FY 05-06 Adopted Budget - Download (PDF)
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-- 1 of 636 -- -- 2 of 636 -- -- 3 of 636 -- ELECTED OFFICIALS Lorraine H. Morton Mayor ALDERMAN Arthur B. Newman First Ward Lionel Jean-Baptiste Second Ward Melissa A. Wynne Third Ward Steven J. Bernstein Fourth Ward Joseph N. Kent Fifth Ward Edmund B. Moran, Jr. Sixth Ward Elizabeth B. Tisdahl Seventh Ward Ann Rainey Eighth Ward Gene Feldman Ninth Ward Mary P. Morris City Clerk Julia A. Carroll, City Manager Judith A. Aiello, Interim City Manager 3 -- 4 of 636 -- 4 -- 5 of 636 -- CITY OF EVANSTON 2005-2006 APPROVED BUDGET Including the City Manager’s Budget Message and Schedules Showing Revenue Estimates and Appropriations TABLE OF CONTENTS Part I – Message Page City Manager’s Budget Message………………………………………………….………… 11 Executive Summary………………………………………………………………………….. 19 Memo on Final Changes……………………………………………………………………… 25 Part II – Charts and Summaries Organizational Chart…………………………………………………………………………. 29 General Information……………………………………………………………………......... 31 Evanston Events Calendar………………………………………………………………….. 32 Fund Descriptions…………………………………………………………………………….. 34 Budget Policy…………………………………………………………………………………. 37 Budgetary Basis of Accounting…………………………………………………………….. 41 Fund Summary…………………………………………………………………………......... 43 Total Appropriations – All Funds……………………………..………………………......... 44 Total Appropriations – All Funds (Adjusted for Interfund Transfer)…………………..... 45 Transfer Summary…………………………………………………………………………… 46 Tax Bill Charts………...……………….……………………………………………………… 49 Property Tax Charts………………………………………………………………………….. 50 Revenue Sources, Assumptions and Trends……………………………………………… 56 2005 Property Tax Levy……………………………………………………………………... 60 Debt Service Charts………………………………………………………………………….. 62 Part III – General Fund Budget All Divisions Expenditure Chart……………………………………………………………… 67 Expenditure Summary……………………….…………………………………………........ 68 General Fund Revenue Summary….………………………………………………………. 69 General Fund Revenue Detail…………………………………………………………… 70 City Council…………………………………………………………………………………… 78 City Clerk’s Office……………………………………………………………………………. 82 City Manager………………………………………………………………………………….. 86 Public Information………………………………………………………………………… 90 Farmer’s Market…………………………………………………………………………… 92 Office of Management and Budget…………………………………………………………. 95 Budget Office……………………………………………………………………………… 98 General Contingency…………………………………………………………………….. 100 Information Systems……………………………………………………………………… 103 Geographic Information Systems (GIS)………………………………………………… 106 Administrative Adjudication………………………………………………………………. 108 Legal……………………………………………………………………………………........... 110 5 -- 6 of 636 -- Fire ……………………………………………………………………………………………. 200 Fire Management & Support……………………………………………………………. 202 Fire Prevention Bureau………………………………………………………………….. 204 Fire Suppression Bureau………………………………………………………………… 206 Health and Human Services……………………………………………………………...... 208 Health Services Administration…………………………………………………………. 212 Laboratory……...…………………………………………………………………………. 214 Family Health……………………………………………………………………………… 216 Infectious Disease Control………………………………………………………………. 218 Dental Services…………………………………………………………………………… 220 Adult Health……………………………………………………………………………….. 222 Food & Environment……………………………………………………………………… 224 Vital Records……………………………………………………………………………… 226 Health Department Grants………………………………………………………………. 228 Page Human Resources………………………………………………………………………........ 114 Finance………………………………………………………………………………………… 120 Finance General Support……………………………………………………………....... 122 Revenue Division…………………………………………………………………………. 124 Payroll Division……………………………………………………………………………. 126 Accounting Division………………………………………………………………………. 128 Purchasing/ Accounts Payable/ MWEBE………………………………………………. 130 Facilities Management……………………………………………………………………….. 132 Facilities Management General Support……………………………………………..... 134 Construction and Repair…………………………………………………………………. 136 Mail and Information Services…………………………………………………………… 138 Custodial Maintenance…………………………………………………………………… 140 Emergency Management……………………………………………………………....... 142 Cable Communications…………………………………………………………………… 144 Community Development……………………………………………………………………. 146 Community Development Administration………………………………………………. 150 Planning and Support Service…………………………………………………………… 152 Zoning Analysis and Support……………………………………………………………. 154 Housing Code Compliance………………………………………………………………. 156 Housing Rehabilitation……………………………………………………………………. 158 Building Code Compliance…………………………………………………………........ 160 Police…………………………………………………………………………………………… 162 Police Administration……………………………………………………………………… 168 Patrol Operations……………………………………………………………………......... 170 Criminal Investigation………………………………………………………………......... 172 Social Services Bureau...……………………………………………………………....... 174 Juvenile Bureau…………………………………………………………………………… 176 School Liaison………………………………………………………………………......... 178 Records Bureau…………………………………………………………………….......... 180 Communications Bureau...………………………………………………………………. 182 Service Desk Bureau...…………………………………………………………………… 184 Office of Professional Standards……………………………………………………...... 186 Office of Administration…………………………………………………………….......... 188 Neighborhood Enforcement……………………………………………………………… 190 Traffic Bureau……………………………………………………………………………… 192 Community Strategic Bureau……………………………………………………………. 194 Animal Control…………………………………………………………………………….. 196 Problem Solving Team…………………………………………………………………… 198 6 -- 7 of 636 -- Page Recreation………………………………………………………………………………......... 321 Management & General Support……………………………………………………..... 330 Business & Fiscal Management………………………………………………………… 332 Communications & Marketing Services……………………………………………….. 334 Recreation General Support…………………………………………………………….. 336 Park Utilities……………………………………………………………………………….. 338 Robert Crown Center…………………………………………………………………….. 340 Chandler Community Center……………………………………………………………. 342 Fleetwood-Jourdain Community Center……………………………………………...... 344 Fleetwood-Jourdain Theater…………………………………………………………….. 346 At Risk Opportunities……………………………………………………………………... 348 Levy Activity Center………………………………………………………………………. 350 Church Street Boat Ramp……………………………………………………………….. 352 Boat Storage Facility……...……………………………………………………………… 354 Beaches…………………………………………………………………………………… 356 Facility Maintenance……………………………………………………………………… 358 Crown Ice Rink……………………………………………………………………………. 360 Community Intervention Services………………………………………………………….. 231 Mental Health Board/Community Purchased Services…………………………………… 236 Commission on Aging………………………………………………………………………… 242 Public Works………………………………………………………………………………….. 248 Director of Public Works……………………………………………………………........ 252 Municipal Service Center………………………………………………………………… 254 Division of Transportation………..………………………………………………………….. 256 EDOT Administration…...………………………………………………………….......... 258 Engineering……………………………………………………………………………….. 260 Traffic Engineering Administration …………………………………………………….. 262 Traffic Signs………………………………………………………………………………. 264 Signals & Streetlights……………………………………………………………………. 266 Enforcement & Tickets…………………………………………………………………… 268 School Crossing Guards…………………………………………………………………. 270 Streets and Sanitation……………………………………………………………………….. 273 Administration…………………………………………………………………………….. 274 Street & Alley Maintenance……………………………………………………………… 276 Street Cleaning…………………………………………………………………………… 278 Ice & Snow Removal…………………………………………………………………….. 280 Refuse Collection & Disposal………………………………………………………....... 282 Residential Recycling……………………………………………………………………. 284 Yard Waste Services……………………………………………………………………. 286 Human Relations…………………………………………………………………………….. 288 Human Relations Commission…………………………………………………………. 290 Housing Advocacy………………………………………………………………………. 292 Summer Youth Employment Program…………………………………………………. 294 Library………………………………………………………………………………………… 297 Children’s Services………………………………………………………………………. 302 Reader’s Services……………………………………………………………………….. 304 Reference & Periodicals…………………………………………………………………. 306 Circulation…………………………………………………………………………………. 308 North Branch……………………………………………………………………………… 310 South Branch……………………………………………………………………………… 312 Technical Services………………………………………………………………………. 314 Maintenance…………………………………………………………………………....... 316 Administration………………………………………………………………………......... 318 7 -- 8 of 636 -- Parks & Forestry………………………………………………………………………………. 379 General Support…………………………………………………………………………… 380 Horticultural Maintenance………………………………………………………………… 382 Parkway Tree Maintenance…………………………………………………………....... 384 Dutch Elm Disease Control…………………………………………………………........ 386 Tree Planting………………………………………………………………………………. 388 Private Elm Tree Insurance…………………………………………………………....... 390 Dutch Elm Inoculation Program…………………………………………………………. 392 Ecology Center…………………………………………………………………………......... 394 Eco-Quest Day Camp…………………………………………………………………….. 398 Cultural Arts Division…………………………………………………………………………. 400 Arts Council………………………………………………………………………….......... 402 Noyes Cultural Arts Center…………………………………………………………........ 404 Cultural Arts Programs……………………………………………………………………. 406 Part IV – Other Funds Budget All Funds Chart Summary……………………………………………………………………. 411 Motor Fuel Tax…………………………………………………………………………........... 412 Emergency Telephone System…………………………………………………………........ 415 Economic Development ……………………………………………………………………… 419 Community Development Block Grant……………………………………………………… 424 Housing Fund………………..…………………………………………………………........... 430 Washington National Special Tax Allocation – Debt Service Fund……………………… 432 Special Service Area No. 5…………...……………………………………………………… 433 Southwest II Special Tax Allocation – Debt Service Fund……………………………….. 434 Southwest Special Tax Allocation – Debt Service Fund…………………………………. 435 Debt Service Fund……………………………………………………………………………. 436 Downtown II Special Tax Allocation Service – Fund...……………………………………. 438 Maple Avenue Garage Fund……………………………………………………………....... 439 Parking System Fund………………………………...…………………………………....... 443 Water Fund……………………………………………………………………………………. 458 Sewer Fund……………………………………................................................................. 483 Fleet Services Fund………………………………………………………………………..…. 501 Insurance Fund..…………………………………………………………………………….... 515 Firefighters Pension Fund.………………………………………………………………..….. 519 Police Pension Fund………………………………………………………………………....... 520 Page Sports Leagues…………………………………………………………………………..... 362 Aquatic Camp…………………………………………………………………………..….. 364 Tennis……………………………………………………………………………………..… 366 Drum & Bugle Corps…………………………………………………………………….... 368 Special Recreation………………………………………………………………………... 370 Bus Program………….…………………………………………………………………..… 372 Park Service Unit……………………………………………………………………......... 374 Youth Golf Program………………………………………………………………………. 376 8 -- 9 of 636 -- Page Appendix 521 Personnel Comparison Charts………………………………………………………………. 523 Personnel Full-time Equivalent Five-Year Comparison ……….…………………………. 524 Personnel Full-time Equivalent Positions by Department………………………………… 528 Budget Process…………………………………………………………………………......... 542 Budget Calendar……………………………………………………………………….……… 544 Capital Improvement Plan 547 Capital Improvement Memorandum……………………………………………….………… 549 Final Changes to Proposed CIP Memorandum…………………………………………… 557 Capital Improvement Fund Policy…………………………………………………………… 559 Capital Projects by Funding Source……………………………………………………....... 571 General Obligation Bond Projects…………………………………………………………... 579 Capital Projects by Department……………………………………………………………… 581 Capital Project Descriptions……………………………………………………………........ 587 Glossary 627 9 -- 10 of 636 -- 10 -- 11 of 636 -- May 2, 2005 To the Honorable Lorraine H. Morton, Mayor and Members of the City Council City of Evanston, Illinois Ladies and Gentlemen: Transmitted herewith is the Proposed Budget for the City of Evanston for the fiscal year beginning March 1, 2005 and ending February 28, 2006. The annual budget together with Capital Improvement Program is the City’s most important policy and management statements. These two documents define and establish the City of Evanston’s priorities and services we provide to the community. The City of Evanston is fortunate that the City Council’s policies regarding economic development implemented in the past years have made us less dependent on a single industry or sector of the state and local economies which are experiencing a slow rebound. We are beginning to see a rebound in the state income tax revenue but at the same time growth in shared state and local sales tax revenues remain flat. Once again during the preparation of the budget, various City departments identified areas where additional personnel and/or programs would enhance their operations. All of these are valid proposals that should be considered in future years. However, given our current financial start, the FY 2005/06 Budget does not propose a significant expansion of service or personnel. Minor adjustments have been made to reflect shifting needs and priorities of the organization. However, since the City of Evanston is a service provider to the community most of its expenses are for salaries and benefits. The FY 2005/06 proposed budget relies on a modest increase in the property tax and recommends the creation of a food and beverage tax. It reflects a cautious outlook for the coming year. Prior to considering a property tax increase or new revenue sources staff pared down the proposed budget to a very modest increase. Many of the increases reflected in this year’s budget are a result of mandated costs. Union contracts, federal and state requirements, and necessary utility costs all increase the cost of doing business. In order to meet this austere budget request each General Fund line item was reviewed and wherever possible reduced to coincide with its three-year expenditure history. Below is a summary of the expenditures that comprise this request: Current 2005/06 Proposed Budget $ 81,215,000 FY 2004/05 Adopted Budget $ 78,225,000 $ 2,990,000 3.82% Increase The following is a listing of the expenditures in the General Fund that have increased as a result of labor contacts, state mandates, utility costs, City Council requested tree planting services, and the addition of a Firefighter/Paramedic. These costs represent 3.27% of the total increase of 3.82% 11 -- 12 of 636 -- Salaries and Wages $ 1,873,700 Overtime $ 131,400 Benefits (IMRF, FICA) $ 150,700 Utilities $ 163,800 Police Desk Officer $ 60,000 Police 1/2 Profiling Clerk $ 25,000 Firefighter/Paramedic $ 60,000 Additional Tree Planting $ 97,000 $ 2,561,600 3.27% Non wage, benefits, tree increase $ 428,400 0.55% Increase The remaining minor increase of .55% was achieved through reductions in departmental operating budgets. These reductions amount to hundreds of thousands of dollars and once again place a strain on operating budgets. The City continues to be in the position where it is required to do more with less. As a comparison the City of Evanston uses the Municipal Price Index (MPI) as a gauge to its expenditures. The Illinois Municipal Price Index (MPI) is designed to measure the increases in prices of goods and services purchased by Illinois municipalities. Last year the MPI increase 4.0% compared to an increase of 2.3% in the Consumer Price Index (CPI). The following are the highlights of the proposed budget: 1. Real Estate Property Tax The budget proposes a 3.98% increase to the City’s portion of the property tax to meet the obligations of City funds reliant on property tax revenue. This includes a 5.81% increase to the General Fund, and a 4.0 % increase to the Debt Service portion of the tax levy. The City of Evanston is obligated under State law to fund the Police Pension and Fire Pension Funds. Due to the changes in State law during 2004 the City was required to increase its property tax pension contribution by 21.9% and 25.5% respectively in the prior year. Due to increased funding in the 2004/05 budget and better than average return on investments there is no need to increase the contribution to the Police and Fire Pensions funds for 2005/06. The proposed 3.98% increase in the City of Evanston portion of the tax bill translates to less than a 1% increase in the real estate tax bill. If the property tax increase is passed as submitted residents would experience an increase of 0.75% in the overall property tax bill. 2. Food and Beverage Tax It is proposed that a 1% food and beverage tax be imposed on all food served in Evanston. This tax affects all restaurants in Evanston. In addition, it is proposed that a 2% reduction (to 4%) in the 6% liquor tax be made for restaurants. The Food and Beverage Tax will be an increased tax to all type one and type two restaurants that do not serve liquor. For restaurants that do serve liquor there will be a slight increase or decrease in the tax collected depending on the proportion of liquor sales verses total sales. The restaurant sector is a large sector of the Evanston economy, and this tax combination takes into consideration that sector and concerns about not impeding its future growth. During this past year, we have placed an emphasis on addressing the trash issues caused by food establishments. 12 -- 13 of 636 -- 3. Cigarette Tax This proposal would raise the tax on a pack of cigarettes from $ .16 to $ .32 per pack. This increase would generate an additional $126,000 per year. The City of Chicago has approved increasing their cigarette tax by $ .16 to $ .48 per pack. By increasing our tax rate by only $.08 we will still be competitive and not experience a major drop in sales. 4. Vehicle Sticker Fines Currently the cost of a City of Evanston vehicle sticker is $60.00. The cost of a ticket for not obtaining or displaying a city sticker is $30.00 it is therefore cheaper not to buy a sticker and risk receipt of a ticket. The budget proposes to increase the fine for not having a sticker to $50.00. This increase will result in additional revenue of $70,000 and hopefully an increase in city sticker compliance. 5. Labor Contracts All labor contracts, except for the Firefighter’s Union have been settled for FY 2005/06. These settlements require an increase of 3.75% to the total wages for the AFSCME and Sergeants union members and 3.5% for the Police Union (Teamsters). Non-represented employees are recommended to receive a 3.75% increase in wages. 6. Health Insurance During the mid-year budget review held in September 2004 staff estimated that renewal rate increases for health insurance for FY 05/06 would be approximately 20%. If in fact that rate held true the City of Evanston would have had to budget an additional $1,000,000 for this expense. Through the hard work of the Human Resources staff and the Budget Office staff, and better claims experience than expected for the prior year, the City was able to obtain health insurance coverage at no increased cost. The City will be switching its provider to Blue Cross and Blue Shield of Illinois on February 1, 2005. 7. Water Fund There is no water rate increased proposed in the 2005/06 budget. The water fund continues be financially stable and self-sufficient. 8. Sewer Fund Ordinance 13-O-03 established the sewer rates for fiscal years 2004, 2005, and 2006. To be in compliance with this ordinance sewer rates will increase 5% on March 1, 2005. This final increase will complete the funding plan for the long-range sewer improvement program. No additional rate increases are forecast beyond this point. 9. Fleet Service Fund The Fleet Service Fund is stable and will require no additional General Fund subsidy. For the upcoming budget year, new equipment purchases will be limited to $1,836,000. The final debt service payments will be complete in FY 2005/06, which will establish an annual equipment replacement budget of $2 million dollars. 10. Insurance Fund Transfer to the Insurance Fund from the General Fund will remain at $1.9 million dollars. This amount will support annual operating expenses but does not address the total outstanding liability issues. Currently, the City of Evanston has an outstanding liability of $28,000,000. The timing and necessity of paying the liability stands with the appellate and trial courts. Negative outcome of our major cases will impact finances and may cause a restructuring, reduction or a suspension of our Capital Improvement Plan expenditures. 13 -- 14 of 636 -- 11. Parking Fund The Parking Fund is currently under review by City Staff and the Parking Committee. The Parking Fund is running operational deficits; it is necessary to adjust the rates and fees charged by the parking system and allow the Parking Fund to return to a positive net income position. 12. Personnel Adjustments The FY 2005/06 budget has minor personnel adjustments. The Fire Department is reorganizing its clerical support staff. The Executive Secretary and the Clerk Typist III positions are being eliminated. There will be one Management Analyst Position created to assist in new initiatives underway in the Department. There is also a position increase of one firefighter/paramedic this year. It is our intention that this will be the first of three firefighter/paramedic positions that we hope to add over the next three years. It is anticipated that with the addition of these positions the City will be better equipped to respond to changes in shift strength and reduce overtime expenditures. The proposed budget also includes 1-½ position additions in the Police Department. The new full-time position is a service desk officer. This is the first of three desk officers and a supervisor that will be added over the next four years to allow the redeployment of sworn officers to field work. This is a continuation of a prior initiative that has returned six sworn officers to field duty. The additional ½ position is the result of the overwhelming impact of the racial profiling requirement mandated by the State of Illinois. Last year a half time position was added to handle the workload requirements. After nearly a year of experience we have found that a full time position is necessary The proposed budget also includes the addition of Facilities Management Maintenance Worker III funded through TIF funds. Recent experience with the Maple Avenue Self-Park and the Church/Chicago Self-Park and the expected workload increase from the Sherman Avenue Garage has made an additional position necessary. We recognize that new facilities must be maintained. The final change in personnel is the creation of two new Management Analyst positions in the Office of Management & Budget. There will not be a monetary increase since we will save money from the Fire Department reorganization and there is a vacant Management Analyst position in Parks Forestry and Recreation Department. This position will be transferred to Management and Budget. This new emphasis will create a team with each of the Departments; Management & Budget Office and City Manager’s Office that will be used to review and analyze financial efficiencies, business trends, organizational needs and improvements, and policy issues, to provide better service delivery. Given the constraints of a department’s workload, many of these opportunities are lost and cannot be completed currently. If the City had adequate resources, I would recommend that each City department have an analyst position. There are many projects within departments that the Departments are unable to accomplish because of a lack of adequate personnel to address issues. 13. Building Permit Revenue Due to sustained housing and commercial development the building permit fee revenue for FY 2005/06 is estimated to be $3 million dollars. This year we recommend that the full value not be budgeted due to the uncertain economic conditions and that only $2 million dollars be considered as on-going revenue for the general fund. This next fiscal year, we will receive the revenue from the building permit fee for Sherman Plaza and possibly phase II of Sienna project. There are not any new major projects on the drawing board. We are recommending that the extra revenue ($1,000,000) be considered as the required revenue for the first year of the tree inoculation program. Our full recommendation regarding the tree inoculation program will be outlined below. 14 -- 15 of 636 -- 14. Tree Inoculation and Planting Service During the past several years, the City Council has highlighted the need to enhance our efforts to preserve Evanston’s tree heritage. The City Council directed staff to increase the amount of funds budgeted annually for tree planting. The proposed FY 2005/06 budget allocates $162,000 for tree planting material. This is an increase of $97,000 over the prior year budget. In September 2004 the City Council approved a proposal to survey the inventory of parkway trees to determine the extent and feasibility of inoculating all public elm trees to prevent the spread of the Dutch Elm disease. In addition to the survey, staff was directed to provide funding options for City Council consideration during the 2005/06-budget process for a fungicidal injection program. It is estimated that the cost for the injection program would be $1,100,000 and the treatment would last approximately three years. The FY 2005/06 Proposed Budget does not include funding for the inoculation program. Staff has discussed the following structure and funding scenarios and is recommending that the City Council dedicate a significant portion of a Saturday budget session to discuss the Tree Inoculation program. To support the Tree Inoculation Program, staff is recommending that a New Special Revenue Fund be established to support the program. This will allow the City to isolate costs of this program and to make annual adjustments when necessary. The City must identify an annual revenue stream to support the program. The following are some funding options: 1. Funding Options A. Single Year Funding. Assuming that the cost to inoculate the elm trees is $1,100,000 then there would need to be an annual revenue stream of $350,000 dedicated to the Tree Fund. If it were the City Council’s desire to complete all of the inoculations in one year they we would recommend that $1,450, 000 be allocated the first year. This allows the inoculations in the first year and then to have funds set aside for the fourth year, when the inoculation triennial must begin again. Every year moving forward, funds must be clearly identified and transferred to the Tree Inoculation Fund. This would ensure the appropriate amount of funds would be available to fund the triennial program. For the First Year Only • Appropriate $ 1,100,000 from fund balance to complete all inoculations in the first year. • Appropriate the excess Building Permit Fees for year one • Create an annual revenue stream of $350,000 to fund the triennial program Revenues options for future years include but are not limited to: i. An increase in the Property Tax Levy of $350,000 ii. An Increase in the Gasoline Tax by $ .02 iii. A reallocation of other revenues now designated for the General Fund. iv. Appropriate excess Building Permit Fees for Year One v. Dedicate funds from Northwestern for the Trees for the first three years vi. Approve an annual appropriation of $350,000 to fund the program after the first year. 15 -- 16 of 636 -- B. Multi-Year Funding • Fund program over a three-year period, 1/3rd of the trees inoculated each year. • Appropriate $350,000 from fund balance for the first year. • Establish a revenue source to fund an annual appropriation of $350,000. Revenue options would be similar to those listed above. C. Single Year 50/50 Program The City of Evanston and many other communities use a cost-sharing model when replacing streets, alleys, sidewalks, and curbs in the community. A similar plan could be adopted for the tree inoculation program. In this model the City would pay for 50% of the cost for inoculating a parkway tree in the front of a resident’s home. The Council will have to consider options regarding a mandatory or voluntary participation. If it is assumed that a mandatory system is created an allocation of $550,000 would be necessary. Steps necessary to complete this model are: • Appropriate $ 550,000 from fund balance. • Create an annual revenue stream of $170,000. D. Three year 50/50 Program. This program is similar to the single year 50/50 program but extends it over a three-year period. The City would again share the cost equally with the resident but only inoculate 1/3rd of the trees each year. This approach would require an initial appropriation of $170,000 from fund balance for the first year and the establishment of a revenue source of $170,000 in perpetuity. Finally, it is recommended that no matter which alternative the City Council chooses, the inoculation program will be reevaluated after three years to measure its effectiveness and determine if it should continue. This is particularly critical since there is concern by arborists that other species may also experience damage due to disease and exotic pests. As you will recall, the Request for Proposals for the tree survey is requesting proposals to survey all trees. Again, we are recommending that a Saturday budget session be dedicated to the tree program. Staff will provide additional information for the Saturday discussion. I would like to thank the department heads and each of their employees for their efforts every day to make this a better community. I would also like to thank the department heads and those who assisted in the development of this budget document. Each year it is a difficult task to maintain the quality and quantity of services with limited resources. In particular, I express my deep gratitude to Patrick Casey, Director of Management and Budget, William Stafford, Director of Finance, Judith Witt, Director of Human Resources, Tracy Roberts, Management Analyst, Alison Zelms, Management Analyst for all of their efforts in preparing this document. 16 -- 17 of 636 -- A heartfelt thanks to the Mayor and Members of the City Council, the City Clerk, and the members of the appointed Boards and Commissions, for your tireless efforts on behalf of the Evanston community. Although you each spend many long and sometimes thankless hours devoted to city business, there is no doubt that the citizens and community is a better place as a result. While there are many problems facing this community, it is a community rich in heritage and culture, strengthened by our diversity and a desirable place to live, work and play. While there is not unanimity on each issue, we must all pledge to work together so that the common goals of the community can be achieved. The City staff and I stand ready to assist you during your deliberation of the 2005-06 City of Evanston Budget. Judith A. Aiello Interim City Manager 17 -- 18 of 636 -- 18 -- 19 of 636 -- City of Evanston, 2005-2006 Approved Budget Executive Summary I. Introduction The City of Evanston covers a stretch of four miles of Lake Michigan’s picturesque Western shoreline. The City’s 8.0 square miles include residential neighborhoods encircling thoughtfully planned business districts and recreational facilities. Ongoing development of both residential and commercial occupancies has brought the City of Evanston a hint of cosmopolitan flavor, while retaining a close-knit suburban atmosphere. Evanston boasts a rich diversity in religious, racial, educational, and economic composition. Interspersed throughout the community are over 260 acres of parks. This includes over 30 tennis courts, five beaches, athletic fields, bicycling and jogging trails, and an indoor ice-skating facility. The City of Evanston operates under the Council-Manager form of government. The non-partisan legislative component is comprised of ten elected officials, a Mayor and nine Ward Aldermen. Through the Council-Manager form of government, elected officials create policy and direct it to the City Manager for implementation. This form places the responsibility for day-to-day provision of services on a professional manager and staff. II. Budget Summary The total operating budget for FY2006 is $175,797,800 prior to interfund transfers. This represents an increase of $10,888,551or 6.60%. III. Fiscal Constraints City budgets throughout the nation are sharing the burden of state budget constraints, as governors and state legislatures cope with balancing budget shortfalls. Illinois is no exception. Fiscal problems at the state level are part of the cause for Evanston’s projection of nearly-flat revenues in the upcoming year. IV. General Fund Expenditures The General Fund budget for 2005-2006 is $82,714,300. This represents a $4,489,300 or 5.74% increase in expenditures. Revenues The City of Evanston depends upon a variety of revenue sources to fund services. Many of these revenues are subject to fluctuations in the economy, while demands for government services frequently are not. As a result, there is a continued interest in developing revenue sources that remain more insulated from economic effects while also seeking to appropriately tax those receiving benefits. 1. Property Tax: The total proposed property tax levy is $32,776,511. This is an increase of $1,253,270 or 3.98%. The General Fund portion of this raises from $15,783,600 to $16,700,000 an increase of $916,400. The property tax continues to make up the largest percentage of City tax revenues. The relative economic stability and tax deductible feature of the property tax make it a desirable revenue source. 19 -- 20 of 636 -- 2. State Sales Tax: General Fund revenue from the state sales tax is expected to remain at the $8,200,000. This is an indication of the slow growth in the economy. 3. Home Rule Sales Tax: Projections show $5,500,000 of this revenue source for the General Fund. Once again the revenue remains flat due to the economic situation. 4. State Income Tax: State income tax revenues are expected to increase by 16.3 %, bringing the expected revenue to $5,000,000. This increase is due to the beginning of an economic rebound and the State of Illinois discontinuing its one time tax refund deduction of $300,000. The revenue projected is still $700,000 less than received in FY 2000/01. 5. Utility Taxes: Revenues from utility taxes are comprised of electric, natural gas, and telecommunications taxes. For FY2005-2006, these are projected to total $8,200,000, which shows no overall change from the previous year. The projections for the natural gas utility and natural gas use taxes show an overall increase of $100,000 but are offset by slowing Electric Utility Tax collections, projected at a $100,000 decrease from the last year. Staff will continue to monitor the telecommunications tax as the second year under the State of Illinois 6% Telecommunications Simplification Legislation progresses. 6. Real Estate Transfer Tax: Real estate transfer tax revenue is expected to be $4,000,000 for FY2006. This is mainly due to new development in Evanston. Staff does not believe this is the historic level which is still believed to settle in the future at a number nearer to $3.0 million. 7. Vehicle Licenses: Vehicle license fees are expected to increase by about $100,000 this year, to $2,100,000. Projections are based on actual activity and due to anticipated increases in the number of stickers sold as a result of increases to the fine for not having a valid vehicle sticker. This revenue source is considered to be relatively insulated from economic fluctuations. 8. Licenses, Permits, and Fees: Total licenses, permits, and fees are expected to generate $7,804,950 in revenues, an increase of $1,566,250 over the prior year. The main reason for the increase is a continued strong housing and development market which translates to strong performance in building permit revenue. An additional $132,400 is expected from the cable franchise fee and historical trends show that this revenue source has been performing well. In addition Comcast Cable has recently announced that cable rates are going to be increased by a minimum of 6% in the upcoming year, translating to increased tax collections. 9. Fines and Forfeitures: Parking ticket, regular and other fine revenues are expected to increase by a modest $188,000 to $4,355,500. The majority of this increase is due to the proposed increase in the vehicle sticker fine. The fine for not displaying a city vehicle sticker was raised from $30.00 to $50.00 beginning March 1, 2005. 10. State and Federal Aid State and federal aid revenues will decrease by $275,300 due to a partial loss of the law enforcement grant and a correction in the revenue budget for the lead paint hazard grant. 20 -- 21 of 636 -- V. Other Funds Motor Fuel Tax Fund Spending for the fund is budgeted at $3,862,500 in FY2006. This is an increase of $1,012,500 from the FY2005 appropriation. This increase is due in part to the funding for reimbursements to the Illinois Department of Transportation for required payments on the local share of construction costs. Emergency Telephone System Fund Revenues for this fund are derived from the $1.50 Enhanced 911 Surcharge and a share of the State of Illinois wireless surcharge. Budgeted expenditures for FY2005/06 are $2,190,300 up $107,000. Projected revenues are $1,144,500, a decrease of 11.0%. The majority of the change is due to a decrease of $101,000 in the state wireless surcharge revenue resulting from a change in the revenue sharing formula. Community Development Block Grant Fund This accounts for funds granted from the U.S. Department of Housing and Urban Development. The amount for FY2005/06 is $2,859,353 for Community Development related programs, an increase of $99,720 from FY2004/05. Recent information indicates that CDBG funding will not be fully provided this year and that next year funding will most likely be drastically reduced. Economic Development Fund Expenditures from the Economic Development Fund are budgeted to be $1,498,900 for FY2006. Revenues for this fund are generated from the Hotel and Amusement Taxes and are anticipated to bring in $950,000 in revenue during this fiscal year. Housing Fund The Mayor’s Special Housing Fund seeks to support housing related programs as adopted by the City Council. The FY2005/06 budget is $254,300, an increase of $15,200. Washington National Special Tax Allocation Debt Service Fund This fund is expected to account for the payment of general obligation debt issued for this tax increment financing district. The district is bounded by Church Street on the North, Davis Street on the South, and Chicago Avenue on the East. Fiscal year 2006 budgeted expenditures are $1,881,250, an increase of 12.6% from last year. Special Service Area No. 5 Fund Adopted by the City Council on June 27, 1994, Special Service District 5 compromises the City of Evanston downtown business district. FY2006 budgeted expenditures for this fund total $430,810. This is an increase in the budget of $107,634. Southwest II Special Tax Allocation Debt Service Fund Better known as the Howard/Hartrey District, the district consists of a 23 acre site located at 2201 Howard Street. A slight increase in projected expenditures brings the fiscal year 2006 budget for this fund to $998,400. Southwest Special Tax Allocation Debt Service Fund This Tax Increment District consists of twelve acres of land bounded by Main Street, Pitner Avenue and the North Shore Channel. Budgeted expenditures for this fund will be $896,825 a decrease of $6,925. 21 -- 22 of 636 -- Debt Service Fund The property tax levy reported in this budget is stated on the full accrual basis. The property tax revenue represents the 2004 levy, almost all of which will be collected in the 2005-06 fiscal year. The expenditures for the general obligation bonds represent debt service payments due in fiscal year 2005-06. During fiscal year 2004-05 the City issued Series 2004B general obligation refunding bonds in the amount of $11,730,000 to refund Series 1997 bonds. The City also issued $13,355,000 Series 2004 general obligation bonds. Proceeds from this issue are being used to finance the Capital Improvement budget. The debt service payments budgeted in this fund will be due in FY2006. Total budgeted expenditures are $9,881,447. Downtown II Special Tax Allocation Service Fund On January 1985 the City Council adopted the Downtown II tax increment finance district consisting of 26 acres of contiguous land located in the northwest portion of the central business district of the city. Bonds were issued in 1986, 1992, 1996 and 1999. On June 29, 2000 the City sold $37.1 million in Series 2000 Bonds which were used to pay for redevelopment costs, construction of a senior center and the construction of a parking garage. This fund accounts for administration of the TIF and payment of debt service associated with the Downtown II Tax Increment Financing District with expenditures totaling $9,204,315 for FY2006. This is an increase of $393,615 which is due primarily to an increase of funds being transferred to the Maple Avenue Fund, which funds debt service and operation of the parking garage which is located in the Downtown II TIF District. Maple Avenue Fund This fund is responsible for paying the operating expenses and debt service for repayment of bonds that were issued to fund construction of the Maple Avenue Parking structure. Total operating expenses for 2005/06 will be $7,017,700. Parking System Fund The Parking System Fund has anticipated expenditures of $3,842,100. This is less than a 5.1% increase and is inclusive of capital outlay, debt service, and transfers to the General Fund. Revenues are projected to be $2,985,400. This includes no projected revenue form the Sherman Avenue Garage which has been demolished for rebuilding of the Sherman Plaza Development and the City’s new public parking garage. Water Fund The Water Fund is expected to have total expenditures of $13,690,600 which represents an increase of $211,700 or 1.6%. Water Fund revenues are expected to increase by $203,900 due to increases in water sale revenues from Skokie and the Northwest Commission, as well as a contribution from the Northwest Commission to help pay for phosphate chemicals. No water rate increase is proposed for FY2005/06. Sewer Fund The Long Range Sewer Improvement Program continues to make progress with further investments in sewer infrastructure. As a result, expenditures have increased by 3.3% to $17,191,300. There is a scheduled 5% sewer rate increase for FY2005/06 that was moved from March 1, 2005 to September 1, 2005 during the budget approval process. This is the final planned increase in the sewer rate under a plan that was adopted by the City Council in February 2003. Fleet Services Fund Budgeted expenditures for FY2005 are $4,880,400. This is an increase of less than 1.0% totaling $37,500. Again this year, no new bond sale is proposed for vehicles. 22 -- 23 of 636 -- Insurance Fund Fiscal year 2006 budgeted expenditures for the Insurance Fund remain the same at $1,900,500. This is largely due to the increase that was initiated in FY03. Fire Pension Fund Every Illinois Municipality having a population of not less than 5,000 and not more than 500,000 must have a Fire Pension fund as prescribed in Chapter 108 1/2 - Article 4 of the Illinois Revised Statutes. Actuarially determined funding requirements indicate that no increase in funding requirements is expected for FY2006, and making the budgeted deductions $4,714,000. Presently, this fund is budgeted to levy for $3,229,882, which allows the City to maintain last year’s property tax levy for this fund, thus not increasing the rate of the levy this year. Police Pension Fund Every Illinois Municipality of not less than 5,000 and not more than 500,000 people must have a Police Pension Fund as prescribed in Chapter 108 1/2, Article 4 of the Illinois Revised Statutes. Actuarially determined funding requirements indicate that no increase in funding requirements is expected for FY2006, and making the budgeted deductions $5,888,500. Presently, this fund is budgeted to levy for $4,088,000, which allows the City to maintain last year’s property tax levy for this fund, thus not increasing the rate of the levy this year. VI. Conclusions The 2005-2006 budget attempts to implement the goals and priorities developed by the City Council and City Staff. This is done with an understanding that long-term planning and fiscal austerity will help ensure the City of Evanston retains its position as one of the more respected communities in the Greater Chicago area. 23 -- 24 of 636 -- 24 -- 25 of 636 -- To: Julia Carroll, City Manager From: Patrick Casey, Director of Management and Budget Subject: Final Changes to the Proposed FY 2003-04 Budget Date: March 1, 2005 In December of 2004 the proposed FY 2005-06 Budget was presented to City Council. The proposed budget stated an expenditure level for all funds of $174,726,300. Four Saturday Budget Workshops and one public hearing were held to review the proposed budget. The City Council made the following changes to the proposed Budget: General Fund Expenditures The City Manager’s proposed budget was balanced as presented. The following is a list of changes to expenditures resulting from City Council deliberations. • Elimination of Departmental Contingency Funds – ($72,200) • First Year of a 50/50 Elm Tree Inoculation Program - $858,000 • First year of a continuous funding level for the 50/50 Elm Tree Inoculation Program - $100,000 • Transfers to the Capital Improvement Plan for Street Study and Engineering Services - $200,000 • Transfer to the Capital Improvement Plan for street repair - $413,500 General Fund Revenues The City Manager’s proposed budget was balanced as presented. The following is a list of changes to revenues resulting from City Council deliberations. • Revision of the Telecommunications Tax estimate - $300,000 • Elimination of the Parking Meter revenue transfer from the Parking Fund to the General Fund – ($300,000). • Elimination of the Proposed Food and Beverage Tax ($700,000) • Increase in the Real Estate Transfer Tax revenue estimate $500,000 • Revision of the shared State Income Tax estimate $200,000 • Revision of the State Use Tax estimate $14,500 • Building Permit revenue from Sherman Avenue Development - $1,100,000 The City Council voted to delay the proposed increase in Sewer Fund rates until September 2005. A like decrease in the amount of $427,800 in Sewer Fund expenditures were made to adjust for this change. The total expenditures for all funds will now be $175,797,800. Interdepartmental Memorandum 25 -- 26 of 636 -- 26 -- 27 of 636 -- PART II CHARTS AND SUMMARIES 27 -- 28 of 636 -- 28 -- 29 of 636 -- Advisory Boards and Commissions City Clerk Finance Public Works Law Human Resources Community Development Health and Human Services Fire Police Facilities Management Recreation, Parks and Forestry Library Human Relations City Manager Mayor City Council Residents City of Evanston Organizational Chart 29 -- 30 of 636 -- 30 -- 31 of 636 -- General Information: Evanston and its Government The City of Evanston is a Home Rule community located in Northeastern Illinois along Lake Michigan. The City is governed by a Council-Manager form of government, which includes a Mayor and nine ward elected Aldermen. The city provides a wide variety of services. These include fire protection, law enforcement, water and sewer utilities, health an dhuman services, recreation, public works, libraries, and community development. The City of Evanston’s 8.5 square miles include over 30,000 housing units for 74,239 residents. Evanston also hosts three institutions of higher learning: Northwestern University, Kendall College, and National-Louis University. In addition, the City is home to several other non-profit and philanthropic organizations. By combining a high quality of life and close proximity to the City of Chicago, Evanston continues to be a highly desirable residential community. The quality of Evanston’s earliest neighborhoods has been preserved and enhanced by foresighted planning and zoning. Due to cultural opportunities and flourishing commercial districts, the City of Evanston is increasingly a destination for business and pleasure alike, rather than a purely residential community. Date of Incorporation 1863 Library Services Branch Libraries 2 Form of Government Council – Manager Number of Books / Materials 437,104 Number of Registered Borrowers 58,999 Geographic Location On Lake Michigan Annual Circulation 858,343 Immediately north of Chicago Recreation Facilities Population (2000 Census) 74,239 Number of Parks and Playgrounds 75 Park Area in Acres 268 Number of Households (2000 Census) 29,651 Number of Beaches 5 Number of Housing Units (2000 Census) 30,817 Municipality Parking Utility Number of Parking Meters on Streets 1,671 Equalized Assessed Valuation (2002) $1,737,543,903 Number of Parking Lots 38 Capacity of Parking Lots 1,988 Per Capita Income (2000 Census) $33,645 Metered Spaces 720 Space Rentals and Free Spaces 1,268 Municipal Services and Facilities Capacity of Parking Garages 2,653 Miles of Streets 147 Number of Parking Garages 3 Miles of Alleys 76 Number of Sewers 169 Municipality Water Utility Number of Street Lights 5,641 Total Population Serviced 356,502 Northwest Water Commission 218,915 Value of Authorized Construction $260,000,000 Evanston 74,239 Skokie 63,348 Fire Protection Miles of Water Mains 155.995 Number of Firefighters 107 Filtration Plant Rated Daily Capacity (gallons) 108,000,000 Number of Stations 5 Rated Daily Pumping Capacity (gallons) 142,000,000 Number of Fire Hydrants 1,236 Average Daily Pumpage (gallons) 48,492,000 I.S.O. Rating Class 3 Police Protection Number of Police Officers 162 Number of School Crossing Guards 38 Number of Parking Enforcement Officers 16 31 -- 32 of 636 -- Aging Well Conference and Film Festival For older adults, their families and pro- fessionals who deal with seniors. Conference: Friday, May 6, 8 a.m., King Home, 1555 Oak Ave. Registration: available on www.cityofevanston.org, or call (847) 866-2919 for information. Film Festival: Sunday, May 1, Levy Senior Center, 300 Dodge Ave. 10th Annual Strut for Strays Evanston Animal Shelter Community Animal Rescue Effort (C.A.R.E.) will hold this fundraiser on Saturday, May 7, from 8:30 a.m. to noon at the Ladd Arboretum, rain or shine. Pre-registra- tion is $25. Forms are available on-line at www.care-evanston.org, at the shelter, or by calling (847) 705-2653. Farmers’ Market Enjoy the bounty of Midwest farmers on Saturdays, from May 21 through Nov. 5, from 7:30 a.m. to 1 p.m. Location to be announced. The Market features over 30 vendors of fruit, vegetables, flowers, meat and bread. For further information, call (847) 866-2936. Garden Fair Five Evanston garden clubs will offer plants from their gardens, crafts, hanging baskets, planters, food and advice on successful gardening from 9 a.m. to 4 p.m. on Saturday, May 21 and noon to 4 p.m. on Sunday, May 22 in Independence Park, Central St. at Stewart Ave. (west of Green Bay Rd.). Memorial Day, Monday, May 30 Government offices closed. No refuse/ yard waste/recycling collections will occur due to the holiday. All collections will occur one day later this week. Hydrant testing begins The Evanston Department of Fire and Life Safety Services in cooperation with the City of Evanston Water Department will conduct the annual city- wide hydrant testing pro- gram. The program begins May 31 through July 7, and testing is conducted from 9 a.m. through 3 p.m. For more informa- tion, call (847) 866-2942. Dutch elm insurance deadline June 1 Applications are available at the Civic Center, by calling (847) 866-2912, or visiting www.cityofevanston.org. Summer Reading Clubs The Library’s Summer Reading Game kicks off on Thursday, June 9 at the Main Library and both branch libraries, for grade schoolers, pre-schoolers and teens. Beaches open Weather permitting, Evanston’s public swimming beaches will be open June 11 through Sept. 5. Beaches will be open from 10:30 a.m. to 8 p.m. June 11 through July 31. All beaches will close at 7:30 p.m. starting August 1 due to limit- ed visibility at dusk. Starlight Concert Series Concerts are held on Tuesdays and Thursdays throughout the summer, from 7:30-9 p.m., and are free to the public. Thursday concerts will be held at James Park, Dodge Ave. at Mulford St., from June 16 through July 21, while Tuesday concerts will be held at Dawes Park, Sheridan Road at Church St., from July 12 through August 16. Rain Site: Levy Senior Center, 300 Dodge Ave. Custer’s Last Stand Come out for antiques, arts and crafts, food and entertainment on Saturday and Sunday, June 18 and 19 from 10 a.m. to 9 p.m. on Main Street between Chicago and Sherman Aves. Sponsored by Evanston Festival Theatre, Inc. Fountain Square Arts Festival Held in Downtown Evanston on Saturday and Sunday, June 25 and 25, shop for crafts and artwork and enjoy the local merchants and restaurants. 10 a.m. to 6 p.m. sponsored by the Evanston Chamber of Commerce. JJuly 4th Celebration www.evanston4th.org M Ma ay y 2005-06 events, reminders at-a-glance M Ma ay y ccoonntt’’dd JJu un ne e JJu un ne e ccoonntt’’dd JJu ully y For more information on events and services, visit: www.cityofevanston.org -- 33 of 636 -- Monday July 4th Observance Government offices closed; no refuse/recycling/yard waste collections this day. All col- lections will occur one day later this week. Central Street Arts Fair and Sidewalk Sale July 7 through 10 sponsored by the Central Business Association 10 a.m. to 6 p.m., Independence Park, Central and Stewart. 20th Annual Evanston Ethnic Arts Festival Saturday and Sunday, July 16 and 17, noon to 7 p.m., Dawes Park, Sheridan Road at Church Street, Free. Experience the colors, sounds, and aromas of world cultures. Downtown Sidewalk Sale July 29 through 31, sponsored by EvMark. National Night Out Tuesday, August 2, between 7 and 10 p.m., turn on your front porch lights, organize block parties, cookouts, ice cream socials, flashlight walks and neighborhood meetings. Take the evening to strenthen neighborhood spirit and police-community partnerships. Lakeshore Arts Festival Saturday and Sunday, Aug. 6 and 7. 11 a.m. to 6 p.m. Dawes Park, Sheridan Road at Church St. Free admission.Join us on Evanston's stunning, historic lake- front for 125 juried regional and national artists, fabulous food, fantastic entertain- ment, and family fun! Evanston/Belize Day in the Park Saturday, Aug. 13, 2 to 8 p.m., Ingraham Park (behind the Civic Center, 2100 Ridge Ave.) Experience the culture of Evanston’s Sister City, Belize City: food, music and more. CommUNITY Picnic Sunday, Aug. 28, noon to 5 p.m., Ingraham Park (behind the Civic Center, 2100 Ridge Ave.) Free food, games, activities, demonstrations, con- certs and more. (847) 866-2920. Labor Day, Monday, Sept. 5 No refuse/recycling/yard waste col- lections scheduled. All garbage pickups are one day later this week. Citizens’ Police Academy Ride with the cops! Free 12-week course begins Thursday, Sept. 8. Call (847) 866-5019 to register. Leaf Blowers and Fall cleanup Backpack-mounted or hand-held gasoline-powered leaf blower types of machines can be used only between March 31 and May 14, and between October 1 and Dec. 14. Please notify your landscapers. Duck Pluck/Race Bring the kids to this fun event spon- sored by the Evanston Environmental Association. Lagoon at the lakefront, Saturday, Oct. 1, 3 to 5 p.m. Library Columbus Day event The Evanston Public Library offers School’s Out programs for children and adults on Columbus Day, Monday, Oct. 10. Watch for more information, or call (847) 866-0300. Halloween Monday, Oct. 31 Trick-or-Treat hours, 4 to 7 p.m. Veterans Day event The Evanston Public Library offers School’s Out programs for children and adults on Veterans’ Day, Friday, Nov. 11. Watch for more information, or call (847) 866-0300. Thanksgiving Day, Nov. 24 Government offices closed both Thursday and Friday. No refuse, recy- cling, yard waste collections. Thursday’s collections are scheduled for Saturday, Nov. 26. SSnnoow w ppaarrkkiinngg rreegguullaattiioonnss iinn eeffffeecctt,, D Deecc.. 11 tthhrroouugghh M Maarrcchh 3311.. Yard waste drop-off ends Dec. 11 A yard waste drop-off location is avail- able through December 11 at the Evanston Recycling Center, 2222 Oakton St., Fridays: noon-7 p.m.; Saturday and Sundays: 8:30 a.m.-5 p.m. Only leaves, grass and small brush are accepted. Nutcracker Ballet on Ice Dec. 9 through 11. Stunning costumes, glorious music and exciting skating make this a favorite family holiday event. Robert Crown Center, 1701 Main St. Shows are Friday at 7:30 p.m.; Saturday at 2:30 p.m. and 7:30 p.m.; and Sunday at 2:30 p.m. Call (847) 328-9400 for more information. Holiday Gift Book Sale A sale of gently used books in gift giv- ing condition takes place each December in the Main Library’s 3rd floor, book sale rooms. This special sale includes a wide assortment of books, all in gift giv- ing condition. Christmas Day (Observance) Monday, Dec. 26 Government offices closed; no refuse/recycling collections on Monday. All collections will occur one day later this week. New Year’s Eve, Saturday, Dec. 31 www.firstnightevanston.org New Year’s Day (Observance) Monday, Jan. 2 Government offices closed; no refuse/recycling collections on Monday. All collections are delayed one day. S Se ep ptte em mb be err O Oc ctto ob be err D De ec ce em mb be err A Au ug gu us stt N No ov ve em mb be err JJa an nu ua arry y 2 20 00 06 6 JJu ully y ccoonntt’’dd N No ov ve em mb be err ccoonntt’’dd -- 34 of 636 -- City of Evanston Fund Descriptions GENERAL FUND General Fund - to account for resources traditionally associated with governments which are not required to be accounted for in another fund. SPECIAL REVENUE FUNDS City Funds Motor Fuel Tax Fund - to account for the operation of street maintenance programs and capital projects as authorized by the Illinois Department of Transportation. Financing is provided from the City's share of gasoline taxes. Economic Development Fund - to account for costs associated with economic development activities of the City. Financing is provided primarily by real estate transfer tax revenues. Emergency Telephone System Fund - to account for revenues and expenditures for 911 emergency telephone service. Financing is provided by network connection surcharges. Library Fund - to account for the activity of the funds donated to the library. These funds are invested at the direction of the library board and are used for library acquisitions. Neighborhood Improvement Fund - to account for a portion of the sales tax revenues derived from retail sales of the Home Depot U.S.A. Inc. store in Evanston. Sales tax revenues allocated to this fund are to be expended on public projects that will benefit the immediate neighborhood of the store. Mayor’s Special Housing Fund - to account for costs associated with housing related programs of the City. HOME Fund - to account for the activity of the HOME program. Financing is provided by the Federal government to be used to create affordable housing to low-income households. Expenditures are made in accordance with the requirements of Federal law. Community Development Block Grant Fund - to account for the revenues and expenditures of the community block grant program. Financing is provided by the Federal government on a reimbursement basis in accordance with Federal formula. Expenditures are made in accordance with the requirements of Federal law. Community Development Loan Fund - to account for residential rehabilitation loans to residents. Special Service District No. 4 Fund - to account for promotion, advertisement and street maintenance costs of the area located in the City's central business district. Financing is provided by the City through an annual property tax levy. DEBT SERVICE FUNDS General Obligation Debt Fund - to accumulate monies for the principal and interest payments on bonds, notes and contracts of general obligation to the City. Special Service District No. 5 Fund - to accumulate monies for the principal and interest payments on unlimited ad valorem tax bonds issued for this special taxing district. Central Business Tax Increment District Fund - to accumulate monies for the principal and interest payments on debt issued for this special taxing district. 34 -- 35 of 636 -- Southwest Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. Howard Hartrey Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. Washington National Tax Increment District Fund - to accumulate monies for principal and interest payments on debt issued for this special taxing district. CAPITAL PROJECTS FUNDS Capital Improvements Fund - to account for the City of Evanston capital improvement program. The program includes, but is not limited to, improvements to public buildings, the paving of city streets and the improvement and development of recreation facilities. Financing is provided principally by grants and general obligation bond proceeds. Central Business Tax Increment District Fund - to account for the purchase of land and other related costs of the research park. Financing is provided from general obligation bond and note proceeds. Special Assessment Fund - to account for capital improvements financed by special assessments on property holders and public benefit contributions from the City. ENTERPRISE FUNDS Water Fund - to account for the provision of water services to the residents of the City and the sale of water to the Village of Skokie, Illinois and the Northwest Water Commission. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operation, maintenance, financing and related debt service and billing and collection. Motor Vehicle Parking System Fund - to account for the provision of public parking services for a fee. All activities are accounted for including administration, operations, financing and revenue collection. Sewer Fund - to account for the provision of sewer repair and improvement services to the residents of the City. All activities necessary to provide such services are accounted for in this fund, including administration, operations, financing and billing and collection. Maple Avenue Garage Fund - to account for the provision of the public parking facility on Maple Avenue. All activities are accounted for including administration, operations, financing and revenue collection. INTERNAL SERVICE FUNDS Fleet Services Fund - to account for the costs of operating the municipal service center maintenance facility for transportation equipment used by other City departments. Such costs are billed to the user departments at actual cost. Actual costs include depreciation on the transportation equipment. Insurance Fund - to account for the costs of administering general liability claims and workers' compensation programs. Such costs are billed to the General Fund. TRUST AND AGENCY FUNDS Pension Trust Funds Firefighters' Pension Fund - to account for the accumulation of resources to pay pension costs. Resources 35 -- 36 of 636 -- are contributed by fire personnel members at rates fixed by state statutes and by the City through an annual property tax levy. Police Pension Fund - to account for the accumulation of resources to pay pension costs. Resources are contributed by police force members at rates fixed by state statutes and by the City through an annual property tax levy. Expendable Trust Fund Employer Pension Contribution Fund - to account for the recognition of applicable tax revenues and employer contributions to the Pension Trust Funds. These contributions represent the City’s pension expense for Police and Firefighters. Agency Funds Special Assessment Fund - to account for cash received from property owners on capital improvement special assessments. Such amounts collected will be forwarded to bondholders. The City is not obligated in any manner for this debt and is only acting as agent for the property owners. 36 -- 37 of 636 -- City of Evanston Budget Policy Revised May 24, 2004 In ongoing efforts toward formally addressing long-term budgeting provisions, the City of Evanston has endorsed a Budget Policy. The City Council initially adopted this Budget Policy in December 2000. This policy is revised as follows: I. Budget Process A. Preliminary Pubic Hearing In September of each year prior to submission of the City Manager’s proposed budget to the City Council, the Administration and Public Works Committee shall publicize and conduct a public hearing to receive input from citizens concerning municipal appropriations for the coming fiscal year. B. Mid- year Budget Workshop Each September the Administration and Public Works Committee shall schedule and hold a mid-year budget workshop. The workshop shall review but not be limited to: • A revenue and expenditure report for the current fiscal year. • Structural or legislative issues affecting the current or future fiscal year. • Revenue and expenditure forecast for the upcoming fiscal year. • Other issues of policy or indicators that will affect the upcoming fiscal year budget. All members of the City Council shall be invited to participate in the Budget Workshop. C. Quarterly Financial Update Following the end of each financial quarter, the City Manager shall present a report summarizing budgeted vs. actual revenues and expenditures. D. Review of the Comprehensive Annual Financial Report The Administration and Public Works Committee shall review the Comprehensive Annual Financial Report. This review shall take place at the earliest meeting date following publication. E. Copies of the Proposed and Final Budget Sufficient copies of the proposed and final budget shall be placed on file in printed form with the City Clerk, the Public Library, all library branches, and will be available for public inspection at these locations. An electronic version of the proposed and final budget shall be posted on the City of Evanston Website. The City of Evanston may offer for sale a printed and electronic copy of the proposed and final budget for a fee not to exceed the cost of preparation, printing, and distribution of the budget. F. Submission of the Proposed Budget The City Manager will submit a balanced budget to the City Council by December 31. (Ordinance 57- O-79) 37 -- 38 of 636 -- II. Fund Policies A. General Fund The General Fund budget will be balanced with property tax, only after all other revenue sources and expenditure reductions have been exhausted. In addition, all new unfunded mandates must be itemized within the budget. One-time revenues shall not be used to fund current operations. B. Parking System Fund This is an enterprise fund and as such is expected to be self-sufficient. Any revenues generated, especially from sales, should be retained to maintain the fund. Fees should be periodically increased sufficiently to fund operating costs, depreciation, and a reserve. The General Fund will continue to be properly compensated for administrative expenses, which support parking system activities. D. Water Fund This is an enterprise fund and as such is expected to be self-sufficient. Rates should be maintained at sufficient levels to meet the costs of water programs, fund depreciation, and build reserves for future capital needs. Rate increases to the Northwest Water Commission and the Village of Skokie will conform to the current contractual agreements. Water rates for City of Evanston consumers will be reviewed on an annual basis. The Return on Investment (ROI) transfer to the General Fund shall be reviewed on an annual basis. Other transfers for reimbursement of administrative expenses should reflect true program costs. E. Fire and Police Pension Funds The Fire and Police Pension portion of the general levy will be increased to meet the annual actuarially determined funding requirements. F. Emergency Telephone System Fund This fund must be maintained at a level adequate to provide for maintenance of current operations, the capability to respond to unforeseen events, funding of long-term capital improvements, and needed upgrades. The fund shall be entirely supported by revenues received from the imposed surcharge of $1.50 for landline network connections and the $ .75 State of Illinois imposed wireless surcharge. Although none is anticipated, any increase in rates would require a referendum. G. Motor Fuel Tax Fund The expenditures intended for Motor Fuel Tax Revenues must not exceed the amount of funds available from the State of Illinois Motor Fuel Tax Fund. These revenues should be used only for street improvement and repair, as allowed by State of Illinois law. H. Insurance Fund The Insurance Fund must be maintained to meet the City’s current insurance liability requirements. Requirements include current budget year obligations and building a reserve over seven years to prepare for anticipated claims and losses. The City Manager shall be required to present an annual report itemizing all of the City’s current and long-term claims and liabilities. Each year City Staff will review worker compensation, liability, and property insurance policies to determine if coverage meets current financial and operational needs. The City Manager each year will recommend to the City Council insurance policy coverage and limits and include the necessary funds in the operating budget. 38 -- 39 of 636 -- I. Fleet Services Fund The City of Evanston shall maintain vehicles and equipment, which are safe and adequate for the demands of the operating departments. General obligation debt shall not be used for Fleet Services purchases of vehicles. Vehicle purchases from Fleet Services will be supported by fully funding depreciation. J. Debt Service Fund General Obligation Debt of the City means debt (viz., bonds) for which an unlimited real property tax levy is made or pledged for payment. General Obligation Debt shall be allocated into two categories. Self-Supporting General Obligation Debt shall mean General Obligation Debt which, at the time of issuance, is expected and intended by the Finance Director to be payable out of a source of funds other than the City’s general real property tax levy, thus permitting the abatement and avoidance of the property tax levy to pay such bonds; examples of Self-Supporting General Obligation Debt include (without limitation) bonds payable from the Water Fund or the Sewer Fund, bonds payable from special assessments, bonds payable from tax increment financing areas, and bonds payable from Motor Fuel Taxes. Tax-Supported General Obligation Debt shall mean all other General Obligation Debt, which is expected and intended to be paid from a general real property tax levy. General Obligation Debt shall not include any obligation of the City not denominated a bond, including, without limitation, short term notes or warrants or other obligations which the City may issue from time to time for various purposes and to come due within three (3) years of issuance. General Obligation Debt does not include bonds which have been refunded or defeased and which, as a consequence of same, are provided for from a dedicated source of funds or investments. Self-Supporting General Obligation Debt shall not be limited by this Budget Policy. Tax-Supported General Obligation Debt shall not exceed $90,000,000 in aggregate principal amount, which limit is expressly subject to increase from time to time by action of the City Council as the needs of the City may grow. General Obligation Debt issued as so-called zero coupon bonds or capital appreciation bonds shall be counted as debt in the original principal amount issued. The Finance Director shall at all times keep a book or record of all General Obligation Debt and its proper allocation. The Finance Director’s statements as to the allocation of General Obligation Debt into these two categories shall be conclusive. Notwithstanding this statement of policy, all bonds or other obligations by whatever name designated of the City duly authorized to be issued by the City Council shall be valid and legally binding as against the City, and there shall be no defense of the City as against any bondholder or other obligation holder on the basis of this policy. K. Economic Development Fund Expenditures for the Economic Development Fund should not exceed projected Hotel Tax Revenues. L. Sewer Fund This is an enterprise fund and as such is expected to be self-sufficient. As a result, rates should be scheduled to increase to meet costs of sewer programs. In compliance with Ordinance 12-O-00, and 13-O-03, rates are scheduled to increase in fiscal years 2001 (12%), 2002 (10%), 2003 (10%), 2004 (5%), 2005 (5%). Transfers to other funds for administrative expenses should be maintained to reflect true program costs. 39 -- 40 of 636 -- M. Expenditure Analysis City Council shall review all significant operational, economic, program, and expenditure proposals in regard to the short term and long-term budgetary and economic impact. The appropriate City Department and Staff shall provide the budget analysis for the review and consideration by the City Council. III. Fund Reserve Policy The Fund Reserve Policy is as follows: A. General Fund A minimum of 8.3% or one month of operating expenses shall be maintained as a reserve. Any monies over a 10% reserve in this fund shall be re-appropriated to other funds that have not met their reserve requirements. Once all funds have met their fund requirements additional funds shall go to the Capital Improvement Program. A minimum of a 5% reserve is required, per bond agreements. B. Parking System Fund A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund depreciation and capital improvement needs. A minimum of 5% is required, per bond requirements. C. Water Fund A minimum of 10% expenses shall be maintained as a reserve; in addition a sufficient reserve shall be maintained to meet bond requirements. A portion of the fund reserve shall be used to fund depreciation and capital improvement needs. A minimum of a 5% reserve is required, per bond agreements. D. Sewer Fund A minimum of 10% expenses shall be maintained as a reserve, a sufficient reserve shall be maintained to satisfy both bond requirements and Illinois Environmental Protection Agency (IEPA) loan requirements. (A minimum of a 5% reserve is required, per bond agreements) A portion of this fund reserve shall be used to fund depreciation and capital improvement needs. 40 -- 41 of 636 -- City of Evanston Budgetary Basis of Accounting The City was incorporated in 1863. The City operates under a Council-Manager form of government, is a home rule municipality as defined by Illinois state law and provides the following services as authorized by its charter: general management and support, public safety, public works, health and human resource development, recreational and cultural opportunities and housing and economic development. The City uses funds and account groups to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain City functions or activities. A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on the other hand, is a financial reporting device designed to provide accountability for certain assets and liabilities that are not recorded in the funds because they do not directly affect net expendable available financial resources. Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in turn, is divided into separate “fund types.” Governmental funds are used to account for all or most of the City’s general activities, including the collection and disbursement of earmarked monies (special revenue funds), the acquisition or construction of general fixed assets (capital projects funds), and the servicing of general long-term debt (debt service funds). The general fund is used to account for all activities of the City not accounted for in some other fund. The City follows these procedures in establishing the budgetary data reflected in the financial statements: 1. The City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following March 1. The operating budget includes proposed expenditures and the means of financing them. 2. Public budget hearings are conducted. Taxpayer comments are received and noted. 3. The City Manager is authorized to transfer budgeted amounts between departments within any fund; however, any revisions that alter the total expenditures of any fund must be approved by the City Council. 4. Budgets are legally adopted on a basis consistent with generally accepted accounting principles (GAAP) except that (1) property taxes are budgeted as revenue in the year they are levied, (2) debt service payments are budgeted upon tax levy for such purposes and (3) encumbrances are recorded as the equivalent of expenditure for budget purposes. For purposes of preparing the combined statement of revenues, expenditure and changes in fund balances - budget and actual, GAAP revenues and expenditures have been adjusted to the budgetary basis. The following funds have legally adopted budgets: General Special Revenue: Motor Fuel Tax, Community Development Block Grant, Economic Development, Emergency Telephone System, Special Housing, Special Service District No. 4 Debt Service: General Obligation Debt, Central Business Tax Increment District and Southwest Tax Increment District Enterprise: Water, Motor Vehicle Parking System, Sewer Internal Service: Fleet Services Pension Trust: Firefighters’ Pension, Police Pension 41 -- 42 of 636 -- The level of control (level at which expenditures may not exceed budget) is the fund. All unencumbered annual appropriations are lapsed at the fiscal year-end. Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is employed as an extension of formal budgetary integration in the General Fund and some Special Revenue Funds. Encumbrances outstanding at year-end are reported as reservations of fund balances since they do not constitute expenditures or liabilities The budgets of general government type funds (for example, the general fund itself and MFT funds) are prepared on a modified accrual basis. Briefly, this means that obligations of the City (for example outstanding purchase orders) are budgeted as expenses, but are recognized only when they are actually received. The enterprise funds (water and sewer), on the other hand, are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (through a purchase order) but revenues are also recognized when they are obligated to the city (for example, water user fees are recognized as revenue when bills are produced.). The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of “generally accepted accounting principles” (GAAP). In most cases this conforms to the way the City prepares its budget. Two exceptions are the treatment of depreciation expense (these are not shown in the budget although the full purchase price of equipment and capital improvements is, while purchases of capital improvements are depreciated in CAFR for enterprise funds) and compensated absences (accrued but unused sick leave) are treated slightly differently in the budget and in the CAFR. The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and a Budget basis for comparison purposes. 42 -- 43 of 636 -- Summary - All Funds ( prior to interfund transfers ) Housing Fund 0.14% General 47.05% Economic Development 0.85% Downtown II TIF 5.24% Fire Pension 2.68% Police Pension 3.35% Emergency Telephone 1.25% Motor Fuel 2.20% CDBG 1.63% Insurance 1.08% Fleet Service 2.78% Washington National TIF 1.07% Special Service District 0.25% Parking 2.19% Water 7.79% Southwest II TIF 0.57% Maple Avenue Garage Fund 3.99% Sewer 9.78% Debt Service (G.O. Bonds) 5.62% Southwest TIF 0.51% 43 -- 44 of 636 -- Fund 2004-05 Appropriation 2005-06 Approved Appropriation Net Change Percent Change General 78,225,000 $ 82,714,300 $ 4,489,300 $ 5.74% Parking 3,653,200 $ 3,842,100 $ 188,900 $ 5.17% Water 13,478,900 $ 13,690,600 $ 211,700 $ 1.57% Fire Pension 4,480,000 $ 4,714,000 $ 234,000 $ 5.22% Police Pension 5,899,000 $ 5,888,500 $ (10,500) $ -0.18% Emergency Telephone 2,083,300 $ 2,190,300 $ 107,000 $ 5.14% Motor Fuel 2,850,000 $ 3,862,500 $ 1,012,500 $ 35.53% CDBG 2,749,633 $ 2,859,353 $ 109,720 $ 3.99% Insurance 1,900,500 $ 1,900,500 $ - $ 0.00% Fleet Service 4,842,900 $ 4,880,400 $ 37,500 $ 0.77% Washington National TIF 1,671,281 $ 1,881,250 $ 209,969 $ 12.56% Special Service District 323,186 $ 430,810 $ 107,624 $ 33.30% Southwest II TIF 1,000,713 $ 998,400 $ (2,313) $ -0.23% Southwest TIF 903,750 $ 896,825 $ (6,925) $ -0.77% Debt Service (G.O. Bonds) 10,495,071 $ 9,881,447 $ (613,624) $ -5.85% Downtown II TIF 5,992,515 $ 9,204,315 $ 3,211,800 $ 53.60% Economic Development 1,399,000 $ 1,498,900 $ 99,900 $ 7.14% Sewer 16,815,100 $ 17,191,300 $ 376,200 $ 2.24% Maple Avenue Garage Fund 6,077,600 $ 7,017,700 $ 940,100 $ 15.47% Housing Fund 239,100 $ 254,300 $ 15,200 $ 6.36% Total All Funds 165,079,749 $ 175,797,800 $ 10,718,051 $ 6.49% Total Appropriation All Funds expenditures due to interfund transfers. Each interfund transfer appears as an appropriation in two funds. In this summary, the total budgets for all funds are compared with the approved fund totals for FY 2004-05. All budget totals in this summary are gross figures prior to adjustment to eliminate double counting of (Prior to Interfund Transfers) 2004-05 vs. 2005-06 44 -- 45 of 636 -- Fund 2004-05 Net Appropriation 2005-06 Approved Appropriation Less Transfers to Other Funds 2005-06 Approved Net Appropriation Net Change Percent Change General 71,902,900 $ 82,714,300 $ 6,330,400 $ 76,383,900 $ 4,481,000 $ 6.23% Parking 2,593,900 $ 3,842,100 $ 793,900 $ 3,048,200 $ 454,300 $ 17.51% Water 9,481,200 $ 13,690,600 $ 4,117,600 $ 9,573,000 $ 91,800 $ 0.97% Fire Pension 4,480,000 $ 4,714,000 $ - $ 4,714,000 $ 234,000 $ 5.22% Police Pension 5,899,000 $ 5,888,500 $ - $ 5,888,500 $ (10,500) $ -0.18% Emergency Telephone 1,731,900 $ 2,190,300 $ 170,000 $ 2,020,300 $ 288,400 $ 16.65% Motor Fuel 2,100,000 $ 3,862,500 $ 772,500 $ 3,090,000 $ 990,000 $ 47.14% CDBG 1,763,233 $ 2,859,353 $ 908,300 $ 1,951,053 $ 187,820 $ 10.65% Insurance 1,900,500 $ 1,900,500 $ - $ 1,900,500 $ - $ 0.00% Fleet Service 4,719,700 $ 4,880,400 $ 123,300 $ 4,757,100 $ 37,400 $ 0.79% Washington National TIF 1,537,381 $ 1,881,250 $ 137,900 $ 1,743,350 $ 205,969 $ 13.40% Special Service District 323,186 $ 430,810 $ - $ 430,810 $ 107,624 $ 33.30% Southwest II (Howard-Hartrey) TIF 1,000,713 $ 998,400 $ 128,800 $ 869,600 $ (131,113) $ -13.10% Southwest TIF 883,150 $ 896,825 $ 21,200 $ 875,625 $ (7,525) $ -0.85% Debt Service (G.O. Bonds) 10,495,071 $ 9,881,447 $ - $ 9,881,447 $ (613,624) $ -5.85% Downtown II TIF 729,491 $ 9,204,315 $ 5,656,315 $ 3,548,000 $ 2,818,509 $ 386.37% Economic Development 383,100 $ 1,498,900 $ 1,035,300 $ 463,600 $ 80,500 $ 21.01% Sewer 15,964,600 $ 17,191,300 $ 890,300 $ 16,301,000 $ 336,400 $ 2.11% Maple Avenue Garage Fund 6,038,100 $ 7,017,700 $ 40,700 $ 6,977,000 $ 938,900 $ 15.55% Housing Fund 239,100 $ 254,300 $ - $ 254,300 $ 15,200 $ 6.36% Total All Funds 144,166,225 $ 175,797,800 $ 21,126,515 $ 154,671,285 $ 10,505,060 $ 7.29% Total Appropriation All Funds - Adjusted for Interfund Transfers This chart presents the gross total for each fund, less interfund transfers. The result is a net appropriation for each fund and for the 2005-06 City Budget. The total for each fund is compared with that of the approved FY 2004-05. 45 -- 46 of 636 -- General Fund Various 62305 Accounts Transfer to Fleet Service Fund $4,055,400 2690.68305 Debt Service - Recycling and Vehicle $175,000 1610.66020 Transfer to Insurance Fund $1,900,000 1615.66020 To Capital Improvements $200,000 Total General Fund Transfers $6,330,400 Parking Systems Fund 7005, 7015.62305 Transfer to Fleet Service Fund $105,000 7005, 7025.62675 Transfer to General Fund for Pension $124,600 7015, 7025.66132 Transfer to General Fund for Insurance $85,300 7050.62685 Transfer to General Fund for Administrative Expense $452,500 7050.66134 To General Fund for Parking Lot Maintenance $26,500 Total Parking Systems Fund Transfers $793,900 Emergency Telephone System 5150.62680 Transfer to General Fund for Information Systems Support $60,000 5150.62685 Transfer to General Fund For Administrative Expense $60,000 5150.62675 Transfer to General Fund for Pension $50,000 Total Emergency Telephone System Fund Transfers $170,000 Motor Fuel Tax Fund 5100.62720 Transfer to General Fund for Street Maintenance $650,000 5100.66136 Transfer to General Fund for Engineering Services $122,500 Total Motor Fuel Tax Fund Transfers $772,500 CDBG Fund Various CDBG Accounts Transfer to General Fund for Pension, Health & Life Ins. $184,400 Various CDBG Accounts Transfer to General Fund for CDBG Supported Programs $723,900 Total CDBG Fund Transfers $908,300 HOME Fund 5450.61455 Transfer to General Fund for Salary $32,700 Various HOME Accounts Transfer to General Fund for Pension, Health & Life Ins. $6,600 Total HOME Fund Transfers $39,300 MAPLE Garage Fund 7000.66132 Transfer to General Fund for Insurance $40,700 Water Fund 7100, 7115, 7120.62305 Transfer to Fleet Services Fund $311,000 7100, 7105, 7110, 7115, 7120.62675 Transfer to General Fund for Pension $348,400 7125.66138 Transfer to General Fund for Public Works Support $18,500 7160.66020 Transfer to General Fund - Return in Investment $2,531,300 7125.66132 Transfer to General Fund for Insurance $140,400 7125.66139 Transfer to General Fund for Worker's Compensation Expense $31,000 7180.66140 Transfer to General Fund - Operating Cash $162,300 7125.62680 Transfer to General Fund for Collections and Information Systems $90,700 7125.62685 Transfer to General Fund for Administrative Expense $484,000 Total Water Fund Transfers $4,117,600 Analysis of Appropriations for Transfers to Other Funds FY 2005-2006 Approved Budget 46 -- 47 of 636 -- Fleet Service Fund 7705, 7710, 7715.62675 Transfer to General Fund for Pension $123,300 Economic Development Fund 5300.66131 Transfer to General Fund $376,900 5300.62675 Transfer to General Fund for Pension $8,400 5300.66127 Transfer to Maple Avenue Garage Fund $650,000 Total Economic Development Fund Transfers $1,035,300 Sewer Fund 7400.62305 Transfer to Fleet Service Fund $242,900 7400.61510 Transfer to General Fund for Health Insurance $123,300 7410.62675 Transfer to General Fund for Pension $110,300 7410.66132 Transfer to General Fund for Insurance $108,400 7410.66139 Transfer to General Fund for Worker's Compensation Expense $39,400 7410.62680 Transfer to General Fund for Collections and Information Systems $69,700 7410.62685 Transfer to General Fund for Administrative Expense $72,500 7420.66138 Transfer to General Fund for Public Works Support $123,800 Total Sewer Fund Transfers $890,300 Capital Improvement Fund 416051 Transfer to General Fund for Engineering for Capital Projects $275,000 Special Assessment Transfer to General Fund for Administrative Expense $31,800 TIF Funds 5800.62685 To General Fund From Downtown II Expense $309,000 5800.66128 To Maple Ave. Garage fund From Downtown II Expense $4,502,000 5800.66129 To Washington National TIF from Downtown II Expense $845,315 5470.62685 To General Fund From Washington National TIF $137,900 5500.62685 To General Fund From Howard Hartrey TIF $128,800 5540.62685 To General Fund From Southwest TIF $21,200 Total TIF Transfers $5,944,215 ETHS To General Fund - Police $30,000 Grand Total Transfers $21,502,615 47 -- 48 of 636 -- 48 -- 49 of 636 -- City of Evanston Percentage of Tax Bill Last Ten Fiscal Years 19.3% 18.6% 18.5% 18.3% 17.74% 18.72% 17.84% 18.55% 18.36% 18.95% 16.5% 17.0% 17.5% 18.0% 18.5% 19.0% 19.5% 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003* Years Percentage Your Real Estate Tax Bill School District 65 38.78% City of Evanston 18.95% Metropolitan Water Reclamation District 4.03% Evanston Township 0.73% School District 202 27.28% North Shore Mosquito Abatement District 0.10% Suburban T.B. Sanitarium 0.04% Cook County Forest Preserve District 0.66% Community College 535 2.08% Cook County 7.03% Consolidated Elections 0.32% 49 -- 50 of 636 -- CITY OF EVANSTON, ILLINOIS Property Tax Rates Last Ten Fiscal Years Tax Levy Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003* General Corporate 1.3672 1.1649 1.1161 1.0918 0.9801 1.0231 1.0872 0.8646 0.8554 0.8977 Debt Service 0.5740 0.5308 0.5417 0.5946 0.5443 0.5574 0.5743 0.4467 0.4404 0.4494 1.9412 1.6957 1.6578 1.6864 1.5244 1.5805 1.6615 1.3113 1.2958 1.3471 Police Pension 0.2209 0.2111 0.2154 0.2138 0.2062 0.2021 0.2088 0.1819 0.1812 0.1981 Firefighters' Pension 0.1842 0.1774 0.1855 0.1681 0.1566 0.1505 0.1626 0.1348 0.1321 0.1520 Total All Funds 2.3463 2.0842 2.0587 2.0683 1.8872 1.9331 2.0329 1.6280 1.6091 1.6972 Actual Rate Extended 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 *2004 property tax rates were not available at publication of this report. Fund 50 -- 51 of 636 -- CITY OF EVANSTON, ILLINOIS Analysis of City Government Tax Levies Last Ten Fiscal Years Tax Levy Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Fund General Corporate 13,278,261 12,879,799 12,540,791 12,320,265 13,304,293 13,986,844 13,970,507 14,862,245 15,504,388 16,105,714 Debt Service 6,050,947 6,250,681 6,829,848 6,875,709 7,248,097 7,452,297 7,218,006 7,650,852 8,263,107 8,593,632 19,329,208 19,130,480 19,370,639 19,195,974 20,552,390 21,439,141 21,188,513 22,513,097 23,767,495 24,699,346 Police Pension 2,405,808 2,486,082 2,455,583 2,592,476 2,627,920 2,686,300 2,939,263 3,147,859 3,420,846 4,171,429 Firefighters' Pension 2,022,127 2,140,581 1,930,921 1,968,582 1,957,042 2,092,205 2,177,551 2,296,159 2,625,446 3,229,882 23,757,143 23,757,143 23,757,143 23,757,032 25,137,352 26,217,646 26,305,327 27,957,115 29,813,787 32,100,657 *2004 property tax rates were not available at publication of this report. Note: Schedule does not include Central Business Tax Increment District debt, Howard Hatrey Tax Increment District debt, Southwest Tax Increment District debt, or Washington National Tax Increment District debt. 51 -- 52 of 636 -- CITY OF EVANSTON, ILLINOIS Property Tax Rates - Direct and Overlapping Governments Last Ten Fiscal Years Tax Levy Year 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002* 2003* City of Evanston 2.295 2.347 2.085 2.059 2.069 1.888 1.934 2.033 1.628 1.610 1.698 Consolidated Elections - - - - 0.027 0.000 0.023 0.000 0.032 0.000 0.029 Cook County 0.993 0.993 1.023 0.989 0.919 0.911 0.854 0.824 0.746 0.690 0.630 Cook County Forest Preserve District 0.072 0.073 0.072 0.074 0.074 0.072 0.070 0.069 0.067 0.061 0.059 Suburban T.B. Sanitarium 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.008 0.007 0.006 0.004 Metropolitan Water Reclamation District 0.471 0.495 0.495 0.492 0.451 0.444 0.419 0.415 0.401 0.371 0.361 North Shore Mosquito Abatement District 0.011 0.011 0.011 0.011 0.011 0.011 0.011 0.011 0.010 0.009 0.009 Evanston Township 0.085 0.088 0.077 0.076 0.077 0.072 0.072 0.077 0.064 0.062 0.065 Community College 535 0.248 0.255 0.233 0.206 0.216 0.205 0.203 0.213 0.186 0.179 0.186 School District 202 3.000 3.202 2.946 2.992 3.107 2.905 2.865 2.977 2.469 2.349 2.444 School District 65 4.148 4.678 4.245 4.209 4.356 4.126 4.073 4.232 3.516 3.343 3.475 Total tax rate for property not in park district or special service district 11.331 12.150 11.195 11.116 11.315 10.642 10.532 10.859 9.126 8.680 8.960 Percent of total tax rate levied by City of Evanston 20.0% 19.3% 18.6% 18.5% 18.3% 17.74% 18.36% 18.72% 17.84% 18.55% 18.95% *2004 property tax rates were not available at publication of this report. Government Unit 52 -- 53 of 636 -- CITY OF EVANSTON, ILLINOIS Equalized Assessed Valuation of Taxable Property Last Ten Levy Years Tax Levy Real Railroad Total Equalization Year Property Property Assessment Factor 1993 1,035,262,113 95,997 1,035,358,110 2.1407 1994 1,012,476,073 111,936 1,012,588,009 -2.20% 2.1135 1995 1,139,714,098 153,640 1,139,867,738 12.57% 2.1243 1996 1,153,575,794 356,179 1,153,931,973 1.23% 2.1517 1997 1,148,286,831 317,786 1,148,604,617 -0.46% 2.1489 1998 1,256,699,519 296,665 1,256,996,184 9.44% 2.2505 1999 1,300,075,537 296,665 1,300,372,202 3.45% 2.2505 2000 1,286,161,490 298,315 1,286,459,805 -1.07% 2.2235 2001 1,615,527,795 311,382 1,615,839,177 25.60% 2.3098 2002 N/A N/A 1,737,543,904 7.53% 2.4689 2003 N/A N/A 1,727,147,885 -0.60% 2.4598 Notes: Equalized assessed value is based on approximately 33% of estimated actual value. Equalized assessed values do not include tax increment financing district incremental assessed values. Equalized assessed values and equalization factor for the levy year 2004 were not available at publication of this report. 53 -- 54 of 636 -- CITY OF EVANSTON, ILLINOIS Principal Taxpayers (1) Percentage Equalized of Total Assessed Assessed Type of Business Valuation Valuation Bank One/Offfice Building $20,504,101 1.18% Office building - 18 story 17,204,801 0.99% Evanston NW Healthcare Research/Healthcare Offices 14,623,909 0.84% Chicago Ave. Condo Building 12,760,189 0.73% Shopping Center 11,162,304 0.64% Chuch Street Plaza Development 10,995,024 0.63% Lynn Minnici 1800 Sherman/Office Building 10,819,781 0.62% Development 10,270,624 0.59% Hotel 10,268,980 0.59% Grocery and Drug Stores 8,700,722 0.50% 127,310,435 $ 7.33% Note: Ten Largest Taxpayers Taxpayers Golub & Company Evanston Plaza Freed Rotary International Church & Chicago LTD Partnership Albertson's (Jewel & Osco) Greenfield Acquisitions Total Ten Largest (1) January 1, 1999 - Levy year 1999 for 2000 tax billing purposes. Levy year 1999 equalized assessed valuation, including tax increment financing district incremental values, was $1,340,386,150. The Orrington Hotel *2004 property tax rates were not available at publication of this report. 54 -- 55 of 636 -- Fiscal Year Ended (1) Population (2) Per Capita Income (3) Median Age (4) % of Population 18+ with Bachelor's Degree or Higher (5) School Enrollment (K-12) (6) Unemployment Percentage 1991 73,233 $23,441 31.9 N/A 9,047 4.30% 1992 73,233 $24,074 31.9 N/A 9,214 5.10% 1993 73,233 $24,917 31.9 N/A 9,354 5.30% 1994 73,233 $25,786 31.9 N/A 9,348 5.10% 1995 73,233 $26,559 31.9 N/A 9,478 4.30% 1996 73,233 $27,356 31.9 N/A 9,533 3.80% 1997 73,233 $28,117 31.9 N/A 9,556 3.90% 1998 73,233 $28,740 31.9 N/A 9,764 3.70% 1999 73,233 $29,372 31.9 N/A 9,433 3.60% 2000 73,233 $30,068 31.9 62.4% 10,068 3.50% 2001 74,239 $30,068 31.9 62.4% 9,999 4.20% 2002 74,239 $33,645 32.5 62.4% 10,889 5.00% 2003 74,239 Data Sources (5) Illinois Department of Labor, Research Division. Figures are for Evanston only and represent * Preliminary 2000 Census (2) U.S. Department of Commerce, Bureau of the Census, based on adjustments through the (3) U.S. Department of Commerce, Bureau of the Census, 1990 census. (4) U.S. Department of Commerce, Bureau of the Census, 1990 census. *2004 property tax rates were not available at publication of this report. CITY OF EVANSTON, ILLINOIS Demographic Statistics Last Ten Fiscal Years (1) U.S. Department of Commerce, Bureau of the Census, 1990 census. 55 -- 56 of 636 -- City of Evanston REVENUE SOURCES, ASSUMPTIONS AND TRENDS The following is a summary of major revenue sources, trends and assumptions for FY2006: PROPERTY TAXES – Evanston property owners pay property tax to multiple entities including the City of Evanston. The City portion of the property tax increased 6.80% in the FY2005 budget. The FY2006 approved budget includes a 3.98% increase to the City of Evanston portion of the property tax bill. This includes an increase of 5.81% for the general fund; no increase in the fire pension fund; no increase for the police pension fund; and a 4.00 % increase in the debt service fund. Increases in the police and fire pension funds are mandated by the State of Illinois and remained flat this fiscal year. Property taxes pay for general operations, debt service and police and fire pension funding in the City. SALES TAXES – The City receives two types of sales taxes – one from the state and the other from a sales tax Imposed through the City’s home-rule status. The state tax rate is 1% and the local home rule sales tax rate is 1%. The City has experienced almost no increases annually on its sales tax growth during the last three years. However, compared to other local governments in the region, maintenance of a non-growth sales tax during the current economy is good. Evanston’s steady sales tax revenue position is attributed to a good local economy and solid growth in sales from the City’s TIF (Tax Increment Finance) districts. It is estimated that the sales tax will remain constant in FY2006. Property Tax Revenue $25,833,565 $31,203,360 $27,540,745 $32,776,511 $28,373,565 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Property Tax Revenue Sales Tax Revenue $7,517,415 $8,055,765 $8,200,000 $8,200,000 $7,762,540 $4,792,115 $5,457,335 $5,459,125 $5,500,000 $5,500,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Basic Home Rule 56 -- 57 of 636 -- INCOME TAX – Income tax is a state shared tax that is distributed on a per capita basis and is based on the average income statewide. Because Evanston’s 2000 census population increased at a smaller percentage than that of the state’s overall population its state allocation of income tax funds decreased. There was an additional decrease due to a move by the Governor’s office that occurred in the summer of 2003 and the state has under-allocated funds for cities portions of the state income tax for the last several years. In the last year the Local Government Income Tax Distributive Fund contributed to alleviate this under-funding and it cost the City $6.48 per resident. The result was almost a $500,000 decrease in annual income tax revenues from the state in FY2005. The projected $700,000 increase in Income Tax revenue for FY06 marks the first increase in allocations for this source in the last five fiscal years. UTILITY TAXES – Utility taxes consist of taxes on electric, telephone and natural gas use. Utility taxes have increased steadily by 3 to 5 percent a year for the last several years. Deregulation of natural gas and electricity, however, has created competition and a decrease in tax collection rates which has resulted in a decrease in tax revenues. In 2005, the Council increased the Gas Use Tax, which is a tax on consumers of brokered gas, from a rate of $.0095/therm to $.25/therm, strengthening the performance of that revenue source. Overall, utility tax revenues are expected to realize no increase in FY2006. Income Tax Revenue $4,492,920 $5,000,000 $4,878,485 $5,356,630 $4,300,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 $5,500,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Revenue Fiscal Year Income Tax Revenue Utility Tax Revenue $8,200,000 $8,200,000 $7,007,245 $6,780,420 $7,986,490 $4,000,000 $4,500,000 $5,000,000 $5,500,000 $6,000,000 $6,500,000 $7,000,000 $7,500,000 $8,000,000 $8,500,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Utility Tax Revenue 57 -- 58 of 636 -- REAL ESTATE TRANSFER TAX – The real estate transfer tax is imposed at $5 dollars per $1,000 increment of value on the sale or transfer of real estate in the City. This tax has seen solid growth in the last few years. Because of the tremendous revenues received in FY2005 it is assumed that even if home prices continue to rise, the inventory in the City cannot continue to sustain this high level of sales. It is therefore estimated that these tax revenues will peak at $4.0 million 2006 and then fall to a regular level of about $2.5 million in future years. WATER REVENUES – Water revenues from Evanston’s water utility customers will increase by only about 1% over the next year. This is due to cost of living escalators built into water contracts with outside entities such as the Village of Skokie and the Northwest Water Commission who Evanston supplies water to. Revenues generated by City residents are expected to remain at current levels and vary only depending on heat and precipitation levels in the summer. Real Estate Transfer Tax Revenue $4,011,085 $3,500,000 $4,000,000 $2,777,920 $2,746,535 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Real Estate Transfer Tax Revenue Water Sales Revenue $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Evanston Skokie Northwest Water Commission 58 -- 59 of 636 -- SEWER REVENUES – The City is in the last year of a four year increase in sewer rates. Rates increased 5% in FY2005 and will increase 5% for the last six months of FY06, after which no additional increases are planned. This four-year rate increase plan is to pay for a $199 million sewer improvement program the City embarked on several years ago. Over 75% of this project has been completed and the increased revenues will go towards paying off Illinois EPA loans which have been used to fund the capital improvements. PARKING REVENUES – The City operates parking meters, lots and two major garages which generate revenues. Parking revenues have fluctuated slightly over the last several years, with 2003 revenues increasing due to expanded enforcement hours. However, with few changes to parking enforcement in 2004 and 2005, parking related revenues have remained flat for several years. Revenues are projected to increase by approximately 11% in FY06 due to a change in the parking fee structure that increases costs. Sewer Revenue $14,065,750 $15,804,280 $16,767,100 $17,171,200 $15,428,160 $5,000,000 $7,000,000 $9,000,000 $11,000,000 $13,000,000 $15,000,000 $17,000,000 $19,000,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Sewer Revenue Parking Revenue $1,585,819 $2,985,400 $2,003,048 $3,310,400 $3,339,807 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2002 Actual 2003 Actual 2004 Actual 2005 Appropriation 2006 Appropriation Fiscal Year Revenue Parking Revenue 59 -- 60 of 636 -- City of Evanston FY2005/06 Approved Property Tax Levy Funding and Comparisons 2005/06 Approved Property Tax Levy Fund Allocation DEBT SERVICE FUND $8,758,629 FIRE PENSION FUND $3,229,882 POLICE PENSION FUND $4,088,000 GENERAL FUND $16,700,000 FY2005/06 Approved Property Tax Levy Comparison with 2004/05 15,783,600 $8,421,759 $8,758,629 16,700,000 $3,229,882 $3,229,882 $4,088,000 $4,088,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 2004-2005 2005-2006 GENERAL FUND FIRE PENSION FUND POLICE PENSION FUND DEBT SERVICE FUND 60 -- 61 of 636 -- 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 VARIANCE PERCENT APPROVED APPROVED APPROVED APPROVED APPROVED INCREASE INCREASE LEVY LEVY LEVY LEVY LEVY (DECREASE) DECREASE GENERAL FUND LEVY $13,970,507 $14,862,245 $15,504,388 $16,105,714 $17,040,816 $935,102 5.81% LESS: 2% LOSSES $279,410 $297,245 $310,088 $322,114 $340,816 $18,702 5.81% TOTAL $13,691,097 $14,565,000 $15,194,300 $15,783,600 $16,700,000 $916,400 5.81% FIRE PENSION FUND LEVY $2,177,551 $2,296,159 $2,625,446 $3,295,798 $3,295,798 $0 0.00% LESS: 2% LOSSES $43,551 $45,923 $52,509 $65,916 $65,916 $0 0.00% TOTAL $2,134,000 $2,250,236 $2,572,937 $3,229,882 $3,229,882 $0 0.00% POLICE PENSION FUND LEVY $2,939,263 $3,147,859 $3,420,846 $4,171,429 $4,171,429 $0 0.00% LESS: 2% LOSSES $58,785 $62,957 $68,417 $83,429 $83,429 $0 0.00% TOTAL $2,880,478 $3,084,902 $3,352,429 $4,088,000 $4,088,000 $0 0.00% DEBT SERVICE FUND LEVY $7,218,005 $7,650,862 $8,263,107 $8,593,632 $8,937,377 $343,745 4.00% LESS: 2% LOSSES $144,360 $153,017 $165,262 $171,873 $178,748 $6,875 4.00% TOTAL $7,073,645 $7,497,845 $8,097,845 $8,421,759 $8,758,629 $336,870 4.00% TOTAL ALL FUNDS $26,305,326 $27,957,126 $29,813,787 $32,166,572 $33,445,419 $1,278,847 3.98% LEVY $526,106 $559,143 $596,276 $643,331 $668,908 $25,577 3.98% LESS: 2% LOSSES $25,779,220 $27,397,983 $29,217,511 $31,523,241 $32,776,511 $1,253,270 3.98% City of Evanston FY2005/06 Approved Property Tax Levy Comparison with 2004/05 Approved Levy 61 -- 62 of 636 -- City of Evanston Debt Service Funds The primary objective in debt management is to keep the level of indebtedness within available resources and it’s imperative to keep the debt within the stated City Council debt limitation. Because the City of Evanston is a Home Rule Municipality there is no legal limit on the amount of debt that the City can issue. However, the Evanston City Council has established a limit of $95,000,000 in general obligation debt as a City debt service policy. On October 8, 2003 the City sold $22,000,000 Series 2002 C General Obligation Bonds. Proceeds were allotted as follows: A. $15,590,000 for capital improvements. B. $4,055,000 for Special Service District Area bond refunding. On April 28, 2004 the City sold $13,500,000 Series 2004 General Obligation Bonds. Proceeds were allotted as follows: A. $12,000,000 for capital improvements B. $1,500,000 for special assessment alley improvements The public debt in the City of Evanston satisfies the current budget policy and is sufficient to meet the community needs. The City of Evanston retained its Moody’s Aaa rating during 2004. The following is a statistical breakdown of the City of Evanston's debt services profile. Debt per capital (2004) $ 2,850 Debt as a percentage of assessed valuation 5.07 % Debt services as a % of General Fund Expenditures 11.0 % Bonds Rating (Moody's) – Current Aaa Bonds Rating (Fitch) – Current aaa Equalized Assessed Valuation - 2002 $1,737,543,904 Net General Obligation Debt (2001) $87,649,025 62 -- 63 of 636 -- 828 817 999 1,009 1,093 0 200 400 600 800 1000 2000 2001 2002 2003 2004 Debt per capita % Debt to Equalized Assessed Valuation 4.82 4.67 5.60 5.0 5.0 4.2 4.4 4.6 4.8 5 5.2 5.4 5.6 5.8 2000 2001 2002 2003 2004 63 -- 64 of 636 -- 64 -- 65 of 636 -- PART III GENERAL FUND BUDGET 65 -- 66 of 636 -- 66 -- 67 of 636 -- City of Evanston All Divisions Three Year Fiscal History $78,225,000 $82,714,300 $74,520,452 $70,000,000 $72,000,000 $74,000,000 $76,000,000 $78,000,000 $80,000,000 $82,000,000 $84,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 Expenditures by Division Library 5.01% Ecology Center 0.50% Parks and Forestry 5.07% Health and Human Services 3.68% Community Intervention Services 0.51% Mental Health & Purchased Services 1.14% Commission on Aging 0.40% Fire Department 12.72% Public Works Director 0.60% Transportation Division 4.22% reets and Sanitation 9.57% Human Relations 0.72% Finance 2.13% Facilities Management 2.95% Community Development 3.45% Police 21.88% Human Resources 1.49% Legal 0.83% Management and Budget 3.79% General Fund Contingency 8.70% City Manager 0.87% Cultural Arts 1.07% City Council 0.35% Recreation 8.11% City Clerk 0.24% 67 -- 68 of 636 -- FISCAL YEAR 2005 - 2006 BUDGET GENERAL FUND EXPENDITURE SUMMARY 2004 - 05 2003 - 04 2005 vs. 06 2005 - 06 Expenditure by Purpose Actual Appropriation Approved $ DIFF % DIFF LEGISLATIVE 456,173 488,400 487,000 (1,400) .29- CITY MANAGER'S OFFICE 679,368 648,500 715,900 67,400 10.39 MANAGEMENT AND BUDGET 9,175,810 8,773,100 10,326,300 1,553,200 17.70 LEGAL DEPARTMENT 565,893 662,800 690,600 27,800 4.19 HUMAN RESOURCES 1,137,833 1,170,900 1,234,000 63,100 5.39 FINANCE DEPARTMENT 1,848,039 1,889,000 1,762,600 (126,400) 6.69- FACILITIES MANAGEMENT 2,257,901 2,273,300 2,438,900 165,600 7.28 COMMUNITY DEVELOPMENT 2,537,220 2,787,400 2,853,700 66,300 2.38 POLICE DEPARTMENT 16,867,553 17,658,300 18,095,400 437,100 2.48 FIRE DEPARTMENT 10,207,798 10,085,500 10,523,900 438,400 4.35 HEALTH AND HUMAN SERVICES 4,182,472 4,802,100 4,739,400 (62,700) 1.31- PUBLIC WORKS 11,284,477 11,500,000 11,902,800 402,800 3.50 HUMAN RELATIONS COMM DEP 492,514 542,700 598,000 55,300 10.19 LIBRARY DEPARTMENT 3,954,342 4,057,900 4,147,900 90,000 2.22 PARKS/FORESTRY AND RECREATION 10,202,684 10,885,100 12,197,900 1,312,800 12.06 Grand Total(s) 75,850,077 78,225,000 82,714,300 4,489,300 5.74 68 -- 69 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 15,268,770 15,808,600 16,725,000 916,400 51500 OTHER TAXES 35,212,887 34,881,500 36,382,000 1,500,500 52000 LICENSES, PERMITS & FEES 6,699,056 6,238,700 7,804,950 1,566,250 52500 FINES AND FORFEITURES 4,162,610 4,167,500 4,355,500 188,000 53000 CHARGES FOR SERVICES 5,838,611 6,084,000 6,529,750 445,750 55000 INTERGOVERNMENTAL REVENUE 1,306,378 1,793,600 1,518,300 (275,300) 56000 OTHER REVENUE 582,819 275,000 508,400 233,400 56500 INTEREST INCOME 205,456 200,000 232,700 32,700 57000 TRNSFR FROM OTHER FUNDS 8,004,723 8,612,200 8,489,000 (123,200) 57500 LIBRARY-OTHER REVENUE 184,710 163,900 168,700 4,800 50100 OPERATING REVENUES 77,466,020 78,225,000 82,714,300 4,489,300 50000 REVENUES 77,466,020 78,225,000 82,714,300 4,489,300 69 -- 70 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 50000 REVENUES 50100 OPERATING REVENUES 51000 PROPERTY TAXES 51015 PROPERTY TAXES 15,194,300 15,783,600 16,700,000 916,400 51025 PRIOR YEAR'S TAXES 74,470 25,000 25,000 51000 PROPERTY TAXES 15,268,770 15,808,600 16,725,000 916,400 51500 OTHER TAXES 51515 STATE USE TAX 714,225 660,000 714,500 54,500 51525 SALES TAX - BASIC 7,762,537 8,200,000 8,200,000 51530 SALES TAX - HOME RULE 5,459,126 5,500,000 5,500,000 51535 AUTO RENTAL TAX 32,872 34,000 34,000 51540 ATHLETIC CONTEST TAX 519,506 500,000 500,000 51545 STATE INCOME TAX 4,492,918 4,300,000 5,000,000 700,000 51555 FIRE INSURANCE TAX 58,947 50,000 50,000 51565 ELECTRIC UTILITY TAX 2,550,321 2,700,000 2,600,000 (100,000) 51570 NATURAL GAS UTILITY TAX 1,396,711 1,000,000 1,150,000 150,000 51575 NAT GAS USE TAX HOME RULE 415,382 900,000 850,000 (50,000) 51585 CIGARETTE TAX 179,099 300,000 378,000 78,000 51590 EVANSTON MOTOR FUEL TAX 308,210 320,000 310,000 (10,000) 51595 LIQUOR TAX 1,531,964 1,425,000 1,500,000 75,000 51600 PARKING TAX 1,669,478 1,500,000 1,500,000 51605 PERS. PROP. RPL. TAX 502,260 297,000 400,000 103,000 51610 PERS. PROP. RPL. TAX REC 45,800 45,800 45,800 51615 PERS. PROP. RPL. TAX LIB 49,700 49,700 49,700 51620 REAL ESTATE TRANSFER TAX 4,011,084 3,500,000 4,000,000 500,000 51625 TELECOMMUNICATIONS TAX 3,624,075 3,600,000 3,600,000 51630 AMUSEMENT TAX 6,565 51500 OTHER TAXES 35,212,887 34,881,500 36,382,000 1,500,500 52000 LICENSES, PERMITS & FEES 52005 LICENSES 52010 VEHICLE LICENSES 2,100,343 2,000,000 2,100,000 100,000 52015 BUSINESS LICENSES 101,051 90,000 90,000 52020 PET LICENSES 42,746 40,000 40,000 52025 BICYCLE LICENSES 40 100 50 (50) 52030 CONTRACTORS' LICENSES 89,391 80,000 90,000 10,000 52035 ROOMING HOUSE LICENSES 180,774 170,000 194,700 24,700 52040 LIQUOR LICENSES 288,462 275,000 275,000 70 -- 71 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52045 FARMERS' MARKET LICENSES 23,780 27,700 27,700 52050 OTHER LICENSES 141 52055 LONG TERM CARE LICENSES 108,540 112,400 112,400 52070 RESIDENT CARE HOME LICEN 500 52005 LICENSES 2,935,767 2,795,200 2,929,850 134,650 52075 PERMITS 52080 BUILDING PERMITS 1,916,310 1,900,000 3,100,000 1,200,000 52085 PLAN REVIEW 10,000 10,000 52090 PLUMBING PERMITS 165,189 150,000 160,000 10,000 52095 ELECTRICAL PERMITS 175,960 160,000 175,000 15,000 52105 SIGNS AND AWNING PERMITS 8,742 10,000 10,000 52110 OTHER/MISC PERMITS 294,540 220,000 250,000 30,000 52115 ELEVATOR PERMITS 42,874 55,000 55,000 52120 HEATING VENT. A/C PERMIT 184,249 150,000 180,000 30,000 52125 COMMERCIAL DRIVE. PERMIT 740 500 700 200 52130 RESIDENTS ANNUAL PRKG PE 114,509 130,000 116,000 (14,000) 52131 VISITOR PARKING PERMITS 18,421 18,000 18,000 52135 FIRE SUPRESSION/ALARM PE 1,565 52075 PERMITS 2,919,967 2,775,500 4,074,700 1,299,200 52140 FEES 52145 ANNUAL SIGN FEES 40,230 32,000 35,000 3,000 52155 PLAT PR.&SIGN APP HRG FE 397 1,000 1,000 52170 ALARM PANEL FRANCHISE FE 18,000 20,000 14,400 (5,600) 52175 NU/CENTEL EASEMENT 97,104 40,000 40,000 52180 CABLE FRANCHISE FEE 627,977 525,000 660,000 135,000 52185 NICOR FRANCHISE FEE 59,614 50,000 50,000 52140 FEES 843,322 668,000 800,400 132,400 52000 LICENSES, PERMITS & FEES 6,699,056 6,238,700 7,804,950 1,566,250 52500 FINES AND FORFEITURES 52505 TICKET FINES-PARKING 3,375,155 3,500,000 3,640,000 140,000 52510 REGULAR FINES 259,098 175,000 185,000 10,000 52520 BUILDING CODE VIOLATIONS 178 5,000 (5,000) 52525 ANIMAL ORDINANCE PENALTIE 1,500 (1,500) 52530 BOOT RELEASE FEE 121,495 85,000 121,500 36,500 52540 FIRE FALSE ALARM FINES 11,761 55,000 55,000 71 -- 72 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 52545 POLICE FALSE ALARM FINES 105,575 75,000 85,000 10,000 52555 HOUSING CODE VIOL FINES 2,900 1,000 (1,000) 52560 PERMIT PENALTY FEES 33,386 5,000 5,000 52570 ADMIN ADJUDICATION 84,296 100,000 95,000 (5,000) 52610 LIBRARY FINES & FEES 168,766 165,000 169,000 4,000 52500 FINES AND FORFEITURES 4,162,610 4,167,500 4,355,500 188,000 53000 CHARGES FOR SERVICES 53005 HEALTH DEPT.- CHRGS FOR S 53010 BIRTH AND DEATH RECORDS 6,427 53020 TB NURSING SERVICES 12,000 12,000 12,000 53025 VD PROGRAM-SKOKIE 2,250 2,250 2,250 53040 CHILD HEALTH 1,700 1,700 53045 HEALTH SVC. FEES-LAB WOR 5 53050 SANITATION CLASSES 5,395 10,000 10,000 53070 FAMILY PLANNING OUTREACH 1,465 2,000 (2,000) 53075 DENTAL CLINIC 67,989 90,000 68,000 (22,000) 53080 FLU & PNEUMONIA PROGRAM 17,393 23,500 23,500 53085 HEALTH CLINIC IMMUNIZATN 3,832 5,000 4,200 (800) 53090 HEALTH CL. SEX TRANS DIS 1,200 8,000 6,800 53095 HEALTH CLINIC-TB 3,360 3,200 3,500 300 53100 HEALTH CLINIC-LAB 12,043 16,200 16,200 53105 HEALTH CLINIC FOOD EST 150,149 145,000 150,000 5,000 53110 HEALTH CLINIC-WELL CHILD 250 (250) 53115 HEALTH CLINIC-SCHOOL PHY 2,065 2,000 2,300 300 53120 S.T.D. 3,386 53125 S.T.D-E 3,399 53135 DENTAL CHECK UP 8,250 9,000 9,000 53140 EMERGENCY DENTAL EXAM 140 100 100 53145 X-RAYS 91 53150 AMALGAM FILLING 895 900 900 53155 RESIN FILLING 2,145 4,000 4,000 53160 SEDATIVE FILLING 95 100 100 53165 EXTRACTION 405 100 100 53170 PULPOTOMY 730 800 800 53175 SEALANT OFFICE VISIT 649 700 700 53180 ADDITIONAL SEALANTS 77 100 100 53185 TEMPORARY LICENSE FEE 3,251 3,300 3,300 53190 FOOD DELIVERY VEHICLE 6,460 6,500 6,500 72 -- 73 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53195 SCAVENGER TRUCK 2,250 2,300 2,300 53200 BEV.SNACK VENDING MACHIN 21,326 33,000 22,000 (11,000) 53205 FOOD VENDING MACHINE 1,770 2,000 2,000 53210 TOBACCO LICENSE 15,000 12,000 15,000 3,000 53215 BIRTH CERTIFICATE 83,494 90,000 83,500 (6,500) 53220 DEATH CERTIFICATE-16.23 47,321 55,000 47,500 (7,500) 53230 FUNERAL DIRECTOR LICENSE 7,050 4,500 (4,500) 53235 TEMP FUNERAL DIREC LICEN 5,059 53005 HEALTH DEPT.- CHRGS FOR S 497,616 483,400 499,550 16,150 53240 PARKING - CHRGS FOR SVCS 53560 RECREATION - CHRGS FOR SV 482 53565 RECREATION PROGRAM CHARG 3,669,310 4,103,000 4,084,500 (18,500) 53569 Rec unreconciled JDE int 2,745 53560 RECREATION - CHRGS FOR SV 3,672,537 4,103,000 4,084,500 (18,500) 53570 WATER, SEWER & RECYCLING 53605 RECYCLING SERVICE CHARGE 635,595 628,000 628,000 53610 RECYCLING SERV CHAR-PENA 11,826 53615 SANIT SPECIAL PICKUP FEE 61,663 25,000 50,000 25,000 53570 WATER, SEWER & RECYCLING 709,084 653,000 678,000 25,000 53620 OTHER CHRGS FOR SVCS 53635 WEIGHTS AND MEASURES EX 955 1,000 1,000 53640 SENIOR TAXI COUPON SALES 61,816 68,000 68,000 53650 STATE HIGHWAY MAINTENANC 119,317 100,000 90,000 (10,000) 53655 FIRE COST RECOVERY CHARG 5,990 5,000 5,000 53656 OTHER SERVICE CHARGES 3,280 5,000 4,000 (1,000) 53660 RECYCLING-MATERIAL SALES 365 53665 CONDO CONVERSION APP FEE 34,390 52,000 70,000 18,000 53675 AMBULANCE SERVICE 399,312 440,000 470,000 30,000 53680 TOWING CHARGES 38,495 53685 POLICE REPORT FEES 19,468 19,500 15,000 (4,500) 53690 WOOD RECYCLING 11,615 53695 ZONING FEES 47,693 40,000 40,000 53700 FIRE REPORT FEES 100 900 800 53705 FIRE BUILDING INSPECTION 8,000 8,000 53710 PASSPORT EXECUTION FEE 17,208 13,000 10,000 (3,000) 73 -- 74 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 53715 ALARM PANEL SUB. FEE 151,520 100,000 100,000 53720 SKOKIE ANIMAL BOARD FEE 510 1,000 1,000 53725 BACKGR CHKS DAYCARE PROV 500 53735 CURB/SIDEWALK REPLACE FE 46,940 53741 INOCULATION FUNDING-RESI 384,800 384,800 53620 OTHER CHRGS FOR SVCS 959,374 844,600 1,267,700 423,100 53000 CHARGES FOR SERVICES 5,838,611 6,084,000 6,529,750 445,750 55000 INTERGOVERNMENTAL REVENUE 55005 COUNTY & LOCAL AID 55015 STATE AID 55025 FOR HEALTH DEPARTMENT 47,037 71,000 63,300 (7,700) 55035 FAMILY CASE MANGMNT GRAN 117,200 126,300 123,800 (2,500) 55040 DENTAL SEALANT GRANT 4,213 4,200 4,200 55045 STATE AID-AIDS TESTING 1,814 55070 IMMUNIZATION INITIATIVE 2,900 2,900 55075 SUMMER FOOD INSPECTIONS 600 55080 KID CARE AGREEMENT 9,606 10,500 11,300 800 55085 IL TOBACCO FREE COMMUNIT 25,593 25,000 25,000 55090 TITLE XX FAMILY PLANNING 51,900 54,500 54,500 55100 ACCESS TO CARE 12 55105 HEARING AND VISION 12,700 6,400 6,400 55125 TEEN PREGNANCY PREV. GRN 53,976 56,600 56,600 55130 CHILDHOOD LEAD POISONING 2,526 4,000 4,000 55135 TEEN PARENT SERVICES PRO 10,034 15,000 30,000 15,000 55140 GENETIC EDUCATION GRANT 5,100 10,200 10,200 55141 VECTOR PREVENTION GRANT 1,135 55142 REACH LEARN GROW GRANT 400,000 400,000 55145 PROSTATE CANCER AWARNESS 448 55146 OTHER STATE GRANT 6,067 400,000 (400,000) 55150 TANNING PARLOR INSPECTIO 100 55155 FAMILY CASE MGMT REIMB 67,621 140,000 66,000 (74,000) 55160 VIOL. CRIME VIC. ASST GR 20,000 24,700 4,700 55161 ICJIA GRANT-COMMUNITY SE 15,000 15,000 55162 ICJIA GRANTS- VICTIM SER 60,000 60,000 55165 DISTRICT 65 DENTAL EDGRT 1,500 1,500 55170 FIRE DEPARTMENT TRAINING 3,551 600 600 74 -- 75 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 55180 ARTS COUNCIL 20,630 55185 STATE ALLOTMENT 112,063 55231 LEAD PAINT HAZARD GRANT 121,273 373,000 178,000 (195,000) 55245 LIBRARY STATE PER CAPITA 92,799 83,500 92,700 9,200 55015 STATE AID 767,997 1,471,600 1,230,700 (240,900) 55250 FEDERAL AID 55255 COMM AGING GRT-ADVOCATE 15,140 19,000 33,000 14,000 55265 FEMA 12,932 20,000 20,000 55270 POLICE TRAINING 8,000 8,000 55275 HUD EMERG SHELTER GRANTS 83,021 80,000 88,100 8,100 55285 LAW ENFORCEMENT BLOCK GR 105,000 44,400 (60,600) 55290 OTHER FEDERAL AID 104,344 14,100 14,100 55295 HEALTH DEPT.S.E.E.D.GRAN 322,944 55310 BIO-TERRORRISM GRANT 90,000 80,000 (10,000) 55250 FEDERAL AID 538,381 322,000 287,600 (34,400) 55000 INTERGOVERNMENTAL REVENUE 1,306,378 1,793,600 1,518,300 (275,300) 56000 OTHER REVENUE 56010 PROPERTY SALES AND RENTAL 93,223 46,000 102,900 56,900 56015 REVENUE FROM DAMAGE TO CI 56025 DAMAGE TO CITY SIGNAGE 3,615 56030 DAMAGE TO CITY TRAFFIC S 32,680 56031 DAMAGE TO STREET LIGHTS 30,379 56040 DAMAGE TO OTHER CITY PRO 32,157 40,000 50,000 10,000 56015 REVENUE FROM DAMAGE TO CI 91,601 40,000 50,000 10,000 56045 MISCELLANEOUS REVENUE 352,245 150,000 316,500 166,500 56046 TAXICAB CLASS REVENUE 175 56045 MISCELLANEOUS REVENUE 352,420 150,000 316,500 166,500 56061 BOND PREMIUM 56095 OVER AND SHORT - COLLECT 1,603 56100 OVER AND SHORT - OTHER 5 56101 DISCOUNTS TAKEN 2,290 56102 DISCOUNTS LOST 100 56061 BOND PREMIUM 3,787 56105 PAYMENT IN LIEU OF TAXES 26,000 27,000 27,000 75 -- 76 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 56140 FEES AND MERCHANDISE SALE 4,445 56155 TRASH CART SALES 78 56175 PARKING PERMITS-RYAN FIEL 11,670 12,000 12,000 56180 MAYORS SUMMER YOUTH PROGR 406 56000 OTHER REVENUE 582,819 275,000 508,400 233,400 56500 INTEREST INCOME 56501 INTEREST INCOME 161,936 200,000 232,700 32,700 56585 UNREALIZED GAIN/LOSS 43,503 56600 CITY REHAB REPAYMENTS 17 56500 INTEREST INCOME 205,456 200,000 232,700 32,700 57000 TRNSFR FROM OTHER FUNDS 57010 FROM FLEET SERVICES 117,400 123,200 127,000 3,800 57015 FROM MOTOR FUEL FUND 750,000 772,500 22,500 57020 FROM MOTOR FUEL FUND-S/M 750,000 57030 FROM COMM. DEVEL. FUND 922,855 986,400 908,300 (78,100) 57035 FROM HOME FUND 32,868 38,400 39,300 900 57040 FROM EMERGENCY TEL SYSTEM 125,400 139,400 170,000 30,600 57050 FROM ECON DEV FUND 250,000 365,900 376,900 11,000 57060 FROM HOUSING FUND 30,000 30,900 31,800 900 57065 FROM WASHINGTON NAT'L DS 130,000 133,900 137,900 4,000 57070 FROM HOW HARTREY DEBT SER 100,000 125,000 128,800 3,800 57075 FROM SW TIF DEBT SERVICE 20,000 20,600 21,200 600 57085 FROM DOWNTOWN TIF DEBT SV 250,000 300,000 309,000 9,000 57100 FROM CAPITAL IMP. FUND 250,000 257,500 265,200 7,700 57110 FROM SPECIAL ASSMT. FUND 30,000 30,900 31,800 900 57130 FROM PARKING FUND 893,700 960,100 688,900 (271,200) 57135 FROM WATER FUND 153,000 157,600 162,300 4,700 57140 FROM WATER FUND-ROI 2,386,000 2,457,600 2,531,300 73,700 57145 FROM WATER FUND-ADMIN. EX 1,038,000 1,080,600 1,113,000 32,400 57160 FROM MAPLE AVE GARAGE FND 38,300 39,500 40,700 1,200 57165 FROM SEWER FUND 487,200 614,700 633,100 18,400 57000 TRNSFR FROM OTHER FUNDS 8,004,723 8,612,200 8,489,000 (123,200) 57500 LIBRARY-OTHER REVENUE 57505 LIBRARY VIDEO RENTALS 62,649 60,000 63,000 3,000 57510 NON-RESIDENT LIBRARY CARD 3,080 3,000 3,000 57515 LIBRARY MATERIAL REPLACEM 22,621 21,000 21,000 76 -- 77 of 636 -- FISCAL YEAR - 2006 2005 GENERAL FUND REVENUES 2005 - 06 2004 - 05 2003 - 04 2005 vs. 2006 REVENUE TITLE ACTUAL BUDGET APPROVED VARIANCE 57520 LIBRARY MATERIAL RESERVES 5,616 5,000 5,600 600 57525 LIBRARY MISC. REVENUES 3,526 3,500 3,500 57530 LIBRARY RENTAL BOOKS 8,316 8,600 8,600 57535 LIBRARY COPY MACH. CHG 26,559 26,000 26,000 57540 LIBRARY MEETING RM RENTAL 24,979 8,700 9,000 300 57545 NORTH BRANCH RENTAL INC 25,200 26,100 27,000 900 57550 LIBRARY MULTIMEDIA COLLEC 2,165 2,000 2,000 57500 LIBRARY-OTHER REVENUE 184,710 163,900 168,700 4,800 58000 REAPPROPRIATION OF SURPLUS 50100 OPERATING REVENUES 77,466,019 78,225,000 82,714,300 4,489,300 50000 REVENUES 77,466,019 78,225,000 82,714,300 4,489,300 77 -- 78 of 636 -- City of Evanston City Council City Council Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Full-time Regular Alderman (9 elected officials @ 0 FTE) 0.00 Full-time Regular Mayor 0.00 Full-time Regular Administrative Secretary 1.00 1300 Total 1.00 Grand Total 1.00 Expenditures as a % of 2006 General Fund Budget 0.35% Three Year Fiscal History $283,000 $291,000 $270,850 $50,000 $125,000 $200,000 $275,000 $350,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 78 -- 79 of 636 -- City of Evanston City Council Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1300 - City Council 270,850 283,000 256,040 291,000 Total: $ 270,850 $ 283,000 $ 256,040 $ 291,000 Notes for Financial Summary Performance Report on FY 2004-2005 Major Program Objectives As part of the redevelopment of the Howard Street Neighborhood, Council approved a planned development at 413- 421 Howard Street. Council approved $24 million in General Obligation Bonds with $13.5 million for capital improvements and $12 million for refinancing part of the bonds issued in 1997. City budget policy was changed to allow the debt limit to be raised from $85 million to $90 million. City Council interviewed three national human resource search firms and selected Slavin Associates to conduct a nationwide search for a new City Manager. Council raised fines for certain alcohol related violations such as possession/consumption on the public way. Two citizens were appointed by Council to serve on the Northwestern University/City Committee as part of the Consent Decree. A Civic Center Committee consisting of aldermen met and with citizens about determining the fate of the Civic Center Building. Council voted to recognize the Matricula Consular Identification card as an official form of ID for Mexican Nationals. Council adopted the second and third amendments to the Sherman Plaza Redevelopment Agreement which is part of the continuing revitalization and redevelopment of downtown Evanston. Council amended the City's Indoor Clean Air Ordinance to prohibit smoking in common areas of muli-family buildings and all work places except bars, restaurants and long term care facilities. City Council voted to extend the franchise with ComEd to supply electrical power to the City for another three years. Legislation was introduced to ban the incineration of medical waste at Evanston Hospital at the request of residents who live near the hospital. 79 -- 80 of 636 -- City of Evanston City Council 1300 – City Council Description of Major Activities The City Council consists of a Mayor, elected at large and a non-voting member of the Council, and 9 Aldermen, one selected from each of 9 wards. All Alderman and the Mayor are elected, and their positions effective for a term of four years. The City Council formulates policies and ordinances to guide the orderly development and administration of the City; determines the use of tax dollars and other funding sources to meet the City's needs; holds public hearings to provide citizens with opportunities to be heard; participates in conferences, forums and meetings of legislative groups and associations; keeps its constituency informed of City issues and activities through ward meetings and public forums; and responds to citizen requests for services and information. FY 2005-2006 Objectives • Continuation of the downtown revitalization and redevelopment program • Land use and density issues, especially in established neighborhoods • Continued review of inclusionary and affordable housing issues • Continuing support to neighborhood and business revitalization of the west side • Determination of the direction to relocate, rebuild or replace the Civic Center Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of Ordinances adopted 104 125 110 Number of Resolutions Adopted 73 75 75 Updated Board, Committee, Commission rosters ongoing ongoing ongoing Approved Adjustments in 2005-2006 Budget 80 -- 81 of 636 -- CITY OF EVANSTON CITY COUNCIL 1300 2004 - 2005 2005 2006 - Appropriation Approved 1300 CITY COUNCIL 61010 REGULAR PAY 151,800 153,600 61110 OVERTIME PAY 300 300 61510 HEALTH INSURANCE 56,800 56,800 61615 LIFE INSURANCE 100 100 62210 PRINTING 17,000 500 62275 POSTAGE CHARGEBACKS 600 600 62280 OVERNIGHT MAIL CHARGES 200 62290 TUITION 2,000 2,000 62295 TRAINING & TRAVEL 10,000 10,000 62315 POSTAGE 400 400 62320 TELEPHONE CHARGEBACKS 7,700 62360 MEMBERSHIP DUES 32,700 32,700 62370 EXPENSE ALLOWANCE 100 100 62380 COPY MACHINE CHARGES 2,000 2,000 62458 OUTSIDE COPY SERVICES 25,000 64505 TELECOMMUNICATIONS - CARRIER L 200 64510 TELECOMMUNICATIONS EQUIPMENT 200 64520 TELECOMMUNICATIONS - LOCAL 4,700 64540 TELECOMMUNICATIONS - WIRELESS 200 65010 BOOKS, PUBLICATIONS, MAPS 100 200 65095 OFFICE SUPPLIES 1,200 1,200 68205 CONTINGENCIES 200 1300 CITY COUNCIL 283,000 291,000 81 -- 82 of 636 -- City of Evanston City Clerk City Clerk Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Full-time Regular City Clerk 0.00 Full-time Regular Clerk Typist III 1.00 Full-time Regular Deputy City Clerk 1.00 1400 Total 2.00 Grand Total 2.00 Expenditures as a % of 2006 General Fund Budget 0.24% Three Year Fiscal History $205,400 $196,000 $185,323 $0 $50,000 $100,000 $150,000 $200,000 $250,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 82 -- 83 of 636 -- City of Evanston City Clerk’s Office Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1400 – City Clerk’s Office 270,850 205,400 256,040 196,000 Total Expenditures: $ 270,850 $ 205,400 $ 256,040 $ 196,000 Revenues: BOCA Codes 8,900 9,000 9,000 9,000 City Codes/Zoning Codes 2,200 2,200 2,200 2,200 Hunting/Fishing License Fees 55 60 60 60 Landlord/Tenant Ordinances 465 465 465 465 Maps 485 485 485 485 Minutes Subscriptions 35 35 35 35 Miscellaneous 750 750 750 750 Model Lease Forms 1,125 1,200 1,200 1,200 Passport Application 17,200 14,000 6,000 10,000 Photocopying 140 150 150 150 Planning/Preservation Booklets 300 300 300 300 Second Recycling Bins 365 400 400 400 Total Revenues: $ 32,020 $ 29,045 $ 21,045 $ 25,045 Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $10,230. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives Participated in March 16, 2004 primary election and November 2, 2004 General Election by being open additional hours on Saturdays to facilitate voter registration and in-person absentee voting. Worked with Cook County Department of Elections to find accessible polling places where needed. Continued program to index minutes. Began an annual program of restoring old Council records to preserve them from futher deterioration. 2005-2006 Department Initiatives Establish a data base to track Freedom of Information requests and their disposition. 83 -- 84 of 636 -- City of Evanston City Clerk 1400 – City Clerk Description of Major Activities The City Clerk is secretary to the City Council and staff to special Council committees. The Clerk produces official minutes of all Council meetings, is responsible for maintaining the City Code and official City records, serves as the local election official, Deputy Registrar for Voter Registration, and provides absentee voter services and other election related activities. The City Clerk also assists the Mayor, Aldermen, and staff with special projects and activities and represents the City at various meetings. The City Clerk's office maintains a Municipal Library, provides administrative and clerical services associated with appointed boards, committees and commissions of the City, and collects the real estate transfer tax and issues exemptions from the tax. This office also distributes recycling bins, issues 90-day placards to disabled persons, provides information services and forwards Freedom of Information requests to departments, and prepares and publishes the official municipal directory and annual calendar of meetings; updates meeting changes on the web calendar; distributes community information to new residents. Additionally, the City Clerk's Office provides notary services to staff and citizens, signs all General Obligation and Revenue Bonds and processes all surety bonds, sells publications, City maps, BOCA codes, Illinois hunting and fishing licenses and performs ombudsman service to citizens, assisting with information, directions and referrals. The City Clerk's office receives lawsuits in which the City is named and office personnel are official passport acceptance agents for the U.S. Department of State. FY 2005-2006 Objectives • Conduct fair and impartial elections in 2005. Provide consolidated primary election February 22 if more than two individuals file petitions for the office of Mayor. Provide consolidated election for all municipal and township offices on April 5, 2005. • Continue program of restoration of City Council records. • Establish a data base for Freedom of Information requests that tracks all requests and their disposition. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Voters registered 600 750 600 In-person absentee voters 125 400 125 Real Estate Transfer Tax Transactions 2,020 2,000 2,000 Exemptions from real estate transfer tax 820 820 820 Replacement Recycling Bins 425 450 450 Disabled Parking Placards 140 140 140 Yearly Calendar of Scheduled Meetings 1 1 1 Passport applications 575 320 350 Approved Adjustments in 2005-2006 Budget 84 -- 85 of 636 -- CITY OF EVANSTON CITY CLERK 1400 2004 - 2005 2005 2006 - Appropriation Approved 1400 CITY CLERK 61010 REGULAR PAY 130,700 136,900 61055 TEMPORARY EMPLOYEES 5,900 5,900 61110 OVERTIME PAY 700 700 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 200 200 62210 PRINTING 900 900 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 900 900 62280 OVERNIGHT MAIL CHARGES 300 62295 TRAINING & TRAVEL 1,500 1,500 62315 POSTAGE 700 700 62320 TELEPHONE CHARGEBACKS 1,600 62360 MEMBERSHIP DUES 300 400 62380 COPY MACHINE CHARGES 6,500 2,000 62457 CODIFICATION SERVICES 10,000 10,000 62509 SERVICE AGREEMENTS / CONTRACTS 700 62645 MICROFILMING 500 65010 BOOKS, PUBLICATIONS, MAPS 700 700 65080 MERCHANDISE FOR RESALE 10,000 10,000 65085 MINOR EQUIPMENT & TOOLS 100 65095 OFFICE SUPPLIES 1,000 1,000 65175 ELECTION SUPPLIES 100 100 65515 OTHER IMPROVEMENTS 10,000 68205 CONTINGENCIES 200 1400 CITY CLERK 205,400 196,000 85 -- 86 of 636 -- City of Evanston City Manager’s Office City Manager's Office Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE City Manager's Office Full-time Regular City Manager 1.00 Full-time Regular Assistant City Manager (split with 5300 & 7800) 0.70 Full-time Regular Assistant to the City Manager (split with 7800) 0.85 Full-time Regular Assistant to the City Manager 1.00 Full-time Regular Executive Assistant 1.00 Full-time Regular Administrative Secretary (split with 5300 & 7800) 0.70 Part-time Regular Intern 0.50 1505 Total 5.75 Public Information Full-time Regular Community Information Coordinator 1.00 1510 Total 1.00 Grand Total 6.75 Expenditures as a % of 2006 General Fund Budget 0.86% Three Year Fiscal History $648,500 $715,900 $679,369 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 86 -- 87 of 636 -- City of Evanston City Manager’s Office Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1505 – City Manger’s Office 559,944 522,000 650,456 575,200 1510 – Public Information 108,092 108,900 111,500 124,100 1515 – Farmer’s Market 11,332 17,600 13,566 16,600 Total Expenditures: $ 679,368 $ 648,500 $ 775,522 $ 715,900 Revenues: Seasonal Farmer’s Market Licenses 23,780 27,700 25,500 27,700 Film Permits 842 0 0 1,500 Total Revenues: $ 24,622 $ 27,700 $ 25,500 $ 29,200 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $39,280. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Retirement of City Manager and Executive Assistant affected the FY 2004-05 actuals due to termination payouts. Performance Report on FY 2004-2005 Major Program Objectives The City Manager's Office has continued to support and encourage responsible growth and development in the downtown area by providing leadership and direction to relevant departments and by coordinating efforts with various entities throughout the community. The office also continues to organize and lead monthly managers’ meetings in an effort promote interdepartmental communication and professional development among the City’s leadership positions. The staff of the City Manager's Office is acting to refine and more effectively utilize software and procedures developed to track aldermanic requests, citizen’s inquiries, and police service requests and, in conjunction with the Legal department and other departments as appropriate, has begun an effort to review the various City Codes and will propose amendments and/or updates as necessary. Staff has negotiated, and City Council has approved a new longer-term contract with ComEd for electric service. The public information officer has gathered materials for the proposed relocation packet, and is developing on a plan for funding the production and distribution of the packet and is in the early phase of collecting economic development data for publication in a variety of formats. 2005-2006 Department Initiatives 1. Continue to lead Managers' Meetings, with an emphasis on profesional development. 2. Continue to refine and effectively utilize the process for responding to aldermanic requests, citizen inquiries, and police service requests and providing updates to the aldermen. 3. The City Manager’s Office will house a new position, which will be responsible for coordinating the City’s Risk Management program. This position is to be funded from the City’s Insurance Fund. 4. Continue to work with the Evanston Chamber of Commerce to publish and begin distribution of a comprehensive relocation packet. 5. Continue to develop economic development information for publication. 6. Refine and streamline the agenda process. 7. Continue to work with the Legal department and other departments as appropriate, to review the various City Codes and propose amendments and/or updates as necessary. 8. Improve and publicize the film permitting process. 9. Conitnue to coordinate efforts with all parties involved in the Sherman Avenue redevelopment project 10. Establish a City-University commission to provide a forum for discussing shared issues. 11. Explore possible alternatives for Civic Center facilities. 87 -- 88 of 636 -- City of Evanston City Manager’s Office 1505 – City Manager’s Office Description of Major Activities The City Manager and the staff of the City Manager's Office develop and analyze public policy alternatives and direct the administration and execution of the policies and goals formulated by the City Council. Reponsibilities include advising the Council on present and future financial, personnel, and program needs; implementing immediate and long-range City priorities; establishing procedures which will assist the City in serving its citizens; and supervising all City departments. Additionally, staff is involved in coordinating large-scale economic development projects, as well as program evaluation and policy analysis. The City Manager's Office coordinates the preparation of the City Council agenda, reviews all items before governing body consideration and responds to inquiries from citizens and elected officials. Its members work closely with the public to resolve service delivery problems, as well as to disseminate information about the City's policies. Staff monitors legislation both in Springfield and Washington, D.C. to determine the potential impact on Evanston residents, businesses and government. Additionally, the office staffs the Council Rules Committee and works with that group to coordinate lobbying efforts. The office is also responsible for issuing a number of permits including loudspeaker, film, and raffle licenses, and responds to a wide variety of general inquiries. FY 2005-2006 Objectives • To analyze aldermanic requests in order to anticipate common issues and develop public information and other methods to address them. • To provide city council with regular reports on the status of aldermanic requests. • To resolve "Items for Future Consideration" on the City Council agenda. • To review the Landscape Ordinance, Historic Preservation Ordinance, and Planned Development Ordinance. • To provide weekly reports of activities and information to the City Council. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of Aldermanic Requests, Police Service Requests, & Citizen Requests 1,150 1,349 1,500 Prepare agendas and materials for regular and special Council and A&PW meetings 49 50 52 Film Permits 55 50 60 Sidewalk Cafes 20 30 20 Raffle Permits 30 30 30 Approved Adjustments in 2005-2006 Budget 88 -- 89 of 636 -- CITY OF EVANSTON CITY MANAGER 1505 2004 - 2005 2005 2006 - Appropriation Approved 1505 CITY MANAGER 61010 REGULAR PAY 444,800 502,000 61055 TEMPORARY EMPLOYEES 3,000 3,000 61510 HEALTH INSURANCE 41,700 41,700 61615 LIFE INSURANCE 1,400 1,400 61625 AUTO ALLOWANCE 7,400 7,400 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 900 900 62295 TRAINING & TRAVEL 500 2,000 62320 TELEPHONE CHARGEBACKS 5,100 62360 MEMBERSHIP DUES 7,000 7,000 62380 COPY MACHINE CHARGES 3,000 3,000 62605 OTHER CHARGES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 200 300 65095 OFFICE SUPPLIES 1,000 1,000 68205 CONTINGENCIES 500 1505 CITY MANAGER 522,000 575,200 89 -- 90 of 636 -- City of Evanston City Manager’s Office 1510 – Public Information Description of Major Activities The City Manager's Office of Public Information provides information to the community on a broad range of programs, services, issues and policies through publication of the City Newsletter, the City Website, and other mechanisms. The Community Information Coordinator prepares press releases, creates brochures and other informational materials, and organizes educational efforts to better inform community members as needed. The Coordinator works to distribute publications to all City facilities and other appropriate audiences. Also, the Coodinator plans and conducts public relations programs, activities and special events designed to create, improve and maintain a favorable public image for the City. The Coordinator works daily with the City's website to confirm all information is timely, decides the importance and presentation of much of the content, and works with department staff to create more copy as necessary. The Coordinator works closely with the Information Systems' web developer and programming staff to create appropriate web pages and interactive programs to improve community communications. The City Beat employee newsletter is produced monthly by this office to improve internal communications, educate employees on programs and policies and increase morale. The Community Information Coordinator will operate the City-owned radio station on a daily basis, in cooperation with Facilities Management staff. FY 2005-2006 Objectives • Work with Evanston Chamber of Commerce on a comprehensive relocation package for new members of our community. • Help create new residents' section on the City's web site. • Continue research on economic development information for inclusion on the City's web site, possible publications and video production. • Automate the distribution of minutes, agendas, and announcements from committees, boards and commissions using the web site and listserves. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Highlights Newsletter 4 4 4 CityBeat Newsletter 12 10 12 Electronic Newsletter + updates 35 35 35 Total: 51 49 51 Approved Adjustments in 2005-2006 Budget 90 -- 91 of 636 -- CITY OF EVANSTON PUBLIC INFORMATION 1510 2004 - 2005 2005 2006 - Appropriation Approved 1510 PUBLIC INFORMATION 61010 REGULAR PAY 58,800 71,000 61510 HEALTH INSURANCE 7,500 7,500 61615 LIFE INSURANCE 200 200 62210 PRINTING 15,000 18,000 62275 POSTAGE CHARGEBACKS 24,000 24,000 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 1,500 1,500 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 500 500 1510 PUBLIC INFORMATION 108,900 124,100 91 -- 92 of 636 -- City of Evanston City Manager’s Office 1515 – Farmers’ Market Description of Major Activities The City Manager's Office coordinates a Farmers' Market in downtown Evanston from the third Saturday in May through the first Saturday in November. Farmers from the surrounding metropolitan area, Wisconsin, Michigan and Indiana participate by bringing and selling their goods. Stalls, from which fresh produce, bread, meat, cheese and flowers are sold, can be rented on a seasonal or weekly basis. A market manager oversees several area youth in the set-up and take-down of the weekly event. Every Saturday one of Evanston's not-for-profit organizations is at the market to sell fresh baked goods to support their organization's work. Additionally, one Saturday each year is set aside as "Non-profit Day" at the market. 30 to 40 non-profits that serve Evanston residents participate in this event to promote awareness of their work in the community. The Market is a very popular event for not only residents of Evanston, but visitors from all over. FY 2005-2006 Objectives • Continue to provide a pleasant environment for the Farmer's Market in downtown Evanston Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Seasonal stall rentals 34 35 35 Weekly stall rentals 1 0 0 Number of non-profit organizations per week 1 1 1 City department stalls per week 1 1 1 Annual Non-profit Day Booths 35 40 40 Approved Adjustments in 2005-2006 Budget 92 -- 93 of 636 -- CITY OF EVANSTON FARMER'S MARKET 1515 2004 - 2005 2005 2006 - Appropriation Approved 1515 FARMER'S MARKET 61060 SEASONAL EMPLOYEES 10,000 10,000 61110 OVERTIME PAY 4,300 4,300 62205 ADVERTISING 600 600 62275 POSTAGE CHARGEBACKS 200 200 62375 RENTALS 1,500 1,500 68205 CONTINGENCIES 1,000 1515 FARMER'S MARKET 17,600 16,600 93 -- 94 of 636 -- 94 -- 95 of 636 -- City of Evanston Office of Management & Budget Office of Management & Budget Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Budget Full-time Regular Director, Mgmt & Budget 1.00 Full-time Regular Mgmt & Budget Admin Assistant 1.00 Full-time Regular Management Analyst (4 @ 1 FTE) 4.00 1605 Total 6.00 Information Systems Full-time Regular Director, Information Systems 1.00 Full-time Regular Database Administrator 1.00 Full-time Regular Assistant UNIX Administrator 1.00 Full-time Regular Programmer Analyst 1.00 Full-time Regular IS Trainer 1.00 Full-time Regular Network Administrator (2 @ 1 FTE) 2.00 Full-time Regular Operations Coord, Mgmt & Budg. 1.00 Full-time Regular Tech Support Specialist I (2 @ 1 FTE) 2.00 Full-time Regular Telecommunications Coordinator 1.00 Full-time Regular Web Developer 1.00 1615 Total 12.00 Geographic Information Systems Full-time Regular GIS Manager 1.00 Full-time Regular GIS Analyst 1.00 Full-time Regular Project Manager 1.00 1620 Total 3.00 Administrative Adjudication Full-time Regular Admin Adjudication Manager 1.00 Full-time Regular Administrative Aide (2 @ 1 FTE) 2.00 Part-time Regular Administrative Aide 0.80 1625 Total 3.80 Grand Total 24.80 Expenditures as a % of 2006 General Fund Budget 12.48% Three Year Fiscal History $8,773,100 $10,326,300 $9,175,810 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 95 -- 96 of 636 -- City of Evanston Office of Management and Budget Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1605 – Budget Office 344,030 330,000 331,650 447,200 1610 – Contingency 7,405,050 6,378,300 3,615,930 7,195,300 1615 – Information Systems Mgmt. 835,440 1,372,100 1,545,470 1,943,000 1620 – GIS 201,030 282,600 200,870 332,100 1625 – Administrative Adjudication 390,260 410,100 333,770 408,700 Total Expenditures: $9,175,810 $8,773,100 $6,027,690 $10,326,300 Revenues: Liquor Sales Tax 1,531,960 1,425,000 1,610,750 1,500,000 Liquor Licensing 288,460 275,000 305,330 275,000 Administrative Adjudication 84,300 100,000 94,800 95,000 Total Revenues: $1,904,720 $1,800,000 $2,010,880 $1,870,000 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $158,230. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Contingency provides funds for purposes unanticipated at the time of budget adoption, or salary adjustments and other purposes for which it is necessary to appropriate funds. In addition, over expenditure or over estimation of revenues within the General Fund are balanced through the use of funds in this element. • Information Systems now includes all the City's (General Fund) landline telephone costs. Centralizing the budgets and bills for the landline phone service will lead to improved efficiency. • Information Systems is now also budgeting for the maintenance and licencing of the JDEdwards Financial Sysem. Performance Report on FY 2004-2005 Major Program Objectives Budget: Staff assisted in implementing of a City/Northwestern University joint venture fiber optic network which will increase the capacity of the City's network capabilities; participated in the continued implementation of JD Edwards financial software; continued to assist local businesses in understanding liquor laws and maintaining permits; staffed Budget Committee Meetings and Emergency Telephone Board Meetings; maintained the 04/05 Budget and created the 05/06 Budget in a timely manner for Council consideration. Information Systems: Staff facilitated the deployment of the JD Edwards financial system including the technology system, user administration, and report generation; continued upgrades to the telephone system voice mail; continued tracking of cellular and landline telephone costs; continued deployed of Microsoft Windows and Windows XP; replaced personal computers not meeting minimum performance standards; continued planning for a backup server and network facility. Geographic Information Systems: Staff continued to assist city departments, elected officials, and residents in obtaining geographic data - including major involvement in the redistricting process; completed investigation into and 96 -- 97 of 636 -- City of Evanston Office of Management and Budget participated in a cooperative agreement to obtain new aerial photography of the City; added additional geographic layers to the City's GIS. Administrative Adjudication: This division has been operating for 5 years and hears increasingly higher numbers of cases each year. The division aids the City in both the correction of city code violations and in the collection of fines associated with those violations. The division continues to receive overwhelmingly positive user comments that that the process is fair and convenient. Professionalism and efficiency continue to be the main objectives of the division. 2005-2006 Department Initiatives 1. Continued research and support for implementation of backend systems and additional functionality of the JDEdwards financial system. 2. Addition of regular administrative hearing officer performance reviews to ensure the equity of case decision outcomes in the Administrative Hearing Division. 3. Implement and carry through IS Committee to discuss technology needs in various departments and work toward compatibility of multiple software products in the City. 97 -- 98 of 636 -- City of Evanston Office of Management and Budget 1605 – Budget Office Description of Major Activities The Budget Office prepares the annual City Budget. Responsibilities include balancing revenues and expenditures, developing program objectives and producing the proposed and approved budgets. During the City Council's budget review, the Budget Office prepares memos and performs other analysis in response to Council questions. During the year, the Budget Office monitors departmental revenues and expenditures and performance of departments and divisions. The Budget Office supervises the operation of the Information Systems, Geographical Information Systems, and Administrative Adjudication divisions. The Budget Office also completes special projects and studies as directed by the City Manager's Office. The Budget Office provides staff support for the Emergency Telephone System Board and the Liquor Control Commission. FY 2005-2006 Objectives • Continue to support implementation of the J.D. Edwards system. • Enhance budget book through efficient documentation procedures. • Increase grants revenue. • Improve monthly reporting and expenditure monitoring for the operating and capital budget. • Continue support for city departments in preparing and maintaining the budget by developing a more comprehensive budget entry system. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Completion of the Proposed Budget December 31, 2002 December 31, 2003 December 31, 2004 Completion of the Approved Budget June 15, 2003 June 15, 2004 May 15, 2005 City Council Budget Memo’s Prepared 80 25 60 Approved Adjustments in 2005-2006 Budget 98 -- 99 of 636 -- CITY OF EVANSTON BUDGET 1605 2004 - 2005 2005 2006 - Appropriation Approved 1605 BUDGET 61010 REGULAR PAY 277,000 377,000 61510 HEALTH INSURANCE 29,700 47,700 61615 LIFE INSURANCE 600 800 61625 AUTO ALLOWANCE 1,700 1,800 62210 PRINTING 10,000 10,000 62275 POSTAGE CHARGEBACKS 200 300 62295 TRAINING & TRAVEL 400 400 62320 TELEPHONE CHARGEBACKS 2,200 62360 MEMBERSHIP DUES 2,000 2,000 62380 COPY MACHINE CHARGES 2,500 2,500 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,000 1,500 65555 PERSONAL COMPUTER EQUIPMENT 2,500 3,000 1605 BUDGET 330,000 447,200 99 -- 100 of 636 -- City of Evanston Office of Management and Budget 1610 – Contingency Description of Major Activities The General Contingency element provides funds for purposes unanticipated at the time of budget adoption. For example, to fund unanticipated salary adjustments for City employees and for other purposes for which it is necessary to appropriate funds mid-year. In addition, over expenditures or over estimation of revenues within the General Fund are balanced through the use of funds in this program element. Approved Adjustments in 2005-2006 Budget 100 -- 101 of 636 -- CITY OF EVANSTON GENERAL CONTINGENCY 1610 2004 - 2005 2005 2006 - Appropriation Approved 1610 GENERAL CONTINGENCY 61010 REGULAR PAY 100,000 73,400 61062 SPECIAL EVENT SALARIES 20,000 61760 EMPLOYER'S SHARE - FICA 1,758,400 1,824,500 61765 PENSION CONTR-PART-IMRF 1,748,300 1,813,900 61810 NON FICA MEDICARE PAYMNTS 500,000 519,000 62180 STUDIES 60,000 62305 RENTAL OF AUTO-FLEET SER 96,600 100,000 62431 ARMORED CAR SERVICES 36,000 62661 FOREIGNFIRE INSURANCETAX BOARD 50,000 50,000 66020 TRANSFERS TO OTHER FUNDS 1,900,000 1,900,000 66060 KEEP AMERICA BEAUTIFUL 5,000 5,000 66142 TRANSFER TO CIP-STREET REPAIR 413,500 66143 TRANS.TOCIP-STREET& ENGIN.SVCS 200,000 68205 CONTINGENCIES 200,000 200,000 1610 GENERAL CONTINGENCY 6,378,300 7,195,300 101 -- 102 of 636 -- 102 -- 103 of 636 -- City of Evanston Office of Management and Budget 1615 – Information Systems Description of Major Activities The Information Systems Division provides technology and services that fulfill the City's broad based information technology needs. Information Systems plans resource commitment and provides a stable direction for the future. Information Systems also keeps abreast of state-of-the-art developments in information technology. This division has co- responsibility for product purchases and development projects, which include initiation, management, and successful installation. Duties include the responsibility and authority for review, control, Help Desk support, and improvements in such as areas as: • Office automation – Text processing, interoffice and interpersonal communications systems, printing services, archival storage, filing systems, and image storage and processing. • Personal Computers and microprocessors – The proliferation of computers as well as portable and hand-held devices capable of independently processing data and interfacing with other systems. • Network and application servers – The acquisition and overall management of various server platforms. • Communications – Data communications, internal and external electronic mail, building to building wide area network, and the management problems of transmission of information. • Special-purpose systems – Computer-aided software engineering; expert systems as decision-making tools; cooperative work group systems; ticket and badge readers; and a host of other specialized systems or devices that must interface to the City’s information systems. • Telephony – Telephones, PBXs, cabling, call accounting, and voice mail. • Training – Providing a Citywide training function, which includes desktop productivity tools, answering help desk calls, support documentation, and managing a training facility. • Internet – WEB site hosting and WEB application deployment. • Help Desk – Providing city wide hardware and software computing assistance. • Other duties include: o Ensuring the security of all data. o Computer and Information System Data Center operations. o Designing and managing data communications and telecommunications networks. o Development and control of electronic forms. o Developing information processing policies and procedures. o Conducting feasibility studies of new automated systems o Researching potential systems, methods, or equipment that could improve cost-effectiveness or enhance productivity. o Developing and implementing office automation systems. FY 2005-2006 Objectives • Continue assisting in the deployment of the J. D. Edwards financial system. • Replace seventy five Personal Computers that do not meet minimum performance requirements. • Continue deploying Microsoft Windows XP and Office XP • Migrate from the UNIX platforms to Linux platforms all back office systems. • Migrate from Civic center to Service Center and Police, the data center operations. • Consolidate Network Servers to reduce administrative cost. • Begin implementing redundant Server’s to improve reliability and disaster failover. • Begin long term preparation for anytime anyplace access to City computerized systems. • New system development and programming that includes: parking ticket web payment, property owner tracking, Health and Human Services provider services, service requests via web, and the implementation of a cashiering system. • Implement an improved voice mail system including unified messaging which is the integration of voice, fax, and e-mail messages whether it’s a wire line phone, wireless phone, PC, or Internet-enabled PC. • Provide an improve telephone call accounting system that properly tracks usage. • Utilize the City Fiber network: (1) to reduce line charges by eliminating telephone company connections between buildings, (2) for video camera surveillance, and (3) as part of a long term project, eliminate the traditional telephone infrastructure. 103 -- 104 of 636 -- City of Evanston Office of Management and Budget 1615 – Information Systems Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of Users with logon privileges 848 850 850 Number of personal computers supported 473 466 470 Number of locations supported 15 15 15 Visits to City WEB site (average per day) 7000 7955 8250 Number of application and network servers supported 28 28 28 Number of Help Desk calls per year 3336 2928 3000 Average time to close a call 4.5 days 3.6 Days 4 Days Percent of Help Desk calls resolved within one day 62.60% 54 % 50% Percent of Help Desk calls resolved within two days 70% 68 % 65% User Feedback - Problem Solved Satisfactory 97.30% 97.10 % 97% User Feedback - Problem Solved Unsatisfactory 2.60% 2.90 % 3% User Feedback - Response time to call - Very Fast 64.70% 61.20 % 60% User Feedback - Response time to call – Fast 22.10% 25.20 % 25% User Feedback - Response time to call – Average 11.50% 11.40 % 11% User Feedback - Response time to call – Slow 1.05% 1.60 % 1.60% User Feedback - Response time to call - Very Slow 0.53% 0.60 % 0.60% Number of users trained in Computer concepts and Word 18 83 125 Number of users trained in Excel 22 95 100 Number of users trained in other PC productivity tools 72 84 50 Number of users trained in E-mail/Outlook/Internet 331 19 20 Approved Adjustments in 2005-2006 Budget 104 -- 105 of 636 -- CITY OF EVANSTON INFORMATION SYSTEMS MGMT 1615 2004 - 2005 2005 2006 - Appropriation Approved 1615 INFORMATION SYSTEMS MGMT 61010 REGULAR PAY 740,300 823,500 61055 TEMPORARY EMPLOYEES 2,600 2,600 61510 HEALTH INSURANCE 82,600 82,600 61615 LIFE INSURANCE 1,400 1,400 62175 IS SERVICES 75,000 70,000 62250 COMPUTER EQUIPMENT MAINT 85,300 88,600 62295 TRAINING & TRAVEL 1,000 1,000 62305 RENTAL OF AUTO-FLEET SER 6,000 6,000 62320 TELEPHONE CHARGEBACKS 211,500 62336 JDE - LICENSE AND SUPPORT FEES 175,000 62340 COMPTER LICENSE & SUPP 121,700 100,200 62360 MEMBERSHIP DUES 2,900 2,600 62380 COPY MACHINE CHARGES 300 300 64505 TELECOMMUNICATIONS - CARRIER L 215,000 64510 TELECOMMUNICATIONS EQUIPMENT 32,600 64515 TELECOMMUNICATIONS EQUIPMENT M 8,200 64525 TELECOMMUNICATIONS - LONG DIST 23,700 64540 TELECOMMUNICATIONS - WIRELESS 10,000 12,600 64545 PERSONAL COMPUTER SOFTWARE 2,000 2,000 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,500 65095 OFFICE SUPPLIES 34,900 47,000 65605 PBX (LICENSE & SUPPORT FEES) 22,000 65615 WAN CONNECTIONS/LINE CHARGES 24,600 66020 TRANSFERS TO OTHER FUNDS 200,000 200,000 66125 SERVICES BILLED OUT 207,400- 68205 CONTINGENCIES 1,000 1615 INFORMATION SYSTEMS MGMT 1,372,100 1,943,000 105 -- 106 of 636 -- City of Evanston Office of Management and Budget 1620 – GIS Division Description of Major Activities A Geographic Information System (GIS) combines layers of information about a place to give us a better understanding of that place. Evanston's GIS was created to offer a better way to organize, view and analyze Evanston features and events by combining layers of information. Data elements such as addresses, crimes, tax parcels, buildings, streets, water meters, parks, political boundaries, etc., can be incorporated into Evanston's GIS as a layer. Currently, Evanston's GIS incorporates over 150 of layers of information which can be maintained, studied and analyzed together in a visual context. Some examples of GIS layers: 16,267 Tax Parcels 26,913 Building Structures 224 Miles of Streets Zoning Districts, Parks, Parking Lots, Beaches, Census data, Wards, 911 Response Plans, Street Sweeping Zones and Tree Trimming Cycles The goal of Evanston's GIS is to make this information easily available to all employees and residents. The ability to view and analyze this information allows people to be more informed, more efficient and to make better decisions. FY 2005-2006 Objectives • Assist in preparing disability access map and database • Create a Zoning focused web application for residents and city staff • Prepare specification for GIS data as a required deliverable in City construction projects • Implement a Web based GIS editing tool to allow non-GIS staff to edit GIS data Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Map Requests 134 208 210 Permanent geographic layers created 12 18 18 GIS web mapping request per week 3800 0 0 Geographic layers maintained 130 160 175 Approved Adjustments in 2005-2006 Budget 106 -- 107 of 636 -- CITY OF EVANSTON GEOGRAPHIC INFORMATION SYSTEMS 1620 2004 - 2005 2005 2006 - Appropriation Approved 1620 GEOGRAPHIC INFORMATION SYSTEMS 61010 REGULAR PAY 186,700 242,000 61060 SEASONAL EMPLOYEES 10,600 10,600 61510 HEALTH INSURANCE 22,400 22,400 61615 LIFE INSURANCE 200 200 62175 IS SERVICES 10,000 10,000 62215 PHOTOGRAPHERS/BLUEPRINTS 200 62235 OFFICE EQUIPMENT MAINT 300 300 62250 COMPUTER EQUIPMENT MAINT 4,500 62295 TRAINING & TRAVEL 300 500 62320 TELEPHONE CHARGEBACKS 900 62340 COMPTER LICENSE & SUPP 22,500 22,500 62360 MEMBERSHIP DUES 300 500 62380 COPY MACHINE CHARGES 1,100 1,100 62500 TECHNICAL INFORMATION SERVICES 15,000 15,000 64545 PERSONAL COMPUTER SOFTWARE 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65085 MINOR EQUIPMENT & TOOLS 500 500 65090 SAFETY EQUIPMENT 100 65095 OFFICE SUPPLIES 1,000 1,000 65105 PHOTO/DRAFTING SUPPLIE 500 1620 GEOGRAPHIC INFORMATION SYSTEMS 282,600 332,100 107 -- 108 of 636 -- City of Evanston Office of Management and Budget 1625 – Administrative Adjudication Description of Major Activities The Administrative Adjudication office conducts adjudicatory hearings for all City code violations with the exception of those involving incarceration and moving traffic violations. A city managed hearings program was developed and has been proven to achieve the following outcomes: • Provide a forum where charges of code violations can be resolved in an impartial and efficient manner. • Increase revenue by eliminating court costs previously paid to the county. • Increase the field work time of police, fire, parking enforcement and property inspectors and park rangers since they no longer need to appear in court. • Improve the quality of life of citizens by reducing and/or eliminating many nuisance violations which took long periods of time to correct in Circuit Court. • Educate citizens about the adjudicatory process so they will utilize the system and appreciate the benefits the program offers to them and to the City. FY 2005-2006 Objectives • Perform evaluations of administrative hearing officers in order to ensure equity across cases. • Implement cross-functional policies to better regulate vacation of findings and internal contesting procedures. • Work closely with Parking Systems, Evanston PD, and the Property Maintenance Division in order to increase adherence to the Code and increase collections on outstanding liability. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of parking summons issued 42,967 67,960 88,000 Number of parking tickets adjudicated 35,140 49,340 63,000 Percentage paid prior to hearing (parking) 22% 73% 85% Percentage paid after hearing (parking) 44% 22% 15% Number of property citations adjudicated 40 135 235 Number of police cases adjudicated 215 1,230 2,250 Other cases adjudicated (fire, health, parks) 41 40 60 Percentage of code cases paid 48% 31% 50% Approved Adjustments in 2005-2006 Budget 108 -- 109 of 636 -- CITY OF EVANSTON ADMINISTRATIVE ADJUDICATION 1625 2004 - 2005 2005 2006 - Appropriation Approved 1625 ADMINISTRATIVE ADJUDICATION 61010 REGULAR PAY 154,500 140,000 61050 PERMANENT PART-TIME 118,400 23,000 61055 TEMPORARY EMPLOYEES 4,200 4,000 61110 OVERTIME PAY 1,000 500 61510 HEALTH INSURANCE 22,000 22,000 61615 LIFE INSURANCE 300 300 62130 LEGAL SERVICES - GENERAL 1,500 62210 PRINTING 1,000 500 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 30,000 30,000 62295 TRAINING & TRAVEL 400 400 62315 POSTAGE 25,000 25,000 62320 TELEPHONE CHARGEBACKS 2,700 62345 COURT COST/LITIGATION 2,500 62380 COPY MACHINE CHARGES 500 1,000 62456 OUTSIDE MAIL SERVICES 3,000 3,500 62500 TECHNICAL INFORMATION SERVICES 20,000 15,000 62509 SERVICE AGREEMENTS / CONTRACTS 125,000 64540 TELECOMMUNICATIONS - WIRELESS 600 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65045 LICENSING/REGULATORY SUPP 15,000 10,000 65085 MINOR EQUIPMENT & TOOLS 2,000 1,500 65095 OFFICE SUPPLIES 4,000 6,000 68205 CONTINGENCIES 500 1625 ADMINISTRATIVE ADJUDICATION 410,100 408,700 109 -- 110 of 636 -- City of Evanston Legal Legal Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Full-time Regular First Asst Corp Counsel 1.00 Full-time Regular Asst Corporation Counsel (2 @ 1 FTE) 2.00 Full-time Regular Staff Attorney 1.00 Full-time Regular Staff Attorney II 1.00 Full-time Regular Exec Secretary (to Dept. Head) (2 @ 1 FTE) 2.00 1705 Total 7.00 Grand Total 7.00 Expenditures as a % of 2006 General Fund Budget 0.83% Three Year Fiscal History $662,800 $690,600 $565,893 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 110 -- 111 of 636 -- City of Evanston Legal Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1705 – Legal Administration 565,890 662,800 571,850 690,600 Total Expenditures: $ 565,890 $ 662,800 $ 571,850 $ 690,600 Revenues: Damages – General Fund 32,160 40,000 45,490 50,000 Damages – Fleet Services Fund 31,900 15,700 46,700 15,700 Total Revenues: $ 64,060 $ 55,700 $ 92,190 $ 65,700 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $26,890. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Actual expenditures for FY 2004-05 were low because two staff attorney positions were vacant for multiple months. Expenditures will come more in line with the budget when the department is fully staffed. Performance Report on FY 2004-2005 Major Program Objectives Staff of the Legal Department were involved in work on several projects over the 2004-05 fiscal year. An overweight truck prosecution program through Administrative Adjudication has been explored but is not yet implemented. Some significant major litigation was resolved through negotiated settlement and motion practice. A process to improve response time to Departmental requests has been successfully implemented (one day contact). Finally, Council agenda objectives have been satisfactorily met. 2005-2006 Department Initiatives 1. To develop a coordinated risk management, risk transfer, and risk chargeback program for all City Departments. 111 -- 112 of 636 -- City of Evanston Legal Department 1705 – Legal Department Description of Major Activities The Legal Department provides or supervises all legal services for the City. The Department provides legal advice and/or opinions to the City Council and standing committees, City Manager, City staff, elected officials and City Boards and Commissions. The Department drafts or reviews ordinances and resolutions, and researches the legal basis and constitutional limitations of home rule authority on all legislative issues. The Department represents the City in housing and traffic court prosecutions, administrative review appeals of administrative adjudication and, as necessary, at administrative adjudication hearings. The Department represents or supervises attorneys in all general litigation matters including, but not limited to: general tort litigation, personal injury, property damage, employment discrimination, civil rights, and special assessment. The Department prepares or reviews all contracts, leases, easements, and plats, and provides advice as requested on public bidding and purchase procedures. The Department, through the Insurance Fund, supervises the General Liability Third Party Administration of claims. The Department recommends the purchase of insurance in all areas of exposure including: general liability, all-risk property, ambulance attendant, inland marine and crime. The Department, in conjunction with the City Manager's office, reviews Safety and Risk issues and all third party matters. The Department is responsible for the risk transfer and subrogation programs throughout the City. FY 2005-2006 Objectives • To establish a Truck Overweight Enforcement Program, with ultimate enforcement as an ordinance mechanism. • To coordinate all significant zoning matters with the Zoning Division of the Community Development Department. • To accomplish an efficient purchasing, bid review and award process with the Purchasing Division for all purchases and services in excess of $25,000. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Ordinance cases prosecuted (animal, aggressive panhandling, curfew, disorderly conduct) 500 550 600 Traffic prosecution cases 7,500 7,500 7,500 Ordinances written and/or reviewed 162 160 165 Resolutions written and/or reviewed 118 120 120 Opinions written 50 36 44 Administrative adjudication (including appeals) 250 80 80 Truck Safety Prosecutions (including overweight) 0 0 0 Approved Adjustments in 2005-2006 Budget 112 -- 113 of 636 -- CITY OF EVANSTON LEGAL ADMINISTRATION 1705 2004 - 2005 2005 2006 - Appropriation Approved 1705 LEGAL ADMINISTRATION 61010 REGULAR PAY 494,100 541,100 61510 HEALTH INSURANCE 54,600 54,600 61615 LIFE INSURANCE 1,300 1,300 61625 AUTO ALLOWANCE 1,700 1,800 62130 LEGAL SERVICES - GENERAL 75,000 65,000 62275 POSTAGE CHARGEBACKS 600 400 62295 TRAINING & TRAVEL 600 1,000 62320 TELEPHONE CHARGEBACKS 5,800 62345 COURT COST/LITIGATION 15,000 10,000 62360 MEMBERSHIP DUES 1,400 1,400 62380 COPY MACHINE CHARGES 1,800 1,800 64540 TELECOMMUNICATIONS - WIRELESS 3,000 65010 BOOKS, PUBLICATIONS, MAPS 10,000 8,000 65095 OFFICE SUPPLIES 900 1,200 1705 LEGAL ADMINISTRATION 662,800 690,600 113 -- 114 of 636 -- City of Evanston Human Resources Human Resources Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Full-time Regular Director, Human Resources 1.00 Full-time Regular Asst Director, Human Resources 1.00 Full-time Regular Human Resources Specialist (3 @ 1 FTE) 3.00 Full-time Regular Human Resources Assistant (2 @ 1 FTE) 2.00 1805 Total 7.00 Grand Total 7.00 Expenditures as a % of 2006 General Fund Budget 1.49% Three Year Fiscal History $1,170,900 $1,234,000 $1,137,833 $500,000 $600,000 $700,000 $800,000 $900,000 $1,000,000 $1,100,000 $1,200,000 $1,300,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 114 -- 115 of 636 -- City of Evanston Human Resources Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1805 –HR General Support 1,137,830 1,170,900 1,294,590 1,234,000 Total Expenditures: $ 1,137,830 $ 1,170,900 $ 1,294,590 $ 1,234,000 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $35,100. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives AFSCME: The consolidation of the bargaining unit, resulting in the contract approved in September 2003, started a major challenge to this department and the City. Significant training of managers and supervisors was conducted regarding the contract itself, as well as management and supervisory techniques and requirements. Interpretation of changes to the existing contract, as well as introducing concepts, procedures, policies and guidelines to those formerly non-union departments presented and continue to present challenges. Significant changes to the way the organization works include: identifying newly-included positions and developing procedures to deal with their inclusion, such as level of union dues/fair share participation based on work schedules, dealing with the many permanent part-time employees who change work schedules, positions, and status fairly regularly, negotiating with the union on inclusion/exclusion of positions created after the state certification of the bargaining unit; implementing a procedure within JDE and the departments for identifying union membership, fair share deductions, and PEOPLE contributions; a total change to the way vacant positions are filled, with posting all positions once, rather than the former internal/external method, and adding approximately 40 new permanent part-time titles to those Human Resources is responsible for posting, coordinating recruitment and selection, interviewing, applicant maintenance, eligible list creation and maintenance, correspondence, etc.; implementing a vacation selection scheduling process for all AFSCME departments within the contractual timeline; introducing departments to a revised grievance procedure (some of whom had never dealt with the grievance concept before), and enforcing the procedure with the departments and more importantly with the union representatives, many of whom are equally new to the process; integrating permanent part-time employees into the formal disciplinary system; implementing formal Family and Medical Leave procedures for the bargaining unit and management; indoctrinating employees and managers into the “have to take your birthday off” concept which is much too complicated for such a seemingly-simple concept; implementing paid holiday rules for permanent part-time employees, especially in the Library which has many such employees and different schedules than other bargaining unit employees; implementing a dual vacation schedule for employees hired before or after March 1, 2003; dealing with the impact of the union agreeing to eliminate annual sick leave payout for bargaining unit employees; implementing a new overtime pay system for formerly non-union employees; implementing safety shoe allowance rather than the former shoe mobile system; implementing a three- tier health insurance deduction plan for the bargaining unit; categorizing employees into appropriate benefit groups for benefit eligibility purposes; assigning pay grades to permanent part-time positions formerly unclassified. The department also processed and handled multiple grievances, some of which were advanced to arbitration over individual disciplinary matters and contract language interpretation. IRIS/JDEdwards: Implementation of the HR/Payroll system has taken significant amounts of time in the last year. Human Resources staff has taken over virtually all of the system input regarding employee maintenance, including personal information, demographic information, pay rate, pay rate changes, leaves of absence, promotions, demotions, suspensions, hiring, health insurance deductions, dental insurance deductions, life insurance deductions, universal life insurance deductions, pension deductions, vacation, sick leave, floating holidays, holidays, compensatory time accruals. Learning the system, discovering where setup or system bugs existed and fixing them, relearning the system, and continual monitoring and maintenance have taken the HR Assistants significantly increased amounts of time, and forced the department to rework the workload schedule to accommodate payroll processing. 115 -- 116 of 636 -- City of Evanston Human Resources Department The Assistant Director and Director have spent countless hours in setting up plans, benefit deductions, payroll deductions, employer costs for shifting to accounting, employee eligibility and the like for health, dental and life insurance. We are on our third iteration due to the complexity of plans (3 providers, 8 plans, and 13 employee groups with 28 possible deduction levels just for health insurance). Dealing with employee deduction issues each payroll, identifying the issue, making the retroactive correction and the current deduction correct takes time. We are closer to making this aspect of the system “clean” which hopefully will also allow us to do bill payment easier, and to identify missed deductions due to suspensions, leaves, etc. on a payroll by payroll basis prior to payroll being run. Paid leave accruals for all employee groups, full and part-time, union and non-union, were translated into the JDE system, corrected, validated and are up and running. With the exception of compensatory time, paid leave accruals and usage are working for everyone except Police and Fire. Police is almost complete, and Fire is requiring an analysis for each and every member of the Fire Department going back to date of hire (in some cases, 30 years), tracking accruals and usage month by month. That analysis and communication to the employees is being completed, and will then be reviewed individual by individual. When complete, those accruals will be loaded into the system, and that automation taking effect. The goal is to have all accruals on the system by the end of September so that the automatic caps and maximums may be “turned on” prior to the end of the calendar year, and year end rollover. Smaller accomplishments include a revised personnel requisition form and procedure, allowing for JDE usage, and leading to manager self-service. The disciplinary action form is on the website, making it easier for departments to complete forms, get them to HR for review and approval, and back to the department for issuance. The benefit accrual correction form was enhanced on the website from read only to being able to input information onto the form. The Summer Youth Employment Program used an enhanced but easier personnel change form to put participants on the payroll, and to terminate them at the end of the season. Practices were changed with Recreation to allow for earlier input of seasonal employees, and with other changes as a check and balance at the end of the season. These initiatives were undertaken and accomplished by Human Resources, interfacing with Payroll and the departments. This is the first summer that HR was responsible for inputting all seasonal employees into the payroll system, which in the past has caused overtime in Payroll; we accomplished it via the procedural changes described above without overtime, and on a timely and reasonably accurate manner. We have conducted training for payroll processors in the operating departments, both on the new time sheets (dealing with policy questions), and on the accrual system; there is a need to do more training with this group, but there is some resistance to doing this until “payroll is clean”. There also needs to be an Executive Steering Committee level decision as to the future of decentralized payroll, so that expectations and responsibilities of the departments can be detailed and then enforced. Other Accomplishments of note: We have filled 54 vacancies; we have maintained staffing levels in the Police Department for Police Officer; conducted promotional exam for Sergeant, and are in the midst of promotional exams for Commander and Deputy Chief. Telecommunications is fully staffed, and we are in the process of filling at least 4 vacant Service Desk Officers. Some Police Officers have already been transferred from Service Desk duties, and when fully staffed, the remaining sworn officers will be transferred from that division. Civilian staffing is complete. The Fire Department is fully staffed, and we are preparing for promotional examinations for Fire Captain, Shift Chief and Division Chief. Vacancies in other departments continue to be filled on a reasonably timely basis, with delays at this point due to departmental schedules rather than HR being a roadblock to progress. Several major litigations were resolved, two arbitrations settled successfully on terms favorable to the City; several serious employee issues have been resolved on terms favorable to the City, resulting in retirements and resignations without protracted legal proceedings or litigation. Two vacant Human Resources Specialist positions have been filled, and the new employees are integrating well into the workflow; the learning curve for our procedures and processes, the attention to multiple details, and usage of the JDEdwards system can be fairly steep, but consistent progress is being made. 2005-2006 Department Initiatives 1. A primary initiative for the upcoming fiscal year will be a professional audit, analysis and review of our entire benefit package, emphasizing health insurance, but not to the exclusion of other benefits. As we all know, health insurance costs continue to escalate well beyond the inflationary rise in prices, and as we all know, this market is managed and controlled by influences far outside of our realm. The reality is, however, that employers are 116 -- 117 of 636 -- City of Evanston Human Resources Department forced to be in the middle, trying to give reasonable benefits to employees, and trying to pay for them. My tentative design for the study will include asking for recommendations on plan design, benefit initiatives but more importantly, long-range planning that will allow for funding alternatives (such as perhaps funding in incremental levels in the insurance fund as a future reserve) over the long term. Given the instability of the younger workforce, our benefit package is critical in attracting and retaining quality employees – not just insurance, but paid leave, child and elder care, etc. I would also envision that this study makes some long-term recommendations and strategic planning that will lead us to a cafeteria benefit package in the next 5 years. 2. Continued implementation and work on the JDEdwards system in order to fully realize the management information benefits of the system will continue to be a major focus. We are only at the beginning stages of being able to get the added value out of the system, once the basics are in place correctly. 3. Increased usage of the website for form completion will not only ease the administrative burden on departments and employees, but will set the stage for employee self-service through JDEdwards, in terms of employee usage of the website and getting used to using the computer rather than paper and/or typewriter. Revised forms that tie into required information for the JDE system will continue to be introduced. 4. Updating job descriptions and tying them to competencies and performance evaluations, leading to managers and supervisors being able to more easily develop analyses of skills and weaknesses, and then turning that gap analysis into training programs will be another focus. And while the existing technology does not lend itself easily to transferring data into the system, updating job descriptions for non-AFSCME positions (those were all updated three years ago) is an unmet need; doing it now will kill two birds with one stone. 117 -- 118 of 636 -- City of Evanston Human Resources 1805 – Human Resources Description of Major Activities The Human Resources Department is responsible for compliance in all human resources activities with applicable local Civil Service ordinances and rules, State and Federal requirements, Equal Employment Opportunity guidelines and union contracts. Actions regarding employees are reviewed and approved to ensure such compliance. The Human Resources Department provides ongoing assistance to the operating departments and employees in all areas of employment including recruitment, selection, position classification, salary administration, promotion, performance evaluation, training, benefit administration, discipline, on-the-job injuries, disability, employee problems, and labor relations with the City's four unions. FY 2005-2006 Objectives • Stabilize Worker's Compensation Third-Party Administrator performance by October 31, 2005 in order to determine future need. • Stabilize existing JDEdwards Payroll/Human Resources systems in order to complete implementation, assure accuracy, and accurate and timely implementation of 2005 information. • Maintain appropriate staffing levels in all departments but particularly Police and Fire throughout 2005-06. • Negotiate IAFF and FOP contracts within budget by 4/1/05. • Prepare for AFSCME and Teamster negotiations beginning 6/1/05. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Civil Service Commission meetings 13 24 18 Labor contract negotiated 4 2 2 Supervisory/management training programs 30 20 12 Approved Adjustments in 2005-2006 Budget 118 -- 119 of 636 -- CITY OF EVANSTON HUMAN RESOURCES GEN SUPPORT 1805 2004 - 2005 2005 2006 - Appropriation Approved 1805 HUMAN RESOURCES GEN SUPPORT 61010 REGULAR PAY 497,200 521,600 61510 HEALTH INSURANCE 52,500 52,500 61615 LIFE INSURANCE 800 800 61625 AUTO ALLOWANCE 3,200 2,400 62130 LEGAL SERVICES - GENERAL 500 500 62160 EMPLOYMENT TESTING SERVICES 90,000 75,000 62205 ADVERTISING 80,000 65,000 62235 OFFICE EQUIPMENT MAINT 100 100 62270 MEDICAL/HOSPITAL SERVICES 45,000 45,000 62274 TEST ADMINISTRATION 60,000 65,000 62275 POSTAGE CHARGEBACKS 2,700 62290 TUITION 65,000 130,000 62295 TRAINING & TRAVEL 800 800 62310 CITY WIDE TRAINING 150,000 150,000 62320 TELEPHONE CHARGEBACKS 2,400 62345 COURT COST/LITIGATION 500 500 62360 MEMBERSHIP DUES 1,800 1,700 62380 COPY MACHINE CHARGES 5,800 5,800 62630 UNEMP. COMP. & ADMIN. FEE 90,000 90,000 65010 BOOKS, PUBLICATIONS, MAPS 1,600 2,000 65095 OFFICE SUPPLIES 3,500 5,300 65125 OTHER COMMODITIES 17,500 20,000 1805 HUMAN RESOURCES GEN SUPPORT 1,170,900 1,234,000 119 -- 120 of 636 -- City of Evanston Finance Finance Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE General Support Full-time Regular Director, Finance 1.00 Full-time Regular Assistant Director, Finance 1.00 1905 Total 2.00 Revenue Full-time Regular Revenue Manager 1.00 Full-time Regular License and Measure Inspector 1.00 Full-time Regular Finance Operations Coordinator 1.00 Full-time Regular Clerk III 1.00 Full-time Regular Clerk II (4 @ 1 FTE) 4.00 1910 Total 8.00 Payroll Full-time Regular Payroll Manager 1.00 Full-time Regular Payroll Coordinator 1.00 Full-time Regular Clerk III 1.00 1915 Total 3.00 Accounting Full-time Regular Accounting Manager 1.00 Full-time Regular Senior Accountant (2 @ 1 FTE) 2.00 Full-time Regular Investment Analyst 1.00 Full-time Regular TIF Accounting Analyst 1.00 Full-time Regular Bookkeeper 1.00 1920 Total 6.00 Purchasing/AP/MWEBE Full-time Regular Dir, Purchasing & Contracts 1.00 Full-time Regular Accounts Payable Coordinator 1.00 Full-time Regular M/W/EBE Program Coordinator 1.00 Full-time Regular Accounts Payable Clerk 1.00 Full-time Regular Finance Admin Assistant 1.00 Part-time Regular Clerk I 0.50 1925 Total 5.50 Grand Total 24.50 Expenditures as a % of 2006 General Fund Budget 2.13% Three Year Fiscal History $1,889,000 $1,762,600 $1,848,039 $1,000,000 $1,100,000 $1,200,000 $1,300,000 $1,400,000 $1,500,000 $1,600,000 $1,700,000 $1,800,000 $1,900,000 $2,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 120 -- 121 of 636 -- City of Evanston Finance Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 1905 – Finance General Support 267,630 436,900 452,710 290,900 1910 – Revenue Division 585,090 522,900 535,610 531,400 1915 – Payroll 213,910 212,300 227,700 217,900 1920 – Accounting 457,050 431,800 503,400 438,600 1925 – Purchasing/AP/MWEBE 324,360 285,100 371,260 283,800 Total Expenditures: $ 1,848,040 $ 1,889,000 $ 2,090,680 $ 1,762,600 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $103,140. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives The department worked diligently in the FY 2004-05 fiscal year to complete many projects. These projects included implementation of both the HR/Payroll module and capital improvements module of the new financial system. Department staff also prepared and issued the FY 2003-04 Comprehensive Annual Financial Report and was awarded the Certificate of Achievement for Financial Reporting from the GFOA. Finally, staff successfully issued $12 million in capital bonds and refinanced $12 million in GO bonds, maintaining the City's Aaa bond rating status with ratings agencies in the municipal bond industry. 2005-2006 Department Initiatives 1. Implementation of the Accounts Receivable module of the new financial system 2. Completion of the annual Comprehensive Annual Financial Report 3. Development of finance department operations manual 121 -- 122 of 636 -- City of Evanston Finance Department 1905 – Finance General Support Description of Major Activities The Finance Director is responsible for the central financial functions of the City. Duties include providing technical support, as well as participation in the formulation and execution of the City's financial policies. The Finance program includes accounting, collections, financial services, purchasing, and budgetary support. Direction and coordination are also provided for the following four divisions: • Accounting • Collections • Purchasing and Accounts Payable • Payroll The department is also responsible for the management of the City's Minority/Women/Evanston Business Enterprise program. The department is also responsible for investing the City's monies. These include short term operating cash, bond proceeds, reserve accounts and any long term investments. The department is also responsible for the issuance of all of the City's debt in the form of bonds. This includes the annual preparation of an official statement, securing a financial rating and issuing the subsequent debt. FY 2005-2006 Objectives • Complete the stabilization of the new PeopleSoft financial system and implement a new Accounts Receivable module • Implement new investment program and reporting system • Issue 2005 series bonds • Begin implementation of new parking fund rates and revenues Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Percent of available cash invested 99 99 99 Bond Issuances 3 1 1 Quarterly financial management reports 12 4 4 Quarterly investment reports 4 Approved Adjustments in 2005-2006 Budget 122 -- 123 of 636 -- CITY OF EVANSTON FINANCE GENERAL SUPPORT 1905 2004 - 2005 2005 2006 - Appropriation Approved 1905 FINANCE GENERAL SUPPORT 61010 REGULAR PAY 241,000 250,100 61060 SEASONAL EMPLOYEES 7,000 7,000 61510 HEALTH INSURANCE 23,000 23,000 61615 LIFE INSURANCE 600 600 61625 AUTO ALLOWANCE 1,700 1,800 62275 POSTAGE CHARGEBACKS 900 800 62295 TRAINING & TRAVEL 300 300 62320 TELEPHONE CHARGEBACKS 4,700 62340 COMPTER LICENSE & SUPP 150,000 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 1,400 1,400 64545 PERSONAL COMPUTER SOFTWARE 2,000 2,000 65010 BOOKS, PUBLICATIONS, MAPS 900 900 65095 OFFICE SUPPLIES 2,000 2,000 68205 CONTINGENCIES 400 1905 FINANCE GENERAL SUPPORT 436,900 290,900 123 -- 124 of 636 -- City of Evanston Finance Department 1910 – Revenue Division Description of Major Activities The City Collector's Office is the regulatory revenue enforcement agency of the City of Evanston. It is the cashiering hub for the City, centralizing the cashiering satellite stations in many departments. The Collector's Office receives $50 million annually and makes deposits daily. All other City revenue and payment streams are processed through daily deposits which are prepared by the satellite cashiering stations. The office also coordinates bank lockbox deposits originating from the bank processing center, as well as Internet deposit information generated from water bill and parking ticket payments via the City website. In addition, the Office is responsible for the credit card processing system used throughout the City. The Collector's Office is directly responsible for the logistics and administration of several revenue generating streams generating over $2 million in license revenues for General Fund purposes. These include the management of business license regulatory matters, vehicle licensing (Wheel Tax), animal licensing and taxi cab industry licensing and regulation. Many of these activities are effectively accomplished only through the many partnership relationships it has fostered with other Departments and within the Evanston Community. FY 2005-2006 Objectives • Implementation of comprehensive Accounts Receivable (AR) software system that will boost revenue collection via a centralized tracking system. • Finalize implementation of parking ticket and vehicle sticker payments via the City Web Site. • Implementation of Automated Clearing House (ACH) payments for over the counter water bill and vehicle sticker transactions. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Water Bills Processed Total 85,500 85,500 85,550 Avg # of Delinquent Accts/shut off cycle 400 400 400 Actual # of Accts Sched./shut off cycle 60 60 60 Amount outstanding past due for shut off 75,000 75,000 75,000 Internet Water Billing Payments Processed 1,400 7,000 8,000 Number of Citation Payments Processed 122,000 125,000 125,000 Internet Parking Citation Payments Processed 0 3,000 8,000 Number of Vehicle Stickers Issued 37,000 40,000 40,000 Number of Business Licenses Processed 2,500 2,500 2,500 Number of Animal Licenses Issued 2,550 2,700 2,700 Cigarette Stamps Issued 1.5 Million 1.5 Million 1.5 Million Daily Deposits Prepared 260 260 260 Subsidized Taxi Coupons Sold 31,000 38,000 45,000 Taxicab Medallion Business Licenses Issued 140 140 140 Taxicab Inspections 560 560 560 Taximeter Inspections 560 560 560 Gasoline Pumps Inspected 190 190 190 Scales Inspected 160 160 160 UPC Optical Scanners Inspected 40 50 50 A/R Invoices Processed Manually 6,000 6,000 6,000 # Inv/Checks sent to Collection Agency 1,000 400 400 Approved Adjustments in 2005-2006 Budget 124 -- 125 of 636 -- CITY OF EVANSTON REVENUE DIVISION 1910 2004 - 2005 2005 2006 - Appropriation Approved 1910 REVENUE DIVISION 61010 REGULAR PAY 330,200 342,600 61060 SEASONAL EMPLOYEES 5,000 61110 OVERTIME PAY 7,700 9,000 61510 HEALTH INSURANCE 51,900 51,900 61615 LIFE INSURANCE 500 500 61630 SHOE ALLOWANCE 100 62205 ADVERTISING 200 200 62235 OFFICE EQUIPMENT MAINT 300 300 62273 LIEN FILING FEES 6,000 62275 POSTAGE CHARGEBACKS 31,000 31,000 62295 TRAINING & TRAVEL 800 800 62305 RENTAL OF AUTO-FLEET SER 5,100 5,100 62315 POSTAGE 15,000 15,000 62320 TELEPHONE CHARGEBACKS 5,200 62360 MEMBERSHIP DUES 800 800 62380 COPY MACHINE CHARGES 1,200 3,600 62455 WTR/SWR BILL PRINT AND MAIL CO 12,000 64545 PERSONAL COMPUTER SOFTWARE 6,000 4,000 65045 LICENSING/REGULATORY SUPP 50,000 50,000 65095 OFFICE SUPPLIES 5,000 5,500 1910 REVENUE DIVISION 522,900 531,400 125 -- 126 of 636 -- City of Evanston Finance Department 1915 – Payroll Division Description of Major Activities The Payroll Division is responsible for the ongoing bi-weekly payroll for more than 1,100 permanent, part-time and temporary City employees. During the summer, payroll increases by more than 450 employees due to the Recreation summer staff and the City's Summer Youth Program. The primary objective of the Payroll Division is to produce a timely, accurate payroll in compliance with federal and state payroll tax laws. This function performs quarterly and annual reconciliations of FICA, Medicare, Federal and State withholding liabilities, as well as Unemployment Compensation, used in preparing the federal and state payroll tax returns. Special year-end activities include preparation, balancing and distribution of W-2's as well as special year-end rollovers and audits of the City's payroll records. The Payroll Division interfaces with the Finance, Budget and Human Resources staff on an ongoing basis to develop and implement software enhancements that will streamline existing methods and automate manual processes with the assurance that good internal controls are in place. FY 2005-2006 Objectives • Continue staff education in the legal and payroll aspects of garnishments. • Continue stabilization of the financial payroll system. • Continue to provide good customer service to internal as well as external customers. • Implement electronic payments to our payroll vendors. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Regular checks issued 32,700 33,000 33,000 Manual checks issued 150 170 180 Total: 32850 33,170 33,180 Approved Adjustments in 2005-2006 Budget 126 -- 127 of 636 -- CITY OF EVANSTON PAYROLL 1915 2004 - 2005 2005 2006 - Appropriation Approved 1915 PAYROLL 61010 REGULAR PAY 182,800 189,700 61110 OVERTIME PAY 1,300 2,500 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 400 400 62275 POSTAGE CHARGEBACKS 200 100 62295 TRAINING & TRAVEL 400 500 62320 TELEPHONE CHARGEBACKS 2,500 62360 MEMBERSHIP DUES 500 500 62380 COPY MACHINE CHARGES 400 400 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65095 OFFICE SUPPLIES 800 800 1915 PAYROLL 212,300 217,900 127 -- 128 of 636 -- City of Evanston Finance Department 1920 – Accounting Division Description of Major Activities The Accounting staff records transactions to present the financial position of the City's funds in accordance with Generally Accepted Accounting Principles (GAAP) promulgated by the Governmental Accounting Standards Board (GASB). The staff compiles appropriate interim financial information to facilitate management control of financial operations and prepares the Comprehensive Annual Financial Report (CAFR). The division also oversees various special audits of the City's financial records and prepares both the Police and Firefighter's Pension Fund's Annual Statements to be filed with the Illinois Department of Insurance. FY 2005-2006 Objectives • Expand on library of reports for new financial system, and train staff on usage. • Create automated interface between investment software and financial system. • Produce Comprehensive Annual Financial Report (CAFR) in Adobe format for viewing on City's web page. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Preparation of final fund trial balance for annual independent audit 7/30/03 7/30/04 7/30/05 Preparation of Schedule of Federal Financial Assistance for the Single Audit Act of 1984 9/15/03 9/15/04 9/15/05 Preparation of Police and Fire Pension fund filings with Illinois Department of Insurance 10/31/03 8/31/04 8/31/05 Approved Adjustments in 2005-2006 Budget 128 -- 129 of 636 -- CITY OF EVANSTON ACCOUNTING 1920 2004 - 2005 2005 2006 - Appropriation Approved 1920 ACCOUNTING 61010 REGULAR PAY 314,600 326,400 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 37,500 37,500 61615 LIFE INSURANCE 600 600 62110 AUDITING 62,000 62,000 62185 OTHER CONSULTING SERVICES 800 62205 ADVERTISING 2,300 2,000 62235 OFFICE EQUIPMENT MAINT 100 62275 POSTAGE CHARGEBACKS 600 600 62280 OVERNIGHT MAIL CHARGES 200 62295 TRAINING & TRAVEL 700 700 62320 TELEPHONE CHARGEBACKS 4,500 62340 COMPTER LICENSE & SUPP 600 62360 MEMBERSHIP DUES 1,600 1,200 62380 COPY MACHINE CHARGES 600 2,400 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65095 OFFICE SUPPLIES 2,800 2,500 1920 ACCOUNTING 431,800 438,600 129 -- 130 of 636 -- City of Evanston Finance Department 1925 – Purchasing Division Description of Major Activities The Purchasing and Accounts Payable program element places purchase orders and contracts to obtain the equipment, materials and services required by the City. The purchasing director manages the contract solicitation process and assures conformance with all legal bidding requirements. Research is conducted on new technology, products and methods, and departments are assisted with pre-purchase commodity and vendor information. The director also works with other governmental jurisdictions for joint purchasing. The purchasing element also administers the accounts payable function by reviewing and processing all bills and accounts payable checks for payment. The purchasing director also promotes and supervises the Minority/Women/Evanston Business Enterprise Program. The primary goal of the City of Evanston's Minority/Women/Evanston Business is to ensure that firms in Evanston and those firms owned by Minorities and Women are afforded the maximum opportunity to participate in the City's procurement process and development projects. This goal is achieved in a variety of ways, including but not limited to: consistently notifying firms of bidding opportunities, educating program participants about the bidding process, and monitoring the utilization of progress participants on City contracts. A secondary, albeit equally important, goal of the program is technical assistance. The needs of the program participants are identified through informal conversations and needs analysis surveys. Current technical assistance measures include seminars and referrals, but plans are underway for a newsletter and individual counseling (not already provided by the local Small Business Development Center). FY 2005-2006 Objectives • Continued implementation of financial software modules for A/P, Purchasing, and Fixed Assets including decentralization where appropriate. • Prioritize the CIP annual projects and establish a timetable for their procurement and MBE/W/E compliance. • Create a master calendar of critical activities and deadlines in AP -Purchasing. • Staff development and cross-training to provide depth. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Purchase orders issued 1,000 1,575 2,025 Bid items purchased 175 250 250 Term agreements issued 20 35 35 Vouchers/invoices processed 10,000 17,000 18,950 M/W/BE solicited 800 1,200 1,325 Advisory Committee meetings 10 10 10 Project site visits 20 28 28 Pre-bid meetings 20 28 35 Approved Adjustments in 2005-2006 Budget 130 -- 131 of 636 -- CITY OF EVANSTON PURCHASING & ACCOUNTS PAYABLE 1925 2004 - 2005 2005 2006 - Appropriation Approved 1925 PURCHASING & ACCOUNTS PAYABLE 61010 REGULAR PAY 247,800 257,100 61050 PERMANENT PART-TIME 15,000 61055 TEMPORARY EMPLOYEES 1,800 61510 HEALTH INSURANCE 34,400 34,400 61615 LIFE INSURANCE 600 600 62185 OTHER CONSULTING SERVICES 2,500 62205 ADVERTISING 500 500 62210 PRINTING 1,300 300 62235 OFFICE EQUIPMENT MAINT 26,600 17,000 62275 POSTAGE CHARGEBACKS 6,400 6,400 62295 TRAINING & TRAVEL 400 400 62320 TELEPHONE CHARGEBACKS 7,700 62360 MEMBERSHIP DUES 1,500 1,500 62380 COPY MACHINE CHARGES 6,800 6,800 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,000 65095 OFFICE SUPPLIES 13,600 13,600 66125 SERVICES BILLED OUT 96,000- 96,000- 68205 CONTINGENCIES 3,000 68305 DEBT SERVICE 25,200 25,200 1925 PURCHASING & ACCOUNTS PAYABLE 285,100 283,800 131 -- 132 of 636 -- City of Evanston Facilities Management Facilities Management Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE FM General Support Full-time Regular Dir, Facilities Management (Split with 2025) 0.67 Full-time Regular Assistant Director of Fac Mgmt 1.00 Full-time Regular Exec Secretary (to Dept. Head) (Split with 2025) 0.67 2005 Total 2.34 Construction & Repair Full-time Regular ADA/CIP Project Manager 1.00 Full-time Regular Construction Manager 1.00 Full-time Regular Facilities Mgmt Supervisor 1.00 Full-time Regular Facilities Maint. Worker II (2 @ 1 FTE) 2.00 Full-time Regular Facilities Maint. Worker III (11 @ 1 FTE) 11.00 2010 Total 16.00 Mail & Information Services Full-time Regular Switchboard Operator (2 @ 1 FTE) 2.00 2015 Total 2.00 Custodial Maintenance Full-time Regular Fac Maint Worker/Custodian I (2 @ 1 FTE) 2.00 Part-time Regular Security Monitor 0.10 2020 Total 2.10 Emergency Management Full-time Regular Dir, Facilities Management (Split with 2005) 0.33 Full-time Regular Exec Secretary (to Dept. Head) (Split with 2005) 0.33 2025 Total 0.66 Grand Total 23.10 Expenditures as a % of 2006 General Fund Budget 2.95% Three Year Fiscal History $2,273,300 $2,438,900 $2,257,902 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 132 -- 133 of 636 -- City of Evanston Facilities Management Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2005 – FM General Support 229,790 231,600 292,280 253,200 2010 – Construction and Repair 1,200,650 1,236,000 1,332,020 1,367,600 2015 – Mail & Information Service 98,920 146,900 113,490 100,000 2020 – Custodial Maintenance 286,620 270,700 291,370 295,400 2025 – Emergency Management 51,770 71,000 44,570 81,900 2030 – Cable Communications 390,150 317,100 315,150 340,800 Total Expenditures: $ 2,257,900 $ 2,273,300 $ 2,388,880 $ 2,438,900 Revenues: Illinois Emergency Mgmt. Agency 12,930 20,000 19,090 20,000 Total Revenues: $ 12,930 $ 20,000 $ 19,090 $ 20,000 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $99,560. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Increases are directly due to increasing costs and the need to better maintain City facilities. Performance Report on FY 2004-2005 Major Program Objectives Facilities Management Staff completed many projects last year related to improvement and upkeep of City owned buildings and completion of construction of new structures. These projects included work by staff and outside consultants to conceive and construct new developments including; demolishing the Sherman Plaza Garage and beginning construction of the new Sherman Plaza Development; programming for Fire Station #5 to begin design services next year; and building a new data center at the Service Center. Staff continues to work with the Civic Center Committee to find appropriate space and location for a new Civic Center and also installed a new Community radio to be installed in the winter of 2005, and installed raceway for fiiber optic cable in 13 City owned buildings. Additionally, staff completed work to improve emergency management roles in the city, which included training of receptionists on use of the Emergency Alert board in the Civic Center lobby, and work with the High School to coordinate a full scale emergency exercise in October of 2005. Other projects included receipt and acceptance of bids for cleaning the Civic Center, development of the Cable Consumer Bill of Rights, and research on new broadcast equipment for the Council Chambers. 2005-2006 Department Initiatives 1. Department will utilize US Corps of Engineer engineered software to forecast building costs and future needs for maintenance 2. Staff will train and utilize JD Edwards system for tracking of all project and departmental costs 133 -- 134 of 636 -- City of Evanston Facilities Management Department 2005 – Facilities Management General Support Description of Major Activities This program element issues work orders for various types of trades work and ensures efficient utilization of allotted resources in the execution of these orders. Personnel provide space planning to other City Departments and assist in the purchase and installation of office furniture. Personnel keep departmental and building records, inventories and payroll data up to date and accurate. Specifications for construction projects and purchases, preparation of the department budget and implementation of the preventive maintenance program are provided by this element. This department administers the complete purchasing cycle for requisitions up to the authorized dollar value and processes invoices and vouchers for commodities and services per other contracts in a timely manner. Historical records of all work done by this department are also maintained. Supervision of Civic Center operations, mail, telephone and office furniture standards is also provided by this element. This includes training, maintenance, inventory control and record keeping for purposes of internal call distribution. Software management of the Computerized Maintenance Management System (CMMS) is performed by staff. FY 2005-2006 Objectives • Implement first stage of Engineered Maintenance System to track roof performance. • Implement Room Scheduling Software to track meeting room usage with equipment. • Implement Furniture web page to assist staff in selecting and purchasing office furniture. • Initiate programming of City Government to assist Civic Center Committee in their task. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Civic Center room reservations 1,700 1,800 1,850 Average number of sick days used per employee 7 7 7 Total workdays lost due to work related injury 2 2 1 Approved Adjustments in 2005-2006 Budget 134 -- 135 of 636 -- CITY OF EVANSTON FACILITIES MNGMT GEN SUPT 2005 2004 - 2005 2005 2006 - Appropriation Approved 2005 FACILITIES MNGMT GEN SUPT 61010 REGULAR PAY 196,400 203,800 61055 TEMPORARY EMPLOYEES 4,000 4,000 61510 HEALTH INSURANCE 17,700 17,700 61615 LIFE INSURANCE 400 400 61630 SHOE ALLOWANCE 300 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 200 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 8,400 8,400 62360 MEMBERSHIP DUES 500 700 62376 2603 SHERIDAN RENTALS EXPENSE 6,000 62380 COPY MACHINE CHARGES 1,000 1,000 64540 TELECOMMUNICATIONS - WIRELESS 8,000 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65095 OFFICE SUPPLIES 2,000 2,000 68205 CONTINGENCIES 100 2005 FACILITIES MNGMT GEN SUPT 231,600 253,200 135 -- 136 of 636 -- City of Evanston Facilities Management Department 2010 – Construction and Repair Description of Major Activities This element provides for the mechanical, electrical and structural maintenance of 46 City owned facilities. These include the Civic Center, Service Center, Police Station, 5 Fire Stations, Fire Headquarters, 9 park shelters, 7 beach shelters, 7 recreation centers, 2 art centers, Fountain Square and Merrick Rose Garden fountains. In addition staff maintains the Animal Shelter, Evanston Art Center Coach House, Central Street METRA Station, 3 parking facilities, 15 bus shelters and many drinking fountains and water supply outlets in the parks. The total footage exceeds 1,300,000 square feet. Work crews handle plumbing, electrical, boiler, air conditioning, carpentry, painting, concrete, masonry and tile repairs. Work orders are received from the General Support element (2005). Crews also assist other City departments in the operation of some of their programs; such as construction of barricades, movement of materials, and repairs to furniture. FY 2005-2006 Objectives • Get construction Documents out to bid for Fire Station #5. • Observe construction of new parking garage. • Complete installation of new Data Center at Service Center. • Complete installation of 3 new roofs at Fleetwood, Chandler and Service Center. • Assist in the implementation of the new Engineered Management System. • Get construction Documents out to bid for Art Center Coach House. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Manhours related to work orders 16,000 1,600 1,800 Work orders completed 2,600 2,300 2,400 Total Construction Budget Oversight $8,500,000 $37,000,000 $39,000,000 Safety/Training Meetings 14 14 14 Approved Adjustments in 2005-2006 Budget 136 -- 137 of 636 -- CITY OF EVANSTON CONSTRUCTION AND REPAIR 2010 2004 - 2005 2005 2006 - Appropriation Approved 2010 CONSTRUCTION AND REPAIR 61010 REGULAR PAY 898,400 932,100 61062 SPECIAL EVENT SALARIES 15,000 15,000 61110 OVERTIME PAY 15,000 15,000 61510 HEALTH INSURANCE 121,900 121,900 61615 LIFE INSURANCE 1,300 1,300 61630 SHOE ALLOWANCE 2,200 62135 ARCHITECTURAL SERVICES 1,000 1,000 62225 BLDG MAINTENANCE SERVICES 23,000 90,000 62245 OTHER EQMT MAINTENANCE 6,000 5,000 62295 TRAINING & TRAVEL 1,600 1,500 62305 RENTAL OF AUTO-FLEET SER 80,900 80,900 62355 LAUNDRY/OTHER CLEANING 500 500 62360 MEMBERSHIP DUES 1,000 500 62375 RENTALS 400 400 62509 SERVICE AGREEMENTS / CONTRACTS 37,900 65015 CHEMICALS 3,000 3,000 65020 CLOTHING 400 400 65050 BLDG MAINTENANCE MATERIAL 35,600 40,000 65055 MATER. TO MAINT. IMP. 4,000 4,000 65070 OFFICE/OTHER EQT MTN MATL 8,000 8,000 65085 MINOR EQUIPMENT & TOOLS 4,000 4,000 65090 SAFETY EQUIPMENT 3,000 3,000 68205 CONTINGENCIES 12,000 2010 CONSTRUCTION AND REPAIR 1,236,000 1,367,600 137 -- 138 of 636 -- City of Evanston Facilities Management Department 2015 – Mail & Info Services Description of Major Activities Staff answers and routes incoming phone calls to the Civic Center switchboard, mans the information desk at the Civic Center lobby and operates the mail room. The mail room receives, sorts, and mails boxes - both interdepartmental and U.S. mail. All outgoing US mail, United Parcel, registered, certified and insured items are sent in the most economical method. Bulk mailings are processed by an outside vendor and in-house staff. FY 2005-2006 Objectives • Have new mail machine fully coordinated with J. D. Edwards accounting package. • Assist City Clerk and Hearings Department in bringing back outsourced mailings. • Implement seminar on mail management to city manager's meeting. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Avg number of daily incoming calls through the telephone switch 6,000 6,100 6,200 Avg number of pieces of outgoing mail processed monthly 28,000 29,000 3,300 Average number of daily calls to switchboard 290 290 310 Average number of daily customers at front desk 120 150 150 Approved Adjustments in 2005-2006 Budget 138 -- 139 of 636 -- CITY OF EVANSTON MAIL AND INFORMATION SERVICES 2015 2004 - 2005 2005 2006 - Appropriation Approved 2015 MAIL AND INFORMATION SERVICES 61010 REGULAR PAY 72,300 75,000 61055 TEMPORARY EMPLOYEES 3,500 3,500 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 100 100 62245 OTHER EQMT MAINTENANCE 2,500 2,500 62295 TRAINING & TRAVEL 200 200 62315 POSTAGE 140,000 150,000 62320 TELEPHONE CHARGEBACKS 16,000 62375 RENTALS 5,300 700 65095 OFFICE SUPPLIES 2,000 2,000 65620 OFFICE MACH. & EQUIP. 30,000 1,000 66125 SERVICES BILLED OUT 140,000- 150,000- 2015 MAIL AND INFORMATION SERVICES 146,900 100,000 139 -- 140 of 636 -- City of Evanston Facilities Management Department 2020 – Custodial Maintenance Description of Major Activities Staff associated with this element receive and distribute equipment, supplies and other items delivered to the Civic Center. Staff responds to Civic Center requests for repairs and maintenance and also monitors heating and air conditioning units as necessary. Custodial staff provides janitorial services during normal business hours, monitors the janitorial contractor in the evenings, and opens the Civic Center for Saturday business. Staff from this element gathers and stages for pick-up of recyclable office paper and delivers mail to and from the U.S. Post Office on an as needed basis. FY 2005-2006 Objectives • Install 50 linear feet of removable shelving in attic to further organize the space. • Implement storage criteria to better track materials to be destroyed. • Organize storage areas to optimize the use of existing space. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Cooling System preparation May 15, 2003 May 1, 2004 May 15, 2005 Heating System preparation September 1, 2003 September 1, 2004 September 1, 2005 Deliveries received 1,350 2,000 2,500 Room Set-ups 1,000 1,700 1,800 Pounds of office paper recycled 70,000 80,000 80,000 Approved Adjustments in 2005-2006 Budget 140 -- 141 of 636 -- CITY OF EVANSTON CUSTODIAL MAINTENANCE 2020 2004 - 2005 2005 2006 - Appropriation Approved 2020 CUSTODIAL MAINTENANCE 61010 REGULAR PAY 89,300 92,700 61050 PERMANENT PART-TIME 5,000 61055 TEMPORARY EMPLOYEES 5,000 61110 OVERTIME PAY 5,000 5,000 61410 SHIFT DIFFERENTIAL 800 61510 HEALTH INSURANCE 15,200 15,200 61615 LIFE INSURANCE 100 100 61630 SHOE ALLOWANCE 300 62225 BLDG MAINTENANCE SERVICES 61,400 70,000 62245 OTHER EQMT MAINTENANCE 20,000 15,000 62295 TRAINING & TRAVEL 200 200 62355 LAUNDRY/OTHER CLEANING 1,000 1,000 62785 FIRE SAFETY EDUCATION 500 64005 ELECTRICITY 13,000 13,000 64015 NATURAL GAS 16,500 45,000 65015 CHEMICALS 6,000 5,000 65040 JANITORIAL SUPPLIES 10,000 9,000 65050 BLDG MAINTENANCE MATERIAL 15,000 14,000 65085 MINOR EQUIPMENT & TOOLS 2,000 1,800 65090 SAFETY EQUIPMENT 1,000 1,800 68205 CONTINGENCIES 10,000 2020 CUSTODIAL MAINTENANCE 270,700 295,400 141 -- 142 of 636 -- City of Evanston Facilities Management Department 2025 – Emergency Management Description of Major Activities The Evanston Emergency Management Agency is a state-accredited organization that is responsible for the coordination of all City departments to respond to emergency situations created by natural or man-made disasters, hazardous material incidents, nuclear accidents or terrorist actions. An Emergency Operations Plan is maintained and regularly updated to provide guidance and instruction in times of disaster. A current resource list is maintained so that materials needed during an emergency can be identified and made readily available. A mobile power and light trailer is available. The Director of Facilities Management is responsible for managing this program and an Evanston firefighter acts as the assistant coordinator. FY 2005-2006 Objectives • Increase departmental and City awareness of Homeland Security issues and the Emergency Operations Plan by conducting several tabletop exercises. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Planning Sessions 6 6 6 Submit objectives statement to State 4 4 4 Disaster exercises/incident responses 5 5 5 Federal funding submission September, 2003 August , 2004 August , 2005 Quarterly reports to the State 4 4 4 Approved Adjustments in 2005-2006 Budget 142 -- 143 of 636 -- CITY OF EVANSTON EMERG. SER., & DISASTER AGENCY 2025 2004 - 2005 2005 2006 - Appropriation Approved 2025 EMERG. SER., & DISASTER AGENCY 61010 REGULAR PAY 60,800 63,100 61065 SPECIAL PROJECT EMPLOYEES 10,000 61510 HEALTH INSURANCE 5,000 5,000 61615 LIFE INSURANCE 100 100 62245 OTHER EQMT MAINTENANCE 500 500 62295 TRAINING & TRAVEL 300 300 62320 TELEPHONE CHARGEBACKS 1,200 62360 MEMBERSHIP DUES 200 200 62375 RENTALS 200 200 64005 ELECTRICITY 200 200 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65085 MINOR EQUIPMENT & TOOLS 400 400 65095 OFFICE SUPPLIES 400 400 65125 OTHER COMMODITIES 100 100 65620 OFFICE MACH. & EQUIP. 1,000 1,000 68205 CONTINGENCIES 200 2025 EMERG. SER., & DISASTER AGENCY 71,000 81,900 143 -- 144 of 636 -- City of Evanston Facilities Management Department 2030 – Cable Communications Description of Major Activities Staff serves as liaison between the City and the cable operator and tracks and monitors cable consumer complaints. Staff also serves as administrator of the Public Access service contract between the City and the Evanston Community Media Center. Live cablecasts are provided for all City Council meetings, and various other committee meetings, hearings or presentations. Videotape copies of these meetings are provided, at cost, to residents requesting them. Staffing support is also available to departments engaged in video production. Routine and emergency public information broadcasts are programmed and transmitted on the City cable channel. FY 2005-2006 Objectives • Implement New Video equipment in Council Chambers. • Increase ECMC Revenues in areas other than City Grants. • Increase original programs shown on ECMC. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Consumer cable complaints monitored per month 30 30 25 Cablecast meetings broadcast per year 45 45 45 Videotape copies of public meetings 50 10 10 Approved Adjustments in 2005-2006 Budget 144 -- 145 of 636 -- CITY OF EVANSTON CABLE OPERATIONS 2030 2004 - 2005 2005 2006 - Appropriation Approved 2030 CABLE OPERATIONS 62245 OTHER EQMT MAINTENANCE 600 600 62360 MEMBERSHIP DUES 600 700 62665 CONTRIB TO OTHER AGENCIES 314,000 338,000 65010 BOOKS, PUBLICATIONS, MAPS 1,000 600 65070 OFFICE/OTHER EQT MTN MATL 200 200 65095 OFFICE SUPPLIES 200 200 65105 PHOTO/DRAFTING SUPPLIE 500 500 2030 CABLE OPERATIONS 317,100 340,800 145 -- 146 of 636 -- City of Evanston Community Development Community Development Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE CD Administration Full-time Regular Director, Comm Development 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 2101 Total 2.00 Planning & Support Services Full-time Regular Assistant Director, Planning 1.00 Full-time Regular Senior Planner 1.00 Full-time Regular Planner 1.00 Full-time Regular Housing Planner 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 2105 Total 5.00 Zoning Analysis & Support Full-time Regular Assistant Director, Zoning 1.00 Full-time Regular Secretary II 1.00 Full-time Regular Zoning Officer (2 @ 1 FTE) 2.00 Full-time Regular Zoning Planner 1.00 2110 Total 5.00 Housing Code Compliance Full-time Regular Property Maint Supv Inspector 1.00 Full-time Regular Property Maint Inspector I (5 @ 1 FTE) 5.00 Full-time Regular Clerk II 1.00 Full-time Regular Secretary II 1.00 2115 Total 8.00 Housing Rehabilitation Full-time Regular Asst Director, Rehabilitation 1.00 Full-time Regular Construc Rehabilitation Spec 1.00 Full-time Regular Secretary II 1.00 2120 Total 3.00 Expenditures as a % of 2006 General Fund Budget 3.45% Three Year Fiscal History $2,787,400 $2,853,700 $2,537,220 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 146 -- 147 of 636 -- City of Evanston Community Development Employee Status Description Job Type Description Position FTE Building Code Compliance Full-time Regular Assistant Director, Building 1.00 Full-time Regular Assistant Permit Coordinator 1.00 Full-time Regular Coord Structural Inspector 1.00 Full-time Regular Electrical Inspector I 1.00 Full-time Regular Electrical Inspector II 1.00 Full-time Regular Permit Coordinator 1.00 Full-time Regular Plan Reviewer (2 @ 1 FTE) 2.00 Full-time Regular Plumbing Inspector 1.00 Full-time Regular Plumbing/Mechanical Inspector 1.00 Full-time Regular Sign Inspector/Graffiti Tech 1.00 Full-time Regular Struct Inspec/Plan Examiner 1.00 Full-time Regular Structural Inspector 1.00 2125 Total 13.00 Grand Total 36.00 147 -- 148 of 636 -- City of Evanston Community Development Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2101 – CD Administration 184,940 195,900 235,160 202,700 2105 – Planning & Support Srvc. 352,740 398,200 381,750 408,300 2110 – Zoning Analysis & Support 383,170 382,500 406,800 391,400 2115 – Housing Code Compliance 453,280 563,900 519,660 556,700 2120 – Housing Rehabilitation 212,270 224,400 233,650 229,300 2125 – Building Code Compliance 950,820 1,022,500 1,097,130 1,065,300 Total Expenditures: $ 2,537,220 $ 2,787,400 $ 2,874,150 $ 2,853,700 Revenues: Building Code Violations 178 5,000 0 0 Building Permits 1,916,310 1,900,000 2,894,850 3,100,000 Combustion Permits 184,250 150,000 246,070 180,000 Condominium Conversion Fees 34,400 52,000 95,250 70,000 Contractor Licenses 89,400 80,000 75,380 90,000 Driveway Permits 740 500 120 700 Electrical Permits 175,960 160,000 176,980 175,000 Elevator Permits 42,870 55,000 18,990 55,000 Other Permits 294,540 220,000 374,210 250,000 Permit Penalty Fees 33,390 5,000 23,980 5,000 Plat Approval Fees 400 1,000 0 1,000 Plumbing Permits 165,190 150,000 138,030 160,000 Rooming House Licenses 180,770 170,000 157,960 194,700 Sign Awning Permits 8,740 10,000 12,450 10,000 Annual Sign Fees 40,230 32,000 31,530 35,000 Zoning Fees 47,690 40,000 56,790 40,000 Total Revenues: $ 3,215,058 $ 3,030,500 $ 4,302,590 $ 4,366,400 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $145,360. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Due to the continuing robust new residential development market in Evanston, revenue projections are expected to be met for FY 2004-05. • For FY 2005-06, the market is anticipated to be even stronger than last year. Over 170 million dollars worth of new construction projects are at various stages of City approval. These projects alone will bring in over 2 million dollars in permit revenue. The proposed projects include a new residential development at the fromer Shure Brothers site, new condominiums at the corner of Green Bay & Emerson, the second phase of the Sienna project consisting of townhouses and condominiums at Clark and Ridge, as well as a new major facility on the Northwestern University campus. • Projected Building Permit Revenue is at an unsustainable level, and 1.1 million of the budgeted revenue will be used as startup money for the Dutch Elm Injection Program. 148 -- 149 of 636 -- City of Evanston Community Development Department Performance Report on FY 2004-2005 Major Program Objectives The Director, the Assistant Director for Planning, and other Planning staff continue to work with the Plan Commission, elected officials, neighborhood groups and develpers on a comprehensive plan for the 5th Ward. A propsed comprehensive plan has been brought to the Plan Commission which includes, economic development, public safety, public safety and housing related issues. A TIF feasibility study has been approved by the Council for the 5th as well as parts of the 2d Ward. The Director, the Assistant Director for Zoning and zoning staff had a series of meetings with the Plan Commission to discuss the issue of "Teardowns." A building moratorium on the construction of new single family housing was enacted in the 6th Ward by the City Council, while revisions to the zoning ordinance were discussed. The City Council approved several Plan Commission recommendations to amend the zoning ordinance, which will reduce the height of new single family housing. The Zoning staff ushered a number of planned developments through the City process. These included the old District #65 headquarters site on Ridge Ave and a new residential building at 413 Howard St.. Current projects under review are a 60 condominium development at Green Bay Rd.& Emerson, and a potential 20 story condominium tower on Maple at the site of the current Jung Institute. The Planning Division has remained very active in the 5th Ward Plan, the TIF designation on Howard St, and the feasibility study of TIF in the 5th and 2d Wards. Housing staff, along with the Housing Commission, and the Task force on Inclusionary Affordable Housing, have made recommendations to the Planning & Development Committee for affordable housing requirements in both new and redeveloped housing projects. The Property Standards Division continues in their mission to insure that all Evanston residents live in clean, safe, code compliant housing. Staff has been utilizing the recently passed Vacant & Boarded Building Ordinace.This ordinance allows staff much greater power in combating boarded buildings. Three boarded buildings have already been demolished, with more to follow. Staff has also been extremely active in the downtown area, with weekly inspection sweeps of alleys to insure the dumpster regulations are being followed. The Building Division continues their most important work of insuring that all of the new construction is safe and code compliant. The Orrington Hotel renovation has consumed a great deal of inspection time, as inspectors work with the developer for code compliance in an extremely difficult rehabilitation project. Staff is also winding up their recommendations on the 2003 International building Codes. It is expected that the codes along with staff recommendations will be presented to the City Council this fall for adoption. 2005-2006 Department Initiatives 1. Staff will continue to work with agencies and developers to provide affordable housing through the use of Home funds. A new five year Consolidated Plan for use of Federal Grant funds will be developed. 2. Building Code Staff will be working with the International Building Code for the first time. Plans for implementing enforcement of the recently adopted Energy Efficiency Code will be developed. 3. Zoning staff will work closely with the Plan Commission and City Council on amendments to the zoning ordinance concerning development regulations 4. Property Standards will continue their special program of weekly alley inspections in the downtown to insure compliance with dumpster regulations. 5. Property Standards will continue a minimum of yearly housing inspections in the University off-campus area, with weekly inspection sweeps of streets, alleys, parkways, and exteriors 6. Inspectors will continue working with the Boarded Builidng Ordinance to rid the City of vacant and Boarded buildings. 7. Housing Rehabilitation will continue to provide low interest loans to income-eligible homeowners to maintain their properties. 8. Planning staff will continue their TIF work both on Howard Street and in the 5th and 2d Wards, revise the plan for downtown Evanston, and complete the redevelopment for the Main Street Commons Shopping Center. 149 -- 150 of 636 -- City of Evanston Community Development Department 2101 – Community Development Administration Description of Major Activities This program element provides overall program administration and coordination for all housing, planning, zoning, and building permit activities. General support staff is provided to the City Council, Planning & Development Committee, City Manager and other special committies. Specifically, this element provides for the administration of the Planning Division, Zoning Division, Building Code Compliance Division, and Property Standards and Housing Rehabilitation Division. FY 2005-2006 Objectives • The Director will continue working with the City Council and Plan Commission on Council concerns over development and related zoning issues. • The Director will work with Community Development and Information Systems staff to investigate replacement software for the outdated Accella permit tracking program. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Coordination & completion of Planning & Development Committee packets 24 28 24 Approved Adjustments in 2005-2006 Budget 150 -- 151 of 636 -- CITY OF EVANSTON COMMUNITY DEVELOPMENT ADMIN 2101 2004 - 2005 2005 2006 - Appropriation Approved 2101 COMMUNITY DEVELOPMENT ADMIN 61010 REGULAR PAY 165,800 172,000 61110 OVERTIME PAY 2,500 3,500 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 3,600 4,800 61630 SHOE ALLOWANCE 200 62210 PRINTING 500 500 62235 OFFICE EQUIPMENT MAINT 500 500 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 200 200 62320 TELEPHONE CHARGEBACKS 1,800 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 1,400 1,400 62645 MICROFILMING 2,000 2,000 64540 TELECOMMUNICATIONS - WIRELESS 500 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65095 OFFICE SUPPLIES 1,000 1,000 68205 CONTINGENCIES 500 2101 COMMUNITY DEVELOPMENT ADMIN 195,900 202,700 151 -- 152 of 636 -- City of Evanston Community Development Department 2105 – Planning Division Description of Major Activities The Planning Division is responsible for staffing the areas of housing, economic development, historic preservation, neighborhood planning, comprehensive long term planning, CDBG administration and implementation, and electrical energy planning. Programmatic activities operated by the Division include major redevelopment projects; neighborhood business district revitalization; storefront improvements; facilitation and staffing of neighborhood planning processes; updating the Comprehensive Plan and monitoring performance; monitoring of ComEd performance; negotiating utility franchise agreements, multi-family rental housing acquisition finance; new affordable housing development, condo conversions reviews; multi-family Security Grant Program; and demographic reports and studies, including census 2000 data analysis. The Division provides staff support to the following Committees and Commissions: Economic Development Committee, Plan Commission, Housing Commission, Energy Commission, Historic Preservation Commission, the CDBG Committee, the Joint Review Board and the Neighborhood Committee of the Plan Commission. The planning and development issues addressed annually feature the implementation of short term projects as well as future oriented multi-year activities such as the City’s Comprehensive Plan and the Chicago Avenue Planning Process, the Southeast Evanston Revitalization efforts (Hoard Street Corridor) and the new West Side Neighborhood planning process. The activities of the Planning Division feature close interdepartmental cooperation. The Division also provides census, demographic and real estate information, as well as services for many City Departments. FY 2005-2006 Objectives • Revise the plan for Downtown Evanston • Prepare a new Five Year Consolidated Plan for Use of Federal Grant Funds • Evaluate performance in meeting Community Development and Housing Objectives with Federal and local funds during the past five years. • Complete and implement the West Side Neighborhood Plan • Stimulate development in the Church and Dodge Corridors • Stimulate 30 new units of affordable housing • Complete the redevelopment of the Main Street Commons Shopping Center • Provide strategic services and resources to Evanston manufacturers and retailers • Complete TIF feasibility Study for Church Dodge Corridor • Achieve next level of implementation of Chicago Avenue Streetscape Plan and other Chicago Avenue Plan objectives • Implement redevelopment plan for Howard Street TIF • Secure approval of neighborhood expenditures from Evanston Plaza Neighborhood Fund Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Economic Development Committee 12 12 12 Plan Commission & Committees 36 28 30 Negotiating Team/Energy Commission 24 20 20 Housing Commission & Committees 24 16 16 Preservation Commission 24 24 24 Joint Review Board 4 5 5 Approved Adjustments in 2005-2006 Budget 152 -- 153 of 636 -- CITY OF EVANSTON PLANNING & SUPPORT SRVS 2105 2004 - 2005 2005 2006 - Appropriation Approved 2105 PLANNING & SUPPORT SRVS 61010 REGULAR PAY 321,400 333,500 61110 OVERTIME PAY 5,000 6,500 61510 HEALTH INSURANCE 37,500 37,500 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 100 400 61630 SHOE ALLOWANCE 300 62136 REDEVELOPMENT CONSULTING SVCS 11,000 11,000 62185 OTHER CONSULTING SERVICES 2,500 62205 ADVERTISING 200 200 62210 PRINTING 2,500 2,500 62215 PHOTOGRAPHERS/BLUEPRINTS 300 62275 POSTAGE CHARGEBACKS 1,500 1,500 62280 OVERNIGHT MAIL CHARGES 100 62285 COURIER CHARGES 2,000 62295 TRAINING & TRAVEL 600 700 62315 POSTAGE 300 300 62320 TELEPHONE CHARGEBACKS 6,500 62360 MEMBERSHIP DUES 1,000 900 62380 COPY MACHINE CHARGES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 400 400 65095 OFFICE SUPPLIES 1,600 1,600 65105 PHOTO/DRAFTING SUPPLIE 600 600 68205 CONTINGENCIES 2,500 2105 PLANNING & SUPPORT SRVS 398,200 408,300 153 -- 154 of 636 -- City of Evanston Community Development Department 2110 – Zoning Analysis & Support Service Description of Major Activities The Zoning Division is responsible for enforcement of the Zoning Ordinance. The division continuously monitors the requirements of the Ordinance to keep current with changes in development, maintain conformance with the City's land use regulations and keep pace with the City's ongoing planning efforts. A list of services provided by this division follows. • Review building permit applications and other development permit applications for conformance with the Zoning Ordinance. • Process and make determinations on applications for minor and fence variances. • Process and schedule hearing requests for appeals, major variances and special uses before the Zoning Board of Appeals. • Process and schedule hearing requests for planned developments, unique uses, and map and text amendments before the Plan Commission. • Process and schedule development permit review by the Site Plan and Appearance Review Committee. • Route zoning related legislation through the City Council. • Staff the Plan Commission for zoning related matters, the Zoning Board of Appeals, and Zoning Committee of the Plan Commission. • Respond to zoning related inquiries from staff, elected officials, the business community, and the general public. • Enforce the Zoning Ordinance through notice and citation of violations. • Disseminate zoning information including general public notification of hearings. • Solicit community input in the progressive modification of the Zoning Ordinanance. FY 2005-2006 Objectives • Continue revision of zoning forms to reflect current procedures and regulations. • Review, streamline and re-integrate zoning and land use databases. • Expedite review of development permits. • Expedite Plan Commission review of referrals from City Council. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Zoning Analyses 1,563 1,642 1,600 Zoning Complaints 25 11 18 Site Plan & Appearance Review Cases 254 282 300 Zoning Board of Appeals Cases 59 58 57 Zoning Administrator Decision Cases 86 102 118 Plan Commission Cases 12 13 14 Sidewalk Cafes Approved 25 30 35 Plats for Council Approval 2 10 10 Approved Adjustments in 2005-2006 Budget 154 -- 155 of 636 -- CITY OF EVANSTON ZONING ANALYSIS & SUPPORT 2110 2004 - 2005 2005 2006 - Appropriation Approved 2110 ZONING ANALYSIS & SUPPORT 61010 REGULAR PAY 312,500 324,200 61110 OVERTIME PAY 4,000 4,000 61510 HEALTH INSURANCE 37,500 37,500 61615 LIFE INSURANCE 500 500 61630 SHOE ALLOWANCE 500 62145 ENGINEERING SERVICES 200 62205 ADVERTISING 1,000 1,000 62210 PRINTING 100 100 62235 OFFICE EQUIPMENT MAINT 100 100 62271 COURT REPORTING SERVICES 6,000 6,000 62275 POSTAGE CHARGEBACKS 4,600 4,600 62295 TRAINING & TRAVEL 500 500 62305 RENTAL OF AUTO-FLEET SER 4,700 4,700 62320 TELEPHONE CHARGEBACKS 2,700 62335 DATA PROCESSING SERVIC 500 500 62360 MEMBERSHIP DUES 200 200 62380 COPY MACHINE CHARGES 4,500 4,500 62645 MICROFILMING 500 500 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 1,800 1,500 65105 PHOTO/DRAFTING SUPPLIE 200 200 68205 CONTINGENCIES 100 2110 ZONING ANALYSIS & SUPPORT 382,500 391,400 155 -- 156 of 636 -- City of Evanston Community Development Department 2115 – Housing Code Compliance Description of Major Activities This element provides systematic area inspections for non-owner occupied rental dwellings and annual inspections of rooming houses, to gain compliance with the codes enforced by the Property Standards Division which include the BOCA National Property Maintenance Code and Burglary Prevention Ordinance. As part of the inspection process, the interior of all non-owner occupied dwelling units and rooming houses are inspected, as well as the building's common areas, building exterior, building premises and accessory structures. Inspections consist of viewing all building surfaces and components, so that all items are in good repair, functioning as intended and code compliant. Subsequent to an inspection of the building, inspections staff produce a written list of code violations that the building owner must complete. The inspector monitors the progress on correction of the code violations until all are brought into compliance. When compliance on violations cannot be produced voluntarily, the inspector initiates legal action via the Administrative Hearings process or Cook County Circuit Court as needed. Property Standards responds to citizen complaints regarding the condition of any building, structure or premises, which includes building violations as well as violations for debris, weeds, garbage, graffiti, abandoned vehicles, over occupancy, lack of heat, electricity, gas or water, and ice/snow removal. Any violations that are not brought into compliance voluntarily are processed through Administrative Hearings or the court process. As part of the inspection process, staff refers property owners and tenants to the appropriate department or agency for any needed assistance including, Housing Rehabilitation, Emergency Assistance, Neighbors at Work, Commission on Aging, Health Department, and Human Relations. Property Standards enforces the Vacant Building Ordinance, an ordinance adopted to regulate the building conditions, as well as the amount of time a building may remain vacant or boarded-up, the Dangerous Building Ordinance, and provisions of the Zoning ordinance and City Code. The Division also conducts ongoing inspections of downtown alleys to gain compliance regarding the storage of garbage and refuse. FY 2005-2006 Objectives • To expand Downtown Alley/Dumpster Inspections beyond summer months, to a year round basis. • To update the Divisions standard operating procedures/policies in this fiscal year. • To continue promotion of the Property Standards & Graffiti Hotline at 847-448-8021. • To produce and distribute a guide to Property Standards services. • To develop an internal process to reduce the time that Property Standards violations remain in alleys. • To dedicate one "Area Inspector" to an area that includes NU off campus housing to result in annual inspections of housing as well as weekly survey of alleys. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Dwelling units inspected 2,421 3,000 3,000 Occupants affected by rooming house inspections 6,880 7,384 7,277 Complaints investigated 3,024 1,200 1,200 Dwelling units demolished 1 2 2 Re-inspections for compliance 3,085 4,000 4,000 Violations corrected 5,428 6,000 6,000 Vacant Building Determinations 15 Training/safety/staff meetings 24 Graffiti tags removed by Graffiti Technician 2,500 Approved Adjustments in 2005-2006 Budget 156 -- 157 of 636 -- CITY OF EVANSTON HOUSING CODE COMPLIANCE 2115 2004 - 2005 2005 2006 - Appropriation Approved 2115 HOUSING CODE COMPLIANCE 61010 REGULAR PAY 402,100 417,200 61055 TEMPORARY EMPLOYEES 1,500 1,500 61110 OVERTIME PAY 9,800 9,800 61510 HEALTH INSURANCE 61,300 61,300 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 800 62190 HOUSING REHAB SERVICES 15,500 15,500 62205 ADVERTISING 200 200 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 200 200 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62275 POSTAGE CHARGEBACKS 2,700 2,700 62295 TRAINING & TRAVEL 800 800 62305 RENTAL OF AUTO-FLEET SER 27,100 27,100 62320 TELEPHONE CHARGEBACKS 11,900 62345 COURT COST/LITIGATION 5,000 5,000 62365 RECEPTION/ENTERTAINMEN 300 62380 COPY MACHINE CHARGES 2,200 2,200 62645 MICROFILMING 700 2,000 64540 TELECOMMUNICATIONS - WIRELESS 2,500 65010 BOOKS, PUBLICATIONS, MAPS 200 600 65055 MATER. TO MAINT. IMP. 1,500 1,500 65070 OFFICE/OTHER EQT MTN MATL 200 200 65085 MINOR EQUIPMENT & TOOLS 800 800 65095 OFFICE SUPPLIES 1,400 1,400 65105 PHOTO/DRAFTING SUPPLIE 300 300 65620 OFFICE MACH. & EQUIP. 15,000 68205 CONTINGENCIES 700 2115 HOUSING CODE COMPLIANCE 563,900 556,700 157 -- 158 of 636 -- City of Evanston Community Development Department 2120 – Housing Rehabilitation Administration Description of Major Activities This element provides low interest loans for housing rehabilitation targeted to low and moderate income households through a variety of programs. Under CDBG Programs, loans are processed for both single-family and multi-family properties. Staff assists applicants in completing applications, then processes verifications, determines eligibility, processes mortgage documents, conducts building inspections, prepares work specifications and cost estimates, assists in securing contractors, processes contracts, monitors work, processes contractor payouts and services loan portfolios. The Division also administers the Self-Help Exterior Paint Program, Emergency Rehab Program, Garage Demolition Program and the Diseased Tree Removal Program. The Division works closely with the Commission on Aging, Health Department, and Evanston Neighbors at Work, in providing services, and also provides technical assistance to homeowners regarding tax, title, credit and other eligibility issues. The Division is also responsible for the administration of the Evanston Housing Corporation First Time Homebuyer Program and handles all verification, processing, and servicing of loans. Housing Rehabilitation programs also assist low/moderate income households with basic building improvements including repair or replacement of building systems or components such as roofing, heating, electrical, plumbing, walls, floors, doors, and windows. The Housing Rehabilitation Division addresses and incorporates HUD Lead Based Paint Regulations, within the scope of work on Housing Rehab projects and works closely with the Health Department in utilizing Cook County Lead Based Paint Grants within Housing Rehab projects. These programs allow for low and moderate income households to have needed repairs completed without the cost of interest or fees. Housing Rehabilitation serves many Senior Citizens within the scope of its programs. These services assist many seniors in remaining in their homes in situations where safe and decent conditions may be difficult to maintain without assistance. FY 2005-2006 Objectives • To fund the purchase of 10 homes through the Evanston Housing Corporation. • To update and revise all Housing Rehab brochures and advertising. • To continue and expand working relationships with City Departments and outside agencies to promote Rehab services. • To increase the number of training sessions for Division staff to 24. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Single Family Rehab Units Completed 12 12 12 Multi-Family Rehab Units Completed 12 12 12 Dangerous/Damaged Trees Removed 3 3 3 Garage Demolitions 4 4 4 Self-Help Exterior Paint Program Cases 20 Condominium Rehab Units Completed 4 Approved Adjustments in 2005-2006 Budget 158 -- 159 of 636 -- CITY OF EVANSTON HOUSING REHABILITATION 2120 2004 - 2005 2005 2006 - Appropriation Approved 2120 HOUSING REHABILITATION 61010 REGULAR PAY 183,100 190,000 61055 TEMPORARY EMPLOYEES 500 500 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 300 300 61630 SHOE ALLOWANCE 300 62205 ADVERTISING 200 200 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 700 700 62275 POSTAGE CHARGEBACKS 900 900 62295 TRAINING & TRAVEL 300 300 62305 RENTAL OF AUTO-FLEET SER 5,700 5,700 62320 TELEPHONE CHARGEBACKS 3,500 62360 MEMBERSHIP DUES 200 600 62380 COPY MACHINE CHARGES 3,500 3,500 62645 MICROFILMING 700 1,000 64540 TELECOMMUNICATIONS - WIRELESS 1,000 65010 BOOKS, PUBLICATIONS, MAPS 200 400 65095 OFFICE SUPPLIES 600 600 65105 PHOTO/DRAFTING SUPPLIE 300 300 68205 CONTINGENCIES 700 2120 HOUSING REHABILITATION 224,400 229,300 159 -- 160 of 636 -- City of Evanston Community Development Department 2125 – Building Code Compliance Description of Major Activities The Building Division seeks to protect the health, safety, welfare and property values of City residents. Major responsibilities are mandated by the adopted Building Codes. A comprehensive plan review, permit process, inspection procedure, and issuing of occupancy certificates are carried out by the Building Division. This ensures adherence to the codes in all residential, commercial and industrial construction. In an effort to achieve the goals of code conformance, the Building Division also issues tests for General Contractors and Mechanical Contractors to be licensed with the City of Evanston. The Building Division monitors the Elevator Inspection program, and issues elevator certificates annually to all qualifying elevators. Additionally, the Annual Sign License fee program is managed by Building Division personnel. FY 2005-2006 Objectives • To train inspectors and plan reviewers in the 2003 International Energy Code, adopted by the State of Illinois for all commercial projects, and effective summer, 2005. • Develop a strategy for purchasing and implementing new permit tracking software, which will be compatible with the Oracle Database upgrades. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Building Permits issued within 10 days 60% 50% 60% Percent of requested building inspections completed within 24 hours. 70% 60% 70% Percent of business license inspections completed within 5 working days. 80% 80% 80% Average inspections per inspector per day 8 8 8 Approved Adjustments in 2005-2006 Budget 160 -- 161 of 636 -- CITY OF EVANSTON BUILDING CODE COMPLIANCE 2125 2004 - 2005 2005 2006 - Appropriation Approved 2125 BUILDING CODE COMPLIANCE 61010 REGULAR PAY 744,000 771,900 61110 OVERTIME PAY 5,000 5,000 61510 HEALTH INSURANCE 97,400 97,400 61615 LIFE INSURANCE 1,200 1,200 61625 AUTO ALLOWANCE 2,000 2,000 61630 SHOE ALLOWANCE 1,300 62145 ENGINEERING SERVICES 40,700 50,000 62150 CONSTRUCTION ENGINEERING SERVI 10,000 62210 PRINTING 1,000 1,000 62235 OFFICE EQUIPMENT MAINT 300 300 62275 POSTAGE CHARGEBACKS 1,600 1,600 62295 TRAINING & TRAVEL 1,400 1,400 62305 RENTAL OF AUTO-FLEET SER 44,800 44,800 62320 TELEPHONE CHARGEBACKS 12,300 62360 MEMBERSHIP DUES 700 700 62380 COPY MACHINE CHARGES 2,400 2,400 62425 ELEVATOR CONTRACT COSTS 50,000 50,000 62464 PLUMB,ELECT,PLAN REVIEW SERVI. 10,000 10,000 62645 MICROFILMING 4,100 6,000 64540 TELECOMMUNICATIONS - WIRELESS 4,800 65010 BOOKS, PUBLICATIONS, MAPS 1,500 1,200 65085 MINOR EQUIPMENT & TOOLS 200 200 65095 OFFICE SUPPLIES 1,800 2,000 65105 PHOTO/DRAFTING SUPPLIE 100 100 2125 BUILDING CODE COMPLIANCE 1,022,500 1,065,300 161 -- 162 of 636 -- City of Evanston Police Police Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Police Administration Full-time Regular Chief of Police 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police System Administrator 1.00 Full-time Regular Administrative Secretary 1.00 Full-time Regular Fac Maint Worker/Custodian I 1.00 2205 Total 5.00 Patrol Operations Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander (3 @ 1 FTE ) 3.00 Full-time Regular Police Sergeant ( 11 @ 1 FTE ) 11.00 Full-time Regular Police Officer ( 76 @ 1 FTE ) 76.00 2210 Total 91.00 Criminal Investigation Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police Sergeant ( 2 @ 1 FTE ) 2.00 Full-time Regular Police Officer ( 14 @ 1 FTE ) 14.00 2215 Total 18.00 Victim/Witness Youth Outreach Full-time Regular Dir, Police Soc Svcs Bureau 1.00 Full-time Regular Victim Advocate ( Grang Funded ) 1.00 Full-time Regular Victim Advocate (2 @ 1 FTE ) 2.00 Full-time Regular Youth Advocate ( Grant Funded ) 1.00 Full-time Regular Youth Advocate ( 2 @ 1 FTE ) 2.00 2225 Total 7.00 Juvenile Bureau Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 9 @ 1 FTE ) 9.00 2230 Total 10.00 Expenditures as a % of 2006 General Fund Budget 21.88% Three Year Fiscal History $17,658,300 $18,095,400 $16,867,551 $10,000,000 $11,000,000 $12,000,000 $13,000,000 $14,000,000 $15,000,000 $16,000,000 $17,000,000 $18,000,000 $19,000,000 $20,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 162 -- 163 of 636 -- City of Evanston Police Employee Status Description Job Type Description Position FTE School Liason Full-time Regular Police Officer ( 3 @ 1 FTE ) 3.00 2235 Total 3.00 Police Records Full-time Regular Dir, Police Records Bureau 1.00 Full-time Regular Court Liaison 1.00 Full-time Regular Property Officer 1.00 Full-time Regular Review Officer 1.00 Full-time Regular Records Input Operator ( 7 @ 1 FTE ) 7.00 Full-time Regular Clerk III 1.00 Part-time Regular Property Room Aide 0.50 2240 Total 12.50 Communications Full-time Regular Telecommunicator ( 14 @ 1 FTE ) 14.00 2245 Total 14.00 Service Desk Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police Officer ( 2 @ 1 FTE) 2.00 Full-time Regular Service Desk Officer ( 11 @ 1 FTE ) 11.00 2250 Total 15.00 Office of Professional Standards Full-time Regular Police Commander 1.00 Full-time Regular Police Sergeant 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 2255 Total 3.00 Office of Administration Full-time Regular Police Admin Assistant 1.00 Full-time Regular Administrative Specialist 1.00 Full-time Regular Police Planner 1.00 2260 Total 3.00 Neighborhood Enforcement (N.E.T.) Full-time Regular Deputy Chief 1.00 Full-time Regular Police Commander 1.00 Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 10 @ 1 FTE ) 10.00 2265 Total 13.00 Traffic Bureau Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00 Full-time Regular Towing Coordinator 1.00 2270 Total 8.00 Community Strategic Bureau Full-time Regular Crime Prevention Specialist 1.00 Part-time Regular Crime Analyst 0.75 Part-time Regular Senior Crime Prev Specialist ( Grang Funded ) 0.75 2275 Total 2.50 163 -- 164 of 636 -- City of Evanston Police Employee Status Description Job Type Description Position FTE Animal Control Full-time Regular Chief Animal Warden 1.00 Full-time Regular Animal Control Warden 1.00 Part-time Regular Animal Control Warden 0.50 2280 Total 2.50 Problem Solving Team Full-time Regular Police Sergeant 1.00 Full-time Regular Police Officer ( 6 @ 1 FTE ) 6.00 2285 Total 7.00 Grand Total 214.50 164 -- 165 of 636 -- City of Evanston Police Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2205 – Police Administration 844,050 1,125,500 456,580 1,165,500 2210 – Patrol Operations 7,396,160 7,473,000 8,177,560 7,613,600 2215 – Criminal Investigation 1,362,700 1,439,100 1,568,690 1,479,500 2225 – Vic/Wit Youth Outreach 403,260 388,400 383,420 395,900 2230 – Juvenile Bureau 769,870 817,200 924,190 840,900 2235 – School Liaison 261,390 320,100 277,010 329,300 2240 – Police Records 786,000 705,400 812,800 760,900 2245 – Communications 1,072,840 1,038,600 1,082,020 978,100 2250 – Service Desk 806,430 591,200 740,800 657,600 2255 – Office of Prof. Standards 253,440 251,800 284,150 259,300 2260 – Office of Administration 300,830 357,900 393,750 389,200 2265 – Neighborhood Enforcement 1,127,740 1,284,300 1,264,850 1,307,500 2270 – Traffic Bureau 721,450 802,200 837,240 824,800 2275 – Community Strategic Bur. 163,410 308,000 163,250 316,100 2280 – Animal Control 162,950 162,000 152,380 166,400 2285 – Problem Solving Team 391,350 593,600 561,430 610,800 Total Expenditures: $16,823,870 $ 17,658,300 $ 18,080,120 $ 18,095,400 Revenues: Alarm Panel Contract Fees 18,000 20,000 10,800 14,400 Alarm Panel Subscription Fees 151,500 100,000 33,900 100,000 Bicycle Fees 40 100 10 50 Cherry Family Foundation 2,000 2,000 2,000 2,000 False Alarm Fines (after 4 calls) 105,580 75,000 100,510 85,000 Highway Safety Project Grant 5,000 5,000 5,000 0 ICJIA (Community Service) 0 15,000 15,000 15,000 ICJIA (Victim Services) 0 60,000 60,000 60,000 Irving Stern Foundation 10,000 10,000 5,000 2,500 Law Enforcement Block Grant –cc 65,000 52,000 52,000 52,000 Law Enforcement Block Grant – f 0 105,000 90,320 44,400 Levy Foundation Grant 16,500 16,500 16,500 16,500 Police Report Fees 19,470 19,500 17,820 15,000 Police Training Grant 0 8,000 0 7,500 Skokie/Lincolnwood Animal Fees 510 1,000 320 1,000 Tobacco Compliance Grant 8,200 7,200 6,200 5,200 Violent Crimes Victim’s Grant 0 20,000 25,000 24,700 Total Revenues: $ 401,800 $ 516,300 $ 440,380 $ 445,250 Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $318,400. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. 165 -- 166 of 636 -- City of Evanston Police Department Performance Report on FY 2004-2005 Major Program Objectives FY2004-05 began with yet another period of declining crime rates. The crime index declined 18.8% for 2003 which represents one of the lowest rates since 1970. The Department completed several major enforcement projects including "Operation Top Drawer" which concluded in FY2004-05 and was collaboration between the Evanston Police Department and the Drug Enforcement Agency. This five year undercover initiative targeted the upper echelon of the Gangster Disciples street gang, netting arrests of over eleven key gang leaders. In addition, the Department worked with the Chicago Police Department on a sequel "Operation Border Patrol" which targeted the Black P Stone street gang. The Department concluded an operation with the Cook County Sheriff's Police targeting street level drug dealers. A Parole Compliance check was conducted with the Illinois Department of Correction. The Department developed and implemented several plans to address particular issues. The Summer Plan provided additional resources for the peak warm weather months. Both a Fall and Spring initiative were implemented to address issues related to off-campus students. During the fiscal year, the Department addressed a number of new legislative mandates. Plans were put into operation for the collection of traffic stop data. Video equipment was installed in the Detective Bureau interview rooms in order to comply with the new law to video record homicide confessions. The Department also participated in a study to pilot test the sequential line up protocol. Several new ordinances were introduced covering overweight trucks, scooters and curfew. The Department also participated in a number of professional development initiatives. The Chaplains hosted the Midwest Conference of the International Association of Police Chaplains. This successful two day conference was attended by over 100 Chaplains form departments throughout the Midwest. The Department also participated in the International Association of Police Planners Conference in Chicago. AT the international level, the Department hosted visitors from Cyprus and Trinidad. Preparedness efforts continued, with all sworn supervisors receiving training in the incident command concept. A full day mock disaster was held in conjunction with Evanston Township High School. Representatives from various departments and agencies met to discuss security measures for the CTA and Metra. Two classes of the Citizen Emergency Response Team were graduated giving us a core of twenty-five (25) civilian volunteers to assist in emergencies. Our partnership initiatives also continued in FY2004-05. Our Bike Helmet Program gave free bicycle helmets to young violators. The Citizen police Academy graduated two more classes. The Kiwanis Club of Evanston joined as the new sponsor of the Community Picnic. National Night Out was celebrated at five venues throughout the City. Besides conducting tobacco sting operations, the Department participated in Operation Straight ID to target underage drinking. A number of liquor establishments were trained through our BASSET Program. In reference to our automation plan, the arrest reports process was computerized. A grant for $100,000 was awarded to the Department by the federal government to assist in our automation efforts to upgrade computers, software and video cameras. In addition, our website was reviewed and updated. The Department has embarked on a fitness program to encompass all levels of sworn staff. The annual fitness test showed a continued increase in the fitness level of the department. Fitness incentives were built into the Sergeant's contract and command staff promotional process includes a fitness segment. The Department was one of only twelve (12) agencies, out of more than 1,000 departments, in the State of Illinois to be recognized for its community policing efforts by the Illinois Association of Chiefs of Police in FY2004- 05. The award specifically highlighted the Department's partnership style of policing. Finally, the Department continued to work toward increasing grant funding for policing efforts in the City. 166 -- 167 of 636 -- City of Evanston Police Department Current Grant Funding: • Local Law Enforcement Block Grant funding will continue to fund the summer plan • The Cops on Trains program is funded by the Chicago Transit Authority • Judicial Advisory Council of Cook County funds our Youth Outreach Initiative • Illinois Criminal Justice Information Authority gives the Department funding in both the Victim and Youth Services Bureaus • State of Illinois funds our efforts against Victims of Violent Crimes • Department of Justice awarded us funding for technology advancement (mentioned above) • Levy Foundation assists us with funding for the Prevention of Crime Against Senior Citizens • Stern Foundation funds the School Liaison Officers' programs with students • Tobacco Compliance initiative funding the Juvenile Bureau's enforcement of sanctions against illegal sale of tobacco products to minors 2005-2006 Department Initiatives 1. The Department's participation in the sequential line-up field study formed by the State of Illinois will be evaluated and reviewed for effectiveness and efficiency of the procedures that were initiated. 2. Conduct a preliminary assessment of the traffic stop data collection program for internal ad external procedural effectiveness. 3. Installation of a fixed recording site for electronic recording of custodial interrogations of persons accused in homicide investigations per Public Act 93-0206 (HB223) and develop a standard operating procedure for the process. 4. Utilize the information received from membership within ILEAS for the purposes of attaining grant awards for law enforcement based programs supplementing our current fiscal requirements. 5. Conversion of the current Dictaphone "Call Check" digital message repeater system from rack console (hardware) to a software application. 167 -- 168 of 636 -- City of Evanston Police Department 2205 – Police Administration Description of Major Activities The Office of the Chief of Police manages Department resources to produce an efficient and effective police organization that provides a high level of service to the community. The responsibilities of the Chief of Police include supervising and deploying personnel and resources, developing and implementing the Department's goals and objectives, and monitoring performance of bureaus and divisions. The Chief also focuses on developing the organization, responding to community needs and assessments, improving Department productivity and operational techniques, long range planning, formulating policies and procedures and attending public meetings. FY 2005-2006 Objectives • To prepare the Department for Reaccredidation from CALEA and conduct a successful on-site by June 2005. • To monitor and evaluate the Department's participation in the sequential line-up field study by January 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Part I crimes 4,400 4,400 4400 Part II crimes 7,450 7,500 7500 Total calls for service 60,000 60000 60000 Average in-progress response time 3 3 3 Approved Adjustments in 2005-2006 Budget 168 -- 169 of 636 -- CITY OF EVANSTON POLICE ADMINISTRATION 2205 2004 - 2005 2005 2006 - Appropriation Approved 2205 POLICE ADMINISTRATION 61010 REGULAR PAY 334,000 356,900 61062 SPECIAL EVENT SALARIES 300,000 300,000 61110 OVERTIME PAY 1,000 2,000 61415 TERMINATION PAYOUTS 300,000 300,000 61510 HEALTH INSURANCE 39,000 39,000 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 100 62210 PRINTING 10,000 62225 BLDG MAINTENANCE SERVICES 50,000 55,000 62245 OTHER EQMT MAINTENANCE 500 500 62270 MEDICAL/HOSPITAL SERVICES 1,500 1,500 62275 POSTAGE CHARGEBACKS 1,600 1,600 62305 RENTAL OF AUTO-FLEET SER 16,900 16,900 62360 MEMBERSHIP DUES 6,000 8,000 62375 RENTALS 40,100 40,100 64005 ELECTRICITY 10,000 10,000 64015 NATURAL GAS 11,500 11,500 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65040 JANITORIAL SUPPLIES 3,000 4,000 65625 FURNITURES & FIXTURES 500 7,500 68205 CONTINGENCIES 9,000 2205 POLICE ADMINISTRATION 1,125,500 1,165,500 169 -- 170 of 636 -- City of Evanston Police Department 2210 – Patrol Operations Description of Major Activities The Division of Patrol Operations responds to calls for police service twenty-four hours a day, seven days a week. Uniformed police officers continuously patrol on foot and in vehicles to deter crime, as well as, to detect, apprehend and process persons involved in criminal activity. The division members engage in problem solving initiative and partnership efforts with the community, provide assistance to citizens such as directions, transportation to the hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles. FY 2005-2006 Objectives • To conduct a preliminary assessment and report of the traffic stop data collection efforts by June 2005. • To train and equip the patrol shifts with TAZERS by February 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Community/Officer interface 150 160 175 Responses to service calls (written) 25,000 25000 25000 Responses to service calls (coded incidents) 25,000 25000 25000 Assists (other than responding to calls) 28,000 30000 30000 Arrests (felony & misdemeanor) 3,200 3300 3,350 D.U.I. arrests 75 90 100 Ticket & Citation Production -Parking 7,500 8,000 8,200 Approved Adjustments in 2005-2006 Budget 170 -- 171 of 636 -- CITY OF EVANSTON PATROL OPERATIONS 2210 2004 - 2005 2005 2006 - Appropriation Approved 2210 PATROL OPERATIONS 61010 REGULAR PAY 5,758,400 5,930,000 61110 OVERTIME PAY 226,100 226,100 61510 HEALTH INSURANCE 898,000 898,000 61615 LIFE INSURANCE 8,500 8,500 62305 RENTAL OF AUTO-FLEET SER 427,000 427,000 65015 CHEMICALS 800 1,000 65020 CLOTHING 78,200 105,000 65105 PHOTO/DRAFTING SUPPLIE 4,500 6,500 65550 AUTOMOTIVE EQUIPMENT 60,000 65620 OFFICE MACH. & EQUIP. 3,000 3,000 65625 FURNITURES & FIXTURES 8,500 8,500 2210 PATROL OPERATIONS 7,473,000 7,613,600 171 -- 172 of 636 -- City of Evanston Police Department 2215 – Criminal Investigation Description of Major Activities As part of the Criminal Investigation Division, Detectives conduct follow-up investigations of homicide, sex offenses, robbery, burglary, kidnapping, aggravated assault, auto theft, fraud, theft and all other crimes not specifically assigned to other investigative bureaus. This element also conducts background investigations for the Liquor License Control Commission and other licensing bodies. The Bureau also conducts proactive liquor license inspections and investigations. FY 2005-2006 Objectives • To comply with Public Act 93-0206 (HB 223) requiring electronic recording of custodial interrogations of persons accused in homicide investigations. This initiative will involve the installation of a fixed recording site within the confines of the detective bureau and to develop a standard operating procedure. Installation to be completed by July 2005. • To improve the investigative techniques and clearance rates for Robberies by September 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Cases assigned to criminal 3,600 3500 3600 Percentage of assigned cases cleared 44 52 54 Percentage of assigned burglaries cleared 12 25 20 Task Force Operations 5 2 4 Liquor inspections 30 40 60 Approved Adjustments in 2005-2006 Budget 172 -- 173 of 636 -- CITY OF EVANSTON CRIMINAL INVESTIGATION 2215 2004 - 2005 2005 2006 - Appropriation Approved 2215 CRIMINAL INVESTIGATION 61010 REGULAR PAY 1,133,900 1,173,600 61110 OVERTIME PAY 60,400 60,400 61510 HEALTH INSURANCE 169,000 169,000 61615 LIFE INSURANCE 1,900 1,900 62305 RENTAL OF AUTO-FLEET SER 55,100 55,100 62360 MEMBERSHIP DUES 5,000 5,000 62370 EXPENSE ALLOWANCE 2,500 2,500 65020 CLOTHING 9,800 10,500 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 2215 CRIMINAL INVESTIGATION 1,439,100 1,479,500 173 -- 174 of 636 -- City of Evanston Police Department 2225 – Social Services Bureau Description of Major Activities The Police Social Services Bureau is comprised of two distinct entities (Victim Services and Youth Outreach) which work with community groups, schools and individuals to assist the residents of Evanston in maintaining a high quality of life. The Victim Services Bureau provides social services to crime victims and witnesses. The Bureau primarily assists sexual assault, child abuse and domestic violence victims and other personal crime victims. Assistance is offered to property crime victims when needed. The Bureau also assists those who come in contact with the police for "non- crime" related situations yet are in need of service. Service provided include crisis intervention, counseling, court advocacy, referrals and emergency monetary assistance. The Youth Service Bureau provides Evanston youth, ages 8-17 and their families a broad range of social services including individual, family and group counseling, case management, outreach, information, and referral. Services are designed to improve the levels of functioning in areas of family relations and interpersonal relations, with an emphasis on early detection and prevention. FY 2005-2006 Objectives Victim Services: • To re-organize all computer-based program files by December 2005. • To develop a program guide for providing assistance for immigrant domestic violence victims by December 2005. Youth Services: • To revise the Community Service Client participation survey by December 2005. • To implement a youth community based prevention/socialization group by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Sexual crime victims assisted - adult 16 19 10 - juvenile 14 16 12 Domestic related cases - crime related 580 600 550 - non-crime related 240 250 250 Other crime related cases - personal 600 625 550 - property 130 150 175 Other non-crime related cases 510 540 500 At-risk youth refferals received 112 125 125 Approved Adjustments in 2005-2006 Budget 174 -- 175 of 636 -- CITY OF EVANSTON SOCIAL SERVICES BUREAU 2225 2004 - 2005 2005 2006 - Appropriation Approved 2225 SOCIAL SERVICES BUREAU 61010 REGULAR PAY 304,700 316,200 61110 OVERTIME PAY 16,000 16,000 61510 HEALTH INSURANCE 45,100 45,100 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 2,200 2,200 62305 RENTAL OF AUTO-FLEET SER 11,000 11,000 62360 MEMBERSHIP DUES 100 100 62370 EXPENSE ALLOWANCE 300 300 62375 RENTALS 4,500 4,500 68205 CONTINGENCIES 4,000 2225 SOCIAL SERVICES BUREAU 388,400 395,900 175 -- 176 of 636 -- City of Evanston Police Department 2230 – Juvenile Bureau Description of Major Activities As part of the Investigative Services Division, the Juvenile Bureau investigates incidents involving a juvenile as an offender and/or victim. Youth Officers investigate cases regarding dependent children, abused children, neglected children, and minors, requiring authoritative intervention or delinquent minors. Also, Youth Officers provide support and information to juveniles and their families who are victims. Bureau personnel regularly patrol areas frequented by juveniles in an attempt to prevent victimization or misconduct. FY 2005-2006 Objectives • To review the Bureau SOP for possible updates and changes by December 2005. • To conduct roll call training to field operations on juvenile processing procedures by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Total number of cases assigned 2,600 2750 2800 Percentage of assigned cases cleared 75 80 80 Child abuse investigations 165 115 185 Minors requiring authoritative intervention 480 520 600 Outreach referrals 160 170 165 Youth arrested for cuiminal offenses 740 750 760 Juvenile court referrals 255 240 230 Approved Adjustments in 2005-2006 Budget 176 -- 177 of 636 -- CITY OF EVANSTON JUVENILE BUREAU 2230 2004 - 2005 2005 2006 - Appropriation Approved 2230 JUVENILE BUREAU 61010 REGULAR PAY 660,500 683,700 61062 SPECIAL EVENT SALARIES 7,900 7,900 61110 OVERTIME PAY 4,500 4,500 61510 HEALTH INSURANCE 102,200 102,200 61615 LIFE INSURANCE 900 900 62305 RENTAL OF AUTO-FLEET SER 34,900 34,900 65020 CLOTHING 6,300 6,800 2230 JUVENILE BUREAU 817,200 840,900 177 -- 178 of 636 -- City of Evanston Police Department 2235 – School/Community Liaison Bureau Description of Major Activities The officers' responsibilities include student counseling sessions, attendance at after school events, issuance of trespass warnings at schools, resource for the neighborhood surrounding the school, investigation of incidents occurring within the school and escorts on extra curricular school events (field trips, dances, sporting activities). FY 2005-2006 Objectives • To better coordinate the monitoring of at-risk youth by establishing monthly meetings between the School Liason Officers, Youth Outreach, Juvenile Officers and Youth Services Advocates by March 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Semesters of instruction 2 2 2 Sixth grade successfully completing DARE 855 1140 1150 Counseling of students 125 155 165 Approved Adjustments in 2005-2006 Budget 178 -- 179 of 636 -- CITY OF EVANSTON SCHOOL LIAISON 2235 2004 - 2005 2005 2006 - Appropriation Approved 2235 SCHOOL LIAISON 61010 REGULAR PAY 256,000 265,000 61510 HEALTH INSURANCE 41,500 41,500 61615 LIFE INSURANCE 400 400 62305 RENTAL OF AUTO-FLEET SER 18,400 18,400 65020 CLOTHING 2,800 3,000 65125 OTHER COMMODITIES 1,000 1,000 2235 SCHOOL LIAISON 320,100 329,300 179 -- 180 of 636 -- City of Evanston Police Department 2240 – Records Bureau Description of Major Activities The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving and disseminating information (e.g., crime incidents, descriptions of wanted persons, accident reports, special bulletins, police reports, criminal histories) throughout the Department, as well as, other agencies and the public. It also provides fingerprinting services. The Property Officer assigned to the Records Bureau is responsible for the safekeeping of all found, confiscated and recovered property. In addition, the bureau issues Department forms and copies materials. FY 2005-2006 Objectives • To review the Department Standard Operating Procedures for the Records Bureau for possible updates and changes by February 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Cases handled By Property Officer 2,650 2600 2500 Fingerprints processed by ID Technicial 425 450 425 Liquor licenses issued 160 175 140 Report copies provided 2,800 3000 3000 Records computerized 51,500 51,000 51,000 Approved Adjustments in 2005-2006 Budget 180 -- 181 of 636 -- CITY OF EVANSTON POLICE RECORDS 2240 2004 - 2005 2005 2006 - Appropriation Approved 2240 POLICE RECORDS 61010 REGULAR PAY 482,400 529,600 61050 PERMANENT PART-TIME 31,500 32,700 61510 HEALTH INSURANCE 88,600 97,600 61615 LIFE INSURANCE 600 700 61625 AUTO ALLOWANCE 600 600 62275 POSTAGE CHARGEBACKS 8,400 8,400 62305 RENTAL OF AUTO-FLEET SER 7,800 7,800 62335 DATA PROCESSING SERVIC 40,000 40,000 62645 MICROFILMING 4,500 4,500 65095 OFFICE SUPPLIES 30,000 30,000 65105 PHOTO/DRAFTING SUPPLIE 4,000 2,000 65625 FURNITURES & FIXTURES 7,000 7,000 2240 POLICE RECORDS 705,400 760,900 181 -- 182 of 636 -- City of Evanston Police Department 2245 – Communications Bureau Description of Major Activities The Communications Bureau is a centralized Police operation for sending and receiving information between citizens, members of the Department and other departments of the City, State, and Nation through the use of radio, telephone, and computer. Personnel assigned to this Bureau handle all emergency and non-emergency calls for the Police and Fire departments. Communication operators are responsible for dispatching Police and Fire units and personnel, including ambulances, to calls for assistance and then monitoring their availability for service. Personnel also monitor residences and businesses that are connected to the Police and Fire alarm board. FY 2005-2006 Objectives • To fill the approved temporary telecommunicator vacancy approved by the ETSB (emergency telephone system board) and facilitate its transition to a permanent position by February 2006. • Convert the current Dictaphone "Call Check" digital message repeater system from rack console (hardware) to a software application by February 2006. • To evaluate the twelve (12) hour shift schedule by June 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected 911 calls received (includes wireless 911) 63,500 65000 65000 Entries in LEADS system 4,050 4100 4100 Alarms handled (includes fire alarms) 6,850 6,750 6,750 Approved Adjustments in 2005-2006 Budget 182 -- 183 of 636 -- CITY OF EVANSTON COMMUNICATIONS 2245 2004 - 2005 2005 2006 - Appropriation Approved 2245 COMMUNICATIONS 61010 REGULAR PAY 774,600 801,800 61110 OVERTIME PAY 11,600 11,600 61510 HEALTH INSURANCE 147,100 147,100 61615 LIFE INSURANCE 1,100 1,100 62320 TELEPHONE CHARGEBACKS 89,000 62340 COMPTER LICENSE & SUPP 7,500 7,500 65020 CLOTHING 7,700 9,000 2245 COMMUNICATIONS 1,038,600 978,100 183 -- 184 of 636 -- City of Evanston Police Department 2250 – Service Desk Bureau Description of Major Activities The Service Desk Officers handle walk-in and telephone non-emergency complaints, requests for information and calls for service. Besides providing support services (e.g. supplies, forms, computer information, emergency and non-emergency telephone numbers, referral information, warrant status information, etc.) to field units, the Bureau is responsible for the processing, detention, feeding, monitoring, bonding and transportation of prisoners. The Officers administer the City's Alarm Ordinance and act as deputy clerks for the Circuit Court for bonding purposes. FY 2005-2006 Objectives • To complete the recruitment/training of the Civilian Desk Officers to the complement of 12 staff members by June 2005. • To train the Civilian Desk Officers self defense strategies and techniques in order to properly and safely handle prisoners. • To conduct an annual one day in-service training program for Civilian Desk Officers by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Prisoners processed 1,750 1,800 1,850 Custodial prisoners 2,275 2,250 2,300 Bail Bonds processed 2,750 2,600 2,800 Reports taken by officers 5,100 5,300 5,400 Alarm subscriptions billed 3,650 3,700 3,800 False alarm fines billed 1,025 1,100 1,200 Control Station alarms handled 4,850 4,750 4,800 Approved Adjustments in 2005-2006 Budget 184 -- 185 of 636 -- CITY OF EVANSTON SERVICE DESK 2250 2004 - 2005 2005 2006 - Appropriation Approved 2250 SERVICE DESK 61010 REGULAR PAY 480,100 535,200 61110 OVERTIME PAY 12,200 12,200 61510 HEALTH INSURANCE 83,900 92,900 61615 LIFE INSURANCE 800 900 62425 ELEVATOR CONTRACT COSTS 2,400 2,400 65020 CLOTHING 5,000 7,200 65025 FOOD 3,300 3,300 65125 OTHER COMMODITIES 1,500 1,500 65620 OFFICE MACH. & EQUIP. 2,000 2,000 2250 SERVICE DESK 591,200 657,600 185 -- 186 of 636 -- City of Evanston Police Department 2255 – Office of Professional Standards Description of Major Activities The Office of Professional Standards (OPS) provides two separate functions: inspections and internal investigations. The inspection component evaluates the quality of the Department operations, ensuring that the agency's goals are being pursued and that control is maintained throughout the Department. This component also performs audits of personnel sick time usage in order to identify potential abusers, audits the records of the various cash funds kept in the Department, audits use of the Department's main telephone line, and performs other audits and studies as directed by the Chief of Police. The internal investigations component investigates allegations of misconduct made against the Department or its employees by citizens or other employees of the Department/City. FY 2005-2006 Objectives • To improve field inspections by conducting three (3) unannounced inspections of operational activities by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Staff inspections 25 25 25 Citizen complaints 15 15 15 Pre-employment background investigations 275 280 300 Weapons use reports 22 20 20 Internally generated administrative reviews 70 65 65 Department inquiries 62 60 60 Resisting arrest/use of force investigatioons 35 37 35 Approved Adjustments in 2005-2006 Budget 186 -- 187 of 636 -- CITY OF EVANSTON OFFICE-PROFESSIONAL STANDARDS 2255 2004 - 2005 2005 2006 - Appropriation Approved 2255 OFFICE-PROFESSIONAL STANDARDS 61010 REGULAR PAY 199,200 206,700 61055 TEMPORARY EMPLOYEES 5,000 5,000 61110 OVERTIME PAY 10,000 10,000 61510 HEALTH INSURANCE 25,300 25,300 61615 LIFE INSURANCE 300 300 62305 RENTAL OF AUTO-FLEET SER 8,000 8,000 65620 OFFICE MACH. & EQUIP. 4,000 4,000 2255 OFFICE-PROFESSIONAL STANDARDS 251,800 259,300 187 -- 188 of 636 -- City of Evanston Police Department 2260 – Office of Administration Description of Major Activities Responsibilities of this division include coordination of all Personnel and Training functions related to Police Department staff; planning and research operations; and all fiscal activities, including budget, payroll, accounts payable, grant reporting, and internal record keeping for personnel. Training responsibilities include conducting basic and advanced programs for employees, provided by in-house as well as external sources. Planning and research is responsible for analysis of crime statistics, maintaining the written directive system, completion of the annual report, and accreditation compliance. FY 2005-2006 Objectives • To ensure the safety of the members in the event of a disaster, train and equip each member with a respiratory safety mask by December 2005. • To better prepare all recruits by reviewing and updating our recruit training tapes by June 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected External schools and seminars provided 248 252 260 Bulletins and orders issued 213 210 215 In-service schools attendees 210 185 190 Invoices, purchase requisitions 1,610 1,540 1,580 Approved Adjustments in 2005-2006 Budget 188 -- 189 of 636 -- CITY OF EVANSTON OFFICE OF ADMINISTRATION 2260 2004 - 2005 2005 2006 - Appropriation Approved 2260 OFFICE OF ADMINISTRATION 61010 REGULAR PAY 247,300 256,600 61510 HEALTH INSURANCE 30,000 30,000 61615 LIFE INSURANCE 400 400 62295 TRAINING & TRAVEL 70,000 75,000 62305 RENTAL OF AUTO-FLEET SER 17,000 62360 MEMBERSHIP DUES 200 200 65015 CHEMICALS 10,000 10,000 2260 OFFICE OF ADMINISTRATION 357,900 389,200 189 -- 190 of 636 -- City of Evanston Police Department 2265 – Neighborhood Enforcement Team Description of Major Activities The Neighborhood Enforcement Team (NET) is a part of Strategic Services. NET provides support services to Patrol Operations including tactical, gang and narcotic operations. NET conducts criminal investigations of the sale, distribution and use of illegal narcotics and other dangerous drugs. Responsibilities also include diffusing and controlling gang related activities by investigating and monitoring gang activities, crimes, and membership and by providing intelligence to the Department. Personnel also act as a back-up to the patrol units and engage in many problem solving projects. NET works with other local, state, and federal agencies to reduce crime and improve the quality of life of Evanston residents. FY 2005-2006 Objectives • To continue to update the Department's computerized gang identification directory with the proper additions, deletions and changes. Add a field containing gang members’ street names and aliases making this information available to all sworn officers by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Narcotic arrests 135 135 140 Search warrants 25 28 25 Problem oriented narcotic tip sheets 50 50 45 Adult gang members arrests 220 220 220 Juvenile gang member arrests 80 80 70 Felony arrests 100 100 105 Misdemeanor arrests 285 285 285 Criminal warrant service 115 115 100 Approved Adjustments in 2005-2006 Budget 190 -- 191 of 636 -- CITY OF EVANSTON NEIGHBORHOOD ENFORCEMENT TEAM 2265 2004 - 2005 2005 2006 - Appropriation Approved 2265 NEIGHBORHOOD ENFORCEMENT TEAM 61010 REGULAR PAY 989,400 1,024,000 61110 OVERTIME PAY 32,900 32,900 61510 HEALTH INSURANCE 149,700 149,700 61615 LIFE INSURANCE 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 88,400 88,400 62320 TELEPHONE CHARGEBACKS 12,000 62370 EXPENSE ALLOWANCE 2,000 2,000 65020 CLOTHING 8,400 9,000 2265 NEIGHBORHOOD ENFORCEMENT TEAM 1,284,300 1,307,500 191 -- 192 of 636 -- City of Evanston Police Department 2270 – Traffic Bureau Description of Major Activities As part of the Division of Strategic Services, the Traffic Bureau enforces traffic laws and ordinances and regulates the flow of vehicular and pedestrian traffic. This Bureau manages and performs the follow-up investigation of most hit and run accidents and administers the tow ordinance. This Bureau also handles the towing of abandoned and junk vehicles. FY 2005-2006 Objectives • Implement training classes, demonstrations and traffic speed reduction activities, in conjunction with the State of Illinois traffic Safety Challenge program, to be completed by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Moving violations 4,800 4800 4850 Non-moving violations issued 3,150 3150 3200 Abandoned automobiles investigated 2,100 2100 2000 Hit and run follow-up investigations 550 550 550 Vehicles towed 4,500 4,500 4,600 Approved Adjustments in 2005-2006 Budget 192 -- 193 of 636 -- CITY OF EVANSTON TRAFFIC BUREAU 2270 2004 - 2005 2005 2006 - Appropriation Approved 2270 TRAFFIC BUREAU 61010 REGULAR PAY 616,800 638,400 61110 OVERTIME PAY 7,200 7,200 61510 HEALTH INSURANCE 90,400 90,400 61615 LIFE INSURANCE 900 900 62305 RENTAL OF AUTO-FLEET SER 81,300 81,300 65020 CLOTHING 5,600 6,600 2270 TRAFFIC BUREAU 802,200 824,800 193 -- 194 of 636 -- City of Evanston Police Department 2275 – Community Strategies Bureau Description of Major Activities The Bureau is responsible for developing a better partnership between the police and the community for the purpose of reducing crime. The activities of the bureau include crime prevention seminars, home security surveys, Operation Identification, neighborhood watch, Site Plan and Appearance Review Committee, senior citizen programs, and the Citizen/Police Academy and Clergy Team liaison. The Crime Analysis element publishes the daily bulletin, weekly crime analysis reports, and monthly crime statistics by beat. Involvement in special events includes 4th of July festivities, Evanston CommUnity Picnic, and the Holiday Food Basket program. FY 2005-2006 Objectives • To study the feasibility of combining the Community Picnic with the District 65 "Back to School" Picnic by June 2005. • To maintain the level of preparedness for our CERT program by conducting two training/field activities for the team by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Home security surveys 350 350 300 Commercial surveys 10 10 9 Speaker's Bureau engagements 50 50 50 Seminars conducted 25 25 25 Daily bulletins 220 220 220 Weekly crime analysis reports 52 52 52 Monthly crime statistics by beat 12 12 12 Approved Adjustments in 2005-2006 Budget 194 -- 195 of 636 -- CITY OF EVANSTON COMMUNITY STRATEGIC BUREAU 2275 2004 - 2005 2005 2006 - Appropriation Approved 2275 COMMUNITY STRATEGIC BUREAU 61010 REGULAR PAY 212,300 220,300 61050 PERMANENT PART-TIME 18,600 18,600 61110 OVERTIME PAY 4,200 4,200 61510 HEALTH INSURANCE 23,900 23,900 61615 LIFE INSURANCE 400 400 62275 POSTAGE CHARGEBACKS 500 500 62295 TRAINING & TRAVEL 3,000 3,000 62305 RENTAL OF AUTO-FLEET SER 43,400 43,400 65020 CLOTHING 700 800 65125 OTHER COMMODITIES 1,000 1,000 2275 COMMUNITY STRATEGIC BUREAU 308,000 316,100 195 -- 196 of 636 -- City of Evanston Police Department 2280 – Animal Control Bureau Description of Major Activities As a part of the Division of Strategic Services, the Animal Control Bureau handles requests and complaints from citizens dealing with domestic and wild animals, including birds and reptiles. It also counsels citizens on animal control problems and issues citations for violation of animal control ordinances. In addition, it apprehends and impounds stray animals and handles adoption of unwanted dogs and cats in conjunction with CARE (a local volunteer group). FY 2005-2006 Objectives • Update the Animal Shelter's filing system using a web-based program to organize and track animal bite reports, citizen complaints, citations issued and calls for service. To be completed by February 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Animals adopted 550 550 550 Animals impounded 750 750 750 Citizen complaints handled 7,000 7000 7500 Animals returned to owners 200 200 200 Animals euthanized 80 80 80 Citations issued 220 220 220 Approved Adjustments in 2005-2006 Budget 196 -- 197 of 636 -- CITY OF EVANSTON ANIMAL CONTROL 2280 2004 - 2005 2005 2006 - Appropriation Approved 2280 ANIMAL CONTROL 61010 REGULAR PAY 111,000 115,200 61050 PERMANENT PART-TIME 13,500 14,000 61110 OVERTIME PAY 6,300 6,300 61510 HEALTH INSURANCE 15,100 15,100 61615 LIFE INSURANCE 100 100 62225 BLDG MAINTENANCE SERVICES 1,100 1,400 62305 RENTAL OF AUTO-FLEET SER 11,100 11,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 800 65020 CLOTHING 1,500 1,500 65025 FOOD 1,500 1,700 2280 ANIMAL CONTROL 162,000 166,400 197 -- 198 of 636 -- City of Evanston Police Department 2285 – Problem Solving Team Description of Major Activities As a part of the Patrol Operations Division, the Problem Solving Team's (PST) uniformed officers provide regular and highly visible foot patrols in neighborhoods. PST officers serve as a community policing mechanism by making personal contacts with area residents and merchants as well as providing a broad range of proactive and preventive community services (block club development, security surveys, attending meetings, etc.). FY 2005-2006 Objectives • To impact underage drinking in liquor establishments by conducting three undercover sting operations by February 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Neighborhood meetings 350 350 350 Reident surveys completed 50 50 50 Tickets and citations issued-parking 400 400 420 -traffic 80 80 85 -C tickets 50 50 55 -S tickets 15 15 15 Arrests 100 100 105 Tactical missions 15 15 15 Approved Adjustments in 2005-2006 Budget 198 -- 199 of 636 -- CITY OF EVANSTON PROBLEM SOLVING TEAM 2285 2004 - 2005 2005 2006 - Appropriation Approved 2285 PROBLEM SOLVING TEAM 61010 REGULAR PAY 481,600 498,500 61110 OVERTIME PAY 6,600 6,600 61510 HEALTH INSURANCE 71,100 71,100 61615 LIFE INSURANCE 700 700 62245 OTHER EQMT MAINTENANCE 2,000 2,000 62305 RENTAL OF AUTO-FLEET SER 27,400 27,400 65020 CLOTHING 4,200 4,500 2285 PROBLEM SOLVING TEAM 593,600 610,800 199 -- 200 of 636 -- City of Evanston Fire Fire Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Fire Management & Support Full-time Regular Fire Chief 1.00 Full-time Regular Division Chief, Fire 1.00 Full-time Regular Management Analyst 1.00 2305 Total 3.00 Fire Prevention Full-time Regular Division Chief, Fire 1.00 Full-time Regular Fire Captain ( 2 @ 1 FTE ) 2.00 Full-time Regular Firefighter 1.00 Full-time Regular Clerk II 1.00 2310 Total 5.00 Fire Suppression Full-time Regular Shift Chief, Fire ( 3 @ 1 FTE ) 3.00 Full-time Regular Firefighter ( 76 @ 1 FTE ) 76.00 Full-time Regular Fire Captain ( 21 @ 1 FTE ) 21.00 Full-time Regular Division Chief, Fire ( 2 @ 1 FTE ) 2.00 2315 Total 102.00 Grand Total 110.00 Expenditures as a % of 2006 General Fund Budget 12.72% Three Year Fiscal History $10,085,500 $10,523,900 $9,258,300 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 200 -- 201 of 636 -- City of Evanston Fire Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2305–Fire Management & Support 715,130 520,000 520,890 578,100 2310 – Fire Prevention 468,580 562,900 606,860 480,300 2315 – Fire Suppression 9,024,090 9,002,600 9,398,960 9,465,500 Total Expenditures: $10,207,800 $10,085,500 $10,526,710 $10,523,900 Revenues: False Alarm Fines 11,800 55,000 58,290 55,000 Cost Recovery Fines 5,990 5,000 1,270 5,000 Ambulance Fees 399,310 440,000 520,380 470,000 Total Revenues: $417,100 $500,000 $579,940 $530,000 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $68,020. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives The Fire Prevention Division has reviewed the International Fire Code 2003 edition for adoption as the City's fire code regulation. A recommendation on adoption will be forthcoming. Fire Prevention has mobilized an expanded public education team, consisting of prevention division and operation division members. The team will be utilizing the Public Safety House Trailer to bring the presentations to the audience in their neighborhoods. The capital improvement plan for the renovation of the Fire Station 5 site is in a stage where request for proposals for architectural design will be let. The plan is a cooperative effort with Facilities Management. We have completed the system analysis of the fire radio infrastructure. We are in the process of developing equipment procurement data. The compiled equipment list will allow us to advance to a request for quotes on the equipment and its installation. The skills enhancement course Pediatric Advanced Life Support was made available to all paramedics 69 paramedics successfully received the certification. All medical licenses expiring were renewed. Three members have completed the paramedic course through Saint Francis Hospital. The three members are completing post course field requirements prior to challenging the State of Illinois licensure exam. The Department has accepted a federal grant to assist with the purchase of a heavy rescue vehicle and is moving toward purchase. We have continued the process of reviewing and revising our Standard Operating Guidelines. We have updated some existing and written and issued some new guidelines. The process is ongoing. 2005-2006 Department Initiatives We intend to augment organizational safety by providing enhanced communications capabilities. We will begin upgrading our radio infrastructure. The implementation of the upgrade will improve field to field radio communication as well as field to dispatch center communication. We will continue to provide superior quality service to the community. We will evaluate the Fire Accreditation model for acceptance as a means to improve our overall ability to serve the public, our members, and the other Departments within the City. We will initiate a process to involve supervisors more closely with the developing, monitoring, and evaluating department expenditures and revenues. The Department will continue to explore means to expand our non-emergency service delivery. We wish to expand our Car Seat Check Program and address senior citizen falls in the home. We must develop our ability to protect the safety of our members on emergency incident scenes by responsibly providing rapid intervention rescue on those scenes. 201 -- 202 of 636 -- City of Evanston Fire Department 2305 – Fire Management & Support Description of Major Activities This element provides leadership and stewardship for administering efficient and effective departmental services. It develops strategies to support the organizational efforts toward achieving its mission. The element allocates resources and develops the request for those resources. The success of the Department in accomplishing its goals is evaluated. Policies and procedures are adjusted as necessitated. The environment is monitored and relationships with internal and external agencies are cultivated and supported. FY 2005-2006 Objectives • In cooperation with Facilities Management, develop, solicit, and evaluate a request for proposal for the remodeling of Fire Station 5, by February 2006. • Assess the Fire Accreditation Model for application to our Department, by February 2006. • Develop procedures for fire supervisors to request and account for resources to support their station houses. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected City fire insurance rating 3 3 3 Average number of sick days per employee 1 1 1 Approved Adjustments in 2005-2006 Budget 202 -- 203 of 636 -- CITY OF EVANSTON FIRE MGT & SUPPORT 2305 2004 - 2005 2005 2006 - Appropriation Approved 2305 FIRE MGT & SUPPORT 61010 REGULAR PAY 249,900 259,300 61110 OVERTIME PAY 2,000 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 700 700 62160 EMPLOYMENT TESTING SERVICES 1,600 62210 PRINTING 200 500 62235 OFFICE EQUIPMENT MAINT 1,000 1,000 62270 MEDICAL/HOSPITAL SERVICES 20,000 32,000 62275 POSTAGE CHARGEBACKS 800 800 62295 TRAINING & TRAVEL 300 1,000 62305 RENTAL OF AUTO-FLEET SER 27,500 27,500 62315 POSTAGE 500 500 62320 TELEPHONE CHARGEBACKS 51,000 62335 DATA PROCESSING SERVIC 3,000 3,000 62355 LAUNDRY/OTHER CLEANING 1,000 1,000 62360 MEMBERSHIP DUES 6,500 3,500 62380 COPY MACHINE CHARGES 6,600 6,600 62518 SECURITY/ALARM CONTRACTS 2,500 64015 NATURAL GAS 38,300 75,000 64540 TELECOMMUNICATIONS - WIRELESS 25,800 65010 BOOKS, PUBLICATIONS, MAPS 600 800 65020 CLOTHING 60,000 80,000 65050 BLDG MAINTENANCE MATERIAL 5,000 6,500 65070 OFFICE/OTHER EQT MTN MATL 6,000 4,000 65095 OFFICE SUPPLIES 3,000 5,000 65125 OTHER COMMODITIES 15,000 15,000 68205 CONTINGENCIES 600 2305 FIRE MGT & SUPPORT 520,000 578,100 203 -- 204 of 636 -- City of Evanston Fire Department 2310 – Fire Prevention Bureau Description of Major Activities The Fire Prevention Bureau is responsible for Fire and Building Code enforcement, investigations of cause and origin, building inspections for Fire Building Code violations, inspection and witnessing of fire and life safety systems, licensing of specialized occupancies, review of new construction plans for fire and life safety requirements, and site plan review. This division also oversees certificate of occupancy inspections, public education and fire awareness programs, enforcement of fire and life safety for public events, and monitoring, testing and witnessing of underground storage tank installations and removals. Finally, the Bureau also generates department activity reports, creates and implements specialized programs, and respondis to citizens' inquiries and complaints. The Bureau's main objective is fire prevention and awareness through a pro-active approach to fire and life safety. FY 2005-2006 Objectives • Create a database to monitor the installation and annual maintenance records of all fire pumps in the City. • Enhance the Public Education Curriculum by developing a program directed toward 4th - 6 th grades, in public and private schools that would utilize both classroom and the Fire Safety House, by February 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Hydrants Inspected/flow tested 1,218 1,318 1,318 Bureau Fire Inspections 732 704 710 Construction Plans Review 409 415 425 Fire Equipment Test Witnessed 499 425 440 Staff Hours on Cause and Origin Investigations 387 316 325 Public Education presentations 398 350 425 Customer request for information 3,710 3,220 3,500 In service Company Inspections 600 650 650 Approved Adjustments in 2005-2006 Budget 204 -- 205 of 636 -- CITY OF EVANSTON FIRE PREVENTION 2310 2004 - 2005 2005 2006 - Appropriation Approved 2310 FIRE PREVENTION 61010 REGULAR PAY 411,200 379,800 61110 OVERTIME PAY 6,400 12,500 61510 HEALTH INSURANCE 50,000 41,000 61615 LIFE INSURANCE 700 600 62210 PRINTING 1,500 1,500 62245 OTHER EQMT MAINTENANCE 4,000 4,000 62250 COMPUTER EQUIPMENT MAINT 49,500 9,000 62295 TRAINING & TRAVEL 400 800 62305 RENTAL OF AUTO-FLEET SER 23,500 23,500 62345 COURT COST/LITIGATION 300 300 62360 MEMBERSHIP DUES 700 800 65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000 65095 OFFICE SUPPLIES 3,000 3,000 65105 PHOTO/DRAFTING SUPPLIE 1,500 1,500 65620 OFFICE MACH. & EQUIP. 500 65625 FURNITURES & FIXTURES 7,500 68205 CONTINGENCIES 200 2310 FIRE PREVENTION 562,900 480,300 205 -- 206 of 636 -- City of Evanston Fire Department 2315 – Fire Suppression Bureau Description of Major Activities Fire Suppression members mitigate all fires, explosions, accidents and medical emergencies. This division conducts in-house medical training and continuing education classes to upgrade emergency medical care skill levels as well as firefighting and its related skill demands. Suppression also responds to community service calls such as; lock-outs or lock-ins, downed power lines, odor investigations, flammable liquid spills and other non-emergency incidents that require prompt response, investigation and/or action. Suppression also provides the opportunity for members of our departments to participate in the MABAS Division III Water Rescue, Hazardous Materials, Technical Rescue, and Urban Search and Rescue Teams. FY 2004-2005 Objectives • Provide medical training for three members through EMT-Paramedic level, by the end of February 2006. • Enhance water rescue capabilities by adding a personal watercraft element, by the end of February 2006. • Provide an Advanced Cardiac Life Support certification course, available to all paramedics, by the end of February 2006. • Improve member safety on emergency incidents by augmenting our rapid intervention capabilities, by the end of February 2006. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected City Fire Insurance Rating 3 3 3 All Fire Dept. Incidents Excluding Ambulance Calls 3,343 3,093 3,200 Ambulance Calls 4798 4697 4830 Fire Alarm System Activations (Included above) 1,704 1,494 1,500 Number of Fires (Included above) 225 210 210 Number of Fires to One/Two Family Dwellings (Included above) 28 25 25 Average Fire Alarm Response Time 350 344 345 Average Ambulance Response Time 350 350 350 Training Hours/Firefighter 240 240 240 Number of Paramedics 78 79 81 Approved Adjustments in 2005-2006 Budget 206 -- 207 of 636 -- CITY OF EVANSTON FIRE SUPPRESSION 2315 2004 - 2005 2005 2006 - Appropriation Approved 2315 FIRE SUPPRESSION 61010 REGULAR PAY 7,086,400 7,374,000 61110 OVERTIME PAY 272,000 372,000 61510 HEALTH INSURANCE 897,600 906,600 61615 LIFE INSURANCE 9,900 10,000 62210 PRINTING 1,200 1,200 62295 TRAINING & TRAVEL 40,000 40,000 62305 RENTAL OF AUTO-FLEET SER 587,700 587,700 62360 MEMBERSHIP DUES 3,500 3,500 62430 CUSTODIAL CONTRACT SERVICES 6,000 62509 SERVICE AGREEMENTS / CONTRACTS 6,000 62521 MEDICAL EQ MAINT AGREEMENTS 10,000 13,000 62522 SCBA EQ MAINT AGREEMENTS 5,000 5,000 62523 EXTRICATION EQ MAINT AGREEMNTS 3,500 3,500 62605 OTHER CHARGES 10,000 10,000 65005 AGRI/BOTANICAL SUPPLIES 100 600 65010 BOOKS, PUBLICATIONS, MAPS 1,000 1,200 65015 CHEMICALS 3,000 6,000 65040 JANITORIAL SUPPLIES 10,000 10,000 65075 MEDICAL & LAB SUPPLIES 7,000 7,000 65085 MINOR EQUIPMENT & TOOLS 4,000 4,000 65090 SAFETY EQUIPMENT 1,200 1,500 65095 OFFICE SUPPLIES 2,500 2,500 65105 PHOTO/DRAFTING SUPPLIE 1,000 1,000 65125 OTHER COMMODITIES 1,200 1,200 65625 FURNITURES & FIXTURES 44,300 92,000 68205 CONTINGENCIES 500 2315 FIRE SUPPRESSION 9,002,600 9,465,500 207 -- 208 of 636 -- City of Evanston Health & Human Services Health and Human Services Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Health Services Administration Full-time Regular Director, Health & Human Svcs 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 2407 Total 3.00 Laboratory Services Full-time Regular Supervisor of Lab Services 1.00 Full-time Regular Microbiologist 1.00 2410 Total 2.00 Family Health Full-time Regular Clerk II 1.00 Full-time Regular Information Systems Clerk 1.00 Full-time Regular Nurse's Assistant 1.00 Full-time Regular Public Health Nurse ( 3 @ 1 FTE) 3.00 Full-time Regular Public Health Nurse Supervisor 1.00 Full-time Regular Secretary II 1.00 Full-time Regular Vision/Hearing Technician 1.00 Part-time Regular Clinic Physician ( 3 @ .1 FTE ) 0.30 Part-time Regular Public Health Nurse 0.25 2415 Total 9.55 Infectious Disease Control Full-time Regular Clerk Typist I 1.00 Full-time Regular Communicable Disease Survey Specialist 1.00 Full-time Regular Public Health Nurse 1.00 Part-time Regular AIDS/HIV Counselor 0.75 Part-time Regular Clinic Physician 0.10 2420 Total 3.85 Three Year Fiscal History $4,802,100 $4,739,400 $3,675,799 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 Expenditures as a % of 2006 General Fund Budget 5.73% 208 -- 209 of 636 -- City of Evanston Health & Human Services Employee Status Description Job Type Description Position FTE Dental Services Full-time Regular Clerk II 1.00 Full-time Regular Dental Assistant 1.00 Part-time Regular Dental Health Educator 0.50 Part-time Regular Dentist 0.75 2425 Total 3.25 Adult Health Full-time Regular Division Chief, Health 1.00 Full-time Regular Public Health Nurse 1.00 Part-time Regular Medical Supervisor 0.10 2430 Total 2.10 Food & Environmental Health Full-time Regular Division Chief, Health 1.00 Full-time Regular Clerk II 1.00 Full-time Regular Environ Health Practitioner ( 2 @ 1 FTE ) 2.00 Full-time Regular Environmental Hlth Supervisor 1.00 Full-time Regular Health Program Coordinator 1.00 Full-time Regular Secretary II 1.00 2435 Total 7.00 Vital Records Full-time Regular Clerk Typist I 1.00 Full-time Regular Clerk III 1.00 Part-time Regular Clerk II 0.50 Part-time Regular Clerk II 0.25 2440 Total 2.75 Community Intervention Services Full-time Regular Administrative Aide 1.00 Full-time Regular Communications Coordinator 1.00 Full-time Regular Outreach Specialist 1.00 Part-time Regular Inclusion Specialist 0.50 2450 Total 3.50 Mental Health & Purchased Services Full-time Regular Asst Director, Mental Health 1.00 Full-time Regular Secretary II 1.00 2455 Total 2.00 Commission on Aging Full-time Regular Long Term Care Ombudsman 1.00 2530 Total 1.00 Grand Total 40.00 209 -- 210 of 636 -- City of Evanston Health and Human Services Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2407 – Health Services Admin. 260,890 357,000 275,010 350,700 2410 – Laboratory Services 94,030 139,100 103,560 112,600 2415 – Family Health 613,660 652,500 715,460 667,400 2420 – Infectious Disease Control 196,060 249,200 198,820 286,200 2425 – Dental Services 205,710 193,900 225,630 200,700 2430 – Adult Health 200,190 203,300 293,040 193,000 2435 – Food & Environment 419,000 485,400 495,750 496,200 2440 – Vital Records 105,670 116,300 118,620 115,700 2445 – Health Department Grants 0 804,600 200 620,400 Total Expenditures: $ 2,095,210 $ 3,201,300 $ 2,426,090 $ 3,042,900 Revenues: Adolescent Health Program Grant 53,980 56,600 69,400 56,600 Bioterrorism Grant 0 90,000 0 80,000 Birth and Death Certificate Fees 130,810 145,000 138,120 131,000 Center for Public Ministry 375 375 375 375 Child Residential Care Fees 480 480 480 480 Childhood Lead Poisoning Grant 2,530 4,000 1,310 4,000 Dental Fees & Reimbursement 67,990 90,000 75,970 68,000 Family Case Management Grant 117,200 126,300 112,060 123,800 Family Planning Grant 51,900 54,500 52,630 54,500 Food Delivery Vehicle 6,400 6,500 4,680 6,500 Food Establishment License Fees 150,150 145,000 155,390 150,000 Genetics Grant 5,100 10,200 17,850 10,200 Health Service Fees – Lab 12,040 16,200 8,180 16,200 IDPH Dental Sealant Grant 4,210 0 2,820 4,200 IDPH – Local Health Protection 47,040 71,000 47,230 63,300 Illinois Tobacco Free Grant 25,590 25,000 12,280 25,000 Kid Care 9,610 10,500 9,550 11,300 Long Term Care License Fees 108,540 112,400 119,100 112,400 Prostate Grant 500 0 7,000 0 Residential Care Home Licenses 500 0 0 0 Skokie Contract 2,250 2,250 1,500 2,250 Tanning Facility Inspections 100 0 150 0 Teen Parent Services 10,030 15,000 34,240 30,000 Tobacco License Fees 15,000 12,000 13,410 15,000 Tuberculosis Grant 12,000 12,000 12,000 12,000 Vision & Hearing Grant 12,700 6,400 100 6,400 West Nile Virus 5,000 36,000 10,000 36,000 Total Revenues: $ 852,025 $ 1,047,705 $ 905,825 $ 1,019,505 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $130,480. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. 210 -- 211 of 636 -- City of Evanston Health and Human Services Department Performance Report on FY 2004-2005 Major Program Objectives Clean air issues became dominant in 2004. The City Council considered proposals from the Evanston Community Health Advisory Board to ban all indoor smoking. A public hearing was held and Evanston's Indoor Clean Air Act was amended and strengthened, although a total ban was not adopted. In addition, community concern about a medical incinerator at Evanston Hospital resulted in a public hearing on that issue as well and an ordinance banning its operation. West Nile Virus prevention activities continued including the use of larvicides, public notification of spraying for adult mosquitoes, and a new joint program with the Summer Youth Employment Program whereby abandoned tires were picked up from Evanston alleys. Department staff collaborated with Parks Recreation and Forestry staff in development of a new brochure on beach closings. Beach water testing resulted in 75 swimming bans in 2004. Bioterrorism activities focused on disease surveillance. An outbreak of Pertussis in Northern Illinois occurred and staff provided alerts to local health care providers. Evanston recorded the second highest total of Pertussis cases in Suburban Cook County. All local health Departments in Illinois have entered into a new mutual aid agreement Commission on Aging staff worked with Finance Department staff to establish a consistent income eligibility standard for the reduced fee vehicle sticker and the subsidized taxi cab program. Department community intervention staff were given coordination responsibilities for all lead based paint prevention activities, including grants management, nursing visits, environmental health reviews, and Community Development rehabilitation. 2005-2006 Department Initiatives 1. Conduct a community health needs assessment 2. Conduct a bioterrorism training exercise 211 -- 212 of 636 -- City of Evanston Health and Human Services Department 2407 – Human Services Administration Description of Major Activities The Director of Health and Human Services coordinates and manages the Department of Health and Human Services, including staff of the Public Health Division, Mental Health Board, Commission on Aging and Community Intervention Programs. The Director serves as the Public Health Director and is responsible for interdepartmental coordination with federal, state, and county health officials. The Director is also responsible for all public information related to infectious disease outbreaks and public health risks. The Director is responsible for the monitoring and evaluation of all social services purchased by the City through the Evanston Mental Health Board. The Director serves as Director of the Evanston Mental Health Board and Evanston Commission on Aging. The Director's office issues Group and Residential Care Home licenses, Child Residential Care Home licenses and Home Day Care permits. The Director's office provides primary staff support to the City Council Human Services Committee, the Evanston Community Health Advisory Board, and the Homeless Task Force. In fiscal year 04-05 the Director of Health and Human Services also served as interim director of the Department of Human Relations. FY 2005-2006 Objectives • In compliance with State mandates, conduct a needs assessment of community health priorities. • Submission of recommendations to Mayor and City Council on citizen review processes related to issues of disability access and programming. • Development of joint initiatives with School Districts 65 and 202 and the Department of Parks, Recreation and Forestry regarding childhood obesity. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Human Services Committee Packets 12 11 12 Public Health Media Inquiries 200 150 150 Regional Bioterrorism Meetings 15 20 20 Day Care Permits Issued 70 75 80 Approved Adjustments in 2005-2006 Budget 212 -- 213 of 636 -- CITY OF EVANSTON HEALTH SERVICES ADMIN 2407 2004 - 2005 2005 2006 - Appropriation Approved 2407 HEALTH SERVICES ADMIN 61010 REGULAR PAY 281,800 292,400 61055 TEMPORARY EMPLOYEES 19,000 5,000 61110 OVERTIME PAY 2,000 2,000 61510 HEALTH INSURANCE 30,000 30,000 61615 LIFE INSURANCE 700 700 61625 AUTO ALLOWANCE 1,800 1,800 62185 OTHER CONSULTING SERVICES 5,000 5,000 62210 PRINTING 1,000 1,000 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 1,000 1,000 62295 TRAINING & TRAVEL 500 500 62320 TELEPHONE CHARGEBACKS 2,900 62360 MEMBERSHIP DUES 1,600 1,600 62380 COPY MACHINE CHARGES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 300 300 65555 PERSONAL COMPUTER EQUIPMENT 4,000 4,000 2407 HEALTH SERVICES ADMIN 357,000 350,700 213 -- 214 of 636 -- City of Evanston Health and Human Services Department 2410 - Laboratory Description of Major Activities The Laboratory provides technical support and statistical information for other program elements within the Health Department. Specifically, the laboratory performs tests for the Child Health Clinic, Sexually Transmitted Disease Clinic, Family Planning Clinic, Head Start Program, WIC program and the Risk Assessment Program. The Laboratory tests distribution waters, by contract, for the villages of Glenview and Northbrook. Evanston beaches are tested for possible pathogenic bacteria on a daily basis during the summer months. Evanston swimming pools are tested monthly. FY 2005-2006 Objectives • Update procedure manual with recent procedure changes. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Blood Chemistries 180 200 200 Environmental-dairy & water tests 5,655 5,800 5,800 Hematology 627 722 700 Lead Testing 122 120 120 Urinalysis 560 530 530 STD Tests 2,289 2,380 2,400 HIV Antibody Blood Draw 958 1,100 1,000 Approved Adjustments in 2005-2006 Budget 214 -- 215 of 636 -- CITY OF EVANSTON LABORATORY SERVICES 2410 2004 - 2005 2005 2006 - Appropriation Approved 2410 LABORATORY SERVICES 61010 REGULAR PAY 109,600 59,300 61050 PERMANENT PART-TIME 25,300 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 300 300 62235 OFFICE EQUIPMENT MAINT 100 62245 OTHER EQMT MAINTENANCE 800 800 62295 TRAINING & TRAVEL 200 200 62320 TELEPHONE CHARGEBACKS 1,400 62360 MEMBERSHIP DUES 200 200 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65075 MEDICAL & LAB SUPPLIES 11,100 11,100 65095 OFFICE SUPPLIES 300 300 2410 LABORATORY SERVICES 139,100 112,600 215 -- 216 of 636 -- City of Evanston Health and Human Services Department 2415 – Family Health Description of Major Activities Health Promotion and Health Education is provided to Evanston families through the Illinois Department of Human Services Family Case Management (FCM) program. Public Health Nurses perform health assessments, home visitation, counseling and support services to pre- and post-natal mothers, high-risk infants and children, as well as families in crisis. Pregnant women, infants and young children in families that are below 200% of the Federal Poverty Level, qualify for the program services. Genetic counseling, education and referral are provided to individuals and community groups. Family Health Services also conducts its immunization clinic twice per month, genetic counseling and education services, vision and hearing screenings, and offers state mandated school physical exams during the months of June through October. Family Planning Clinic is conducted providing services on a sliding scale and offers a variety of services that includes physical exams, lab, pregnancy testing, individual and group education, counseling, contraceptives and social service/medical referrals. Consultation and health presentations are provided to schools, community agencies and churches during health fairs, etc. as requested. "Changes," a pre-adolescent program, provides education and counseling on puberty and self- esteem, abstinence and pregnancy prevention. Evanston Subsequent Pregnancy Project (ESPP) is another adolescent health program that is conducted that provides education and counseling to pregnant and parenting teens with emphasis in delaying subsequent pregnancies and completing high school. A Public Health nurse conducts at least one yearly inspection of the 35 child care centers in Evanston to ensure a healthy and sanitary facility is maintained. Health education sessions are also provided for day care staff upon request. FY 2005-2006 Objectives • Increase client compliance by 30% of (3) well child visits for all family case management infants by January 2006 • Increase childhood immunization compliance by 30% for all 1 year old family case management clients by February 2006 Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of Child Health clinic visits 175 152 180 Number of WIC clinic visits 60 40 50 Number of immunizations 1,100 1,000 1,350 Number of blood lead test 150 150 180 Number of children with elevated blood lead 15 25 30 Number of productive home visits 900 850 925 Number of vision and hearing screenings 6,500 7,626 7,700 Number of school physicals 168 140 160 Number of Adolescent Health Ed. Sessions 230 90 100 Number of Adolescent Participants 690 840 875 Consultation Visits 1,189 1,050 1,100 Number of Family Planning Visits 916 854 900 Number of Community Presentations 25 20 25 Number of Participants at Presentations 240 212 275 Number of Family case management referrals 852 875 900 Approved Adjustments in 2005-2006 Budget 216 -- 217 of 636 -- CITY OF EVANSTON FAMILY HEALTH 2415 2004 - 2005 2005 2006 - Appropriation Approved 2415 FAMILY HEALTH 61010 REGULAR PAY 407,800 423,100 61050 PERMANENT PART-TIME 82,400 85,500 61110 OVERTIME PAY 7,500 7,500 61510 HEALTH INSURANCE 68,100 68,100 61615 LIFE INSURANCE 600 600 61625 AUTO ALLOWANCE 2,200 2,200 62210 PRINTING 600 600 62235 OFFICE EQUIPMENT MAINT 100 100 62245 OTHER EQMT MAINTENANCE 200 200 62285 COURIER CHARGES 1,500 62295 TRAINING & TRAVEL 2,100 2,100 62320 TELEPHONE CHARGEBACKS 9,600 62355 LAUNDRY/OTHER CLEANING 300 200 62360 MEMBERSHIP DUES 300 300 62465 OUTSIDE LABARATORY COSTS (HLTH 4,800 62470 TEEN PEER EDUCATOR CONTR SVCS 30,000 24,000 62475 CHILD CARE CONTRACTUAL COSTS ( 2,300 62485 PATIENT CARE EXPENSES (HLTH DE 6,000 6,000 64540 TELECOMMUNICATIONS - WIRELESS 2,700 2,700 65010 BOOKS, PUBLICATIONS, MAPS 2,000 2,000 65020 CLOTHING 700 700 65025 FOOD 2,000 2,000 65070 OFFICE/OTHER EQT MTN MATL 200 65075 MEDICAL & LAB SUPPLIES 22,000 25,000 65095 OFFICE SUPPLIES 1,600 2,000 65110 RECREATION SUPPLIES 1,400 1,400 65555 PERSONAL COMPUTER EQUIPMENT 2,300 65625 FURNITURES & FIXTURES 2,300 2415 FAMILY HEALTH 652,500 667,400 217 -- 218 of 636 -- City of Evanston Health and Human Services Department 2420 – Infectious Disease Control Description of Major Activities Infectious Disease Control is responsible for the prevention, testing, monitoring and follow up of all reportable communicable diseases to prevent the spread of these infections in the community. Bi-weekly STD clinics are provided for the diagnosis, treatment and investigative follow up of sexually transmitted diseases, including behavioral modification, motivational and educational counseling. Confidential and anonymous HIV/AIDS counseling and testing is also provided. The Department occasionally provides risk education at other sites where at-risk individuals present themselves. The Department offers Tuberculosis (TB) skin testing weekly and TB clinics monthly in conjunction with the Cook County Suburban Sanitarium District. Infectious disease consultations and educational services to schools, agencies and professional groups are also provided. FY 2005-2006 Objectives • Increase the number of African American clients who are tested for HIV by 40% from the previous year by December 05 • Increase by 25% from the previous year, the number of clients in the sexually transmitted disease clinic (STD) who begin and complete the Hepatitis B vaccine series by January 05 • Develop a system of streamlining required communication and reporting of communicable diseases by December 05 Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of AIDS presentations 2 2 2 Number of partricipants at AIDS presentation 270 125 130 Number of STD visits (total) 960 1,058 1,100 Number of STD treatment visits 530 484 500 Number of Gonorrhea cases reported 200 165 220 Number of Syphilis cases reported 30 25 20 Number of Chlamydia cases reported 370 420 475 Number counseled/tested for HIV 875 1,670 1,700 Number positive for HIV 5 6 10 Number of new AIDS cases 0 2 4 Number of TB clinic visits 275 285 300 Number of TB skin tests 910 820 875 Number of CD Epidemilogical investigations 110 208 250 Approved Adjustments in 2005-2006 Budget 218 -- 219 of 636 -- CITY OF EVANSTON INFECTIOUS DISEASE CONTROL 2420 2004 - 2005 2005 2006 - Appropriation Approved 2420 INFECTIOUS DISEASE CONTROL 61010 REGULAR PAY 147,000 152,500 61050 PERMANENT PART-TIME 65,100 67,600 61065 SPECIAL PROJECT EMPLOYEES 25,000 61110 OVERTIME PAY 3,700 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 600 62210 PRINTING 500 500 62235 OFFICE EQUIPMENT MAINT 100 62285 COURIER CHARGES 3,300 62295 TRAINING & TRAVEL 400 400 62320 TELEPHONE CHARGEBACKS 3,200 62360 MEMBERSHIP DUES 300 62485 PATIENT CARE EXPENSES (HLTH DE 5,000 5,000 64540 TELECOMMUNICATIONS - WIRELESS 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65020 CLOTHING 200 200 65075 MEDICAL & LAB SUPPLIES 2,000 2,000 65095 OFFICE SUPPLIES 800 800 2420 INFECTIOUS DISEASE CONTROL 249,200 286,200 219 -- 220 of 636 -- City of Evanston Health and Human Services Department 2425 – Dental Services Description of Major Activities Comprehensive preventive, restorative, educational and emergency services are provided to children on a sliding fee scale. These services include, but are not limited to, the following: prophylaxis and fluoride treatments, x-rays, decay-preventive sealants, restorations, root canal therapy and surgical procedures and instructions on proper oral hygiene. The Dentist and Dental Health Educator conduct dental health education programs and screenings for preschool and school age children in cooperation with Evanston School District #65 throughout the school year. FY 2005-2006 Objectives • By February 2006, increase the number of clients registered and seen in the clinic by 100 patients. Children who are under five years old may be served if the child can sit for the dentist. The number of available appointments will be increased by 100 by using the dental health educator in the clinic during check-up and sealant days. • By February 2006, increase the number of preventive dental visits by 100. This will be done by offering recall visits twice a year rather than once a year. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of clients registered at the clinic 1,700 1,728 1,700 Number of preventive visits 2,300 2,379 2,600 Number of restorative visits 1,200 1,050 1,400 Number of sealants applied 750 1,100 1,100 Number of dental health education programs 75 40 45 Number of dental health education participants 800 810 900 Approved Adjustments in 2005-2006 Budget 220 -- 221 of 636 -- CITY OF EVANSTON DENTAL SERVICES 2425 2004 - 2005 2005 2006 - Appropriation Approved 2425 DENTAL SERVICES 61010 REGULAR PAY 61,800 64,200 61050 PERMANENT PART-TIME 88,000 91,300 61055 TEMPORARY EMPLOYEES 4,000 61110 OVERTIME PAY 6,200 1,000 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 100 100 62245 OTHER EQMT MAINTENANCE 600 2,000 62295 TRAINING & TRAVEL 300 300 62320 TELEPHONE CHARGEBACKS 1,800 62360 MEMBERSHIP DUES 100 100 62521 MEDICAL EQ MAINT AGREEMENTS 900 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65075 MEDICAL & LAB SUPPLIES 16,000 17,500 65095 OFFICE SUPPLIES 500 600 65555 PERSONAL COMPUTER EQUIPMENT 800 1,000 65620 OFFICE MACH. & EQUIP. 2,200 2,200 2425 DENTAL SERVICES 193,900 200,700 221 -- 222 of 636 -- City of Evanston Health and Human Services Department 2430 – Adult Health Description of Major Activities This program identifies adult populations that are recognized as having a high risk of developing cardiovascular and other chronic diseases. Screening, education programs and monitoring activities are provided. Adult screenings include testing of blood pressure, HDL blood cholesterol, consultation and referral. Education and health promotion activities are conducted at selected community locations including churches, health fairs and food distribution sites. The Evanston Health Department licensure review process is conducted annually for the eleven long term care facilities within the Evanston community. FY 2005-2006 Objectives • Expand educational outreach efforts regarding the need for pneumonia vaccination to vulnerable adults by January 06 Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of adults in cardiovascular screening 300 175 200 Number receiving HTN screening 300 200 225 Number receiving cholesterol screening 300 175 200 Number receiving flu/pneumonia vaccine 1,700 1,750 1,800 Number of long term care licensure reviews by the Evanston Health Dept. 11 11 11 Approved Adjustments in 2005-2006 Budget 222 -- 223 of 636 -- CITY OF EVANSTON ADULT HEALTH 2430 2004 - 2005 2005 2006 - Appropriation Approved 2430 ADULT HEALTH 61010 REGULAR PAY 105,300 113,600 61050 PERMANENT PART-TIME 25,900 27,900 61065 SPECIAL PROJECT EMPLOYEES 9,200 9,200 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 1,800 1,800 62185 OTHER CONSULTING SERVICES 22,000 3,000 62210 PRINTING 200 200 62235 OFFICE EQUIPMENT MAINT 100 100 62295 TRAINING & TRAVEL 300 300 62320 TELEPHONE CHARGEBACKS 3,600 62360 MEMBERSHIP DUES 400 400 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65075 MEDICAL & LAB SUPPLIES 18,000 20,000 65095 OFFICE SUPPLIES 700 700 2430 ADULT HEALTH 203,300 193,000 223 -- 224 of 636 -- City of Evanston Health and Human Services Department 2435 – Food & Environmental Health Services Description of Major Activities The Food and Environmental Health Programs provide population based community health services. This includes risk based food protection activities and community based disease prevention activities. The major programs in this element are food protection; rodent, vector and public health nuisance inspections; lead poisoning investigations; coordination of community health planning and education; Health Division cash collections; and administration of the Illinois Smoke Free Communities grant. Food establishment inspections are made as required by the Food Service Code of all facilities serving food. This includes restaurants, grocery stores, schools, nursing homes, hospitals, church kitchens, day care centers, food processing plants, temporary food vendors, food vending machines and food delivery vehicles. Re-inspections are made when necessary to assure compliance with applicable ordinances. All suspected cases of food borne illness are investigated to determine the cause and prevent a recurrence. Plans for new or remodeled establishments are reviewed and owners are issued Health Licenses. Environmental Health Practitioners advise and assist food establishment operators on sanitation problems and conduct Food Manager Training and Certification programs. Food safety training sessions are provided for food handlers as needed. Environmental Health programs provide inspections, investigations, consultations and educational services. Rodent, vector, insect and public health nuisance complaints are promptly investigated and appropriate corrective action is taken. Environmental Health Practitioners conduct educational rodent control activities for neighborhood groups and facilitate extermination services for serious infestations on public property. Environmental lead assessments are conducted in dwelling units where children with elevated blood lead levels reside. The source of lead poisoning is determined, and corrective work is recommended. Health inspections and licensure audits are performed at licensed day care facilities. Periodic inspections are made of public swimming pools to assure safe and sanitary conditions. Staff enforces the Evanston Indoor Clean Air Act and the Adolescent Tobacco Act licensing tobacco retailers and prohibiting the sale of tobacco to adolescents less than 18 years of age. Community health needs are identified by IPLAN, the Illinois Process for the Local Assessment of Need. Health Division Staff promote healthy life behaviors at health fairs, festivals, and in the schools. Staff work with community organizations, businesses, the schools and the faith based community in this effort. Youth tobacco prevention, youth and adult tobacco cessation, and improved indoor air quality are objectives of the Illinois Smoke Free Communities Grant. Youth tobacco prevention activities are being coordinated with the schools, the Evanston office of the American Cancer Society, and PEER Services. The fact that over 70% of the restaurants in Evanston are smoke free is being publicized. Seminars and clinics to help youth and adults quit smoking are being offered. FY 2005-2006 Objectives • By February 2006, review, update and provide the following information on line: forms used for the plan review process, construction guide, and temporary food application forms. • By December 2005, update and begin using the Hazard Analysis Critical Control Point (HACCP) form used in the food program inspection process. • By February, 2006, educate at least 200 men about prostate cancer and test 125 men, at least 30 of whom have newer been tested before. 224 -- 225 of 636 -- CITY OF EVANSTON FOOD AND ENVIRONMENTAL HEALTH 2435 2004 - 2005 2005 2006 - Appropriation Approved 2435 FOOD AND ENVIRONMENTAL HEALTH 61010 REGULAR PAY 326,400 368,200 61050 PERMANENT PART-TIME 28,500 61110 OVERTIME PAY 12,000 12,000 61510 HEALTH INSURANCE 45,000 45,000 61615 LIFE INSURANCE 600 600 61625 AUTO ALLOWANCE 500 500 61630 SHOE ALLOWANCE 600 62185 OTHER CONSULTING SERVICES 3,000 3,000 62210 PRINTING 1,600 1,600 62295 TRAINING & TRAVEL 1,000 1,100 62305 RENTAL OF AUTO-FLEET SER 15,700 15,700 62320 TELEPHONE CHARGEBACKS 3,800 62360 MEMBERSHIP DUES 1,900 1,900 62495 LICENSED PEST CONTROL SERVICES 1,500 1,500 62505 INSTRUCTOR SERVICES 1,200 2,400 62605 OTHER CHARGES 29,700 29,700 64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,000 65010 BOOKS, PUBLICATIONS, MAPS 700 700 65045 LICENSING/REGULATORY SUPP 500 500 65070 OFFICE/OTHER EQT MTN MATL 2,000 65080 MERCHANDISE FOR RESALE 3,600 3,600 65090 SAFETY EQUIPMENT 400 65095 OFFICE SUPPLIES 1,400 1,600 65125 OTHER COMMODITIES 800 800 65555 PERSONAL COMPUTER EQUIPMENT 1,600 65620 OFFICE MACH. & EQUIP. 600 600 2435 FOOD AND ENVIRONMENTAL HEALTH 485,400 496,200 225 -- 226 of 636 -- City of Evanston Health and Human Services Department 2440 – Vital Records Description of Major Activities The Department registers all births and deaths that occur in Evanston and compiles certain birth and death data for statistical reports. Certified copies of birth and death certificates are issued by this office for any birth or death occurring in Evanston. Permits, as required by law, are issued to bury or otherwise dispose of a body. FY 2005-2006 Objectives • Improve Customer Service by decreasing time spent waiting for certificates • Update procedure manual Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of registered births 4,738 4,723 4,700 Number of registered deaths 1,250 1,226 1,225 Number of certified copies issued 29,415 26,258 26,300 Approved Adjustments in 2005-2006 Budget 226 -- 227 of 636 -- CITY OF EVANSTON VITAL RECORDS 2440 2004 - 2005 2005 2006 - Appropriation Approved 2440 VITAL RECORDS 61010 REGULAR PAY 87,500 79,000 61050 PERMANENT PART-TIME 13,000 61060 SEASONAL EMPLOYEES 1,100 1,100 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 200 200 62235 OFFICE EQUIPMENT MAINT 200 200 62295 TRAINING & TRAVEL 200 200 62320 TELEPHONE CHARGEBACKS 1,400 62335 DATA PROCESSING SERVIC 5,000 5,000 62520 OTHER CONTRACTUAL SERVICES 4,000 62645 MICROFILMING 300 65095 OFFICE SUPPLIES 1,500 1,500 65105 PHOTO/DRAFTING SUPPLIE 200 200 2440 VITAL RECORDS 116,300 115,700 227 -- 228 of 636 -- City of Evanston Health and Human Services Department 2445 – Health & Human Services Department Grants Description of Major Activities Cook County Lead-Based Paint Hazard Control The total number of Evanston Children infected by lead poisoning in 2003- 2004 was 1,136.00 confirmed. Approximately 21,456 of Evanston’s housing units, or 79% of the total housing units, are estimated to contain lead-based paint. Evanston's figures correlate to the age of the housing stock, with 93% of the housing units built prior to 1960, when lead- based paint was still used. The total number of pre-1979 housing units occupied by very low income individuals is 10,868. Assuming that a lower number of these homes have been abated or re-mediated, a conservative estimate is that 90% of these dwelling units (9782) will have lead based paint in them. About 90% of these units (8804) will have lead hazards in some form. The number of low and very low income households in Evanston is 8,716 or 31.2% of Evanston households. Low income homeowners (at or below 80% PMSI), in the first years of home ownership, will be targeted by this grant program. Reach, Grow, and Learn (previously Project SEED) Through a three-year grant from the federal office of the Substance Abuse and Mental Health Services Administration (SAMHSA), the City of Evanston will implement Reach, Grow and Learn (Reach). The goal of Reach is to positively impact the lives of approximately 400 pre-school to kindergarten-aged children, and their families, who are in the community’s public and private child care centers and classrooms. The goal is also to affect system-level change by expanding Evanston's capacity to build a network of early childhood prevention and intervention services after the term of the grant has been completed. Over the duration of the grant, Reach will implement The Incredible Years (TIY) program and evaluate client, system, and process outcomes. Evaluation data and analysis will be integrated into ongoing strategic planning involving parents, teachers, early childhood educators, and mental health and social service planners. Another goal for Reach is to act as a catalyst for community-wide attention to early intervention and prevention efforts, and to develop and implement a plan for sustaining the grant-funded activities within the Evanston community after the life of the project has ended. The Incredible Years program is delivered through a letter of agreement with Metropolitan Family Services. The City of Evanston's Department of Health and Human Services is the primary investigator for the SAMHSA grant. FY 2005-2006 Objectives Cook County Lead-Based Paint Hazard Control Grant: • BY May 31, 2005 to have abated or mitigated 15 housing units. • By October of 2005 have conducted a community outreach information day on Childhood Lead Poisoning. Reach, Grow, and Learn (previously Project SEED): • By October 30, 2005, through the project's research design, demonstrate significantly positive outcomes in the lives of the families and children who have received The Incredible Years training and curriculum during Year 3 of the SAMHSA grant. • By February 28, 2005, to have provided a community-wide conference for families, child care workers, and professional on various aspects of early childhood mental health prevention, and the implementation of universal social and emotional learning interventions in the community. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Teachers in Evanston's child care centers and classrooms trained in the TIY curriculum. 0 47 60 Provide 12-week training parent training groups to train Parents of 3-5 year olds who have kids in public and private child care centers in the TIY curriculum 16 89 90 In conjunction with trained teachers, implement the TIY curriculum for children 3-5 years old in public and private child care centers 0 232 160 Home Mitigated or abated 12 14 14 Approved Adjustments in 2005-2006 Budget 228 -- 229 of 636 -- CITY OF EVANSTON HUMAN SERVICES 2445 2004 - 2005 2005 2006 - Appropriation Approved 65126 BIOTERRORISM GRANT EXPENSES 90,000 80,000 65127 LEADPAINT HAZARD GRANT EXPENSE 354,600 177,900 65128 SEED GRANT EXPENSES 360,000 67145 METROPOLITAN FAMILY SERVI 362,500 Grand Total(s) 804,600 620,400 229 -- 230 of 636 -- 230 -- 231 of 636 -- City of Evanston Community Intervention Services Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2450 – Community Intervention 260,680 267,600 293,180 334,600 2525 – Homeless Services 81,500 82,000 82,000 88,000 Total Expenditures: $342,180 $ 349,600 $ 375,180 $ 422,600 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $13,560. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Community Intervention Services is funding emergency intervention services, disabled services, and the outreach specialist. Performance Report on FY 2004-2005 Major Program Objectives The Division provided several forums in FY 2004-05. In conjunction with other municipalities, the Division co- sponsored the first Disabled Conference for Persons with Disabilities. Approximately 150 attended the conference held at the Levy center. The Division also participated in the fourth annual Hispanic Health Fair. This event was held at St Nick's Church. Approximately 100 people attended. Finally, as October is Lead Poisoning Prevention Month, the Division assisted the Health and Human Services Department in holding the first community forum at Fleetwood- Jourdain Center, entitled "Keep Your Children Safe from Lead Poisioning." Due to the increase of Mexican immigrants in the Evanston community, the office collaborated with the Chicago office of the Mexican Consulate to bring their mobile services to Evanston. Approximately 150 residents received services. In addition, the Consulate provided training to the Evanston Police Department on the use of the Mexican Matricula Identification Card. 2005-2006 Department Initiatives 1. Facilitate City Employee participation in a training focused on understanding the disabled population. 231 -- 232 of 636 -- City of Evanston Community Intervention Services 2450 – Community Intervention Services Description of Major Activities Community Intervention Services (CIS) includes a variety of direct and contract services designed to address the needs of special populations within the community. CIS includes outreach and a practical assistance service to those populations for whom English is not a primary language. CIS staff also coordinates City responses to persons with disabilities, including an Adaptive Device Program, and monitoring City compliance with the Americans with Disabilities Act. CIS staff manages City funding of homelessness assistance programs, including City funding of Evanston Township for emergency assistance, the federal Emergency Shelter Grant program and the Cook County Childhood Lead Prevention Program. CIS provides staff support to the Homeless Task Force, Citizen's Advisory Committee on Compliance with the Americans with Disabilities Act, Bilingual Service Provider's Exchange (BSPE), Service Providers Interagency Network (SPIN) and the Cook County Childhood Lead Prevention Program and the Illinois Lead Safe Housing Taskforce. FY 2005-2006 Objectives • Expand educational efforts to families with children less than 6 years of age on Childhood Lead Poisoning by working closely with District 65 and Community Development Housing Rehab. • By August, 2005 implement and organize job fairs for persons with Disabilities city-wide • Develop and implement programming in celebration of Hispanic Heritage Month, in conjunction with community groups and other city departments Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Applicants seeking assistance 1,500 4,000 5,500 Total households assisted - DPR's / Lead 6,000 2,000 2,300 SPIN and Wraparound Mtgs for Interagency intervention and case plans 10 12 12 Referrals to Different agencies 600 3,000 3,000 Homeless Task Force 12 12 12 ADA Committee 12 12 11 BSPE (Bilingual Service Providers Exchange 6 6 6 Approved Adjustments in 2005-2006 Budget 232 -- 233 of 636 -- CITY OF EVANSTON COMMUNITY INTERVENTION SVCS 2450 2004 - 2005 2005 2006 - Appropriation Approved 2450 COMMUNITY INTERVENTION SVCS 61010 REGULAR PAY 96,700 152,200 61050 PERMANENT PART-TIME 14,500 61060 SEASONAL EMPLOYEES 1,900 1,900 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 300 300 61625 AUTO ALLOWANCE 1,600 62210 PRINTING 300 300 62235 OFFICE EQUIPMENT MAINT 100 100 62275 POSTAGE CHARGEBACKS 900 900 62295 TRAINING & TRAVEL 300 1,200 62320 TELEPHONE CHARGEBACKS 6,100 62360 MEMBERSHIP DUES 100 300 62380 COPY MACHINE CHARGES 1,000 1,000 62491 COMUNTY INTRVENTION PROG COSTS 130,000 62605 OTHER CHARGES 143,000 13,000 64540 TELECOMMUNICATIONS - WIRELESS 600 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 700 700 65620 OFFICE MACH. & EQUIP. 900 900 68205 CONTINGENCIES 200 2450 COMMUNITY INTERVENTION SVCS 267,600 334,600 233 -- 234 of 636 -- City of Evanston Community Intervention Services 2525 – Homeless Services Description of Major Activities Connections for the Homeless The agency operates Hilda's Place, a year-round, fixed-site emergency and transitional overnight shelter for adult men and women. The shelter provides 36 emergency beds and is open from 7:00 p.m. to 7:00 a.m. each night of the year. Emergency Shelter Grant Program (ESGP) funds will support the following operations of the shelter: (a) weekly in-person psychiatric assessments and evaluations of individuals in the shelter; (b) personnel costs associated with Night Supervisors and the Mental Health Case Manager; (c) personnel costs associated with the Substance Abuse Case Manager, (d) operational services and supplies for the shelter, and (e) costs associated with the repairs and maintenance of the shelter, and (f) shelter rent. ESGP funds will also support personnel costs for Connections Family Housing Services Program Prevention Case Manager. Evanston Ecumenical Action Council The agency operates the Hospitality Center for the Homeless on a year-round basis. The Center is open five days a week, Monday through Friday. The Hospitality Center provides guests with shelter from the elements during the day, ongoing case management services, and an on-site social worker and employment counselor. The Hospitality Center also provides a telephone voicemail, fax, and fare for transportation to enable its guests to get to work, job- related interviews, and appointments for entitlements and other benefits. When needed, the Hospitality Center provides hats, scarves, gloves, umbrellas and other clothing items. The Center also provides support services to assist guests to make the transition to a more stable living condition and an employment counselor to provide guidance as guests strive to become self sufficient. Emergency Shelter Grant Program funds will support the general operating expenses of the Hospitality Center and the salary of the employment counselor. The Youth Job Center of Evanston, Inc. The agency provides job-readiness and job placement services for Evanston youth starting at age 14 serving up to age 40. The agency is open Monday through Friday from 9:00 a.m. to 5:00 p.m. Emergency Shelter Grant (ESGP) Funds are used to provide clients with: (1) job-readiness, life-skills and basic computer training; (b) employment- related guidance and counseling services; (c) ongoing job search and placement support; (d) post-employment follow-up and support for permanent placements. Clients are required to participate in a mandatory four-week pre-job training class followed by an unrestricted search for full-time jobs that pay living wages with benefits. ESGP funds offset staff direct service costs associated with job training, counseling and placement services. FY 2005-2006 Objectives • Continue to service the Homeless population in the overnight shelter, warming centers and provide counseling and placement services. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Persons Served at: Connections for the homeless 450 241 480 EEAC 350 396 450 Youth Job Center 59 59 59 Approved Adjustments in 2005-2006 Budget 234 -- 235 of 636 -- CITY OF EVANSTON HOMELESS SERVICES 2525 2004 - 2005 2005 2006 - Appropriation Approved 2525 HOMELESS SERVICES 67105 YOUTH JOB CENTER 10,000 12,000 67110 CONNECTIONS FOR THE HOMELESS 66,000 68,000 67115 EVAN EC ACT CN-HOMELESS 6,000 8,000 2525 HOMELESS SERVICES 82,000 88,000 235 -- 236 of 636 -- City of Evanston Mental Health Board & Community Purchased Services Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2455 – Mental Health Admin. 110,460 113,300 120,480 115,100 2460 – Community Purchased Services 828,900 828,900 828,900 828,900 Total Expenditures: $ 939,360 $ 942,200 $ 949,380 $ 944,000 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $6,750. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Evanston Community Defender/Social Work Services, which was previously funded, is not being recommended for funding because they did not request funds for FY2005-2006. • The Mental Health Board is recommending funding for one new program in FY2005-2006, Center for Independent Futures/Community Living Options. Performance Report on FY 2004-2005 Major Program Objectives Agency Monitoring and Allocation Process: The Mental Health Board (MHB) monitored 28 programs in 18 funded agencies. Each MHB member served as an Agency Liaison for regular, monthly contact with two agencies; monthly statistical reports were received about each funded program; narrative program reports were received quarterly. In the last fiscal year, the MHB funded programs that provided services to 8684 unduplicated Evanston individuals and families; 86% of those individuals were low-income. The MHB developed and, with several agencies, tested a new electronic quarterly reporting format that requires agencies to provide more extensive reporting about outcome objectives and measures. The reporting format and criteria that were implemented emphasize the measurable impact upon clients of services that are funded. In addition, the MHB revised format for funding proposals that requires a greater emphasis upon the projection of outcome measures in all funding requests. Training and resources about outcome measures were provided for all agencies requesting funds Community Education: The MHB sponsored, coordinated and/or assisted in the production of the following conferences: Third Annual Naomi Ruth Cohen Charitable Foundation Mental Health Conference “Understanding and Treating Adolescent and Child Depression.” More than 320 consumers, family members and professionals participated. In conjunction with the Commission on Aging and twenty social service organizations, the sixth annual “Aging Well: Choices and Myths” about mental health issues for older adults. Approximately 140 people attended the conference. A one-day Family Support Network Conference for approximately 60 individuals with disabilities and their families to teach them about current support services and home-based programs in the area and Illinois, and how to effect constructive policy changes through communication and self-advocacy with policy makers. Area state legislators served as adjunct faculty to discuss issues in policymaking and how to pursue personal advocacy goals. “Maximizing Children’s Potential” to explore “the power of the brain” and raising emotionally healthy children. The conference focused early child mental health prevention. A keynote speaker and ten workshop presenters discussed what research is revealing about “healthy brains and healthy communities.” They will explore how environment, diet, medicine, stress and a host of other factors contribute to the overall health and social/emotional development of the brains of our children. Approximately 140 parents and early childhood teachers attended the event. “Maximizing Children’s Potential” to explore “the power of the brain” and raising emotionally healthy children. The conference focused early child mental health prevention. A keynote speaker and ten workshop presenters discussed what research is revealing about “healthy brains and healthy communities.” They will explore how environment, diet, medicine, stress and a host of other factors contribute to the overall health and social/emotional development of the brains of our children. Approximately 140 parents and early childhood teachers attended the event. Community Planning: Staff is overseeing the implementation of Project Reach (previously SEED), a 3-year, federally funded project that is implementing an evidence-based mental health prevention program for children ages 3-5 who are enrolled in public and private early childhood day care programs. Reach is also targeting and training the 236 -- 237 of 636 -- City of Evanston Mental Health Board & Community Purchased Services parents and teachers of these children. The City subcontracts with Metropolitan Family Services to implement and coordinate Reach. 2005-2006 Department Initiatives 1. Continue the development and implementation of updated directory of community services that will be printed and distributed as well as made available to the community through an online version on the City web page. 237 -- 238 of 636 -- City of Evanston Mental Health Board and Community Purchased Services 2455 – Mental Health Board Description of Major Activities The Evanston Mental Health Board (MHB) is a public body established by a local referendum in 1969 to administer local tax dollars for mental health services. Its mission is to assure the existence of the best possible environment for the promotion of mental health and emotional well being in Evanston. The MHB accomplishes system improvement by supporting and defending residents with special needs, and educating the community about mental health issues. The MHB's enabling legislation indicates that it is responsible for ensuring that there are effective mental health programs in Evanston for people who have, or are at risk of having, mental and emotional disorders or problems, developmental disabilities, and/or substance abuse problems. These programs and services are available to all Evanston residents. In 2002, the MHB assumed responsibility for the Community Purchased Service budget. The two budget elements were combined in the MHB budget, and the Board now utilizes a consolidated funding process for allocating funds, and evaluating and monitoring programs that provide broad-based human services, both for mental health and general social service issues. The MHB plans for, coordinates, monitors and evaluates programs to ensure that they are accessible, effective and responsive to Evanston residents’ needs. The MHB determines goals and objectives and develops funding guidelines, criteria and priorities. An annual contract is written, data is collected from each funded program monthly and quarterly, and agencies are monitored for contract compliance. Mental Health Services provides staff support to maintain the Mental Health Board operations and assist the MHB in implementing its mission. They provide contract administration and assist in the monitoring of contract performance. Staff also provides information and referrals about local agency services, and other public and private mental health programs. Short-term clinical intervention and case management are provided for people in crisis. A directory of is published about all of the community's services. Assistance is provided to individuals to find whatever services are needed, whether in Evanston or through programs in other communities. FY 2005-2006 Objectives • By September 2005, to have evaluated and revised the MHB’s funding criteria, and to have incorporated funding priorities that include both mental health and broad based human service issues. • By February 2006, to have organized and provided at least four community-wide educational presentations re- lated to contemporary mental health and broad-based human service issues. • By February 2006, to have monitored monthly the MHB-funded agencies’ use of City funds by visiting program sites; meeting with agency staff; attending agency board meetings; and monitoring reports of outcome measures. • By February, 2006, to have evaluated and modified the Liaison role of the MHB, incorporating information from Board members and funded agency directors, to assess it effectiveness as a monitoring tool. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Meetings organized and facilitated for the network of mental health providers 14 14 30 MHB Liaison meetings with funded agencies 72 Services provided for families and individuals through crisis intervention, information & referrals, and staffing 53 165 150 Community-wide educational presentations 5 5 5 Contracts with purchased service agencies negotiated, de- veloped and monitored 17 19 20 Residential care home licensing reviews implemented 4 3 3 Approved Adjustments in 2005-2006 Budget 238 -- 239 of 636 -- CITY OF EVANSTON MENTAL HEALTH PROGRAM ADMINIST 2455 2004 - 2005 2005 2006 - Appropriation Approved 2455 MENTAL HEALTH PROGRAM ADMINIST 61010 REGULAR PAY 89,200 92,600 61510 HEALTH INSURANCE 11,300 11,300 61615 LIFE INSURANCE 200 200 61625 AUTO ALLOWANCE 600 600 62210 PRINTING 500 62275 POSTAGE CHARGEBACKS 1,500 1,500 62295 TRAINING & TRAVEL 200 200 62320 TELEPHONE CHARGEBACKS 1,300 62360 MEMBERSHIP DUES 1,500 1,500 62380 COPY MACHINE CHARGES 4,000 3,500 65010 BOOKS, PUBLICATIONS, MAPS 600 600 65095 OFFICE SUPPLIES 800 800 65555 PERSONAL COMPUTER EQUIPMENT 1,800 1,800 68205 CONTINGENCIES 300 2455 MENTAL HEALTH PROGRAM ADMINIST 113,300 115,100 239 -- 240 of 636 -- City of Evanston Mental Health Board 2460 – Community Purchased Services Description of Major Activities As the local mental health authority, the Evanston Mental Health (708) Board is responsible for ensuring that there are effective mental health programs in Evanston for people who have, or are at risk of having, mental and emotional disorders or problems, developmental disabilities, and/or substance abuse problems. They are accountable for allocating, monitoring, and evaluating the use of local tax dollars to purchase broad based human services, for both mental health and broad-based human service issues, for Evanston residents Annually, the MHB determines its goals and objectives, and develops funding guidelines, criteria and priorities. Every fall, the Board reviews and evaluates funding proposals from not-for-profit agencies, and allocates City funds to the program areas identified above. The MHB monitors and evaluates its funded programs to ensure that they are accessible, effective and responsive to the needs of Evanston's residents. An annual contract is written; data is collected from each funded program monthly and quarterly; and agencies are monitored for contract compliance. In the FY05-06 City Budget, the MHB is funding 28 programs at 19 different agencies. FY 2005-2006 Objectives • Three outcome objectives and outcome measures are developed and written into each agency purchase of service contract for each of the 28 funded programs. The outcome objectives are program specific, and are monitored quarterly. • Performance objectives for each of the funded programs are developed separately, and monitored monthly. • In addition to the agencies submitting their reports on objectives to staff, each of the agencies is monitored monthly by the Mental Health Board Liaison who is assigned to the agency. Ongoing Activity Measures (Evanston Individuals Served) 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected BEHIV Educational Outreach 1094 641 750 Mental Health Services 7 7 10 Center for Independent Futures Community Living Options NA NA 50 Child Care Center of Evanston Home Day Care 128 112 130 Childcare Network of Evanston Services for Children with Special Needs 72 86 85 City-Wide Scholarships (families served) 106 49 40 Connections for the Homeless Entry Point 118 134 100 Substance Abuse Case Manager 26 NA NA Dimensions MISA Collaboration 34 39 35 Evanston Community Defender Legal Services 105 80 132 Social Work Services 90 71 105 Family Focus Evanston Pregnant and Parenting Teen 1367 1380 1200 Primary Prevention 138 183 150 Housing Options Residential Services 15 16 15 SHIP 13 14 10 Infant Welfare Society Teen Baby Nursery 67 66 68 240 -- 241 of 636 -- CITY OF EVANSTON COMMUNITY PURCHASED SERVICES 2460 2004 - 2005 2005 2006 - Appropriation Approved 2460 COMMUNITY PURCHASED SERVICES 67010 CHILDCARE NETWORK OF EVANSTON 130,700 130,700 67015 PEER SERVICES 72,800 73,800 67025 DIMESIONS - PEER SERVICES 61,000 61,000 67030 FAMILY FOCUS 42,000 42,700 67040 LGL ASSIST FNDTN OF METRO CHGO 34,600 36,000 67045 Y.O.U. 90,400 90,400 67050 COMMUNITY DEFENDER OFFICE 46,600 32,000 67065 HOUSING OPTIONS 22,400 23,800 67070 SHORE COMMUNITY SERVICES 43,000 44,000 67075 TRILOGY INC 6,000 6,000 67090 CHILD CARE CTR OF EVNSTON 18,500 18,500 67105 YOUTH JOB CENTER 8,000 8,000 67110 CONNECTIONS FOR THE HOMELESS 26,000 27,000 67125 INFANT WELFARE SOCIETY 80,000 80,000 67130 BETTER EXISTENCE WITH HIV 8,000 5,000 67140 NORTH SHORE SENIOR SERVICES 32,900 34,000 67145 METROPOLITAN FAMILY SERVICES 96,000 96,000 67155 THRESHOLDS 10,000 10,000 67160 CENTER FOR INDEPENDENT FUTURES 10,000 2460 COMMUNITY PURCHASED SERVICES 828,900 828,900 241 -- 242 of 636 -- City of Evanston Commission on Aging Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2530 – Commission on Aging 92,120 96,600 107,700 117,500 2535 – Subsidized Taxi Program 199,210 212,400 231,600 212,400 Total Expenditures: $ 291,330 $ 309,000 $ 339,300 $ 329,900 Revenues: Community Aging Grant – Advocate 15,140 19,000 30,770 33,000 Participant Contributions 64,330 55,000 67,130 75,190 Total Revenues: $ 79,470 $ 74,000 $ 97,900 $ 108,190 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $6,170. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. • Subsidized Taxicab Program usage continues to increase, providing increases in revenue as well as cost to the City. • The Ombudsman Program will receive additional grant funding from the Illinois Department on Aging and the Illinois Department of Public Health to cover the cost of a .38 FTE Ombudsman, to support program activities. 28% of the Commission on Aging budget (2530) is covered by grants from the Illinois Department on Aging and the Illinois Department of Public Health. Performance Report on FY 2004-2005 Major Program Objectives Staff participated in the planning and presentation of community seminars on a variety of topics including prescription drug programs, predatory lending, healthy aging, compulsive hoarding, long-term care facility residents' rights, community resources and abuse and neglect. In addition to these presentations, staff developed and distributed throughout the community senior service directories and brochures describing community services available to seniors. Staff is working with local pharmacies to establish a regular schedule of medication delivery to the four subsidized senior housing buildings. One local pharmacy has agreed to deliver medications to the four buildings at a reduced cost. Staff is working with building and pharmacy staff to establish a delivery schedule that will meet the needs of building residents. Staff is working with a youth agency and a volunteer agency to obtain yard work assistance for seniors. These entities have been able to respond to the majority of seniors seeking assistance. Those seniors requesting volunteer assistance have experienced some delays in service due to volunteer availability. Requests for volunteers willing to assist with yard work and snow shoveling are included in City publications and in local newspapers. Staff will continue to work with local agencies to respond to these requests. A senior discount program was initiated in November 2003. Financial eligibility guidelines for the Subsidized Taxicab Program were changed to make them consistent with those of the Reduced Fee Vehicle Sticker Program. Eligible seniors are issued an identification card that enables them to purchase a reduced fee vehicle sticker and register for other City programs with similar income eligibility requirements. Staff continues to work with the City Collector's Office to monitor the effectiveness of the taxicab driver training program and the complaint process. Following receipt of a complaint that a driver refused to transport a person with a wheel chair, all cab drivers were required to attend an in-service on the American's with Disabilities Act. Drivers were informed of the types of passenger assistance they must provide and that refusal to comply would result in the 242 -- 243 of 636 -- City of Evanston Commission on Aging inability to drive for an Evanston based cab company. The number of complaints about driver refusal to offer assistance has declined significantly since the training. 2005-2006 Department Initiatives 1. Continue to evaluate program effectiveness and identify areas for improvement, further outreach and program development. 2. Continue to improve driver courtesy and responsiveness in order to better serve taxicab program participants. 243 -- 244 of 636 -- City of Evanston Commission on Aging 2530 – Commission on Aging Description of Major Activities The Commission on Aging advocates for older residents. The Commission operates the Long-Term Care Ombudsman Program; advocates on behalf of long-term care facility residents and investigates complaints about care; trains volunteers to advocate for the residents of long-term care facilities and senior housing buildings; provides information, assistance and referral services to callers; provides education to the elderly and their families about services for the older person; makes in-home assessments of at-risk seniors living in the community; provides technical assistance to agencies in funding and coordination of planning for services; advises agencies, organizations, the community and members of the City Council on the needs of older adults; encourages and facilitates activities between generations; administers a subsidized taxicab program with the City Collector's Office and administers a Handyman Program in conjunction with CEDA Neighbors at Work. FY 2005-2006 Objectives • Establish a framework for the discussion and case management of complex community situations involving multiple community agencies and City departments, by April 2005. • Increase outreach to seniors through the distribution of information about community resources at public libraries, Levy Senior Center, Fleetwood-Jourdain Center, senior housing buildings, long-term care facilities and local faith communities, by May 2005. • Establish a schedule for meetings with local bank officials, community agencies and City staff to develop an effective mechanism to identify, report, and investigate suspected financial exploitation of seniors, by July 2005. • Establish outreach programs to educate seniors and other Evanston residents, long term care facilities and community agencies about financial exploitation by September 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Callers given information, assistance or referrals 1,500 1,700 1,700 In-home assessments of at-risk seniors 69 100 100 Long-term care facility residents assisted 1,700 1,700 1,700 Long-term care facility resident complaints handled by the Ombudsman Program 115 118 118 Handyman visits 130 135 135 Approved Adjustments in 2005-2006 Budget 244 -- 245 of 636 -- CITY OF EVANSTON COMMISSION ON AGING 2530 2004 - 2005 2005 2006 - Appropriation Approved 2530 COMMISSION ON AGING 61010 REGULAR PAY 73,500 80,500 61050 PERMANENT PART-TIME 15,600 61510 HEALTH INSURANCE 11,300 11,300 61615 LIFE INSURANCE 100 100 61625 AUTO ALLOWANCE 600 1,200 62275 POSTAGE CHARGEBACKS 2,100 2,100 62295 TRAINING & TRAVEL 100 100 62320 TELEPHONE CHARGEBACKS 1,900 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,200 2,200 62605 OTHER CHARGES 3,100 400 64540 TELECOMMUNICATIONS - WIRELESS 2,400 65010 BOOKS, PUBLICATIONS, MAPS 500 400 65025 FOOD 500 65095 OFFICE SUPPLIES 400 400 68205 CONTINGENCIES 500 2530 COMMISSION ON AGING 96,600 117,500 245 -- 246 of 636 -- City of Evanston Commission on Aging 2535 – Subsidized Taxicab Program Description of Major Activities The Subsidized Taxicab Program provides low cost transportation for Evanston residents who are 60 years or older and to persons with mobility impairments. The program may be used anywhere in Evanston, with any Evanston cab company, 24 hours per day, 7 days per week. Coupons may be purchased by program participants for $2.00. The coupons are returned by the taxi companies to the City for reimbursement. Coupons are available for purchase at the Evanston City Collector's Office, the Levy Senior Center and the United Way. The program is jointly administered by the Commission on Aging and the City Collector's Office. FY 2005-2006 Objectives • Evaluate options for expansion of the Subsidized Taxicab Program to include lift equipped vehicles. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Total persons registered 1,630 1,750 1,850 New registrations in fiscal year 170 190 200 Average number of trips per day 98 113 116 Coupon activity: Number of coupons sold 30,322 33,566 37,594 Number of coupons redeemed 35,588 41,262 42,480 Approved Adjustments in 2005-2006 Budget 246 -- 247 of 636 -- CITY OF EVANSTON SUBSIDIZED TAXICAB PROGRM 2535 2004 - 2005 2005 2006 - Appropriation Approved 2535 SUBSIDIZED TAXICAB PROGRM 62210 PRINTING 800 1,600 62275 POSTAGE CHARGEBACKS 800 62380 COPY MACHINE CHARGES 1,500 62695 COUPON PMTS-CAB SUBSIDY 210,000 210,000 65095 OFFICE SUPPLIES 100 2535 SUBSIDIZED TAXICAB PROGRM 212,400 212,400 247 -- 248 of 636 -- City of Evanston Public Works Public Works Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Director of Public Works Full-time Regular Director, Public Works 1.00 Full-time Regular Exec Secretary (non-Dept Head) 1.00 Full-time Regular Streets/San Admin Assistant ( Split with 2665 ) 0.50 2605 Total 2.50 Municipal Service Center Part-time Regular Custodian I ( 2 @ .5 FTE ) 1.00 2610 Total 1.00 EDOT Administration Full-time Regular Dir of Transportation/City Eng 1.00 2620 Total 1.00 City Engineer Full-time Regular Senior Engineer 1.00 Full-time Regular Engineering Associate II ( 3 @ 1 FTE ) 3.00 Full-time Regular Civil Engineer III ( Split with 7400 ) 0.50 Full-time Regular Civil Engineer II ( 3 @ 1 FTE ) 3.00 Full-time Regular Civil Engineer I 1.00 2625 Total 8.50 Traffic Engineering Full-time Regular Traffic Engineering Technician 1.00 Full-time Regular Senior Traffic Engineer ( 2 @ 1 FTE ) 2.00 Full-time Regular Civil Engineer II 1.00 2630 Total 4.00 Traffic Signs Full-time Regular Traffic Sign Repair Worker ( 3 @ 1 FTE ) 3.00 2635 Total 3.00 Signals & Streetlights Full-time Regular Traffic Electrician Leader 1.00 Full-time Regular Traffic Electrician ( 4 @ 1 FTE ) 4.00 2640 Total 5.00 Expenditures as a % of 2006 General Fund Budget 14.39% Three Year Fiscal History $11,500,000 $11,902,800 $11,284,478 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 $13,000,000 $14,000,000 $15,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 248 -- 249 of 636 -- City of Evanston Public Works Employee Status Description Job Type Description Position FTE Enforcement & Tickets Full-time Regular Parking Enforcement Supervisor 1.00 Full-time Regular Parking Operations Clerk 1.00 Full-time Regular Parking Enforcement Officer ( 13 @ 1 FTE ) 13.00 Full-time Regular Parking Enforcement Coord ( 2 @ 1 FTE ) 2.00 2645 Total 17.00 Streets & Sanitation Administration Full-time Regular Superintendent, Streets/San 1.00 Full-time Regular Public Works Supervisor ( 3 @ 1 FTE ) 3.00 Full-time Regular Streets/San Admin Assistant 1.00 Full-time Regular Streets/San Admin Assistant ( Split with 2605) 0.50 2665 Total 5.50 Street & Alley Maintenance Full-time Regular Public Works Crew Leader ( 2 @ 1 FTE ) 2.00 Full-time Regular Public Works Maint Wrkr II ( 2 @ 1 FTE ) 2.00 Full-time Regular Equipment Operator III ( 3 @ 1 FTE ) 3.00 Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00 Full-time Regular Equipment Operator I 1.00 2670 Total 13.00 Street Cleaning Full-time Regular Public Works Maint Wrkr II ( 3 @ 1 FTE ) 3.00 Full-time Regular Equipment Operator III 1.00 Full-time Regular Equipment Operator II ( 5 @ 1 FTE ) 5.00 2675 Total 9.00 Refuse Collection and Disposal Full-time Regular Equipment Operator II ( 16 @ 1 FTE ) 16.00 Part-time Regular Recycling Attendant 0.75 2685 Total 16.75 Yard Waste Services Full-time Regular Equipment Operator II ( 6 @ 1 FTE ) 6.00 2695 Total 6.00 Grand Total 92.25 249 -- 250 of 636 -- 250 -- 251 of 636 -- City of Evanston Public Works Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2605 – Director of Public Works 148,710 192,500 197,430 195,400 2610 – Municipal Service Center 286,000 268,000 248,450 212,400 Total Expenditures: $ 434,710 $ 460,500 $ 445,880 $ 407,800 Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $14,050. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives Staff in this Division completed many projects in FY 2004-05. These accomplishements included work within the department and throughout the organization as well as with outside organizations. Staff provided training sessions for AFSCME supervisors, continued as a participant in the process to review the proposed Sherman Avenue garage, worked with Streets and Sanitation Superintendent to develop more efficient routings for snow removal, garbage collection, and street cleaning through the use of a GPS-based location system, and reviewed current and potential uses of Recylcling Center with various City departments. The Department also coordinated with both school districts to develop a program for improvement of the condition of sidewalks near the schools and to construct new walks where there were none. 2005-2006 Department Initiatives 1. Work with all divisions to complete five-year plans - increasing effectiveness and efficiency for all divisions of the Public Works Department. 2. Work with other City departments that currently utilize the Recycling Center location to more efficiently allocate space. 3. Continue to coordinate utility construction with street repaving to avoid damage to newly-paved streets. 4. To improve Municipal Service Center landscaping. 5. To increase the life of the building by restoring it: interior and exterior painting, replacing the roof, and replacing the air conditioning units 251 -- 252 of 636 -- City of Evanston Public Works 2605 – Director of Public Works Description of Major Activities The Director of Public Works manages the planning, construction and maintenance of public improvements and the delivery of public works services. This includes the design and implementation of work programs and construction activities to accomplish policies and goals formulated by the City Council and the City Manager. The Director also assists in developing alternative solutions to community problems for consideration by the Mayor and Council. Divisions within the Department of Public Works include Streets and Sanitation, Transportation, Fleet Services, Water and Sewer Utilities and Municipal Service Center operations. FY 2005-2006 Objectives • To complete five year plans in all divisions, similar to the five year street improvement plan • To investigate the feasibility of a central clearinghouse for all temporary parking sign information, regardless of the department or agency which placed the sign • To implement policies and procedures to start construction and related activities earlier in order to complete all projects before weather becomes an issue • To revamp the alley construction public information program and expand to other areas if feasible Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Flood and Pollution Control Meetings 6 6 6 Meetings/Hearings of Board of Local Improvements 25 29 25 Parking Committee Meetings 11 11 11 Supervisor Training Sessions 10 10 10 Approved Adjustments in 2005-2006 Budget 252 -- 253 of 636 -- CITY OF EVANSTON DIRECTOR OF PUBLIC WORKS 2605 2004 - 2005 2005 2006 - Appropriation Approved 2605 DIRECTOR OF PUBLIC WORKS 61010 REGULAR PAY 169,800 176,200 61510 HEALTH INSURANCE 15,000 15,000 61615 LIFE INSURANCE 500 500 62275 POSTAGE CHARGEBACKS 300 300 62295 TRAINING & TRAVEL 100 100 62320 TELEPHONE CHARGEBACKS 3,000 62360 MEMBERSHIP DUES 1,000 1,000 62380 COPY MACHINE CHARGES 1,000 1,000 65010 BOOKS, PUBLICATIONS, MAPS 300 300 65095 OFFICE SUPPLIES 1,000 1,000 68205 CONTINGENCIES 500 2605 DIRECTOR OF PUBLIC WORKS 192,500 195,400 253 -- 254 of 636 -- City of Evanston Public Works 2610 – Municipal Service Center Description of Major Activities The Municipal Service Center serves as the base of operations for all field service personnel and equipment. It provides operating space for the Public Works Department divisions of Streets and Sanitation, Traffic Engineering, Parking and Parking Enforcement, and Fleet Services, as well as for the Parks, Forestry and Recreation Department and the Facilities Management Department. The building includes maintenance garages, workshops, warehousing, office and employee areas, material storage and vehicle garages as well as the salt storage dome. Bulk products and supplies are dispersed from this location for all departments of City government. The Center contains one dwelling unit for a city employee as well as the Parking Enforcement Division which allows for continuous on-site security and surveillance. The Center also provides office and operating space for The Summer Youth Program. Additionally, the Center is providing space for recycling spent lamps and household battery recycling storage. FY 2005-2006 Objectives • Utilize Fleet software inventory program for the first and second floor warehouse stored material. • Manage the painting of the first three phases of the Service Center building. • To develop, organize and maintain adequate storage space at the Recycling Center for our large equipment. • Upgrade all internal lighting fixtures and electrical components in buildings A, B & C which will provide better quality of light, longer life for the fluorescent tubes and be more energy efficient. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Conduct annual truck bay cleanup by all user departments 1 1 1 Cordinate fire drills with the Fire Prevention Bureau 2 2 2 Conduct annual lighting fixture cleanup 1 1 1 Complete re-organization of second floor warehouse 1 1 1 Conduct annual fire extenquisher inspection 12 12 12 Conduct weekly inspection of eyewash stations 52 52 52 Quarterly inspection of 63 overhead doors 4 4 4 Approved Adjustments in 2005-2006 Budget 254 -- 255 of 636 -- CITY OF EVANSTON MUNICIPAL SERVICE CENTER 2610 2004 - 2005 2005 2006 - Appropriation Approved 2610 MUNICIPAL SERVICE CENTER 61050 PERMANENT PART-TIME 39,800 41,300 61110 OVERTIME PAY 300 61630 SHOE ALLOWANCE 400 62205 ADVERTISING 400 400 62225 BLDG MAINTENANCE SERVICES 23,000 3,000 62235 OFFICE EQUIPMENT MAINT 200 62245 OTHER EQMT MAINTENANCE 1,500 1,500 62305 RENTAL OF AUTO-FLEET SER 5,600 5,600 62320 TELEPHONE CHARGEBACKS 500 62355 LAUNDRY/OTHER CLEANING 1,600 62375 RENTALS 1,000 7,000 62415 DEBRIS/REMOVAL CONTRACTUAL COS 5,500 4,000 62425 ELEVATOR CONTRACT COSTS 4,000 4,800 62430 CUSTODIAL CONTRACT SERVICES 20,000 62440 OVERHEAD DOOR CONTRACT COSTS 20,000 20,000 62446 ROOF REPAIR CONTRACTUAL SVCS 3,000 2,000 62518 SECURITY/ALARM CONTRACTS 5,000 3,000 64005 ELECTRICITY 3,600 3,000 64015 NATURAL GAS 41,600 90,000 64505 TELECOMMUNICATIONS - CARRIER L 700 64540 TELECOMMUNICATIONS - WIRELESS 700 65005 AGRI/BOTANICAL SUPPLIES 5,000 5,000 65010 BOOKS, PUBLICATIONS, MAPS 300 65020 CLOTHING 38,000 35,000 65040 JANITORIAL SUPPLIES 6,000 10,000 65050 BLDG MAINTENANCE MATERIAL 15,000 15,000 65085 MINOR EQUIPMENT & TOOLS 1,000 65090 SAFETY EQUIPMENT 41,800 10,000 65095 OFFICE SUPPLIES 500 500 65515 OTHER IMPROVEMENTS 7,000 65625 FURNITURES & FIXTURES 7,000 5,500 65650 VISUAL MEDIA COLLECTION 500 68205 CONTINGENCIES 200 2610 MUNICIPAL SERVICE CENTER 268,000 299,300 255 -- 256 of 636 -- City of Evanston Division of Transportation Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2620 – E.D.O.T. Administration 2,100 183,900 114,250 178,200 2625 – Engineering 652,880 631,900 725,700 645,400 2630 – Traffic Engineering 447,880 281,900 339,740 288,200 2635 – Traffic Signs 270,420 265,400 297,450 269,300 2640 – Signals & Streetlights 681,920 709,800 749,250 720,500 2645 – Enforcement & Tickets 1,092,780 1,015,600 1,157,000 1,093,500 2650 – School Crossing Guards 279,530 287,400 289,030 293,400 Total Expenditures: $ 3,427,510 $ 3,375,900 $ 3,672,420 $ 3,488,500 Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $178,760. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives The Division of Transportation has completed many projects in the FY 2004-05 fiscal year, including the following projects. Street infrastructure and ADA compliance projects: • Completed the engineering and construction of the expanded alley paving projects • Completed the annual street resurfacing projects • Completed the installation of traffic calming devices(mainly speed humps) approved by Council through July of 2004 • Completed the 50/50 sidewalk projects, ADA ramps, and the block curb & sidewalk projects Traffic Signal and Intersection upgrades: • Completed Dodge Ave/Main St intersection signal upgrade and working to complete Dodge Ave/Church St intersection signal upgrade • Completed the reconstruction of the Ridge Ave/Green Bay Rd intersection safety enhancement project • Completed the sidewalk bulb-out(knuckles)pedestrian safety enhancement projects at Central St/Prairie Ave, Emerson St/Dewey Ave, Emerson St/Hartrey Ave, and Chicago Ave/Hamilton St intersections • Began implementing the Street Light upgrade project in some areas of the City Other citywide projects: • Facilitated the installation of the "Dark Fiber Project" connecting major city buildings in conjunction with Northwestern University and the Information Systems Division • Started working on the CMAQ funded Phase I Engineering of the on-street portion of the Evanston Bike System Plan • Started working on Phase II Engineering of the Central St/Gross Point Rd/Crawford Ave traffic signal and street upgrade project • Completed Phase II Engineering of the McCormick Blvd. reconstruction project • Completed Phase II Engineering of the Asbury Ave. bridge over the CTA Skokie Swift tracks • Continued the first and second shift for parking enforcement to adequately enforce the regulations 256 -- 257 of 636 -- City of Evanston Division of Transportation 2005-2006 Department Initiatives 1. Coordinate and manage the selection and installation of a new Parking Ticket Processing and Hearings software system, which will provide a singular database for use among the departments in issuing, processing, collecting, and adjudicating parking tickets by February 28, 2006. 2. Work towards collecting city wide pavement marking data (type, width, length, etc…) and subsequently create a pavement marking database. Upon completion, it will allow to E.D.O.T. to program a yearly pavement marking capital improvement project 3. Federal funding for 2 million dollars has been applied for to reconstruct Sheridan Road. If funding is granted, program reconstruction of Sheridan Road in phasesFederal funding for 3 million dollars has been applied for to reconstruct Ridge Avenue. 4. If funding is approved and the State transfers jurisdiction of Ridge over to the City, program reconstruction of Ridge Avenue in phases Finalize the standards for the Chicago Avenue streetscape design. 257 -- 258 of 636 -- City of Evanston Division of Transportation 2620 – E.D.O.T. Administration Description of Major Activities The Evanston Division of Transportation (EDOT) manages and administers work in the following areas: engineering, traffic engineering, traffic signs, traffic signals and street light maintenance, parking enforcement, parking ticket processing, school crossing guards, as well as the non-general fund portions of the Parking System which include parking lots and meters, on-street parking districts, and the parking garages. The Evanston Division of Transportation Administration includes the Director of Transportation and an executive secretary. FY 2005-2006 Objectives • Upon the jurisdictional transfer of Ridge Ave from the State to the City, and the subsequent authorization from FHWA and IDOT to permit post top signals in lieu of mast arm signals, to complete the CMAQ funded Ridge Ave/Davis St/Church St signal interconnect project. • To complete Phase I and Phase II Engineering of the Chicago Ave. signal interconnect project. • To complete signal and street upgrade of the Central St/Gross Point Rd/Crawford Ave intersections. • To complete the installation of decorative mast arm signals at Central St/Girard Ave and Central St/Ridge Ave intersections. • Upon approval by IDOT and FHWA, to implement the on-street portion of the Evanston Bike System Plan which is primarily being funded thought the CMAQ program. • To start the reconstruction of McCormick Blvd between Emerson St and Green Bay Rd. • To start the reconstruction of the Asbury Ave Bridge over the CTA Skokie Swift tracks. • To continue the street light upgrades in other areas of the City. • To complete Isabella St/Sheridan Rd Phase II Engineering joint project with Wilmette. • To complete resurfacing of Central St. from McDaniel Ave. to Ashland Ave. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Board of Local Improvements meetings and hearings 25 25 25 Parking Committee meetings 11 11 11 Approved Adjustments in 2005-2006 Budget 258 -- 259 of 636 -- CITY OF EVANSTON E.D.O.T. ADMINISTRATION 2620 2004 - 2005 2005 2006 - Appropriation Approved 2620 E.D.O.T. ADMINISTRATION 61010 REGULAR PAY 154,400 160,200 61510 HEALTH INSURANCE 14,000 14,000 61615 LIFE INSURANCE 400 400 62305 RENTAL OF AUTO-FLEET SER 12,100 64540 TELECOMMUNICATIONS - WIRELESS 3,000 3,600 2620 E.D.O.T. ADMINISTRATION 183,900 178,200 259 -- 260 of 636 -- City of Evanston Division of Transportation 2625 – Engineering Description of Major Activities The Engineering Section administers and supervises the field construction of all Motor Fuel Tax, General Obligation Bond Funds, Community Development Block Grant and Special Assessment construction projects; provides engineering services for street, alleys, sewer and water main projects; manages signal upgrade projects and furnishes engineering services for other City Departments (as required); oversees construction involving the public right-of-way, coordinates the Block Curb and 50/50 Sidewalk and Curb Replacement Programs, and attends meetings with technical personnel from other communities on behalf of the City. This section investigates and coordinates various funding sources to improve the City infrastructure. The Engineering Section is also responsible for review and approval of private development plans, utility permits, easements and permanent use of public right-of- way in the City. FY 2005-2006 Objectives • Spot sewer repair and sewer replacement project • Water main Installation Projects • Street Resurfacing Program • Complete construction of Home Depot Alleys • 50/50 Sidewalk program • Block Curb & Sidewalk Program • Alley Paving Program • ADA Ramps Program • Paving of East Railroad Avenue • Complete construction Chicago Avenue Streetscape Prototype Block • Complete Dodge/Church Signal Modernization Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Plans and specifications ready to bid for various projects by May 2005 (Streets, Curb, Sidewalk, Sewer Repair and Watermain Projects) - Percentage. 100 100 100 Construction Progress of Various Projects by October in Percentage 90 95 90 Plans and specifications ready to bid for Special Assessment Alley Paving project by May 2005. 100 100 100 Construction Progress of Special Assessment Alley Paving - No. of Alleys expected is 9 100 100 90 Approved Adjustments in 2005-2006 Budget 260 -- 261 of 636 -- CITY OF EVANSTON ENGINEERING 2625 2004 - 2005 2005 2006 - Appropriation Approved 2625 ENGINEERING 61010 REGULAR PAY 451,700 468,700 61055 TEMPORARY EMPLOYEES 2,000 5,000 61110 OVERTIME PAY 25,000 25,000 61510 HEALTH INSURANCE 60,600 60,600 61615 LIFE INSURANCE 700 700 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 1,400 62210 PRINTING 400 62215 PHOTOGRAPHERS/BLUEPRINTS 100 400 62235 OFFICE EQUIPMENT MAINT 1,400 1,400 62245 OTHER EQMT MAINTENANCE 300 400 62275 POSTAGE CHARGEBACKS 100 400 62280 OVERNIGHT MAIL CHARGES 900 200 62295 TRAINING & TRAVEL 1,000 2,000 62305 RENTAL OF AUTO-FLEET SER 41,000 41,000 62310 CITY WIDE TRAINING 4,000 4,000 62320 TELEPHONE CHARGEBACKS 8,100 62360 MEMBERSHIP DUES 600 800 62380 COPY MACHINE CHARGES 2,500 2,500 64540 TELECOMMUNICATIONS - WIRELESS 7,000 9,000 64545 PERSONAL COMPUTER SOFTWARE 20,000 15,000 65010 BOOKS, PUBLICATIONS, MAPS 500 900 65085 MINOR EQUIPMENT & TOOLS 700 900 65090 SAFETY EQUIPMENT 200 200 65095 OFFICE SUPPLIES 800 1,600 65105 PHOTO/DRAFTING SUPPLIE 800 900 65555 PERSONAL COMPUTER EQUIPMENT 500 800 68205 CONTINGENCIES 200 2625 ENGINEERING 631,900 645,400 261 -- 262 of 636 -- City of Evanston Division of Transportation 2630 – Traffic Engineering Administration Description of Major Activities This element manages and administers the operations of the Traffic Engineering Division, and performs engineering work to assist with the planning, implementation and monitoring of traffic engineering projects. Traffic counts are made and reviewed, signal timings are updated, and intersection control studies are performed. Traffic-related suggestions and requests, and complaints from citizens, Council members, police, and staff are investigated. This element also reviews plans to ensure that future developments have adequate access, circulation, loading, and parking. The City's Traffic Calming Program, a cooperative effort between citizens and staff to slow and reduce traffic in neighborhoods, is also administered by this element. FY 2005-2006 Objectives • To construct all traffic calming devices approved by City Council through July of 2005 by October of 2005. • To start maintaining accident data on a new Accident Information Management Software program. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Aldermanic requests received and answered 225 200 225 Service requests received and answered 1,775 1,800 1,800 Development plans reviewed 275 275 275 Obstruction permit review and site visits 700 725 725 Traffic counts made 550 550 550 Traffic studies 275 275 275 Approved Adjustments in 2005-2006 Budget 262 -- 263 of 636 -- CITY OF EVANSTON TRAFFIC ENGINEERING 2630 2004 - 2005 2005 2006 - Appropriation Approved 2630 TRAFFIC ENGINEERING 61010 REGULAR PAY 201,500 209,100 61055 TEMPORARY EMPLOYEES 2,000 2,000 61110 OVERTIME PAY 10,000 10,000 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 1,200 1,200 61630 SHOE ALLOWANCE 500 62210 PRINTING 8,600 8,600 62235 OFFICE EQUIPMENT MAINT 100 100 62245 OTHER EQMT MAINTENANCE 300 300 62275 POSTAGE CHARGEBACKS 3,600 3,600 62295 TRAINING & TRAVEL 500 500 62305 RENTAL OF AUTO-FLEET SER 12,600 12,600 62320 TELEPHONE CHARGEBACKS 10,200 62360 MEMBERSHIP DUES 800 800 62380 COPY MACHINE CHARGES 200 200 62506 WORK-STUDY 6,700 64540 TELECOMMUNICATIONS - WIRELESS 4,800 6,600 65010 BOOKS, PUBLICATIONS, MAPS 200 200 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 65090 SAFETY EQUIPMENT 200 200 65095 OFFICE SUPPLIES 800 800 65105 PHOTO/DRAFTING SUPPLIE 100 100 68205 CONTINGENCIES 100 2630 TRAFFIC ENGINEERING 281,900 288,200 263 -- 264 of 636 -- City of Evanston Division of Transportation 2635 – Traffic Signs Description of Major Activities The Traffic Signs element has major activities in three areas: traffic signs, pavement markings and special events. In the traffic signs area all regulatory, warning, and guide signs on the right-of-way are installed, maintained, replaced, or removed as necessary. Also, decorative banners on street light poles are installed and removed according to guidelines approved by City Council. In the pavement marking area, paints and thermoplastic markings are applied to the pavement by City crews and by contractors under supervision by the City. This includes lane markings, centerlines, arrows, legends, and parking stalls. Traffic control for special events is provided by this element, ranging from small events such as block parties to large events such as Northwestern football games and the City's 4 th of July festivities. FY 2005-2006 Objectives • To continue sign fabrication, installation, and removal as needed • To install pavement markings as required • To continue to perform traffic control for special events Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Signs removed 250 250 250 Signs repaired/replaced 1,600 1,600 1,600 Signs fabricated 5,000 5,000 5,000 New signs installed 1,000 1,000 1,000 Special events coordinated 25 25 25 Linear feet of pavement marking applied 35,000 35,000 35,000 Crosswalks, legends, arrows 600 600 600 Parking stalls marked 750 750 750 Approved Adjustments in 2005-2006 Budget 264 -- 265 of 636 -- CITY OF EVANSTON TRAFFIC SIGNS 2635 2004 - 2005 2005 2006 - Appropriation Approved 2635 TRAFFIC SIGNS 61010 REGULAR PAY 145,800 151,300 61110 OVERTIME PAY 10,000 10,000 61510 HEALTH INSURANCE 23,000 23,000 61615 LIFE INSURANCE 200 200 61630 SHOE ALLOWANCE 400 62245 OTHER EQMT MAINTENANCE 400 400 62295 TRAINING & TRAVEL 300 300 62305 RENTAL OF AUTO-FLEET SER 34,100 34,100 65085 MINOR EQUIPMENT & TOOLS 1,600 1,600 65115 TRAFFIC CONTROL SUPPLI 48,000 48,000 65625 FURNITURES & FIXTURES 2,000 2635 TRAFFIC SIGNS 265,400 269,300 265 -- 266 of 636 -- City of Evanston Division of Transportation 2640 – Traffic Signals & Street Light Maintenance Description of Major Activities The Traffic Signals and Street Light Maintenance element performs routine maintenance, and repairs and replaces all components of the signals and street light systems. Over 100 signals and over 6000 street lights are maintained. A major portion of the work is related to the JULIE system (Joint Utility Location Information for Excavators), which requires that we mark the location of underground cables for both the signal and street light systems for all excavations in the right-of-way. In the street light area, bulbs and ballasts are changed, knockdowns are repaired, and power centers are maintained. FY 2005-2006 Objectives • Paint and maintain street lights as required • Maintain traffic signals as required • Install the new street light system • Include the City's fiber optic cable in the JULIE marking system Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Signals cleaned 30 30 30 Controllers serviced 100 100 100 Arterial timings checked 12 12 12 Street lights changed over 0 2,000 2,000 Street light bulbs replaced 1,300 1,000 1,000 Street light repairs made 1,200 800 800 Signal bulbs replaced 900 900 900 Signal repairs made 1,000 1,000 1,000 Approved Adjustments in 2005-2006 Budget 266 -- 267 of 636 -- CITY OF EVANSTON TRAF. SIG. & ST. LIGHT. MAINT 2640 2004 - 2005 2005 2006 - Appropriation Approved 2640 TRAF. SIG. & ST. LIGHT. MAINT 61010 REGULAR PAY 265,800 275,800 61110 OVERTIME PAY 30,000 30,000 61510 HEALTH INSURANCE 37,500 37,500 61615 LIFE INSURANCE 300 300 61630 SHOE ALLOWANCE 700 62245 OTHER EQMT MAINTENANCE 200 200 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 57,100 57,100 64006 STREET LIGHT ELECTRICITY 178,000 178,000 64007 TRAFFIC LIGHT ELECTRICITY 85,000 85,000 64008 FESTIVAL LIGHTING 10,000 10,000 65070 OFFICE/OTHER EQT MTN MATL 44,000 44,000 65085 MINOR EQUIPMENT & TOOLS 1,500 1,500 2640 TRAF. SIG. & ST. LIGHT. MAINT 709,800 720,500 267 -- 268 of 636 -- City of Evanston Division of Transportation 2645 – Parking Enforcement & Ticket Processing Description of Major Activities This element enforces parking ordinances throughout Evanston, including parking meter, time limited areas, permit lots, residential parking districts, "No Parking" zones, street cleaning, and local and state vehicle registrations. During FY2002-03, Parking Enforcement was expanded to cover the extended parking meter hours in the downtown and to enforce the nighttime street cleaning regulations. In addition, this program element is responsible for identifying and booting vehicles which owe the City for outstanding parking tickets. At the present time, Parking Enforcement Officers are on-street 23 hours per day during the summer months, Monday - Saturday, and 22 hours all other months. The Parking enforcement officers are brought back on Sunday evenings to enforce the No parking zones along the lakefront. Parking Enforcement officers provide traffic control during special events: including 6 NU football games, the July 4th parade and fireworks programs, NU homecoming, summer festivals, Farmer's Market, and First Night Evanston. Also, they provide traffic control and street closings during emergencies, such as fires, traffic accidents, and utility collapses. Supervisory staff members in this program element also coordinate, train, and supervise the school crossing guard program. This program element is also responsible for the management and maintenance of the City's parking ticket issuance and collections software, which services the Parking Enforcement program, the City Collector's Office, Administrative Hearings, and the Parking System in collection of parking ticket fines and sales of permits and services throughout the City. FY 2005-2006 Objectives • To coordinate and manage the selection and implementation of parking ticket software to replace the Power park system, which is nearing the end of its useful life. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Parking tickets issued 150,000 148,890 150,000 Vehicles Booted 900 1,000 1,000 Approved Adjustments in 2005-2006 Budget 268 -- 269 of 636 -- CITY OF EVANSTON PARKING ENFORCEMENT & TICKETS 2645 2004 - 2005 2005 2006 - Appropriation Approved 2645 PARKING ENFORCEMENT & TICKETS 61010 REGULAR PAY 695,300 721,400 61110 OVERTIME PAY 25,300 25,300 61510 HEALTH INSURANCE 91,600 91,600 61615 LIFE INSURANCE 1,100 1,100 61630 SHOE ALLOWANCE 1,700 62185 OTHER CONSULTING SERVICES 6,500 62245 OTHER EQMT MAINTENANCE 12,500 24,500 62295 TRAINING & TRAVEL 1,300 1,500 62305 RENTAL OF AUTO-FLEET SER 90,000 90,000 62320 TELEPHONE CHARGEBACKS 12,000 62360 MEMBERSHIP DUES 400 300 62451 TOWING AND BOOTING CONTRACTS 46,800 80,000 64005 ELECTRICITY 1,900 1,500 64540 TELECOMMUNICATIONS - WIRELESS 10,200 65020 CLOTHING 6,600 6,600 65045 LICENSING/REGULATORY SUPP 25,200 25,200 65095 OFFICE SUPPLIES 600 1,100 65625 FURNITURES & FIXTURES 5,000 5,000 2645 PARKING ENFORCEMENT & TICKETS 1,015,600 1,093,500 269 -- 270 of 636 -- City of Evanston Division of Transportation 2650 – School Crossing Guards Description of Major Activities School Crossing Guards are assigned to major intersections and to heavy traffic areas to provide safe crossing of school children from one side of a street to the opposite side of a street. All employees in this division are seasonal. FY 2005-2006 Objectives • Re-evaluate the crossing locations to determine whether a crossing guard is needed at the current location or some other intersection and if so, during what hours. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Intersections Staffed 40 41 41 Approved Adjustments in 2005-2006 Budget 270 -- 271 of 636 -- CITY OF EVANSTON SCHOOL CROSSING GUARDS 2650 2004 - 2005 2005 2006 - Appropriation Approved 2650 SCHOOL CROSSING GUARDS 61060 SEASONAL EMPLOYEES 285,400 291,400 65090 SAFETY EQUIPMENT 2,000 2,000 2650 SCHOOL CROSSING GUARDS 287,400 293,400 271 -- 272 of 636 -- 272 -- 273 of 636 -- City of Evanston Streets & Sanitation Division Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2665 – Administration 446,210 448,800 487,690 528,700 2670 – Street & Alley Maint. 1,549,720 1,542,200 1,605,900 1,514,400 2675 – Street Cleaning 726,230 788,400 821,750 852,400 2680 – Ice & Snow Removal 564,980 555,100 578,350 554,900 2685 – Refuse Col. & Disposal 2,789,260 2,988,700 2,911,330 3,087,700 2690 – Residential Recycling 788,190 787,000 835,990 817,100 2695 – Yard Waste Services 557,570 553,400 667,250 564,400 Total Expenditures: $ 7,422,160 $ 7,663,600 $ 7,908,260 $ 7,919,600 Revenues: Residential Recycling Surcharge 635,590 628,000 643,810 628,000 Total Revenues: $ 635,590 $ 628,000 $ 643,810 $ 628,000 Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $213,190. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives Administration (2665): All special pick up documentation is scanned and stored on the public drive of the City's computer network. This practice has assisted the division in resolving disputed charges by the public. Other options are being considered to improve this process. Street & Alley Maintenance (2670): Although our goal of changing over alleys was not achieved, there are less than fifty alleys that still need to be converted to recycled asphalt, a very reachable number for FY 04/05. Street Cleaning (2675): In-house training has been implemented, and additional training methods are currently being explored. Ice & Snow Removal (2680): Lack of snowfall prevented a comprehensive testing of “pull behind” salt spreaders and the mild winter did not allow us to deplete our supply of calcium chloride to a point that it needed refilling. Yard Waste Services (2695): The attempts to repair the lift handles on our sanitation trucks was not successful. The methods tried did not provide enough support to handle the amount of pressure produced by the tipper. 2005-2006 Department Initiatives 1. The department will continue to explore process improvements related to documentation, and perhaps expand implementation of the process currently used in 2665. 2. The Street & Alley Maintenance section will continue to convert alleys to recycled asphalt, and plans to finish the process by the end of this fiscal year. 3. Further in-house training and equipment up-keep will be continued this year, with the goal being better service and more efficiency in the Streets and Sanitation Department. 273 -- 274 of 636 -- City of Evanston Streets and Sanitation 2665 – Streets & Sanitation Administration Description of Major Activities The administrative staff prepares work programs, analyzes service effectiveness and monitors all Streets and Sanitation Division functions, including street cleaning, street and alley maintenance, leaf collection, compost site compliance, snow removal operations, refuse and yard waste collection and monitoring contracts with private companies. Day to day supervision is provided, records are kept and citizen contact is maintained. FY 2005-2006 Objectives • To hire a second full time office worker to supplement the existing Administrative Assistant Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Employee safety training program 12 12 12 Equipment Training programs 4 4 4 Avg. number of occasional sick days used per employee 4 4 4 Approved Adjustments in 2005-2006 Budget 274 -- 275 of 636 -- CITY OF EVANSTON STREETS AND SANITATION ADMINIS 2665 2004 - 2005 2005 2006 - Appropriation Approved 2665 STREETS AND SANITATION ADMINIS 61010 REGULAR PAY 347,300 417,200 61060 SEASONAL EMPLOYEES 1,400 1,400 61110 OVERTIME PAY 2,800 2,800 61510 HEALTH INSURANCE 37,500 37,500 61615 LIFE INSURANCE 600 600 61630 SHOE ALLOWANCE 700 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 39,000 39,000 62320 TELEPHONE CHARGEBACKS 1,000 62360 MEMBERSHIP DUES 200 200 64540 TELECOMMUNICATIONS - WIRELESS 16,900 27,600 65010 BOOKS, PUBLICATIONS, MAPS 100 100 65095 OFFICE SUPPLIES 500 500 65625 FURNITURES & FIXTURES 500 500 68205 CONTINGENCIES 400 2665 STREETS AND SANITATION ADMINIS 448,800 528,700 275 -- 276 of 636 -- City of Evanston Streets and Sanitation 2670 – Street & Alley Maintenance Description of Major Activities This program provides ongoing maintenance of paved streets and alleys. Pot holes are patched as needed city-wide. A permanent crew does the major asphalt street repairs and maintenance, repair work on the paved streets and alleys, utility openings and curbs and sidewalks. Each year, less than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched and repaired. Most alleys have been changed from a crushed limestone surface to recycled asphalt, which is less expensive and holds up better in wet weather. This element also performs leaf collection and maintains the City's compost site. All residential streets posted with alternate parking signs are cleaned at least twice during the leaf collection operation. This operation begins in mid- October and continues until the end of November. During the seven week period, those streets requiring special posting are cleaned during the first two weeks of November. The leaves are collected and taken to the James Park Composting Facility for processing. Processing takes about six months and when completed, finished compost is made available to interested parties at no cost. FY 2005-2006 Objectives • Depending on the number street repairs in the 2005 construction season, the division proposes to blacktop five (5) to ten (10) alleys and continue to evaluate their stability and possible use instead of stone or re-cycled asphalt. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Cubic yards of concrete used for repairs 300 300 300 Number of repaired utility openings 300 300 300 Tons of asphalt used for repair 300 300 300 Tons of leaves collected 2,000 2,000 2,000 Cubic yards of compost available by May 1,500 1,500 1,500 Approved Adjustments in 2005-2006 Budget 276 -- 277 of 636 -- CITY OF EVANSTON STREET AND ALLEY MAINTENANCE 2670 2004 - 2005 2005 2006 - Appropriation Approved 2670 STREET AND ALLEY MAINTENANCE 61010 REGULAR PAY 728,600 699,100 61060 SEASONAL EMPLOYEES 29,800 29,800 61110 OVERTIME PAY 60,300 60,300 61510 HEALTH INSURANCE 129,200 129,200 61615 LIFE INSURANCE 1,000 1,000 61630 SHOE ALLOWANCE 1,700 62226 COMPOST RELATED SERVICE 36,000 36,000 62295 TRAINING & TRAVEL 1,600 1,600 62305 RENTAL OF AUTO-FLEET SER 489,000 489,000 65020 CLOTHING 800 800 65055 MATER. TO MAINT. IMP. 54,000 54,000 65085 MINOR EQUIPMENT & TOOLS 6,300 6,300 65090 SAFETY EQUIPMENT 1,000 1,000 65625 FURNITURES & FIXTURES 4,600 4,600 2670 STREET AND ALLEY MAINTENANCE 1,542,200 1,514,400 277 -- 278 of 636 -- City of Evanston Streets and Sanitation 2675 – Street Cleaning Description of Major Activities Almost all paved streets of the City of Evanston are cleaned on a twice per month basis during approximately eight months of the year. All streets posted with alternate parking signs are cleaned on a schedule established by the City Council. Streets which require special posting for sweeping are cleaned four times per year. Areas of high usage, such as business districts, are swept as needed as part of regularly scheduled routes. Sidewalks in business districts, parking lots, and viaducts are cleaned with hand equipment by a permanent crew. FY 2005-2006 Objectives • To plan, discuss and evaluate a change from nighttime sweeping to daytime sweeping for all or a portion of the areas now swept at night. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of street sweepings on regular streets 18 18 18 Number of street sweepings on posted streets 9 9 9 Number of weeks streets are in business districts 45 45 45 Tons of debris collected by sweeping 1,400 1,400 1400 Approved Adjustments in 2005-2006 Budget 278 -- 279 of 636 -- CITY OF EVANSTON STREET CLEANING 2675 2004 - 2005 2005 2006 - Appropriation Approved 2675 STREET CLEANING 61010 REGULAR PAY 340,000 352,800 61060 SEASONAL EMPLOYEES 15,000 65,300 61110 OVERTIME PAY 31,000 31,000 61510 HEALTH INSURANCE 54,000 54,000 61615 LIFE INSURANCE 400 400 61630 SHOE ALLOWANCE 900 62295 TRAINING & TRAVEL 900 900 62305 RENTAL OF AUTO-FLEET SER 269,400 269,400 62415 DEBRIS/REMOVAL CONTRACTUAL COS 73,100 73,100 65020 CLOTHING 700 700 65085 MINOR EQUIPMENT & TOOLS 1,000 1,000 65090 SAFETY EQUIPMENT 900 900 65625 FURNITURES & FIXTURES 2,000 2,000 2675 STREET CLEANING 788,400 852,400 279 -- 280 of 636 -- City of Evanston Streets and Sanitation 2680 – Ice and Snow Removal Description of Major Activities Salt is spread on streets to prevent any accumulation of ice or minor amounts of snow. Streets are plowed to remove accumulations of snow of more than two inches in order to provide safe travel ways. Personnel involved in ice and snow control operations are budgeted in other Street Section program elements, other Public Works divisions, and other departments. The City's snow removal goals are as follows: 1) to clear snow routes within twelve hours; 2) to clear one lane of residential streets within twenty-four hours; 3) to clear the other lane of residential streets within forty-eight hours; and 4) to remove snow from all municipal parking lots within five days after the initial snowfall. FY 2005-2006 Objectives • Evaluate performance of snowmelter. • Determine feasibility of using the drop spreader in alleys for snow/ice control Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of snow emergency days 4 4 4 Number of snow route parking bans 4 4 4 Salt operation 2" or less (days) 16 16 16 Tons of salt used 5,000 5,000 5,000 Night snow removal operations 6 6 6 Approved Adjustments in 2005-2006 Budget 280 -- 281 of 636 -- CITY OF EVANSTON SNOW AND ICE CONTROL 2680 2004 - 2005 2005 2006 - Appropriation Approved 2680 SNOW AND ICE CONTROL 61110 OVERTIME PAY 250,800 250,800 62305 RENTAL OF AUTO-FLEET SER 56,400 56,400 62320 TELEPHONE CHARGEBACKS 200 62451 TOWING AND BOOTING CONTRACTS 70,800 70,800 65015 CHEMICALS 175,000 175,000 65025 FOOD 200 200 65055 MATER. TO MAINT. IMP. 500 500 65085 MINOR EQUIPMENT & TOOLS 1,200 1,200 2680 SNOW AND ICE CONTROL 555,100 554,900 281 -- 282 of 636 -- City of Evanston Streets and Sanitation 2685 – Refuse Collection & Disposal Description of Major Activities Full refuse removal service is provided once per week to all residential one-to-four family unit residences under this program element. Twenty routes are scheduled for a four-day work week (Monday through Thursday). Condominium buildings and cooperative apartment units are serviced twice a week by a private hauler. FY 2005-2006 Objectives • To evaluate the conversion of the special collection services rendered and to review the fees collected to determine if the special collection service is self-sustaining. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Units served by municipal crews 15,550 15,550 15,550 Number of neighborhood clean ups 40 40 40 Units served by contractual agreements 4,695 4,695 4,965 Collection of bulk items within one week of request (1= 100%) 1 1 1 Materials collected per month (tons) 1,500 1,500 1,500 Amount of material collected annually (tons) 18,000 18,000 18,000 Approved Adjustments in 2005-2006 Budget 282 -- 283 of 636 -- CITY OF EVANSTON REFUSE COLLECT & DISPOSAL 2685 2004 - 2005 2005 2006 - Appropriation Approved 2685 REFUSE COLLECT & DISPOSAL 61010 REGULAR PAY 739,800 767,600 61050 PERMANENT PART-TIME 12,900 13,400 61060 SEASONAL EMPLOYEES 30,000 30,000 61110 OVERTIME PAY 75,100 75,100 61510 HEALTH INSURANCE 122,300 122,300 61615 LIFE INSURANCE 1,000 1,000 61630 SHOE ALLOWANCE 2,000 62210 PRINTING 300 300 62275 POSTAGE CHARGEBACKS 200 200 62295 TRAINING & TRAVEL 1,700 1,700 62305 RENTAL OF AUTO-FLEET SER 481,600 481,600 62320 TELEPHONE CHARGEBACKS 1,000 62390 CONDOMINIUM REFUSE COLL 360,000 430,000 62405 SWANCC DISPOSAL FEES 891,100 891,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 60,000 60,000 65015 CHEMICALS 1,400 1,400 65020 CLOTHING 1,500 1,500 65055 MATER. TO MAINT. IMP. 700 700 65085 MINOR EQUIPMENT & TOOLS 800 800 65090 SAFETY EQUIPMENT 1,200 1,200 65625 FURNITURES & FIXTURES 47,000 47,000 68205 CONTINGENCIES 300 68310 DEBT SERVC OTHER AGENCIES 158,800 158,800 2685 REFUSE COLLECT & DISPOSAL 2,988,700 3,087,700 283 -- 284 of 636 -- City of Evanston Streets and Sanitation 2690 – Residential Recycling Services Description of Major Activities Full recycling removal service is provided once per week to all qualified residential units under this budget element. Twenty-four routes are scheduled in a four day work week (Monday through Thursday). Condominium buildings and cooperative units (4,869) and all residential units (15,544) are serviced by a private contractor (Groot Recycling & Waste Services). Employees that provide this service are budgeted in the refuse collection and disposal element. FY 2005-2006 Objectives • This service has been contracted through 2010, so the major objective is to ensure that the contract is followed and the service is provided per the contract. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Approved Adjustments in 2005-2006 Budget 284 -- 285 of 636 -- CITY OF EVANSTON RESIDENTIAL RECYCLING COL 2690 2004 - 2005 2005 2006 - Appropriation Approved 2690 RESIDENTIAL RECYCLING COL 62415 DEBRIS/REMOVAL CONTRACTUAL COS 601,800 631,900 64005 ELECTRICITY 4,700 4,700 64015 NATURAL GAS 2,000 2,000 65125 OTHER COMMODITIES 3,500 3,500 68305 DEBT SERVICE 175,000 175,000 2690 RESIDENTIAL RECYCLING COL 787,000 817,100 285 -- 286 of 636 -- City of Evanston Streets and Sanitation 2695 – Yard Waste Collection & Disposal Description of Major Activities Yard waste removal service is provided once per week to all qualified residential units under this budget element. Yard waste collection runs from the first week of April through the first week of December. The Division also operates a weekend drop off at 2222 Oakton Street that is open an additional week in December. FY 2005-2006 Objectives • To continue to provide yard waste collection and disposal weekly during the yard waste season Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Tons of waste collected from April 1 - October 3,000 3,000 3,000 Tons of waste collected from mid-October to November 30 1,000 1,000 1,000 Approved Adjustments in 2005-2006 Budget 286 -- 287 of 636 -- CITY OF EVANSTON YARD WASTE COLLECTION 2695 2004 - 2005 2005 2006 - Appropriation Approved 2695 YARD WASTE COLLECTION 61010 REGULAR PAY 270,400 280,600 61060 SEASONAL EMPLOYEES 59,800 59,800 61110 OVERTIME PAY 11,200 11,200 61510 HEALTH INSURANCE 45,800 45,800 61615 LIFE INSURANCE 400 400 61630 SHOE ALLOWANCE 800 62210 PRINTING 100 100 62295 TRAINING & TRAVEL 600 600 62305 RENTAL OF AUTO-FLEET SER 35,100 35,100 62415 DEBRIS/REMOVAL CONTRACTUAL COS 130,000 130,000 2695 YARD WASTE COLLECTION 553,400 564,400 287 -- 288 of 636 -- City of Evanston Human Relations Human Relations Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Human Relations Administration Full-time Regular Director, Human Relations 1.00 Full-time Regular Human Relations Specialist 1.00 Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2710 ) 0.67 2705 Total 2.67 Housing Advocacy Full-time Regular Human Relations Specialist 1.00 Full-time Regular Exec Secretary (to Dept. Head) ( Split with 2705 ) 0.33 2710 Total 1.33 Grand Total 4.00 Expenditures as a % of 2006 General Fund Budget 0.72% Three Year Fiscal History $542,700 $598,000 $492,514 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 288 -- 289 of 636 -- City of Evanston Human Relations Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2705 – Human Relations Commission 226,770 230,600 206,600 233,200 2710 – Housing Advocacy 72,800 93,900 70,750 95,100 2715 – Summer Youth Empl. Prog. 192,940 218,200 195,880 269,700 Total Expenditures: $ 492,510 $ 542,700 $ 473,230 $ 598,000 Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $27,730. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives Successful achievement of department objectives was hindered by staff illness and vacancy during this fiscal year. The Director of Human Relations has been on extended medical leave the entire fiscal year, and this position was directly involved in many fair housing and other community outreach activities. In addition one full time Human Relations Specialist position has remained vacant in FY 05. With the reduced staff availability, a priority was placed on core programs and maintenance of effort. A successful Summer Youth Employment Program was again implemented. 430 Evanston youth attended a Job Fair in April. Unfortunately the program can only accommodate about 25% of those youth who apply. The SYEP was enhanced this year with a 50/50 program in which the City subsidized 50% of the wages in private sector jobs. Also new this fiscal year was a joint program with the Departments of Health and Human Services and Public Works whereby abandoned tires were collected and disposed. This program grew out of a City priority to reduce breeding sites of mosquitoes which can carry West Nile Virus. Over 800 tires were collected. The Community Picnic has become an annual responsibility of the Human Relations Department working in partnership with the Evanston Police Department. The 2004 picnic was a very well attended with an estimated crowd of over 3,000. New this year was a partnership with the Evanston Kiwanis which provided all of the picnic foodservice. The Human Relations Commission and staff worked jointly to close certain long standing open fair housing cases. Both staff and commission members are committed to improvements which will provide for the timely resolution of complaints. 2005-2006 Department Initiatives The Human Relations Commission hopes to initiate a series of "community conversations" during which existing community groups will offer suggestions to help set the Commission's priorities. It is hoped that as many as 10-15 of these conversations can be held in 2005. In addition, staff will conduct a professional review of other communities' best practices in the area of human relations to suggest possible Evanston initiatives. 289 -- 290 of 636 -- City of Evanston Human Relations 2705 – Human Relations Commission Description of Major Activities Human Relations provides services, programs and activities to maintain the rich diversity of our community. We foster, encourage and stimulate the improvement of human relations among and between citizens of all races, colors, creeds, national origins, sexes, ages, familial status, marital status, religions, physical/mental disabilities, sexual orientation and economic and educational levels. The goal is to provide all individuals with an equal opportunity to grow, participate, and share to the best of their ability in the City's economic, educational, political, social, and judicial systems. To this end, all of the Commission's services, programs and activities are administered through this element. The department administers and enforces the Fair Housing Ordinance and the Residential Landlord and Tenant Ordinance and provides mediation services through our Neighborhood Justice Center/Alternative Dispute Resolution. The Service also investigates and/or refers allegations of civil rights violations and/or discrimination based on race, color, religion, sex, national origin, sexual orientation, familial status, physical/mental disability or age; conducts and/or coordinates training programs and community functions/activities; advises City administration, City Council, and the community on human relations issues; and serves as a resource on related issues. Department staff investigate and prepare responses to allegations of employment discrimination filed through the Illinois Department of Human Rights and/or the U. S. Equal Employment Opportunity Commission against the City by employees or those attempting to become employees and advises City Manager on appropriate course of action; monitors workforce to ensure appropriate levels of minority and female representation; administers City's sexual harassment program and investigates charges of sexual harassment; serves as a resource to City employees on a wide range of issues. FY 2005-2006 Objectives • To conduct a series of community outreach programs designed to solicit input on establishing commission priorities • To conduct a best practices review to determine how other communities are defining the municipal role in human relations Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Mediations conducted 43 20 40 Training programs conducted, (sexual harassment, hate crimes, diversity, etc.) 16 5 15 Civil rights and/or discrimination charges investigated 20 5 20 Civil rights and/or discrimination charges referred 3 0 2 Employee consultations 45 10 10 Meetings with community/civic organizations 11 20 25 Approved Adjustments in 2005-2006 Budget 290 -- 291 of 636 -- CITY OF EVANSTON HUMAN RELATIONS COMMISSION 2705 2004 - 2005 2005 2006 - Appropriation Approved 2705 HUMAN RELATIONS COMMISSION 61010 REGULAR PAY 194,400 201,700 61510 HEALTH INSURANCE 20,100 20,100 61615 LIFE INSURANCE 400 400 61625 AUTO ALLOWANCE 1,200 1,200 62205 ADVERTISING 2,200 2,200 62210 PRINTING 1,000 1,000 62275 POSTAGE CHARGEBACKS 2,200 2,200 62295 TRAINING & TRAVEL 300 300 62320 TELEPHONE CHARGEBACKS 4,200 62360 MEMBERSHIP DUES 300 300 62380 COPY MACHINE CHARGES 2,300 2,300 62605 OTHER CHARGES 600 64540 TELECOMMUNICATIONS - WIRELESS 600 65010 BOOKS, PUBLICATIONS, MAPS 500 500 65095 OFFICE SUPPLIES 400 400 68205 CONTINGENCIES 500 2705 HUMAN RELATIONS COMMISSION 230,600 233,200 291 -- 292 of 636 -- City of Evanston Human Relations 2710 – Housing Advocacy Description of Major Activities Housing, particularly affordable housing, has and will continue to present the City with some very difficult challenges. In an effort to maintain the diversity that is coveted by our residents, eradicate discrimination, and to insure that landlords and tenants are aware of their respective duties, rights, obligations and remedies, this element assumes responsibility for the administration and enforcement of the Fair Housing Ordinance (FHO) and the Residential Landlord and Tenant Ordinance (RLTO). The FHO prohibits discrimination in the sale or rental of residential property based on race, color, religion, sex, age, sexual orientation, marital status, disability and familial status. The RLTO establishes rights, obligations and remedies for property owners who rent or lease residential property and for those who lease or rent, the tenants. To enforce and administer these ordinances, Commission staff provides a myriad of services including, but not limited to, technical support, training, advocacy, investigation, mediation/conciliation and arbitration. Our services include assisting landlords and tenants in completing the required judicial forms to file civil actions pro se in the Circuit Court. Because the RLTO does not grant any specific authority for the Commission to enforce its provisions, many tenants are intimidated by their landlords and the judicial system, and some "mom and pop" landlords do not understand their responsibilities and/or they do not have the resources to exercise the available remedies. Though we are unable to provide legal representation, we will accompany the party to the appropriate venue and assist in the filing of the complaint. To augment our advocacy, we work independently and as a part of a larger network which includes other City departments, community groups/organizations, governmental agencies, elected officials and the like to address housing and housing related issues that include affordable housing, Housing Choice Voucher Program, anti- social/criminal behaviors and perceptions. FY 2005-2006 Objectives • Revise internal timelines for the processing and resolution of fair housing complaints. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Fair housing complaints perfected and processed 0 1 3 Landlord/Tenant inquiries and complaints processed 2,300 1,500 1,500 Training, (programs conducted, conference presentations, bilingual workshops, etc.) 10 5 10 Housing providers audited 5 0 5 Meetings with civic, community, professional groups/organizations 15 10 20 Approved Adjustments in 2005-2006 Budget 292 -- 293 of 636 -- CITY OF EVANSTON HOUSING ADVOCACY 2710 2004 - 2005 2005 2006 - Appropriation Approved 2710 HOUSING ADVOCACY 61010 REGULAR PAY 64,000 66,400 61510 HEALTH INSURANCE 9,900 9,900 61615 LIFE INSURANCE 100 100 62130 LEGAL SERVICES - GENERAL 500 500 62205 ADVERTISING 1,100 1,100 62210 PRINTING 5,000 5,000 62275 POSTAGE CHARGEBACKS 100 100 62295 TRAINING & TRAVEL 100 100 62360 MEMBERSHIP DUES 400 400 62380 COPY MACHINE CHARGES 100 100 62605 OTHER CHARGES 8,000 8,000 65010 BOOKS, PUBLICATIONS, MAPS 3,000 3,000 65095 OFFICE SUPPLIES 400 400 68205 CONTINGENCIES 1,200 2710 HOUSING ADVOCACY 93,900 95,100 293 -- 294 of 636 -- City of Evanston Human Relations 2715 – Summer Youth Employment Program Description of Major Activities The Summer Youth Employment Program provides summer employment opportunities for Evanston youth, ages 14 through 18, who for a variety of reasons are unable to secure summer employment. Available jobs (both full-time and part-time) include community clean-up, maintenance, and departmental support. The community clean-up teams are assigned to pre-determined geographical areas throughout the community for a nine week period. During this time, crew members assume responsibility for keeping the right of ways, traffic calming circles, cul-de-sacs, parks and alleys free of debris. They also cut back excess vegetation in alleys to increase driver's visibility and to reduce vehicular damage, e.g., broken side view mirrors, scratches, etc. In addition, program participants have also taken on the responsibility of scraping, priming and painting traffic signal and street light poles. A job fair is held to provide employers the opportunity to meet and interview the young job seekers. Job seekers have the opportunity to learn more about available position(s) and to "sell" themselves. The job fair typically attracts in excess of 400 job seekers. In addition to providing employment opportunities with the City, a Mayor's initiative to encourage private sector participation was implemented. The 50/50 program involved the City and local businesses splitting costs to encourage their participation in the program. New in 2004 was a tire pick-up program aimed at reducing mosquito breeding sites. The program was supported by the Department of Health and Human Services as part of their effort to combat West Nile Virus. Over 800 tires were collected in this effort. FY 2005-2006 Objectives • Expansion of the private sector 50/50 program Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Percent of participants who complete the program 96 114 115 Percent of participants who participate in training 95 98 98 Number of alleys cleaned 204 150 150 Businesses in 50/50 program 0 9 15 Traffic poles, lights and control boxes scraped, primed and painted 139 201 200 Youth served in 50/50 program 0 16 25 Abandoned Tires Collected 0 800 500 Approved Adjustments in 2005-2006 Budget 294 -- 295 of 636 -- CITY OF EVANSTON SUMMER YOUTH EMPLOY PRGRM 2715 2004 - 2005 2005 2006 - Appropriation Approved 2715 SUMMER YOUTH EMPLOY PRGRM 61060 SEASONAL EMPLOYEES 183,200 236,100 62275 POSTAGE CHARGEBACKS 400 400 62305 RENTAL OF AUTO-FLEET SER 6,100 6,100 62375 RENTALS 8,000 8,000 62405 SWANCC DISPOSAL FEES 6,000 6,000 62605 OTHER CHARGES 3,000 64540 TELECOMMUNICATIONS - WIRELESS 3,000 65020 CLOTHING 7,000 7,000 65085 MINOR EQUIPMENT & TOOLS 1,600 1,600 65090 SAFETY EQUIPMENT 1,000 1,000 65095 OFFICE SUPPLIES 500 500 68205 CONTINGENCIES 1,400 2715 SUMMER YOUTH EMPLOY PRGRM 218,200 269,700 295 -- 296 of 636 -- 296 -- 297 of 636 -- City of Evanston Library Library Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Children's Services Full-time Regular Library Assistant 1.00 Full-time Regular Librarian III 1.00 Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 Part-time Regular Shelver ( 2 @ .25 FTE ) 0.50 Part-time Regular Library Technical Aide 0.10 Part-time Regular Library Assistant ( 3 @ .25 FTE ) 0.75 Part-time Regular Library Aide I ( 3 @ .25 FTE ) 0.75 Part-time Regular Librarian I 0.50 Part-time Regular Librarian I 0.10 2805 Total 6.70 Reader's Services Full-time Regular Librarian I ( 3 @ 1 FTE ) 3.00 Full-time Regular Librarian III 1.00 Part-time Regular Library Technical Aide 0.25 Part-time Regular Readers' Advisor ( 2 @ .5 FTE ) 1.00 Part-time Regular Readers' Advisor ( 2 @ .25 FTE ) 0.50 Part-time Regular Readers' Advisor 0.10 2810 Total 5.85 Reference Services & Periodicals Full-time Regular Periodicals Supervisor 1.00 Full-time Regular Librarian III 1.00 Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 Full-time Regular Clerk III 1.00 Part-time Regular Library Clerk 0.75 Part-time Regular Library Clerk ( 2 @ .25 FTE ) 0.50 Part-time Regular Librarian I ( 3 @ .5 FTE ) 1.50 Part-time Regular Librarian I ( 2 @ .25 FTE ) 0.50 Part-time Regular Clerk Typist I 0.50 2815 Total 8.75 Expenditures as a % of 2006 General Fund Budget 5.01% Three Year Fiscal History $4,057,900 $4,147,900 $3,954,343 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 $5,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 297 -- 298 of 636 -- City of Evanston Library Employee Status Description Job Type Description Position FTE Circulation Full-time Regular Library Aide II 1.00 Full-time Regular Clerk III 1.00 Full-time Regular Circulation Supervisor 1.00 Part-time Regular Shelver 0.75 Part-time Regular Shelver ( 4 @ .5 FTE ) 2.00 Part-time Regular Shelver ( 2 @ .25 FTE ) 0.50 Part-time Regular Security Monitor ( 4 @ .5 FTE ) 2.00 Part-time Regular Library Clerk ( 7 @ .5 FTE ) 3.50 Part-time Regular Library Clerk ( 4 @ .25 FTE ) 1.00 Part-time Regular Library Aide II 0.50 Part-time Regular Library Aide I 0.50 2820 Total 13.75 North Branch Part-time Regular Library Aide I ( 2 @ .25 FTE ) 0.50 Part-time Regular Librarian II 0.50 Part-time Regular Branch Assistant ( 3 @ .5 FTE ) 1.50 Part-time Regular Branch Assistant 0.25 Part-time Regular Branch Assistant 0.10 2825 Total 2.85 South Branch Full-time Regular Librarian II 1.00 Part-time Regular Library Aide I 0.75 Part-time Regular Library Aide I 0.10 Part-time Regular Branch Assistant 0.75 Part-time Regular Branch Assistant 0.50 Part-time Regular Branch Assistant 0.25 2830 Total 3.35 Technical Services Full-time Regular Technical Services Manager 1.00 Full-time Regular Tech Support Specialist II 1.00 Full-time Regular Tech Support Specialist I 1.00 Full-time Regular Library Assistant ( 2 @ 1 FTE ) 2.00 Full-time Regular Librarian I ( 2 @ 1 FTE ) 2.00 Full-time Regular Clerk II ( 3 @ 1 FTE ) 3.00 Part-time Regular Library Clerk 0.75 Part-time Regular Library Clerk 0.50 Part-time Regular Library Clerk 0.25 Part-time Regular Librarian I 0.50 Part-time Regular Clerk Typist II 0.75 Part-time Regular Clerk II ( 3 @ .75 FTE ) 2.25 2835 Total 15.00 Library Maintenance Full-time Regular Custodian II ( 3 @ 1 FTE ) 3.00 Part-time Regular Custodian I 0.50 2840 Total 3.50 298 -- 299 of 636 -- City of Evanston Library Employee Status Description Job Type Description Position FTE Library Administration Full-time Regular Director, Library 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 Full-time Regular Clerk III 1.00 Full-time Regular Admin Services Manager 1.00 Part-time Regular Clerk Typist II 0.50 2845 Total 4.50 Grand Total 64.25 299 -- 300 of 636 -- City of Evanston Library Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 2805 – Children’s Services 410,300 423,800 439,530 419,200 2810 – Readers’ Services 537,930 538,100 577,180 555,200 2815 – Reference & Periodicals 715,020 667,800 717,770 691,600 2820 – Circulation 385,370 425,800 456,050 440,400 2825 – North Branch 135,630 136,900 151,020 141,700 2830 – South Branch 190,040 182,600 194,530 188,200 2835 – Technical Services 807,950 827,200 890,870 877,100 2840 – Maintenance 354,830 426,500 442,910 421,000 2845 - Administration 417,260 429,200 432,580 413,500 Total Expenditures: 3,954,330 4,057,900 4,302,440 4,147,900 Revenues: Books Lost & Paid 22,620 21,000 22,880 21,000 Copy Machine Charges 26,560 26,000 27,080 26,000 Library Fines & Fees 168,770 165,000 170,660 169,000 Meeting Room Fees 24,980 8,700 7,400 9,000 Miscellaneous Revenue 3,530 3,500 2,520 3,500 Multimedia Collection 2,160 2,000 1,950 2,000 Non-resident Cards 3,080 3,000 4,190 3,000 North Branch Rental Income 25,200 26,100 26,100 27,000 Personal Property Repl. Tax 49,700 49,700 49,700 49,700 Rental Books 8,320 8,600 7,990 8,600 Reserves on Library Materials 5,620 5,000 6,610 5,600 State Per Capita Grant 92,800 83,500 46,400 92,700 Video Rentals 62,650 60,000 57,610 63,000 Total Revenues: 495,990 462,100 431,090 480,100 Notes for Financial Summary • The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $199,190. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Key changes in FY06 budget: • one additional part-time processing position in Technical Services • new public access computers with application software • decrease of janitorial contract • new DVD/CD repair system • Increase in library materials (books, a/v, etc.) for inflation Performance Report on FY 2004-2005 Major Program Objectives The Library conducted an exit survey in March of 2004. Highlights of the survey results are: o 81.2% of Library visitors found at least 70% of the items they looked for o 80.2% of Library visitors asking reference questions indicated that their question had been fully answered o The demographic makeup of Library users is very similar to the demographic makeup of the community In June of 2004 the Library Board approved a building program for the appropriate remodeling of the Main Library to permit the expansion of collection, seating, and programming space in the Children’s Room. An RFP for architectural services is being prepared and the Board expects to select an architect before the close of the fiscal year. 300 -- 301 of 636 -- City of Evanston Library Department The Library’s Board and staff have been involved in a significant budget planning process. This effort has focused on those services that are common in north suburban libraries but that are not available or not adequately supported at the Evanston Public Library. The planning document will be completed by the end of this fiscal year and will provide guidance for the Library’s budgeting in future years. Outreach efforts in Children’s Services have maintained successful programs like the kindergarten card drive, the Young Evanston Storytellers, and the home daycare delivery project, which added three homes this year. Some new projects have been added, too. The outreach librarian took charge of the juvenile book collection at Fleetwood- Jourdain Community Center by weeding, cataloguing, and augmenting it with reference materials. This winter a reading club there will give the after-school students incentives to use the collection. In addition to the usual summer reading game partnerships at parks and summer camps, we coordinated our game with District 65’s new summer libraries program. Also, our new program-exchange agreement with the Evanston Ecology Center allowed us to raffle off canoe trips, tell campfire stories at the Lighthouse Park fire pit, and host a live animal program, all for no charge. Our commitment to poetry in Evanston will grow through a poetry workshop series for middle-school students, co-sponsored by Rhino literary magazine. Outreach project ideas were submitted as grant applications to Target, the State of Illinois, and will be submitted this fall to The Women’s Club of Evanston. The outreach librarian represents the library as a community partner in District 65’s newly awarded 21st Century Grant. 2005-2006 Department Initiatives The Evanston Public Library Board of Trustees envisions a future in which the Library’s collections, programs, and leadership help ensure: 1. That every Evanston resident has the opportunity to enjoy an intellectually and culturally rich life 2. That every child enters school with the requisite developmental skills 3. That every child experiences the pleasure of reading and the joy of learning 4. That our community celebrates and appreciates its diversity 5. That those in need can find assistance and information with ease 6. The mission of the Evanston Public Library is to promote the development of independent, self-confident, and literate citizens through the provision of open access to cultural, intellectual, and informational resources. 301 -- 302 of 636 -- City of Evanston Library 2805 – Children’s Services Description of Major Activities Children's Services provides library services for all Evanston children (from infancy through junior high), parents, teachers and adults interested in reading books to children. It provides and maintains a collection of books, reference materials, magazines, pamphlets, CD's, audio and video cassettes, and software designed specifically for children. It provides assistance in using these collections, answers reference inquiries and provides programs and displays that complement the book collection and promote children's literature, library services, and literacy. The Children's Services collection comprises over 97,900 books and 7,500 audio-visual items. FY 2005-2006 Objectives • To provide literary, educational, and cultural programs for a combined audience of 20,000 children during FY 2005-06. • To establish 25,000-child book links in FY 2005–06. • To answer at least 85% of reference questions to the satisfaction of Library patrons. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Circulation of materials 240,549 241,000 242,000 Library programs for children 500 500 500 Attendance at children's programs 16,033 16,000 20,000 Summer reading game participants 1,077 1,017 1,000 Approved Adjustments in 2005-2006 Budget 302 -- 303 of 636 -- CITY OF EVANSTON CHILDREN'S SERVICES 2805 2004 - 2005 2005 2006 - Appropriation Approved 2805 CHILDREN'S SERVICES 61010 REGULAR PAY 184,900 191,900 61050 PERMANENT PART-TIME 99,900 103,700 61055 TEMPORARY EMPLOYEES 6,600 6,600 61510 HEALTH INSURANCE 30,000 30,000 61615 LIFE INSURANCE 300 300 62295 TRAINING & TRAVEL 700 700 64540 TELECOMMUNICATIONS - WIRELESS 600 500 65100 LIBRARY SUPPLIES 600 1,000 65620 OFFICE MACH. & EQUIP. 17,900 65630 LIBRARY BOOKS 63,600 65,300 65635 PERIODICALS 1,200 1,300 65640 AUDIO RECORDINGS 8,200 8,400 65645 MULTIMEDIA COLLECTION 1,300 1,300 65650 VISUAL MEDIA COLLECTION 8,000 8,200 2805 CHILDREN'S SERVICES 423,800 419,200 303 -- 304 of 636 -- City of Evanston Library 2810 – Reader’s Services Description of Major Activities Reader's Services provides assistance to patrons in locating materials in the Library and in other resource centers; answers reader's advisory questions; promotes understanding and use of the Library through bibliographies, tours and displays; and selects all adult books and audio-visual materials for circulating collections. The Reader's Services Department responds to patron questions both in person and by telephone. The adult circulating collection comprises over 280,000 books and 18,000 audio-visual items. FY 2005-2006 Objectives • To answer at least 85% of reference questions to the satisfaction of Library patrons. • To make at least 70% of the titles that patrons search for immediately available when patrons visit the Library. • To fill 30% of reserves for adult materials within 7 days and 75% within 30 days and to measure the performance on this objective by collecting and reviewing data in October, 2006. • To review 25% of the adult non-fiction collection for retention, replacement, and enhancement by February 2006. • To provide the community with 70 high quality literary, educational, and cultural programs for a combined audience of 3,000 during FY 2005–06. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Reference and directional questions 94,800 100,000 100,000 Number of adult programs 154 160 160 Attendance at adult programs 4,943 5,000 5,000 Approved Adjustments in 2005-2006 Budget 304 -- 305 of 636 -- CITY OF EVANSTON READER'S SERVICES 2810 2004 - 2005 2005 2006 - Appropriation Approved 2810 READER'S SERVICES 61010 REGULAR PAY 170,500 176,900 61050 PERMANENT PART-TIME 141,800 147,200 61055 TEMPORARY EMPLOYEES 5,800 5,800 61510 HEALTH INSURANCE 22,500 22,500 61615 LIFE INSURANCE 200 200 62295 TRAINING & TRAVEL 700 700 62340 COMPTER LICENSE & SUPP 3,200 3,300 65100 LIBRARY SUPPLIES 600 600 65630 LIBRARY BOOKS 158,200 162,500 65640 AUDIO RECORDINGS 21,300 21,900 65645 MULTIMEDIA COLLECTION 500 500 65650 VISUAL MEDIA COLLECTION 12,800 13,100 2810 READER'S SERVICES 538,100 555,200 305 -- 306 of 636 -- City of Evanston Library 2815 – Reference Services & Periodicals Description of Major Activities Reference Services & Periodicals provides assistance to patrons in locating information and materials within the Evanston Public Library and from other sources; selects all materials for the reference collection; maintains a periodicals collection; responds to questions in person, by telephone and by written correspondence; and collects Evanston documents and materials. The reference collection consists of approximately 25,000 volumes, 30 on-line databases, and a large collection of clipping files and pamphlets. There are specialized collections on careers, grants and foundations, and small business. The periodicals collection consists of approximately 900 titles. FY 2005-2006 Objectives • To answer at least 85% of reference questions to the satisfaction of Library patrons. • To provide 80 classes on the use of the Internet and other electronic resources in FY 2005–06. • Job seekers in Evanston will successfully use library services to find career opportunities. We will measure our performance on this objective by surveying participants in job search programs in 2005. • Parents will successfully use library services to locate childcare and healthcare services for their families. We will measure our performance on this objective by surveying participants in family support programs in 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Reference and directional questions 119,212 115,000 115,000 Periodicals use in-house 32,104 32,000 32,000 Internet use in-house 52,866 55,000 55,000 Approved Adjustments in 2005-2006 Budget 306 -- 307 of 636 -- CITY OF EVANSTON REFERENCE SRVS & PERIODICALS 2815 2004 - 2005 2005 2006 - Appropriation Approved 2815 REFERENCE SRVS & PERIODICALS 61010 REGULAR PAY 254,300 263,900 61050 PERMANENT PART-TIME 141,400 146,700 61055 TEMPORARY EMPLOYEES 7,300 7,300 61510 HEALTH INSURANCE 37,500 37,500 61615 LIFE INSURANCE 400 400 62220 BINDING 1,800 1,800 62295 TRAINING & TRAVEL 900 900 62340 COMPTER LICENSE & SUPP 70,600 72,500 65100 LIBRARY SUPPLIES 5,000 5,000 65630 LIBRARY BOOKS 73,500 75,500 65635 PERIODICALS 75,100 80,100 2815 REFERENCE SRVS & PERIODICALS 667,800 691,600 307 -- 308 of 636 -- City of Evanston Library 2820 – Circulation Description of Major Activities The Circulation Department processes the borrowing and return of book and non-book materials; processes reserve items; re-shelves returned items; answers and routes incoming telephone calls; answers general and directional questions; explains library circulation policies to users; registers new patrons and keeps patron files current; sends reminders to patrons holding overdue materials; and collects fines and payment for lost items. FY 2005-2006 Objectives • To re-shelve all adult library materials within two day of their return. • To keep the wait time for service at the Circulation Desk less than four minutes. • To inventory the North Branch collection, the children’s fiction collection, and the Main Library Dewey numbers 100 – 500. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Items checked out 757,191 775,000 775,000 Reserves filled 17,444 17,000 17,000 New cards issued 7,016 7,200 7,200 Notices sent 41,881 42,000 42,000 Approved Adjustments in 2005-2006 Budget 308 -- 309 of 636 -- CITY OF EVANSTON CIRCULATION 2820 2004 - 2005 2005 2006 - Appropriation Approved 2820 CIRCULATION 61010 REGULAR PAY 140,000 145,300 61050 PERMANENT PART-TIME 236,000 244,900 61055 TEMPORARY EMPLOYEES 14,400 14,400 61510 HEALTH INSURANCE 30,000 30,000 61615 LIFE INSURANCE 200 200 62295 TRAINING & TRAVEL 1,600 1,600 65100 LIBRARY SUPPLIES 3,600 4,000 2820 CIRCULATION 425,800 440,400 309 -- 310 of 636 -- City of Evanston Library 2825 – North Branch Description of Major Activities The North Branch, at 2026 Central Street, is an extension of the Main Library. It provides library service to the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs, and displays for children and adults. It serves as a community center in a busy business district. The North Branch has a collection of over 38,000 books. FY 2005-2006 Objectives • To answer at least 85% of reference question to the satisfaction of Library patrons. • To provide three to five children’s programs featuring guest artists. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Circulation of materials 69,283 72,000 72,000 Reference and directional transactions 20,408 23,000 23,000 Number of patrons entering North Branch 68,455 71,000 71,000 Approved Adjustments in 2005-2006 Budget 310 -- 311 of 636 -- CITY OF EVANSTON NORTH BRANCH 2825 2004 - 2005 2005 2006 - Appropriation Approved 2825 NORTH BRANCH 61050 PERMANENT PART-TIME 105,200 109,200 61055 TEMPORARY EMPLOYEES 2,200 2,200 62225 BLDG MAINTENANCE SERVICES 1,000 1,000 64015 NATURAL GAS 900 900 65050 BLDG MAINTENANCE MATERIAL 600 400 65100 LIBRARY SUPPLIES 200 400 65630 LIBRARY BOOKS 24,300 25,000 65635 PERIODICALS 2,500 2,600 2825 NORTH BRANCH 136,900 141,700 311 -- 312 of 636 -- City of Evanston Library 2830 – South Branch Description of Major Activities The South Branch, at 949 Chicago Avenue, is an extension of the Main Library. It provides library service to the adjacent neighborhoods through a collection of popular materials, assistance in using the materials, programs, and displays for children and adults. The South Branch has a collection of over 29,000 books. FY 2005-2006 Objectives • To answer at least 85% of reference question to the satisfaction of Library patrons. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Circulation of materials 42,363 40,000 40,000 Reference and directional questions 20,583 22,000 22,000 Number of patrons entering South Branch 50,063 54,000 54,000 Approved Adjustments in 2005-2006 Budget 312 -- 313 of 636 -- CITY OF EVANSTON SOUTH BRANCH 2830 2004 - 2005 2005 2006 - Appropriation Approved 2830 SOUTH BRANCH 61010 REGULAR PAY 58,500 60,700 61050 PERMANENT PART-TIME 37,400 38,800 61055 TEMPORARY EMPLOYEES 4,600 4,600 61510 HEALTH INSURANCE 7,500 7,500 61615 LIFE INSURANCE 100 100 62225 BLDG MAINTENANCE SERVICES 4,000 4,000 62375 RENTALS 45,300 46,400 65050 BLDG MAINTENANCE MATERIAL 100 200 65100 LIBRARY SUPPLIES 300 400 65630 LIBRARY BOOKS 22,500 23,100 65635 PERIODICALS 2,300 2,400 2830 SOUTH BRANCH 182,600 188,200 313 -- 314 of 636 -- City of Evanston Library 2835 – Technical Services Description of Major Activities Technical Services is responsible for the ordering, cataloging, classifying, recording and processing of all library materials given to or bought with the funds of the Evanston Public Library. It coordinates the annual addition of approximately 34,000 new volumes for the collection. It prepares and maintains computer databases for the recording of and access to the materials in the Library's collection. Technical Services is responsible for the proper operation and maintenance of all computer hardware and software for all of the Library's automated systems. The automated systems include the integrated on-line library system, the local area network, the Internet connection, and on-line databases. FY 2005-2006 Objectives • To catalog, process, and make available to Library patrons all library materials within 30 days of receipt. • To have all automated library public and staff services available 99% of the hours that the Library is open and to have the integrated library system and the Evanston Information Server available 95% of the remaining hours of published availability. • To oversee the successful migration of the Library from the legacy DRA Classic integrated library system to the SIRSI Unicorn system by joining Cooperative Computer Services, a public library consortium, by fall of 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Titles added to the collections 16,544 17,000 17,000 Volumes added to the collections 30,702 31,000 31,000 Volumes withdrawn from the collections 19,491 14,000 14,000 Volumes bound or mended 4,518 4,000 4,000 Visits to the Library's website 721,067 900,000 900,000 Approved Adjustments in 2005-2006 Budget 314 -- 315 of 636 -- CITY OF EVANSTON TECHNICAL SERVICES 2835 2004 - 2005 2005 2006 - Appropriation Approved 2835 TECHNICAL SERVICES 61010 REGULAR PAY 419,300 435,000 61050 PERMANENT PART-TIME 147,600 164,200 61055 TEMPORARY EMPLOYEES 3,200 3,200 61510 HEALTH INSURANCE 67,600 67,600 61615 LIFE INSURANCE 600 600 62220 BINDING 5,000 5,000 62250 COMPUTER EQUIPMENT MAINT 7,600 7,400 62295 TRAINING & TRAVEL 1,300 1,300 62340 COMPTER LICENSE & SUPP 108,000 113,900 64545 PERSONAL COMPUTER SOFTWARE 9,000 3,000 65100 LIBRARY SUPPLIES 26,000 30,000 65555 PERSONAL COMPUTER EQUIPMENT 32,000 36,300 65620 OFFICE MACH. & EQUIP. 9,600 2835 TECHNICAL SERVICES 827,200 877,100 315 -- 316 of 636 -- City of Evanston Library 2840 – Library Maintenance Description of Major Activities The Library’s Maintenance Division provides for the maintenance and cleaning of the Main Library, the North Branch, and the South Branch. The Maintenance team inspects, maintains, and repairs all components of the Library facilities, including the electrical system, plumbing system, HVAC systems and controls, structural elements, and landscaping. In addition, the staff supervises outside contractors and assists with special programs and meeting room set-ups. FY 2005-2006 Objectives • A complete review and update of the preventive maintenance system by December 2005. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Conduct seasonal cleaning of boilers 1 1 1 Approved Adjustments in 2005-2006 Budget 316 -- 317 of 636 -- CITY OF EVANSTON MAINTENANCE 2840 2004 - 2005 2005 2006 - Appropriation Approved 2840 MAINTENANCE 61010 REGULAR PAY 133,900 139,000 61050 PERMANENT PART-TIME 27,400 28,500 61055 TEMPORARY EMPLOYEES 500 500 61110 OVERTIME PAY 8,400 8,400 61510 HEALTH INSURANCE 23,000 23,000 61615 LIFE INSURANCE 200 200 61630 SHOE ALLOWANCE 500 62225 BLDG MAINTENANCE SERVICES 175,200 160,000 62235 OFFICE EQUIPMENT MAINT 3,900 500 62245 OTHER EQMT MAINTENANCE 3,900 9,700 62295 TRAINING & TRAVEL 400 400 62305 RENTAL OF AUTO-FLEET SER 6,800 6,800 64015 NATURAL GAS 22,100 22,100 65040 JANITORIAL SUPPLIES 12,000 12,500 65050 BLDG MAINTENANCE MATERIAL 8,000 8,000 65070 OFFICE/OTHER EQT MTN MATL 600 600 65085 MINOR EQUIPMENT & TOOLS 200 300 2840 MAINTENANCE 426,500 421,000 317 -- 318 of 636 -- City of Evanston Library 2845 – Library Administration Description of Major Activities The Administrative staff implements the policies of the Library Board and conducts all administrative, management and business activities of the Library. This element provides the direction, planning and evaluation for all library services, facilities, and fiscal management. Personnel administration and staff evaluation are primary activities. The administrative staff maintains relationships with community groups and other City departments. The Administration and other Library units work with numerous library-related groups in the area and throughout the State of Illinois. FY 2005-2006 Objectives • To assist and facilitate the successful migration of the Library from the legacy DRA Classic integrated library system to the SIRSI Unicorn system by joining Cooperative Computer Services, a public library consortium, by fall of 2005. • To advance the Library Board’s plan for the appropriate remodeling of the Main Library to permit the expansion of collection, seating, and programming space in the Children’s Room. Ongoing Activity Measures 2003-2004 Actual 2004-2005 Actual 2005-2006 Projected Number of patrons entering the Main Library 556,834 557,000 557,000 Approved Adjustments in 2005-2006 Budget 318 -- 319 of 636 -- CITY OF EVANSTON ADMINISTRATION 2845 2004 - 2005 2005 2006 - Appropriation Approved 2845 ADMINISTRATION 61010 REGULAR PAY 261,900 271,700 61050 PERMANENT PART-TIME 17,900 18,600 61055 TEMPORARY EMPLOYEES 200 200 61510 HEALTH INSURANCE 30,000 30,000 61615 LIFE INSURANCE 500 500 61625 AUTO ALLOWANCE 1,700 1,700 62210 PRINTING 2,800 2,800 62235 OFFICE EQUIPMENT MAINT 16,500 6,000 62275 POSTAGE CHARGEBACKS 28,500 28,500 62295 TRAINING & TRAVEL 500 500 62315 POSTAGE 1,000 1,800 62320 TELEPHONE CHARGEBACKS 30,300 62360 MEMBERSHIP DUES 2,000 2,000 62375 RENTALS 28,200 62655 LEASE PAYMENTS 17,700 65095 OFFICE SUPPLIES 17,700 21,000 2845 ADMINISTRATION 429,200 413,500 319 -- 320 of 636 -- 320 -- 321 of 636 -- City of Evanston Parks Forestry & Recreation Parks Forestry & Recreation Total Full-Time Equivalent Positions Employee Status Description Job Type Description Position FTE Management & General Support Full-time Regular Director, Parks/Forestry & Rec 1.00 Full-time Regular Management Analyst 1.00 Full-time Regular Exec Secretary (to Dept. Head) 1.00 3005 Total 3.00 Business & Fiscal Management Full-time Regular Business Manager 1.00 Full-time Regular Recreation Systems Administrator 1.00 Full-time Regular Senior Accountant 1.00 3010 Total 3.00 Marketing Services Full-time Regular Public Information Specialist 1.00 Part-time Regular Public Information Assistant 0.75 3015 Total 1.75 Recreation General Support Full-time Regular Superintendent, Recreation 1.00 Full-time Regular Data Control Clerk 1.00 Part-time Regular Clerk II 0.50 3020 Total 2.50 Expenditures as a % of 2006 General Fund Budget 14.75% Three Year Fiscal History $10,885,100 $12,197,900 $10,329,228 $7,000,000 $8,000,000 $9,000,000 $10,000,000 $11,000,000 $12,000,000 $13,000,000 Actual Appropriation Approved 2003/04 2004/05 2005/06 321 -- 322 of 636 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description Position FTE Robert Crown Center Full-time Regular Recreation Program Manager 1.00 Full-time Regular Preschool Coordinator 1.00 Full-time Regular Fac Maint Worker/Cust II 1.00 Full-time Regular Custodian II 1.00 Full-time Regular Building Supervisor 1.00 Part-time Regular Recreation Aide 0.50 Part-time Regular Program Assistant 0.10 Part-time Regular Program Assistant ( 3 @ .25 FTE ) 0.75 Part-time Regular Program Assistant 0.50 Part-time Regular Preschool Instructor ( 4 @ .25 FTE ) 1.00 Part-time Regular Preschool Instructor 0.50 Part-time Regular Preschool Instructor 0.75 Part-time Regular Part-time Custodian 0.25 Part-time Regular Part-time Custodian 0.75 Part-time Regular Instructor ( 15 @ .1 FTE ) 1.50 Part-time Regular After School Supervisor 0.50 3030 Total 12.10 Chandler Community Center Full-time Regular Weekend/Evening Coordinator 1.00 Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 Full-time Regular Recreation Center Manager 1.00 Part-time Regular Program Supervisor 0.75 Part-time Regular Program Assistant 0.10 Part-time Regular Preschool Instructor 0.50 Part-time Regular Part-time Custodian 0.25 Part-time Regular Part-time Custodian 0.75 Part-time Regular Instructor ( 19 @ .1 FTE ) 1.90 Part-time Regular Clerk III 0.75 Part-time Regular Building Supervisor 0.10 Part-time Regular Building Supervisor ( 2 @ .5 FTE ) 1.00 3035 Total 10.10 Fleetwood-Jourdain Center Full-time Regular Weekend/Evening Coordinator 1.00 Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 Full-time Regular Recreation Center Manager 1.00 Full-time Regular Custodian II 1.00 Full-time Regular Clerk II 1.00 Part-time Regular Program Supervisor 0.25 Part-time Regular Program Assistant ( 3 @ .1 FTE ) 0.30 Part-time Regular Program Assistant ( 10 @ .25 FTE ) 2.50 Part-time Regular Program Assistant ( 3 @ .5 FTE ) 1.50 Part-time Regular Instructor ( 3 @ .1 FTE ) 0.30 Part-time Regular Clerk II 0.25 3040 Total 11.10 322 -- 323 of 636 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description Position FTE Fleetwood-Jourdain Theater Full-time Regular Recreation Program Manager 1.00 Part-time Regular Program Supervisor 0.75 Part-time Regular Program Assistant ( 2 @ .1 FTE ) 0.20 3045 Total 1.95 At Risk Opportunities Part-time Regular Program Supervisor ( 2 @ .5 FTE ) 1.00 3050 Total 1.00 Levy Senior Center Full-time Regular Recreation Program Manager ( 2 @ 1 FTE ) 2.00 Full-time Regular Recreation Center Manager 1.00 Full-time Regular Fac Maint Worker/Cust II 1.00 Full-time Regular Custodian II 1.00 Full-time Regular Clerk Typist II 1.00 Part-time Regular Program Assistant 0.10 Part-time Regular Program Assistant 0.50 Part-time Regular Program Assistant 0.75 Part-time Regular Instructor ( 4 @ .1 FTE ) 0.40 Part-time Regular Instructor ( 2 @ .25 FTE ) 0.50 Part-time Regular Bus Driver 0.50 Part-time Regular Bus Driver 0.75 Part-time Regular Building Supervisor 0.50 Part-time Regular Assistant Custodian 0.50 3055 Total 10.50 Beaches Full-time Regular Recreation Program Manager ( Split with 3100 ) 0.75 Full-time Regular Lakefront Sports Coordinator ( Split with 3100 ) 0.50 Full-time Regular Supervisor, Sports/Rec Maint ( Split with 3085 ) 0.25 3080 Total 1.50 Facility Maintenance Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Parks/Forestry Worker II ( 5 @ 1 FTE ) 5.00 Full-time Regular Supervisor, Sports/Rec Maint ( Split with 3080 ) 0.75 3085 Total 6.75 Crown Ice Rink Full-time Regular Robert Crown Manager 1.00 Full-time Regular Recreation Program Manager 1.00 Full-time Regular Operations Manager 1.00 Full-time Regular Office Coordinator 1.00 Full-time Regular Clerk II 1.00 Part-time Regular Program Assistant ( 10 @ .1 FTE ) 1.00 Part-time Regular Program Assistant ( 2 @ .25 FTE ) 0.50 Part-time Regular Program Assistant 0.50 Part-time Regular Part-time Custodian ( 4 @ .5 FTE ) 2.00 Part-time Regular Office Assistant 0.25 Part-time Regular Office Assistant ( 2 @ .5 FTE ) 1.00 Part-time Regular Instructor ( 4 @ .1 FTE ) 0.40 323 -- 324 of 636 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description Position FTE Crown Ice Rink (continued) Part-time Regular Ice Skating Professional ( 19 @ .1 FTE ) 1.90 Part-time Regular Ice Skating Professional ( 3 @ .25 FTE ) 0.75 Part-time Regular Hockey Director of Operations 0.25 Part-time Regular Concession Worker 0.10 Part-time Regular Building Supervisor 0.25 Part-time Regular Building Supervisor 0.50 Part-time Regular After School Supervisor 0.25 3095 Total 14.65 Sports Leagues Full-time Regular Recreation Program Manager ( Split with 3080 ) 0.25 Full-time Regular Lakefront Sports Coordinator ( Split with 3080 ) 0.50 3100 Total 0.75 Drum & Bugle Corps Full-time Regular Recreation Program Manager 1.00 Part-time Regular Program Supervisor 0.25 Part-time Regular Instructor ( 2 @ .1 FTE ) 0.20 3125 Total 1.45 Special Recreation Part-time Regular Recreation Program Manager 0.50 Part-time Regular Program Supervisor ( 2 @ .1 FTE ) 0.20 Part-time Regular Program Supervisor 0.25 Part-time Regular Program Assistant ( 12 @ .1 FTE ) 1.20 Part-time Regular Program Assistant ( 4 @ .25 FTE ) 1.00 Part-time Regular Instructor 0.10 3130 Total 3.25 Skate Park/Bus Program Part-time Regular Program Assistant ( 2 @ .1 FTE ) 0.20 Part-time Regular Bus Aide ( 2 @ .25 FTE ) 0.50 Part-time Regular Bus Driver 0.25 3140 Total 0.95 Park Service Unit Part-time Regular Park Ranger ( 4 @ .25 FTE ) 1.00 3150 Total 1.00 General Support Full-time Regular Superintendent, Parks & For. 1.00 Full-time Regular Landscape Arch/Project Mgr 1.00 Full-time Regular Secretary II 1.00 3505 Total 3.00 Horticultural Maintenance Full-time Regular Public Works Supervisor 1.00 Full-time Regular Parks/Forestry Worker III ( 5 @ 1 FTE ) 5.00 Full-time Regular Parks/Forestry Worker II ( 2 @ 1 FTE ) 2.00 Full-time Regular Parks/Forestry Crew Leader ( 3 @ 1 FTE ) 3.00 Full-time Regular General Tradesman 1.00 Full-time Regular Equipment Operator II ( 3 @ 1 FTE ) 3.00 3510 Total 15.00 324 -- 325 of 636 -- City of Evanston Parks Forestry & Recreation Employee Status Description Job Type Description Position FTE Parkway Tree Maintenance Full-time Regular Parks/Forestry Worker III ( 8 @ 1 FTE ) 8.00 Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Arborist ( Split with 3520 & 3525 ) 0.50 3515 Total 9.50 Dutch Elm Disease Control Full-time Regular Parks/Forestry Worker III ( 6 @ 1 FTE ) 6.00 Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Arborist ( Split with 3515 & 3525 ) 0.25 3520 Total 7.25 Tree Planting Full-time Regular Parks/Forestry Worker III 1.00 Full-time Regular Parks/Forestry Crew Leader 1.00 Full-time Regular Arborist ( Split with 3515 & 3520 ) 0.25 3525 Total 2.25 Ecology Center Full-time Regular Director, Ecology Center 1.00 Full-time Regular Environmental Educator ( 2 @ 1 FTE ) 2.00 Full-time Regular Clerk III 1.00 Part-time Regular Program Supervisor 0.10 Part-time Regular Program Assistant ( 5 @ .1 FTE ) 0.50 Part-time Regular Program Assistant 0.50 Part-time Regular Part-time Custodian 0.10 Part-time Regular Part-time Custodian 0.25 Part-time Regular Office Assistant 0.50 Part-time Regular Garden Coordinator 0.25 3605 Total 6.20 Arts Council Full-time Regular Director, Arts Council ( Split with 3710 &3720 ) 0.50 Full-time Regular Secretary II ( Split with 3710 &3720 ) 0.25 3700 Total 0.75 Noyes Cultural Arts Center Full-time Regular Director, Arts Council ( Split with 3700 & 3720 ) 0.15 Full-time Regular Noyes Center Coordinator 1.00 Full-time Regular Secretary II ( Split with 3700 & 3720 ) 0.50 Full-time Regular Facilities Maint. Worker II 1.00 Part-time Regular Part-time Custodian ( 4 @ .25 FTE ) 1.00 3710 Total 3.65 Cultural Arts Programs Full-time Regular Director, Arts Council ( Split with 3700 & 3710 ) 0.35 Full-time Regular Senior Program Coordinator 1.00 Full-time Regular Recreation Program Manager 1.00 Full-time Regular Secretary II ( Split with 3700 & 3710 ) 0.25 3720 Total 2.60 Grand Total 137.50 325 -- 326 of 636 -- City of Evanston Recreation Department Financial Summary 2003-2004 Actual 2004-2005 Appropriation 2004-2005 Estimated Actual 2005-2006 Appropriation Approved Expenditures: 3002 – Recreation Department 0 0 4,870 0 3005 – Mgmt. & General Support 232,580 225,100 279,770 261,500 3010 – Business & Fiscal Mgmt. 343,780 306,200 331,440 295,200 3015 – Marketing Services 216,770 204,800 165,080 207,100 Management Subtotal: $ 793,130 $ 736,100 $ 781,160 $ 763,800 3020 – Recreation General Support 227,030 324,000 278,840 260,100 3025 – Park Utilities 61,180 51,200 49,950 59,600 3030 – Robert Crown Center 593,370 567,900 670,110 582,800 3035 – Chandler Comm. Center 574,150 593,200 644,540 603,900 3040 – Fleetwood-Jourdain 597,080 637,200 582,120 641,800 3045 – Fleetwood-Joudain Thtr. 122,870 120,800 73,170 122,600 3050 – At Risk Opportunities 156,030 188,700 137,610 187,700 3055 – Levy Activity Center 682,400 688,900 725,150 734,800 3065 – Church Street Boat Ramp 55,700 67,700 63,100 67,600 3075 – Boat Storage Facilities 9,740 11,200 9,350 11,700 3080 – Beaches 399,500 426,500 412,840 430,400 3085 – Facility Maintenance 508,640 530,900 534,940 542,300 3095 – Crown Ice Rink 933,890 988,100 943,530 999,200 3100 – Sports Leagues 90,030 80,900 81,230 77,700 3105 – Aquatic Camp 32300 40,000 36,400 71,500 3110 – Tennis 141,630 123,300 148,450 148,900 3115 – Youth Sports 250 0 360 0 3120 – Club Activities & Classes 300 0 0 0 3125 – Drum & Bugle Corps 4,240 12,300 24,060 12,300 3130 – Special Recreation 201,700 255,400 254,450 269,700 3140 – Skate Park/Bus Program 72,200 36,600 35,220 39,100 3150 – Park Service Unit 26,040 61,300 79,880 63,300 3155 – Youth Golf Program 8,930 14,300 13,840 17,100 Total Expenditures: $ 7,085,460 $ 6,556,500 $ 6,580,300 $ 6,707,900 Revenues: Advertising Revenue 30,530 28,000 31,120 28,500 Aquatic Camp Revenues 78,420 101,300 124,260 195,000 At-Risk Program Revenues 87,680 87,500 68,840 87,500 Beach Revenue 505,340 517,800 464,240 490,000 Boat Storage Facility Revenue 77,580 83,000 72,650 85,000 Chandler-Newberger Center 360,610 412,400 498,990 420,000 Church Street Boat Ramp Revenue 55,370 127,600 46,910 125,000 Fleetwood-Jourdain Center 218,110 217,000 227,400 220,000 Fleetwood-Jourdain Theater 15,430 28,400 13,100 28,400 Levy Center Revenue 230,800 297,500 283,020 305,300 Robert Crown Center Revenue 379,450 195,000 416,000 195,000 Robert Crown Ice Center Revenue 289,730 934,000 602,760 935,000 Skate Park/Bus Program Revenues 0 9,200 20 9,200 Special Recreation Revenue 47,200 41,700 55,270 43,700 Sports League Revenues 35,550 46,800 34,580 43,800 Tennis Revenues 154,460 133,100 183,320 158,300 Youth Golf Program 10,920 0 20,710 17,100 Total Revenues: $ 2,577,180 $ 3,260,300 $ 3,143,190 $ 3,386,800 326 -- 327 of 636 -- City of Evanston Recreation Department Notes for Financial Summary The FY 2004-05 Estimated Actual reflects Social Security and Medicare expenses totaling $302,650. These expenses were budgeted in the General Fund Contingency Element but accounted for across all business units in the General Fund, creating an artificially inflated balance for this Department. Performance Report on FY 2004-2005 Major Program Objectives Each division within the Parks/Forestry and Recreation Department faced challenges during FY 2004-2005. 3005 Recreation Management and General Support: Staff continued to work on updating the park ordinances and obtaining a long-term lease from School District #65 for the Foster Field property. Staff worked with the community to successfully develop a Parks Foundation that will better accommodate grants, donations and contributions. Staff continues to identify, develop and submit grants for all five divisions. During FY 2003-04 the following grants were awarded: a Local Arts Agency Program Grant from the Illinois Arts Council for $20,630; a Community Arts Access grant from the Illinois Arts Council for $14,100; a Summer Food Program grant from the U. S. Dept. of Agriculture through the Illinois State Board of Education for $126,010; an Open Space Lands Acquisition & Development (OSLAD) grant to renovate Leahy Park from the Illinois Department of Natural Resources for $277,700; a grant to improve Fleetwood-Jourdain Center lighting from the Illinois Clean Energy Community Foundation for $26,775; and Cons Vehicle Procurement Capital Assistance for a Levy Center bus from the Illinois Department of Transportation for $98,000 (not yet received). As of August 2004, grants awarded during FY 04-05 are: a grant for fencing equipment from US Fencing for $500 and a Summer Food Program grant from the U. S. Dept. of Agriculture through the Illinois State Board of Education for $158,840. The number of trees planted in FY 2004-05 increased from the usual 325 to approximately 500 trees. A fall American Elm Injection Program was developed and approved. We received a report from the Army Corps of Engineers, exploring the steps to develop a marina, which was submitted to the Human Services Committee. Staff implemented steps to investigate and evaluate seven alternatives for renovating/reconstructing the Robert Crown Community Center and Ice Complex. The Forestry Division fell behind in tree trimming due to the higher rate of Dutch Elm Disease. Staff will get back on schedule in 2005-06. Development of an ID card system for residents with swipe card capabilities for registration has been deferred to 2006-07 as we continue to integrate the JD Edwards financial system with the RecTrac registration system. 3010 Recreation Business & Fiscal Management: A cash handling manual was completed and all staff involved in cash handling were trained on the City's cash handling policies and procedures. Staff continues to work with the Finance Department in the implementation of the new financial software and the reorganization and reengineering of the Business Office. Beach tokens were consecutively numbered to provide better control and accountability of tokens issued. Staff continues to review financial polices and procedures to maximize efficiency and provide internal controls. 3015 Communications & Marketing Services: Coordinating the implementation of the TeleTrac and WebTrac registrations systems in conjunction with the Business Office was postponed due to the vacancy in the new position of Recreation Systems Administrator. 3020 Recreation General Support: Park permits were logged into the RecTrac registration system and a separate weekly report was created. The separate report is a temporary measure until the new full-time employee who will be working in the System Administrator position is able to update the fields in the RecTrac software. The scheduling of a monthly clerical meeting will begin in October. Staff convened a meeting of athletic field group users to better coordinate field usage and foster good communication between the groups. 3030 Robert Crown Community Center: The goal to combine the existing after-school program with structured recreational games and rename it the Robert Crown After-School Fun and Games Program has been postponed. As of August 2004, managers had determined that the educational component should be eliminated and the program should concentrate solely on fun and games. Because this would require staff changes, the timeline to adapt the program was extended to Fall 2005. Due to the absence of bleacher seating at Crown Center and the popularity of the renovated McGaw YMCA gymnasiums, Robert Crown Center did not create a 3-on-3 adult basketball league as planned. Adult basketball at Crown Center will most likely be only low-key or industrial league play. A new Saturday 327 -- 328 of 636 -- City of Evanston Recreation Department morning Breakfast Club for parents who bring in their children for early-morning classes has been postponed until Spring 2005. After researching the project, it was determined that most parents drop off their children and then either do errands or drive other children to activities. More planning than anticipated will be needed to develop the program and market it to parents. 3035 Chandler-Newberger Center: The Leahy Preschool Camp was evaluated and restructured, leading to maximum attendance in four of the five sessions offered. Four new girls' and boys’ basketball camps will be offered during the winter break session. 3040 Fleetwood-Jourdain Community Center: Staff evaluated and restructured programs that serve children and youth. The Blooming Campers staffing was redesigned to upgrade personnel to the program supervisor level, thereby allowing the center to hire people with more experience working with children in a camp setting. A popular new monthly parent newsletter also was created. Several social skill development programs were offered, including "The Butterfly Project," which had 34 young women enrolled. In addition, 45 youth participated in the "Start Something" program, which was developed by the Tiger Woods Foundation. These grade school and middle school-age participants performed several community service projects. Staff also restructured the summer youth basketball programs and eliminated the draft process. Several special events were held throughout the year, drawing 5,000 participants. These included the Dream Keepers MLK Birthday program, the Black History Month liturgical dance concert, the workshops and performances by the internationally- acclaimed Children of Uganda, and Children's Day. 3045 Fleetwood-Jourdain Theatre: The Theatre opened its new Outreach Center at the Noyes Cultural Arts Center. This small venue is used for poetry, readers' theatre, and spoken word performances, as well as workshops and seminars. Theatre staff assisted with the Black History Month program and produced a poetry session in conjunction with Evanston Child Care Networks. The featured poets were fathers of children who attend day care centers in Evanston. The Theatre also created a new summer program, Arts in the Park. This program provided activities for all major City-sponsored camps and also served the two drop-in sites. The theatre created a new jazz series. The first live concert featured music created by artists in the 1920s; the second jazz concert will take place in mid-September. The Evanston Children's Theater produced three full-stage productions and offered classes in playwriting. The program is being restructured to provide a more extensive opportunity for children to become involved in the creative and performing arts. 3050 At-Risk Opportunities: The department received a Summer Food Program grant from the Illinois Board of Education to provide meals for 10 weeks at four sites. On average, 875 meals were served daily. This program has served free lunches in the parks for eight summers. The summer drop-in program at Mason Park and Clyde-Brummel Park was restructured to provide more cultural arts activities. The new Arts in the Park program was held at the drop- in sites two days a week. 3055 Levy Senior Center: The horticultural program in the enabling garden began in March 2004. As of August 2004, the garden club has 9 seniors in each 10-week session who assist with maintaining the enabling garden. The Life Enrichment Committee by-laws were revised in March 2004 and the Advisory Board will discuss their by-laws at their September and October 2004 meetings. 3065 Church Street Boat Ramp: Although staff was not able to meet the goal of cleaning the dog beach on a weekly basis, the beach was cleaned every two weeks, which was an improvement over previous years. Staff created a dog beach policy booklet and submitted it for review. Staff also developed a liability waiver for all dog beach token holders and implemented a program to assure that the waivers were submitted before dogs were allowed on the beach. 3075 Boat Storage Facility: Staff developed a plan to staff the facility seven days per week, resulting in increased revenue for daily launches. Staff researched the possibility of converting the racks to accommodate kayaks. However, the project turned out to be beyond their expertise. The racks, and especially the lockers, at Dempster do need renovation and/or replacement. 3080 Beaches: Staff worked with the Recreation Superintendent to formulate an updated Lakefront Management Plan, which is under review. Because some ordinance revisions will be sent to City Council for consideration, it is anticipated that the plan will be updated in 2005. Staff will work on developing an off-season American Red Cross life guarding program after the 2004 beach season ends. 3085 Recreation Facility Maintenance: Staff planned to renovate the soccer field adjacent to the James Park community gardens. However, the field at the base of the hill was renovated instead because it needed it more. Plans are in place for one staff member to obtain a commercial driver's license in winter 2004. This would add flexibility in assigning and performing tasks. The Leahy Park softball field could not be renovated due to other 328 -- 329 of 636 -- City of Evanston Recreation Department construction/renovation at Leahy Park. Instead, staff will renovate the field at Mason Park. Staff will purchase a pull- behind top dresser to improve the condition of the athletic fields in Winter 2004. Staff experimented with the use of "turface" to help improve drainage on soccer field #1 as planned; this project will be completed in November 2004. 3095 Robert Crown Ice Rink: The ice rink staff has continued to market the skating school through handouts, flyers, and by participating in various events held in rinks in surrounding suburbs. This marketing will increase in frequency because the vacancy in the skating director position has been filled. A 3-on-3 coed adult hockey program has not been created due to a vacancy in the Hockey Director position. However, the position has been filled and the new Hockey Director will work on establishing this new program. 3100 Sports Leagues: Staff tried, for a second year, to offer a weekend Men’s 12” tournament in August (after the summer leagues and before the fall leagues). Staff planned a tournament, passed out flyers to all our summer league teams, and mailed flyers to the teams who played in the fall 2003 leagues. Unfortunately, due to lack of interest the tournament was cancelled. 3105 Aquatic Camp: The goal to increase the size of camp by 10 campers was accomplished in the three sessions that were fully subscribed. Unfortunately, the June afternoon session did not fill to capacity. The plan to introduce more skills, including basic water safety and junior life guarding, was cancelled because during planning sessions it was determined that these skills do not fit within the camp's format, which is to teach sailing, water skiing, canoeing, etc. 3110 Tennis: Efforts to double participation in the middle school tennis league by promoting the league through the schools did not yield the desired results; registration only increased from 29 to 32. Plans to develop and implement a registration system for individual instruction on City courts were successful. Private lessons are now offered through the City's contracted vendor. A new comprehensive park policy which addresses outside private instruction is being developed for Recreation Board/City Council review. 3125 Drum and Bugle Corps: Enrollment as of August 2004 is 38 children; the director is doing additional outreach at the middle schools. The director also will be incorporating more drill routines in order to attract participants and help retain current members. The instructors have successfully taught the children in the Drum Corps to read music. The Drum Corps repertoire has been changed to include more contemporary music. Drill team members have performed at Community Center and civic events. 3130 Special Recreation Programs: The first objective was to develop cooperative initiatives with School District #65 to address summer programming for special education students and youth at risk. This objective was partially met; two staff members proposed the idea to Dist. #65 personnel from the Childcare Department. Due to administrative changes there, no further meetings were held. However, a number of at-risk children still attended summer camps with an inclusion aide. Staff also reassessed inclusion protocol and established a parent-driven model. A new policy requiring at least two weeks notice before inclusion services could be provided was drafted and publicized. As of August 2004, the plan to develop and implement a community gardening program at Butler Park with Over the Rainbow residents is under way. Most of the materials required for the program have been purchased, but plants still need to be ordered. The program probably will begin in Spring 2005. 3140 Bus Program: As of August 2004, ridership had increased slightly and efforts to increase ridership will continue through the school year. 3150 Park Service Unit: Park Rangers will be trained in CPR in Fall 2004. 3155 Youth Golf Program: Instead of providing one free golf clinic for youth age 9-14, staff conducted nine additional summer camps. Plans to expand the age range for golf program participants from 11-14 years to 9-14 were modified and the program is now designed for ages 10-15. 2005-2006 Department Initiatives 1. Continue to address the needs of the Robert Crown Center. 2. Work with School District #65 in obtaining a long term lease for Foster Field. 3. Update the Department's equipment inventory. 4. Update the summer camp staff training manuals. 329 -- 330 of 636 -- City of Evanston Recreation 3005 – Management & Support Description of Major Activities The Administration Division of the Parks/Forestry and Recreation Department, together with the Business Office and the Public Information Office, provides all management and administrative support services for other the departmental divisions: Parks/Forestry; Recreation; Ecology; and Cultural Arts. The Administration Division works to create a vision for Evanston's future. This is accomplished by long-range planning in collaboration with elected officials, City administrators, advisory boards and the general public. The Administration Division reviews the conditions of facilities and the relevancy of programs; investigates and resolves citizens’ concerns; reviews, evaluates and implements the Capital Improvement Program (CIP); prepares general correspondence and reports; monitors affirmative action programs; interviews and evaluates personnel; trains full-time and part-time staff; oversees staff training programs, including those pertaining to customer service and safety; prepares, coordinates and submits grants; acts as liaison to all City Council Committees; assigns and coordinates all boards, commissions and councils within the department’s responsibilities; and monitors overall budget activity. Administrative staff implements policies as approved by the governing body. Staff works with elected officials, appointed officials, and boards and commissions, including the Playground and Recreation Board, Arts Council, Public Art Committee, Public Place Names, Ladd Arboretum Committee and the Evanston Environment Board. In addition, personnel work directly with various recreation center advisory boards, community groups and community associations, all of which contribute input to the department. In order to provide greater opportunities for citizens, cooperative arrangements are coordinated with School Districts #65 and #202, the Metropolitan Water Reclamation District, Peter N. Jans Golf Board and with community agencies. Interagency collaboration prevents duplication of services and broadens the number of programs, services and facilities available to the public. The Administration Division’s public information staff informs residents about programs offered by the Recreation, Cultural Arts and Ecology Divisions, as well as those offered by local arts organizations, through Arts + Recreation magazine. Other promotional materials include press releases, flyers and advertising and brochures. The Administration Division also coordinates Special Events held within the City of Evanston. FY 2005-2006 Objectives • Continue the review and recommendation of the new Park Ordinances - ongoing. • Review the beach closing regulations with the Law and Health Departments by June 2005. • Research and apply
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The City of Evanston's Treasurer's Report for fiscal year 2023 documents municipal revenues across the General Fund, with major sources including property taxes ($32.97 million), retailer and service occupation tax ($13.33 million), state income tax ($12.56 million), and home rule sales tax ($10.40 million). The report also itemizes revenues from various licenses, permits, utility taxes, and state/federal grants, with the complete Comprehensive Annual Financial Report and additional financial information available on the city's transparency website. This financial statement represents the city's revenues for the year ended December 31, 2023, exclusive of transfers and bond proceeds.