted 2017 Capital Improvement Program Maintenance Requirements
TOTAL Maintenance Impacts
Decrease
Overall
Maintenace
Neutral Increase Overall
Maintenance
STREET RESURFACING, WATER MAIN AND SEWER
Major Projects
ERGB Construction Engr Phase III 150,000	$
ERGB Construction 500,000	$
Sheridan Road/Chicago Avenue Const Engr Phase III 500,000	$
Sheridan Road/Chicago Avenue, Grove to Isabella 8,940,000	$
Main Street, Maple to Hinman Design Engr Phase I/II 150,000	$
Resurfacing will decrease need for street repairs in short term.
Changes in sidewalk design will also decrease maintenance
requirements
X
Main Street Commons/Corridor Design Engineering 175,000	$ Unknown at this time.
Howard Street Corridor, Dodge to Custer 300,000	$ Unknown at this time.
Chicago Ave Corridor Impr, Howard to Main 50,000	$ Unknown at this time.
Street Resurfacing
SR - MFT - Hinman, Kedzie to Main 174,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Wesley, Dempster to Grove 338,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Grey, Foster to North End 73,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Cowper, Grant to Colfax 99,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Cowper, Colfax to Harrison 138,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Livingston, Green Bay Rd to Broadway 138,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - Hartrey, Dobson to Grey 136,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - MFT - South, Asbury to Ridge 295,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - Garnet Street, CTA Viaduct to East Alley 300,000	$ Resurfacing will decrease need for street repairs in short-term. X
SR - CDBG - 2017 Streets 500,000	$ Resurfacing will decrease need for street repairs in short-term. X
Water Main
WM - 30" Downtown Feeder Main Rehabilitation 400,000	$ Water main rehabilitation will reduce likelihood of emergency
water main repairs over next 75 years. X
WM - Howard, Dodge to Ashland 1,500,000	$
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 - Grant, Cowper to Lawndale 810,000	$
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 - Lee, Brown to Dewey 1,020,000	$
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
WM - Inspection of Large Diameter Mains 650,000	$ Unknown at this time.
Sewer Rehabilitation
Sewer - CIPP Rehabilitation 655,000	$ 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 100,000	$ 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 155,000	$ Drainage rehabilitation will reduce likelihood of emergency sewer
repairs over next 25 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 - Large Dia Rehab - Mulford St Ext Phase 2 600,000	$ Sewer rehabilitation will reduce likelihood of emergency sewer
repairs over next 75 years. X
Resurfacing will decrease need for street repairs in short term.
Increased number of light fixtures will increase amount of labor
needed to maintain lighting in long-term.
X X
Road base/surface improvements will assist in decreasing need
for street repairs over next 20 years. Increased number of traffic
signals will increase amount of labor by traffic maintenance staff
in long-term. Separate bike lanes and bus pull-offs will require
additional snow-removal efforts
X X
239

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City of Evanston
Adopted 2017 Capital Improvement Program Maintenance Requirements
TOTAL Maintenance Impacts
Decrease
Overall
Maintenace
Neutral Increase Overall
Maintenance
OTHER TRANSPORTATION
Major Projects
Central Street Bridge Engr, Phase I 360,000	$ Unknown at this time.
Comprehensive Signs 150,000	$ Unknown at this time.
Bridge Inspection 30,000	$ Unknown at this time.
Safe Routes to School 40,000	$ Increased signage and radar signs will require increased labor by traffic
maintenance staff. X
Streetlight Master Plan Study 150,000	$ Unknown at this time.
Traffic Signal Design - Emerson@ Maple/Elgin/Benson/Dodge 150,000	$ Unknown at this time.
Annual Projects
General Phase I Engineering 80,000	$ Unknown at this time.
Alley Paving 986,000	$
Improving alleys eliminates need for alley regrading multiple
times per year. Sewer is added, which results in increased
amount of sewer facilities to maintain.
X X
Neighborhood Traffic Calming & Ped Safety 115,000	$ Unknown at this time.
Pavement Marking 90,000	$ Refreshing pavement markings results in less spot repairs
needed on an emergency basis X
Bike Infrastructure Improvements 85,000	$ Increased amount of bike facilities will result in increased labor
hours by Streets Division X
Sidewalk - 50/50 Replacement 150,000	$ Sidewalk rehabilitation will result in less emergency repairs
needed over next 25 years. X
Streetlight Purchase 100,000	$ 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
Parking Lot Projects
PL - 2016 Parking Lot Engineering Svcs
25,000	$
Parking lot surface rehabilitation will result in decreased
emergency spot repairs by Streets Division. Installation of green
infrastructure elements will increase amount of labor hours by
Streets Division and Greenways Division.
X X
PL - Davis Street Permeable Parking Repl 99,758	$ Street patching will decrease need for street repairs in short-term. X
PL - Levy Center Lot 650,000	$
PL - Parking Lot No. 22 (South Blvd & Sheridan Rd) 350,000	$
PL - Parking Lot No. 23 (Dempster & Elmwood) 200,000	$
PL - Parking Lot No. 39 (711 Hinman Ave) 375,000	$
PL - Parking Lot No. 45 (833 Forest Ave) 200,000	$
PARKS
Church Street Harbor - South Pier Reconstruction 580,000	$ New pier wall will decrease dredging and wall maintenance requirements X
Fountain Square Renovations - Engineering 180,000	$
Fountain Square Renovations - Construction 4,740,000	$
Lovelace Park - Pond Rehabilitation 100,000	$ Repair of pond wall will decrease maintenance requirements over
next 25 years. X
James Park - North Baseball Field 1,000,000	$
Replacement of existing baseball field with new field with a
drainage system will reduce maintenance requirements.
Installation of needed stormwater detention may increase
maintenance requirements.
X X
Parks Contingency 150,000	$ Unknown at this time.
Parking lot surface rehabilitation will result in decreased
emergency spot repairs by Streets Division. Installation of green
infrastructure elements will increase amount of labor hours by
Streets Division and Greenways Division.
X X
New fountain, street surface and sidewalk design will decrease
maintenance requirements over next 25 years. Additional lighting
fixtures will increase amount of labor hours needed by Traffic
Division.
X X
240

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City of Evanston
Adopted 2017 Capital Improvement Program Maintenance Requirements
TOTAL Maintenance Impacts
Decrease
Overall
Maintenace
Neutral Increase Overall
Maintenance
FACILITIES
Chandler - HVAC Improvements - Engr Design Svcs 75,000	$ Unknown at this time.
Chandler - Electrical Upgrades 400,000	$
Replacement of deteriorated electrical equipment and new
electrical system layout will decrease labor hours needed for
maintenance by Facilities.
X
Chandler - Exterior Waterproofing 200,000	$ Elimination of flooding into building will decrease labor hours
needed for maintenance by Facilities. X
Crown Center - Consulting Svcs (Planning and Design) 1,500,000	$ Unknown at this time.
Ecology Center - Roofing / Clerestory / Masonry 80,000	$ Elimination of leaking windows and roof will decrease labor hours
needed for maintenance by Facilities. X
Ecology Center - Crawl Space Impr - Engr Design 50,000	$ Unknown at this time.
Fleetwood - HVAC and Electrical - Engr 29,000	$
Fleetwood - HVAC and Electrical - Const 1,700,000	$
Fleetwood - Restrooms 150,000	$ Replacement of deteriorated furnishings and surfaces will
decrease maintenance requirements by Facilities. X
Gibbs Morrison - Site Improvements - Engr 17,000	$
Gibbs Morrison - Site Improvements - Const 403,000	$
Levy Center - Solar Panel Installation 100,000	$ Addition of solar panels will increase labor hours needed for
maintenance by Facilities. X
Civic Center - Security Improvements 500,000	$ Unknown at this time.
Civic Center - Boiler Replacement - Engr Design Svcs 100,000	$ Unknown at this time.
Fire Station 1,2,4 - Bunkroom Upgrades 30,000	$ Unknown at this time.
Sherman Avenue Garage - Coating Rehabilitation 150,000	$
Replacement of coating will reduce labor hours needed for
maintenance by Parking Division. It will also reduce potential for
long-term deterioration of concrete.
X
Sherman Avenue Garage - Elevator Cab Flooring 70,000	$
Replacement of flooring will reduce labor hours needed for
maintenance by Parking Division. It will also reduce potential for
long-term deterioration of elevators.
X
Maple Street Garage - Pavement Striping and Traffic Coating 400,000	$
Replacement of coating will reduce labor hours needed for
maintenance by Parking Division. It will also reduce potential for
long-term deterioration of concrete.
X
Data Center Study 50,000	$ Unknown at this time.
Dempster Beach House Renovations 200,000	$ Replacement of deteriorated windows, roofing, furnishings and
surfaces will decrease maintenance requirements by Facilities. X
Energy Efficiency Improvements 100,000	$ Unknown at this time.
Facilities Contingency 200,000	$ Unknown at this time.
Harley-Clarke Repairs 250,000	$ Unknown at this time.
Howard Street Theater 1,000,000	$ Construction of new City-owned facility will increase labor hours
needed by Facilities for maintenance. X
Generator Study 70,000	$ Unknown at this time.
Solar Panel Install 30,000	$ Addition of solar panels will increase labor hours needed for
maintenance by Facilities. X
Roofing Repairs - Miscellaneous Facilities 50,000	$ Roofing repairs will decrease labor hours needed by Facilities for
maintenance. X
MISCELLANEOUS
Cameras - Parking Garages 300,000	$
Cameras - Police 525,000	$
Network Switch Reliability 125,000	$ Replacement of failing network equipment will reduce labor hours
needed for maintenance by IT staff. X
Public Art - Neighborhood Public Art 150,000	$ Addition of art installation citywide will increase maintenance
requirements. X
Public Art - Cultural Art Master Plan 50,000	$ Unknown at this time.
Installation of additional cameras and software will increase maintenance
requirements by IT Division. X
Replacement of deteriorated HVAC and electrical equipment and
new systems layout will decrease labor hours needed for
maintenance by Facilities. Addition of multiple HVAC units may
increase maintenance requirements.
X X
Elimination of flooding into building will decrease labor hours
needed for maintenance by Facilities. Addition of stormwater
detention, lighting and landscaping may increase maintenance
requirements.
X X
241

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City of Evanston
Adopted 2017 Capital Improvement Program Maintenance Requirements
TOTAL Maintenance Impacts
Decrease
Overall
Maintenace
Neutral Increase Overall
Maintenance
LIBRARY
Main Library - Interior Renovations 2,500,000	$ Unknown at this time.
Main Library - Weatherproofing - Phases 2 & 3 250,000	$ Unknown at this time.
Main Library - Parking Garage Renovations 250,000	$ Unknown at this time.
Main Library - Generator 50,000	$ Unknown at this time.
North Branch - 2022 Central Street Improvements 150,000	$ Unknown at this time.
North Branch - Roof and Gutter Replacement 150,000	$ Rehabilitation of roofing and gutters will decrease labor hours needed for
maintenance by Library staff. X
North Branch - Exterior Improvements 249,500	$ Unknown at this time.
North Branch - Asbestos Remediation 75,000	$ Unknown at this time.
Robert Crown - New Library Branch 500,000	$ Addition of new City-owned facility will increase labor hours needed for
maintenance. X
WATER TREATMENT, STORAGE AND BILLING
Dist Sys - In-House Meter Replacement 20,000	$ Replacement of older water meters will decrease maintenance
requirements by Distribution Division. X
Dist Sys - Pressure Gauges at Fire Stations 20,000	$ Addition of new instrumentation will increase maintenance
requirements by Pumping Division. X
Dist Sys - Retail Water Meter Replacement Program 1,220,000	$ Replacement of older water meters will decrease maintenance
requirements by Distribution Division. X
Dist Sys - Water Main Corrosion Control in Various Locations 20,000	$ Addition of corrosion control will reduce water main failures and
decrease maintenance requirements by Distribution Division. X
North Standpipe - Fiber Optic From FS#5 120,000	$ Addition of new communications technology will reduce need for
maintenance of existing radio equipment. X
South Standpipe - Motor Control Center 300,000	$ Replacement of older outdated electrical equipment will decrease
labor hours needed for maintenance by Pumping Division. X
South Standpipe - Storage Building Repairs 75,000	$ Spot repairs of deteriorated roof and walls will decrease labor
hours needed for maintenance by Distribution Division. X
WTP - CMMS Software Implementation 170,000	$
Expansion of CMMS will increase labor hours needed by office
staff for data tracking while allowing field staff to operate more
efficiently.
X X
WTP - Crack Repair of Low Lift Suction Tunnels 50,000	$ Spot repairs of deteriorated roof and walls will decrease labor
hours needed for maintenance by Pumping Division. X
WTP - Exterior Door Improvements 130,000	$
Replacement of older doors while reducing water entering the
building will reduce labor hours needed for maintenance by
Filtration Division.
X
WTP - Laboratory HVAC Replacement - Engr Svcs 90,000	$ Replacement of outdated HVAC equipment will reduce labor
hours needed for maintenance by Filtration Division. X
WTP - Reliability Improvements - Construction 1,100,000	$
WTP - Reliability Improvements - Engineering 170,000	$
WTP - SCADA System Upgrades 260,000	$ Repair/replacement of computer system will decrease labor hours
needed for maintenance by Filtration and Pumping Divisions. X
WTP - Security Equipment 50,000	$ Unknown at this time.
WTP - Treated Water Storage Replacement - Construction 3,000,000	$
WTP - Treated Water Storage Replacement - Engineering 920,000	$
WTP - Turbidimeter Replacement 25,000	$ Replacement of outdated instrumentation will decrease labor
hours needed for maintenance by Filtration Division. X
WTP - Upgrade Flushing Water Supply to Basins 1 & 2 40,000	$ Replacement of deteriorated flushing water system will decrease
labor hours needed for maintenance by Filtration Division. X
53,215,258	$ *excludes IDOT reimbursement projects of $5,585,156
Replacement of deteriorated structure will decrease long-term
maintenance requirements. Installation of new pumping system
will increase maintenance requirements.
X X
Rehabilitation of failed water plant components will reduce labor
hours need for maintenance by Filtration Division. X
242

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PART VII
COMPREHENSIVE
PERFORMANCE
MEASUREMENT
243

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City of Evanston Citywide Performance Measures FY 2017
Number of IT calls per week 8200 8113  8500
IT responses with eight hours 80% 85%  85%
Average backlog of IT open requests 50% 25%  20%
Number of parking tickets issued 82,000 62,000
(09/30/20
16)
75% 83,000
Parking-related revenue generated (in millions of dollars) $10,322,
856
$10,797,
220
 $10,765,
056
Number of service request received by 311 Staff 29,000 61,000  65,000
Number of administrative services assumed by 311 5 5  7
Increase in number of subscribers to City communication channels annually 38,000 84,000  100,000
Number of citizen engagement events and/or activities 101 105  110
Average review time of Single Family & Accessory Structures 20 days 18.9 days  20 days
Average review time of Commercial & Accessory Structures 20 days 19.1 days  20 days
Average review time of Planned Developments by Plan Commission 90 days 60 days  60 days
Average review time of Certificates of Appropriateness by Historic Preservation Commission <45 days 30 days  <45days
Average review time of Variation & Special Use permit cases by Zoning Board of Appeals 30 days 30 days  30 days
Percentage of grant-funded programs/projects progressing as planned 85% 88%  85%
Number of housing units (owner and rental) substantially rehabbed 70 80  9
Percentage of emergency fire calls with a response time of five minutes and under
from dispatch to arrival on scene, compared with square miles served per fire
95% 99.86%  95%
2016
Target
2016
Actual
Target
Met?
2017
Goal
2016
Target
2016
Actual
Target
Met? 2017
Goal
2016
Target
2016
Actual
Target
Met?
2017
Goal
2016
Target
2016
Actual
Target
Met?
2017
Goal
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City of Evanston Citywide Performance Measures FY 2017
Suppression Station, and compared with population density
Fire incidents confined to room of origin 65% 80%  68%
Number of on the Job (OJI) related injuries per 100 members that resulted in time
lost from duty in a one-year period
<5 8 <5
Job related vehicle crashes, deemed preventable, per 100 members in a one-year
period
<5 5  <5
Sworn and civilian FTE's per 1,000 population 1.4 1.46 1.4
Emergency response time <241 sec 184 sec  <241 sec
Turnout time for emergency (E) and non-emergency (NE) alarms E: 45 sec
NE: 78
sec
E: 46 sec
NE: 80
sec
E:45 sec
NE: 78
sec
Estimated property value preserved 95% 98%  95%
Number of investigations and complaints 3000 2569  3000
Track local trends in testing sites for lead, childhood blood lead screening rates, and incidence in
childhood lead poisoning rates
20 18  25
Number of restaurant, temporary food and farmer's market inspections 17 14  17
Traffic prosecution cases 2,500 1,471 2,200
Administrative review cases 8 6  8
Ordinances and resolutions written and/or reviewed 275 183  280
Cases that had a pre-trial disposition or were tried to verdict 8 11  5
Annual number of administrative adjudication parking cases tried 3,800 2,855  4,000
Annual number of administrative adjudication ordinance/compliance cases tried 2,500 1,490 2,200
Percentage of citizens who rated library service as satisfactory 98% 98%  98%
Percentage of library users who rated the helpfulness and the general attitude of library staff as
satisfactory
98% 98%  98%
2016
Target
2016
Actual
Target
Met?
2017
Goal
2016
Target
2016
Actual
Target
Met?
2017
Goal
2016
Target
2016
Actual
Target
Met?
2017
Goal
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City of Evanston Citywide Performance Measures FY 2017
Percentage of library users who rated the availability of library materials as satisfactory 93% 91% 93%
Number of items circulated per resident 12.5 13.0  13.5
Number of dollars spent for materials acquisition per resident $10.11 $10.25  $11.59
Number of meeting room requests and estimated attendees 10,298/
77,852
10,050/
75,000
10,500/
75,000
Number of library program participants that enroll in additional programs 85% 85%  85%
Percentage of applicants for youth employment and vocational training opportunities who
received such opportunities
82% 80% 85%
Total recreation program & activity participation and community service outreach clients 109,500 175,015  135,000
Evaluate employee and employer satisfaction with youth employment programs 98% 95% 97%
Attendance at PR&CS special events and park permit 50,000 49,690 52,000
User satisfaction rate of Recreation facilities (condition, safety and cleanliness, etc.) 90% 85% 90%
Victim Services follow-ups on crime related investigations 1200 779  1200
Victim Services follow-ups on non-crime related investigations 800 503  850
Benchmark of quantity of illicit drugs seized 350 7005.2  400
Benchmark of quantity of firearms seized 100 71  100
In-house design of CIP infrastructure projects 20 22  20
Number of new park and parkway trees planted 500 600  500
Number of parkway trees trimmed by City crews 1200 1100 1200
Number of customers experiencing an unscheduled disruption of water service 750 113  750
Number of known breaks/leaks per mile of water main 0.3 0.2  0.3
Percentage of residential and commercial waste and recycling picked up on schedule 98% 99%  98%
Number of customer complaints about sewer service (seepage, backups, overflows, etc.) 200 180  200
2016
Target
2016
Actual
Target
Met?
2017
Goal
2016
Target
2016
Actual
Target
Met?
2017
Goal
2016
Target
2016
Actual
Target
Met?
2017
Goal
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PART VIII
GLOSSARY
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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 Aa1
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
o