City Services and Service Change Ideas Evaluation FY 2012 Budget Process

Page 1 of 467 Table of Contents List of City Services

Service Change Ideas/Value Matrix Report pg 4 City Manager’s Office Administration pg 44 Citizen Engagement pg 47 Evanston Community Media Center pg 50 Sustainability Programs pg 53

Administrative Services Accounting pg 56 Revenue Operations pg 59 General Support pg 62 Human Resources pg 65 Information Technology pg 68 Parking Enforcement pg 71 Payroll pg 74 Purchasing pg 77

Community & Economic Development Administration pg 80 Building Plan Review and Inspection Services pg 82 Community Development Block Grant pg 85 Community Intervention and Emergency Housing (Affordable Housing and Homeless Services) pg 88 Economic Development Fund pg 92 Economic Development pg 95 Housing Code Compliance pg 98 Housing Rehabilitation pg 101 Neighborhood Stabilization Program pg 104 Planning and Zoning pg 107

Fire Office of Emergency Preparedness pg 110 Fire Administration pg 114 Fire Prevention pg 117 Fire Suppression pg 120

Health Administration pg 123 Community Health Administration pg 126 Dental Services pg 129 Food and Environmental Health pg 132 Mental Health Board pg 135

Law Administrative Adjudication pg 138 Administration pg 141 Contracts /Transactions pg 144 Litigation pg 147

Page 2 of 467 Liquor Licensing pg 150

Police 311 Center pg 153 Animal Control pg 156 Communications Bureau pg 159 Community Strategic pg 162 Emergency Telephone System pg 165 Criminal Investigation pg 168 Juvenile Bureau pg 171 Neighborhood Enforcement Team pg 174 Office of Administration pg 177 Office of Professional Standards pg 180 Patrol Operations pg 183 Police Administration pg 186 Records Bureau pg 189 Problem Solving Team pg 192 School Liaison pg 195 Service Desk pg 198 Social Services Bureau pg 201 Traffic Bureau pg 204

Public Works Business District Maintenance pg 207 Engineering pg 208 Fleet Services pg 210 Snow Removal Operations pg 212 Street and Alley Maintenance pg 214 Street Light and Signal Maintenance pg 216 Street Sweeping pg 218 Traffic Engineering pg 220

Parks, Recreation and Community Services Administration pg 222 Beaches and Boat Facilities pg 225 Chandler-Newberger Community Center pg 229 Communication and Marketing pg 232 Community Services/Youth Engagement pg 235 Cultural Arts Programs pg 238 Ecology Center pg 241 Facility Maintenance, Construction and Repair pg 244 Fleetwood-Jourdain Community Center pg 247 Forestry pg 250 Horticultural Maintenance pg 253 Indoor/Outdoor Recreation Programs pg 256 Levy Center/Senior Services pg 259 Lighthouse Landing pg 263 Noyes Cultural Arts Center pg 266 Park Services/Recreation Maintenance pg 269 Robert Crown Community Center & Ice Rink pg 272

Page 3 of 467 Special Events pg 276 Special Recreation pg 279 Theater - Fleetwood-Jourdain pg 282 Youth Services pg 285

Utilities Water Distribution pg 288 Water Filtration pg 291 Water Meter Maintenance pg 294 Water Operations pg 297 Water Pumping pg 300 Sewer Operations pg 303

Page 4 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Joellen C. Earl

Subject: Service Change Ideas/Value Matrix Report

Date: July 25, 2011

The Budget Team was instructed to review and make recommendations regarding the thirty-nine Service Change Ideas that were presented to the City Council on May 16, 2011. The goal was to have the Service Change Ideas reviewed and a recommendation available for presentation at the City Council’s August 8, 2010 meeting.

The following report is in response to that direction and is organized as follows:

1. List of the Service Change Ideas and corresponding definitions; 2. Reorganization of the Service Change Ideas into the following categories: Pursue, Investigate Further or Do Not Pursue; 3. A spreadsheet of the Service Change Ideas with corresponding budget savings or revenue enhancement preliminary figures; 4. A summary of the community survey that was conducted for the specific Service Change Ideas related to in-sourcing, outsourcing, privatization, etc. 5. A summary of the results of the Value Matrix exercise that was completed which ranked 96 City services against basic program attributes, the City’s Strategic Plan and the City Council goals.

Please let me know if you have any questions or would like additional information regarding any aspects of this report. Also, I would to thank the following individuals for their assistance in compiling this information: Marty Lyons, Lou Gergits, Brandon Dieter, Wolf Peddinghaus, Joe McRae, Matt Swentkofske, Erika Storlie and Shanee Jackson.

Service Change Ideas Citywide 1) Youth Service Program - Determine what resources would be needed to achieve citywide youth service objectives.

1 Page 5 of 467 2 and 3) Proper Employee Classifications for Work Done / Salary and Benefits Model for All Classifications - Determine what employee classifications need to be updated and develop timeframe to complete. Develop a salary and benefits model for City employees based on arbitrated comparables and public sector counterparts of similar size employers in Illinois.

4) Fees and Charges for all Services – Review all fees charged for City services, including sidewalk encroachment, impact fees, false alarm fees and vehicle stickers.

5) Enforcement of All Code Ordinances – Review City Code with responsible Departments to determine which ordinances are not being enforced and why.

6) Shared Use of Programs/Services - Determine what City services can be provided by partnering with neighboring jurisdictions, Northwestern University, Districts 65 and 202, and the hospitals located in the City.

7) Special Events – Create a list of Special Events sponsored by the City and all associated costs.

8) Alcohol Sales at City Facilities – Determine if alcohol could be served at City facilities and parks.

9) Increased Collections of Money Owed to City - Determine funds owed to the City and any opportunities to increase collections.

10) Use of Volunteers – Determine if the City’s volunteer program is being used to its maximum potential.

City Manager/Administrative Services/Law 11) Public and Government Cable Access Program – Re-evaluate relationship with Evanston Community Media Center and determine if $300K current budget can be spent elsewhere.

12) Cost of Cell Phone Program – Determine how much of the City’s cell phone program can be eliminated.

13) Parking Enforcement/Parking Fees Program – Determine the most cost effective way to provide parking enforcement services and how best to maximize revenue from parking fees.

14) Crossing Guard Program – Determine the most cost effective way to provide the Crossing Guard program.

15) Accounting, Purchasing, Payroll (Contract in/out) – Determine the most cost effective way to provide the Accounting, Purchasing and Payroll services.

16) Information Technology – Determine the most cost effective way to provide Information Technology services.

2 Page 6 of 467 17) Properties Exempted from Property Taxes – Develop a comprehensive database of properties and current use and determine if exemption still qualifies.

Community and Economic Development 18) M/W/EBE Program – Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

19) Affordable Housing/Emergency Housing Programs – Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

20) Use of TIF/Economic Development Funds – Determine the current use of funds and whether use is appropriate under the law. Develop list of committed projects in each fund.

Police, Fire and Library 21, 22 and 24) Evaluation of Department-wide Efficiencies – Look at operations and explore areas of efficiency.

Health 23) Community Health Initiatives – Look at eliminating all Community Health Initiatives other than Mental Health Board and Environmental Health.

Public Works 25) City Vehicle Fleet Program (Contract in/out) – Determine the most cost effective way to provide the Fleet services.

26) Street Maintenance Program (Contract in/out) – Determine the most cost effective way to provide the Street Maintenance services.

27) Refuse/Recycling/Yard Waste/Street Sweeping Program (Contract in/out) - Determine the most cost effective way to provide Refuse, Recycling, Yard Waste and Street Sweeping services.

28) City Alley Maintenance and Improvement Program – Determine if City funding of the program should be continued.

29) Engineering and Street Light Services (Contract in/out) – Determine the most cost effective way to provide Engineering and Street Light services.

Parks, Recreation and Community Services 30) All Recreation Programs (costs, revenues, registration, advertisement) – Determine if Recreation Programs cover both direct and indirect costs of operations.

31) Forestry Services (Contract in/out) – Determine the most cost effective way to provide Forestry services.

32) Parks Maintenance (Contract in/out) – Determine the most cost effective way to provide Parks Maintenance services.

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33) Noyes Cultural Arts Center – Determine if the building should be sold.

34) Lighthouse Landing Facilities – Determine if the building should be sold or operated by another party.

35) Ecology Center – Determine if there are other methods that could be used to operate the Ecology Center.

36) Chandler/Newberger Center - Explore and determine other greater uses for the center.

37) Identify Space for Rental – Civic Center – Determine the best use of space for existing City services and what space is available for lease.

Utilities 38) Evaluation of Department-wide Efficiencies – Look at operations and explore areas of efficiency.

39) Water Sales to Other Communities – Determine what opportunities exist to sell water to other communities.

Service Change Ideas – Pursue, Investigate Further or Do Not Pursue

Pursue 2 and 3) Proper Employee Classifications for Work Done / Salary and Benefits Model for All Classifications - Determine what employee classifications need to be updated and develop timeframe to complete. Develop a salary and benefits model for City employees based on arbitrated comparables and public sector counterparts of similar size employers in Illinois.

Response – City positions have been reviewed. It is recommended that reorganizations take place in the following areas – General Administrative Support (City-wide), City Manager’s Office, Budget, Accounting/Payroll/Purchasing and Revenue.

Potential Savings - $350,000 to $450,000

4) Fees and Charges for all Services – Review all fees charged for City services, including sidewalk encroachment, impact fees, false alarm fees and vehicles stickers. Response – A comprehensive survey has been compiled and sent to neighboring and comparable communities for input. The results will be shared with corresponding recommendations during the budget development process later this summer.

Potential Revenue Enhancement – Unknown

4 Page 8 of 467 5) Enforcement of All Code Ordinances – Review City Code with responsible Departments to determine which ordinances are not being enforced and why.

Response – Strategies are suggested and fee increases are recommended to be adjusted to ensure more compliance with ordinances. In addition, it is recommended that at a minimum an amnesty program be developed to collect outstanding fines owed and a rental building registration fee be charged to enhance revenue.

Potential Revenue Enhancement - $600,000 to $700,000

Response – Partnerships have been established and are working well with all of the entities identified. It is recommended that the relationships continue to be developed and that additional partnerships with neighboring jurisdictions be pursued as a priority in the upcoming year to determine if new models in the delivery of services can be established.

Potential Savings – Unknown

9) Increased Collections of Money Owed to City - Determine funds owed to the City and any opportunities to increase collections.

Response – An analysis of all of the entities collecting money owed to the City was completed. A closer look at this analysis to determine if any of the efforts can be improved and/or streamlined is recommended. It is also recommended that an increase to boot fees occur to increase receivable for parking fines.

Potential Revenue Enhancement - $250,000 to $300,000

11) Public and Government Cable Access Program – Re-evaluate relationship with Evanston Community Media Center and determine if $300K current budget can be spent elsewhere.

Response – It is recommended that ECMC move their facility to a City owned facility to save on the cost of leasing a facility for its operations.

Potential Savings – $90,000

12) Cost of Cell Phone Program – Determine how much of the City’s cell phone program can be eliminated.

Response – It is recommended that the City’s cell phone stipend program be eliminated for all staff, other than Department Directors.

Potential Savings - $30,000 5 Page 9 of 467

13) Parking Enforcement/Parking Fees Program – Determine the most cost effective way to provide parking enforcement services and how best to maximize revenue from parking fees.

Response – The addition of new software for license plate recognition will increase efficiency for the Parking Enforcement Officers thus eliminating one to two positions over the next one to two years.

Potential Savings - $60,000 to $120,000

14) Crossing Guard Program – Determine the most cost effective way to provide the Crossing Guard program.

Response – The outsourcing of the program will yield efficiency, cost savings and increased revenue. It will minimize costs associated with unemployment compensation, allow pay for hours worked and reduce related administrative costs. It will free up the time of the existing Parking Enforcement Officers to focus on enforcement efforts rather than fill in for Guards, thus potentially increasing parking receipts. The vendor would hire all existing Guards and pay a competitive wage.

Potential Savings – Administrative (staff/unemployment) - $30,000 - Vendor - $175,000 Potential Revenue Enhancement - $100,000 Total $305,000

15) Accounting, Purchasing, Payroll (Contract in/out) – Determine the most cost effective way to provide the Accounting, Purchasing and Payroll services.

Response – See 2 and 3 above – the centralization of the Budget and Contract function would yield a more coordinated effort, more internal control and cost savings.

16) Information Technology – Determine the most cost effective way to provide Information Technology services.

Response – See 2 and 3 above – the potential to outsource some of the Information Technology functions exists and will be implemented in the upcoming year.

17) Properties Exempted from Property Taxes – Develop a comprehensive database of properties and current use and determine if exemption still qualifies.

Response – A comprehensive list of exempted properties has been compiled. It is recommended that the list be published annually to make the public aware of the properties and solicit feedback. The City can then notify the County of any changes to update the database and increase property taxes paid to the City.

Potential Revenue Enhancement - Unknown

18) M/W/EBE Program – Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

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Response – It is recommended that administration of the City’s M/W/EBE program be transferred and funded through the Economic Development Fund. It will eliminate reliance on the General Fund for the continuation of the program and transfer the duties to an Economic Development Planner position that has a great scope of responsibility related to business development functions.

Potential Savings - $60,000

19) Community Intervention/Emergency Housing Programs – Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

Response – It is recommended that the program be transferred to partner agencies for administration.

Potential Savings - $73,000

23) Community Health Initiatives – Look at eliminating all Community Health Initiatives other than Mental Health Board and Environmental Health.

Response – It is recommended that the Community Health effort be eliminated and that the duties related to the Mental Health Board and the Dental Clinic be absorbed by other staff. The Vital Records portion of this function is a duplication of the service offered by Cook County in Skokie.

Potential Savings - $365,000 to $425,000

33) Noyes Cultural Arts Center – Determine if the building should be sold.

Response – An initiative to look at a better way to operate the Center is underway.

Potential Savings - Unknown

Investigate Further 1) Youth Service Program - Determine what resources would be needed to achieve citywide youth service objectives.

Response – Youth Services are handled through the Police Department and Parks, Recreation and Community Services. It is recommended that the services be reviewed further and in conjunction with the efforts of the Mayor and related Youth initiatives.

Potential Savings – Unknown

7) Special Events – Create a list of Special Events sponsored by the City and all associated costs.

Response – It has been determined that more information is needed before this item can be considered. At this time, a policy decision can be discussed regarding whether

7 Page 11 of 467 or not cost recovery should be pursued for special events that require assistance from City departments.

Potential Revenue Enhancement - Unknown

10) Use of Volunteers – Determine if the City’s volunteer program is being used to its maximum potential.

Response – This City’s volunteer program can be enhanced. Care should be taken to ensure that volunteers are placed in areas where they wish to serve. It is recommended that the City’s intern program be removed from the volunteer program as it should be accounted for differently and the program goals are different. Continued use of volunteers is recommended.

Potential Savings: Unknown

20 - Use of TIF/Economic Development Funds – Determine the current use of funds and whether use is appropriate under the law. Develop list of committed projects in each fund.

Response – An analysis has been conducted to outline the appropriate use of TIF funds and confirmed that the current use of funds by the City is permissible. All of the TIF funded projects have been identified and assigned to the corresponding fund. It is recommended that a discussion of the future use of TIF funds occur so appropriate planning of projects can commence.

21, 22, 24 and 38) Evaluation of Department-wide Efficiencies – (Police, Fire, Library and Utilities) - Look at operations and explore areas of efficiency.

Response – It is recommended that consolidation of some administrative functions occur to achieve more efficiency. It is also recommended that the Departments listed be given a target of a 3% reduction in operating budgets to be applied at the discretion of the Department Heads.

Potential Savings – Unknown

25) City Vehicle Fleet Program (Contract in/out) – Determine the most cost effective way to provide the Fleet services.

Response – It is recommended that a change to the fueling location occur to save substantial funds in the long-term. Further study is needed in the following areas: outsourcing all or some of the major and minor fleet maintenance; overall fleet reduction; green initiatives; and leasing options for vehicles.

Potential Savings - Unknown

26) Street Maintenance Program (Contract in/out) – Determine the most cost effective way to provide the Street Maintenance services.

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Response – It is recommended that the street maintenance program be discussed further and that some of the areas of the City be contracted out to private parties for maintenance, such as business districts and parking lot maintenance. It is also recommended that discussions occur with Skokie to determine the feasibility of contracting-in services. Other funding scenarios for the service should also be explored.

Potential Savings - Unknown

27) Refuse/Recycling/Yard Waste/Street Sweeping Program (Contract in/out) - Determine the most cost effective way to provide Refuse, Recycling, Yard Waste and Street Sweeping services.

Potential Savings - Unknown

28) City Alley Maintenance and Improvement Program – Determine if City funding of the program should be continued.

Response – It has been recommended that the City contract out for all alley maintenance and that the residents absorb the full cost of alley construction and reconstruction. Further discussion is needed before proceeding with this recommendation.

Potential Savings - Unknown

29) Engineering and Street Light Services (Contract in/out) – Determine the most cost effective way to provide Engineering and Street Light services.

Response – It has been recommended that one position in Engineering be transferred to the Economic Development Fund and one to the Motor Fuel Tax Fund, as 100% of the work is associated with those funds. It also has been recommended that the Traffic Engineering and Engineering be combined. Finally, it is recommended that street light maintenance be contracted out completely. Further discussion is needed before proceeding with this recommendation.

Potential Savings – To be Determined

30) All Recreation Programs (costs, revenues, registration, advertisement) – Determine if Recreation Programs cover both direct and indirect costs of operations.

Response – It has been determined that Recreation fees cover 54% of the costs of providing the services. By contract, cost recovery in Wilmette is 80%. By raising recreation fees closer to the cost of recovery, significant revenue can be realized. Further discussion is needed before proceeding with this recommendation.

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Potential Revenue Enhancement – Fees set at 70% cost recovery - $1,500,000 – Fees set at 80% cost recovery - $2,400,000.

31) Forestry Services (Contract in/out) – Determine the most cost effective way to provide Forestry services.

Response – It has been recommended that further study occur in this area. The vast majority of other local government jurisdictions contract out all or most of these service areas. While the payment of prevailing wage rates to outside contractors has been raised as a reason not to pursue this change, a deeper analysis should be conducted before the idea is dismissed to determine all of the costs associated with employing City staff. Further discussion is needed before proceeding with this recommendation.

Potential Savings - Unknown

32) Parks Maintenance (Contract in/out) – Determine the most cost effective way to provide Parks Maintenance services.

Potential Savings - Unknown

34) Lighthouse Landing Facilities – Determine if the building should be sold or operated by another party.

Response – The City has little to no operational costs in this area. The costs associated with this area are capital related. It is recommended that the City look for other entities to partner with to operate and maintain this facility.

Potential Savings - $500,000 to $700,000 – capital improvement costs in the short-term.

35) Ecology Center – Determine if there are other methods that could be used to operate the Ecology Center.

Response – The Evanston Environmental Board is working with staff to review a plan to address the issues raised at the Center.

Potential Savings/Revenue Enhancement - Unknown

37) Identify Space for Rental – Civic Center – Determine the best use of space for existing City services and what space is available for lease.

10 Page 14 of 467 Response – It is recommended that the City consider leasing office space at the Civic Center for $25 per square foot. With approximately 4,000 feet available, there is a potential for revenue depending upon how much space is leased.

Potential Revenue Enhancement - $50,000 to $100,000

39) Water Sales to Other Communities – Determine what opportunities exist to sell water to other communities.

Response – City Management is currently exploring options in this regard.

Potential Revenue Enhancement - Unknown

40) Citizen Engagement/PRCS Communications and Marketing – Determine what efficiencies can be related if the functions are merged.

Response – The responsibility assigned to the two Departments will be reviewed further to determine if any opportunities exist to make efficiency changes.

Potential Savings – Unknown

Do Not Pursue 8) Alcohol Sales at City Facilities – Determine if alcohol could be served at City facilities and parks.

Response – Alcohol is presently permitted a several City facilities operated by the Department of Parks, Recreation and Community Services and the Evanston Public Library when the facilities are closed to the public. It is not recommended that alcohol be allowed in other City facilities, such as the Civic Center or at the City’s parks and beaches.

36) Chandler-Newberger Center – Explore and determine other great uses for the Center.

Response – Idea will not be pursued as a result of conversation with the City Council.

11 Page 15 of 467 Potential Savings/Revenue Enhancement

Department Idea Number Low End High End Type

Reorganization Expense Administration of Staff 2 & 3 350,000.00 450,000.00 Savings Community and Economic Amnesty Revenue Development Program 5 250,000.00 350,000.00 Enhancement Administrative Revenue Services Boot Fees 9 250,000.00 300,000.00 Enhancement Expense City Manager ECMC 11 90,000.00 250,000.00 Savings Administrative Cell Phone Expense Services Program 12 30,000.00 30,000.00 Savings Administrative Parking Expense Services Software 13 60,000.00 120,000.00 Savings Expense Savings/ Administrative Revenue Services Crossing Guards 15 275,000.00 325,000.00 Enhancement Community and Economic Expense Development M/W/EBE 18 60,000.00 60,000.00 Savings Community and Economic Community Expense Development Intervention 19 73,000.00 73,000.00 Savings Community Health and Vital Expense Health Records 23 365,000.00 430,000.00 Savings Parks, Recreation and Community Revenue Services Fee Analysis 30 1,500,000.00 2,400,000.00 Enhancement Parks, Recreation and Community Civic Center Revenue Services Space 37 50,000.00 100,000.00 Enhancement

Total $3,353,000.00 $4,888,000.00

Community Survey

As part of this exercise a community survey was conducted to determine which of the services the City of Evanston was considering for contracting in or out were offered in other communities. The communities surveyed where as follows: Arlington Heights, Champaign, Glenview, Lincolnwood, Oak Park, Schaumburg, Skokie and Wilmette. Of the eight communities surveyed, we received four responses. A summary appears below. The full survey and responses are attached for the fifteen service areas identified for contract in or out opportunities.

12 Page 16 of 467 Service Service Community Offered Employees Contrat Out FTE/PTE

Parking Enforcement Evanston Yes 14 Glenview Yes 1 Schaumburg Yes 10 Skokie Yes 3 Wilmette Yes 1.5

Crossing Guards Evanston Yes 49 Glenview No Response Schaumburg Yes 15 Skokie Yes 37 Wilmette Yes 5.2

Accounting/Purchasing/Payroll Evanston Yes 18.5 Glenview Yes 4.25 Accounting Schaumburg Yes 17.7 Skokie Yes 6 Wilmette Yes 8.7

Information Technology & GIS Evanston Yes 13 Glenview Yes 1 Some Support Schaumburg Yes 18 Some Support Skokie Yes 6 GIS Only Wilmette Yes 2.75 Some Support

Minority/Women/Evanston Evanston Yes 1 Businesses Enterprise Glenview No Response Schaumburg No Skokie No Wilmette No

Community Intervention/ Evanston Yes 1 Emergency Housing Glenview No Schaumburg Yes 0 Utilizes Partners Skokie No Wilmette No

Community Health Evanston Yes 4 Glenview Yes 2 Schaumburg Yes 4 Some Services Skokie Yes 12.1 Wilmette Yes 2

Fleet Program Evanston Yes Glenview Yes 3.5 Maintenance/Repairs Schaumburg Yes 10.5 Some Repairs Skokie Yes 11 Wilmette Yes 5.4 Vehicle Washing

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Refuse/Recycling/Yard Waste Evanston Yes Glenview No 0 All Services Schaumburg Yes 0 All Services Skokie Yes 26 Some Refuse Wilmette Yes 0 All Services

Engineering and Street Lights Evanston Yes Glenview Yes 2.4 75% Engineering for Capital projects - Some Repairs - Schaumburg Yes 9 lights Skokie Yes 14 Street Lights Wilmette Yes 2

Recreation Programs Evanston Yes Glenview No Schaumburg No Skokie No Wilmette No

Forestry Services Evanston Yes Trimming and Debris Glenview Yes 10 Disposal Trimming, Removal, Schaumburg Yes 7 Stumping, Planting Skokie Yes 7.5 Parkway Trimming Some Services - not Wilmette Yes 4 defined

Parks Maintenance Evanston Yes Glenview No Schaumburg Skokie No Wilmette No

Street Maintenance Evanston Yes Glenview Yes 10 Some Services Schaumburg No Skokie Yes 16 Decoration, snow Wilmette Yes 22.15 removal

Alley Maintenance Evanston Yes Glenview No Response Schaumburg No Skokie Yes 4 Wilmette Yes 5.4

14 Page 18 of 467 Value Matrix

A second exercise completed in preparation for the 2012 budget process related to ranking City services against preset attributes and community priorities. The Basic Program Attributes and Priority Results are as follows:

Basic Program Attributes Priority Results

Mandated to Provide Program Economic Viability Environmental Cost Recovery of Program Sustainability Change in Demand or Service Strengthening Community Reliance on City to Provide Service City Council Goals Safe Community

The City ranked 96 services against these attributes and priorities. What was confirmed was that the services related to Community and Economic Development and Public Safety ranked highest. In the middle of the range were services related Health (Mental Health Board), Parks, Recreation and Community Services, Police Community related services, Public Works refuse, recycling and safety related services (street lights and street maintenance) and Utilities. Finally, mixed between the middle and the bottom of the ranking, were the remainder of the Heath Services (Dental and Vital Records) Parks, Recreation and Community Services (individual Community Centers), Public Works services (Engineering, Fleet) as well as the majority of Administrative Services. The complete ranking as well as the specific definitions related to the Basic Program Attributes and Priority Results are attached to this report.

Attachments:

Service Change Ideas – Definitions, Outcomes and Process Community Service Survey – Combined Data Results List of City Services 40 Service Change Ideas Spreadsheet FY2012 City Services Scoring Spreadsheet Basic Program Attributes and Definitions Scoring Priority Results and Definitions

15 Page 19 of 467 Service Change Ideas – Definitions, Outcomes and Process

Citywide

1. Youth Service Program - Joe McRae

Definition: Determine what resources would be needed to achieve citywide Youth service objectives.

Outcome: Reallocation of existing staff and resources currently assigned to Youth initiatives, including Youth outreach and Youth employment.

Process: a. Identify staff and resources assigned to current youth initiatives; b. Identify staff and recourses needed to achieve outcome; c. Determine if costs savings can be achieved; d. Determine what resources are available in the community and can be leveraged; e. Determine what other Youth services would be reduced to achieve outcome. f. Summarize findings.

2 and 3. Proper Employee Classifications for Work Done Salary and Benefits Model for All Classifications – Joellen Earl

Definition: Determine what employee classifications need to be updated and develop timeframe to complete. Develop a salary and benefits model for City employees based on arbitrated comparables and public sector counterparts of similar size employers in Illinois.

Outcome: Update current classifications and corresponding pay rates for all City employees.

Process: a. Create list of classifications; b. Complete an analysis and develop salary and benefits model. c. Summarize findings.

4. Fees and Charges for all Services – Joellen Earl, Wolf Peddinghaus

Definition: Review all fees charged for City services, including sidewalk encroachment, impact fees, false alarm fees and vehicles stickers.

Outcome: Recommend fees that can be charged to enhance revenue based on analysis.

Process: a. Develop master list of fees to be reviewed; b. Survey comparable communities;

1 Page 20 of 467 c. Summarize findings and make recommendation for fees to be considered for increase.

5. Enforcement of All Code Ordinances – Shanee Jackson

Definition: Review City Code with affected Departments to determine which ordinances are not being enforced and why.

Outcome: Enforce all City ordinances as intended and collect fines as appropriate.

Process: a. Meet with affected Departments - Law, Community and Economic Development and Police; b. Determine if ordinances are being enforced based on input of Departments; c. Determine how much revenue is being lost based on lack of enforcement of ordinances; d. Determine what resources, including staff and other related costs, will be needed to enforce all ordinances as intended. e. Summarize findings.

6. Shared Use of Programs/Services - Wally Bobkiewicz, Matt Swentkofske

Definition: Determine what City services can be provided by partnering with neighboring jurisdictions, Northwestern University, Districts 65 and 202, and the hospitals located in the City.

Outcome: Achieve efficiency and strengthen relationships with neighboring jurisdictions, Northwestern and hospitals.

Process: a. Meet with area jurisdictions and other identified entities to determine if partnerships can be formed to achieve objective. b. Determine what efficiencies can be realized through partnerships including reduced or shared costs of staff and/or equipment. c. Summarize findings.

7. Special Events – Lou Gergits

Definition: Create a list of Special Events sponsored by the City and all associated costs.

Outcome: Consider if City support of Special Events should continue and if so, at what level.

Process: a. Develop a list of Special Events and associated costs; b. Determine the level of City support given to each event.

2 Page 21 of 467 c. Summarize findings.

8. Alcohol Sales at City Facilities – Shanee Jackson

Definition: Determine if alcohol could be served at City facilities and parks.

Outcome: Consider offering alcohol at City facilities if legal and appropriate.

Process: a. Survey other communities to determine if alcohol is served at City facilities; b. Review liability of serving alcohol with the Law Department; c. Summarize findings and recommend at which City facilities serving alcohol may be appropriate.

9. Increased Collections of Money Owed to City – Rickey Voss

Definition: Determine funds owed to the City and any opportunities to increase collections.

Outcome: Maximize collection efforts to ensure that all funds owed to the City are being collected in a timely and efficient manner.

Process: a. Determine the types of funds owed to the City and the various collection methods; b. Indentify any types that could have collection methods enhanced; c. Summarize findings and recommend steps to be taken to increase collection of types indentified and resources needed to implement.

10. Use of Volunteers – Matt Swentkofske

Definition: Determine if the City’s volunteer program is being used to its maximum potential.

Outcome: Maximize use of volunteers to provide City services.

Process: a. Determine the use of volunteers to complete City services; b. Indentify if more opportunities could be created to improve service; c. Determine cost savings by using more volunteers to provide City services. d. Summarize findings.

CMO/Administrative Services/Law

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11. Public and government Cable Access Program – Erika Storlie

Definition: Reevaluate relationship with Evanston Community Media Center and determine if $300K current budget can be spent elsewhere

Outcome: Provide Public and Governmental access in a more cost effective manner.

Process: a. Determine if partnerships exist with other jurisdictions to provide Public access; b. Determine if Government access could be provided in a more cost effective manner by using City staff. c. Summarize findings.

12. Cost of Citywide Cell Phone Use

Definition: Determine how much of the City’s cell phone program can be eliminated.

Outcome: Minimize the use of City issued cell phones.

Process: a. Review list of cell phone holders; b. Survey other communities to determine how service is provided; c. Determine which cell phones are essential to City operations, such as those also being used as radios; d. Determine which cell phones are being paid for though the stipend program; e. Calculate cost savings by eliminating all or part of the program. f. Summarize findings.

13. Parking Enforcement/Parking Fees Program – Marty Lyons

Definition: Determine the most cost effective way to provide the parking enforcement services and how best to maximize revenue from parking fees.

Outcome: Provide parking enforcement in the most cost effective manner possible and maximize fees associated with violations.

4 Page 23 of 467 e. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; f. Develop a list of intangible benefits that would be lost if the service was outsourced. g. Summarize finds.

14. Crossing Guard Program

Definition: Determine the most cost effective way to provide the Crossing Guard program.

Outcome: Provide Crossing Guard program in the most cost effective manner without compromising the safety of pedestrians.

Process: a. Determine cost to provide service, including administration; b. Determine how service is provided in other communities; c. Request Crossing Guards be funded by the school districts; c. Determine how existing service could be operated in a more efficient and cost effective manner; d. Determine opportunities to contract in from other communities; e. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; f. Develop a list of intangible benefits that would be lost if the service was outsourced. g. Summarize findings.

15. Accounting, Purchasing, Payroll (Contract in/out) – Joe McRae

Definition: Determine the most cost effective way to provide the Accounting, Purchasing and Payroll services.

Outcome: Provide Accounting, Purchasing and Payroll services in the most cost effective manner.

Process: a. Determine cost to provide service, including administration; b. Determine how service is provided in other communities; c. Determine how existing service could be operated in a more efficient and cost effective manner, including input from employees; d. Determine opportunities to contract in from other communities; e. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; f. Develop a list of intangible benefits that would be lost if the service was outsourced. g. Summarize findings.

5 Page 24 of 467 16. Information Technology – Erika Storlie

Definition: Determine the most cost effective way to provide Information Technology services.

Outcome: Provide Information Technology services in the most cost effective manner.

17. Properties Exempted from Property Taxes – Wolf Peddinghaus

Definition: Develop a comprehensive database of properties and current use and determine if exemption still qualifies.

Outcome: Ensure all tax exempt property is appropriately classified and if not return property to tax rolls.

Process: a. Work with Township Assessors to develop a database of properties by type, such as schools, churches, etc; b. Conduct reconnaissance of random properties on list to determine level of compliance; c. Report findings and continue reconnaissance if necessary.

Community and Economic Development

18. M/W/EBE Program – Brandon Dieter

Definition: Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

Outcome: Create a robust M/W/EBE program that accomplishes City goals and offers ample opportunities to Evanston-based businesses.

Process: a. Determine cost to provide service, including administration; b. Determine how service is provided in other communities;

6 Page 25 of 467 c. Determine how existing service could be operated in a more efficient and cost effective manner, including input from employees; d. Determine opportunities to contract in from other communities; e. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; f. Develop a list of intangible benefits that would be lost if the service was outsourced. g. Summarize findings.

19. Affordable Housing/Emergency Housing Programs – Brandon Dieter

Definition: Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

Outcome: Create a robust M/W/EBE program that accomplishes City goals and offers ample opportunities to Evanston-based businesses.

Process: a. Determine cost to provide service, including administration; b. Determine how service is provided in other communities; c. Determine how existing service could be operated in a more efficient and cost effective manner, including input from employees; d. Outline program fees and how those fees and taxes may be affecting program development; e. Include status of demolition tax on housing programs; e. Determine if City can administer the Township Emergency Assistance Program. g. Summarize findings.

20. Use of TIF/Economic Development Funds – Joellen Earl, Wolf Peddinghaus

Definition: Determine the current use of funds and whether use is appropriate under the law. Develop list of committed projects in each fund.

Outcome: Ensure TIF District and Economic Development funds are expended according to law and continue to accomplish stated goals of the City Council.

Process: a. Develop list of all TIF funds expended from 3/1/10 to present and identify the use of the funds; b. Develop an outline listing the appropriate use of TIF and Economic Development funds; c. Develop list of all committed projects; d. Summarize findings and make recommendations on future use of TIF and Economic Development funds.

7 Page 26 of 467 Police, Fire and Library

21, 22 and 24 – Evaluation of Department-wide Efficiencies – Joellen Earl

Definition: Look at operations and explore areas of efficiency.

Outcome: Ensure that all Departments are running in the most efficient and cost effective manner.

Process: a. Meet with Directors to explore opportunities for savings; b. Determine cost savings and outline impacts if reductions are made; c. Make recommendations for implementation.

23. Community Health Initiatives – Lou Gergits

Definition: Look at eliminating all Community Health Initiatives other than Mental Health Board and Environmental Health

Outcome: Offer health services that are necessary and not duplicated elsewhere in the community.

Public Works

25. City Vehicle Fleet Program (Contract in/out) – Marty Lyons

Definition: Determine the most cost effective way to provide the Fleet services.

Outcome: Provide Fleet services in the most cost effective manner.

8 Page 27 of 467 d. Determine opportunities to contract in from other communities; e. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; f. Develop a list of intangible benefits that would be lost if the service was outsourced. g. Summarize findings.

26. Street Maintenance Program (Contract in/out) – Joe McRae

Definition: Determine the most cost effective way to provide the Street Maintenance services.

Outcome: Provide Street Maintenance services in the most cost effective manner.

27. Refuse/Recycling/Yard Waste/Street Sweeping Program (Contract in/out) - Marty Lyons, Wolf Peddinghaus

Definition: Determine the most cost effective way to provide Refuse, Recycling, Yard Waste and Street Sweeping services.

Outcome: Provide Refuse, Recycling, Yard Waste and Street Sweeping services in the most cost effective manner.

9 Page 28 of 467 28. City Alley Maintenance and Improvement Program – Lou Gergits

Definition: Determine if City funding of the program should be continued.

Outcome: Develop an alley maintenance and improvement program that can be offered without impacting other City services.

29. Engineering and Street Light Services (Contract in/out) – Erika Storlie

Definition: Determine the most cost effective way to provide Engineering and Street Light services.

Outcome: Provide Engineering and Street Light services in the most cost effective manner.

Parks, Recreation and Community Services

30. All Recreation Programs (costs, revenues, registration, advertisement) – Lou Gergits

Definition: Determine if Recreation Programs cover both direct and indirect costs of operations.

Outcome: Consider modifying Recreation Program offerings based on the true costs of running the various programs.

10 Page 29 of 467

Process: a. Determine cost to provide each program, including direct costs and indirect costs, such as administration and building/grounds maintenance and upkeep fees; b. Determine if fees cover costs of operation on a percentage basis; c. Determine how and what service is provided in other communities; d. Determine how existing service could be operated in a more efficient and cost effective manner, including input from employees; e. Determine opportunities to contract in from other communities; f. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; g. Develop a list of intangible benefits that would be lost if the service was outsourced. h. Summarize findings.

31. Forestry Services (Contract in/out) – Brandon Dieter

Definition: Determine the most cost effective way to provide Forestry services.

Outcome: Provide Forestry services in the most cost effective manner.

32. Parks Maintenance (Contract in/out) – Brandon Dieter

Definition: Determine the most cost effective way to provide Parks Maintenance services.

Outcome: Provide Parks Maintenance services in the most cost effective manner.

11 Page 30 of 467 e. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; f. Develop a list of intangible benefits that would be lost if the service was outsourced. g. Summarize findings.

33. Noyes Cultural Arts Center – Wally Bobkiewicz

Definition: Determine if the building should be sold.

Outcome: Provide options to keep building as a City facility or sell to a private party.

Process: a. Engage parties and discuss possible sale; b. Develop a cost/benefit analysis of keeping the building as a City facility or selling to a third party; c. Summarize findings and make recommendation.

34. Lighthouse Landing Facilities – Wally Bobkiewicz

Definition: Determine if the building should be sold or operated by another party.

Outcome: Provide options to keep building as a City facility or sell to a private party.

35. Ecology Center – Wally Bobkiewicz, Matt Swentkofske

Definition: Determine if there are other methods that could be used to operate the Ecology Center.

Outcome: Provide options to operate the Ecology Center in a more cost effective manner.

Process: a. Determine cost to provide service, including administration; b. Determine how existing service could be operated in a more efficient and cost effective manner; c. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; d. Summarize findings.

12 Page 31 of 467 36. Chandler/Neuberger Center - Wally Bobkiewicz, Matt Swentkofske

Definition: Explore and determine other greater uses for the center.

Outcome: Maximize use of the building or sell property.

Process: Determine cost to provide service, including administration; b. Determine how existing service could be operated in a more efficient and cost effective manner; c. Determine other greater uses for the center; d. Determine if service could be provided from an outside vendor and if so obtain preliminary quote; e. Determine market value of building and solicit interest in the event of a sale. d. Summarize findings.

37. Identify Space for Rental – Civic Center – Erika Storlie

Definition: Determine the best use of space for existing City services and what space is available for lease.

Outcome: Maximize use of space in building for City services and lease remaining space to outside parties.

Process: a. Determine the cost to hire a consultant to complete a comprehensive space utilization analysis; b. Preliminarily determine if space used for existing services is maximized; c. Preliminarily determine how much space is available for lease; d. Determine appropriate rates to charge for available space; e. Review liability issues with Law Department; f. Summarize findings.

Utilities

38. Evaluation of Department-wide Efficiencies – Wally Bobkiewicz, Catherine Hurley

Definition: Look at operations and explore areas of efficiency.

Outcome: Ensure that Departments is running in the most efficient and cost effective manner.

Process: a. Meet with Directors to explore opportunities for savings;

13 Page 32 of 467 b. Determine cost savings and outline impacts if reductions are made; c. Make recommendations for implementation.

39. Water Sales to Other Communities – Wally Bobkiewicz, Catherine Hurley

Definition: Determine what opportunities exist to sell water to other communities.

Outcome: Maximize sale of water to other communities.

Process: a. Determine coast of operation, including administration; b. Determine ability to sell water, based on existing infrastructure; c. Develop plan to improve infrastructure to maximize water sales; d. Solicit interest from communities. e. Summarize findings and make recommendation.

14 Page 33 of 467 Community Service Survey ‐ Combined Data FY 2012 Budget Planning

Does Your Have you identified any efficiencies What is the projected annual For FY 2011, How many FTE's do What is the projected number of Community What is the annual budget for Do you contract out all or a portion of this If you contact out all or a portion of the service, please or innovations that have reduced the Service Name budget for this service for FY you employ to provide the FTE's that will provide this Offer This the service for FY2011? service? Please explain: provide the name and contact information of your vendor: cost of providing the service? Please 2012? service? service for 2012? Service? explain:

1. Switching the parking ticket processing from Circuit Court to an internal Administrative Hearing. 2. Mailing citations to vehicle owners that Skokie Parking Enforcement Yes $162,697 $164,722 3 3 No N/A did not purchase a vehicle sticker.

Wilmette Parking Enforcement Yes $137,297 $138,925 1.5 1.5

We also employ 45 part time auxiliary Schaumburg Parking Enforcement Yes $453,992 $453,992 10 10 No officers for parking enforcement. Glenview Parking Enforcement Yes $80,000 $80,000 1.0 1.0 No. We provide all enforcement Automated license plate recognition Evanston Parking Enforcement $1,007,418 N/A 12 12 No system

Skokie Crossing Guards Yes $184,401 $186,245 37 37 No

Wilmette Crossing Guards Yes $230,690 $235,234 5.20 5.20 No they are part-time employees and have been wit Schaumburg Crossing Guards Yes $142,700 $152,450 15 PTE 15 PTE the village for many years. DNA DNA No they are part-time employees and have been wit Evanston Crossing Guards Yes $310,048 N/A 49PT 49PT the village for many years.

Skokie Accounting/Purchasing/Payroll Yes $415,739 $368,433 6 5 N/A N/A

Wilmette Accounting/Purchasing/Payroll Yes $869,826 $895,225 8.70 8.70

We have drastically cut printing/paper expenses by utilizing on-screen viewing Schaumburg Accounting/Purchasing/Payroll Yes $2,266,574 $2,210,699 17.7 17.7 No part of this service is contracted out. N/A and PDF printing only when possible. Cross-training and process Glenview Accounting/Purchasing/Payroll Yes $525,000 $615,000 4.25 4.25 Accounting is currently contracted. Lauterbach & Amen moderniziation

Evanston Accounting/Purchasing/Payroll $1,073,440 N/A 11.5 11.5 No part of this service is contracted out.

Skokie Information Technology & GIS Yes 780,397 791,535 6 6 GIS is provided thruogh the GIS Consrtium. Municipal GIS Partners Consortium has proven cost effective.

A portion of this service is contracted out. Some of those areas include: hardware support, software Wilmette Information Technology & GIS Yes $504,715 $511,588 2.75 2.75 support, and a computer communications expert. N/A

We utilize Sass,or Cloud-based, applications for The cloud solutions have allowed the several key applications. We also contract out high- Tyler Technologies/MUNIS (ERP) Microsoft (EMail) village to implement new technology Schaumburg Information Technology & GIS Yes $4,005,000 $3,850,000 18 18 level technical support. SuccessFactors (HRIS) MTM (High-level technical support) without adding skill specific employees. Changed planimetric map update cycles Glenview Information Technology & GIS Yes $349,000 $302,000 1 1 Yes, a portion is contracted. Municipal GIS Partners eliminated Computer-Aided Design and Drafting positions.

Evanston Information Technology & GIS Yes $2,020,887 N/A 13 13 Minority/Woman/Evanston Based Skokie Business Program No

Minority/Woman/Evanston Based Wilmette Business Program No N/A N/A N/A N/A Minority/Woman/Evanston Based Schaumburg Business Program No Minority/Woman/Evanston Based Evanston Business Program Yes $465,734 N/A 1 0 Affordable Housing/Emergecy Skokie Housing No N/A

Affordable Housing/Emergecy Wilmette Housing No N/A N/A N/A N/A

* The VIllage has 1 employee that works on CDBG and affordable housing related issues; however, approximately 1/4 of that employee's time is related to affordable housing & CDBG issues. The VIllage CDBG funds are used to pay for salariy Affordable Housing/Emergecy contracts out the Residential Rehabilitation Loan Residential Rehabilitation Loan Program - North West Housing for the time spent on CDBG and Schaumburg Housing Yes $736,800 (CDBG) $521,576 (CDBG) 0* 0* Program and contracts wiith various public services. Partnership - Holly Fraccaro - 847.969.0561 affordable housing related issues. Affordable Housing/Emergecy Glenview No Housing Affordable Housing/Emergecy Evanston Housing Yes $190,273 N/A 1 1

Skokie Community Health Yes $941,433 $927,651 12.6 12.1 No

Wilmette Community Health Yes $219,085 $226,873 2 2

The village has a contract for the services of a Public The Public Health Advisor has been an Schaumburg Community Health Yes $250,000 $250,000 3FT & 2PT Same Health Advisor who is an MD with an MPH. The nursing division does not have any vendor contracts. excellent resource for the village. Glenview Community Health Yes Not a separate budget 2 2 No

Page 1 of 3 Page 34 of 467 Community Service Survey ‐ Combined Data FY 2012 Budget Planning

Evanston Community Health $247,722 N/A 22

Skokie City Vehicle Fleet Program Yes $1,164,544 $1,195,368 11 11

Yes. Vehicle washing and insurance are some of the Wilmette City Vehicle Fleet Program Yes $1,149,740 $1,177,573 5.40 5.40 areas Wilmette contracts out for. N/A

Contract out work that in house staff can't Portions Window glass Collision damage, body work do effectively or efficiently. Vigilant vehicl and painting Transmission rebuilding Heavy truck replacement cycles. Store Fleet vehicles $2,495,372 This price includes all spring replacement New Police car commissioning inside whenever possible. Two Fleet Fleet fuel and employee salaries work Misc other work efforts that in-house staff can notVarious dealers and service providers, nothing under any shifts to provide better coverage and Schaumburg City Vehicle Fleet Program Yes and OT $2,620,141 10.5 10.5 do efficiently specific contract. customer service We attempt to purchase parts via joint purchasing contracts where possible (e.g., we purchase NAPA parts from Yes, we use a number of contractors to perform Glenbrook Auto Parts via a NJPA maintenance/repairs. Most notably, we use Bredemann Ford contract). We outsourced Glenview City Vehicle Fleet Program Yes $1,661,490 $1,661,490 3.5 3.5 Bredemann Ford in Glenview to perform virtually all http://www.bredemannfordauto.com/index.htm maintenance/repairs of light- and medium maintenance/repairs on light- and medium-duty duty vehicles to contain costs. (This was vehicles. possible because we have quality contractors at reasonable distances from our facilities.) Evanston City Vehicle Fleet Program Yes $5,104,948 N/A 12 12

Yes. Refuse collection for commercial buildings and Skokie Refuse/Recycling/Yard Waste Yes $4,007,090 $4,127,682 26 26 for multi-family buildings with more than four units. Veolia No longer pick up grass clippings.

Yes. The entire service is contracted. The contractor is responsible for once per week reduse and recycling collection, and once per week yard waste collection for eight months of the year. The Public Works Wilmette Refuse/Recycling/Yard Waste Yes $2,315,070 $2,396,097 0 0 Superintendent manages this program. Veolia Environmental Services is our vendor.

Single billing. The village assumed the cost of the service to offset the hurt of residents now paying a property tax. Since only one bill is sent out, money is save frome the stamps and man power to send out many bills. This savings is We contract out all of the refuse, reacycling, and yard passed on through the total cost of the Schaumburg Refuse/Recycling/Yard Waste Yes 4,337,539 N/A N/A N/A waste disposal. Republic Services Rick Bulthus 847-758-2280 contract. Yes, with our most recent RFB, we agreed to distribute standardized carts to We have a franchise agreement with Groot Industries, each residence, which allowed Groot to Glenview Refuse/Recycling/Yard Waste Groot Industries, Inc. http://www.groot.com/ Inc., for this service. undertake automated collection. Also, we agreed to phase out backdoor collection service over time. Evanston Refuse/Recycling/Yard Waste Yes $3,967,285 N/A Engineering and Street Light Skokie Services Yes $2,032,892 $2,004,427 14.5 14 Maintenance of traffic signals and arterial street lights. Home Town Electric.

Engineering and Street Light No but part of this service is incorporated into other Wilmette Services Yes #399,410 $393,739 2 2 portions of the Engineering department. Provide good accurate and clear Engineering and Street Light We do contract out professional services for capital Please contact me on this. We have about 30 professional information and expectations for the Schaumburg Services Yes Eng Service only $524k Eng Service only $506k 8.5 8.5 projects for about 75% of our services. service contracts active at any one time. vendors to bid on. Engineering and Street Light No, we perform streetlight maintenance with in-house Glenview Yes 2-4 2-4 Services staff. Engineering and Street Light Evanston Services Yes $1,078,821 N/A 10.5 10.5

Skokie Recreation Programs No This service is handle by the Park District which is Wilmette Recreation Programs No N/A N/A N/A N/A separate from the Village.

Schaumburg Recreation Programs No Glenview No Evanston Recreation Programs Yes $359,708 N/A $3 3 3

Skokie Forestry Services Yes $804,654 $836,748 7.5 7.5 Parkway Tree trimming services. Nels Johnson Tree Experts

This service is a part of the public works department. Specifics on contractual services are difficult to Wilmette Forestry Services Yes $677,075 $689,523 4 4 differentiate.

Contract services consist of area tree trimming, tree removals, tree stumping, and tree supply and planting. Some customer service requests are sent to the Davey Tree- tree trimming, removals, stumping Atrium- tree Schaumburg Forestry Services Yes $860,557.00 $960,557.00 7 8 contractor depending on workload. supply and planting We perform tree and stump removals with in-hosue Trimming: Winkler's Tree Service, 114 N. Mannheim Road We undertook a joint bid with Wilmette fo Glenview Forestry Services Yes 10 10 staff. We contract for tree trimming and for hauling Bellwodd, IL 60104 Hauling: G&L Contractors, Inc., 7401 N. tree trimming services in 2010. and disposal of forestry debris St. Louis Ave., Skokie, 60076 Evanston Forestry Services Yes $2,054,913 N/A 17 17

Skokie Parks Maintenance No

Page 2 of 3 Page 35 of 467 Community Service Survey ‐ Combined Data FY 2012 Budget Planning

Wilmette Parks Maintenance No N/A N/A N/A N/A Schaumburg Parks Maintenance Glenview Parks Maintenance No The Glenview Park District provides this service. Evanston Parks Maintenance Yes $831,459 N/A 10 10

Skokie Street Maintenance Program Yes $1,625,114 $1,585,317 16 16

Yes. We contract out for things such as holiday light decorations, snow removal, and leasing of leaf packers Wilmette Street Maintenance Program Yes $2,572,240 $2,625,631 22.15 22.15 just to name a few. N/A Schaumburg Street Maintenance Program We contract for some permanent asphalt surface repair and all concrete surface repair. We also Glenview Street Maintenance Program Yes 10 10 contract for line painting, thermoplastic marking, and crack sealing. We perform temporary asphalt surface repair and some permanent asphalt surface repair. Evanston Street Maintenance Program Yex $2,888,180 N/A 6

Skokie City Alley Maintenance Program Yes $448,220 $461,276 4 4

This service is incorporated with street Wilmette City Alley Maintenance Program Yes N/A N/A 5.4 5.4 maintenance.

Schaumburg City Alley Maintenance Program No Glenview No

Evanston City Alley Maintenance Program Yes Combined with Street Maint Combined with Street Maint 25 25

Page 3 of 3 Page 36 of 467 Community Service Survey ‐ Combined Data FY 2012 Budget Planning

Would you be interested in exploring Would you be interested in exploring options to have the City of Evanston Do you contract out all or a portion of this service? If you contact out all or a portion of the service, please Have you identified any efficiencies or innovations that have reduced the cost options to have the City of Evanston Entry Id Service Name provide all or a portion of this Please explain: provide the name and contact information of your vendor: of providing the service? Please explain: provide all or a portion of this service service on behalf of your on behalf of your community? community?

1. Switching the parking ticket processing from Circuit Court to an internal Administrative Hearing. 2. Mailing citations to vehicle owners that did not 1 Parking Enforcement No N/A purchase a vehicle sticker. Yes

17 Parking Enforcement No

8 Parking Enforcement No We also employ 45 part time auxiliary officers for parking enforcement. No Parking Enforcement No Automated license plate recognition system

2 Crossing Guards No Yes

16 Crossing Guards No No they are part-time employees and have been 4 Crossing Guards with the village for many years. DNA DNA No No they are part-time employees and have been Crossing Guards with the village for many years.

3 Accounting/Purchasing/Payroll N/A N/A

18 Accounting/Purchasing/Payroll No We have drastically cut printing/paper expenses by utilizing on-screen 6 Accounting/Purchasing/Payroll No part of this service is contracted out. N/A viewing and PDF printing only when possible. No

Accounting/Purchasing/Payroll No part of this service is contracted out.

4 Information Technology & GIS GIS is provided thruogh the GIS Consrtium. Municipal GIS Partners Consortium has proven cost effective.

A portion of this service is contracted out. Some of those areas include: hardware support, software 19 Information Technology & GIS support, and a computer communications expert. N/A No We utilize Sass,or Cloud-based, applications for several key applications. We also contract out high- Tyler Technologies/MUNIS (ERP) Microsoft (EMail) The cloud solutions have allowed the village to implement new technology 7 Information Technology & GIS level technical support. SuccessFactors (HRIS) MTM (High-level technical support) without adding skill specific employees. No Information Technology & GIS Minority/Woman/Evanston 5 Based Business Program

Minority/Woman/Evanston 20 Based Business Program No Minority/Woman/Evanston 1 Based Business Program Minority/Woman/Evanston Based Business Program

Page 4 of 6 Page 37 of 467 Community Service Survey ‐ Combined Data FY 2012 Budget Planning

Affordable Housing/Emergecy 6 Housing

Affordable Housing/Emergecy 21 Housing No

* The VIllage has 1 employee that works on CDBG and affordable housing related issues; however, approximately 1/4 of that employee's time is related to affordable housing & CDBG issues. The VIllage Affordable Housing/Emergecy contracts out the Residential Rehabilitation Loan Residential Rehabilitation Loan Program - North West CDBG funds are used to pay for salariy for the time spent on CDBG and 11 Housing Program and contracts wiith various public services. Housing Partnership - Holly Fraccaro - 847.969.0561 affordable housing related issues. No Affordable Housing/Emergecy Housing

7 Community Health No

22 Community Health No

The village has a contract for the services of a 10 Community Health Public Health Advisor who is an MD with an MPH. The nursing division does not have any vendor contracts. The Public Health Advisor has been an excellent resource for the village. No Community Health

8 City Vehicle Fleet Program No

Yes. Vehicle washing and insurance are some of 23 City Vehicle Fleet Program the areas Wilmette contracts out for. N/A No Portions Window glass Collision damage, body work and painting Transmission rebuilding Heavy truck spring replacement New Police car commissioning Contract out work that in house staff can't do effectively or efficiently. work Misc other work efforts that in-house staff can Various dealers and service providers, nothing under any Vigilant vehicle replacement cycles. Store Fleet vehicles inside whenever 5 City Vehicle Fleet Program not do efficiently specific contract. possible. Two Fleet shifts to provide better coverage and customer service No City Vehicle Fleet Program

Yes. Refuse collection for commercial buildings and for multi-family buildings with more than four 9 Refuse/Recycling/Yard Waste units. Veolia No longer pick up grass clippings. Yes Yes. The entire service is contracted. The contractor is responsible for once per week reduse and recycling collection, and once per week yard waste collection for eight months of the year. The Public Works Superintendent manages this 25 Refuse/Recycling/Yard Waste program. Veolia Environmental Services is our vendor. No

Single billing. The village assumed the cost of the service to offset the hurt of residents now paying a property tax. Since only one bill is sent out, We contract out all of the refuse, reacycling, and money is save frome the stamps and man power to send out many bills. 12 Refuse/Recycling/Yard Waste yard waste disposal. Republic Services Rick Bulthus 847-758-2280 This savings is passed on through the total cost of the contract. No Refuse/Recycling/Yard Waste Engineering and Street Light Maintenance of traffic signals and arterial street 10 Services lights. Home Town Electric. Yes

Engineering and Street Light No but part of this service is incorporated into other 27 Services portions of the Engineering department. No Engineering and Street Light We do contract out professional services for capital Please contact me on this. We have about 30 professional Provide good accurate and clear information and expectations for the 16 Services projects for about 75% of our services. service contracts active at any one time. vendors to bid on. No Engineering and Street Light Services

Page 5 of 6 Page 38 of 467 Community Service Survey ‐ Combined Data FY 2012 Budget Planning

11 Recreation Programs This service is handle by the Park District which is 28 Recreation Programs separate from the Village. No

3 Recreation Programs Recreation Programs 3

12 Forestry Services Parkway Tree trimming services. Nels Johnson Tree Experts No

This service is a part of the public works department. Specifics on contractual services are 29 Forestry Services difficult to differentiate. No

Contract services consist of area tree trimming, tree removals, tree stumping, and tree supply and planting. Some customer service requests are sent Davey Tree- tree trimming, removals, stumping Atrium- tree 15 Forestry Services to the contractor depending on workload. supply and planting No Forestry Services

13 Parks Maintenance

30 Parks Maintenance No Parks Maintenance Parks Maintenance

14 Street Maintenance Program Yes

Yes. We contract out for things such as holiday light decorations, snow removal, and leasing of leaf 24 Street Maintenance Program packers just to name a few. N/A No Street Maintenance Program Street Maintenance Program

15 City Alley Maintenance Program Yes

26 City Alley Maintenance Program This service is incorporated with street maintenance. No

2 City Alley Maintenance Program

City Alley Maintenance Program

Page 6 of 6 Page 39 of 467 Service Change Ideas Summary

Idea # Department Description Action Potential Savings/ Revenue Enhancement Low High

1 Citywide Youth Services Program Investigate Further 2 Citywide Proper Employee Classifications for Work Done Pursue $ 350,000.00 $ 450,000.00 3 Citywide Salary and Benefits Model for All Classifications Pursue 4 Citywide Fees and Charges for all Services Pursue 5 Citywide Enforcement of All Code Ordinances Pursue $ 250,000.00 $ 350,000.00 6 Citywide Shared Use of Programs / Services Pursue 7 Citywide Special Events Investigate Further 8 Citywide Alcohol Sales at City Facilities Do Not Pursue 9 Citywide Increased Collections of Money Owed to City Pursue $ 250,000.00 $ 300,000.00 10 Citywide Use of Volunteers Investigate Further 11 CMO / Admin Serv / Law Public and Government Cable Access Program Pursue $ 90,000.00 $ 250,000.00 12 CMO / Admin Serv / Law Cost of Citywide Cell Phone Use Pursue $ 30,000.00 $ 30,000.00 13 CMO / Admin Serv / Law Parking Enforcement / Parking Fees Program Pursue $ 60,000.00 $ 120,000.00 14 CMO / Admin Serv / Law Crossing Guard Program Pursue $ 275,000.00 $ 325,000.00 15 CMO / Admin Serv / Law Accounting, Purchasing, Payroll (Contract In / Out) Pursue 16 CMO / Admin Serv / Law Information Technology Pursue 17 CMO / Admin Serv / Law Properties Exempted from Property Taxes Pursue 18 CED Minority/Women/Evanston Based Business Program Pursue $ 60,000.00 $ 60,000.00 19 CED Community Intervention / Emergency Housing Program Pursue $ 73,000.00 $ 73,000.00 20 CED Use of TIF / Economic Development Funds Investigate Further 21 Police Evaluation of Department-wide Efficiencies - Police Investigate Further 22 Fire Evaluation of Department-wide Efficiencies - Fire Investigate Further 23 Health Community Health Initiatives/Vital Records Pursue $ 365,000.00 $ 430,000.00 24 Library Evaluation of Department-wide Efficiencies - Library Investigate Further 25 Public Works City Vehicle Fleet Program (Contract In / Out) Investigate Further 26 Public Works Street Maintenance Program (Contract In / Out Investigate Further 27 Public Works Refuse / Recycling / Yard Waste / Street Sweeping Program (Contract In / Out) Investigate Further 28 Public Works City Alley Maintenance and Improvement Program Investigate Further 29 Public Works Engineering and Street Light Services (Contract In / Out) Investigate Further 30 PRCS All Recreation Programs (Costs, Revenues, Registration, Advertisement) Investigate Further$ 1,500,000.00 $ 2,400,000.00 31 PRCS Forestry Services (Contract In / Out) Investigate Further 32 PRCS Parks Maintenance (Contract In / Out) Investigate Further 33 PRCS Noyes Cultural Arts Center Pursue 34 PRCS Lighthouse Landing Facilities Investigate Further 35 PRCS Ecology Center Investigate Further 36 PRCS Chandler Neuberger Center Do Not Pursue 37 PRCS Identify Space for Rental - Civic Center Investigate Further $ 50,000.00 $ 100,000.00 38 Utilities Evaluation of Department-wide Efficiencies - Utilities Investigate Further 39 Utilities Water Sales to Other Communities Investigate Further 40 CMO/PRCS Centralize Community Information and Engagement Investigate Further

Total$ 3,353,000.00 $ 4,888,000.00

Page 40 of 467 FY 2012 CITY SERVICE SCORING Priority-Based Budgeting

Increased Reliance City Mandated Cost Economic Environmental Strengthening A Safe TOTAL Department Service Demand for on City for Council Program Recovery Viability Sustainability Community Community SCORE Service Service Goals 1 CED Neighborhood Stabilization Program 44404 2 43328 2 Police Patrol Operations 40434 1 44428 3 CED Building Plan Review and Inspection Services 44303 4 32427 4 Police Traffic Bureau 32432 1 44427 5 CMO Administration 21343 4 42326 6 Police Criminal Investigation 40434 0 34426 7 Police Emergency Telephone System 43432 0 33426 8 CED Planning and Zoning 42203 4 42425 9 CED Community Development Block Grant 44304 2 32325 10 Health Food and Environmental Health 33403 2 42425 11 CED Housing Rehabilitation 04303 4 42424 12 CED Economic Development Fund 04404 3 43224 13 CED Housing Code Compliance 43302 3 42324 14 Fire Fire Prevention Bureau 42411 2 33424 15 Police Police Administration 41432 0 33424 16 Police Records Bureau 41432 0 33424 17 PRCS Beaches and Boat Facilities 14404 2 33324 18 CED Administration 11304 2 44423 19 CMO Sustainability Programs 14402 4 33223 20 Law Liquor Licensing 34333 0 21423 21 Police Juvenile Bureau 10432 0 44422 22 Police Animal Control 11432 1 33422 23 Police Service Desk Bureau 30432 0 33422 24 Utilities Sewer Operations 14303 4 22322 25 Fire Administration 31411 1 33421 26 Fire Fire Suppression 31411 1 33421 27 Fire Emergency Medical Services 04411 1 33421 28 Police Neighborhood Enforcement Team 00432 0 44421 29 PRCS Levy Center/Senior Services 32404 1 32221 30 Public Works Refuse Collection and Disposal 14203 4 22321 31 Public Works Traffic Engineering 33202 4 22321 32 Utilities Distribution 14303 3 22321 33 CMO Intergovernmental Relations 04303 3 23220 34 Police Communications Bureau 30412 0 33420 35 PRCS Ecology Center 04302 4 32220 36 PRCS Special Events 14304 1 32220 37 Utilities Water Operations 14103 4 22320 38 Utilities Pumping 14103 4 22320 39 Utilities Filtration 14103 4 22320 40 Police Problem Solving Team 00402 1 44419 41 Police School Liaison 10402 0 44419 42 Police Social Services 01412 0 43419 43 Police Office of Professional Standards 30402 0 33419 44 PRCS Robert Crown Community Center & Ice Rink 03404 0 33219 45 Public Works Recycling Collection and Disposal 12203 4 22319 46 Utilities Meter Maintenance 14303 4 22019 47 Admin Serv Administration 30403 2 24018 48 PRCS Youth Services 00412 1 43318 49 PRCS Facility Maintenance, Construction and Repair 40401 2 22318 50 PRCS Special Recreation 41402 0 33118 51 Public Works Administration 11302 4 22318 52 Public Works Street and Alley Maintenance 11303 3 22318 53 Public Works Street Light and Signal Maintenance 31202 4 12318 54 CMO Citizen Engagement 00402 2 43217

Page 41 of 467 FY 2012 CITY SERVICE SCORING Priority-Based Budgeting

Increased Reliance City Mandated Cost Economic Environmental Strengthening A Safe TOTAL Department Service Demand for on City for Council Program Recovery Viability Sustainability Community Community SCORE Service Service Goals 55 Health Administration 11301 1 42417 56 Law Administration 30401 2 22317 57 Law Litigation 44400 1 21117 58 Police 311 Center 00402 1 43317 59 Police Community Strategy 00402 0 43417 60 PRCS Park Services/Recreation Maintenance 01402 2 32317 61 PRCS Community Services/Youth Engagement 11403 1 33117 62 PRCS Forestry 11401 3 22317 63 PRCS Chandler-Newberger Community Center 04402 0 32217 64 Public Works Street Sweeping 10203 4 22317

65 Admin Serv Parking Enforcement 34201 2 11216 66 Health Mental Health Board 10411 1 32316 67 Law Contracts / Transactions 40401 3 11216 68 PRCS Administration 11401 1 34116 69 PRCS Indoor/Outdoor Recreation Programs 04302 1 32116 70 Public Works Business District Maintenance 10203 3 22316 71 Public Works Snow Removal Operations 30203 2 12316 72 Public Works Yard Waste Collection and Disposal 12203 1 22316 73 Admin Serv Accounting 40403 1 12015 74 PRCS Noyes Cultural Arts Center 04203 0 32115 75 PRCS Cultural Arts Programs 04302 0 32115 76 Public Works Engineering 00202 4 22315 77 Admin Serv Revenue Operations 34301 1 11014 78 Health Dental Services 03301 0 31314 79 Police Office of Administration 00402 0 33214 80 PRCS Horticultural Maintenance 10301 3 22214 81 PRCS Fleetwood-Jourdain Community Center 01402 0 32214 82 PRCS Fleetwood-Jourdain Theater 01402 0 32214 83 CED Minority/Women/Evanston Business Enterprise 11242 0 21013 84 Admin Serv Purchasing 40301 2 11012 85 Admin Serv Human Resources 40421 0 00112 86 CED Community Inervention & Emergency Housing 41001 1 22112 87 Health Community Health 01400 0 41212 88 Law Administrative Adjudication 14300 0 10312 89 PRCS Communication and Marketing 01302 1 22112 90 Public Works Fleet Services 00202 2 12312 91 Admin Serv Information Technology 00401 1 12110 92 Admin Serv School Crossing Guards 30000 0 2139 93 Health Vital Records 01330 0 1019 94 CMO Evanston Community Media Center 10101 0 3118 95 Admin Serv Payroll 40200 1 0007 96 PRCS Lighthouse Landing 10001 1 1116 97 Library Administration 0 98 Library Children’s Services 0 99 Library Adult Services 0 100 Library Neighborhood Services 0 101 Library Circulation 0 102 Library Technical Services 0 103 Library Maintenance 0

Page 42 of 467 City of Evanston Basic Program Attributes and Definitions

Score Definition Basic Program Attribute

4 Service is mandated Federally 3 Service is mandated by State Mandated to Provide 2 Service is mandated by charter Program 1 Service is mandated by ordinance or resolution 0 Service is not mandated

4 Service recovers 75-100% of costs 3 Service recovers 50-74% of costs 2 Service recovers 25-49% of costs Cost Recovery of Program 1 Service recovers 1-25% of costs 0 Service recovers less than 1% of costs

4 Demand for service is significantly increasing 3 Demand for service is slightly increasing Change in Demand for 2 Demand for service is remaining constant Service 1 Demand for service is slightly decreasing 0 Demand for service is significantly decreasing

4 Only City can provide service 3 Only government entities can provide service Reliance on City to Provide 2 Only public agencies can provide service Service 1 Service could be provided by a public agency or not-for-profit 0 Service can be provided by either a public or private entity

Page 43 of 467 City of Evanston Priority Results and Definitions then it will have addressed If the City of Evanston can… the functional area of…

Create and implement a comprehensive economic development strategy, which results in a vibrant and diverse economy for the City of Evanston Create policies and programs that result in a well-maintained, divers housing stock Economic Viability throughout the City of Evanston Generate marketable job skills for Evanston Residents

Create and maintain functionally appropriate, sustainable, accessible and high quality infrastructure facilities Protect and optimize the City's natural resources and built environment, leading by Environmental example through sustainable practices and behaviors Sustainability Coordinate and influence transportation resources to provide an improved system that is safe, integrated, accessible, responsive, understandable, efficient, and meets the needs of all people

Continue to develop a collaborative and reciprocal relationship with Northwestern University Create collaborative and productive partnerships with schools, hospitals, business organizations, arts organizations, and other not-for-profit groups and governments More effectively utilize Boards and Commissions Promote a standard of excellence and collaboration between staff and the City Council Strengthening Community to provide outstanding customer service to the citizens of Evanston Define Evanston neighborhoods and ensure that they are safe, clean and attractive Provide opportunities for and engage Evanston youth and young adults to become active and productive citizens of the Evanston community Strive to ensure that all Evanston residents have access to healthcare as well as basic food, housing and shelter

Affordable Housing Budget Planning Capital Improvement Program Climate Action Plan Economic Development Efficiency and Effectiveness of Services Federal/State/Regional Government Affairs Agenda City Council Goals Lakefront Development Northwestern University Police and Fire Pension Funding Issues Robert Crown Center Improvements Safety Issues Youth Services

Foster a climate of safety for individuals in homes, businesses, neighborhoods and public places

Enforce the law, taking into account the needs of individuals and community values Safe Community Plan for and provide timely and effective response to emergencies and natural disasters Promote environmental safety and community health Encourage an inclusive community that is accepting, connected and promotes shared responsibility Provide safe and well-maintained public infrastructure

Page 44 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Administration

2. Service Description: The City Manager's Office Administration 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 closley with the public to resolve service delivery problems as well as disseminate information about the City's policies.

Assistant City Manger 1.0 1

Executive Assistant 1.0 1

Administrative Secretary 1.0 1

Management 1.0 1 Analyst/Volunteer Coordinator

Local Government 1.0 1 Management Fellow

TOTAL: 6.0 6

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 5,381,200 FY 2009-10 Actual 459,806 932,722 FY 2010-11 Actual 375,500 817,812 FY 2011 Budget 90,000 712,937

1 Page 45 of 467 5. What amount and percentage of the cost of service are recovered? 0%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Mandated by ordinance.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? Yes, there are alternative forms of government.

9. Opportunities for Innovation: City Manager's Office Administration is as cutting edge as it can be.

10. Additional Information (if necessary):

11. Program Inventory Scorecard – Using your responses to the previous questions, please score the program or service in the table below. Programs and services should be scored using a 0-4 scale (0 = program has no relevance to the attribute or result; 4 = program is critical to the attribute or result)

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 2 Cost Recovery 1 Increased Demand For Service 3 2 Page 46 of 467 Reliance on City to Provide Service 4 TOTAL 10

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 Environmental Sustainability 4 Strengthening Community 4 City Council Goals 4 A Safe Community 3 TOTAL 18

3 Page 47 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Citizen Engagement

2. Service Description: Responsible for Public Information activities of the City, including dissemenation of information via email, press releases, print media, television media, social media, and websites.

The Citizen Engagment Division is also responsible for the management of the 311 Center, which is focused on providing quality customer services.

Web Developer 1.0 1

Community Information 1.0 Coordinator 1

Community Information 1.0 1 Specialists

TOTAL: 4.0 4

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 00 FY 2009-10 Actual 801,759 460,517 FY 2010-11 Actual 889,484 676,634 FY 2011 Budget 741,370 524,690

5. What amount and percentage of the cost of service are recovered? 0%

1 Page 48 of 467 6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

No.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

A significant demand has increased due to an enhanced focus on improving communication and customer service to the public.

8. Is there an alternative provider of this service? Yes.

9. Opportunities for Innovation: Improvement on Radio communication and ECMC model for PEG channel service.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 Cost Recovery 0 Increased Demand For Service 4 Reliance on City to Provide Service 0 TOTAL 4

2 Page 49 of 467 Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 Environmental Sustainability 2 Strengthening Community 4 City Council Goals 3 A Safe Community 2 TOTAL 12

3 Page 50 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Evanston Community Media Center (ECMC)

2. Service Description: Evanston Community Media Center is a non-profit organization that receives a portion of the cable franchise revenues and all PEG fees from the City to provide public, education and government access channels on Comcast cable and AT&T u-verse. They also broadcast live City Council meetings and rebroadcast the meetings afterwards.

Training & Education Access 1 1 Coordinator

Ops Manager 1 (PT)

Govt. Access Coordiantor 1 (PT)

Programming Coordinator 1 (PT)

TOTAL: 2 5

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 348,000 504,628 FY 2009-10 Actual 348,000 506,875 FY 2010-11 Actual 198,000 367,975 FY 2011 Budget 198,000 271,800

5. What amount and percentage of the cost of service are recovered? None. The franchise fee and peg fee revenues are a pass through to ECMC for provision of PEG services.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. 1 Page 51 of 467

Local State Federal Other

Resolution 53-R-02

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Programming has increased on all three communbity PEG Channels

8. Is there an alternative provider of this service? Yes. The City could provide these services with in house staff and keep cable franchise fee revenue as well as PEG fee revenue. Franchise fees go to the General Fund. PEG fee are mandated by State law to be used for PEG Capaital projects only.

9. Opportunities for Innovation: There is always new technology available. ECMC has recently began streaming their channels live on the internet. The City Council Chambers presentation equipment needs to be upgraded in the near future. ECMC is looking to move its operations into the City's Service Center to save on rent, which is approximately $90,000 a year at their current Hartrey location.

10. Additional Information (if necessary): ECMC is looking to move there operations into the second floor of the City Service Center located at 2020 Asbury. The ECMC Board of Directors approved a tentative 5 year lease agreement with the City, 3 years with two optional 1 year renewals for a $1 each year. Staff is reviewing lease agreement with Law Dept, Public Works and Facilities Management to finalize space needs. Lease agrement must be approved by City Council.

2 Page 52 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 3 1 Cost Recovery 2 0 Increased Demand For Service 4 1 Reliance on City to Provide Service 4 2 TOTAL 13 5

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 1 Environmental Sustainability 4 1 Strengthening Community 4 3 City Council Goals 3 2 A Safe Community 2 0 TOTAL 15 7

3 Page 53 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Sustainability Programs

2. Service Description: This service ensures that all city departments implement energy efficiency and sustainability projects and secure and administer grant funding and other donations/rebates/incentives from local, regional, state and federal resources.

TOTAL: 1.0 1

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 75,000 FY 2009-10 Actual 21,021* FY 2010-11 Actual 88,369 FY 2011 Budget 85,960

5. What amount and percentage of the cost of service are recovered? 100%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

No.

1 Page 54 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

There is an increase and demand from the public for the City to be a responsible community from a sustainable standpoint.

8. Is there an alternative provider of this service? Yes.

9. Opportunities for Innovation: Continue to implement as many opportunities from the Climate Action Plan.

In the next year, the Office of Sustainability will receive the Chicago Metropolitan Agency for Planning’s (CMAP) technical assistance grant through the agency's new initiative sponsored by the U.S. Department of Housing and Urban Development (HUD) as part of the federal interagency Partnership for Sustainable Communities. CMAP will begin working with 64 local governments, nonprofits, and intergovernmental organizations to address local issues at the intersection of transportation, land use, and housing, including the natural environment, economic growth, and community development. CMAP staff will provide technical assistance and staffing for the development of the water efficiency program working with city staff and community stakeholders.

10. Additional Information (if necessary): Since the creation of the Evanston Office of Sustainability, it is estimated that approximately $1.7 million in grant resources have been secured with the help of the city’s Sustainable Programs Coordinator with an estimated annual savings of $320,000 for the city.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale)

2 Page 55 of 467 Mandated Program 1 Cost Recovery 4 Increased Demand For Service 4 Reliance on City to Provide Service 1 TOTAL 10

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 Environmental Sustainability 4 Strengthening Community 3 City Council Goals 4 A Safe Community 2 TOTAL 15

3 Page 56 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Accounting

2. Service Description: The Accounting staff records the financial activity of the organization and presents the financial position of the City's funds in accordance with Generally Accepted Accounting Principles (GAAP) as disseminated by the Governmental Accounting Standards Board (GASB). The Accounting Staff compiles appropriate financial information to facilitate and promote management control of fnancial operations and prepares the Comprehensive Annual Financial Report (CAFR). Accounting also overseas various special audits of the City's financial records and prepares the Department of Health and Human Services report and the annual statement of the Police and Firefighter pension funds for filling with the Illinois Department of Insurance. Most of the reports compiled by Accounting are mandated by local, state, or federal statute.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Finance Division Manager 1 1 Accounting Manager 1 1 Accounts Payable Coordinator 1 1 Payroll Pension Administrator .5 1 Senior Accountants 3 3

TOTAL: 6.5 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $607,304 FY 2009-10 Actual $0 $635,124 FY 2010-11 Actual $0 $686,878 FY 2011 Budget $0 $672,673

5. What amount and percentage of the cost of service are recovered?

1 Page 57 of 467

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Evanston City Code Ordinance 57-O-79 (Budget Policy). Illinois Municipal Code 65 ILCS 5/3.1-35-70, 3.1-35-75, 3.1-35-80. A-133 Audit of Federal Financial Assistance (Single Audit).

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Over the last several years, there has been an increased demand for Accouting's services from the other departments and from the Community. Over the past years the amount of grants work has almost doubled because of new programs like the Neighborhood Stabilization Program 2 (NSP2), the Energy Efficiency Community Block Grant (EECBG), the Homelessness Prevention and Rapid-Re-Housing Program (HPRP) and others. Due to constant changes in the City structure in past few years, Accounting was inundated with setting up new accounts/business units and re-class of revenues/expenses requests and implementing those changes for month and annual financial reports. The demand for greater transparency has also increased Accounting's workload because of the demand to compile and publish more financial reports plus provide more thorough and in-depth financial analysis.

8. Is there an alternative provider of this service? This service can be outsourced. Since Accounting performs various functions like Accounting, Auditing, Account Payables, Pension, Grants, Special Assessment, TIF's the overall total costs of those functions, if outsourced, may exceed current costs. It is also very improbable that a private vendor will be able to provide the same level of service to the operational departments and the Community that is currently provided by the Accounting Team.

9. Opportunities for Innovation: New and improved ERP system could bring more effectiveness and efficiency to the current operations, reporting requirements and internal/external customer service

10. Additional Information (if necessary):

2 Page 58 of 467 Some Accounting staff costs are offset by approximately $100,000 in grant funds (from HUD) and TIF -Interfund transfers to the General Fund.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 4 Cost Recovery 0 0 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 12 8

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 3 Environmental Sustainability 0 1 Strengthening Community 4 1 City Council Goals 4 2 A Safe Community 0 0 TOTAL 12 7

3 Page 59 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Finance - Revenue (1910)

2. Service Description: The revenue office is the cashiering hub for the City. The office is directly responsible for the logistics and administation of several revenue generating streams. These include but are not limited to business licenses, vehicle license (wheel tax), animal and taxi licensing and regulation, parking permits (lot and resiendtial).

TOTAL: 5 5

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 68,000,496 1,051,759 FY 2009-10 Actual 65,273,168 1,162,899 FY 2010-11 Actual 64,789,998 915,395 FY 2011 Budget 57,519,472 867,388

5. What amount and percentage of the cost of service are recovered? 100%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 60 of 467 City Ordinances: 1-11-3; 3-3-2; The collection and posting of all revenue,; City Sticker Renewal Process just to name a few.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in that there have been reductions over the last couple years in th Revenue Division and that with the combining of Parking and Revenue Staff as a single unit, functions are shared for both divisions through cross training.

8. Is there an alternative provider of this service? No.

9. Opportunities for Innovation: Cross training has been undertaken and some duties have been reallocated to other divisions within the City. Currently working to implement programs for Pet permits and licenses (Third Millennium), a residential/city sticker combination base intregrated with Duncan Solutions and a future development to improve the lot permit access system, which will create more effective data bases for easy access.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 3 3 Cost Recovery 4 4 Increased Demand For Service 3 3 Reliance on City to Provide Service 4 0 TOTAL 12 10 2 Page 61 of 467

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 1 Environmental Sustainability 2 1 Strengthening Community 2 1 City Council Goals 2 1 A Safe Community 0 0 TOTAL 8 4

3 Page 62 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Administrative Services General Support

2. Service Description: Administrative Services General Support staff provide three main areas of support services for the City of Evanston: administration of the Administrative Services Department, management of the annual budgeting process, and financial analysis related to City operations. General Support works closely with Accounting, Accounts Payable, Human Resources, Information Services, Payroll, Purchasing, and Revenue to ensure the continuity of efficient financial operations at the City of Evanston. General Support also develops and disseminates the financial policies of the City.

TOTAL: 4 4

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $322,016 FY 2009-10 Actual $0 $252,100 FY 2010-11 Actual $0 $471,857 FY 2011 Budget $0 $431,019

5. What amount and percentage of the cost of service are recovered? 0%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other 1 Page 63 of 467

Evanston City Code Ordinance 57-O-79; Ord. No. 48-O-10, §§ 1, 2, 8-2-10 Illinois Municipal Code 65 ILCS 5/3.1-35-70, 3.1-35-75, 3.1-35-80

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Over the last several years, there has been an increased demand for General Support services from other City departments and from the community. The call for greater transparency has increased General Support's workload because of the demand for a more comprehensive and inclusive budget process in addition to providing more thorough and in-depth financial analysis and reporting.

8. Is there an alternative provider of this service? It is possible to outsource general administration support services for the City of Evanston. However, it is unlikely that a private vendor could maintain the current service level to the operational departments without an increase in cost to the City. Currently, members of Administrative Services General Support work a considerable amount of overtime to meet the increasing demand for more services and more extensive financial analysis.

In addition, a private contractor would not initially possess the institutional experience or knowledge necessary for completing cross-departmental projects (Annual Budget, Capital Improvement Plan, etc.) in an efficient or effective manner. As a result, significant internal oversight of a private contractor for support services would likely be required for major projects.

9. Opportunities for Innovation: The projected budget deficit for future years will likely result in additional staffing reductions Citywide in an effort to reduce operating costs. As positions become vacant, some administrative and financial tasks may be transitioned to Administrative Services General Support staff in an effort to minimize service impacts as a result of future staffing reductions.

10. Additional Information (if necessary): N/A

2 Page 64 of 467 11. Program Inventory Scorecard – Using your responses to the previous questions, please score the program or service in the table below. Programs and services should be scored using a 0-4 scale (0 = program has no relevance to the attribute or result; 4 = program is critical to the attribute or result)

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 3 3 Cost Recovery 0 0 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 11 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 3 Environmental Sustainability 0 2 Strengthening Community 4 2 City Council Goals 4 4 A Safe Community 0 0 TOTAL 12 11

3 Page 65 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Human Resources

2. Service Description: The Human Resources Division of the City of Evanston manages the job classification system, labor relations with four unions, employee recruitment/hiring processes, employee retirement/termination, benefits administration for active employees and retirees, bi- weekly payroll, state and federal payroll reporting, annaul performance evaluations, discipline, grievances, short and long-term medical leaves, military leaves, COBRA administration, reorganizations, city-wide employee training, pension and retiement saving program administration, safety program development and workers compensation for all employees of the City. HR works directly with vendors, applicants, retirees, unions, individual employees, managers, supervisors, directors and City administration to address all employee related issues.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title HR Division Manager 1 1 WC and Safety Manager 1 1 Insurance and System Admin. 1 1 Human Resources Specialist 2 2 Human Resources Assistant 2 2

Note: Payroll has been reported on a separate template.

TOTAL: 7 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 FY 2009-10 Actual 0 FY 2010-11 Actual 0 FY 2011 Budget 0

5. What amount and percentage of the cost of service are recovered?

1 Page 66 of 467 Insurance coverage for retirees and employees on COBRA are recouperated from the employee. 2% administrative fee for COBRA helps cover cost of plan administration. Temporary Total Disability and Temporary Perm. Disability expenses are recouperated from Departmental salary budgets.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase is related to seasonal hiring of 300 - 500 employees. In addition, the recent layoffs and issues with the collective bargaining units has resulted in a significant amount of time directed to dealing with employee issues.

8. Is there an alternative provider of this service? Service can be outsourced in most areas. There is a need to keep some HR professionals on staff to deal with the Unions and employee regulations and to handle employee relations issues.

9. Opportunities for Innovation: Partnering with other entities to provide like services, such as training and insurance administration is an option.

10. Additional Information (if necessary):

11. Program Inventory Scorecard – Using your responses to the previous questions, please score the program or service in the table below. Programs and services

2 Page 67 of 467 should be scored using a 0-4 scale (0 = program has no relevance to the attribute or result; 4 = program is critical to the attribute or result)

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 1 Environmental Sustainability 0 0 Strengthening Community 0 0 City Council Goals 0 0 A Safe Community 0 1 TOTAL 0 2

3 Page 68 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Information Technology

2. Service Description: Business Application Acquisition and Implementation.including Project Management Application Design & Development Services. Packaged Software Support Services and Training. Architecture and Infrastructure Services including Web, Email, and Application hosting. Desktop and Mobile computing Services. Geographic Information System (GIS) Services. Telecommunication Services including Telephony, Local and Wide Area networks, broadband cable system, fiber optics, wireless and Internet services.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title IT Division Manager 1 1 Applications and Development Manager 1 1 Enterprise System Architect 1 1 Tech Support Supervisor 1 1 Network Administrator 2 2 Tech Support Specialist I 3 3 GIS Analyst 2 2 IS Trainer 1 1

TOTAL: 13 13

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 3,023,738.49 FY 2009-10 Actual 2,874,203.69 FY 2010-11 Actual 4,911.50 2,256,099.10 FY 2011 Budget 2,020,887.44

5. What amount and percentage of the cost of service are recovered?

1 Page 69 of 467

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Remote access to data anytime anywhere through mobile computing is a fast growing need at the City. With this need there is a 24 x 7 service expectation, requiring changes to the technology infrastructure in the areas of network, application services, and how IT performs the backup of data.

City staff is requiring more wireless networking and application access on the city streets or with in-car equipment. Some of these needs include additional surveillance cameras, more efficient in car public safety operations for 911, field personnell support and customer service improvements in support of 311.

Public access to wireless connections to Internet is a growing need. There is an expectation that citizens should be able to access the Internet at City facilities rasing the demand on the City network.

Business process improvements that reduce cost and increase productivity are supported by IT. A current example is a renewed emphasis on PAL (Accela Permits & Licensing) to improve the efficiencies of the Community and Economic Development Department.

8. Is there an alternative provider of this service? Yes - All areas of products and services could be provide by an outside service provider.

9. Opportunities for Innovation:

2 Page 70 of 467 In this tough economic environment and with declining budgets, IT is expected to do more with less. With cost, resource, and time pressures, IT needs to reduce cost and still meet service level requirements. This is a two step process. 1) Reduce the cost of the data centers by building a server-virtualized infrastructure. 2) Reduce the cost of desktop computing by reducing the cost per desktop and increasing IT workforce productivity through virtualization.

10. Additional Information (if necessary): Information technology affects every aspect of the City’s delivery of services in support of the City Strategic Plan. Consequently, IT establishes the necessary roadmap and framework to fully support all major business processes.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 0 0 Increased Demand For Service 4 4 Reliance on City to Provide Service 0 0 TOTAL 4 4

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 1 Environmental Sustainability 0 1 Strengthening Community 2 1 City Council Goals 4 2 A Safe Community 4 1 TOTAL 10 6

3 Page 71 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Parking Enforcement

2. Service Description: Parking Enforcement enforces all parking regulations within the City. It assists the Police Department in traffic control when needed, acts as a substitute for crossing guards, tows vehicles when requested, boots vehicles and assists Public Works in snow removal and street cleaning efforts. Also provides support for special evenets such as the 4th of July, the International Bicycle race and the Ricky Byrdsong 5K and 10K.

TOTAL: 12 12

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 3,593,123 1,178,319 FY 2009-10 Actual 3,497,671 1,194,398 FY 2010-11 Actual 3,250,725 1,144,660 FY 2011 Budget 3,063,311 1,007,418

5. What amount and percentage of the cost of service are recovered? 100%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

City Ordinance 10-1-5-1 State Statute 625ILCS5/11-1301.

1 Page 72 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Demand for Parking Enforcement Services has remained steady.

8. Is there an alternative provider of this service? Usually limited to meter enforcement only. No traffic control, assist police, special assignments, street cleaning, etc.

9. Opportunities for Innovation: Currently in the process of selecting a firm to install a Automated License Plate Recognition System which will enable parking enforcement to more efficiently and effectively enforce overtime regulations, City registrations, permit zones, lots and the immobilization of vehicles (boots).

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 3 3 Cost Recovery 4 4 Increased Demand For Service 2 2 Reliance on City to Provide Service 0 0 TOTAL 9 9

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 1

2 Page 73 of 467 Environmental Sustainability 2 2 Strengthening Community 2 1 City Council Goals 2 1 A Safe Community 3 2 TOTAL 11 7

3 Page 74 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Payroll / Pension Adminstration

2. Service Description: Bi-weekly payroll: issue payroll checks, garnishments; Wire ICMA funds; work with banks, pensioners and employees regarding ICMA and Pension issues; ACH and positive pay deposits; EFT complete state and federal payroll reporting; new hire reporting. Monthly: IMRF reporting; reconcile payroll with accounting; IDES labor stats report Quarterly: 941; federal and state; unemployment reportring Annual: year-end processing;process and report W2; census reporting; compensated absences; work with HR on annual payouts (sick, vacation, comp/holiday time); processing of 400-500 seasonal employees; provide annual Pension reports to Union Reps and IDOL. Regular Basis: Work with payroll processors (training and support, auditing of input); work with HR on personnel change form input; work with HR COLA administration for union and non-union scales; work with HR on allowances (shoes, uniforms, telephones, auto, RTA/CTA, United Way, etc.)

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title

Payroll Coordinator 1 1 Payroll/Pension Admin. 1.5 2

TOTAL: 2.5 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 206,400 FY 2009-10 Actual 0 202,000 FY 2010-11 Actual 0 255,553 FY 2011 Budget 0 225,163

5. What amount and percentage of the cost of service are recovered? This is a support service that does not produce revenue.

1 Page 75 of 467 6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Department of Labor, IRS, Pension Law, IDES, Labor Contract

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

increase is demand of services realted to seasonal hiring of 300 - 500 employees

8. Is there an alternative provider of this service? There are agencies that provide payroll services, but they do not provide the level of employee support and contact expected by our employees. The cost of an outiside agency to do the management of mutiple union contracts with mutiple COLA increases, allowances, and resolving biweekly payroll issues would most likely cost more than what we are able to do with current staffing. An outside agency would also be challenged to work with all of the payroll processors and payroll codes that are necessary in our current financial management system. Working with an outside agency would remove all flexibility with time to resolve issues prior to each paycycle. In addition to their services, we will need to purchase additional equipment (time clocks) to support their process. We will probably need to adjust our pay dates in order to accommodate them.

9. Opportunities for Innovation: Our hands are somewhat tied with our financial current system. If we have an improved system, we could eliminate paperchecks for all employess who have direct deposit. With employee self-service, we could elimate the need for employees coming to Payroll for duplicate W2s and check stubbs. This may help reduce some overtime incorporated in the Payroll budget.

10. Additional Information (if necessary): All work done in paryoll is date and deadline driven. None of work can exceed established deadlines or we will be penalized.

2 Page 76 of 467

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 4 Cost Recovery 0 0 Increased Demand For Service 2 2 Reliance on City to Provide Service 0 0 TOTAL 6 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 1-2 0 Environmental Sustainability 1-2 1 Strengthening Community 1-2 0 City Council Goals 1-2 0 A Safe Community 1-2 0 TOTAL 1-2 1

While we do not directly support these priorities, without pay, these priorities would not be met.

3 Page 77 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Purchasing

2. Service Description: Purchasing manages the solicitation process for all formal Bids, RFPs and RFQ's, assures conformance with local, state and federal legal requirements, and works with other governmental jurisdictions for joint purchasing. Through the bidding/RFP process Purchasing ensures that goods and services are procured for the City at the lowest cost/best value. Purchasing assists departments in the planning, development, evaluation and negotiation of bid/RFP documents and provides training when necessary. Purchasing places purchase orders and contracts to obtain the equipment, materials, and services required by the City of Evanston. Purchasing also promotes the Minority/Women/ Evanston Business Enterprise program in coordination with the Community and Economic Development Department and assures M/W/EBE compliance.

TOTAL: 2.5 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $302,442 FY 2009-10 Actual $309,475 FY 2010-11 Actual $225,957 FY 2011 Budget $175,604

5. What amount and percentage of the cost of service are recovered? 0%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. 1 Page 78 of 467

Local State Federal Other

City Code 1-17-1 Purchasing Policy City Code 1-17-1 (D) Minority/Women/Evanston Business Enterprise

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Over the last several years, there has been an increased demand for Purchasing's services from the other departments and from the Community. The implementation and maintenance of the contract database is an example of increased demand for service from within the organization and from the Community. Recent turnover and staff reductions have demanded greater reliance on purchasing to provide departments with training, document development, planning, negotiation and contract management.

8. Is there an alternative provider of this service? This service can be outsourced. However, a private vendor may not be able to provide the same level of service to the operational departments that is currently provided by the Purchasing Team. Specific areas of concern would be the assurance of internal compliance of local, state and federal compliance to purchasing requirements.

9. Opportunities for Innovation: Increase the number of contracts sourced through the Intergovernmental Purchasing Alliance to increase economies of scale and assess the feasibility of utilizing reverse auction to reduce cost. A new or improved ERP system could bring more effectiveness and efficiency with capturing and tracking spend with M/W/EBE's.

10. Additional Information (if necessary):

2 Page 79 of 467 It should be noted that Purchasing produced cost savings for the City during the contract negotiation process. Some recent examples of cost savings obtained by Purchasing include:

- Copier contract $150,000 annually - Salt negotiated savings $198,000 - Material Testing $30,000 Fiscal year 2011 to 2013 - Garda Contract Annual Savings $19,000 - Mark Vend contract $10,000 annual revenues - Collection agency services - YTD $10,000 - M/W/EBE Compliance - YTD $60,000

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 4 Cost Recovery 0 0 Increased Demand For Service 3 3 Reliance on City to Provide Service 3 0 TOTAL 10 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 1 Environmental Sustainability 2 2 Strengthening Community 2 1 City Council Goals 3 1 A Safe Community 0 0 TOTAL 10 5

3 Page 80 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Administration - Business Unit #2101

2. Service Description: The Community & Economic Development Department provides overall program administration and coordination for • Building, Inspections & Permits • Planning & Zoning • Economic Development • Housing Rehabilitation

TOTAL: 1.00 1.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual NA $213,149 FY 2009-10 Actual NA $260,687 FY 2010-11 Actual NA $121,619 FY 2011 Budget NA $155,412

5. What amount and percentage of the cost of service are recovered? $54,394; 35%. The percent copst recovery is 0.00%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 81 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? NA

9. Opportunities for Innovation: NA

10. Additional Information (if necessary): NA

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 2 Cost Recovery 1 Increased Demand For Service 3 Reliance on City to Provide Service 4 TOTAL 10

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 3 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 19

2 Page 82 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Building Plan Review and Inspection Services - Business Unit #2126

2. Service Description: The Building Office provides enforcement of the City Adopted Building Codes. This includes reviewing all building plans for code compliance, issuing of building permits, and construction inspections.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Customer Service Representative 2.00 2.00 Electrical Inspector II 1.00 1.00 Plumbing / Mechanical Inspector 2.00 2.00 Structural Inspector/ Plan Examiner 1.00 1.00 Project Management Supervisor 1.00 1.00 Supervising Structural Inspector 1.00 1.00

TOTAL: 8.00 8.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $3,456,137 $0 FY 2009-10 Actual $2,193,382 $0 FY 2010-11 Actual $3,659,990 $875,136 FY 2011 Budget $3,323,210 $827,662

5. What amount and percentage of the cost of service are recovered?

1 Page 83 of 467 Approximately $3,000,000 is recovered each year. This is a 100.00% cost recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? Contract inspections and plan review.

9. Opportunities for Innovation: PAL enhancements. IVR - Interactive Voice Recognition system to automate inspection notices and inspection scheduling.

10. Additional Information (if necessary): Balance issues of Economic Development prospects, intra-City of Evanston and resident requests.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 2 Page 84 of 467 Cost Recovery 4 Increased Demand For Service 3 Reliance on City to Provide Service 4 TOTAL 15

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 3 City Council Goals 2 A Safe Community 4 TOTAL 17

3 Page 85 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Community Development Block Grant - Fund #215

2. Service Description: The Housing & Community Development Act Committee oversees the CDBG program and provides recommendations to the City Council on the use and appropriation of CDBG funds. Citizen involvement in the planning and use of CDBG funds is encouraged and all meetings relating to the City’s CDBG program are open to the public. For meeting times and room numbers, please refer to the City calendar of events.

TOTAL: 2.00 2.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $0 FY 2009-10 Actual $2,466,140 $2,466,140 FY 2010-11 Actual $4,207,261 $4,207,261 FY 2011 Budget $2,140,180 $2,097,261

5. What amount and percentage of the cost of service are recovered? The amount varies year to year. There is approximately a 100% recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 86 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? No, Federal Grants require City of Evanston administation.

9. Opportunities for Innovation: Neighborhood Reviatlization.

10. Additional Information (if necessary): Federal Government expects same program outcomes with 16% less CDBG Funds.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 4 Increased Demand For Service 3 Reliance on City to Provide Service 3 TOTAL 14

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 2 Strengthening Community 3

2 Page 87 of 467 City Council Goals 4 A Safe Community 3 TOTAL 16

3 Page 88 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Community Intervention and Emergency Housing (Affordable Housing and Homeless Services) - Business Unit #2127

2. Service Description: Evanston's Inclusionary Housing Program involves private sector developers in helping to meet the City's goal of diverse housing opportunities for residents of all income levels by increasing home purchase opportunities throughout the City for moderate income Evanston workers or renters. The program requires 10% of the units in new, residential, owner-occupied developments to be Affordable Dwelling Units, available to low and moderate income households at below market prices.

TOTAL: 1.00 1.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $0 FY 2009-10 Actual $0 $95 FY 2010-11 Actual $0 $127,496 FY 2011 Budget $0 $190,271

5. What amount and percentage of the cost of service are recovered? $0 is recovered each year. This is a 0.00% cost recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 89 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

HPRP Funds wil be 100% SPENT in 2011.

8. Is there an alternative provider of this service? Yes

9. Opportunities for Innovation:

2 Page 90 of 467 During the 39 Service Change Evaluation Staff has identified opportunities for innovation. "Staff has identified an alternative program model for providing Community Intervention / Emergency Housing services to the public. The goal of this model is to reduce operating costs for the City while minimizing service impacts to the public. A summary of the alternative program model is provided below:

Community Intervention Services (CIS): The City would partner with an external agency to provide CIS. The City recently received an application from the Interfaith Housing Center of the Northern Suburbs (IHC) to provide landlord-tenant counseling and organizing services similar to the City's current program. Per the IHC proposal, the agency would provide training, referral, outreach and counseling services to Evanston landlords, tenants and condominium boards. The preliminary cost estimate for this partnership proposal is $3,000 to $10,000 depending on service levels.

Emergency Housing / Displacement Services: Staff has identified two service options for this item. The City could either engage an external agency to provide Emergency Housing / Displacement Services through a sub- recipient agreement, or provide these services with existing in-house staff. With either option, administration and oversight of the program would be absorbed by the City's CDBG Grant Administrator or designee. Staff is in the process of evaluating these options to determine the most efficient and effective method for providing this service.

Cook County Lead-Based Paint Hazard Control: Funding for this program is dependent upon the Cook County Lead Paint Hazard grant, totaling approximately $80,000 annually. Administration of this grant would be transitioned to the Health Department. In addition, the City's Construction and Rehabilitation Specialist would inspect and ensure compliance of grant-recipient properties. No change in service level is anticipated as a result of this proposal.

Fair Housing: Identification and investigation of fair housing issues was offered as part of the IHC proposal outlined above. Staff anticipates this service would be provided by the IHC or a similar agency in conjunction with Community Intervention Services.

Housing Preventions and Rapid Re-Housing Program (HPRP): The City will exhaust its HPRP grant allocation by the end of FY2011, at which time the program will be allowed to expire."

10. Additional Information (if necessary):

3 Page 91 of 467

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 1 Increased Demand For Service 0 Reliance on City to Provide Service 1 TOTAL 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 1 Environmental Sustainability 1 Strengthening Community 2 City Council Goals 1 A Safe Community 1 TOTAL 6

4 Page 92 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Economic Development - Fund #225

2. Service Description: The Economic Development Fund is a special revenue fund that was created to account for costs associated with economic development activities of the City. Financing is provided primarily by real estate transfer tax revenues.

The Economic Development Fund provides support for many of the City's economic development initiatives as well as staff to support these activities. Many of the redevelopment efforts assisted by the City are initially supported by resources from the Economic Development Fund to finance consulting services, legal counsel, and staff support.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Economic Development Planner 2.00 2.00 Economic Development Division Mgr 1.00 1.00 Intergovernmental Affairs Coordinator 1.00 1.00 Development Officer 1.00 1.00

TOTAL: 5.00 5.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $0 FY 2009-10 Actual $1,537,653 $1,507,147 FY 2010-11 Actual $1,540,561 $1,134,273 FY 2011 Budget $1,658,000 $2,017,503

5. What amount and percentage of the cost of service are recovered?

1 Page 93 of 467 The revenues totals vary are approximately $1,600,000. There is approximately a 100% recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? Chamber of Commerce, Convention and Visitor's Bureau

9. Opportunities for Innovation: Ongoing: -Partnerships with service providers including TIC, Chamber of Commerce, Downtown Evanston, CUB; as well as, -Public and Private Partnerships.

10. Additional Information (if necessary): Implementing City of Evanston City Council goals with Economic Development Work Plan and the M/W/EBE work plans.

2 Page 94 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 Cost Recovery 4 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 95 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Economic Development - Business Unit #2135

2. Service Description: The mission of the Economic Development Division is to redevelop distressed property, revitalize neighborhoods, provide job opportunities, generate sustainable tax revenue, and bring amenities to neighborhoods in the City through local investment.

This area of planning is led by an Economic Development Committee which oversees economic development. This community development activity seeks to attract new real estate development, companies, and businesses to Evanston downtown, industrial, and business district areas, while supporting and retaining long-standing owners.

TOTAL: 1.00 1.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $0 FY 2009-10 Actual $0 $95 FY 2010-11 Actual $0 $541,686 FY 2011 Budget $0 $465,734

5. What amount and percentage of the cost of service are recovered? $0 is recovered each year. Cost recovery is 0.00%.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 96 of 467 Although this service is not mandated, it is considered a core goal by the City of Evanston

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Program is transitioning to a proactive position from a reactionary program.

8. Is there an alternative provider of this service? NA

9. Opportunities for Innovation: From the 39 Service Change Ideas project, Staff has developed an alternative M/W/EBE program model for City Council consideration. Under the alternative M/W/EBE model, staff responsibilities associated with the program would be divided among the City's Purchasing and Economic Development units. Staff anticipates this alternative model would utilize existing personnel and the majority of M/W/EBE services would be unaffected.

Under the alternative M/W/EBE model, relevant bid documentation and vendor compliance would be reviewed and evaluated as a function of Purchasing. At present, vendors are required to submit M/W/EBE documentation with their bid proposals for City contracts. The bid documents, including the M/W/EBE materials, are then reviewed by both Purchasing and the M/W/EBE Coordinator to ensure compliance with City policy. As part of the alternative M/W/EBE program model, the secondary review by the M/W/EBE Coordinator would be eliminated. This service change would allow the City to achieve greater efficiency during review of bid documents.

The remaining activities associated with the City's M/W/EBE program would become functions of the Economic Development division. Some examples of M/W/EBE program activities to be transitioned to Economic Development include: overall planning, deployment and implementation of M/W/EBE program initiatives; identification of training needs for M/W/EBE businesses; and monitoring of City projects to ensure compliance. In addition, Economic Development personnel would be responsible for providing staff support to the M/W/EBE Development Committee.

10. Additional Information (if necessary):

2 Page 97 of 467

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 Cost Recovery 0 Increased Demand For Service 3 Reliance on City to Provide Service 2 TOTAL 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 2 Strengthening Community 3 City Council Goals 3 A Safe Community 1 TOTAL 13

3 Page 98 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Housing Code Compliance - Business Unit #2115

TOTAL: 7.00 7.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $243,003 $571,051 FY 2009-10 Actual $515,397 $635,068 FY 2010-11 Actual $390,224 $603,408 FY 2011 Budget $338,000 $533,667

5. What amount and percentage of the cost of service are recovered? Approximately $375,000 is recovered each year in Rooming House Licenses, Rental Building Registration and Housing Code Violations. This about a 65.0% cost recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 99 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Snow Team Work, Incrase in Vacanies, Off Campus Student Housing Issues

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation: New Ordinance update for rental unit licensing. PAL handheld computers, which would reduce the need to return to physical office to enter data and schedule and report.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 3 Increased Demand For Service 3 Reliance on City to Provide Service 4 TOTAL 14

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 Environmental Sustainability 3 2 Page 100 of 467 Strengthening Community 4 City Council Goals 3 A Safe Community 3 TOTAL 15

3 Page 101 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Housing Rehabilitation - Business Unit #2120

2. Service Description: The Rehabilitation Program provides owner-occupants and owners of residential structures with financial assistance based upon family size and income. Often, recipients cannot afford the necessary improvements to their property without subsidies. Housing Rehabilitation funding provides the most immediate source of funding to address issues of safety and well-being for low income residents. In order to ensure funds are utilized in the best manner, the city uses a priority ranking to decide which projects to fund and when. Health and safety risks, followed by structures where it is apparent violations will exist in the near future are addressed on an immediate or near-term basis.

These minimum rehabilitation standards will be incorporated as part of the City’s rehabilitation program policy. All rehabilitation performed to properties, under the program, shall comply with the existing standards set forth in all applicable statutes, codes, and ordinances relating to the use, maintenance and occupancy of property within the City, including but not limited to the City of Evanston building, plumbing, mechanical, electrical, fire, housing, one and three family dwelling codes, and applicable HUD guidelines: as amended. These code standards are hereby incorporated by reference and made a part of these property rehabilitation standards. The following rehabilitation standards may be superseded in whole or in part by the above codes in instances where code requirements are more stringent.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Division Manager- Building & Inspection Services 1.00 1.00 Construction Rehabilitation Specialist 1.00 1.0 Customer Service Representative 1.00 1.00

TOTAL: 3.00 3.00

4. Financial Information:

1 Page 102 of 467 Year Revenues Expenditures FY 2008-09 Actual $0 $375,361 FY 2009-10 Actual $0 $287,059 FY 2010-11 Actual $0 $287,734 FY 2011 Budget $0 $260,827

5. What amount and percentage of the cost of service are recovered? $0 is recovered each year. This about a 0.00% cost recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Weatherization Grants and Lead Grants (New).

8. Is there an alternative provider of this service? No, City of Evanston administration is required for the grants

9. Opportunities for Innovation: Can absorb Lead Grant administration work that is currently being performed by community intervention coordinator.

10. Additional Information (if necessary):

11. Program Inventory Scorecard – Using your responses to the previous questions, please score the program or service in the table below. Programs and services

2 Page 103 of 467 should be scored using a 0-4 scale (0 = program has no relevance to the attribute or result; 4 = program is critical to the attribute or result)

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 Cost Recovery 4 Increased Demand For Service 3 Reliance on City to Provide Service 4 TOTAL 11

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 104 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Neighborhood Stabilization Program - Business Unit #5005

2. Service Description: The Neighborhood Stabilization Program 2 (NSP2) is funded under the American Recovery and Reinvestment Act of 2009 (ARRA). The Department of Housing and Urban Development (HUD) is managing this $1.93 billion program to help stabilize neighborhoods that have been hardest hit by the effects of foreclosed and abandoned properties. The City of Evanston is receiving $18.15 million to accomplish the following: • Acquire and rehabilitate 100 housing units of foreclosed or abandoned housing for sale or rental by households at or below 120% of the area median income (currently $90,500 for a family of four) • Property types may include single-family homes, townhomes, small flats, multi- family buildings and condominiums, based on availability • Provide a minimum of eight hours of housing counseling for homebuyers • Provide soft second mortgages to home purchasers • Funds not used for the required 100 units of foreclosed/abandoned housing will be used for a new housing development, which will be re-scaled or phased based on funding (proposed new development was 98 units).

TOTAL: 1.00 1.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $0 $0 FY 2009-10 Actual $0 $0 FY 2010-11 Actual $4,207,261 $4,207,261 FY 2011 Budget $8,387,345 $8,387,345

5. What amount and percentage of the cost of service are recovered?

1 Page 105 of 467 Using 2010 as a basis, approximately $4,207,261 was recovered. This is approximately a 100% recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

In FY2012 we are moving into the Rehab/Construction/Marketing stage from the original Acquisition stage.

8. Is there an alternative provider of this service? No.

9. Opportunities for Innovation: Assignment of inspector to quality control component of rehabilitation and construction work.

10. Additional Information (if necessary): Emerson Square (31 unit) project likely to be funded in 2012.

On-going partnership with Brinshore Development Corp.

2 Page 106 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 4 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 16

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 2 Strengthening Community 4 City Council Goals 4 A Safe Community 3 TOTAL 17

3 Page 107 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: CED - Planning and Zoning - Business Unit #2105

2. Service Description: As one of the most economically diverse older and smaller cities in the Midwest, Evanston is a distinct place with many amenities and opportunities, as well as challenges. Collaborative planning with citizens, businesses and institutions is integral to the city’s culture, as are public and private partnerships that promote a high quality of living and working in Evanston. Additionally, the Planning and Zoning Division is tasked to administer the Zoning Ordinance (Title 6 of the Evanston City Code). This includes reviewing all proposals and applications for compliance, process applications for zoning relief (i.e. variances) and provide zoning information in order to maintain compliance of all properties within the City of Evanston. The Zoning Office reviews all building applications for construction permits and business licenses for compliance.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Planning and Zoning Div Mgr 1.00 1.00 Exec Secretary 1.00 1.00 Housing Planner 1.00 1.00 General Planner 1.00 1.00 Zoning Planner 2.00 1.00 Zoning Officer 1.00 1.00 Senior Planner 1.00 1.00

TOTAL: 8.00 7.00

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $41,958 $481,250 FY 2009-10 Actual $58,395 $408,177 FY 2010-11 Actual $48,218 $812,238 FY 2011 Budget $5,000 $683,244

5. What amount and percentage of the cost of service are recovered?

1 Page 108 of 467 Approximately $50,000 is recovered each year in Zoning Fees and Historic Preservation Fees. This about an 8.5% cost recovery.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Local Zoning Ordinance, CDBG and HUD Requirements

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Housing Related Services.

8. Is there an alternative provider of this service? No, Federal Gramts require City of Evanston administration

9. Opportunities for Innovation: Project facilitation of land development cases. Update of Rules and Bylaws of commissions and boards.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 2 2 Page 109 of 467 Increased Demand For Service 2 Reliance on City to Provide Service 4 TOTAL 12

3 Page 110 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Office of Emergency Preparedness

2. Service Description: Emergency management services attempt to prevent, minimize, repair, and alleviate injury or damage resulting from disaster caused by enemy attack, sabotage, or other hostile action, or from natural or manmade disaster, in accordance with the Illinois emergency management agency act. Emergency Management is a state accredited function.City of Evanston’s Office of Emergency Preparedness (OEP) has the responsibility to coordinate all City emergency response plans. OEP’s responsibilities are to identify vulnerabilities, effectively mitigate disasters, public education, respond to all-hazard emergency situations, protect Evanston first responders, ensure continuity of government and business, and to facilitate an effective recovery. OEP will coordinate with local, state, and federal agencies, as well as private entities to develop, maintain, and implement the Emergency Operations Plan (EOP).

TOTAL: 1 1

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual FY 2009-10 Actual 53220 9043 FY 2010-11 Actual 38115 12500 FY 2011 Budget 19992 10917

5. What amount and percentage of the cost of service are recovered? Fiscal 2011- 183% will be recovered when revenue projections are attained

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

1 Page 111 of 467 Local State Federal Other

City Code Title 9 Chapter 2: 9-2-1 and Title 9 Chapter 10

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The City of Evanston is required to maintain up to date emergency operations plans which addresses all hazards. The increasing frequency of natural disasters and the requirements for claiming expense reimbursement require increased attention. As evidenced by the follow up reimbursement process after the February 2011 blizzard. The City of Evanston is expecting to receive $180,000 in reimbursement because of that event. The OEP has been tasked with the responsibility under Presidential Directives for local NIMS compliance and is required to participate in exercises with community and private sector partners. Under Illinois Safe Schools Act, the OEP is also responsible for witnessing drills and reviewing emergency plans for the Campus Security Act. The OEP manages the City's Citizen Corps Council, conducts and coordinates training and deployment of the Community Emergency Response Team "CERT" that currently rosters over 50 active volunteers. OEP last year coordinated over 1500 hours of CERT volunteers saving over $33,000, in staffing for events and administrative duties.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation: The position has been integrated into the Division Chief of Fire Prevention's responsibilities. That position is already a full time responsibility. We continue to look at new inovations, technology and programs along with continued partnerships with Department of Homeland Security, Illinois Emergency Management, and FEMA for grant opportunities. The Division Chief responsible for OEP participates with the Urban Area Security Initiative UASI Groups, is a member of the Illinois Terrorism Task Force and also holds an appointed position on the Cook County Local Emergency Planning Committee, appointed by the Director of Illinois Emergency Management.

10. Additional Information (if necessary):

2 Page 112 of 467 The responsibility for emergency management was integrated again into Fire in 2008. Originally, it was a full time position. Funds recovered through FEMA following disasters, such as the February 2011 blizzard, are received through EMA, and distributed to the General Fund. The Office of Emergency Preparedness originally existed as a stand alone Civil Defense Department in the late 1940’s. The Fire Department started to get involved and totally took over the department by the late 1950’s. In 1957 the Evanston Fire Department assumed responsibility for the custody of Civil Defense Radiological Detection. The Civil Defense Department remained relatively the same through the 1960’s. In 1976 The State of Illinois created new requirements to become an accredited emergency management agency. The City of Evanston made a major effort to receive the accreditation and changed the Civil Defense Department to the Evanston Emergency Services and Disaster Agency. The new EESDA was a stand alone department that operated through out the 1970’s and 1980’s. In 1979 ground was broken on a new city building in Evanston. The plans included a room to be designated as an Emergency Operations Center. The building was finished in 1981 and the EOC began to get furnished and equipped. On July 16 1987 at 10:00 am the City’s first full scale exercise in the Evanston EOC took place. The exercise included orientation of EOC operations and how the City would coordinate it’s response to major emergency or disaster. The EOC was mostly used for training and would not be considered fully functional for many years. The most maintenance took place in the late 1990’s in preparation for the Y2K events that were predicted for the year 2000. Even still full operation was not possible at that point. The EOC remained in this state until September 11, 2001, when Division Chief Tom Janetske went into the EOC immediately after hearing what was happening in New York City and around the nation and by 10:00am on September 11 2001 the EOC was fully functional and has remained in a state of readiness ever since. The OEP now monitors activities, events and is the liaison for emergency management and homeland security with County, State and Federal agencies along with our community partners.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 4 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 16

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale)

3 Page 113 of 467 Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 20

4 Page 114 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Fire Administration

2. Service Description: This service is delineated in the City of Evanston budget as Fire Management and Support. Fire Administration provides leadership and stewardship for providing effective and efficient departmental services. It develops strategies to support the organizational efforts toward achieving its mission. It provides the much needed logistical support all other fire services. Fire Administration allocates resources and develops the requests for those resources. It also monitors the environment and relationships with internal and external customers in order to assure they are cultivated and supported as necessary.

TOTAL: 3 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 146,739 632,447 FY 2009-10 Actual 94,294 530,826 FY 2010-11 Actual 60,528 579,409 FY 2011 Budget 147,275 487,681

5. What amount and percentage of the cost of service are recovered? Fiscal 2011 60.4% will be recovered when revenue projections are attained.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

City Code Title 9 Chapter 2: 9-2-1 1 Page 115 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Over the last 27 years there has been a constant and consistent increase in service demand and an increase in the types of service required to be delivered. Our requests for service have burgeoned from 5857 in 1984 to 8917 in 2010, a 52% increase.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation:

10. Additional Information (if necessary): Since the 09-10 budget cycle we have been operating with one less position in this element. The Deputy Chief position was eliminated and the responsibilities distributed among the three remaining Division Chief positions. The division also performs all the fire and police alarm registration invoicing, information updating, and follow up on the 3300 private alarms. In addition to registration invoicing the division also invoices all fines associated with false alarms, in accordance with City of Evanston's ordinance stucturing the flase alarm fees.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 1 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 13

2 Page 116 of 467

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 1 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 17

3 Page 117 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Fire Prevention

2. Service Description: Fire prevention enforces the City of Evanston's adopted codes. It is responsible for investigating fire cause and origin. It reviews and provides for the licensing of specialized occupancies. Fire prevention reviews, comments, approves, then inspects and tests all construction plans involving fire and life safety systems. It also provides public education to the community for fire and safety awareness.

TOTAL: 4 4

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 189060 655737 FY 2009-10 Actual 280683 562108 FY 2010-11 Actual 176806 519970 FY 2011 Budget 108000 433610

5. What amount and percentage of the cost of service are recovered? Fiscal 2011- 25% will be recovered when revenue projections are attained

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 118 of 467 City Code Title 9 Chapter 2: 9-2-1 and Title 9 Chapter 11

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The service demand has increased as code enforcement, building inspection, and public education expectations have expanded. City of Evanston business licensing is now tied to fire inspections. We were required to down size by one FTE due to fiscal conditions and are now attempting to accomplish the increased work load with 66% of the staff. Fire Prevention does customer service follow up on 311 requests. Posts information to the social media formats, traditional news outlets, and acts as the public information office for the Fire Department. Fire Prevention must now inspect and witness fire escape exercises at all schools in the City of Evanston, as the Office of the State Fire Marshal no longer provides the service. Fire Prevention also actively participates in the Mutual Aid Box Alarm System by providing fire investigation services to afflicted communities. Fire Prevention directs the line company inspection and preplan program. It has also established a juvenile fire setter intervention program. Fire Prevention also assists local businesses and schools in establishing and implementing energency operations planning documents.

8. Is there an alternative provider of this service? Not at present

9. Opportunities for Innovation: We are exploring opportunities to use technology to accelerate the registration and scheduling processes.

10. Additional Information (if necessary): Fire Prevention also offers after hours alarm system and suppression system testing to contractors. The contractors are charged an offset fee for the service. Fire Prevention also has an agreement with the Village of Wilmette to review alarm system and suppression system plans.

11. Program Inventory Scorecard – Using your responses to the previous questions, please score the program or service in the table below. Programs and services 2 Page 119 of 467 should be scored using a 0-4 scale (0 = program has no relevance to the attribute or result; 4 = program is critical to the attribute or result)

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 1 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 13

3 Page 120 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Fire Suppression

2. Service Description: Fire Suppression delivers the initial response to each and every call for service, whether that call for service is an emergency or a situation that requires prompt attention. Fire Suppression is the element through which other necessary service types are provided and expensed. Emergency Medical Service is delivered through suppression. Treatment and transport of the ill and injured is provided. Two ambulances provide treatment and transport. The two ambulances are supported by five engines, one engine in each fire station, and two ladder trucks. Each engine and ladder truck has advanced life support equipment and is staffed with at least one paramedic and one emergency medical technician. The equipment and the staffing allow them to provide the same level of treatment as an ambulance. Like the ambulances, the engines and ladder trucks are recognized by the Illinois Department of Public Health. Also provided through suppression is Special Rescue. The Special Rescue Teams are dive rescue, ice rescue, surface water rescue, above and below grade rescue, structural collapse rescue, and hazardous materials mitigation. These types of incidents have emerged as a Fire Department responsibility because of the public expectation that safety and protection be provided in all hazards. Further, the fire service is the only organization capable of mustering the specialized resources and staffing required to successfully alleviate the hazard.

TOTAL: 103 103

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 886,801 11,202,016 FY 2009-10 Actual 959,730 11,325,988 FY 2010-11 Actual 1,013,432 11,707,675 1 Page 121 of 467 FY 2011 Budget 820,525 11,192,783

5. What amount and percentage of the cost of service are recovered? Fiscal 2011- 7.3% will be recovered when revenue projections are attained.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

City Code Title 9 Chapter 2: 9-2-1

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Over the last 27 years there has been a constant and consistant increase in service demand and an increase in the types of service required to be delivered. In 1984 our response volume was 5857. The 2010 response volume totaled 8917. That illustrates a 52% increase in calls for service.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation: We have already acted on some innovative opportunities. We have cross trained 95% of our line members as paramedics enabling them to provide emergency medical service at the advanced support level which affords the citizens the highest level of medical care available today. We also provide a third transport ambulance by combining the functions of an engine and an ambulance into a single crew assignment. Additionally, we have a cooperative agreement with all area fire service organizations to provide the resources and staffing to carry out the technical rescue aspect of our mission. No individual organization is able to fund and support technical rescue on its own.

10. Additional Information (if necessary):

2 Page 122 of 467 The data and information presented here is designed to mirror the budget entry for these services.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 1 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 13

3 Page 123 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Administration

2. Service Description: The mission of public health is to fulfill society's interest in assuring conditions in which people can be healthy. The three core public health functions are:

- The assessment and monitoring of the health of communities and populations at risk to identify health problems and priorities;

- The formulation of public policies designed to solve identified local and national health problems and priorities;

- To assure that all populations have access to appropriate and cost-effective care, including health promotion and disease prevention services, and evaluation of the effectiveness of that care.

TOTAL: 2.0 2

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $3806.12 $229,275.96 FY 2009-10 Actual $3340 $248,144.71 FY 2010-11 Actual $367 $264,410.89 FY 2011 Budget $0 $252,536.91

5. What amount and percentage of the cost of service are recovered? FY11 - 0% ; FY10-11 0.14%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. 1 Page 124 of 467

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The Pubic Health Director (1FTE) and Director of the Health Department (1FTE) 3 years ago exixted as 2 separate FTE's currently due to reorganization the position is now (1 FTE).

8. Is there an alternative provider of this service? None

9. Opportunities for Innovation: In the absence of a Public Health Administrator, the Local Health Department would lose its certification from the State of Illinois. If the certification were lost for the local health department, the city would not be able to continue mandated servcies or respond to public health emergencies.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 3 Cost Recovery 1 Increased Demand For Service 3 Reliance on City to Provide Service 3 2 Page 125 of 467 TOTAL 10

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 Environmental Sustainability 4 Strengthening Community 4 City Council Goals 3 A Safe Community 4 TOTAL 17

3 Page 126 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Community Health Administration

2. Service Description: The revenues and expenditures for Community Health Administration are budgeted in business unit 2455 within the City’s Health Department. Personnel costs are approximately 74% of the total budget. The remaining 26% percent of expenses include general administrative expenses and program costs such as teen parent services and teen pregnancy prevention. The costs of these programs are offset by grants.

Community Health Administration provides oversight and support for a litany of services, which include sliding scale pediatric dental services, issuance of birth and death certificates, development and administration of community-wide physical fitness and overall health initiatives, connecting uninsured or underinsured children, families and pregnant women to the State’s All Kids insurance program, administration of the Access to Care Program, health fairs and facilitation of mental health services. Additionally, Community Health staff supports the Mental Health Board, which is responsible for monitoring, evaluating, and allocating funds to mental health and human service agencies that serve the Evanston community. Lastly, the Department Director provides staff support for the Human Services Committee and the Rules Committee.

TOTAL: 2 2

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 $71,338 FY 2009-10 Actual 0 $111,213 FY 2010-11 Actual 0 $240,147 FY 2011 Budget $75,970 $247,722

5. What amount and percentage of the cost of service are recovered? 1 Page 127 of 467 The pattern is that 0% of the cost is recovered.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Due to recessed economy and degradation of care giving facilities, demand has increased.

8. Is there an alternative provider of this service? Yes, there are several including Cook County and the City of Chicago.

9. Opportunities for Innovation: Opportunities for innovation do exist but require money to invest in facilities and equipment.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 Cost Recovery 0 2 Page 128 of 467 Increased Demand For Service 4 Reliance on City to Provide Service 2 TOTAL 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 Environmental Sustainability 1 Strengthening Community 3 City Council Goals 3 A Safe Community 3 TOTAL 10

3 Page 129 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Dental

2. Service Description: The Children's Dental Clinic was established in 1967 to provide free or low cost dental care for pre-school through high school aged children. The clinic provides a full range of dental services from examinations and cleanings to minor surgical procedures. Services are offered on either a sliding scale or are billed to Medicaid/All-Kids insurance. For resident convenience, clinic staff is multilingual. The clinic is a 2 chair facility that operates from Monday -Wednesday 8:30am -5pm and Thursday 10am -6pm. Last, the clinic works with District 65 to offer school based clinics to elementary/middle school students and provide exams and education to Head Start and Early Head Start programs. In the 2010-11 school year the school based clinic was offered in 8 District 65 schools.

TOTAL: 2.8 4

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $113,352.17 $244,574.07 FY 2009-10 Actual $127,924.34 $238,852.21 FY 2010-11 Actual $154,363.19 $215,479.76 FY 2011 Budget $109, 956 $203,506.29

5. What amount and percentage of the cost of service are recovered? FY11 - 56% ; FY10-11 - 71.6%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other 1 Page 130 of 467

This service is not mandated, but it supported by State and federal funding to meet a need in the community.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The Children's Dental Clinic is one of the few clinics of its type (accepting Medicaid and has bilingual staff) on the North Shore. We currently have a patient list of approximately 2,000 and see approximately 1,500 clients annually. In addition to the growing demand for services among Evanston residents as a result of the current economic crisis, we have seen an increase in demand since the residency requirement was removed in 2009.

8. Is there an alternative provider of this service? There are a handful of local providers in Evanston that serve this population and accept Medicaid; this number decreases when bilingual staff needs are factored in. Given the number of patients that we serve, we have anecdotally heard from these providers and representatives of the dental society of the inability to handle this volume in the absence of the dental clinic.

9. Opportunities for Innovation: 1. Currently we operate Monday -Wednesday 8:30am - 5pm and Thursday 10am-6pm. Extending the clinic hours to include more evening hours and some weekend hours would increase access and demand. 2. The dental clinic is currently a 2 chair operation that employs 2 dentists, a dental clerk, and a dental assistant. Although we have two dentists they account for .8 FTE; one works Monday and Thursday, while the other works Tuesday and Wednesday. Prior to budget cuts we employed a dental hygienist. Hiring another hygienist or involving volunteers so that both chairs can be utilized simultaneously will increase revenue. 3. This service could be assumed by the incoming federally qualified health center (FQHC).

10. Additional Information (if necessary):

2 Page 131 of 467 Recently, the State as a pass through for federal funds, will be reimbursing the City of Evanston's Children's Dental Clinic for up to 60% of the City's expenditures for direct service provision. This reimbursement is expected to continue for the foreseeable future. Our first quarterly payment of $20,500 was received in early June. This is money that is offered to local health departments that operate dental clinics. We will lose access to these funds if/when the FQHC assumes control of these funds.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 Cost Recovery 3 Increased Demand For Service 3 Reliance on City to Provide Service 0 TOTAL 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 1 Environmental Sustainability 0 Strengthening Community 3 City Council Goals 3 A Safe Community 3 TOTAL 10

3 Page 132 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Food and Environmental Health

2. Service Description: Environmental health addresses all human-health-related aspects of both the natural environment and the built environment. Environmental health concerns include: • Air quality, including both ambient outdoor air and indoor air quality, which also comprises concerns about environmental tobacco smoke. • Body art safety, including tattooing, body piercing and permanent cosmetics. • Climate change and its effects on health. • Disaster preparedness and response. • Food safety, including in agriculture, transportation, food processing, wholesale and retail distribution and sale. • Hazardous materials management, including hazardous waste management, contaminated site remediation, the prevention of leaks from underground storage tanks and the prevention of hazardous materials releases to the environment and responses to emergency situations resulting from such releases. • Housing, including substandard housing abatement and the inspection of jails and prisons. • Childhood lead poisoning prevention. • Land use planning, including smart growth. • Liquid waste disposal, including city wastewater treatment plants and on-site waste water disposal systems, such as septic tank systems and chemical toilets. • Medical waste management and disposal. • Noise pollution control. • Occupational health and industrial hygiene. • Radiological health, including exposure to ionizing radiation from X-rays or radioactive isotopes. • Recreational water illness prevention, including from swimming pools, spas and ocean and freshwater bathing places. • Safe drinking water. • Solid waste management, including landfills, recycling facilities, composting and solid waste transfer stations. • Toxic chemical exposure whether in consumer products, housing, workplaces, air, water or soil. • Vector control, including the control of mosquitoes, rodents, flies, cockroaches and other animals that may transmit pathogens.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Environmental Health 3.0 3 1 Page 133 of 467 Practioner Secretary II 1.0 1 Communicable Disease 1.0 1 Surveilance Specialist Medical Supervisor .1 1 Division Manager 1.0 1 Health Licensing Coordinator 1.0 1

TOTAL: 7.1 8

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $395,517.72 $650,042.61 FY 2009-10 Actual $595,273.51 $781,275.30 FY 2010-11 Actual $567, 051.56 $794,592.89 FY 2011 Budget $451, 867 $742,901.64

5. What amount and percentage of the cost of service are recovered? FY11 - 61% ; FY10-11 - 71.4%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Primarily all of Title Eight: Health and Sanitation

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Due to an increase in enterprenurship Farmers Markets, pool inspections, and home day care inspections have required a significant increase in resporces. New ordinances established in 2010-2011 Hen Ordinance requires additional applications and site inspections

8. Is there an alternative provider of this service? None

2 Page 134 of 467

9. Opportunities for Innovation: None

10. Additional Information (if necessary): None

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 4 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 16

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability Environmental Sustainability 4 Strengthening Community 4 City Council Goals 2 A Safe Community 4 TOTAL 14

3 Page 135 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Mental Health Board

2. Service Description: The Mental Health Board (MHB) was established by a local referendum in 1969. The MHB consists of nine community members who are appointed by the Mayor to plan, fund, coordinate and evaluate local community-based services for 1) individuals with psychiatric impairment; 2) individuals with developmental disabilities; and/or 3) individuals who abuse alcohol or other drugs. The MHB allocates funds to community agencies through contracts for specific programs; monitors and evaluates Evanston agencies that provide mental health services; and provides advocacy services to facilitate, expedite, and/or change systems to ensure provision of services. The funds allocated by the MHB are budgeted in business unit 2460 - Community Purchased Services. The only costs associated with the MHB are the funds that are allocated to the various social welfare agencies. These agencies include 1) Family Focus; 2) Metropolitan Family Services; 3) James B. Moran Center; 4) PEER Services; 5) North Shore Senior Center; 6) SHORE; 7) Youth Organization Umbrella; and 8) Thresholds.

As stated in the FY10-11 Budget, purpose of the MHB is to aid individuals in the enhancement, maintenance and/or restoration of their mental health within the context of their environment and to review and evaluate community mental health services and facilities in Evanston, including services and facilities for treatment of mental disorders, alcoholism, drug addiction, and developmental disabilities, including mental retardation, cerebral palsy, epilepsy and autism. The following is the list of City of Evanston ordinances that apply to the MHB: (59-0-69) (41-O-73) (75-O-74) (11-O-77) (19-O-93).

Oversight of the Mental Health Board is provided by the Community Health Department. However, a majority of related tasks including reviewing and monitoring of current services and programs is primarily the responsibility of the Board itself.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title 0 0

TOTAL: 0

4. Financial Information: 1 Page 136 of 467

Year Revenues Expenditures FY 2008-09 Actual 0 $886,388 FY 2009-10 Actual 0 $585,000 FY 2010-11 Actual 0 $316,550 FY 2011 Budget 0 $575,000

5. What amount and percentage of the cost of service are recovered? The pattern is that 0% of the cost is recovered.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Yes. The following is the list of City of Evanston ordinances that apply to the MHB: (59-0-69) (41-O-73) (75-O-74) (11-O-77) (19-O-93). The Mental Health Board (MHB) was established by a local referendum in 1969.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Due to recessed economy and degradation of care giving facilities, demand has increased.

8. Is there an alternative provider of this service? Yes, there are several including Cook County and the City of Chicago.

9. Opportunities for Innovation: Opportunities for innovation do exist but require money to invest in facilities and equipment.

10. Additional Information (if necessary):

2 Page 137 of 467 In recessed economic times, mental health issues, such as depression and substance abuse, are at very high levels. Although treatment can be sought at local hospitals for some residents with insurance, this is only short-term in nature. Many mental health patients require longer term solutions that include follow up and supervision of medications and treatments. Further, about 7,700 Evanston residents receive mental health related treatment through services offered by Evanston’s Mental Health Board. If this service were eliminated, then most of these Evanston residents would be left untreated. This could cause many unforeseen consequences for the community.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 Cost Recovery 0 Increased Demand For Service 4 Reliance on City to Provide Service 2 TOTAL 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 Environmental Sustainability 1 Strengthening Community 2 City Council Goals 3 A Safe Community 3 TOTAL 9

3 Page 138 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Administrative Adjudication

2. Service Description: The Administrative Adjudication office conducts adjudicatory hearings for all City Code violations and appropriate traffic violations, with the exception of those involving incarceration or moving traffic violations.

Administrative Adjudication 1.0 1 Aide Administrative Adjudication 1.0 1 Manager

TOTAL: 3.0 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 187,348 330,067 FY 2009-10 Actual 138,558 322,602 FY 2010-11 Actual 244,133 320,000 FY 2011 Budget 200,000 267,000

5. What amount and percentage of the cost of service are recovered? 100%* See additional information provided in #10 below.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 139 of 467 Evanston City Ordinance Title 11

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The Evanston and Northwestern University Police Departments have increased the number of citations being written for ordinance violations. Specifically, regarding vehicle equipment violations and for use of a handheld device while driving.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation:

10. Additional Information (if necessary): While Circuit Court of Cook County does perform this service, the City would receive only approximately 30% of the remaining fines after cost for court services is assessed.

Revenue for Parking Citations (1910.52505) is in part generated by the hearings division as the hearings division's enabling ordinance provides for a system of noticing, conducting hearings, immobilization of vehicles and suspension of driver's license suspension as a result of non-payment of the fine and/or penalty. These activities increase incentives for parking citation recipients to pay citations.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 Cost Recovery 4 Increased Demand For Service 3 2 Page 140 of 467 Reliance on City to Provide Service 3 TOTAL 11

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 Environmental Sustainability 0 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 12

3 Page 141 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Law - Administration

2. Service Description: We assist all departments in operational issues, code enforcement, Council agendas, and general legal counsel. We also handle all insurance claims for the City.

TOTAL: 7 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual FY 2011 Budget

5. What amount and percentage of the cost of service are recovered? N/A again, its dollars in dollars out with our work

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Local Ordinances, Illinois municipal code, some federal law

1 Page 142 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Law Department is much more active then in the past.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A its cost avoidance Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 144 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Law - Contracts/Transactions

2. Service Description: Review, edit, revise, and approve contracts executed by the City. Legal counsel and advise regarding the same.

TOTAL: 6 6

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual FY 2009-10 Actual N/A FY 2010-11 Actual FY 2011 Budget

5. What amount and percentage of the cost of service are recovered? N/A we seek to prevent costs of breach and/or lawsuit.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Code 1-17-1 et seq., State and Federal procurement statutes

1 Page 145 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Law Department is much more active on contract review and negotiation

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation: We innovate constantly in terms of pressing for competitive advantage on behalf of the City.

10. Additional Information (if necessary): Grant Farrar has spent 16 months on procurement reform and revising form contracts.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 4 limit liability Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 16

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 depends on contract Strengthening Community 3 City Council Goals 4 2 Page 146 of 467 A Safe Community 2 TOTAL 16

3 Page 147 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Law - Litigation

2. Service Description: Represent and defend the City in all cases filed against it.

TOTAL: 7 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $645,380.40 $404,702.91 FY 2009-10 Actual $520,922.99 $276,750.00 FY 2010-11 Actual $398,657.00 $136,288.23 FY 2011 Budget $175,000 $300,000

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

We must defend the corporate entity in all venues.

1 Page 148 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

We assume the vast majority of case defense in-house.

8. Is there an alternative provider of this service? We use, on a limited basis, outside local counsel for certain cases.

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 4 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 16

3 Page 150 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Liquor Licensing

2. Service Description: The Liquor Licensing Program oversees the initial, annual and one day liquor license application process for establishments and events offering and/or selling liquor in the City of Evanston. The program is responsible for the collection of license fees and taxes related to liquor licensees and events. This function works closely with the Liquor Control Board, Liquor Control Commissioner (Mayor) and Corporation Counsel.

TOTAL: 1.0 1

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 2,264,400 N/A FY 2009-10 Actual 2,299,073 N/A FY 2010-11 Actual 2,423,491 N/A FY 2011 Budget 1,928,754 N/A

5. What amount and percentage of the cost of service are recovered? 100% is recovered. Expenditures are rolled into operating budgets for departments/divisions. FY 08-09 and FY 09-10 the expenditures were from City Manager's Office and FY 10-11 and FY11 into Legal Administration.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 151 of 467 Evanston City Ordinance Title 3, Chapter 5 and IL Liquor Control Act of 1934 and 235 ILCS 5/4-2

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

As new businesses are beginning to open in 2011 there is an increase in demand.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 3 Cost Recovery 4 Increased Demand For Service 3 Reliance on City to Provide Service 4 TOTAL 14

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 0

2 Page 152 of 467 Strengthening Community 4 City Council Goals 4 A Safe Community 3 TOTAL 15

3 Page 153 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: 311 Center (BU2251)

2. Service Description: Responsibility of the 311 Center is to provide first-line non-emergency response to citizens requesting information or services from the City. Using a variety of computerized systems to answer questions, the 311 Center will provide accurate information, generate reports and maintain records; explain and interpret general departmental policies to citizens and provide support services to field units.

TOTAL: 9.5 11

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 00 FY 2009-10 Actual 00 FY 2010-11 Actual 00 FY 2011 Budget 0 565004

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 154 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

New Operation

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 0 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 156 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Animal Control (2280)

2. Service Description: Part of the division of Strategic Services, the Animal Control Bureau handles requests and complaints from citizens dealing with domestic and wild animals, including birds and reptiles. The bureau also counsels citizens on animal control problems and issues citations for violations of animal control ordinances. Moreover, it apprehends and impounds stray animals and handles the adoption of unwanted dogs and cats in conjunction with CARE (a local volunteer group).

TOTAL: 2.5 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 5205 204915 FY 2009-10 Actual 9197 208936 FY 2010-11 Actual 8085 211321 FY 2011 Budget 6248 185648

5. What amount and percentage of the cost of service are recovered? 3.5%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 157 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 159 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Communications Bureau (BU2245)

2. Service Description: The Communications Bureau is a centralized police operation for sending and receiving information between citizens, members of the Police Department, and other departments of the City, State, and nation, through the use of radios, telephones, and computers. Personnel assigned to this bureau handle all emergency and non-emergency calls for the Police and Fire departments. Communication operators are responsible for dispatching Police and Fire units and personnel, including ambulances, to calls for assistance, and then monitoring their availability for service. Personnel also monitor residences and businesses that are connected to the Police and Fire alarm board.

TOTAL: 13 13

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 1257437 FY 2009-10 Actual 0 1295936 FY 2010-11 Actual 0 1258824 FY 2011 Budget 0 1179640

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 160 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 162 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Community Strategy (2275)

2. Service Description: The Community Strategies Bureau is responsible for developing a better partnership between the police and the community for the purpose of reducing crime. Bureau activities include crime prevention seminars, home security surveys, operation identification, Neighborhood Watch, Site Plan and Appearance Review committees, senior citizen programs, and the Citizen/Police Academy and Clergy Team liaison. The crime analysis element publishes a daily bulletin, weekly crime analysis reports, and monthly crime statistics by beat. Involvement in special events includes 4th of July festivities, Evanston CommUnity Picnic, and the Holiday Food Basket program. The Management Analyst's primary function is the preparation of of maps and related materials for the Department's weekly deployment meeting.

TOTAL: 1 1

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 182836 FY 2009-10 Actual 0 118933 FY 2010-11 Actual 0 106632 FY 2011 Budget 0 93903

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 163 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4

2 Page 164 of 467 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 165 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Emergency Telephone System (5150)

2. Service Description: In accordance with Illinois Public Act 85-978, in December of 1990 the City of Evanston enacted Ordinance 133-O-90, by referendum. The purpose of the Ordinance was to establish an Enhanced 9-1-1 system. Per the legislature an Emergency Telephone Systems Board (ETSB) was established. The stated function of the ETSB is to design and implement an Enhanced 9-1-1 system for the City of Evanston and monitor the system once in place.

TOTAL: 5 5

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 1182148 1474090 FY 2009-10 Actual 1065547 1029990 FY 2010-11 Actual 1012868 1821835 FY 2011 Budget 1056000 2612104

5. What amount and percentage of the cost of service are recovered? 40% - 60%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 166 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 3 Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 15

3 Page 168 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Criminal Investigations (BU2215)

2. Service Description: 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.

TOTAL: 16 16

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 1929701 FY 2009-10 Actual 0 1703119 FY 2010-11 Actual 0 2198227 FY 2011 Budget 0 1865883

5. What amount and percentage of the cost of service are recovered?

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 169 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4

2 Page 170 of 467 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 171 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Juvenile Bureau (BU2230)

2. Service Description: As part of the Investigative Services Division, the Juvenile Bureau investigates incidents involving a juvenile as an offender and/or victim. Youth officers investigate cases regarding dependent children, abused children, neglected children, and minors, requiring authoritative intervention to delinquent minors. Also, youth officers provide support and information to victimized juveniles and their families. Bureau personnel regularly patrol areas frequented by juveniles in an attempt to prevent victimization or misconduct.

TOTAL: 10 10

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 999971 FY 2009-10 Actual 0 1028239 FY 2010-11 Actual 0 1057518 FY 2011 Budget 0 949784

5. What amount and percentage of the cost of service are recovered?

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 172 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4

2 Page 173 of 467 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 174 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Neighborhood Enforcement Team (N.E.T.) (2265)

2. Service Description: The Neighborhood Enforcement Team (NET) is a part of the Special Operations Group. NET focuses on gang and narcotic operations. NET conducts criminal investigations of the sale, distribution, and use of illegal narcotics and other dangerous drugs. Responsibilities also include supressing and controlling gang-related activities by investigating and monitoring gang activities, crimes and membership, and providing intelligence to the department. Personnel also serve as a back-up to patrol units and engage in many problem- solving projects. NET works with other local, State, and federal agencies to reduce crime and improve the quality of life of Evanston residents.

TOTAL: 15 15

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 1571675 FY 2009-10 Actual 0 1733721 FY 2010-11 Actual 0 1840241 FY 2011 Budget 0 1357425

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 175 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4

2 Page 176 of 467 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 177 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Office of Administration (2260)

2. Service Description: Responsibilities of this division include coordination of all personnel and training functions related to Police Department staff, planning and research operations, and all fiscal activities, including budget, payroll, accounts payable, grant reporting, and internal record keeping for personnel. Training responsibilities include conducting basic and advanced programs for employees, provided by in-house and external sources.

TOTAL: 3 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 522240 FY 2009-10 Actual 0 547811 FY 2010-11 Actual 0 393367 FY 2011 Budget 0 272728

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 178 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 180 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Office of Professional Standards (2255)

2. Service Description: The Office of Professional Standards (OPS) provides two separate functions: inspections and internal investigations. The inspection component evaluates the quality of departmental operations, ensuring that the agency's goals are being pursued and that control is maintained throughout the department. This component also performs audits of personnel sick time usage to identify potential abusers, audits the records of the various cash funds kept in the department, audits use of the department's main telephone line, and performs other audits and studies as directed by the Chief of Police. The internal investigations component investigates allegations of misconduct made against the department or its employees by citizens or other employees of the department/City.

TOTAL: 3 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 337560 FY 2009-10 Actual 0 388114 FY 2010-11 Actual 0 280979 FY 2011 Budget 0 282021

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other 1 Page 181 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4

2 Page 182 of 467 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 183 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Patrol Operations (BU2210)

2. Service Description: The division of Patrol Operations responds to calls for police service 24 hours per day, seven days per week. Uniformed police officers continuously patrol on foot and in vehicles to deter crime, as well as to detect, apprehend, and process persons involved in criminal activity. The division members engage in problem solving initiative and partnership efforts with the community, and provide assistance to citizens such as directions, transportation to the hospital, referrals to other agencies, lost property, nuisance complaints, and towed vehicles.

TOTAL: 103 103

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 99655053 FY 2009-10 Actual 0 9908017 FY 2010-11 Actual 0 10256389 FY 2011 Budget 0 9694673

5. What amount and percentage of the cost of service are recovered?

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other 1 Page 184 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4

2 Page 185 of 467 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 186 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Police Administration (BU2205)

2. Service Description: The Chief of Police is responsible for overseeing the fiscal management of the Evanston Police Department and its resources to ensure an efficient and effective police organization that provides a high level of service to the community. The responsibilities of the Chief of Police include supervising and deploying personnel and resources, developing and implementing the department's goals and objectives, and monitoring performance of bureaus and divisions. The Chief also focuses on developing the organization, responding to community needs and assessments, improving department productivity and operational techniques, long-range planning, formulating policies and procedures, and attending public meetings.

TOTAL: 2 2

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 8590 372528 FY 2009-10 Actual 62062 442825 FY 2010-11 Actual 246565 419168 FY 2011 Budget 10828 358635

5. What amount and percentage of the cost of service are recovered?

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 187 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation: N/A

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4

2 Page 188 of 467 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 189 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Records Bureau (BU2240)

2. Service Description: The Records Bureau maintains the manual and automated systems of collecting, storing, retrieving, and disseminating information (e.g., crime incidents, descriptions of wanted persons, accident reports, special bulletins, police reports, criminal histories) throughout the department as well as to other agencies and the public. The Bureau also provides fingerprinting services. The property officer assigned to the Records Bureau is responsible for the safekeeping of all found, confiscated and recovered property. In addition, the bureau issues department forms and copies materials.

TOTAL: 7 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 17302 825057 FY 2009-10 Actual 14990 849840 FY 2010-11 Actual 15794 496071 FY 2011 Budget 13328 444197

5. What amount and percentage of the cost of service are recovered? 3% - 4%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 190 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 Environmental Sustainability 4 Strengthening Community 4

2 Page 191 of 467 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 192 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Problem Solving Team (2285)

2. Service Description: 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.).

TOTAL: 7 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 680508 FY 2009-10 Actual 0 755425 FY 2010-11 Actual 0 759348 FY 2011 Budget 0 655462

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 193 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 195 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: School Liaison (BU2235)

2. Service Description: Officers in the School/Community Liaison Bureau are responsible for: • Student counseling sessions • Attendance at after school events • Issuance of tress pass warnings at schools • Acting as a resource for the neighborhood surrounding the school • Investigating incidents occurring within the school • Escorting students on extra curricular school events (field trips, dances, sporting activities)

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Officers 3 3

TOTAL: 3 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 317639 FY 2009-10 Actual 0 296161 FY 2010-11 Actual 0 318215 FY 2011 Budget 0 248455

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 196 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 198 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Service Desk Bureau (BU2250)

2. Service Description: Service Desk officers handle walk-in and telephone non-emergency complaints, requests for information and calls for service. In addition to providing support services (e.g. supplies, forms, computer information, emergency and nonemergency 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.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Service Desk Supervisor 1 1 Serv Desk Asst Supervisor 1 1 Service Desk Officers (Civ) 12 12 Police Officer 1 1 Custodian 1 1 Property Officer 2 2

TOTAL: 18 18

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 0 1141331 FY 2009-10 Actual 0 1196542 FY 2010-11 Actual 0 1518643 FY 2011 Budget 0 1295310

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. 1 Page 199 of 467

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 2 Page 200 of 467 Environmental Sustainability 4 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 20

3 Page 201 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Social Services (BU2225)

2. Service Description: The Police Social Services Bureau is comprised of two distinct entities which include Victim Services and Youth Services Programs. The Victim Services program provides social services to crime victims and witnesses. Victim Services assists victims of person to person crime including but not limited to sexual assault/abuse, child abuse, domestic violence and robbery. Victim Services also assists those who come in contact with the police for "non-crime" related situations that require a social service response. Services include crisis intervention and counseling, court advocacy, and information and referral for additional service. The Youth Service program provides Evanston youth, ages eight to 21 and their families a broad range of social services including individual, family and group counseling, case management, outreach, and information and referral for additional services. Services are designed to improve the levels of functioning in areas of family relations and interpersonal relations, with an emphasis on early detection and prevention. The program is also responsible for the administration of a community service system for first and second time youth offenders.

TOTAL: 4 4

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 22348 518797 FY 2009-10 Actual 17475 373631 FY 2010-11 Actual 0 374676 FY 2011 Budget 18525 372481

5. What amount and percentage of the cost of service are recovered?

1 Page 202 of 467 5% - 10%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 2 Page 203 of 467 TOTAL 12

3 Page 204 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Traffic Bureau (2270)

2. Service Description: Part of the Division of Strategic Services, the Traffic Bureau enforces traffic laws and ordinances, and regulates the flow of vehicular and pedestrian traffic. The Traffic Bureau manages and performs follow-up investigations to most hit and run accidents and administers the Tow Ordinance. The bureau also handles the towing of abandoned and junk vehicles.

TOTAL: 8 8

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 284591 884087 FY 2009-10 Actual 274758 921834 FY 2010-11 Actual 250779 908875 FY 2011 Budget 274910 731731

5. What amount and percentage of the cost of service are recovered? N/A

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 205 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

8. Is there an alternative provider of this service? N/A

9. Opportunities for Innovation:

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery N/A Increased Demand For Service 4 Reliance on City to Provide Service 4 TOTAL 12

3 Page 207 of 467 Name of Service: Business District Maintenance

Service Description: This Section provides litter control in the City’s right-of way areas, snow removal, City parking lot maintenance, refuse collection, landscaping projects at City parking lots and high pedestrian traffic areas, and 33 traffic circles to the various Business Districts in the City of Evanston.

Job Title FTE/Job Title # of Employees/Job Title PW Maintenance Worker II (2675) 1 1 Operations Coordinator (7015) 1 1 PW Maintenance Worker II (7015) 4 4

Year Revenue Expenditure FY 2008-2009 Actual $ $ FY 2009-2010 Actual $ $ FY 2010-2011 Actual $ $ FY 2011 Budget $ $391,458

Amount Recovered: $ Percent Recovered: 0%

Local State Federal Other City Code Title 7, IDOT/IEPA Chapters 1 and 2

Increase in Demand Decrease in Demand No Change

Is there an alternative provider of this service? Outsource a portion or the entire operations to a third party vendor.

Opportunities for Innovation:

Additional Information (if necessary):

Page 208 of 467 Name of Service: Engineering

Service Description: The Engineering Section administers and supervises the design and field construction of all Motor Fuel Tax, Water and Sewer Fund, and General Obligation Bond Fund construction projects. These projects include streets, sewer and water main system, alleys, signals and street lights. The engineering section also completes Community Development Block Grant and Special Assessment construction projects, which include sidewalk and ADA ramps and provides engineering services to other City Departments (as required). The Section also supervises construction involving the public right-of-way, coordinates the block Curb and Sidewalk Program and the 50/50 Sidewalk and Curb Replacement Program. Attends meetings with technical personnel from other communities & IDOT on behalf of the City. Manages major road way and bridge construction projects. The Engineering section also reviews and approves private development project plans and coordinates with other sections/Divisions such as Traffic, Parking, Community Development, Utility Department, and Parks & Recreation

The Engineering Section designs, administers and manages:

• The design engineering of all street resurfacing, alley paving, sewer replacement, water main replacement, signal modernization projects using Motor Fuel Tax, Water Funds, General Obligation Bond funds, Federal Funds, Community Development block grant and special assessment construction projects. • Provides construction engineering services for street, alleys, sewer and water main projects • Oversees construction involving transportation projects in the Public Right-of-Way • Coordinates the ADA Ramp Program, Block Curb and 50/50 Sidewalk and Curb Replacement Programs • Review and coordination of all R.O.W. improvements on various private/public projects • Private development projects: review, coordinate & approval of civil work • Reviews easements, vacations and dedications

Employees delivering the service Job Title FTE/Job Title # of Employees/Job Title City Engineer .5 1 Sr. Engineer 1.0 1 Civil Engineer III 2.0 2 Civil Engineer II 2.0 2 Construction Inspector 1.0 1 Engineer Associate II 2.0 2 Total 8.5 9

Page 209 of 467

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $0 $748,633 FY 2009-2010 Actual $0 $800,148 FY 2010-2011 Actual $0 $830,549 FY 2011 Budget $0 $583,273

What amount and percentage of the cost of service are recovered? Amount Recovered: $0 Percent Recovered: 0%

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X

Is there an alternative provider of this service? Outsource a portion or the entire operation to a third party vendor.

Opportunities for Innovation: Green Innovation and sustainable practices.

Additional Information (if necessary): The City has an aging and dilapidated infrastructure which requires a great deal of service, maintenance, replacement, and repair.

Page 210 of 467 Name of Service: Fleet Services

Service Description: Fleet Services General Support maintains operating costs records, provides billing and chargeable data to all user City departments, develops vehicle specifications, and purchases vehicular and other equipment. In addition, Fleet Services prepares documents and provides disposal of surplus vehicles and equipment through auction services. Overall supervision of departmental personal is provided, as is training, direction and coordination of all activities to ensure effective and efficient operations.

Key emphasis is placed on reducing down time, which is the amount of time a vehicle or piece of equipment, is out of service for repair.

The Major Maintenance element provides repair services (except body work) to all City vehicles, including Fire and Police emergency vehicles, on a scheduled and non-scheduled basis. A vehicle parts inventory for all vehicles is maintained and controlled via computerized fleet management program. The Major Maintenance division responds to emergency road repairs and breakdowns. In addition, specialized non-vehicular equipment with gasoline or diesel engines, such as stump cutters and chippers, are maintained. All equipment attachments, such as blades, plows, and spreaders are also repaired. Vehicles are maintained and repaired so that they pass Illinois Safety Lane requirements, U.S. E.P.A. Emissions, National Fire Protection Association pump tests, Underwriters Laboratories aerial ladder tests, OSHA required hoisting and bucket truck tests.

The scheduled replacement of existing vehicles and equipment for all City departments. Funds for the replacement of vehicles/equipment come from the General Fund, Parking Fund, Water Fund, Sewer Fund, Damage to City Vehicles, Sale of Surplus Property and annual depreciation contributions charged to the department to which the vehicle is assigned.

Employees delivering the service Job Title FTE/Job Title # of Employees/Job Title Manager Fleet Services 1.0 1 Auto Shop Supervisor 1.0 1 Auto Shop Operations Coordinator 1.0 1 Equipment Mechanic III 9.0 9.0 Auto Service Technician 0.0 0.0 Total 12 12

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $0 $3,791,913 FY 2009-2010 Actual $0 $3,304,795 FY 2010-2011 Actual $0 $3,051,113 FY 2011 Budget $0 $3,171,628

Page 211 of 467

What amount and percentage of the cost of service are recovered? Amount Recovered: $ Percent Recovered: 0%

Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. Local State Federal Other IL Vehicle Code 625 EPA U.L. NFPA 1911 ILCS 5-13 Safety Lane NFPA 1914 Aerial Pump Tests IL Vehicle Code 625 Ladder Tests ILCS 5-13C OSHA 1926.550 State of Illinois Fire Hoisting & Lifting Marshall’s Office 430 Tests ILCS 15 UST (Underground Storage Tanks)

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X The City has an aging equipment and vehicle fleet which requires increase demand for service, maintenance, repair, and replacement.

Is there an alternative provider of this service? An alternative is to outsource the service, maintenance, and repair of all City equipment and vehicles.

Opportunities for Innovation:

Additional Information (if necessary):

Page 212 of 467 Name of Service: Snow Removal Operations

Service Description: Salt is spread on streets to prevent any accumulation of ice or minor amounts of snow. Streets are plowed to remove accumulation of snow of more than two inches in order to provide safe travel. Personal involved in ice and snow control operations are budgeted in the Street Section program elements, other Public Works divisions, and other departments.

The City’s snow removal goals are as follows:

• To clear primary snow routes within twelve hours • To clear the center lane of residential streets within twenty four hours • To clear sidewalks in the downtown business area within forty eight hours • To remove snow from all municipal parking lots within forty eight hours after the initial snowfall

Employees delivering service Job Title FTE/Job Title # of Employees/Job Title

Total

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $0 $1,533,128 FY 2009-2010 Actual $0 $820,140 FY 2010-2011 Actual $86,058 $1,012,319 FY 2011 Budget $0 $395,558

What amount and percentage of the cost of service are recovered? Amount Recovered: $0 Percent Recovered: 0%

Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. Local State Federal Other City Code Title 7, Illinois Department of Federal Highway Chapters 1 and 2 Transportation grant Administration grant conditions conditions

Has there been a change in demand for this service?

Page 213 of 467 Increase in Demand Decrease in Demand No Change X Weather is unpredictable so there is no reliable method to establish demand on a year-to- year basis. The City establishes a baseline budget but seasonal weather patterns and changes can negatively affect the budget. However the cost of providing this service has been steadily increasing over the last few years

Is there an alternative provider of this service? Outsource portions to entire operation to a third-party service provider.

Opportunities for Innovation: The City needs to upgrade the equipment and vehicles to reduce maintenance costs. Use of anti-icing and deicing liquids to reduce the amount of salt usage on roadways. The City plans to explore these possibilities with the construction of the replacement salt dome.

Additional Information (if necessary): For snow falls that exceed 2 or more inches personnel are assigned from Utilities and Forestry to assist with snow removal operations. Revenues for this unit is generated from the sale of salt to Northwestern University and Evanston School Districts 202 and 65.

Page 214 of 467 Name of Service: Street and Alley Maintenance

Service Description: This program provides ongoing maintenance of pave streets and alleys. Pot holes are patched Citywide as needed. One crew performs minor asphalt street repairs and maintenance, repair work on the paved streets. Another crew performs concrete and brick work on streets and walkways. The third crew in the section performs alley grading and patching.

Each year, more than one mile of unimproved streets and forty-three miles of unimproved alleys are graded, patched and repaired. Most alleys have been changed from crushed limestone surface to recycled asphalt, which is beneficial to the environment, less expensive and holds up better in wet weather.

Crew provides primary snow removal service for the City.

Employees delivering service Job Title FTE/Job Title # of Employees/Job Title Streets Supervisor 1.0 1 PW Operations Coordinator 2.0 2 Equipment Operator III 3.0 3 Equipment Operator II 7.0 7 PW Maintenance Worker III 3.0 3 PW Maintenance Worker II 3.0 3 Total 19.0 19.0

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $0 $1,727,509 FY 2009-2010 Actual $2750 $1,887,228 FY 2010-2011 Actual $55,518 $2,396,908 FY 2011 Budget $43,316 $2,151,321

What amount and percentage of the cost of service are recovered? Amount Recovered: $43,316 Percent Recovered: 2%

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X

Page 215 of 467

Is there an alternative provider of this service? Outsource portions or entire operations to a third party vendor.

Opportunities for Innovation:

Additional Information (if necessary):

Page 216 of 467 Name of Service: Street Light and Signal Maintenance

Service Description: The Traffic Signals and Street Light Maintenance element performs routine maintenance, repairs and replaces all components of the signals and street lights systems. A major portion of the work is related to the JULIE system (Joint Utility Location Information for Excavation), which requires that the locations of the City’s underground cables for traffic signals, street lights and fiber optics be marked for all excavations in the right-of-way. Maintenance in this element includes replacement of bulbs and ballast, repairs to knockdowns, and power center and controller maintenance.

The Street Light and Signal Maintenance section administers and manages:

• 109 Power Centers for Street Lights • 5772 Street Lights • 102 Traffic Signals (36 pre-1990 Signals and 9 - 1940’s Electro Mechanical Signals) • 242 Emergency Vehicle Pre-emption Devices • 40,000 Feet of Fiber Optic Cables for Location

Employees delivering the service Job Title FTE/Job Title # of Employees/Job Title Traffic Operations Manager .75 1 City Engineer .25 1 Traffic Electrician Leader 1.0 1 Traffic Electrician 3.0 3 Total 5.0 6

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $59,636 $783,154 FY 2009-2010 Actual $67,844 $805,988 FY 2010-2011 Actual $33,077 $790,344 FY 2011 Budget $48,314 $736,852* *Electricity Cost/ComEd - $275,222)

What amount and percentage of the cost of service are recovered? Amount Recovered: $48,314 Percent Recovered: 6.5%

Page 217 of 467 Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. Local State Federal Other City Code Illinois Manual Manual on Uniform Title 11 Ordinances On Uniform Traffic Control Traffic Control Devices (MUTCD) Devices (IMUTCD)

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X

Is there an alternative provider of this service? Outsource a portion or the entire operations to a third party vendor.

Opportunities for Innovation: Upgrade traffic signals to LED, convert to solid state traffic signal controllers, update Davit head street light fixtures with new energy efficient and environmentally friendly Induction lighting.

Additional Information (if necessary):

Page 218 of 467 Name of Service: Street Sweeping

Service Description: This service provides street sweeping service for approximately eight month out of the year. This service is provided at three levels; One-side streets (Mondays only), bi-weekly primary/high volume streets, and triweekly regular/residential streets with parking on either side of the street. The City provides this service with three street sweepers (Equipment – Pelican).

Provides snow removal services for the other four months.

Employees delivering service Job Title FTE/Job Title # of Employees/Job Title Equipment Operator II 3.0 3.0

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $0 $721,108 FY 2009-2010 Actual $0 $455,854 FY 2010-2011 Actual $0 $720,672 FY 2011 Budget $0 $612,781

What amount and percentage of the cost of service are recovered? Amount Recovered: $0 Percent Recovered: 0%

Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. Local State Federal Other 27-O-02 IEPA

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X The City has reduced street sweeping services.

Is there an alternative provider of this service? Outsource a portion or the entire operations to a third-party vendor.

Opportunities for Innovation:

Additional Information (if necessary): FY2010/11 Street Sweeping operations was restructured which resulted in the elimination of

Page 219 of 467 one street sweeper.

Page 220 of 467 Name of Service: Traffic Engineering

Service Description: This Section manages and administers the operations of Traffic Engineering Section including street lights and traffic signals and performs engineering work to assist with the planning, implementation and monitoring of traffic engineering projects. This Section 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 Section. This Section administers and manages the right-of way permits for excavation, obstruction, driveway and utility work.

The Traffic Engineering Section administers and manages the following programs:

• Review and establish traffic control & detours for all CIP projects • Conduct traffic and safety studies requested by Alderman and residents • Conduct pedestrian safety studies, school walk routes, crossings and circulation studies, on-street bike route improvement and rack locations identification • Develop traffic signals, street lights, pavement marking, signage improvement plans • Record, maintain accident history database and implement mitigation measures • Review and permit Metra/CTA viaduct, rail and embankment maintenance improvement work on the right-of-way. Review CTA/Pace bus stop locations • Review, permit and inspect Nicor, ComEd, AT&T, Comcast plans • Review, permit and inspect street, sidewalk, parkway openings for water, sewer, electrical, building foundation, and other work • Review and permit for crane lifts, dumpsters, containers, trailers, sidewalk signs, valet parking, sidewalk/parkway/street closures for building façade or demolition work • Issue permits to overweight and oversized trucks. • Implement special events traffic control, process banner, block party, film shoots, and moving van parking requests. Place speed trailers and manage alley light requests in the CDBG area.

Employees delivering the service Job Title FTE/Job Title # of Employees/Job Title Sr. Traffic Engineer 1.0 1 Traffic Operations Manager .25 1 Traffic Engineer Technician 1.0 1 City Engineer .25 1 Civil Engineer II 2.0 2 Total 4.5 5

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $324,380 $529,790 FY 2009-2010 Actual $350,218 $536,946 FY 2010-2011 Actual $325,376 $518,267

Page 221 of 467 FY 2011 Budget $371,912 $495,548

What amount and percentage of the cost of service are recovered? Amount Recovered: $371,912 Percent Recovered: 75%

Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc. Local State Federal Other City Code Title 7 and Illinois Manual on Manual on Uniform Title 11 ordinances Uniform Traffic Traffic Control Control Devices Devices (MUTCD) (IMUTCD)

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X

Is there an alternative provider of this service? Outsource a portion or the entire operations to a third party vendor.

Opportunities for Innovation: Multi-Mobile Transportation Plan recommendations as approved by the City Council.

Additional Information (if necessary): One civil engineer provides right-of-way permit services and generates revenue to cover the cost of the position and surplus.

Page 222 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Administration

2. Service Description: The administration division of Parks, Recreation and Community Services provides all management,administrative support services, grant writing, capital projects planning and management, training programs, program development including coordinating daily operations for all departmental divisions: Parks, Forestry, Recreation, Ecology, Cultural Arts, Community Services ( Farmer's Market and Youth Engagement Programs) Facility Management and citywide special events. Staff works with boards and commissions, including the Playground and Recreation Board, Arts Council, Public Art Committee, Public Place Names, Lighthouse Landing Committee and the Ladd Arboretum Committee. In addition, personnel work directly with various Recreation advisory boards, community groups and associations, and 19 affiliated groups, all of which contribute input to the department.

The Business Office is responsible for coordinating the financial and Human Resources activities of the Parks, Recreation and Community Services Department.

Administrative Facility Maintenance staff also coordindate the maintenance and improvements to 46 City-owned facilities, including the Civic Center; Service Center; Police Station and Outpost; Fire Headquarters; five fire stations; nine park shelters; seven beach shelters; five recreation centers; Noyes Cultural Art Center; and the fountains at Fountain Square and Merrick Rose Garden. In addition, the staff maintains the Animal Shelter; Evanston Art Center and Coach House; Civic Center Coach House; Central Street METRA station; four parking facilities.The total square footage maintained exceeds 2,100,000 square feet.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Director, Parks, Recreation & 1 1 Community Services Executive Secretary to Dept Head 1 1 Management Analyst 1 1 Data Control Clerk 1 1 Recration Support Specialist 1 1 Business Office Coordinator 1 1 Recreation Supervisor 1 1 Asst. Super. Parks/Fac 1 1 Management 1 Page 223 of 467 Parks/Forestry Supervisor 1 1 Architech/Project Manager 1 1 Secretary II 1 1 Exec Secretary non-Dept 1 1 Head

TOTAL: 12 12

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 42,043.00 $ 1,234,226.00 FY 2009-10 Actual $ 64,431.00 $ 1,416,692.00 FY 2010-11 Actual $ 109,285.00 $ 1,598,734.00 FY 2011 Budget $ 61,989.00 $ 1,541,077.00

5. What amount and percentage of the cost of service are recovered? 7%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Health and Safety, including ADA requirements.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in program registrations, use of credit cards, addition of other city services/programs. (ie. youth servcies, farmers markert, inclusion services) For Facilities Management, there has been an increase in the amount of work requests to maintain our city facilities.

8. Is there an alternative provider of this service? no

9. Opportunities for Innovation:

2 Page 224 of 467 Additional technology/ better financial program

10. Additional Information (if necessary): 2009/10 is when the Facility Management Department was moved to under the direction of the Parks, Recreation and Community Services Department. With this move, the Superintendent position was eliminated and those administrative duties were assumed by the Parks/Forestry Superintendent.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 1 Cost Recovery 0 1 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 12 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 1 Environmental Sustainability 1 1 Strengthening Community 4 3 City Council Goals 4 4 A Safe Community 4 1 TOTAL 15 10

3 Page 225 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Beaches and Boat Facilities

2. Service Description: Church Street Launch Facility The Boat Ramp provides Evanston residents and nonresidents an opportunity to launch 15'-22' motorized boats (sailing vessels too large for the Dempster St. facility) and personal watercraft (such as jet-skis) in Lake Michigan. The facility consists of two ramps and a parking facility which are open May 1 through October 31 (weather permitting). The Boat Ramp and Dog Beach are staffed by an employee from 7:00 a.m. to 8:00 p.m. during weekends in May; seven days a week between Memorial Day and Labor Day; and weekends from Labor Day until October 31. The Boat Ramp is also used to launch Aquatic Camp boats and harbor Rescue Boat EL-1 during hours of beach operation..

Dog Beach The Dog Beach is a 150-yard stretch of beach east of the Church Street parking lot. It permits Evanston residents and nonresidents the opportunity to allow their dogs to swim and play on the beach. The Dog Beach is open during the same hours as the boat ramp, and it shares staff with the boat ramp. Only season permits are allowed at this beach per the Cook County Health Department; season tokens are purchased per dog, owners do not purchase a token for admission. The Dog Beach is operated April through November.

Dempster Street Facility The Dempster Storage/Launch Facility provides 209 racks for the storage of small sailboats and kayaks, with allocated beach space for 15 double hull crafts (Hobie Cats) and additional storage space for 30 sailboards. This facility also provides winter storage for up to 30 appropriate-sized vessels. This facility is open for use from May through the end of October. During the swimming season, staff is on duty seven days a week, monitoring the entry points and assisting boaters as needed.

Swimming Beaches/Office The Dempster Street Beach office collects and reconciles all revenue generated from the five public swimming beaches, which includes all seasonal and daily beach entrance fees; both Dempster and Church launch facility fees; and all lakefront area picnic reservation fees, from May through Labor Day. The Dempster Street Beach Office serves as the base of operations for all lakefront staff, including approximately 70 lifeguards, 15 beach managers, one Aquatic Camp director, eight Aquatic Camp counselors, one sailing coordinator, five sailing instructors, 20 gate attendants and three office staff. The guard room is utilized in the training of all the staff and serves as a classroom for Aquatics Camp

1 Page 226 of 467 participants on bad weather days. The garage area is utilized by the service crew as a headquarters during the day and storage for Aquatic Camp boats at night. The service crew reports to the Lakefront Supervisor. The crew works seven days per week, May through mid-September. Before the beaches open in mid-June, preseason duties include putting up snow fencing and guard chairs; moving equipment from storage to the beaches; moving boats stored for patrons over the winter to the racks; and getting the picnic areas ready for use. During the beach season, staff open and clean lakefront bathrooms, launch and retrieve City boats, clean beaches with a beach cleaner, repair beach fencing, and pick up litter in lakefront parks. The crew also performs routine general maintenance along the lakefront, such as sign replacement. After the beaches close on Labor Day, the service crew readies the beaches for the off-season by moving snow fencing to reduce the build-up of blowing sand and snow; moves all guard chairs to the beach entrances and equipment into winter storage; and puts up signs to indicate that the beaches are closed. They also move the 30 boats belonging to individuals renting winter storage space to the Dempster Street garage, which also serves as a storage area for two Aquatic Camp boats. In the winter, the garage area is utilized to store patrons' sailboats for a fee.

Aquatic Camp major Activities The Aquatics Camp program is offered to youth age 8-13 and consists of two 4-week sessions (Monday through Friday), with a morning and afternoon group during each session (there are four groups with a maximum of 88 participants per group). We also offer a two-week mini-camp with a morning and afternoon group. The AquaAction Camp provides an opportunity for parents to experience aquatic activities with their children. Parents can sail, water ski, tube, canoe and kayak with their children. This camp was conceived after watching the positive experiences that the Aquatic Camp parents had during Parents' Night programs.

The Adult Aquatic Adventures Camp gives adults an Aquatic Camp experience. This program offers the same skill set as the AquaAction Camp, but it is for adults who want to enjoy this activity without children.

The Teen Aquatic Camp provides teens ages 13-18 with an opportunity to develop or further develop the skills taught in Aquatics Camp.Highly-skilled instructors teach participants to sail and paddle through private sailing lessons and group kayak lessons. This program also increased our ability to better monitor the sailors and kayakers who launch from Dempster Street Beach.

The Aquatic Counselor-In-Training Program was developed in 2008. It gives teens age 14-16 the opportunity to learn the skills required to become effective Aquatic Camp counselors in the future.

2 Page 227 of 467

TOTAL: 1.50 2

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 943,682.00 $ 692,345.00 FY 2009-10 Actual $ 935,904.00 $ 683,492.00 FY 2010-11 Actual $ 1,035,155.00 $ 666,877.00 FY 2011 Budget $ 1,005,900.00 $ 627,634.00

5. What amount and percentage of the cost of service are recovered? 155%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Provide safe swimming areas.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in token sales, Dempster renovations have increased activities, dog beach increases

8. Is there an alternative provider of this service? none

9. Opportunities for Innovation: Increased recreational activities at lakefront

10. Additional Information (if necessary):

3 Page 228 of 467

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 1 Cost Recovery 4 4 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 16 9

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 4 Environmental Sustainability 4 2 Strengthening Community 4 3 City Council Goals 4 3 A Safe Community 4 3 TOTAL 20 15

4 Page 229 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Chandler-Newberger Community Center

2. Service Description: The Chandler-Newberger Center is in use over 4,000 hours per year offering comprehensive programs for preschoolers through adults, Center staff manage a wide range of programs at the center and city-wide programs in parks. Major programs include 14 types of summer day camps for youth/preschoolers, youth athletic leagues and classes, preschool classes, instructional classes and open play. Programs emphasize positive self- development through learning skills and individual improvement. The 14,000-square-foot facility also rents rooms, the racquetball court and the gymnasium to community groups, youth birthday party groups and recreation enthusiasts.

Preschool Art, Music, Cooking Programs Preschool Summer Camps Preschool Sports Classes Pee Wee Sports Camps Time Together Preschool Drop In I Can Go to School Two Summer-Winter Sports Camps Youth and Adult Open Basketball Ultimate Adventure Camps Winter Sports Camp Youth After-School Sports Home School Sports Classes Afterschool Leagues--B-ball/Indoor Soccer Flag Football Leagues March Madness Basketball Tournament Basketball Camps Fencing Camps/Classes Chess Camps 4th/5th Grade School B-ball Leagues Free Walking Red Cross CPR/First Aid Training Red Cross Babysitting Training Classes Teen Roller Skating Teen Volleyball Leagues/Camps Teen Summer Beach Volleyball Camps Teen Open Volleyball/Basketball LEGO camps/Classes Racquetball Rentals Gym/Room Rentals Birthday Party Rentals (Staff also oversees the citywide tennis program for youth/adults and youth golf instructional program.)

1 Page 230 of 467

TOTAL: 8.70 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 532,542.00 $ 759,736.00 FY 2009-10 Actual $ 539,401.00 $ 763,785.00 FY 2010-11 Actual $ 600,920.00 $ 698,287.00 FY 2011 Budget $ 500,461.00 $ 676,130.00

5. What amount and percentage of the cost of service are recovered? 86%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Program registrations have increased.

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation:

10. Additional Information (if necessary):

2 Page 231 of 467

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 3 4 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 11 8

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 2 Environmental Sustainability 1 0 Strengthening Community 4 3 City Council Goals 4 2 A Safe Community 4 2 TOTAL 15 9

3 Page 232 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Communication and Marketing Services

2. Service Description: The Communications & Marketing Services office promotes the department's classes, programs and services through press releases, advertising, the City's web site, media web sites, and a wide variety of promotional material. Promotional material includes fliers, posters, newsletters and e-newsletters, brochures, postcards, banners, and large-scale items such as sandwich boards and oversized posters. Managers rely on the office for the layout, design and production of various program support materials, such as invitations, notices, tickets, programs and punch cards. The department’s major marketing tool for the $5 million in revenue is the "Recreation and Arts Activity Guide," which is now combined with "City Hightlights" and published three times a year. Partial funding comes from display advertising revenue and listing fees paid by independent arts organizations and Evanston residents who teach classes in the arts. Other major promotional pieces produced by the Public Information Specialsist area the summer camp guide promoting camps offered by the Recreation Division, Ecology Center and Cultural Arts Division, and a pocket calendar promoting summer concerts and festivals. Staff responds to requests for information from the press, answers all inquiries to the Recreation Division e-mail, creates answers for the 3-1-1 system regarding new programs or in response to questions, submits information to local media for special sections or annual guides, and takes photographs. Staff also provides editing and proofreading support as needed.

TOTAL: 1 1

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 30,105.00 $ 225,028.00 FY 2009-10 Actual $ 32,340.00 $ 222,221.00 FY 2010-11 Actual $ 29,320.00 $ 213,433.00 1 Page 233 of 467 FY 2011 Budget $ 27,072.00 $ 160,090.00

5. What amount and percentage of the cost of service are recovered? 14%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Addition of web component (Dept's many web pages to update and media sites to update) and 3-1-1 interface. Demand for services increased due to transition of programs from Health Dept. to PRCS (Farmer's Markets, Youth & Young Adult programs, Long-Term Care Ombudsman, Evanston Benefit Card, Safe Summer program, etc.).

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation: Continue with online web-based distribution of program information.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 1 1 Increased Demand For Service 3 3 Reliance on City to Provide Service 4 0 TOTAL 8 4

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 2 Environmental Sustainability 3 1 Strengthening Community 4 2 City Council Goals 4 2 A Safe Community 4 1 TOTAL 19 8

3 Page 235 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Community Services/Youth Engagement

2. Service Description: Provide support for a number of services that have a positive impact on the community and youth in Evanston. Community Services coordinates the Community Picnic, holiday donation and collection drives and the Evanston Farmer's Market. Youth Engagement provides a service that focuses on working with youth in the community. The Evanston Youth Engagement Iniative, works to provide marketable job skills to youth, including training, job placement and opportunities to engage youth so that they positively impact their community. The Youth Engagement Program staff person is responsible for managing the Summer Youth Employment Program, Youth Council and works with the Police Department through preventative crime measures by working with youth. The program previously provided inclusion services to the community, but due to budget reduction and reorganizations the services will be restructured and divided among departments.

TOTAL: 3 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual n/a n/a FY 2009-10 Actual n/a n/a FY 2010-11 Actual $ 21,232.00 $ 509,717.00 FY 2011 Budget $ 33,000.00 $ 803,052.00

5. What amount and percentage of the cost of service are recovered? 4%

1 Page 236 of 467 6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Federal ADA guidelines

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Addition of Youth Employment Program, which is geared towards moving identified youth off the streets back to school and employment.

8. Is there an alternative provider of this service? Friends of the Farmers Market could take over Farmers Market. Youth Job Center could also provide Youth Service opportunities.

9. Opportunities for Innovation: Continue to add Farmers @ new markert sites. Youth Services - Turn to a full year employment and training program. Currently provide more soft skills training and position placement.

10. Additional Information (if necessary): The full time Inclusion Coordinator resigned in May 2011 and it was determined this position will not be filled. Responsibilities of the Inclusion Coordinator are being transitioned to the part time Inclusion Coordinator in the Special Recreation Division, the ADA Manager in Faciity Maintenance Division and the Law Department.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) 2 Page 237 of 467 Mandated Program 4 (ADA) 1 Cost Recovery 1 1 Increased Demand For Service 4(youth) 4 Reliance on City to Provide Service 1 0 TOTAL 10 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 3 Environmental Sustainability 3 1 Strengthening Community 4 3 City Council Goals 4 3 A Safe Community 4 1 TOTAL 18 11

3 Page 238 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Cultural Arts Programs

2. Service Description: The Cultural Arts service description of Major Activities includes: • The Young Artists Program • Arts Camp • Winter Arts Camp • Evanston Ethnic Arts Festival • Evanston Lakeshore Arts Festival • Starlight Concert Series • The Noyes Center Gallery • Arts & Humanities Month • The Mayor's Award for the Arts • Community Service at Noyes Center • Art Under Glass • BackStage Evanston • Cultural Connections Lunch Program The administrative functions of the Cultural Arts Division are included in this program information, which involves the work of the Cultural Arts/Arts Council director, secretary and senior program coordinator. The Young Artists Program offers intensive summer arts instruction and mentoring to youth ages 12 to 15 who are interested in pursuing in-depth creative experiences. Arts Camp offers young people ages 6 to 11 creative instruction in drama, movement, theatre, visual arts, and interdisciplinary arts and mixed media in theme-based camps in several locations. The Ethnic Arts Festival is a two-day celebration of cultural diversity that presents the best in ethnic art, food, and performance. The Lakeshore Arts Festival features outstanding fine arts and crafts from artists across the country. There is also live music, a silent auction, and close to a dozen food vendors. The Cultural Arts Division's Starlight Concert/Movie Series provides evening concerts throughout June, July and August. In 2011 there will be 16 outdoor concerts and eight movie nights. The Noyes Art Gallery hosts approximately 12 shows annually in a wide variety of visual arts media. A recognized leader in the display of contemporary art, the gallery showcases cutting-edge artwork not often seen in Evanston. Arts & Humanities Month is part of a statewide celebration of arts and culture. Visual artists, musicians, dancers, actors, writers, and others participate in a series of special performances and activities that highlight Evanston's rich and varied arts community. For many years, the Mayor of Evanston has annually awarded recognition to both an individual and an organization for contributions to the cultural life of Evanston. Each recipient is honored at the Mayor's State of the City Address. The Community Service program is a component of the Noyes Cultural Arts Center. Tenants/resident artists must give 15% of the value of their annual rent back to the community in the form of community service, though the total annual value of the Community service provided by resident artists is closer to 25% of the value of rent. Community service projects range from scholarships to arts classes, from workshops in the schools to the recent paintings 1 Page 239 of 467 by Richard Halstead that hang in the Civic Center. The Evanston Arts Council provides administrative oversight of the Community Service Program, with the assistance of staff. Program staff also oversees and provides multiple arts programs and activities for after school and camp activites. Othe programs organized by the Evanston Arts Council and administered by staff include Art Under Glass, which beautifies vacant storefronts by placing artwork in windows; BackStage Evanston, a performing arts preview event held at the Barber Theatre on the Northwestern campus and showcasing 17 local performing arts groups in 2011; and Cultural Connections Lunches, a quarterly networking opportunity for the arts community.

TOTAL: 2.60 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 334,746.00 $ 510,647.00 FY 2009-10 Actual $ 362,035.00 $ 500,910.00 FY 2010-11 Actual $ 327,515.00 $ 360,100.00 FY 2011 Budget $ 362,598.00 $ 543,591.00

5. What amount and percentage of the cost of service are recovered? 91%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

2 Page 240 of 467 Families and participants have strong preference for arts camp programming at Noyes Cultural Arts Center. Demand diminishes when camp programs are held off-site at some school locations.

8. Is there an alternative provider of this service? private arts organizations

9. Opportunities for Innovation: Consider soliciting donations at concerts and/or festivals to help offset program expenses. Continue seeking additional sponsors for the events.

10. Additional Information (if necessary): none

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 3 4 Increased Demand For Service 3 3 Reliance on City to Provide Service 3 0 TOTAL 9 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 2 Environmental Sustainability 0 0 Strengthening Community 4 2 City Council Goals 4 3 A Safe Community 4 1 TOTAL 12 8

3 Page 241 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Ecology Center

2. Service Description: The Ecology Center provides the following services: after-school science programs, cooperative District 65 & 202 school programs, annual public education programs; summer nature day camps; mini-camps on school holidays; teacher workshops; and community gardening for Evanston gardeners. The Ecology Center program instructors provide nature education programs at Fleetwood-Jourdain Community Center on a weekly basis and monthly at Robert Crown Center. They also run fall and spring sessions of environmental programming for the Special Recreation program. The Ecology Center also provides programming at Lovelace Park field house, and the North and South fog houses at Lighthouse Park. Fund-raising projects from EEA membership drives and five special events provide additional revenue for operations. Ecology Center staff work with Evanston garden and bird clubs to promote environmental projects and information.

Outdoor recreation programming includes canoeing programs on the North Shore Channel with a fleet of 12 canoes serving approximately 1,000 paddlers per year, as well as a six- month free public youth fishing program on Saturdays at Lovelace Park, which draws 30-50 people per day. The Ecology Center also coordinates projects for volunteer work groups--comprised of high school and university groups--in the Ladd Arboretum and other City parks. The multi-purpose room at the Center is used for private rentals, community events, public meetings and hearings, and training seminars/meetings.

The Ecology Center Summer Camp program provides six different camp experiences for children 3-14 years of age. All Ecology camps are designed to provide an appreciation for the natural environment through science activities, outdoor games, crafts, and stories. Camps are child-centered, providing a “hands-on” approach to exploring the world around us.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Ecology Center Coordinator 1 1 Recreation Program Manager 1 1 Clerk III 1 1 Garden Coordinator .20 1 Facilities Supervisor .32 1 PT Custodian .25 1

1 Page 242 of 467

TOTAL: 3.77 6

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 308,824.00 $ 362,077.00 FY 2009-10 Actual $ 331,249.00 $ 388,254.00 FY 2010-11 Actual $ 351,345.00 $ 434,102.00 FY 2011 Budget $ 285,600.00 $ 257,637.00

5. What amount and percentage of the cost of service are recovered? 77%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Yes, an increase in interest in sustainability, outdoor education and green living practices.

8. Is there an alternative provider of this service? no

9. Opportunities for Innovation: no

10. Additional Information (if necessary):

2 Page 243 of 467 no

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 1 2 Environmental Sustainability 4 4 Strengthening Community 3 3 City Council Goals 3 2 A Safe Community 2 2 TOTAL 13 13

3 Page 244 of 467 Page 245 of 467 Page 246 of 467 Page 247 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Fleetwood-Jourdain Community Center

2. Service Description: Fleetwood-Jourdain Center programs are developed to encourage family participation in a wide variety of recreation programs, including sports, fitness, dance, drama, special events, cultural programs and events, drop-in activities, and arts & crafts. An extensive ten-month after-school program offered during the school year for youth age 5-12 is designed to meet the needs of working families.

Various drop in middle school programs are offered every weekday throughout the school year. A 10-week camp program is offered in the summer, providing youth with recreational opportunities through programs, activities, special events, music, drama, and dance. Spring and summer youth basketball programs and leagues for school-aged youth served 374 particpants, with the high school basketball program serving 155 participants last year. Special themed events, cultural programs and events, musical concerts and dance performances served over 4,000 participants. A cooperative between District 65 and the department brings a new educational component to the center which teachers provide instructional programs and opportunities throughout the year.

Beginning fall 2011, the center will again be a site for a Senior Nurtrition meal program, a federally-funded program that provides hot, home-style nutritious lunches for seniors.

In addition to the numerous City of Evanston programs, the Center also accommodates community meetings for groups such as the Fifth Ward Monthly Meeting, Community Awareness Block Club, Foster Neighbors, and VFW. Program space and staff support are also provided for affiliate organizations such as FAAM, COEPOPS/ MOMS, Junior Wildkits, and AYSO.

Fleetwood-Jourdain Center staff coordinate and implements the annual Black History Month program, Kwanzaa, and the Dr. Martin L. King, Jr. Birthday Community Celebration. They also manage off-site operations for the summer drop-in programs at Mason Park, and oversee the coordination, implementation, and management of the Illinois State Board of Education Summer Lunch Program at four park sites.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Clerk II 1.50 2 Custodian II 1 1 Recreation Center Manger 1 1 1 Page 248 of 467 Recreation Program Manager 1 1 Weekend/Evening 1 1 Coordinator Program Supervisor .75 1 PT Custodian .50 1

TOTAL: 6.75 8

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 197,108.00 $ 782,255.00 FY 2009-10 Actual $ 221,029.00 $ 748,023.00 FY 2010-11 Actual $ 248,992.00 $ 739,679.00 FY 2011 Budget $ 209,175.00 $ 716,523.00

5. What amount and percentage of the cost of service are recovered? 34%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Incrase in drop in activities and free food program for youth

8. Is there an alternative provider of this service? Other COE community centers, when meeting and gymnasium room space are available.

9. Opportunities for Innovation:

2 Page 249 of 467 Continue with implementing technology upgrade so new types of program offerings can be considered.

10. Additional Information (if necessary):

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 1 1 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 9 5

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 2 Environmental Sustainability 1 0 Strengthening Community 4 3 City Council Goals 4 2 A Safe Community 4 2 TOTAL 13 9

3 Page 250 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Forestry

2. Service Description: Performance of all forestry maintenance work on over 30,000 parkway and other public trees including trimming, tree and stump removal, planting, dutch elm disease control, as well as numerous other incidental tasks. Staff also provide support in the fight against the emerald ash borer, which has now spread to all areas of the City and is consuming more and more staff resources every year. The program also provides firewood at a cost to customers and free woodchips to citizens and community gardeners. The comprehensive Dutch Elm Disease control program currently in place consists of intense scouting of all public and private American Elms during the growing season and prompt removal of all diseased limbs and trees within 30 days of detection. Tree trimming and removal takes place throughout the year, as some species can only be trimmed while in a dormant stage. Planting of new trees on parkways throughout the City is facilitated by Forestry staff during the spring and fall months. During the summer months, employees also perform over 200 public elm injections each year, and oversee an outside vendor that injects an additional 2,200 elm injections every three years Following storm events, Forestry crews clear trees or tree limbs from all public streets, alleys, and park areas. They also assist other divisions plowing snow from the streets following a major snow storm.

TOTAL: 17 17

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 34,904.00 $ 2,435,803.00 FY 2009-10 Actual $ 19,500.00 $ 2,165,157.00 FY 2010-11 Actual $ 117,830.00 $ 2,266,862.00 FY 2011 Budget $ 474,000.00 $ 2,054,913.00

5. What amount and percentage of the cost of service are recovered? 1 Page 251 of 467 5%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Local ordinances regarding DED and EAB as declared nuisances and tree preservation.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Recently enacted tree preservation ordinance has increased the workload for two staff members that now process these permits and applications and inspect the construction sites. additionally, EAB has taken employees away from the normal trimming operations in order to remove infested ash trees at a greatly increasing rate over the past 5 years.

8. Is there an alternative provider of this service? Some non-priority, routine tasks could be contracted out to outside vendors.

9. Opportunities for Innovation: Upgraded tree inventory and work tracking software would streamline the daily scheduling and free up some administrative time.

10. Additional Information (if necessary):

2 Page 252 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 1 Cost Recovery 2 1 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 14 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 1 Environmental Sustainability 4 3 Strengthening Community 4 2 City Council Goals 4 2 A Safe Community 4 3 TOTAL 20 11

3 Page 253 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Horticultural Maintenance

2. Service Description: This service provides the horticultural maintenance of all public grounds within the City. Over 300 acres of land, encompassing 97 sites, are maintained by the 13 Park Maintenance employees. These sites include 76 parks, 50 playgrounds, nine roadside plantings, a rose and courtyard garden and the grounds of eight public buildings, and four civic beautification plantings. The major components of horticulture maintenance are lawn care, small tree, shrub and ground cover care, perennial bed maintenance, weed control, and the regular pickup of more than 400 refuse containers from all park properties. Employees assigned to this unit also assist in citywide snow removal and recreation facility maintenance when necessary. Additionally, employees maintain the equipment used for the upkeep of the grounds, and make repairs to all the different site furnishings such as playground equipment, picnic tables, park benches, and fencing. Employees also oversee irrigation system maintenance, assist with some Capital projects and the recycling of Christmas trees, perform storm damage cleanup, remove graffiti, maintain the lagoons at Dawes and Lovelace Parks, and assist with the annual dredging of the Church Street boat ramp.

TOTAL: 13 13

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 1,504,671.00 FY 2009-10 Actual $ 1,506,358.00 FY 2010-11 Actual $ 1,422,604.00 FY 2011 Budget $1,347,970.00

1 Page 254 of 467 5. What amount and percentage of the cost of service are recovered? 0%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Local ordinances regarding property maintenance and weed growth.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The amount of public space to be maintained has remained fairly constant, but the number of employees performing this work has been reduced, making it more difficult to keep up with the demand.

8. Is there an alternative provider of this service? Contract out service to outside vendor for some of the routine tasks in order to free up employees for the more specialized work.

9. Opportunities for Innovation: Implement a maintenance tracking software system to use the existing resources more eficiently.

10. Additional Information (if necessary):

2 Page 255 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 1 Cost Recovery 0 0 Increased Demand For Service 3 3 Reliance on City to Provide Service 3 0 TOTAL 10 4

3 Page 256 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Indoor/Outdoor Recreation Programs

2. Service Description: Indoor/Outdoor Recreation provides a wide range of multiple indoor and outdoor programs, including permitting and coordination of athletic fields. Programs include sports leagues, adult/youth tennis program, youth golf program, several summer camps, and adult recreational softball leagues.

Youth Tennis Camps Youth Tennis Classes Adult Tennis Classes Free Community Tennis Events Private Tennis Instruction ECTA Court Rentals Youth Golf Camps Youth Golf Leagues Youth Golf Instructional Classes Men's 12 inch Softball Leagues Women's 12 inch Softball Leagues Coed Softball Leagues 16 inch Softball Leagues

TOTAL: .85 3

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 208,910.00 $ 391,663.00 FY 2009-10 Actual $ 306,074.00 $ 384,039.00 FY 2010-11 Actual $ 318,028.00 $ 339,934.00 FY 2011 Budget $ 281,850.00 $ 359,708.00

5. What amount and percentage of the cost of service are recovered? 1 Page 257 of 467 94%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in tennis lessons.

8. Is there an alternative provider of this service? no

9. Opportunities for Innovation: none

10. Additional Information (if necessary): Tennis and golf programs are contracted to private vendors. The COE manages programming.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 4 4 Increased Demand For Service 3 3 2 Page 258 of 467 Reliance on City to Provide Service 1 0 TOTAL 8 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 2 Environmental Sustainability 1 1 Strengthening Community 4 3 City Council Goals 4 2 A Safe Community 2 1 TOTAL 13 9

3 Page 259 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Levy Center/Senior Services

2. Service Description: The Levy Senior Center primarily serves people 55 years old and better. The Center continues to be an important resource used by older adults in the community to socialize, recreate, and make new friends. The Center offers an opportunity for seniors to participate in recreational, educational, safety, and health and fitness programs. The facility is open to older adults (age 55+) for over 82 hours a week. Programs for other ages are held on weekdays in the early morning and evening, as well as on weekends.

The Levy Center offers lunch and free transportation to and from the center each weekday for seniors. The Center also drives seniors to the grocery store twice a week. This is a free service that serves about 10-30 people a week. The Center has been a registration site for the RTA for many years.

The building is a popular place for physically-active seniors who wish to socialize and partake in some friendly competition. The gym/auditorium is a bright, attractive space used for basketball, music and dance programs, exercise classes and rentals. The Levy Center’s computer lab is utilized to teach and enhance participants' computer skills and is available to individuals when computer classes are not in session. The library offers a quiet space for those wanting to meditate and/or read. The game room is outfitted with two pool tables and a shuffleboard table.The Center's program offerings include theme parties, holiday gatherings, day and long-distance trips, arts and craft classes, card games, dance classes, woodcarving, writing workshops, social groups and more. The health and wellness classes and the fitness room are popular with people over age 18 and seniors alike.

The Hulda B. and Maurice L. Rothschild Garden, located in the center's courtyard, is a source of pride for the garden club members who assist in its maintenance. Classes and special events are held in the courtyard. The Levy Center's building and courtyard are also popular as meeting and rental space. Weekend and evening hours allow for additional activities at the Center for all ages. For adults, there are a variety of fitness classes, Spanish classes, computer classes, crafts, woodcarving, line dance classes, etc. Currently, martial arts classes for young children and adults are held at the Center during the evening. The Evanston Children's Theatre (for performers age 8-13) has been located at the Levy Center for almost seven years and is administered by Center staff. Rehearsals and performances are held at the Center.

The Ombudsman advocates for older Evanston residents and persons of all ages residing in long-term care facilities. Responsibilities include:

1 Page 260 of 467 • providing community education about available services for seniors and persons with disabilities • investigating complaints and providing advocacy on behalf of long term care facility residents • training volunteers to advocate for the residents of long-term care facilities • managing the Subsidized Taxicab Program • administering the Handyman Program • coordinating community senior service resources

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Facilities Maint. 1 1 Worker/Custodian II Recreation Center Manager 1.0 1 Recreation Program Manager 2.0 2 Office Assistant .77 1 Facilities Supervisor .85 1 PT Bus Driver .93 1 Secretary II 1 2 PT Custodian 1.78 2 Part-Time Ombudsman .40 1 Senior Citizen Ombudsman 1 1

TOTAL: 10.73 13

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 398,349.00 $ 932,575.00 FY 2009-10 Actual $ 456,779.00 $ 977,739.00 FY 2010-11 Actual $ 518,371.00 $ 1,042,034.00 FY 2011 Budget $ 396,873.00 $ 926,878.00

5. What amount and percentage of the cost of service are recovered? 50%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

2 Page 261 of 467 Senior Services - Inspection of Senior Care facilities

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Rental increase and senior programming increase

8. Is there an alternative provider of this service? no

9. Opportunities for Innovation: no

10. Additional Information (if necessary): no

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 3 Cost Recovery 3 2 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 15 9

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 4 4 Environmental Sustainability 1 1 Strengthening Community 4 3

3 Page 262 of 467 City Council Goals 4 2 A Safe Community 4 2 TOTAL 17 12

4 Page 263 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Lighthouse Landing Complex

2. Service Description: Lighthouse Landing is a park and historic site located in northeastern Evanston along the lakefront. It shares a border with Lawson Park and also provides beach access. It features a former light house, historical society, greenhouse and arts center. There is a small parking lot on the site, and there is an effort to include a rotating public art piece on the grounds. The Lighthouse Landing Complex Committee was established to share information and facilitate cooperation and coordination among all the groups which have activities and responsibilities in the area around the Lighthouse. Additional information can be found in City resolution 26-R-88.

The last Lighthouse Landing Complex committee meeting minutes posted on the City’s Lighthouse Landing Committee’s website were from September 2010. At that time, there were several reports related to maintenance including weeding, a broken light, and basement leaking. Since September 2010 no further information is available.

There is a picnic area and a fire pit that generates some revenue through permits for the City. However, the picnic area is belongs to the Lighthouse Park District and not the City of Evanston.

Also, the expenses related to Lighthouse Landing are blended together in several business units that are shared with other programs. Therefore, compiling complete cost and revenue data is very difficult.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title N/A N/A N/A

TOTAL: 0

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual N/A N/A FY 2009-10 Actual N/A N/A 1 Page 264 of 467 FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

5. What amount and percentage of the cost of service are recovered? Without any data provided by PRCS, it is impossible to tell. However, the assumption is that 0% of the cost is recovered.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

The Lighthouse Landing Complex Committee was established to share information and facilitate cooperation and coordination among all the groups which have activities and responsibilities in the area around the Lighthouse. Additional information can be found in City resolution 26-R-88.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

There is no information or data on demand. However, the working assumption is that there is no change.

8. Is there an alternative provider of this service? Not Applicable.

9. Opportunities for Innovation: Opportunities for innovation do exist but require money to invest in facilities and equipment.

10. Additional Information (if necessary):

2 Page 265 of 467 There is little transparency in regards to Lighthouse Landing. Cost and revenue data is blended in with many different business units. This makes access to the data as well as analysis of the data impossible. However, even without adequate data outsourcing of at least the maintenance of Lighthouse Landing should be explored further.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 1 Cost Recovery 0 0 Increased Demand For Service 0 0 Reliance on City to Provide Service 0 0 TOTAL 1 1

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 1 Environmental Sustainability 1 1 Strengthening Community 1 1 City Council Goals 1 1 A Safe Community 1 1 TOTAL 4 5

3 Page 266 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Noyes Cultural Arts Center

2. Service Description: This Program information is for the Noyes Cultural Arts Center, which includes the rents for studio, rehearsal, classroom, performance and office space to professional artists and arts organizations, including the Piven Theatre Workshop, the Next Theatre Company, Art Encounter, The Actors Gymnasium, Light Opera Works, Theatre Zarko, and others. The center's 190-seat theater is rented on an hourly, weekly, or monthly basis. The center also has two galleries and two mid-sized (800-940 sq. ft.) studios that are rented by the hour. Rental activities include but are not limited to summer arts camps, theater productions, lectures, board meetings, auditions, receptions, and workshops. The Noyes Gallery exhibits works by emerging and mid-career regional artists; exhibits change bi-monthly. Noyes resident artists are required to provide in-kind community service in amount totaling at least 15% of the annual rent. Last year this program provided more than $90,000 in in-kind services benefitting students, seniors, and others in the community. Classes, workshops, and performances offered by Noyes Center resident artists and Cultural Arts Division-sponsored events, such as Arts & Humanities Month and Black History Month, draw thousands of people into the center.

TOTAL: 4.31 10

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 308,824.00 $ 362,077.00 FY 2009-10 Actual $ 331,249.00 $ 388,254.00 FY 2010-11 Actual $ 351,345.00 $ 407,835.00 FY 2011 Budget $ 285,600.00 $ 257,637.00

1 Page 267 of 467 5. What amount and percentage of the cost of service are recovered? 86%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Building is fully occupied

8. Is there an alternative provider of this service? Unknown

9. Opportunities for Innovation:

10. Additional Information (if necessary): Fleetwood-Jourdain Adult Black Theatre uses the facility (room space/theater) to conduct programs as an alternative to paying/renting space elsewhere (ie. no cost). Previously, the city paid $50,000 a year for rental space.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 2 Page 268 of 467 Cost Recovery 4 4 Increased Demand For Service 2 2 Reliance on City to Provide Service 1 1 TOTAL 7 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 3 Environmental Sustainability 0 0 Strengthening Community 4 3 City Council Goals 4 2 A Safe Community 3 1 TOTAL 14 9

3 Page 269 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Park Services/Recreation Maintenance

2. Service Description: The Park Service Unit includes the Recreation Maintenance Division and Park Rangers. Recreation Maintenance provides the maintenance of five public swimming beaches, the Dog Beach, the Greenwood Sailboard Beach, and the Dempster Street, field maintenance for athetic field which includes includes seeding, aerating, fertilizing, dragging and lining. Staff maintains: • 25 soccer fields/Lacrosse fields • Four football fields • 18 baseball fields

Park Rangers check all City of Evanston parks, the lakefront, and all community centers on a routine basis, seven days per week. In the summer,and fall months, there is one ranger scheduled each night. During the spring, summer and fall, when local youth sports organizations are using the parks for games, there is a ranger scheduled on Saturday and Sunday mornings to check park permits and to open and close restrooms. Special emphasis is given to the lakefront and other highly-used areas. Rangers inform patrons of regulations and ordinances and enforce the regulations when needed. Park rangers also contact the Evanston Police Department if needed.

Park Rangers also perform a much-needed service to the community; they are the eyes and ears of the Parks, Recreation and Community Services Department and the Evanston Police Department during their patrolling of City parks. Over the years, they have been instrumental in assisting patrons, identifying broken equipment, and monitoring special events. Park rangers are not sworn police officers.

Park Services also includes the utility expenses for park buildings and lights in a park.

Revenue reflected in the chart below is from Pooch Park passes and park permit fees.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Recreation Program Manager .25 1 Lakefront Sports Coordinator .20 1 PT Park Ranger 1 2 P/F Crew Leader 1 1 P/F Worker II 4 4 Supervisor, Sports/Rec Maint 1 1 1 Page 270 of 467

TOTAL: 7.45 10

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 16,384.00 $ 781,947.00 FY 2009-10 Actual $ 13,101.00 $ 754,841.00 FY 2010-11 Actual $ 62,209.00 $ 881,536.00 FY 2011 Budget $ 51,300.00 $ 831,459.00

5. What amount and percentage of the cost of service are recovered? 7%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Park maintenance is mandated by City of Evanston Ordinance.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in affiliated groups field space rental

8. Is there an alternative provider of this service? No

9. Opportunities for Innovation: For Field staff to have remote computer access in order to document work requests and findings.

10. Additional Information (if necessary):

2 Page 271 of 467

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 2 Environmental Sustainability 4 2 Strengthening Community 4 3 City Council Goals 4 2 A Safe Community 4 3 TOTAL 18 12

3 Page 272 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Robert Crown Community Center & Ice Rink

2. Service Description: Robert Crown Community Center The Robert Crown Community Center provides comprehensive recreational activities for all ages. These activities are designed to serve residents with diverse interests, such as sports, art, hobbies, and preschool learning. Leisure activities are scheduled at convenient times for each age group. The Community Center continues to coordinate programs with those of the adjacent ice center facility. Preschool Programs Preschool Gymnastics Drop-in Basketball Parent-Toddler Playtime Basketball Camp Creative Play Mini-Camp Take Two Mini-Camp Ballet Youth Programs Soccer Camp Karate Classes Adult Programs Surf & Turf Camp Pottery & Clay Sculpture Ballroom & Social Dance Classes Youth Ballet Dances Tai Chi Classes Hip Hop Gymnastics Yoga Classes T-Baseball Karate Sports Conditioning Basketball Camp Lacrosse Camp Magic Classes Open Gym Teen Programs The Robert Crown Community Center also accommodates early and late rentals for various events, including volleyball and soccer in the early mornings, and private parties and room rentals for group meetings in the late evenings. Regular private gym rentals include basketball six days a week, volleyball three days a week, soccer three days a week and cricket once a week. There is also a basketball league for fourth and fifth graders; 17 Evanston schools participate in this basketball program. The after-school program coincides with the District #65 school schedule and provides after-school care for youth during the school year and during vacation periods, such as Spring Break and Winter Break.

Robert Crown Ice Rink The Robert Crown Ice Rink building is open from 5:30 a.m. until midnight. Mondays, Wednesdays and Thursdays, with extended evening hours for rentals on the remaining days, providing a total of 168 hours of ice time per week. The Figure Skating School provides skating programs for over 500 participants age 2 through adult. On-ice class offerings include: Tot Learn to Skate, Child and Teen Learn to Skate, Adult Learn to Skate, advanced skating for children through adults, competitive skating, Ice Dance, and synchronized skating. Practice ice time for tots through advanced competitive skaters is also offered. Skating school off-ice classes, which are conducted in the multipurpose rooms at the center, include: ballet for skaters, Pilates, conditioning, and off-ice jump techniques. Theskating school also produces two ice shows per year and offers one skating competition per year.

1 Page 273 of 467 The Hockey Program provides both Learn to Play hockey classes and competitive leagues. House-league hockey programs skate nine hours per week. The Evanston Youth Hockey Association (EYHA) skates approximately 21 hours per week at the facility and has eight competitive league hockey teams In addition, adult open hockey is offered 8.5 hours per week. Evanston Speedskating Club, Chicagoland Metro North High School Hockey League and Northwestern University programs rents ice time.

The broomball program provides league play on the studio rink with 12 teams of 9 players each. Public skating is offered 12 times per week for a total of 18 hours to people of all ages and abilities. Many individuals and private groups rent ice time on both the main and studio rink for private use. School groups, including ETHS, skate at Robert Crown during the winter months as part of their physical education class curriculum.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Building Supervisor 1 1 Custodian II 1 1 Fac. Maint. Worker/CustII 1 1 Recreation Program Manager 1 1 After-School Supervisor .50 1 Preschool Instructor 2.10 5 Recration Aide .50 1 PT Custodian 1.60 3 Office Coordinator 1 1 Operations Coordinator 1 1 Recreation Program Manager 1 1 Robert Crown Manager 1 1 Clerk II .70 1 Office Assistant .91 1 Facilities Supervisor .90 2 PT Custodian .50 1 PT Bus Driver 1.15 3

TOTAL: 16.86 26

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 1,214,968.00 $ 1,936,010.00 FY 2009-10 Actual $ 1,149,575.00 $ 1,849,721.00 FY 2010-11 Actual $ 1,352,559.00 $ 1,853,720.00 FY 2011 Budget $ 889,685.00 $ 1,107,591.00 2 Page 274 of 467

5. What amount and percentage of the cost of service are recovered? 73%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in hockey and youth programs

8. Is there an alternative provider of this service? Possible Private operator for the ice rink.

9. Opportunities for Innovation: New facility will offer increased opportunities in programs and revenue.

10. Additional Information (if necessary): City is moving forward with the RFP process to build a new Crown Center.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 0 Cost Recovery 4 3 3 Page 275 of 467 Increased Demand For Service 4 4 Reliance on City to Provide Service 2 0 TOTAL 10 7

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 4 Environmental Sustainability 2 0 Strengthening Community 4 3 City Council Goals 4 3 A Safe Community 4 2 TOTAL 17 12

4 Page 276 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Special Events

2. Service Description:

This service area is responsible for reviewing, coordinating and making recommendation to the City Council on Special Events requests. In 2003 the City Council approved a Special Event Permit process. The purpose of this process is to better coordinate events, to establish a consistent process for individuals or organizations to submit event applications and to minimize potential negative effects that might result from the events. In 2010/11 there were approximately 50 events that were coordinated, Revenue is generated from application fees and reimbursement for city services, including permits.

According to the March 2011 memorandum from the Parks, Recreation and Community Services Department (PRCS), there are approximately 40 Special Events occurring in Evanston in 2011. These events are divided into three categories. First, there are City sponsored events such as the Ethnic Arts Festival and the Lakefront Arts Festival. Second, there are City co-sponsored events such as the Fourth of July Celebration. Third, there are community sponsored events such as Custer’s Last Stand, Fountain Square Arts Festival, and Strut for Strays. There is a Special Events Committee comprised of staff from each department to review, evaluate and monitor all special events requests in order to ensure the coordination and compliance of the conditions and requirements set forth in approving the events.

Most of these Special Events, such as the Polar Plunge, have less than 1,000 participants and provide approximately $100 in revenue directly from the special event application. There are five events with between 1,000 and 5,000 participants and eight events have more than 10,000 participants.

According to the March 16, 2011 Special Events Memo from the Director of PRCS, costs for city services provided for the community-sponsored events require 100% reimbursement from the sponsoring organization or event coordinator.

It is important to note that all of these special events require some level of City of Evanston involvement whether it includes special police services such as traffic management or special trash collection. In these situations it is very difficult to accurately determine all costs involved with these special events. For example, the Police Department special events related costs of approximately $361,000 incurred in FY 10-11 are very difficult to allocate to specific events.

1 Page 277 of 467 3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title N/A N/A N/A

TOTAL: 0

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 34,639 N/A FY 2009-10 Actual $ 47,678 N/A FY 2010-11 Actual $ 69,568 N/A FY 2011 Budget $ 37,000 N/A

5. What amount and percentage of the cost of service are recovered? Although the record keeping and bookkeeping of the events is very haphazard which makes it almost impossible to collect and analyze the data, there is some cost recovery. Usually it is the cost of the application fee of $100 for a special event permit. Rough estimate to percentage recovery is 10%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

The Special Events calendar listing the Special Events does go before Council to be approved.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

There is no information or data on demand. However, the working assumption is that there is no change.

8. Is there an alternative provider of this service? Yes, an outside service could provide this service.

2 Page 278 of 467

9. Opportunities for Innovation: Opportunities for innovation do exist but requires changes in departmental goals and policies including an emphasis on transparency and free flow and use of information for the betterment of the community.

10. Additional Information (if necessary): There is little transparency in regards to Special Events. Cost and revenue data is blended in with many different business units. This makes access to the data as well as analysis of the data impossible.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 0 1 Cost Recovery 4 4 Increased Demand For Service 3 3 Reliance on City to Provide Service 4 0 TOTAL 11 8

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 4 Environmental Sustainability 3 1 Strengthening Community 4 3 City Council Goals 3 2 A Safe Community 3 2 TOTAL 16 12

3 Page 279 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Special Recreation

2. Service Description: The Special Recreation staff provides services within its two branches of service: special recreation programming and inclusion. The Special Recreation section offers specialized recreational programs for individuals from age three through adulthood who have varying degrees of sensory, physical and/or developmental disabilities. Depending on the type or severity of a disability, staff-to-participant ratios can range from 1:4 to 1:1. The low staff- to-participant ratio ensures participant safety and allows for greater staff-provided assistance in order for participants to have a more active role during programs. Approximately 860 individuals from 131 different families participated in Special Recreation programs. All special recreation programs are adapted to fit the needs of all participants. Over two dozen different classes, camps and activities are offered each year. The programs are coordinated by staff who are trained to work with individuals with special needs.

The Inclusion program provides support services to qualified individuals with disabilities to assure equal access to all recreation programs offered through the City of Evanston Parks, Recreation and Community Services Department in the least restrictive and appropriate environment as required by the Americans with Disabilities Act (ADA). Services must be available to any qualified individual with a disability under Title II of the ADA. All public entities must take actions to assure that reasonable accommodations are available.

TOTAL: 2.46 7

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 63,294.00 $ 386,267.00 1 Page 280 of 467 FY 2009-10 Actual $ 67,883.00 $ 381,910.00 FY 2010-11 Actual $ 84,921.00 $ 376,001.00 FY 2011 Budget $ 71,002.00 $ 365,354.00

5. What amount and percentage of the cost of service are recovered? 23%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

ADA inclusion services are Federally mandated

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Special need population increasing, as well as interest to particpate in programming.

8. Is there an alternative provider of this service? none

9. Opportunities for Innovation: none

10. Additional Information (if necessary): With the resignation of the inclusion specialist, duties have been divided between the following: Special Recreation Division, Facility Management Division and Law Department.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 4 Cost Recovery 1 1 Increased Demand For Service 4 4 Reliance on City to Provide Service 4 0 TOTAL 13 9

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 2 Environmental Sustainability 2 0 Strengthening Community 4 3 City Council Goals 4 3 A Safe Community 4 1 TOTAL 14 9

3 Page 282 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Fleetwood-Jourdain Theater

2. Service Description: Fleetwood-Jourdain Theatre programs and productions increase community awareness of the performing arts. The theatre presents productions addressing the African-American experience, which creates a better understanding of that culture to the broader Evanston community. The program showcases talented local residents and provides a training ground for new artists and playwrights. The productions also fosters a sense of pride and enthusiasm in the participants and the audience members. Acting programs, rehearsals and shows are held in studio space and the theatre at the Noyes Cultural Arts Center.

TOTAL: 1 1

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual $ 18,212.00 $ 127,816.00 FY 2009-10 Actual $ 7,001.00 $ 85,772.00 FY 2010-11 Actual $ 2,648.00 $ 46,902.00 FY 2011 Budget $ 4,700.00 $ 116,221.00

5. What amount and percentage of the cost of service are recovered? 6%

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 283 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Increase in youth and senior components with hiring the full time program manager

8. Is there an alternative provider of this service? Unknown

9. Opportunities for Innovation:

10. Additional Information (if necessary): With the resignation of the theater manager, program was delayed. This is reflected in prior year revenue and expenses. Theater program uses Noyes for programming and theatre space (ie, no cost). Prior to relocating the program to the Noyes Cultural Arts Center, program and theatre space was rented for $40,000 to $50,000 per year.

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 0 2 Environmental Sustainability 0 0 Strengthening Community 4 3 2 Page 284 of 467 City Council Goals 3 2 A Safe Community 4 2 TOTAL 11 9

3 Page 285 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Youth Services - PRCS

2. Service Description: Provide support for a number of services that have a positive impact on the community and youth in Evanston. The Evanston Youth Engagement Iniative works to provide marketable job skills to youth, including training, job placement and opportunities to engage youth so that they positively impact their community. The Youth Engagement Program staff person manages the Summer Youth Employment Program and Youth Council, as well as works with the Police Department on youth crime prevention measures. In 2011, 167 youth were hired for positions with the City of Evanston and other agencies. Additonally, in the summer of 2011, the Recreation and Community Services Dept. (Youth Coordinator), along with other City staff and other orgainzations, implemented a number of free activities for youth and young adults to participate in, such as open gym, rollerskating, free swimming passes, etc.

TOTAL: 1.0 1.0

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual FY 2009-10 Actual FY 2010-11 Actual $95,884 FY 2011 Budget $405,464

5. What amount and percentage of the cost of service are recovered? $50,000 was donated by the Township specifically for the program.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other 1 Page 286 of 467

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The Youth Initiative Services has seen an increase in service and has been adopted as one of City Council's goals in order to improve the quality of life for young adults and reduce violence in the community.

8. Is there an alternative provider of this service? Unknown

9. Opportunities for Innovation: Continue to seek partnerships with private companies and grant funding for the programs.

10. Additional Information (if necessary): The Youth and Young Adult Training and Job Program was transfered to the Parks, Recreation and Community Services Department as of September 2010 ($291,067 in General Funds and $60,879 in CDBG funds). Therfore, the budget increased as a result of the program being transferred to the department.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 4 Cost Recovery 0 Increased Demand For Service 4 Reliance on City to Provide Service 3 TOTAL 11 2 Page 287 of 467

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 Environmental Sustainability 2 Strengthening Community 4 City Council Goals 4 A Safe Community 4 TOTAL 16

3 Page 288 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Water Distribution (BU 7115)

2. Service Description: This division repairs water mains and a portion of the customer service lines, replaces or adjusts service boxes and valve vaults, inspects and maintains fire hydrants, locations and measurements of services/mains for other utilities or contractors, operation of system elements in support of construction and maintenance by contractors or other City departments, snow plowing, snow removal around hydrants, and additions to the distribution system (short sections of water mains, valves, hydrants and new service taps).

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Plumbing Inspector .50 1 Distribution/Sewer Chief .50 1 Water Worker I 2 2 Water Worker II 1 1 Water Service Worker 2 2 Water/Sewer Crew Leader 3 3 Civil Engineer III 1 1 Water Distr. Supervisor 1 1

TOTAL: 11 12

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 1,271,249 FY 2009-10 Actual 1,197,073 FY 2010-11 Actual 1,327,661 FY 2011 Budget 1,260,157

5. What amount and percentage of the cost of service are recovered? 100% of cost of service is recovered through water sales. (see Water Operations, Business Unit 7100)

1 Page 289 of 467 6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Title 7, Chapter 12 (City Waterworks System) of the City of Evanston Code. Regulations regarding the operation of the system are controlled by Federal and State laws and enforced by the EPA.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The distribution system is mostly 80 to 100 years old with an expected useful life of 100 years increasing the need for maintenance on the distribution system. The current capital improvement program replaces approximately 1% of the system per year.

8. Is there an alternative provider of this service? Yes, we assume that the water distribution system could be sold to a privite entity.

9. Opportunities for Innovation: Use of alternate pipe materials in areas of corrosive soils to mitigate pipe deterioration and use of trenchless technologies to rehabilitate transmission mains.

10. Additional Information (if necessary): All revenues associated with this business unit are received and shown in Business Unit 7100, Water Operations.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 1 2 Page 290 of 467 Cost Recovery 4 4 Increased Demand For Service 3 3 Reliance on City to Provide Service 0 0 TOTAL 8 8

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 3 Environmental Sustainability 4 3 Strengthening Community 3 2 City Council Goals 2 2 A Safe Community 3 3 TOTAL 15 13

3 Page 291 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Water Filtration (BU 7110)

2. Service Description: The Filtration Division provides supervision for the operation of chemical storage facilities, chemical feed equipment, mixing and settling basins, and the filter and backwash system. Filter plant operators work rotating shifts, with one operator on duty at all times to monitor the operation of all treatment equipment, perform laboratory tests and make adjustments as needed to meet water demands that vary with the seasons, weather, and time of day. Maintenance personnel perform maintenance and repairs of 24 filters, chemical feeders, control equipment, motors, pipe systems and other related systems to provide reliable service. The buildings and grounds are also maintained by division personnel. Maintenance is performed twice per year on the flocculating equipment, settling basins, detention tanks and clear wells. Metropolitan Water Reclamation District of Greater Chicago user charges for basin sludge disposal are funded in this element. The Water Chemist monitors and tests the quality of the water at various stages of its treatment. Dutch Elm cultures are also analyzed by the Chemist for the Division of Parks and Forestry.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Chemist 1 1 Filtration Chief 1 1 Water/Sewer Mechanic 3 3 Microbiologist 1 1 Water Maint. Supervisor 1 1 Water Worker I 1 1 Water Worker II 1 1 Water Plant Operator 5 5

TOTAL: 14 14

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 35,509 1,944,712 1 Page 292 of 467 FY 2009-10 Actual 19,993 2,214,043 FY 2010-11 Actual 50,000 2,487,978 FY 2011 Budget 49,980 2,138,628

5. What amount and percentage of the cost of service are recovered? 100% of the cost of service is recovered through water sales (see Water Operations, Business Unit 7100). The revenue shown above is for the polyphosphate used by the Northwest Water Commission.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Title 7, Chapter 12 (City Waterworks System) of the City of Evanston Code The supply of water to the Village of Skokie is mandated by contract and Resolution 8- R-97 sets forth a 20 year agreement. The supply of water to the Northwest Water Commission is mandated by contract, which was approved by City Council in May of 1981. The provision of potable water to the residents of Evanston, as well as the wholesale water customers, is regulated by the USEPA and promulgated by the IEPA-Title 35 of the Illinois State Code "Public Water Supplies"

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The demand for water and the advent of efficient water conservation devices (toilets, shower heads, washing machines) as well as improved recommendations for irrigation have resulted in a decrease in demand for water. Actual pumpages throughout the midwest have dropped approximately 17% in the last 10 years.

8. Is there an alternative provider of this service? Yes. The City of Evanston could elect to shut down the water treatment facility and purchase water from the City of Chicago. Water service could also be provided by selling the facility to a private water company and purchase water from this entity.

9. Opportunities for Innovation:

2 Page 293 of 467 The installation and use of membrane technology for the filtration of the water could result in both better quality of finished water and also a reduction in the physical footprint of the equipment necessary to treat the water.

10. Additional Information (if necessary): All revenue for the Filtration Division is tracked in Business Unit 7100 (Water Operations) with the exception of phosphate sales to the Nowrthwest Water Commision by contract. The phosphate is required by law to be added to the water to inhibit corrosion.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 1 Cost Recovery 4 4 Increased Demand For Service 1 1 Reliance on City to Provide Service 0 0 TOTAL 6 6

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 2 3 Environmental Sustainability 4 4 Strengthening Community 3 2 City Council Goals 2 2 A Safe Community 3 3 TOTAL 14 14

3 Page 294 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Water Meter Maintenance (BU 7120)

2. Service Description: This division establishes accounts for new customers, reviews water usages prior to billings, prepares special billings for air conditioning, fire services, backflow prevention devices, and storm water control devices; resolves billing issues, maintains water meters and remote meter reading equipment, shuts off water for delinquent payment, locates boxes and shuts off water for plumbing repairs, collects water samples for mandatory water quality testing and performs JULIE locates. This business unit also provides funding for the testing of meters to the wholesale water customers.

TOTAL: 2 2

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 341,754 FY 2009-10 Actual 337,999 FY 2010-11 Actual 337,701 FY 2011 Budget 320,115

5. What amount and percentage of the cost of service are recovered? 100% of cost of service is recovered through water sales. (see Water Operations Business Unit 7100)

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 295 of 467 Title 7, Chapter 12 (City Waterworks System) of the City of Evanston Code. Regulations regarding water metering are controlled by Federal and State laws and enforced by the EPA.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

Staffing changes in the City Collector's office have resulted in increased workload.

8. Is there an alternative provider of this service? Yes, the whole billing process could be outsourced.

9. Opportunities for Innovation: With the replacement of the Automated Meter Reading (AMR) system, increases in smart metering capabilities could be provided.

10. Additional Information (if necessary): All revenues associated with this business unit are received and shown in Business Unit 7100, Water Operations.

Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 1 Cost Recovery 4 4 Increased Demand For Service 3 3 Reliance on City to Provide Service 0 0 TOTAL 8 8

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) 2 Page 296 of 467 Economic Viability 3 3 Environmental Sustainability 4 4 Strengthening Community 3 2 City Council Goals 2 2 A Safe Community 0 0 TOTAL 12 11

3 Page 297 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Water Operations (BU 7100)

2. Service Description: Provides adminstrative oversight for the water treatment plant, water distribution system, billing operations and the sewer conveyance system. This includes planning, budgeting, training, safety management, and engineering.

TOTAL: 4 4

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 13,878,743 12,197,211 FY 2009-10 Actual 12,742,603 12,836,777 FY 2010-11 Actual 14,318,343 14,318,343 FY 2011 Budget 14,629,303 17,887,642

5. What amount and percentage of the cost of service are recovered? 100% of cost of service is recovered through water sales. However costs for capital improvements are not completely covered by water sales.

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

1 Page 298 of 467 Title 7, Chapter 12 (City Waterworks System) of the City of Evanston Code The supply of water to the Village of Skokie is mandated by contract and Resolution 8- R-97 sets forth a 20 year agreement. The supply of water to the Northwest Water Commission is mandated by contract, which was approved by City Council in May of 1981. The provision of potable water to the residents of Evanston, as well as their wholesale water customers, is regulated by the USEPA and promulgated by the IEPA-Title 35 of the Illinois State Code "Public Water Supplies".

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

9. Opportunities for Innovation:

10. Additional Information (if necessary): All revenue and expenses for the Water Division which include Business Units 7100 (Administration), 7105 (Pumping), 7110 (Filtration), 7115 (Distribution) and 7120 (Meter) are accounted for in this information sheet.

2 Page 299 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 1 Cost Recovery 4 4 Increased Demand For Service 1 1 Reliance on City to Provide Service 0 0 TOTAL 6 6

3 Page 300 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Water Pumping (BU 7105)

2. Service Description: The Pumping Division operates the six low lift pumps which take water from the intake system and pump it to the treatment plant, and the eight high lift pumping units which pump the finished treated water to the distribution system. Water plant operators, working rotating shifts on a weekly basis, provide around-the-clock supervision. The water/sewer mechanics maintain and repair the pumping units, hydraulic and electric controls, instruments, electric switch gear, standby engines, heating plant, pipe systems, building and grounds. The Pumping Division also operates and maintains four booster pumping stations with seven pumps, two 4.9 million gallon storage tanks, one 5 million gallon storage tank, and one 7.5 million gallon storage tank. This element also provides pumping to the Northwest Water Commission and remotely controls an in-line booster station with three booster pumps and control valves at the Northwest Water Commission reservoir.

TOTAL: 11 11

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 2,380,075 FY 2009-10 Actual 2,284,009 FY 2010-11 Actual 2,653,657 FY 2011 Budget 2,270,869

5. What amount and percentage of the cost of service are recovered? 1 Page 301 of 467 100% of the cost of service is recovered through water sales (see Water Operations, Business Unit 7100).

6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Title 7, Chapter 12 (City Waterworks System) of the City of Evanston Code The supply of water to the Village of Skokie is mandated by contract and Resolution 8- R-97 sets forth a 20 year agreement. The supply of water to the Northwest Water Commission is mandated by contract, which was approved by City Council in May of 1981. The provision of potable water to the residents of Evanston, as well as their wholesale water customers is regulated by the USEPA and promulgated by the IEPA-Title 35 of the Illinois State Code "Public Water Supplies".

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

9. Opportunities for Innovation:

10. Additional Information (if necessary):

2 Page 302 of 467 All revenue for the Pumping Division is tracked in Business Unit 7100 (Water Operations).

3 Page 303 of 467 City Services & Program Information FY 2012 Budget Planning

1. Name of Service: Sewer Operation (BU 7400)

2. Service Description: Performs sewer maintenance on 148 miles of combined sewer main, 48 miles of relief sewer main and 18 miles of storm sewer main as well as over 14,500 drainage and manhole structures. Cleans 1/3 of the combined sewer system pipe and drainage structures annually. Repairs or replaces deteriorated pipe or structures. Close circuit televise sewer mains to determine condition and prioritize work. Responds to basement flooding and street / alley concerns. Performs inspection of outfalls in accordance with NPDES and MS4 permits. Oversees and assists contractors hired to perform larger sewer maintenance projects such as CIPP sewer rehabilitation and large diameter sewer cleaning.

3. Employees delivering the service (add additional rows if necessary): Job Title Full-Time Equivalents Number of Employees per (list one title per row) (FTE) per Job Title Job Title Distr./Sewer Chief .50 1 Engineering Associate II 2 2 Plumbing Inspector .50 1 Water Worker I 2 2 Water Worker II 3 3 Water/Sewer Crew Leader 4 4 Sewer Supervisor 1 1

TOTAL: 13 14

4. Financial Information:

Year Revenues Expenditures FY 2008-09 Actual 14,145,569 8,725,626 FY 2009-10 Actual 13,938,492 17,082,436 FY 2010-11 Actual 17,162,050 16,988,230 FY 2011 Budget 19,711,393 17,056,215

5. What amount and percentage of the cost of service are recovered? 100% of cost of service is recovered through water sales.

1 Page 304 of 467 6. Is the service mandated? If so, please check the mandating agency and provide additional information regarding statute number, ordinance, resolution, etc.

Local State Federal Other

Title 7 Chapter 13 (City Sewer System) of the City of Evanston code. Regulations regarding the operation of the system are controlled by Federal and State laws and enforced by the EPA.

7. Has there been a change in demand for this service? Check the appropriate box below and provide an explanation.

Increase in demand Decrease in demand No change

The sewer system is mostly 80 to 100 years old with an expected useful life of 100 years. The Long Range Sewer Improvement Program addressed the inadequacy of the combined sewer system to handle storm water, but it did not address the age and need to rehabilitate / replace the existing combined sewer system.

8. Is there an alternative provider of this service? Yes, we assume that the sewer conveyance system cold be sold to a privite entity.

9. Opportunities for Innovation: Continued use of different methods of trenchless rehabilitation which are generally less expensive than replacement using the cut and cover method. Municipal aggregation contracts for larger maintenance activities not performed by in-house employees.

10. Additional Information (if necessary): Of the $17M sewer budget, $14M (83%) is for debt service associated with the Long Range Sewer Improvement Program. Only $1.67M is for sewer operations.

2 Page 305 of 467 Department Score Budget Team Score Basic Program Attributes: (0-4 Scale) (0-4 Scale) Mandated Program 1 1 Cost Recovery 4 4 Increased Demand For Service 3 3 Reliance on City to Provide Service 4 0 TOTAL 12 8

Department Score Budget Team Score Priority Results: (0-4 Scale) (0-4 Scale) Economic Viability 3 3 Environmental Sustainability 4 4 Strengthening Community 3 2 City Council Goals 2 2 A Safe Community 3 3 TOTAL 15 14

3 Page 306 of 467 Table of Contents Service Change Idea Evaluations

TAB Youth Service Program - Evanston Police Department # 1 pg 308 Proper Employee Classifications for Work Done/Salary and Benefits # 2 pg 312 Model for All Classifications Proper Employee Classifications for Work Done/Salary and Benefits # 3 pg 312 Model for All Classifications Fees and Charges for Services # 4 pg 313 Enforcement of All Code Ordinances # 5 pg 315 Use of Shared Services # 6 pg 319 Special Events # 7 pg 325 Alcohol Sales at City Facilities # 8 pg 331 Increased Collection of Money Owed to the City # 9 pg 334 City of Evanston Volunteer Program # 10 pg 337 Public and Government Cable Access Program # 11 pg 342 Cost of Citywide Cell Phone Use # 12 pg 345 Parking Enforcement/Parking Fees Program # 13 pg 348 Proposal to Explore Outsourcing School Crossing Guard Program # 14 pg 353 Accounting, Purchasing, Payroll (Contract In/Out) # 15 pg 357 Information Technology # 16 pg 362 Properties Exempted from Property Taxes # 17 pg 366 Minority, Women and Evanston Business Enterprise (M/W/EBE) Program # 18 pg 368 Community Intervention / Emergency Housing Program # 19 pg 372 TIF/Economic Development Fund Use Analysis # 20 pg 377 Evaluation of Department-wide Efficiences - Police # 21 pg 381 Evaluation of Department-wide Efficiences - Fire # 22 pg 383 Community Health Initiatives # 23 pg 385 Evaluation of Department-wide Efficiences - Library # 24 pg 388 City Vehicle Fleet Program (Contract In/Out) # 25 pg 390 Street Maintenance Program - Street & Alley Maintenance # 26 pg 394 Refuse, Recycling, Yard Waste, and Street Sweeping # 27 pg 398 City Alley Maintenance and Improvement Program # 28 pg 409

Page 307 of 467 Engineering and Street Light Services (Contract In/Out) # 29 pg 416 Recreation Program Fee Analysis # 30 pg 421 Forestry Services (Contract In/Out) # 31 pg 424 Parks Maintenance (Contract In/Out) # 32 pg 434 Noyes Cultural Arts Center Building # 33 pg 441 Lighthouse Landing # 34 pg 446 Evanston Ecology Center # 35 pg 448 Chandler Newberger Community Center # 36 pg 452 Identify Space for Rental - Civic Center # 37 pg 457 Evaluation of Department-wide Efficiences - Utilities # 38 pg 461 Water Sales to Other Communities # 39 pg 463 Merge Public Information in Parks & Recreation with Citizen Engagement # 40 pg 464 /Public Information in the City Manager's Office

Page 308 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Joe McRae, Assistant to the City Manager

Subject: Service Change Evaluation Report

Date: July 20, 2011

1. Item: #1 Youth Service Program – Evanston Police Department

2. Definition: Determine what resources would be needed to achieve citywide youth service objectives.

3. Outcome: Reallocation of existing staff and resources currently assigned to youth initiatives, including youth outreach and youth employment.

4. Cost to provide service:

Year Cost of Service FY 2010-11 Actual $1,057,518* FY 2011 Budget $949,784*

*This is the budget for the entire EPD Juvenile Bureau. Please note that this report only pertains to the positions regarding Youth Services, not the entire division.

5. Description of how service is currently provided:

Page 309 of 467 The Police Department has a Juvenile Bureau which is where their youth services programs reside. Relative to Youth programs and initiatives, the Bureau includes 2FTE for Youth Service Advocates and 2 contract positions (each at 20hrs per week) that serve as Outreach Workers.

Youth Service Advocates: Currently EPD has 1 full time employee and 2 part time employees (0.5FTE each) that handle the Restorative Justice program, youth counseling and coordination of mandatory community service projects for youth.

Outreach Workers: Currently 2 contract part time employees are tasked to engage disenfranchised and at-risk youth in more constructive activities and build rapport with them. They connect youth with available resources such as free Safe Summer activities. These workers interact with youth in their respective neighborhoods and provide valuable feedback to the Police Department about current or potential issues regarding Evanston youth.

6. How do other communities provide this service? Most of our neighboring communities have separate Library and Park Districts and therefore do not provide Youth services directly. They refer youth issues to non- profits organizations or other governmental entities for services. Evanston is an urban community, which makes a significant difference in the services that need to be provided to youth. Evanston has a greater demand for youth services, particularly for disenfranchised youth, than several of the neighboring suburbs and has to meet the diverse needs of a urban community.

The City of Chicago, which has similar demographics in terms of disenfranchised or at-risk youth, provides youth services through their Department of Family and Support Services. City programs provided include after-school programs, mentoring programs and subsidized childcare programs. They also provide referral services to youth focused non-profits for various activities, counseling, and job training opportunities.

7. Potential efficiencies / cost-saving ideas:

Page 310 of 467 The only way to save costs in this EPD program would be to eliminate the youth service advocate and outreach worker positions, which in turn would eliminate the service. However, I would not recommend the elimination of the service as it provides vital insight to the Police administration in their efforts to enact an effective community policing strategy. The increase in youth violence in recent months warrants the City to maintain staff in this area to due to growing concern in the community.

There is potential to transfer the 2 youth outreach workers to PRCS to work more closely with the Youth Coordinator position. However, to do this effectively, it would require a comprehensive work plan that would outline the goals for youth initiatives, engagement and outreach be created in advance along with the standards for communication between the Police and PRCS.

It should also be noted that the Mayor is currently creating a Task Force that will meet for the next year to evaluate Youth services provided by the City and in the community to create a comprehensive strategy to address youth issues. Task Force appointments will go before the City Council on August 8, 2011. By convening the appropriate City departments and community organizations, the Mayor hopes to develop more effective services for middle school, high school and young adults (age 18-25) by pooling resources.

8. Contract-in opportunities: There are no opportunities to contract-in services.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: There are existing non-profits agencies such as the Moran Center and the Youth Job Center that engage youth and prepare for them jobs. However, their capacity to provide many of the services that the City currently provides (through EPD and PRCS) is limited. Partnering with these and other non-profits and faith-based organizations would be a better avenue, which is the purpose of the Mayor’s Task Force.

10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 311 of 467 If the outreach and youth service advocates were outsourced, the Police Department would lose some ability to coordinate appropriate response to youth issues in a timely fashion. Often times, these youth workers are sent out first to assess situations regarding youth and provide valuable feedback and insight to Police administration. This helps Police administration determine how best to respond to each particular situation. Without these positions, that insight is lost.

It is important for the Police Department to have a tangible relationship and build rapport with Evanston youth, particularly at-risk youth. These outreach workers allow the Police Department to interact with high risk youth in a non-threatening manner, which builds rapport and aides in community policing efforts.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: It is necessary to see the results of the PRCS portion of Youth Services to make a comprehensive decision. However, I believe that this topic should and will be explored more thoroughly by the Mayor’s Task Force on Youth and Young Adults. This group will evaluate both City and community youth resources and provide feedback to City Council on how best to serve youth by linking available resources to youth in need in the most effective and efficient ways possible.

Therefore, my recommendation is to allow the Mayor’s Task Force the opportunity to review the issue of Youth Services in depth and provide recommendations which will allow for more informed decisions about how to provide youth services City-wide.

Page 312 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Joellen C. Earl Cheryl Chukwu, HR Manager

Subject: Service Change Ideas - #2 and #3 – Recommendation #1

Date: July 18, 2011

The definition for Service Change Ideas #2 and #3 is as follows:

2 and 3) Proper Employee Classifications for Work Done/Salary and Benefits Model for All Classifications - Determine what employee classifications need to be updated and develop timeframe to complete. Develop a salary and benefits model for City employees based on arbitrated comparables and public sector counterparts of similar size employers in Illinois.

For Service Change Idea #2, it is proposed to look at several position classifications throughout the City in the following Divisions and Service Areas:

City Manager’s Office; Finance Division; Crossing Guards; Revenue Office; Information Technology; Community and Economic Development; Fire and Life Safety Services; Health Department; Parks, Recreation and Community Services; Police Department; Public Works; and Utilities.

It is proposed that several reorganizations occur, primarily in the administrative service areas of all of the functions listed. Examples include better coordination of procurement and accounts payable functions. In addition, exploring outsourcing some additional service areas, such as Crossing Guards, is suggested.

For Service Change #3, a comprehensive survey will be completed as preparations for collective bargaining commence. Three collective bargaining units have expiring contracts this year – AFSCME, Fire and Teamsters. Any changes to wages, hours or conditions of employment will need to be negotiated with the City’s organized employees so information must be gathered prior to commencing the sessions.

Recommendations regarding service area consolidations will be presented through the budget development process with input from all affected Departments.

Page 313 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Martin Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

1. Item: Fees and Charges for Services

2. Definition: Create a list of fees to determine if appropriate.

3. Outcome: Consolidate and increase certain fees.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

5. Description of how service is currently provided: Please see attached list. Since this is a list of fees the service is provided differently depending on the department and the individual fee.

6. How do other communities provide this service? Other communities provide the service in a similar way. However, no other communities, aside from Chicago, have as many fees.

7. Potential efficiencies / cost-saving ideas:

Page 314 of 467 Potential efficiencies and cost-saving ideas include consolidating as many fees as possible which would make administration much more efficient.

8. Contract-in opportunities: No contract-in opportunities have been identified.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Depending on the fee some application of the fees could be provided by an outside vendor. This would be especially true in the zoning and permit function of the Community and Economic Development Department.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: N/A

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further:

The City of Evanston system of fees is cumbersome and some of the fee amounts are inadequate. Therefore, the City should explore the possibility of consolidating as many fees as possible to make the system more efficient and easier to understand, follow and administer. Furthermore, certain fees should be increased so that the fees appropriately follow what the market and other communities charge. Lastly, the full fee analysis will be included in the proposed budget and that the survey to communities will start soon.

Page 315 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Shanee Jackson, Management Analyst/Volunteer Coordinator

Subject: Service Change Evaluation Report

Date: June 28, 2011

1. Item: Enforcement of All Code Ordinances

2. Definition: Review City Code with affected Departments to determine which ordinances are not being enforced and why.

3. Outcome: Enforce all City ordinances as intended and collect fines as appropriate.

4. Cost to provide service:

Year Cost of Service FY 2010-11 Actual FY 2011 Budget

5. Description of how service is currently provided: Currently the City Code enables designated staff, to enforce the City Code and Illinois State statute. Designated staff routinely inspects, notice, and act on citizen complaints of code violations based upon the authority of the City Code, adopted by the Council. The City Code is enforced by means of mandating compliance of permits, fees, and code requirements. A penalty fine amount is assessed for non- compliance. Violators of the City Code can either be fined a penalty by the City Manager and/or department Director or be summoned to an Administrative Adjudication Hearing where the fine and penalty will be assessed.

Page 316 of 467

6. How do other communities provide this service? Most communities in Illinois enforce the City Code by means of a routine inspection process, acting on the receipt of complaints, and implementing a systematic permitting process.

Also, many neighboring municipalities have implemented Administrative Adjudication to help enforce code compliance violations cited by inspections/City staff.

7. Potential efficiencies / cost-saving ideas: Potential efficiencies and cost-saving ideas are the following: - assess court fees that account for staff time of enforcing City Code; - contract inspectors that focus on the enforcement of establishments dwelling units every 2 year, to comply with ordinance; - develop a systematic process for ensuring that staff time and cost are recovered by developing procedural steps for inspection, enforcement, adjudicating, and fine collection.

8. Contract-in opportunities: - Business license enforcement and permit for all businesses. Develop Fee Schedule that references Code Section and fee (Schaumburg). - Hire a PAL (Permit and Licensing) Administrator that can develop and maintain a systematic City-wide process for Permit and Licensing enforcement.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Yes, this service could be provided by an outside vendor. B&F Technical Code Services, Inc. is a certified and licensed vendor that can perform inspections. An RFP that would provide the community statistics of complaints vs routine inspections is necessary when determining the cost of outsourcing this service. Cost estimates could be determined based upon part-time hourly rates of an inspector or by means devised contract which would outline code enforcement services requested by the City.

10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 317 of 467 - Lack of knowledge of current City Code as adopted by the local jurisdiction; - Loss of service history, due to high turnover due to contract negotiation; - Lack of service credibility from residents;. - Risk of contractor failure; - Loss of City control and accountability for City Code enforcement; - Fraud and abuse of enforcement program; -Frequent change in contract management staff and policies can affect the municipal budget based upon cost overruns, quality management, and performance problems; - Civil litigation

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further:

Based upon my review and evaluation of implementing a service change to Code Enforcement with the City of Evanston, I find that the City is very responsive to enforcing the City Code, however needs to implement a routine and procedural inspection schedule for enforcing particular City Code ordinances pertaining to Community Development and Fire inspections. Both departments strive to inspect and enforce City Code on a routine basis, but lack the staff needed to accommodate the complaints driven inspections and routine inspections on a daily basis.

City staff currently lacks the technology necessary in providing a cost-effective code enforcement process, which would reduce the inspection and administrative time needed in processing the initial notice of a violation, re-inspection, and defending of notices of violations in Administrative Adjudication. Staff time should be considered by Administrative Adjudication Hearing Officers when issuing fines and penalties when the code has been enforced by staff.

I propose that Section 1-4-1(A): General Penalty of the City Code be amended to increase the minimum penalty amount from $10 to $25 for each day the code provision is found to have been violated. Increasing the fine amount will account for at least 1 ½ hr of staff time allocated to enforcing the code. Also, I propose the adoption of a “uniform schedule of administrative costs and enforcement costs” per Section 1-4-1(B) of the City Code that accounts for administrative time allocated per case. Based upon 3,228 citations issued in FY10-11 of, we can estimate a revenue increase to the General Fund of approximately $32,280 yearly if an administrative fee was accessed per ticket.

Currently most Property Standards citation fines are turned over to a collection agency and a lien is placed upon the property with the Recorder of Deeds at $38 per lien. I propose that only citations of $100 or more be filed as a lien with the Recorder of Deeds, to ensure that the City recovers its cost to the case. Also, by enforcing section 11-1-17(F) of the City Code the City can deny City services for unpaid debt or fines owed to the City, which is approximately $1,411,375.67. Statistics show that 53% of all 3

Page 318 of 467 outstanding fines due to the City form Administrative Adjudication have been collected. I propose that the City implement an amnesty program for the remaining $1,411,375.67 owed to the City with the objective of collecting 25% of debt amounting to $352,843.92.

Key Code Enforcement Revenue Generators: Community & Economic Development - Enforce Section 3-31-6 License Fees Ordinance, $500 per day for violation - Enforce Rental Building Registration, $342,136 yearly in licensing fees - Enforce Section 5-8-7 Penalties for each day that any building is not registered as a rental building

Fire -Inspect establishments based upon ordinances and procedural protocol.

- Decrease the number of tow refunds given by Administrative Adjudication, by considering if the City Code was enforced - Update Police Key, to assist Patrol Officers of City Code violations

Health - Enforce Lead ordinance - Adopt Geo Thermal Well ordinance which would include a permitting fee and inspection process.

Police - Adopt Underage Consumption of alcohol ordinance

PRCS - Enforce the collection of tree preservation permit fees - Enforce Chapter 8 of City Code Trees and Shrubs

Enforcement of the City Code relies on the resources available to the City per department such as staff, administrative processes, and equipment. The current number of staff available to enforce the City is unable to systematically enforce the City Code due to the economy and continue to balance its resources according to the community needs.

Page 319 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Matt Swentkofske, Intergovernmental Affairs Coordinator

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: Use of Shared Services

2. Definition: Determine what City services can be provided by partnering with neighboring juristictions, Northwestern University, Districts 65 and 202, and the hospitals located in the City.

3. Outcome: Achieve efficiency and strengthen relationships with neighboring juristictions, Northwestern and hospitals

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual FY 2011 Budget

5. Description of how service is currently provided:

Page 320 of 467 Northwestern University: Current Shared Use services include Evanston Police Department (EPD) and Northwestern University Police (NUPD) cooperating on a variety of law enforcement efforts including seatbelt enforcement, NUPD augmenting EPD on certain traffic enforcement (at no cost to Evanston resident), investigation cooperation and certain municipal law enforcement (revenue generated from tickets written by NUPD go directely to the City of Evanston). NU and the City of Evanston have participated in joint salt purchases which lowered the overall cost. NU contributed $90,000 to the City's salt dome project. NU has contributed $500,000 for the purchase of a COE Fire and Life Safety Truck. Additionally, NU and COE have joint cooperation on pedestrian safety and traffic signals on Sheridan Road.

School Districts 202 and 65: The City of Evanston and both School Districts take part in a joint City/ School Committee working together to address areas of concern. Currently, the City provides the school with daily crossing guards and uniformed police officers. Additionally, the school districts participate with the City on salt purchases for winter snow removal

Other Municipal Governments: This year the City has partnered with other Northshore and northwest communities under the municipal partnership initiative spearhead by the Village of Glenview to contract for crack sealing. The following communities are participating in the purchase: Glenview, Morton Grove, Wilmette, Winnetka, Skokie, Glencoe, Buffalo Grove, Highland Park and Lincolnshire. As a result of the partnership, the responsive and responsible low bidder, North Suburban Asphalt Maintenance was awarded the contract based on a price of $0.997 per pound. The City paid $1.66 per pound in 2010 and $1.23 per pound in 2009. The City will be spending $50,000 on the crack sealing contract this year.

St. Francis and Northshore Hospitals: The City of Evanston partnered with both hospitals as part of the Federally Qualified Health Center application and both will be intregral partners as the project moves forward. The City Health department has ongoing conversations with the hospitals regarding the health of the community.

6. How do other communities provide this service?

Page 321 of 467 Communities throughout the North Shore and region are exploring ways to better serve their residents while saving money. Every community is different and makes decisions based on their communities interests.

For example, the Village of Willmette has its own crossing guards, parking enforcement and street maitenence program, but outsources its vehicle insurance, snow removal and part of its Information Technology program.

The Village of Schuamburg also has its own crossing guards and parking enforcement, but does more outsourcing for public health, payroll and some tree removal. The Village also completely outsources tree planting and 75% of capital projects.

The Village of Skokie also has its own crossing guards, parking enforcement, alley maitenence program, but contract out for Parkway tree trimming amd are members of the GIS Consortium; a group of local communities working together to develop geographic information systems (GIS) solutions.

7. Potential efficiencies / cost-saving ideas:

Page 322 of 467 Northwestern University - Create a joint pilot program with the University improving street lighting in areas with off-campus student housing with both sharing costs. -Further explore covering COE Fire and Life Safety service costs associated with calls on campus without threatening the University's tax exempt status. -Explore sharing of facilities that fit within the mission of both organizations like the City salt dome.

School Districts 65 and 202 - Further explore partnership ideas, like salt purchasing, that will save both entities money for necessary expenses. Possibly include the school disctricts in joint bidding with other communities.

St. Francis and Northshore Hospitals - Explore a data sharing plan between the hospitals and the City that will allow the City to become the data clearing house as it used to be. This will allow the City to better assess and address the health of the community.

Other Municipal Governments - Examine the possibility of contracting for Audit Services in concert with other municipalities saving both communities thousands of dollars. -Develop a list of 3-5 joint bidding opportunities with other communities for FY2012 and seek out municipal partners. -Explore the City of Evanston joining the GIS Consortium.

8. Contract-in opportunities: The Village of Skokie indicated a willingness to discuss whether the COE could providing services to the Village in regards to parking enforcement, crossing guards, Engineering and Street Light Services, Street Maintenance and Alley Maintenance. Schuamburg and Willmette were not interested. The City of Evanston and Northwestern University are working together on a variety of projects including the salt dome and projects relating to lighting near off-campus housing. The hospitals and school districts do not have opportunities relating to contracting-in.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate:

Page 323 of 467 As surveys from other communities indicate, numerous city services can be provided by outside vendors including: -Accounting, Payroll, Purchasing -Information Technology and GIS - The GIS Consortium -Refuse, Recycling and Yard Waste - Schuamburg Contracts out all-Republic -Parkway Tree Trimming- Nels Johnson Tree Experts -Maitenence of Traffic signals and arterial street lights-Home Town Electric -Community Health Center-Erie Family Health Care

10. Please provide a list of intangible benefits that would be lost if service was outsourced: While there are numerous opportunities for the City of Evanston to outsource a variety of services, residents will lose the ability to directly influence the resolution of disputes with those outside agencies. For example, if the the city further outsourced waste collection and a pick up was missed the resident would need to resolve the missed pick-up with the corporation, not the City. While saving money, outsourcing leads to less of a connection residents have with the services cities' provide.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further:

Page 324 of 467 The City of Evanston has some opportunities to share services with all the entities outlined above, but working with other municipalities remains a challenge. The City should pick a few areas of concern (2-3) that might benefit from shared purchasing with other communities. The City should then seek out communities who are working on similar challenges and form a cooperative as Glenview did with crack sealing. The City should not be limited by geography, but seek out whatever communites want to partake. The City should focus its efforts as it did with state/federal/regional priorities.

Evanston needs to keep working with Northwestern University on sharing both services and facilities. The idea of working with NU on street lighting near off-campus housing and the salt dome are great examples of the two organizations addressing problems both need to solve. The City needs to explore more opportunities to help save the school districts and City money as well. Including them in joint project bidding could be a way to save both money. The City should work with the hospitals to get access to their anonymous patient data. This will allow the City to understand what medical issues are affecting their residents on a global level and will allow the city to plan on how to deal with the health issues..

Page 325 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Division Manager

Subject: Service Change Evaluation Report

Date: July 21, 2011

1. Item: Special Events

2. Definition: Create a list of Special Events sponsored by the City and all associated costs.

3. Outcome: Consider if City support of Special Events should continue and if so, at what level.

4. Cost / Personnel to provide service: See attached. Full-Time Year Cost of Service Equivalents FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

5. Description of how service is currently provided: According to the attached memorandum from the Parks, Recreation and Community Services Department (PRCS), there are approximately 40 Special Events occurring in Evanston in 2011. These events are divided into three categories. First, there are City sponsored events such as the Ethnic Arts Festival and the Lakefront Arts Festival. Second, there are City co-sponsored events such as the Fourth of July Celebration. Third, there are community sponsored events such as Custer’s Last Stand, Fountain Square Arts Festival, and Strut for Strays. There is a Special Events Committee comprised of staff from each department to review, evaluate and monitor all special events requests in order to ensure the coordination and compliance of the conditions and requirements set forth in approving the events.

Page 326 of 467 Most of these Special Events, such as the Polar Plunge, have less than 1,000 participants and provide approximately $100 in revenue directly from the special event application. There are five events with between 1,000 and 5,000 participants and eight events have more than 10,000 participants.

6. How do other communities provide this service? Other communities do provide this service, but to a much lesser degree than Evanston. For example, every neighboring community has a Fourth of July Celebration, but do not have four arts festivals annually. Wilmette directly sponsors their July 4th events.

7. Potential efficiencies / cost-saving ideas: Considering the difficulty in obtaining accurate information on the actual cost to the City of the Special Events, more transparent and concise record keeping and event accounting would enable a more thorough analysis possible. Further, this would reduce administration time and related costs.

8. Contract-in opportunities: Since this is a very specific service for a single community and its residents, it would be difficult to contract-in this service for other communities.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: For City-sponsored special events, these services can be provided by an outside vendor. For example, the Fourth of July Parade/Fireworks and the Garden Fair are Special Events partly managed by non-City entities. There may be opportunity for event planners to plan and manage many, if not all, of the City-Sponsored events.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Customer service and quality control are two important intangible benefits that would likely be lost if this City provided service would be outsourced.

Page 327 of 467 11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Most special events only bring in $0 to $100 even though there is some City of Evanston involvement and cost. Therefore, it would reasonable to charge a fee for all special events and have a minimum fee of $150-$250 for any special event.

Again, because of the difficulty in accurately determining City of Evanston costs in relation to Special Events, more transparent and thorough record keeping procedures and options should be explored. More accurate data would allow for better analysis and benefit the City of Evanston and its residents.

Attachment – List of City Sponsored Events, City Co-Sponsored Events, and Community Sponsored Events

City of Evanston

2011 Special Events

Community Amount # of # of Net Cost Sponsored Paid By participants visits To City Special Events Sponsor

Polar Plunge 300 2 $100 $0 Neighborhood 250 1 $100 $0 way of the Cross YEA Festival 3,000 1 $100 $0 Walk & Roll 400 1 $100 $0 North Shore Relay for life 400 1 $100 $0 Haven School 300 1 $0 $0 Festival

Nichols School 500 1 $0 $0 Walkathon

MC 200 Relay 200 1 $100 $0 (Midwest Relay)

Ride and Stride 500 1 $100 $0 for Wishes

Page 328 of 467 Community Amount # of # of Net Cost Sponsored Paid By participants visits To City Special Events Sponsor Family Focus 500 1 $100 $0 Gospel Fest

Central St Art 200 3 $100 $0 Fair It's Thursday, 350 6 $0 $0 Let's dance

Evmark Summer 10,000 3 $100 $0 Sidewalk Sale

Chicago/ Dempster 725 3 $100 $0 Summer Sidewalk Sale

History Center 300 1 $100 $0 Ice Cream Social

Rotary Int'l Picnic 350 1 $100 $0

Taste of Armenia 250 1 $100 $0

YMCA Campout 150 2 $100 $0

Soap Box Derby 75 1 $100 $0 Big Bite Nite 1,000 1 $100 $0 Memorial Day 150 1 $0 $0

Veterans day 150 1 $0 $0

Menorah Lighting 50 1 $0 $0 Kwanzaa 50 1 $0 $0 Lighting North Shore 1,800 1 $0 $0 Century Holiday Tree 250 1 $100 $0 Lighting 4

Page 329 of 467 Community Amount # of # of Net Cost Sponsored Paid By participants visits to City Special Events Sponsor Strut for Strays 200 1 $150.00 $0

NU 10,000 2 $880.65 $0 Commencement

Custer's Last 70,000 2 $2,923.40 $0 Stand

Fountain Square 20,000 2 $2,117.37 $0 Art Festival

Ricky Byrdsong 3,000 1 $4,062.83 $0 5K Race

Haitian Picnic 300 1 $1,437.00 $0 under the sun

Grand Prix Bike 20,000 1 $13,024.69 $0 Race YMCA Triathlon 500 1 $716.19 $0 Evanston 150 1 $140.00 $0 Appreciation

NU Homecoming 5,000 1 $4,286.13 $0 Parade Total 151,350 52 $31,538 $0

Page 330 of 467 City Co- Amount # of # of Net Cost Sponsored Paid By participants visits To City Events City

Fourth of July 10,000 1 $52,172.95* $52,172.95 Parade/Fireworks

Garden Fair 300 3 $300.00 $300.00 Total 10,300 4 $52,473 $52,472.95 *Amount provided by PRCS

Amount City Sponsored # of # of Net Cost Paid By Events participants visits to City City Ethnic Arts 25,000 2 $51,010 $18,660 Festival Lakeshore Arts 20,000 2 $72,364 $0.00 Festival Bike The Ridge 1 $10,000 $10,000.00

Total 45,000 5 $123,374 $28,660

Total Direct Expense of $81,132.95

Special Events

Page 331 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Shanee Jackson, Management Analyst/Volunteer Coordinator

Subject: Service Change Evaluation Report

Date: July 8, 2011

1. Item: Alcohol Sales at City Facilities

2. Definition: Determine if alcohol can be serve at City facilities and parks.

3. Outcome: Consider offering alcohol at City facilities if legal feasible.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual 0 FY 2011 Budget 0

5. Description of how service is currently provided:

Page 332 of 467 The ordinance permits the service and consumption of beer, wine, and alcohol at Chandler-Newberger Center, Robert Crown Community Center/Ice Rink, Ecology Center, Evanston Arts Center, Noyes Cultural Arts Center, Levy Senior Center, Fleetwood Jourdain Community Center, and the Evanston Public Library.

6. How do other communities provide this service? Most communities either permit the consumption of on their City facilities or through the park district. Skokie does not permit the consumption of alcohol in their facilities or parks.

Special or temporary licenses are issued from the Liquor Commissioner/Mayor.

7. Potential efficiencies / cost-saving ideas: Amend the ordinance to strike the requirement that Chandler-Newberger, Robert Crown, and Fleetwood-Jourdain Community Center be closed to the public during the service of beer, wine, and alcohol. This restriction limits the potential facility rentals and liquor license issued. Staff proposes that the Dram Shop amount of $3,000,000 be enforced and amend the ordinance to require BASSET Training to the applicant and server.

Including a gratuity fee to Block party permits that stipuate alcohol will be served.

8. Contract-in opportunities: None.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate:

Page 333 of 467 No. by ordinance the Liquor Commissioner/Mayor is responsible for the administration of the Liquor Code.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: N/A

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Based upon my finding, the service of permitting alcohol consumption and service at City facilities is generates over $5,000 in revenue to the City. Staff does not recommend extending the permission to consume or serve liquor by means of a license or permit to parks or beaches, due to the possibility of increased nuisances, increase in litter and debris which result in an increase of labor costs.

As noted earlier, I would recommend the amendment of the City Code to remove time constrictions from particular City facilities, since the restriction limits the potential facility rentals and liquor license issued. Staff proposes that the Dram Shop amount of $3,000,000 be enforced and amend the ordinance to require BASSET Training to the applicant and server.

Lastly, I recommend staff consider the service of permiting alcohol at block party by adding a gratuity fee. Currently, the consumption of alochol is now granted with no financial benefit to the city to account for the possible liability.

Page 334 of 467

Memorandum

To: Wally Bobkiewicz

From: Rickey A. Voss, Parking/Revenue Manager

Subject: Idea # 9 – Increased Collection of Money Owed to the City – Rickey Voss

Date: June 17, 2011

Purpose

To determine funds owed to the City and any opportunities to increase collections.

Outcome

To maximize collection efforts to ensure that all funds owed to the City are being collected in a timely manner.

Types of Funds Owed and Current Collection Methods

1) Parking Citations – Outsourced through Duncan Solutions • Tiered notification system (four) ; • Enhanced fines by penalty; • In-house (sub-contracted) secondary collection process.

2) Hearings and Adjudication (other than parking citations) • After final determination if not paid within 35 days file information furnished to MSB, Inc., a City contracted agency for secondary collection processing.

3) Ambulance Service Billing (Fire Department) • Uses Andres Medical Billing; • Tiered notification system (three); • Sent to MSB, Inc., a City contracted agency for secondary collection processing.

4) Alarms (Fire Department) • Send out annual bills; • Secondary notice indicating past due (no time frame); • No late fee;

Page 335 of 467

• Legacy accounts have been sent to MSB, Inc., a City contracted agency for secondary collection processing.

5) Building and Inspection Services (Rental Building Registration Program) • Annual Invoice – Based on current records; • No secondary notification; • No enhancement in the form of late fees; • No mechanism for failure to pay (secondary collections).

6) Utilities (Water) • Tiered notification system (seven); • Late fee assessed; • Water shut off schedule; • Failure to pay final bill, sent to MSB, Inc., a City contracted agency for secondary collection processing.

7) Law Department (Damages and Claims) • Third party administrator, CCMSI; • Liquor License – Annual bill, if not paid cannot be issued State license; • Liquor Tax – Monthly, second notice includes small late fee.

8) Library • Tiered notification and collection system provided by Unique Management, Inc.; • Late fees.

Recommendations

The following are recommendations based on successful practices currently being employed by Departments within the City.

1) Form partnerships with third party vendors or internalize software that provides the following processes to be followed throughout. Currently collections involving parking citations, water, ambulance billing and adjudication have tiered processes in place and are effective.

2) The central theme of the aforementioned process is notification, time limits, late fees and secondary collection agencies. • A series of notifications, reminders and automatic reminders set to a specific timetable as determined by each Department and or ordinance; • Late fees for failure to comply with notices; • A method and process to notify a contracted secondary collection firm.

By establishing these processes, Building and Inspection Services (Rental Building Registration Program), and Fire Department (Alarms) would have a data base in place to provide reminder notices, establish late fees for non-compliance and use contracted secondary collection services currently contracted by the

Page 2 of 3 Page 336 of 467

City. For example Building and Inspection collections to budget ratio over the past three (3) years averages 50%.

3) Enhance collections of outstanding parking citations, currently at 87%, via the immobilization (boot) process by reducing the mandatory boot eligible citations from five (5) to three (3). In a report from Duncan Solutions this would increase the number of eligible plates from 7,640 to 8,832. In terms of revenue potential this would represent an opportunity to increase potential revenue to by almost $300,000.

4) The consideration to report accounts that are not satisfied after numerous attempts to collect to Credit Bureaus. The City can define the criteria that would make the citizen eligible for credit bureau reporting. This form of final attempts to maximize secondary collection efforts is used throughout the secondary collection industry.

Page 3 of 3 Page 337 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Matt Swentkofske, Intergovernmental Affairs Coordinator

Subject: Service Change Evaluation Report

Date:

1. Item: City of Evanston Volunteer Program

2. Definition: In order to more effectively place volunteers with opportunities throughout City Departments, City government will have to better adapt and be more flexible regarding use of volunteers to supplement city services.

3. Outcome: Maximize use of volunteers to complete city services.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual 1.0 FY 2011 Budget 1.0

5. Description of how service is currently provided: Under the direction of the City of Evanston Volunteer Coordinator, potential volunteers sign-up through the city website and complete the Volunteer Application Form. The application process is quite easy and user friendly using a series of drop-down menus as well as some brief data-entry. An important part is that all potential volunteers coordinated through this process will undergo a background check for any criminal activity, when working with seniors and children. People or groups of people can find a specific volunteer opportunity just right for them by choosing from a variety of outlined positions. These are in addition to the more traditional Boards, Commissions and Committees where many residents currently serve in a variety of capacities. Once you

Page 338 of 467 have expressed an interest you will be contacted within two weeks regarding volunteer opportunities.

Possible opportunities via the City of Evanston Volunteer Coordinator include the following: Civic Center Greeter, Clean-up Volunteer, Community & Econ. Dev. Volunteer, Library Computer Instructor, Dental Clinic Volunteer, Mayor's Safe Summer Volunteer, MRC Health Professional, MRC Clerical Support, MRC Security Volunteer, MRC Transportation, MRC Childcare Volunteer, Public Works Recycling Fair, Ice Skating Assistant (Robert Crown), Office Helper (Robert Crown), After School Program Volunteer, Evanston LTC Ombudsman Volunteer (Levy Center), Let's Move Music Video Participant, and Helper Library, Community Organization Maintainer, Library Materials Withdrawal Volunteer, Library Program, Publicity Assistant, Levy Senior Center Gift Shop Clerk, SHIP Counselor, Summer Reading STOP Assistant, Tech Support Aide, Evanston Health Initiative Fundraising Committee, Evanston Police and Fire Foundation, Evanston Plan2030 Working Group Member, Evanston Plan2030 Stakeholder Group Member, Animal Services Boards, Committees, and Commissions, Community Services Cultural Programs, Environmental/Sustainable Farmer's Market, Fire Prevention Forestry, Greeter/Guide Health Services, Library, Media Public Relations Neighborhood Planning, Office Support, Parks & Recreation, Public Safety Research/Analysis, Senior Services , Special Events, Special Needs Technical Assistance, Language Translator, and Youth Outreach.

In addition to the City's official volunteer program, various departments within the City of Evanston offer a numerous amount of volunteer activities for residents. These have been on-going for years and in various capacities. Volunteer efforts include the Evanston Fire and Life Safety Department's Community Emergency Response Team (CERT) Corps which provides citizens training in basic disaster response skills, the Parks, Recreation, and Community Services using high-school aged volunteers to run a March Madness basketball tournament for grade-school children at Chandler as well as using environmentally minded residents to work at the Public Work's Electronic Recycling program.

The City is currently undertaking a program to integrate all volunteer opportunities throughout City services to better serve residents and address needs that must be met.

6. How do other communities provide this service? The City of Naperville has a volunteer pilot program where one volunteer works to coordinate volunteer opportunities throughout the City. This person acts as a liaison with one person from each city department to obtain information about upcoming events and work together to allocate volunteer resources for that event. Additionally, the Naperville Police Department Police Explorer program provides young men and women age 14-21 the opportunity to “explore” a career in law enforcement by volunteering with their local police department. The Naperville Police Department Explorer Post provides over 3500 hours of volunteer labor by providing security and traffic control at many community events.

Page 339 of 467 The City of Elgin has some limited volunteer opportunities mostly at its Hawthorne Hill Nature Center. After receiving training from City staff, volunteers restore natural areas, greet visitors, assist with office work, care for trails, assist with programming, building or sew hands-on activities for visitors and monitor wildlife.

The City of Peoria has over 300 committed volunteers who play an important part in shaping Peoria’s future as members of commissions and committees assisting the City Council and administration in developing policies and services. This is much like Evanston residents who serve on the City's boards and commissions.

Union City California Police Department is fortunate to have a number of volunteers providing a number of valuable services. Volunteers contributed over 4,000 hours of services to the Department through a reserve police officers program. The entry level is called a "Level III" reserve police officer. A reserve officer may perform limited support duties such as traffic control, security at parades and sporting events, and parking enforcement. With this training, the level II reserve officer may perform general law enforcement duties while under the direct supervision of a full-time police officer. A "Level I" reserve officer requires 664 hours of state-mandated training. With this training the level I reserve officer can do general law enforcement duties and can operate independently as a police officer.

The City of Tempe, AZ has a municipal volunteer program that tries to connect citizens to their City government through opportunities to serve within the Tempe municipal government organization and the community. Volunteers serve in Tempe government offices, programs, facilities, and expand and enhance the services the city is able to provide to the community.

The City of Oak Park’s Park District has numerous volunteer opportunities geared toward people who would like to help care for a local park under the guidance of a park steward. Duties may include planting, plant care, tree monitoring, educational activities, special events, or general maintenance. Additional volunteer activities are available at the Oak Park Conservancy, Frank Lloyd Wright Races, Cheney Mansion, coaching at the community centers, and the historic Pleasant Home.

The City of Longmont, CO has numerous volunteer activities for residents including service on boards and committees, participating as a tour guide at the Longmont Museum, monitoring various activities through their volunteer Handicap Parking Patrol which educates the public about handicap parking laws, ensures that handicap parking spaces are available for disabled residents and occasionally issue citations for violating the handicap parking laws.

The Santa Clara County (CA) Fire Department Volunteer Division supports the emergency and non-emergency needs of the Department. Therefore, the Volunteer Division is comprised of two levels: one for emergency response and the other for non- emergency support and administrative details.

Page 340 of 467 7. Potential efficiencies / cost-saving ideas: • Option 1: Design and focus 2/3 permanent volunteer opportunities within each of the City's 11 departments to address specific needs that 1) save City staff time and 2) save City money. Also each Department should have goals of getting/tracking volunteer hours and have one person designated to be a liaison with the City Volunteer Coordinator.

• Option 2: Explore expanding volunteer citizen opportunities to police and fire services (as outlined by other communities above) allowing public safety officers to focus more time on their core services.

• Option3: Separate volunteer opportunities from internship opportunities; internship opportunities involve office work and gaining experience for a future career, while volunteer activities are out in the field. Develop a value for how much time and money the city has saved with interns.

8. Contract-in opportunities: The City of Evanston has numerous volunteer opportunities throughout all departments. It is critical that all departments are integrated in this process and actively cooperate with the overall volunteer philosophy of the City.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: N/A

10. Please provide a list of intangible benefits that would be lost if service was outsourced: N/A

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: The challenge the City faces now is integrating the existing volunteer programs within various City departments with the effort of the City's Volunteer Coordinator. One obvious benefit of integration is ensuring that all City volunteers undergo a criminal background check. Another is better use of volunteers throughout the City as a whole, ensuring that volunteers are participating in all activities that they want to be a part of. Additionally, using volunteers more strategically in different departments could possibly lead to a reduction in unnecessary overtime, saving precious revenue. A potential challenge of integrating to a more centralized volunteer structure is the possible loss of volunteers who continuously give their time to certain departments. Additional use of more volunteers in capacities of traditional City staff can be seen as a threat to existing jobs or possibly run counter to collective bargaining agreements. Finally, it is change. Anytime a new system is put into place, people tend to resist. Therefore, the greatest challenge is to get people to accept changes that make the system as a whole better.

Page 341 of 467 Volunteers are a critical resource for the City of Evanston that in many respects remain untapped. The City should explore focusing volunteers on projects that individuals will find rewarding like the many summer festivals, farmers markets, recreational activities, while retaining office work for City interns. Focusing these efforts on two or three activities within each department may lead to better understanding of the opportunities as well more cooperation. Additionally, each department using volunteers should appoint one City employee to be a liaison with the City Volunteer Coordinator to better coordinate volunteers throughout the organization. Public safety departments should explore further integrating volunteer/auxiliary branches that can be trained and used to augment their forces in times of need or for other ordinary services.

Page 342 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Erika Storlie

Subject: Service Change Evaluation Report

Date: July 1, 2011

1. Item: 11. Public and government Cable Access Program

2. Definition: Reevaluate relationship with Evanston Community Media Center and determine if $300K current budget can be spent elsewhere

3. Outcome: Provide Public and Governmental access in a more cost effective manner.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual 208,971 0 FY 2011 Budget 172,431 0

5. Description of how service is currently provided:

Page 343 of 467 We currently pass a portion of our Cable Franchise Fee revenue & all of the PEG Fees that the City collecs from Comcast and ATT to the Evanston Community Media Center to provide public access programming for the City of Evanston.

6. How do other communities provide this service? Some communities including Arlington Heights, Schaumburg, Skokie, Wilmette and Oak Park utilize Comcast Regional Public Access. Wilmette has 1.5 FTE funded direclty from the franchise fees to conduct this service for the village.

7. Potential efficiencies / cost-saving ideas: One cost-saving idea currently being undertaken is moving ECMC equipment and operations to vacant space in the Evanston Service Center. This will eliminate the rent cost that ECMC is currently paying for their space.

8. Contract-in opportunities: This service has the potential to be insourced. If ECMC moves their equipment and operations to the service center but still cannot fundraise enough to remain solvent then the City of Evanston could potentially hire on some ECMC staff to be city staff to continue operations.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: An outside vendor is currently providing this service.

10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 344 of 467 The service is currently outsourced

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Findings support a further reduction in the funding level for ECMC. Providing rent- free space to ECMC in the Service Center would eliminate one of their most substantial expenses. If their fundraising efforts fall short and they cannot continue their operations with limited funding from the City it is recommended that we take over their operations as a city function.

Page 345 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Shanee Jackson, Management Analyst/Volunteer Coordinator

Subject: Service Change Evaluation Report

Date: July 8, 2011

1. Item: Cost of Citywide Cell Phone Use

2. Definition: Determine how much of the City's cell phone program can be eliminated.

3. Outcome: Minimize the use of City issued cell phones.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual 154,199.51 FY 2011 Budget 34,568.58

5. Description of how service is currently provided:

Page 346 of 467 A City-owned cell phone or monthly stipend may be authorized if an employee meets at least one of the following criteria:

- The job function of the employee (during normal working hours) requires considerable time outside of the assigned office or work area and it is important that the employee is accessible during this time;

- The job function of the employee requires them to be accessible outside of scheduled or normal working hours;

- The job function of the employee requires data and internet access wirelessly and/or outside normal working hours.

6. How do other communities provide this service? Othert municipalities budgets reveal that Police, Fire, and Public Works are usually financed by the City.

7. Potential efficiencies / cost-saving ideas: - Elimante cell phone stipend program for all City staff. - City should finance only Police, Fire, and Department Head cell phones - Provide push-to-talk devices for PRCS, Public Works, and Utilities frontline workers. - Elimante coment-tracker

8. Contract-in opportunities: N/A

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate:

Page 347 of 467 Yes, currently

10. Please provide a list of intangible benefits that would be lost if service was outsourced: N/A

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: My recommendation is to eliminate the cell phone program entirely for City staff, and provide basic communication options for front line staff.

Page 348 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 13, 2011

1. Item: Parking Enforcement / Parking Fees Program

2. Definition: Determine the most cost effective way to provide parking enforcement services and how best to maximize revenue from parking fees.

3. Outcome: Provide parking enforcement in the most cost effective manner possible and maximize fees associated with violations.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $1,178,122 14.00 FY 2011 Budget $1,033,874 12.00

5. Description of how service is currently provided: This business unit is responsible for monitoring on-street parking and parking lots throughout the City. This monitoring involves the manual/visual review of parking meter, pay-by-space, and permit parking. Actual expenses for Fiscal Year 2010-11 totaled approximately $1.2M. While all of these costs are included in the General Fund, it is important to note that Parking Enforcement Officers (PEOs) provide Services to the Parking Fund as well.

The City is currently waiting for a meter audit report and recommendations for upgrading, implementing and a time schedule for upgrades using a combination of pay 1

Page 349 of 467 by space, pay and display and single head meters that accept payment with credit card. Change out could result in a staff reduction (meter collector/repair) of one full-time equivalent (FTE) position based on the following: • Dealing with less coin; • Reduced number of meters for repair (service/maintenance agreements if appropriate); • Reduced costs for armored car services (reduction in use of coin).

6. How do other communities provide this service? See supplemental report.

7. Potential efficiencies / cost-saving ideas: Staff has identified several potential cost-saving options related to parking enforcement:

• The introduction of an Automated License Plate Recognition (ALPR) system will improve efficiencies on the enforcement end. Enhance timed enforcement, scofflaw recognition and eventually sticker and permit enforcement. There are additional applications that can be added later to include the placement of an ALPR system on street sweeping apparatus that will reduce the need for parking officers to enforce, which is a time consuming process and freeing them up for other enforcement activities that can be neglected during the process.

• The outsourcing of the Crossing-Guard Programming eliminating the need to provide coverage during absenteeism. Could consider reducing Admin Support by .50 FTE or sharing FTE with another Division/Department.

• As mentioned earlier, meter collections and repairs and armored car fees will become more cost effective with the introduction of advance technologies (i.e., pay stations, etc.).

8. Contract-in opportunities: There are limited contracting-in opportunities for parking enforcement based on the following conditions: • Used for additional duties other than enforcement (i.e. special events, traffic control, assist Police Department, Crossing-Guard Program); • Too many variables with all the special activities that the PEOs are asked to participate in, towing of vehicles, immobilization activities, etc. and time to service the other communities. • That being said, mainstream PEO activities could be achieved with neighboring communities but the following issues would need to be resolved: o Shared software/compatibility o Variable regulations o Hours of operations

Regarding meter maintenance and collection:

Page 350 of 467 • With a detailed collection schedule and with new technology (meter, etc.) for a fee, staff could offer their services to surrounding Communities (Skokie, Wilmette) for the collection and repairs of their meters. • Staff use must be limited to just collection and repair, so they can address other duties assigned in Evanston (i.e. hooding requests, removal and replacement of meter equipment, assist in other duties related to the parking garages, snow plowing, lot maintenance, etc. • Enforcement Limited application. Will be dedicated to meters only, no additional duties if need (traffic control, special events, parking complaints, etc., profit driven with discretionary powers as limited by need to produce. • Joint Parking Deck/lot management

Possibility exists if the program can bring under one umbrella a management piece for lot permits and a daily maintenance program for all surface lots. If successful in design and implementation can reduce the need of lot maintenance crews for surface lots which currently consist of 5 FTE positions assigned to Public Works (currently used to supplement other duties positions in PW) and bring the total package under one management firm.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Staff has asked CPS (current deck vendor) to locate the initial proposal and forward to attach for informational purposes. In addition I have attached a copy of the CPS rate analysis presented to the Transportation/Parking Committee on April 27, 2011.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: The City may experience higher snow and ice control costs as evidenced by the latest RFP completion and contract which began on May 1, 2011. Average recommended costs for snow removal on the parking decks was approximately $31,000 annually. Staff can accomplish this for approximately one-third of the costs. Deicing chemicals are approximately the same price but the City gains tax advantage on purchases. In addition, CPS porter staff is responsible for cleaning the entrances and sidewalks adjacent to the parking garages.

The City would offer less parking flexibility during difficult economic times. Such flexibilities include loss of holiday free parking programs, loss of future discounted rates for employees and other incentives.

Outsourcing may result in higher parking rates that could impact shopping in downtown. Currently the City basically subsidizes (construction through TIF) the parking decks and meter program which allows below market rate structures. Risks of outsourcing would be: • Higher garage rates based on market demand rate structures. • Higher meter rates to support an outsourced meter enforcement and/or collection process. • Enforcement techniques based on profit margin not total community needs. 3

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11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: The most effective way to provide a more efficient parking enforcement procedure is through the improvement of technology and the realignment of additional duties through outsourcing specifically related to Crossing Guard activities. With the addition of an Automated License Plate Recognition (ALPR) system (hopefully three units), the ability to cover larger areas in less time for timed enforcement, immobilization program and eventually integrating permit and wheel tax modules, will offer officers relief by taking less time for these enforcement practices and allow more time to seek other areas of enforcement which can be neglected due to the inability to complete these tasks in a timely manner. Future considerations would need to include ALPR for street sweeping apparatus that would allow staff to review photo images and mail a violator a citation without the use of parking enforcement officers.

The City needs to continue to evaluate fees related to meters, parking decks and citation revenue. The last increase in parking fines and meter rates was in 2006. A report related to garage and meter rates conducted by CPS Parking has been attached to provide a guideline and recommendations.

Upgrading meters in the form of new technology needs to be implemented as soon as possible. By placing electronic meters and pay stations that accept credit card, coin, with the capability of cell phone and other electronic means of payment will not only provide a friendlier user base, but allow the City to regulate times, fee structures (special event rates), reduce overall handling of cash (coin), fewer stations to maintain and as credit card use increase a possible reduction in fees from Armored Car companies that currently pick up and count coin for deposit (a meter audit and upgrade recommendations has been conducted by APT and will be available in mid-July).

Outsourcing opportunities have already taken place in the management of our Downtown Parking Structures. Additional opportunities related to outsourcing the maintenance of our surface lots and monitoring permit programs could be researched as a possibility, allowing one firm to handle all those items under one umbrella. However, costs could be a factor when taking into consideration of snow removal and other fees associated to keeping these lots available to permit holders, 24/7. Current parking deck savings for snow and deicing activities are handled with current City staff at a much reduced cost as compared to recommended expenses by our contracted management firm, CPS.

Currently meter collections are efficient in that the staff also assists in other tasks such as snow removal and duties that are associated with the Downtown Parking Garage. If new technologies are adopted, future efficiencies could be realized by less staff time to collect, fewer meters to address and reduced costs for coin verification. Reaching out to collect and maintain meter equipment for other communities is a possibility with limitations.

Outsourcing part or all services can have negative effects in perceptions, costs and behavior. For example higher costs for snow removal of the parking decks was 4

Page 352 of 467 discovered during the recent Garage Management Contract when the majority of the competing firms quoted prices for snow removal at up to three times the cost for internal staff to complete. The City would lose flexibility in providing parking relief through programs such as the current special parking rate on the upper levels of Sherman Plaza and Maple Garages, special holiday free parking programs and other incentives that could be developed to encourage shopping and businesses in Evanston. With outsourcing normally come higher rates that are based on market norms. This could discourage shopping, commuting and other investment strategies in Evanston. The unfortunate reality is that the value that the City main gain in outsourcing could possibly be outweighed by a private firm that has to keep profits in mind to remain competitive but alienate residents and business owners.

In summary, continued use of newer technology for on and off street parking will reduce the number of parking enforcement and possibly maintenance personnel needed to operate our systems. We envision the potential to reduce personnel by one or two staff over the next two years. At approximately $60,000 per employee, this could result in savings of $120,000.

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Memorandum

To: Wally Bobkiewicz, City Manager

From: Joellen Daley, Director of Administrative Services Rickey A. Voss, Parking Manager

Subject: Proposal to Explore Outsourcing the School Crossing Guard Program

Date: June 22, 2011

SUMMARY

The City of Evanston has provided School Crossing Guards and numerous locations for over 30 years, assisting Evanston School District 65 and 2 Parochial Schools in their efforts to provide safer street crossings for their pupils. The City currently budgets $361,744 for seasonal salary expenses and $1,000 for needed supplies (safety vests, stop signs, rain gear, etc).Currently the expenses for the program are paid through the General Fund.

The program currently staffs 43 selected corners. There are 49 seasonal staff members, 46 of which are assigned to the 43 selected crossings and 3 substitutes. The current rate of pay is $8.50 per hour with a guarantee of 2 hours per shift (morning, afternoon) throughout the entire school year to include holidays or approximately $7,000 per year per staff member. The program is overseen by the Parking Manager, with the daily operational oversight conducted by the Parking Enforcement Coordinator and staff. The Human Resources Department provides administrative support related to hiring, advertising and processing of candidates. In addition, Parking Enforcement Officers provide substitution for crossing guard absences when needed.

In March of 2009, it was learned that the Village of Carol Stream entered into a contract with Andy Frain Services to provide crossing guards for their community. The purpose was to provide a professional staff of crossing guards and relief City staff of the logistical burden of providing and monitoring the program.

In exploring the possibility of adopting a like program, the following needs of the City and School District were taken into consideration. • Budget and Expenditures

Currently the 2010/11 Budget to maintain 49 crossing guards is $361,744 for seasonal pay and $1,000 for equipment. This basic cost does not indicate other costs incurred to support the program. Administrative costs provided by the Parking Coordinator and staff of 10 hours per week for 36 weeks (360 hours or approximately $19,000 annually). The annual administrative cost provided by the

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Human Resources Department is equal to 1 hour per week for 52 weeks (52 hours of approximately $3,120). Substitutions provided by Parking Enforcement Officers can range from 15 – 30 hours per week during the 36 week school session. The approximate hourly wage with benefits for a PEO is $35.00. Costs related to providing a PEO as a substitute would add an additional $26.50 per hour cost ($14,310 - $28,620) per year. Based on parking data from 9/1/2009 through 5/31/2010 Parking Enforcement Officers issued approximately 6.52 tickets per hour worked at an average fine of $22.75 per citation. Based on a collection rate of 84% the per hour revenue generated by a PEO would be approximately $124.60. Revenue loss for hours of substitution could range from $67,284– $134.136. Unemployment benefits during the summer months totaled $11,511 from July 1, 2010 through September 30, 2010.

The overall cost to fund and support the School Crossing Guard Program can range from $486,969 - $568,131 inclusive of all related costs to manage the program.

2010/11 Crossing Guard Budget $371,744 Parking Staff (Admin) * $19,000 Human Resources $3,120 Parking Enforcement $14,310 - $28,620 Revenue Loss (Tickets) $67,284 - $134,136 Unemployment Benefits $11,511 *Admin Reduction of .50 FTE or more could be considered. Total projected costs: $486,969 - $568,131

The proposed single-source vendor, Andy Frain Services, proposed the following cost and managing practices for the crossing guard program: FY2010 - $16.69 per hour per existing City of Evanston Crossing Guard transferring to Andy Frain – team member pay rate will be $10.25 an hour per actual days worked (currently 176).

FY2010 - $16.69 per hour per new hire to support the City of Evanston Crossing Guard account – team member pay rate will be $10.25 an hour

FY2011 – no invoice increase

FY2012 – August 2012 a 2.75% invoice increase

CROSSINGS: – currently an estimated 46 spots

BILLING HOURS: – will be invoiced for the timed worked – will need to add an approximately $16.69 per hour for the account Supervisor (minimum of 6 hours a day) and Field Supervisor (minimum of 6 hours a day) to the Frain team to support the account.

PERSONNEL: TBD – currently an estimated 46 crossing guards

Page 2 of 4 Page 355 of 467

OUTSOURCING ADVANTAGES - SAVING CITY of EVANSTON ON:

EQUIPMENT – Frain would assume existing inventory of Crossing Guard equipment from the City of Evanston

DAILY SCHEDULING AND COORDINATION PAYROLL EXPENSE FICA & MEDICARE WORKMAN’S COMP UNEMPLOYMENT INSURANCE LIABILITY TRAINING FIELD SUPERVISON RECRUITMENT HIRING PROCESS, INCLUDING BACKGROUND CHECKS BENEFITS SUBSTITUTES WILL NOT COME FROM THE CITY’S WORK FORCE THE POSSIBLE REDUCTION OF .50 FTE (OR THE POTENTIAL TO SHARE THE FULL FTE WITH ANOTHER DIVISION/DEPARTMENT)

Based on the current school year and assuming the retention of 46 crossing guards, for 176 school days 38 crossing guards would be paid for (1 hour per shift) 2 hours per day at $16.69 per hour (approximately $223,250 annually). 8 crossing guards work would be paid for (1.50 hours per shift) 3.0 hours per day at $16.69 per hour (approximately $70,500 annually). During summer school, 6 guards are used for 30 days, 2 hours per day at $16.69 per hour (approximately $6,100 annually). Adding the expense of the supervision and account supervisor of approximately $35,250, the total expected expense for outsourcing should not exceed the budgeted amount of $335,090.

Projected Budget (Vendor) Salaries Crossing Guards (46) $299,840 Field Supervisor $17,625 Account Supervisor $17,625 Total projected costs: $335,090 2010/11 Projected Costs (City) $468,969 - $568,131 Projected Savings: $133,879 - $233,041 . • Portability – regardless of the funding source the vendor maintains the responsibility of providing adequate staffing as required. • Quality and Audit programs to measure performance.

The vendor supplying the “substitutes” allows us to reduce the current staffing levels from 49 Crossing Guards to 46. In addition, they propose allowing current employees the right to first refusal and the contract would pay the current employees at $10.25 an hour per actual days worked (currently 176).

Page 3 of 4 Page 356 of 467

Employee advantage is they would be a member of Andy Frain Services and afforded the opportunity to expand their work hours as a member of their organization.

RECOMMENDATION

Staff would like to seek approval to further explore the option of outsourcing and move forward with seeking clarifications and firm contract proposals.

Page 4 of 4 Page 357 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Joe McRae, Assistant to the City Manager

Subject: Service Change Evaluation Report

Date: July 11, 2011

1. Item: 15. Accounting, Purchasing, Payroll (Contract in/out)

2. Definition: Determine the most cost effective way to provide the Accounting, Purchasing and Payroll services.

3. Outcome: Provide Accounting, Purchasing and Payroll services in the most cost effective manner.

4. Cost to provide service: Cost estimates include Business Units 1915,1920,1925 combined

Year Cost of Service FY 2010-11 Actual $1,248,652 FY 2011 Budget $1,073,440

5. Description of how service is currently provided:

Page 358 of 467 Currently all accounting, purchasing and payroll functions are handled by City staff.

Accounting handles all financial operations of the City including accounts payable, special assessment, audits, public safety pensions, cash flow & investment, debt service, tax levy, banking functions, grants &grant audits, TIF’s, Bonds, Revenue Sharing agreements, property taxes & credit cards. (6.50FTE)

Purchasing handles procurement process, contract management, M/W/EBE, file retention and dispute resolution with vendors.(2.5 FTE)

Payroll handles the payroll process for the entire city (estimated over 35,000 checks processed a year). Responsibilities include but are not limited to process pay checks (direct deposit & manual) and manage various pay codes, payouts, garnishments, process and balance payroll tax reports for Federal, State, Medicare and FICA, child support payments, W-2. (2.5FTE)

6. How do other communities provide this service? Wilmette, Schaumburg and Skokie handle all three functions in-house.

Glenview contracts out a portion of the accounting, budget, accounts payable, accounts received to Lauterbach & Amen, LLP. They also contract out debt services and bond issues to Ehlers and associates.

7. Potential efficiencies / cost-saving ideas:

Page 359 of 467 Accounting: - Replace JD Edwards software. Software cannot accurately track expenditures. It is costing the city additional staff to double check numbers relative to accounts, payroll, accounts payable and the general ledger.

- Centralize all cash flow operation in the accounting division. Currently, a lot of the City’s cash flow is decentralized among the various departments. Centralizing all cash flow through Finance, with the use of effective software, would allow for better efficiency as well as better tracking and reporting of financial matters.

Purchasing: - Increase participation in Intergovernmental Purchasing Alliance to realize additional savings through shared bidding process with neighboring communities.

Payroll: - Mandate remaining 259 employees receive check via direct deposit. - Obtain a financial system which allows employees to view pay stubs and W-4 online instead of having to print copies. - Allow employees to access W-2 forms online.

8. Contract-in opportunities: None of the communities that took the survey (Glenview, Wilmette, Skokie, Schaumburg) expressed interest in contracting out these functions to the City of Evanston. However, Glenview might consider it, if our services/prices were competitive with their third vendors. However, the City would have to evaluate current staffing levels when adding on additional responsibilities.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate:

Page 360 of 467 Yes, it is possible to contract out portions of the accounting and payroll functions. According to the Village of Glenview, firms such as Lauterbach & Amen, LLP as well as Ehlers and Associates could handle portions of our financial operations. It should be noted, however, that they did so in a phased approached, over time, as it is a very complicated undertaking.

It should also be noted that efforts to contract out Payroll functions were reviewed in the past, but were found too cost prohibitive as it was more expensive to have a third party vendor process/print checks than doing it in-house.

As to Purchasing, I have not been able to find a community that contracts out their purchasing/procurement process. Most organizations handle this process in house to ensure proper purchasing regulations are followed.

To determine price estimates, the Village of Glenview developed and distributed a RFQ and then followed up with an RFP once they received approval from the Village Board to do so. The City would need to follow a similar process to determine costs estimates.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Accounting: Loss opportunities to save money or recapture money. Accounting has recouped thousands of dollars owed to the City through thorough review.

Purchasing: Could create legal concerns regarding RFP/RFQ and bidding process. City would lose vendor dispute resolution capacity provided by current staff. City would lose responsiveness currently provided by Purchasing staff.

Payroll: Current staff can process last minute payroll changes to ensure staff gets paid on time. Outsourcing this service would mean last minute changes would not get made and some employees may not get paid in a timely fashion, which effects morale.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further:

Page 361 of 467 I recommend that the City conduct a feasibility study to see if portions of the accounting functions could be contracted before investing in a new financial system. The Village of Glenview is very satisfied with the services of Lauterbach & Amen and is looking to contract out their business licensing and accounts payable functions to Lauterbach & Amen this month.

I recommend the City develop an RFQ and RFP to get concrete cost estimates and compare third party prices to current city costs. Though there is value in maintaining the institutional knowledge on staff, some of the administrative financial functions could be handled by a third party.

I also recommend that the City consider a more centralized process for cash flow in the City. It seems that several departments have their own way of collecting money for services rendered, but all are not reported the same way or entered into the same system. It would be more efficient to have a centralized function (whether in-house or outsourced) to manage cash flow.

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Memorandum

To: Wally Bobkiewicz, City Manager

From: Erika Storlie

Subject: Service Change Evaluation Report

Date: July 1, 2011

1. Item: 16. Information Technology

2. Definition: Determine the most cost effective way to provide Information Technology services.

3. Outcome: Provide Information Technology services in the most cost effective manner.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual 2,247,467 14 FY 2011 Budget 2,020,887 13

5. Description of how service is currently provided: The Information Technology Division provides support for computers, equipment, software and systems for the City. The Division is part of Adminstrative Services and consists of Geographic Information Systems (GIS) and Information Technology (IT).

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6. How do other communities provide this service? Some communities provide this service the same way that we do. Other communities outsource either GIS or IT, both or a portion of each. Highland Park & Napeville currently outsource their help desk function. Glenview and Oakbrook Terrace currently outsource their entire IT operation. Skokie outsources their GIS.

7. Potential efficiencies / cost-saving ideas: • Reclassify the IT Trainer to Project Manager to better reflect actual duties - This is one area where it is less expensive to have a staff person than it is to outsource - - IT Project Managers are the most expensive of all outsourced IT workers. • Reduce/eliminate in-house custom programming of applications • Reduce printing costs by eliminating as many local printers as possible and by partnering with the sustainability department to reduce printing city-wide. We currenly have 300 printers and 792 FTE’s for a ratio of 1 printer for every 2.6 employees. An optimal number is 1 printer for every 8 employees. Substantial savings can be realized if we eliminate local printers and direct employees to print to black and white and color copiers. Per page costs of printing to copiers are less than half as much as printing to network or local printers. • Eliminate IT van and associated fleet costs • Use Logomein.com (free) instead of gotomypc (currently have 70 licesnses @~$115each = $8,050 potential annual savings) • Analyze software support contracts; decide what is nice to have vs. what is need to have (example: Websense, InnoculatIT - replace with free software) • Explore storing our tape backups at a city facility instead of with Iron Mountain • Reduce $$ being spent on tapes for backup; explore cloud based backup as alternative • Implement digital records management for paperless citywide archiving; reduces time needed to respond to FOIA’s, reduces storage space needs, allows for finding documents in seconds via computer search instead of days searching microfiche or paper documents. • Replace current email archiving with Barracuda solution • Replace leased phone lines at city buildings by integrating them into city fiber network (up to $27,000 annual savings)

8. Contract-in opportunities:

Page 364 of 467 No identifiable contract-in opportunities at this time.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: For GIS Services: MGP For IT Services: Prescient Solutions, Current Technologies, Sentinel, Robert Half Technology, Ricoh Teknoforce Preliminary estimates approximate savings of up to 30% if services were outsourced.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: • Loss of personalized service. People have established relationships and know how to work well together. • Loss of after-hours commitment. A third party will likely charge a premium for service outside of normal hours. • Loss of accountability and ownership. Quality standards may vary, especially when the person doing the work is not truly invested in the outcome. • Loss of institutional knowledge. This is huge. A good example of this is with CED a while back there was a report that didn’t get done and there was a big write-up in the paper about it. No one knew about the report until it was in the paper because someone else used to prepare it who is no longer here. • Declination of motivation/morale of employees that are not outsourced and remain on staff. • Competing with other clients for priority. • Loss of control of quality of employees. • Attention to detail; no anticipation of issues or problems; waiting until something breaks to address it. • A third party has access to sensitive data. • No transparency of third party. • IT relationships with other Evanston entities is likely to suffer (i.e. Northwestern and Skyline Apartments).

Page 365 of 467 11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: • Increase usage of NU work-study students for tech support & other IT functions. • Findings support outsourcing help desk IT function. This is cost effective if we are willing to support fewer software applications. • Findings support outsourcing Cicso network administration. • Findings support outsourcing programmer/analyst IT function. • Recommend reducing help desk technicians if other city functions are outsourced and there are fewer computers/employees to support.

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Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Manager

Subject: Service Change Evaluation Report

Date: June 27, 2011

1. Item: 17. Properties Exempted from Property Taxes

2. Definition: Develop a comprehensive database of properties and current use and determine if exemption still qualifies.

3. Outcome: Ensure all tax exempt property is appropriately classified and if not return property to tax rolls.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

5. Description of how service is currently provided: • Every year the City’s GIS staff receives a list of tax exempt properties from the Cook County Recorder of Deeds. This list runs about 1.5 years behind. For example, this month Evanston GIS staff is receiving the 2009 tax exempt data (which was payable in 2010). This list is then used to update the GIS Interactive Maps which can be accessed in the City’s internal user applications area. • The City’s GIS must be contacted to receive a copy of the individual list.

6. How do other communities provide this service?

Page 367 of 467 The service is provided by the county and therefore no other communities provide this service.

7. Potential efficiencies / cost-saving ideas: Crowdsourcing - making this list available to the public via the City’s website might give extra oversight to help determine and ensure compliance.

8. Contract-in opportunities: N/A

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: N/A

10. Please provide a list of intangible benefits that would be lost if service was outsourced: N/A

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: • There are currently several tax exempt properties within the City of Evanston. However, the ratio is comparable to surrounding communities. • The data is provided on a yearly basis by the Cook County Recorder of Deeds. • When there are questions or corrections that need to be made in regards to property data, the Cook County Assessor’s office must be contacted and the Cook County Assessor’s office will handle the query and potential change to the tax status.

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Memorandum

To: Wally Bobkiewicz, City Manager

From: Brandon Dieter, Management Analyst

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: 18. Minority, Women and Evanston Business Enterprise (M/W/EBE) Program

2. Definition: Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

3. Outcome: Create a robust M/W/EBE program that accomplishes City goals and offers ample opportunities to Evanston-based businesses.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $126,715 1.0 FY 2011 Budget* $124,715 1.0 *Includes additional $38K formerly funded by CDBG (see #11 for explanation)

5. Description of how service is currently provided: The purpose of the M/W/EBE program is to promote economic opportunities for Minority Business Enterprises (MBEs), Women Business Enterprises (WBEs) and Evanston- based Business Enterprises (EBEs). The City has instituted a 25% minority-owned, women-owned or Evanston-based business participation goal for all contracts of $20,000 or more. In addition, the City has a local preference program which awards contracts to qualified Evanston-based businesses if the bid is within 5% of the lowest responsible and responsive proposal. Evanston-based businesses take precedence over M/WBE businesses and EBE participation is actively being tracked by City staff.

Page 369 of 467 This program is administered by the M/W/EBE Program Coordinator, which is the only full-time equivalent position associated with the program.

Compliance with the M/W/EBE program is reviewed by staff at three stages throughout the contracting process. First, vendors are required to submit documentation to the City indicating their intent to utilize M/W/EBE firms. Next, the City verifies the use of M/W/EBE firms throughout the project by conducting site visits, reviewing monthly reports, etc. Finally, the City verifies M/W/EBE utilization through a review of payment receipts, cancelled checks and other documents as provided by the vendor.

As part of the M/W/EBE program, the City has created the M/W/EBE Development Advisory Committee. The primary purpose of this committee is to identify and assess the needs of the M/W/EBE community on a regular basis and identify resources and connect minority, women or Evanston-based businesses with these opportunities to address the needs of this community. The committee meets on a monthly basis and is staffed by the M/W/EBE Coordinator.

6. How do other communities provide this service? See supplemental report.

7. Potential efficiencies / cost-saving ideas: Staff has developed an alternative M/W/EBE program model for City Council consideration. Under this model, staff regulatory responsibilities associated with the program would be assigned to the City’s Purchasing unit and Economic Development would utilize a more proactive approach for engaging M/W/EBE businesses. Staff anticipates this alternative model would utilize existing personnel and the majority of M/W/EBE services would be unaffected.

Under the alternative M/W/EBE model, relevant bid documentation would be evaluated as a function of Purchasing. At present, vendors are required to submit M/W/EBE documentation with their bid proposals for City contracts. The bid documents, including the M/W/EBE materials, are then reviewed by both Purchasing and the M/W/EBE Coordinator to ensure compliance with City policy. As part of the alternative M/W/EBE program model, the secondary review by the M/W/EBE Coordinator would be eliminated. This service change would allow the City to achieve greater efficiency during review of bid documents. Additionally, monitoring of contractor compliance with the City’s M/W/EBE policy would become the responsibility of the associated Project Manager, rather than the M/W/EBE Coordinator.

The remaining activities associated with the City's M/W/EBE program would become functions of the Economic Development division. The ED Division’s role would be more “proactive” in terms of being a resource for prime contractor’s, City Departments, etc. looking for M/W/EBE sub’s, providing training/workshops programs for EBE’s, etc. Some of these changes have already been initiated. For example, in the past the M/W/EBE Coordinator did an annual “trade” related M/W/EBE directory which was in paper and PDF format and was only updated annually, based on the information that 2

Page 370 of 467 M/W/EBE coordinator had on-hand, the ED Division staff – primarily through the ED Manager, ED Planners and Interns – have recently posted an initial Evanston-based business directory with over 900 businesses and growing. This new directory is available both in PDF and excel form, the latter of which allow for sorting by business type, street (location within the City), name of businesses, etc. This directory is intended to be updated on a regular basis by staff. In addition, ED Staff have been working on the “ShopQA” business directory component of the City’s 3-1-1 system. Once implemented, this additional module to the 311 system will allow businesses to list their own business and maintain the information included in that directory. Both of these directories provide for a much more dynamic and comprehensive listing of Evanston businesses vs. the former method done by the M/W/EBE coordinator.

With respect to MBE’s and WBE’s, the City does not currently certify these businesses and utilizes minority and women-based business partners and agencies as a resource for prime contractors seeking certified M/WBE’s. This would not change, under the proposed alternate program as it currently more efficient that having the City certify such businesses.

With respect to tracking or monitoring the program, ED Manager and CED Director have already been trying to get better tracking information on the program. In the past, only one aspect of the business (Evanston or Minority or Women) was tracked and as there is a greater focus on supporting our local based businesses, the Evanston classification trumped the other two classifications. The M/W/EBE Coordinator recently discussed this with purchasing and IT, and changes are already in the works to allow for tracking of multiple aspects of the businesses, through IT/Bid log. Once implemented we will have a better understanding of not only the number and percentage of contracts that are awarded Evanston based businesses, but also the percentage of those contracts that are awarded to M/EBE’s and/or W/EBE’s. Although the program is currently does not distinguish between local and non-local MBE’s or WBE’S, the ED Manager, CED Director, and current M/W/EBE Chairman (Alderman Braithwaite) all appreciate the need to encourage as much local preference as possible in City Contracts. As we increase the quality of the data related to our EBE’s, ED staff can, in future, include subdirectories that identify those EBE’s that are also MBE’s and/or WBE’s.

Further, the CED Directory and ED Manager have initiated some discussions with a few of the City Departments regarding purchases under $20,000, which do not need to go out for competitive bid and recently co-hosted a “how to do Business in Evanston” seminar that was geared towards Evanston businesses, in order to allow them to under the both the formal Invitation to Bid Process as well as ways in which smaller businesses could get involved in the “small purchase” programs (<$20,000). Although the M/W/EBE coordinator has been pulling together some of the data on past <$20,000 purchases, this is an initiative that currently primarily lead by the ED Manager and is expected to be the role of the Existing Business Focus ED Planner.

Finally, with respect to training and workshops – this is one piece of the alternative program that has not historically been a part of the M/W/EBE Coordinator’s role. Since December, ED Staff have had several meeting with various groups (SCORE, LEND, etc.) to look at ways we can get more support and assistance for our business

Page 371 of 467 community. This is a role that is really part of the Existing Business Focus ED Planner’s role as we are looking to serve a wide variety of existing Evanston businesses.

8. Contract-in opportunities: See supplemental report.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: See supplemental report.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Integrating the M/W/EBE responsibilities into other City functions could potentially result in reductions, eliminations or changes in the following intangible benefits: • Dedicated staff support for M/W/EBE Development Committee • Reduction in internal M/W/EBE training opportunities for City staff • Reduced staff interaction with M/W/EBE businesses and organizations

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Staff proposes implementing the alternative M/W/EBE program model as outlined in response #7. This proposal would enable the City to eliminate the full-time equivalent (FTE) position of M/W/EBE Program Coordinator with minimal service impacts to the public.

At present, 60% (approximately $60,000) of personnel costs associated with the M/W/EBE Program Coordinator are charged to the General Fund. The remaining 40% (approximately $40,000) of personnel costs are funded by the Community Development Block Grant (CDBG) from the Department of Housing and Urban Development (HUD). The City's annual CDBG entitlement allocation was reduced by 16% in FY 2011 resulting in a $38,000 reduction in funds available for administration, which is the category from which the City’s M/W/EBE function is funded. The City’s CDBG entitlement is not anticipated to increase next year, so it is unlikely this source of funding will be available in FY 2012. As a result, the General Fund will become responsible for funding all salary and benefits costs associated with the M/W/EBE Program Coordinator position, totaling approximately $100,000. Implementation of the alternative M/W/EBE program model would eliminate this position in FY2012 resulting in an estimated savings of $100,000 in the General Fund.

Page 372 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Brandon Dieter, Management Analyst

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: 19. Community Intervention / Emergency Housing Program

2. Definition: Reevaluate and rethink program to determine the best and most cost effective way to meet the City Council goals.

3. Outcome: Create a robust community intervention / emergency housing program that will accomplish City goals.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $130,416 1.00 FY 2011 Budget $115,506 1.00

5. Description of how service is currently provided: Community Intervention Services (CIS): CIS includes a variety of direct and contract services designed to address the needs of special populations within the community. CIS also coordinates landlord-tenant issues, as well as a program for persons with disabilities, the Adaptive Device Program. CIS administers City-controlled Federal funding to assist the homeless, the Emergency Shelter Grant and the Homelessness Prevention and Rapid Re-Housing and the Cook County Childhood Lead Prevention Program. CIS provides staff support to the Service Providers Interagency Network (SPIN) and the Illinois Lead Safe Housing Taskforce.

Page 373 of 467 CIS also provides emergency housing for Evanston residents displaced because a dwelling is declared unfit for habitation by a City building official.

Emergency Housing/Displacement Services: This program is designed to assist in temporary housing by placing those who find themselves in need of emergency shelter or displacement due to a crisis or unforeseen circumstances.

Cook County Lead-Based Paint Hazard Control: The City of Evanston’s Health Department is a delegate agency for the Illinois Department of Public Health and enforces its lead act and codes. The City receives lead test information for children residing in Evanston and takes appropriate action. Between March 1, 2010 and February 28, 2011, the lead levels of 1,335 Evanston children were tested. Of the total, 1,326 children had PbB levels from 0-9; 430 had confirmatory tests and required no additional action. Three children tested as having PbB levels between 10 and 14; two were confirmed through additional testing and received nursing and case management services to educate the families about potential sources and lead safe practices. Two cases were confirmed with a level between 20 and 44, and assessments were conducted to determine the source of the contamination. Grant funds from the Cook County Lead-Based Paint hazard Control Grant were used for lead hazard mitigation as required.

Fair Housing and Landlord-Tenant Mediation: The program enforces the Fair Housing Ordinance and the Residential Landlord and Tenant Ordinances and provides mediation services through its Alternative Dispute Resolution service. The program 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.

Emergency Shelter Grant: The Emergency Shelter Grant (ESG) program is the City’s smallest grant received from the Department of Housing and Urban Development (HUD), and totals $85,000 annually. Five percent of the HUD grant may be used for grant administration and is used to fund a portion of personnel costs associated with the Community Intervention Coordinator position. All direct services are provided by external agencies including Connections for the Homeless and the YMCA.

Housing Preventions and Rapid Re-Housing Program (HPRP): HPRP is a one time grant of $800,000 and is used to provide services and direct assistance to qualified households that either are at risk of becoming homeless or are currently homeless. The program provides assistance in the form of rent and utility payments, moving costs, security deposits, and hotel/motel vouchers. Case 2

Page 374 of 467 management services are provided by social services agencies. Funding for HPRP is from HUD. A total of $60,000 is available for grant administration and reporting and is used to fund a portion of personnel costs associated with the Community Intervention Coordinator position in 2011. The grant is expected to be fully expended by December 31, 2011.

6. How do other communities provide this service? See supplemental report.

7. Potential efficiencies / cost-saving ideas: Staff has identified an alternative program model for providing Community Intervention / Emergency Housing services to the public. The goal of this model is to reduce operating costs for the City while minimizing service impacts to the public. A summary of the alternative program model is provided below:

Community Intervention Services (CIS): The City would partner with external agencies to provide CIS. The City recently received an application from the Interfaith Housing Center of the Northern Suburbs (IHC) to provide landlord-tenant counseling and organizing services similar to the City's current program. Per the IHC proposal, the agency would provide training, referral, outreach and counseling services to Evanston landlords, tenants and condominium boards. The preliminary cost estimate for this partnership proposal is $3,000 to $10,000 depending on service levels. IHC already handles fair housing cases for the Evanston area and is the HUD approved fair housing advocacy agency for the north suburbs.

Emergency Housing / Displacement Services: There are two parts to this item, grant administration and housing displacement services. Administration of ESG would become the responsibility of the Housing and Grants Administrator or designee. There would be minimal service impacts as a result of this transition due to the fact the Housing and Grants Administrator has a previously established working relationship with many of the granting agencies through the Community Development Block Grant (CDBG) program.

Housing displacement services would become the responsibility of City staff or an outside social services agency. For example, if a dwelling is deemed unfit for habitation, City Building, Police or Fire staff would arrange for temporary housing of the occupants for a maximum of three days at a local hotel or motel. This service could also be provided by an outside social service agency if feasible.

Fair Housing: 3

Page 375 of 467 Evanston fair housing cases have been referred by the City to the IHC since the Human Relations Division was eliminated. The proposed alternative service model would continue this current practice.

Housing Preventions and Rapid Re-Housing Program (HPRP): The City will exhaust its HPRP grant allocation by the end of FY2011, at which time the program will be allowed to expire.

8. Contract-in opportunities: The City could consider insourcing the Evanston Township Emergency Assistance Services (EAS) program. Evanston Township currently provides EAS to clients who meet specific criteria as established by the program. Services available to eligible households as part of this program include the following: • Payment of delinquent mortgage / rent up to $1,200 per month • Payment of utilities up to $500 per year • Payment of assessments up to $750 per year • Access to food vouchers

The Township has proposed a budget of $38,500 in FY11-12 for this program. A summary of the proposed FY11-12 EAS budget is provided below:

Service Amount Housing Assistance$ 30,000 Food Assistance $ 2,500 Utilities Assistance$ 6,000 TOTAL $ 38,500

In addition to programmatic expenses, the Township has budgeted two positions for this program:

Position Title Amount EAS Case Worker$ 33,500 EAS Administrative Assi$ 13,902 PERSONNEL TOTAL$ 47,402

Revenues for Township programs are primarily derived from the prior year property tax levy. It should be noted the City formerly provided direct EAS as part of the Human Relations Division. This program was eliminated in prior years and any City involvement in EAS would require an expansion of current service levels and an increase in operational costs.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: As noted above, the Interfaith Housing Center of the Northern Suburbs has applied to provide landlord-tenant mediation services at a cost of $3,000 to $10,000 depending on service levels. The Interfaith Housing Center already provides fair housing services for area residents. 4

Page 376 of 467

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Outsourcing the City's Community Intervention / Emergency Housing program could potentially result in reductions, eliminations or changes in the following intangible benefits:

• On-call City staff person available during nights or weekends for emergency calls: Limited impact as Intervention Coordinator only addresses housing needs resulting from City declaration of dwellings unfit for habitation. Housing issues related to fire or natural disasters are addressed by the Red Cross.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Staff proposes implementing the alternative program model for Community Intervention / Emergency Housing services as outlined in response #7. This proposal would enable the City to eliminate the full-time equivalent (FTE) position of Community Intervention Coordinator with minimal service impacts to the public.

At present, the General Fund is responsible for 70% (approximately $73,000) of the salary and benefits costs associated with the Community Intervention Coordinator position. 25% (approximately $26,000) of salary / benefits costs for this position are funded from HPRP and the remaining 5% (approximately $5,000) is funded by the Emergency Shelter Grant from HUD. As noted above, the City will exhaust its HPRP grant allocation in FY2011, at which time 25% of the salary for the Community Intervention Coordinator will revert to the General Fund. As a result, the total cost to the General Fund for the Community Intervention Coordinator position in FY2012 would be approximately $99,000.

The savings associated with the elimination of the Community Intervention Coordinator position would be partially offset by the $3,000 to $10,000 payment to the Interfaith Housing Center of the Northern Suburbs or a similar agency for Community Intervention and Fair Housing Services. Savings would be further offset by any additional costs incurred as a result of an agreement between the City and an outside agency for Emergency Housing / Displacement Services.

Page 377 of 467

Date: June 30, 2011

To: Joellen Earl, Director of Administrative Services

From: Michio Murakishi

Re: TIF/Economic Development Fund Use Analysis

Per your request, MEECH Group has prepared this memo regarding the use of tax increment financing (TIF) and Economic Development funds for the City of Evanston (the “City”). The primary purpose of this memo is to address definitions, outcomes, and processes identified in the City’s Service Change Ideas document as they relate to TIF and Economic Development funds. As such, this memo: 1) outlines the appropriate uses of these funds, 2) summarizes TIF fund expenditures in FY10-11, 3) lists committed TIF fund expenditures, and 4) proposes recommendations on the future use of TIF and Economic Development funds.

Appropriate Uses of Funds

Expenditures of TIF funds are statutorily defined in the Illinois Municipal Code. These include:

1) Professional fees and administrative costs 2) Property assembly costs 3) Rehabilitation costs 4) Public works or improvements 5) Job training costs 6) Financing costs 7) Other taxing district's capital costs 8) Relocation costs 9) Payment in lieu of taxes 10) Interest costs 11) Low-income housing construction costs 12) Day care costs

It should be noted that day care costs only apply if the TIF district is located within a municipality with a population of more than 100,000.

Expenditures of Economic Development funds are primarily guided by the Economic Development Vision Statement. Major components of this vision statement include: 1) business retention and expansion, 2) business attraction, 3) area and commercial revitalization and redevelopment, and 4) marketing.

TIF Fund Expenditures

We reviewed FY10-11 expenditure data for all five active TIF districts in the City. We then determined which statutorily-defined cost category applied to each line item expenditure. These findings are summarized in Figure 1 on the following page.

City of Evanston June 30, 2011 TIF/Economic Development Fund Use Analysis Page 1 of 4 Page 378 of 467 Figure 1: TIF‐Eligible Cost Categories

TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 Total Percent Financing costs $ ‐ $ 711,057 $ 3,887,584 $ ‐ $ ‐ $ 4,598,641 66.1% Other taxing district's capital costs $ 840,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 840,000 12.1% Professional fees and administrative costs $ 24,619 $ 142,385 $ 403,996 $ 120,919 $ 25,724 $ 717,642 10.3% Property assembly costs $ ‐ $ ‐ $ ‐ $ 485,824 $ 220,000 $ 705,824 10.1% Public works or improvements $ ‐ $ ‐ $ ‐ $ 3,414 $ ‐ $ 3,414 0.0% Rehabilitation costs $ ‐ $ ‐ $ ‐ $ 5,485 $ ‐ $ 5,485 0.1% Unclassified $ ‐ $ ‐ $ (3,600) $ ‐ $ 93,000 $ 89,400 1.3% Total $ 864,619 $ 853,442 $ 4,287,980 $ 615,641 $ 338,723 $ 6,960,404 100.0%

City of Evanston June 30, 2011 TIF/Economic Development Fund Use Analysis Page 379 of 467Page 2 of 4

Committed TIF Fund Expenditures

We worked closely with the City’s Community & Economic Development Department to develop a list of committed TIF fund expenditures. For the purposes of this analysis, we defined committed TIF fund expenditures as any expenditure that was included in 1) the adopted FY11 Budget, 2) the adopted FY11 Capital Improvement Plan (CIP), 3) the proposed FY12-15 CIP, or 4) any executed redevelopment agreement (RDA). Figure 2 on the following page summarizes committed expenditures from FY11-15. These expenditures fall into any of five categories including:

1) Capital Improvement Projects 2) Debt Service Payments 3) Economic Development Expenditures 4) School District Payments 5) Interfund Transfers

Based on our review, each of these five categories includes expenditures that fall into one of the statutorily-eligible costs discussed above.

Summary & Recommendations

Based on our review, all TIF fund expenditures have been used appropriately, pending the confirmation of a few as-of-yet unclassified expenditures totally less than $100,000. Approximately two-thirds of TIF expenditures in FY10-11 were for financing costs related to the Series 2005, Series 2008B, and Series 2008D bonds. The remaining third of expenditures were almost equally divided between other taxing district's capital costs, professional fees and administrative costs, and property assembly costs.

As a next step, we would recommend preparing a master list of committed TIF/Economic Development fund expenditures to be circulated inter-departmentally and confirmed on a City staff-wide basis. This master list could simply be a combination of information culled from official City budgetary documents and institutional knowledge currently residing in separate City departments.

City of Evanston June 30, 2011 TIF/Economic Development Fund Use Analysis Page 3 of 4 Page 380 of 467 Figure 2: Committed TIF Fund Expenditures

Capital Improvement Projects Year TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 Total FY 11 ‐ $ ‐ $ (345,000) $ ‐ (490,000) $ (835,000) FY 12 ‐ $ ‐ ‐ $ (430,000) (1,890,000) $ (2,320,000) FY 13$ (580,000) $ ‐ ‐ $ ‐ (264,000) $ (844,000) FY 14 ‐ $ ‐ ‐ $ ‐ (506,000) $ (506,000) FY 15 EXPIRED $ ‐ ‐ $ ‐ ‐ $ ‐ Total$ (580,000) $ ‐ $ (345,000) $ (430,000) $ (3,150,000) $ (4,505,000)

Debt Service Payments Year TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 Total FY 11 $ ‐ $ (711,058) $ (3,872,836) $ ‐ $ ‐ $ (4,583,894) FY 12 $ ‐ $ (714,603) $ (4,209,250) $ ‐ $ ‐ $ (4,923,853) FY 13 $ ‐ $ (720,611) $ (4,134,726) $ ‐ $ ‐ $ (4,855,337) FY 14 $ ‐ $ (724,088) $ (3,982,175) $ ‐ $ ‐ $ (4,706,263) FY 15 EXPIRED $ ‐ $ (4,385,213) $ ‐ $ ‐ $ (4,385,213) Total $ ‐ $ (2,870,360) $ (20,584,200) $ ‐ $ ‐ $ (23,454,560)

Economic Development Expenditures Year TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 Total FY 11$ (700,000) $ ‐ $ (125,000) (455,738) $ ‐ $ (1,280,738) FY 12 $ ‐ $ ‐ $ ‐ (651,451) $ ‐ $ (651,451) FY 13 $ ‐ $ ‐ $ ‐ (651,451) $ ‐ $ (651,451) FY 14 $ ‐ $ ‐ $ ‐ (692,032) $ ‐ $ (692,032) FY 15 EXPIRED $ ‐ $ ‐ (692,032) $ ‐ $ (692,032) Total$ (700,000) $ ‐ $ (125,000) $ (3,142,703) $ ‐ $ (3,967,703)

School District Payments Year TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 Total FY 11 $ ‐ $ (460,000) $ ‐ $ ‐ $ ‐ $ (460,000) FY 12 $ ‐ $ (470,000) $ ‐ $ ‐ $ ‐ $ (470,000) FY 13 $ ‐ $ (480,000) $ ‐ $ ‐ $ ‐ $ (480,000) FY 14 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ FY 15 EXPIRED $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Total $ ‐ $ (1,410,000) $ ‐ $ ‐ $ ‐ $ (1,410,000)

Interfund Transfers Year TIF #2 TIF #3 TIF #4 TIF #5 TIF #6 Total FY 11$ (24,100) $ (141,600) $ (325,000) $ (120,400) $ (50,000) $ (661,100) FY 12$ (24,100) $ (141,600) $ (325,000) $ (120,400) $ (50,000) $ (661,100) FY 13$ (24,100) $ (141,600) $ (325,000) $ (120,400) $ (50,000) $ (661,100) FY 14$ (24,100) $ (141,600) $ (325,000) $ (120,400) $ (50,000) $ (661,100) FY 15 EXPIRED $ (141,600) $ (325,000) $ (120,400) $ (50,000) $ (637,000) Total$ (96,400) $ (708,000) $ (1,625,000) $ (602,000) $ (250,000) $ (3,281,400)

City of Evanston June 30, 2011 TIF/Economic Development Fund Use Analysis Page 381 of 467Page 4 of 4

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

1. Items: 21. Evaluation of Department-wide efficiencies – Police 22. Evaluation of Department-wide efficiencies – Fire 24. Evaluation of Department-wide efficiencies – Library 38. Evaluation of Department-wide efficiencies – Utilities

2. Definition: Look at operations and explore areas of efficiency.

3. Outcome: Ensure that all Departments are running in the most efficient and cost effective manner.

4. Recommendations for Implementation: As part of the FY 2012 budget planning process, the Budget Team was instructed to review and make recommendations regarding the Service Change Ideas that were presented to the City Council on May 16, 2011. The goal was to have the Service Change Ideas reviewed and a recommendation available for presentation at the City Council’s August 8, 2011 meeting. As part of this analysis, the Budget Team was tasked with exploring Department-wide efficiencies for the Police, Fire, Library and Utilities Departments.

To ensure all City Departments are operating in the most efficient, effective and economic manner possible, the Budget Team is recommending a flat 3% budget reduction of Non-Personnel Expenditures for FY 2012 budget submissions from the Police, Fire, Library and Utility Departments. The individual Departments will be responsible for identifying areas of potential cost savings to meet this 3% non-personnel expenditure reduction goal. By providing Departments with the opportunity to identify potential cost savings, it is hoped that any service impacts as a result of the 3% non- personnel expenditure reduction will be minimized. 1

Page 382 of 467

As an example of the anticipated cost savings associated with this proposal, the table below provides the Fiscal Year 2010-11 non-personnel budgets for the Police, Fire and Library Departments. Please note, the Utilities Department is funded from the Water and Sewer Funds and any savings in this area would not impact the General Fund. Utilizing the FY 2010-11 budgets as a baseline, a sample 3% reduction of non- personnel Departmental expenditures has been provided.

FY10-11 Non-Personnel 3% Department Expenditures Reduction Police Department 2,245,706 67,371 Fire Department 1,538,475 46,154 Library Department 939,203 28,176 Approx. General Fund Savings 141,702 Utilities - Water Fund 7,890,452 236,714 Utilities - Sewer Fund 1,360,803 40,824

As the table above indicates, a 3% non-personnel Departmental expenditure reduction for the Police, Fire and Library Departments could potentially save the General Fund approximately $140,000 (assuming Departmental funding requests for FY 2012 are similar to those for FY 2010-11). Additionally, a 3% non-personnel budget reduction for the Utilities Department could save the Water Fund $236,714 and the Sewer Fund $40,824. As the City moves forward with the FY 2012 budget process, any potential service impacts resulting from the 3% expenditure reduction will be identified and communicated to the City Council and the public.

Page 383 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

2. Definition: Look at operations and explore areas of efficiency.

3. Outcome: Ensure that all Departments are running in the most efficient and cost effective manner.

Page 384 of 467

Page 385 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Division Manager

Subject: Service Change Evaluation Report

Date: June 27, 2011

1. Item: 23. Community Health Initiatives

2. Definition: Look at eliminating all Community Health Initiatives other than Mental Health Board and Environmental Health.

3. Outcome: Offer health services that are necessary and not duplicated elsewhere in the community.

4. Cost / Personnel to provide service: See attachment.

5. Description of how service is currently provided: • The Dental Services program currently has one chair available for four days out of the week because of budget, personnel and equipment constraints. • Vital Records is provided by the Clerk’s office and is electronic. • Community Health Program Administration includes a non-director executive secretary FTE and a community health manager/mgmt. analyst.

6. How do other communities provide this service? Other than Chicago, no other surrounding communities provide this service.

7. Potential efficiencies / cost-saving ideas: Dental services and all related costs could be absorbed by Erie Family Health Center.

Page 386 of 467 8. Contract-in opportunities: Contract-in opportunities do not exist without a large (external/internal) investment.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Please see #7.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Access to community health data would be reduced. Also, value of analysis based on reduced data could be diminished. Further, the high level of expected customer care for traditionally neglected residents would disappear.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: • Vital Records is revenue positive. Further, there likely is room to increase fees. This should be investigated further. • Regardless of what happens with Erie Family Services, the City’s Dental Services program is revenue negative. Although potential exists to be budget neutral with public and private grants, this is not assured.

Page 387 of 467 Attachment:

FY10-11 FY10-11 FY10-11 BU # BU Title FTE Indirect FY11 Budget Budget Direct Cost Cost Dental 2425 2.80 283,466 270,466 203,506 Services Vital 2440 2.00 150,903 149,873 113,646 Records Comm. Health 2455 2.00 292,434 159,034 247,722 Program Admin

TOTAL 6.80 726,803 579,373 564,874

Updated Dental Figures for FY2011:

FY 2011 (3/1/2011 - 12/31/11

Budgeted Revenue Dental Clinic $108,290.00 Dental Sealant Grant $1,666.00

Total $109,956.00

Unbudgeted Revenue Dental Expansion Grant $70,000.00 State Reimbursement $61,500.00

Total $131,500.00

Budgeted Expenditures (consistent with JDE) $203,506.00

Total $203,506.00

Net $37,950.00

Page 388 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

2. Definition: Look at operations and explore areas of efficiency.

3. Outcome: Ensure that all Departments are running in the most efficient and cost effective manner.

Page 389 of 467

Page 390 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 13, 2011

1. Item: #25 City Vehicle Fleet Program (Contract in/out)

2. Definition: Determine the most cost effective way to provide the Fleet services.

3. Outcome: Provide Fleet services in the most cost effective manner.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $4,917,549 12.00 FY 2011 Budget $5,104,948 12.00

5. Description of how service is currently provided: Fleet Services is provided through in-house services organized into an internal service fund. The Fleet Services Fund collects fees for both maintenance and vehicle replacement from all department and funds with vehicles. The City maintains a vehicle service center at the City’s Public Works Service center facility. The facility is equipped to handle a majority of maintenance repairs needed for our fleet, but some major repairs or repairs on specialty vehicle are out-sourced to the manufacturer. The City also maintains a fueling facility on the site. This facility can handle all fuel needs for City vehicles.

6. How do other communities provide this service? 1

Page 391 of 467 Other communities handle fleet services in different ways based on their size. It is much more common for smaller suburban communities to have a larger level of outsourcing due to the number of vehicles used in their operations. As an example it can be more cost effective to outsource: 1. Fueling operations – When the number of vehicles smaller (below 100), then the overhead/maintenance and liability costs of operating a fueling facility can outweigh the operational efficiency of having fuel available on-site, 24 hours a day 7 days a week. 2. Specialty maintenance – When a City has 20 five ton dump trucks, it can be cost efficient to have an in-house mechanic specifically trained to handle the repairs of such vehicles. When the number of vehicles of a certain type decrease, it becomes more cost effective to out-source. For the City of Evanston, we outsource the maintenance of vactor trucks in the Sewer Fund, as an example. The City also outsources certain types of maintenance on vehicles. For smaller vehicles in-house staff may replace transmissions, but larger vehicles may require this work to be sent out. Most communities operate their fleets through an internal service fund similar to the City’s financial operation. Separation of fleet costs help the City to coordinate overall fleet needs, identify duplication and look for potential operational changes that can help with more efficient operations in the field.

7. Potential efficiencies / cost-saving ideas: Staff has identified several potential cost-saving options related to Fleet Operations:

• Outsourcing: o Fueling – Fueling facilities have a useful life. The City’s fueling facility is aging, but has not reached the point of tank replacement. Such capital maintenance will be very expense. Given the compact nature of the City, and that the City has several gas/diesel fueling stations, a below retail fueling price could be negotiated. Outsourcing our fuel operations will have nominal savings in the next few years, but could have substantial savings in future years. If the City were putting aside a reserve for tank replacement, we could clearly demonstrate the savings. Outsourcing the fueling would also free up yard space at the Service center. As noted above, the City would need to cover operations on a 24/7 basis. o Vehicle Maintenance Major maintenance could be further outsourced. This maintenance usually involves critical pieces of equipment and therefore downtime as well as costs need to be factored into further analysis Minor maintenance of smaller vehicles – This operation could be completely outsourced to private operations in the City. All passenger vehicles, pickup trucks and smaller gasoline engine vehicles could be handled in this manner. Our maintenance staff is generally overqualified to be doing this work and therefore can not be efficient on a cost basis. We will be preparing an analysis of the total number of preventative maintenance tasks accomplished 2

Page 392 of 467 annually and doing a cost comparison with in-house versus outsourced services. • Fleet Reductions o Reductions – As we have reduced our staffing and operations in a variety of areas, we also need to reduce our fleet. We have reduced the fleet through this venue over the past three years and have provided reports to the Council on these activities. Based on any further operational changes we will continue to reduce the fleet. o Leasing – The City of Evanston is approximately 8 square miles. Many of our vehicles that get used daily still only travel less than 10,000 miles a year. As such these vehicles are good candidates to consider for leasing. Furthermore, our seasonal usage is high in the construction months, and leasing can also be done effectively for partial years. The Engineering division is currently leasing three vehicles (replacements of older owned vehicles). We have not experienced any operational issues regarding these leases and the City will continue to expand this program. o Motor pools – Hardly a new concept, but Public Works, PRCS, Water, and Sewer will continue to look at ways to share vehicles. This is done during snow and ice operations and we will continue to expand these efforts to ensure that all vehicles are optimally utilized. • Green Initiatives o All passenger vehicles are reviewed for potential alternative fuel usage o Biodiesel vehicles are also considered for larger equipment

8. Contract-in opportunities: As a large, full service operation opportunities for contracting in our operations can come in several forms as follows: • The City could consider contracting for the maintenance of District 65 and 202. • Although Northwestern University employs more people, the City has a larger fleet. Providing maintenance service to the University for passenger and mid- size trucks could be attractive in that our facility is very close to campus, reducing travel time for said maintenance. • Wilmette, Lincolnwood or other smaller communities can not operate in-house operations as efficiently given the size of their fleets. To the extent that these communities have not already outsourced their operations, partnership opportunities exist. • Larger communities such as Skokie may not be willing to outsource, but Evanston and Skokie could pursue a mutual outsourcing through specialization. By developing specific maintenance skill sets and operational capacities, the two communities could be more efficient in the maintenance of all types of vehicles. • Further in/outsourcing is limited by geography, given current fuel prices and travel/downtime for the vehicles.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate:

Page 393 of 467 It is not likely that one vendor would be able to provide all services. Staff is aware of firms that can provide fleet maintenance, fuel, and leasing. Each activity will involve requests for proposals, which have not been undertaken as of this date.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: The outsourcing of maintenance and fueling operations could reduce the City’s effectiveness in crisis or major incident situations. Snow and Ice removal, as well as the recent wind storm cleanup activities would be more difficult to manage without 24 hour maintenance and fueling operations on-site. While operations might be more difficult to manage, this does not mean that in the long run and from a global year over year perspective such outsourcing will not be more efficient. Depending on the location of outsourced facilities, day to day operations could also be impacted, given that travel times would equal downtime for equipment.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: For the 2012 budget, the City should continue to explore: • Fleet Reductions o Based on reduced services or staffing o Considering smaller vehicles for current services Parking enforcement Administration o Based on sharing between departments o Based on sharing between jurisdictions • Leasing o All seasonal operations in Public Works, Water, Sewer and Parks Recreation and Community Services should consider leasing vehicles and equipment such as mowers. o Departments with consistent usage throughout the year, but low mileage should also consider leasing. • Outsourcing of Fleet Maintenance Operation o By vehicle type – Develop a listing of vehicles/equipment that could be maintained from an outsourced facility and compare costs to in-house costs. o By activity performed – Develop a listing of preventative maintenance and repair activities that can be outsourced and compare to in-house costs. o Not all vehicles or activities need to be outsourced for efficiency. Partial outsourcing can be both efficient and free up space. The Service Center site is short on space in general, so an evaluation of space and utilization will only contribute to the efficient use of the whole Service Center.

Page 394 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Joe McRae, Assistant to the City Manager

Subject: Service Change Evaluation Report

Date: July 11, 2011

1. Item: 26. Street Maintenance Program – Street & Alley Maintenance

2. Definition: Determine the most cost effective way to provide the Street Maintenance services.

3. Outcome: Provide Street Maintenance services in the most cost effective manner.

4. Cost to provide service:

Year Cost of Service FY 2010-11 Actual $2,396,908 FY 2011 Budget $2,151,321

5. Description of how service is currently provided: 1

Page 395 of 467 This program provides ongoing maintenance of paved streets and alleys. Pot holes are patched Citywide as needed. One crew performs minor asphalt street repairs and maintenance, repair work on the paved streets. Another crew performs concrete and brick work on streets and walkways. The third crew in the section performs alley grading and patching.

Crew provides primary snow removal service for the City.

6. How do other communities provide this service? Many communities provide the service in-house. Some contract portions of the work out such as alley maintenance or snow removal. The Village of Wilmette contracts out some of their snow removal operations.

7. Potential efficiencies / cost-saving ideas: - Charge all or a portion of the business district street maintenance costs to the Economic Development Fund. - Contract out business district street maintenance and snow removal to third party vendor. - Utilize community service workers to provide business district maintenance (pick up litter, empty trash).

Page 396 of 467 8. Contract-in opportunities: The Village of Skokie has expressed interest in having the City of Evanston providing street and alley maintenance services to their village. However, the City of Evanston would mostly likely have to increase current staffing levels to handle increased demand.

The Village of Glenview also contracts out for this service. The City of Evanston could bid to provide services to there as well, however we would have to be competitive cost wise and service wise, with private sector vendors. Again, staffing levels would have to be evaluated.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Yes. There are other entities, such as Elgin Street Sweeping Services, which can provide a portion or all of the service including snow plow and removal. To get an accurate estimate, the City would have to develop and distribute an RFQ.

The Village of Glenview has outsourced snow plowing and snow removal in the business districts and in their downtown (called the town center).

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Many of the employees of the Streets and Sanitation Division are Evanston residents that take pride in the work they do because it benefits their community. As one of the most diverse divisions in the City, they have a vested interest because many of the employees live or grew up here. If contracted out, these individuals could lose their jobs and would no longer be able to afford to live in the City, making Evanston less diverse.

Also, during this past winter, the City of Evanston experienced a blizzard that dropped over 20 inches of snow, crippling the City. It was primarily the tireless work of the Public Work’s Streets & Sanitation Division that worked 24hours shifts to clear and remove snow from the streets, alleys, parking lots and business districts in a timely fashion. Had the City relied upon third party vendors, there is a good chance it would have taken much longer to clear the streets and remove the snow as contractors often go where they can make largest profit first.

Page 397 of 467 11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: My recommendation is that the City look into alternate funding options, such as charging street maintenance costs back to Economic Development Fund or Parking Fund for maintenance performed in business districts and parking garages.

I also recommend the City look into contracting-in services with the Village of Skokie to determine the feasibility given the close proximity.

As a last option, I would recommend looking at contracting out portions of this service to third party vendors. There may be cost savings that could be realized if we contracted out business district and parking lot maintenance in particular.

Page 398 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Manager

Subject: Service Change Evaluation Report

Date: June 27, 2011

1. Item: 27. Refuse, Recycling, Yard Waste, and Street Sweeping

2. Definition: Determine the most cost effective way to provide Refuse, Recycling, Yard Waste and Street Sweeping services.

3. Outcome: Provide Refuse, Recycling, Yard Waste and Street Sweeping services in the most cost effective manner.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual NA NA FY 2011 Budget NA NA

Please see attachment.

Page 399 of 467 5. Description of how service is currently provided: The City of Evanston has contracted with Groot Industries for the collection and transportation of single family refuse to the SWANCC Glenview Transfer Station. Collection is performed on a weekly basis, Monday through Thursday in accordance with the City’s collection schedule. The City of Evanston has contracted with Lakeshore Waste Services for the collection and transportation of condominium and townhouses that participate in the City’s Condo program.

The collection of residential and condominium recyclables is funded through this business unit. The City of Evanston collects and transports all recyclables to the SWANCC Glenview transfer station.

Yard waste removal service is provided once per week to all qualified residential units via contractor (Groot) and it is funded through this business unit. Yard waste collections run from the first week of April through the first week of December.

Street sweeping is provided approximately 8 months out of the year. This service is provided at three levels: one-side streets (Mondays only), bi-weekly primary high volume streets, and tri-weekly regular/residential streets with parking on either side of the street.

6. How do other communities provide this service? Other than Chicago, other communities have contracted out all refuse and recycling. Also, communities such as Wilmette and Glencoe utilize yard waste stickers. Skokie still provides the service for free. See attached documentation.

7. Potential efficiencies / cost-saving ideas: Contract out all services and raise fees. Contracting out reduces insurance liabilities and all associated personnel costs.

8. Contract-in opportunities: Contract in opportunities do not exist.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: There are many potential vendors including Groot, Waste Management, Veolia, etc.

10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 400 of 467 Employing residents is an intangible benefit that would be lost.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Considering the constant uncertainty in the economy, contracting out all refuse, recycling, yard waste, and street sweeping services is one hedge against falling revenues and increased costs. The practice of contracting out has been in place for many years and has been successful in most local government jurisdictions. Evanston is one of the last jurisdictions to not provide the service in an outsourced arrangement in Illinois. Further, contracting out also reduces all of the administration costs associated with these programs including fleet, HR, legal, finance, accounting, etc.

Page 401 of 467 Page 402 of 467 Page 403 of 467 Page 404 of 467 Page 405 of 467 Page 406 of 467 Page 407 of 467 Page 408 of 467 Page 409 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Division Manager

Subject: Service Change Evaluation Report

Date: June 27, 2011

1. Item: 28. City Alley Maintenance and Improvement Program

2. Definition: Determine if City funding of the program should be continued.

3. Outcome: Develop an alley maintenance and improvement program that can be offered without impacting other City services.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service* Equivalents FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

* According to Public Works, accurate figures for FTE and Costs of service directly related to alley maintenance and improvement program are impossible to calculate because Streets and Alleys are combined and that data is not accounted for separately.

5. Description of how service is currently provided: This program provides ongoing maintenance and improvement of alleys. Potholes are patched city-wide as necessary. Each year, 43 miles of unimproved alleys are graded, patched and repaired. Most alleys have been changed from crushed limestone surface to recycled asphalt, which is beneficial to the environment, less expensive and holds up better in wet weather. 1

Page 410 of 467 Further, there are about 76.4 miles of alleys in Evanston. Of this, according to the Public Works Department, 29 miles of alleys remain unpaved. Please note there is some discrepancy as to the exact number of miles of alleys left unimproved. Some data suggest approximately 43 miles of alleys remain that need improving. The Alley Improvement program is funded by the Special Assessments Fund. The Special Assessment Fund is used to account for capital improvements (primarily alley paving) financed by both special assessments on property owners and City of Evanston contributions. Please see attached financial revenue and expense data.

6. How do other communities provide this service? Skokie has a similar alley maintenance program but not a similar alley improvement program. Most other communities do not have a similarly extensive alley system that is only partly improved.

7. Potential efficiencies / cost-saving ideas: Right now, the residents have 10 years to pay their portion of the 50% cost that is not paid by the City of Evanston. One potential cost saving idea is for the City of Evanston to not allow future financing and that residents pay in full. This would increase cash flow.

8. Contract-in opportunities: No contract-in opportunities have been identified. Given the increase in resources needed to contract-in these services this approach is not viable.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Potential outside vendors for this service include Arrow Construction and JH Construction. Preliminary cost estimates were unavailable at this the time of research.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: Intangible benefits that would be lost include the loss of jobs of workers who live in the City of Evanston. Also, control would be lost in regards to information and customer service. Further, it might become more difficult to gauge the quality of the work performed if done by a contractor.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: There is no reason why the City of Evanston should assume the role of financier in regards to the Alley Improvement program. If the Alley Improvement program is to be maintained where the City pays 50% then the City should require that the other 50% is paid in full at the time the work is complete. The time and resources used to track resident interest, payments and remaining portions is more efficiently used in other areas.

Page 411 of 467 Although it the City of Evanston is not required to have an Alley Improvement program it seems that it is a City of Evanston goal to continue the program. Further, the City is in the early stages of codifying it. Lastly, although it might be possible to contract out some of the maintenance of the alleys like tree trimming and cleaning, the filling of potholes and alley grading, there is not enough accurate data to determine potential cost savings. This possibility should be explored further.

Page 412 of 467 Page 413 of 467 Page 414 of 467 Name of Service: Street and Alley Maintenance

Crew provides primary snow removal service for the City.

Financial Information Year Revenue Expenditure FY 2008-2009 Actual $0 $1,727,509 FY 2009-2010 Actual $2750 $1,887,228 FY 2010-2011 Actual $55,518 $2,396,908 FY 2011 Budget $43,316 $2,151,321

What amount and percentage of the cost of service are recovered? Amount Recovered: $43,316 Percent Recovered: 2%

Has there been a change in demand for this service? Increase in Demand Decrease in Demand No Change X

Page 415 of 467 Is there an alternative provider of this service? Outsource portions or entire operations to a third party vendor.

Opportunities for Innovation:

Additional Information (if necessary):

Page 416 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Erika Storlie

Subject: Service Change Evaluation Report

Date: July 1, 2011

1. Item: 29. Engineering and Street Light Services (Contract in/out)

2. Definition: Determine the most cost effective way to provide Engineering and Street Light services.

3. Outcome: Provide Engineering and Street Light services in the most cost effective manner.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual 1,750,306 18.5 FY 2011 Budget 1,395,446 17.5

5. Description of how service is currently provided:

Page 417 of 467 Engineering administers and supervises the design and field construction of all Motor Fuel Tax, Water and Sewer Fund, and GO Bond construction projects including streets, sewer and water main systems, signals & street lights. Traffic Engineering manages the needs of traffic, pedestrian, bicycles and transit users in the City.

6. How do other communities provide this service? Some communities provide this service in the same manner we do while other communities contract out all or a part of this function.

7. Potential efficiencies / cost-saving ideas: -Plan better for routine maintenance of street lights to prevent overtime due to being called out for burnt out lights on nights and weekends. -Eliminate Overtime -One Civil Engineer could be paid out of the Economic Devleopment Fund as work performed is 100% related to this function. Similarly, an Engineer could be paid from the Motor Fuel Tax Fund instead of the General Fund.

8. Contract-in opportunities: No identifiable contract-in opportunities at this time.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Yes, both engineering services and Street light/Signal maintenance could be provided by an outside vendor. Cost estimate provided in separate document.

Page 418 of 467 10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 419 of 467 Engineering • Intimate knowledge of the City’s infrastructure would be lost. Eight (8) employees combine for over 90 years of work experience in the City of Evanston. • The current Agreement of Understanding with IDOT, which allows the City to design, approve, and Let MFT projects, would become invalid. • Aldermanic coordination and response to Resident request would become less efficient and less timely. Staffing Aldermanic and Neighborhood meetings would be tied to budget constraints. • Based on current documented Overhead and Profit rates, outsourcing professional services would cost approximately double of current staff costs. • Internal Engineering support to other would be subject to budget constraints. (i.e., Engineering Plan Review, Tree Survey, Address Assignment, ROW document review, FOIA, Legal Requests/Depositions) • Interagency coordination would be subject to budget constraints. ( FHWA, IDOT, CMAP, MWRD, IEPA, NU, North Shore Council) • Internal coordination would be subject to budget constraints. ( A&PW, Council, CDBG, BLI, Trans/Parking)

Street Light and Signal Maintenance • Intimate knowledge of the City’s traffic signal and street light infrastructure would be lost. Four (4) employees combine for over 70 years of work experience in the City of Evanston. • The Street Light Power Center replacement program would be a contract extra. • The Davit Arm Luminaire replacement program would be a contract extra. • Emergency Vehicle Pre-emption would be a contract extra. • J.U.L.I.E. locates and City Fiber communication protection would be a contract extra. • Working knowledge of 9 (pre 1950) and 36 (pre 1990) antiquated traffic signals would be lost. Parts are no longer available for this equipment.

Traffic Engineering • Intimate knowledge of the City’s traffic flow and accident history would be lost. Five (5) employees combine for over 70 years of work experience in the City of Evanston. • Intimate knowledge and history of the City’s ROW program would be lost. • The history of the City’s neighborhood traffic calming program and Accident mitigation efforts would be lost. • Internal support would be subject to budget constraints. (i.e., Special events, Economic and Community Development, Site plan Review)

Page 420 of 467 11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Findings reveal it is not cost effective to outsource Traffic Engineering or Engineering Services. Combining traffic engineering & engineernig is recommended so that all FTE's can be 100% tasked. This would require some cross training but is entirely possible. There is no difference between the duties that are performed among Civil Engineer I, II's or III's. These positions should be all replaced with the title of Civil Engineer. Outsourcing of street light maintenance is cost-effective and is recommended

Page 421 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Division Manager

Subject: Service Change Evaluation Report

Date: July 15, 2011

1. Item: Recreation Program Fee Analysis

2. Definition: Evaluate the direct and indirect costs of all Recreation Division programs and determine if Recreation program fees cover both the direct and indirect costs of operations

3. Outcome: Consider modifying Recreation program offerings based on the true costs of running the various programs.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $8,562,718 64.65 FY 2011 Budget $8,184,709 65.96

5. Description of how service is currently provided: The Recreation Division of the City of Evanston provides an extensive variety of recreation programs and classes to residents and non-residents of all ages throughout the City. These programs and classes are offered at several locations including the Chandler-Newberger Center, the Ecology Center, the Fleetwood-Jourdain Center, the Noyes Cultural Arts Center, the Robert Crown Community Center, various City parks, and the Dempster Beach Facilities. The Recreation Division offered approximately 470 programs to 184,000 participants. Many of the programs have multiple sections for the convenience of the participants. The centers are staffed by full-time and part-time

Page 422 of 467 employees. The instructors leading the individual classes are a combination of City staff and independent contractors.

This analysis of recreation program fees encompasses the programs and classes in the following business units:

3010 REC. BUS. & FISCAL MGMT 3155 GOLF 3015 COMMUNICATION & MARKETING 3605 ECOLOGY CENTER 3020 RECREATION GENERAL SUPPORT 3610 ECOLOGY CAMPS 3030 CROWN COMMUNITY CENTER 3700 ARTS COUNCIL 3035 CHANDLER COMMUNITY CENTER 3705 ARTS COUNCIL G&A 3040 FLEETWOOD JOURDAIN CENTER 3706 NOYES CULTURAL FUND 3045 FLEETWOOD JOURDAIN THEATER 3707 NOYES - PUBLIC ART 3050 RECREATION OUTREACH 3708 ARTS COUNCIL BOARD 3055 LEVY CENTER 3710 NOYES CULTURAL ARTS 3065 BOAT RAMP-CHURCH ST 3720 ARTS PROGRAMS 3075 BOAT STORAGE FACILITIES 3723 ARTS CAMP 3081 POOCH PARK 3724 WINTER ARTS CAMP 3080 BEACHES 3726 COMMUNITY SERVICE 3085 RECREATION FACILITY MAINT 3727 ETHNIC FESTIVAL 3095 CROWN ICE RINK 3729 LAKESHORE FESTIVAL 3100 SPORTS LEAGUES 3730 MAYORS AWARD 3105 AQUATIC CAMP 3733 STARLIGHT CONCERTS 3110 TENNIS 3734 THE GALLERY 3130 SPECIAL RECREATION 3735 YOUNG ARTIST 3140 BUS PROGRAM 3736 ARTS WEEK

For the sake of this analysis, these business units will be referred to as the Recreation Division.

For Fiscal Year (FY) 2010-11, the budgeted revenues for the Recreation Division were $4,837,400. The budgeted direct expenditures for the Recreation Division were $8,837,655. The budgeted deficit was $4,000,255.

For FY2010-11, the actual revenue for the Recreation Division was $5,139,443. The actual direct expenditures for the Recreation Division were $8,562,718. The actual deficit was $3,423,275.

For FY2010-11, the City staff provided support services, including legal, payroll, accounting, purchasing, budgeting, information services, facilities maintenance, and general support from the Administrative Services Department, the City Manager’s Office, the Law Department, and the Facilities Management Division. The cost to the Recreation Division for these services is $1,222,631. This overhead expense is allocated to the Recreation Division based on its percentage of the overall General Fund budget. 2

Page 423 of 467

6. How do other communities provide this service? Most neighboring communities have a separate parks and recreation district with its own taxing authority. Their recreation centers and facilities are staffed by district employees.

7. Potential efficiencies / cost-saving ideas: There are many opportunities for improved efficiencies. For example, the Recreation Division should consider rotating its center managers to improve division-wide knowledge and experience through cross-training which would serve to expand managers’ skill sets. Another opportunity for cost saving would be to outsource the center's janitorial function to a cleaning service. Currently, the Recreation Division employs city workers to maintain and clean all of its facilities.

8. Contract-in opportunities: Currently, there are no opportunities to provide these services to other communities. It is a municipality-specific service. Further, neighboring communities have declined offers to partner in delivering these municipal services.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: There are not any readily-available vendors to provide these services. In most communities, public recreation facilities and services are provided by a parks and recreation district with its own taxing authority and governance board. This is the common service delivery model. However, communities such as Chicago have contracted out the management of its golf courses. In light of this fact, there may be opportunities in the future to partner with firms seeking to expand into recreation facilities management.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: If Evanston could outsource these services, the lost intangible benefits would be responsiveness and customer service. Vendors would charge a premium price for the level of service provided by City of Evanston staff.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Based on the attached analysis, fees charged by the Recreation Division cover 53% of the direct and indirect cost of providing the service. The services provided by the Recreation Division generate revenues of $5,139,438 at a fully-loaded cost of $9,716,118. A strategy of reducing costs and increasing fees should be extensively explored. Based on FY 10-11 revenues, the Recreation Division would need to increase its fees by 89% to cover all of its costs. Based on these findings, the fee structure for Recreation Division should be thoroughly reviewed to optimize revenues to recoup costs associated with its operations.

Page 424 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Brandon Dieter, Management Analyst

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: 31. Forestry Services (contract in / out)

2. Definition: Determine the most cost effective way to provide Forestry services.

3. Outcome: Provide Forestry services in the most cost effective manner.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $2,632,847 22.00 FY 2011 Budget $2,355,038 21.00

5. Description of how service is currently provided: Performance of all forestry maintenance work on over 30,000 parkway and other public trees including trimming, tree and stump removal, planting, Dutch Elm Disease control, as well as numerous other incidental tasks. Staff also provides support in the fight against the emerald ash borer, which has now spread to all areas of the City and is consuming more and more staff resources every year. The program also provides firewood at a cost to customers and free woodchips to citizens and community gardeners. The comprehensive Dutch Elm Disease control program currently in place consists of intense scouting of all public and private American Elms during the growing season and prompt removal of all diseased limbs and trees within 30 days of detection. Tree trimming and removal takes place throughout the year, as some species can only be trimmed while in a dormant stage. Planting of new trees on parkways throughout the

Page 425 of 467 City is facilitated by Forestry staff during the spring and fall months. During the summer months, employees also perform over 200 public elm injections each year, and oversee an outside vendor that injects an additional 2,200 elm injections every three years Following storm events, Forestry crews clear trees or tree limbs from all public streets, alleys, and park areas. They also assist other divisions plowing snow from the streets following a major snow storm.

6. How do other communities provide this service? There are a variety of Forestry service models utilized by communities in the Chicagoland area. Some communities, such as Lake Forest and Chicago provide forestry services utilizing internal staff. Other municipalities, such as Oak Park and Wilmette contract out a majority of this these services. Still others, such as Skokie and Glenview utilize a combination of outside contractors and internal staff. A summary of Forestry service models and pricing has been attached to this report. Please note, the information listed in the attached document was compiled in 2010 and rates may be artificially low do to the poor economic climate during that period. As a result, these prices are anticipated to increase in future years.

See supplemental report for additional information.

7. Potential efficiencies / cost-saving ideas: Outsourcing of Forestry Services: The City could consider contracting out all or a portion of Forestry services. The City has an inventory of approximately 30,000 public trees which are maintained by Forestry Services. In 2000, the City Council authorized a six-year tree trimming cycle utilizing the services of an outside contractor and internal Forestry staff. However, after the first year of the tree trimming cycle, the City did not renew its contract with the outside vendor. The elimination of the outside tree trimming contractor and subsequent Forestry staffing reductions lengthened the six-year tree trimming cycle to approximately ten years. As a result, Forestry staff now trims approximately 3,000 trees on an annual basis.

According to Forestry staff, the time, personnel and cost required to trim a tree can vary widely depending on several factors including: tree condition, location, size, and species. For example, a large elm with multiple dead limbs on a major thoroughfare could take a five person Forestry crew up to five hours to trim. Conversely, a recently planted tree on a neighborhood street could be trimmed in 10-15 minutes by a single Forestry worker. As a result, staff utilized several assumptions when quantifying the actual cost of trimming a tree within the City.

As listed above, the annual cost of Forestry services for the City is approximately $2.7 million. Using this baseline, staff has conducted a cost analysis for outsourcing Forestry services. This analysis outlines several potential service models using price and productivity variables assumed by an independent contractor. These variables are hourly labor rate, man hours per tree, administrative expense, and profit margin.

Page 426 of 467 Staff has determined the City may potentially realize savings by outsourcing Forestry services. The actual savings to be achieved through outsourcing are dependent upon the man hour and labor rates charged by the contractor. Additional savings could be achieved by reducing contractor man hour or labor rates. Staff has contacted the Illinois Department of Labor to determine whether the City is subject to prevailing wage regulations for Forestry services.

Elimination of Elm Tree Inoculation program: The City could also consider eliminating the elm tree inoculation program and applying the savings toward removal, replacement and diversification of the City's existing elm tree inventory. The City's elm inoculation program began in 2004. The City has a current inventory of 2,943 public elm trees. The City's inventory of public elm trees is inoculated according to a three year schedule, which has been attached to this report. Per the inoculation schedule, the average cost to inoculate each public elm tree is approximately $343. The total cost associated with the City's three year elm tree inoculation program is $1,010,400.

Per a FY 2011 Budget Memorandum provided by the Parks, Recreation and Community Services Department (see attached), the cost to remove and replace an average size (28" in diameter) parkway elm tree is approximately $1,986. Using this baseline, the cost to replace the City's entire inventory of 2,943 public elm trees with an alternative species would be approximately $5,844,798. Thus, the cost to inoculate the City's inventory of public elm trees would exceed the cost of replacement during the sixth inoculation cycle, or eighteenth year (assuming removal / inoculation costs remain constant). The City could replace diseased elm trees on an as-needed basis in an effort to reduce the short-term budgetary impact of a public elm tree replacement program.

8. Contract-in opportunities: In addition to surrounding communities, staff could examine providing forestry services to the following entities: • Ridgeville Park District • Lighthouse Park District • Evanston School Districts

See supplemental report for additional information.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Yes, several private contractors provide tree pruning services. If directed by the City Council, staff could develop a request for proposal for forestry services to determine the exact costs associated with contracting out this service. It should be noted that the private contractor would likely only provide tree-trimming services, and not removal, replacement and restoration services. If the contract was expanded to provide tree removal, replacement and restoration services, it is likely the City would be subject to prevailing wages and the potential savings associated with contracting out would be reduced.

Page 427 of 467 See supplemental report for additional information.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: If the City outsources this service, it is likely the private contractor would provide only basic Forestry-related services including public tree trimming, removal, planting, stump grinding and parkway restoration. Some Forestry-related intangible benefits which may be modified, reduced or lost due to outsourcing include: • Parkway bee / wasp nest removal • Immediate on-site or direct call response to tree trimming issues • After-hour requests due to storm damage • Inspection of private trees for disease / removal as requested • Tree maintenance along Metra route • Storm damage assistance on private property to clear hazards and blocked ROW's • Assistance to schools for some tree work • Free wood chips to residents • Firewood sales • Christmas tree pickup • Rapport with arborists, supervisors and crew • Knowledge of tree history • Knowledge of City, streets, alleys and homes • Fly dumping pickup • Wood chip deliveries for schools • Insect identification (public & private) • Snow removal assistance • Lending of trucks for snow removal • Flag installation • Community events or festival projects • Sidewalk replacement inspections for Engineering in regards to tree root issues • All elm injections would be contracted out • DED sample testing • DED cut-outs need immediate response • Citywide DED & EAB inspections • Immediate service trim requests for traffic and police • Construction service trim requests for street and traffic projects • Permit Request inspections • Tree planting site inspections for replacement • Tree planting site markings for tree locations • Planting contractor site assignments and routing • Fountain Square holiday tree installation and removal • Holiday wreaths installed on major streets • Remove scrub trees for community gardens and water department • Tree grates (installation, repair and replacement) • Assist in sport field lighting maintenance • Tree repair from vehicle or property damage accidents 4

Page 428 of 467 • Mulch and water newly planted parkway and park trees

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Staff's recommendation for Forestry services is contingent upon the Illinois Department of Labor's (IDOL) determination relative to prevailing wages. If IDOL determines the City is not required to contract with prevailing wage paying vendors, staff proposes conducting a full Request for Proposal (RFP) process for Forestry services. By engaging in a full RFP process, the City will have the ability to quantify the exact savings to be obtained through outsourcing Forestry services. As stated above, the annual cost of Forestry services for the City is approximately $2.7M.

Staff has completed a preliminary cost analysis for Forestry services. This preliminary analysis has determined that cost savings could potentially be realized through outsourcing of the City's Forestry services. The actual cost savings to be achieved through outsourcing of Forestry services are dependent upon several variables including hourly labor rate, man hours per tree, crew size, administrative expense, and profit margin. The preliminary cost analysis is provided as an attachment to this report.

As mentioned above, cost savings associated with outsourcing Forestry services are dependent upon IDOL determination relative to prevailing wages. At present, the average hourly wage for a Forestry Worker is approximately $27.81. In contrast, the June, 2011 prevailing wage rate for laborers in Cook County is $35.20. If the City is required to contract with prevailing wage paying vendors, potential savings associated with outsourcing Forestry services would be greatly reduced or eliminated. Staff has contacted IDOL regarding this item and is currently awaiting a determination.

Attachments Community Forestry Service Model Summary FY11 Budget Memo – Cost to Replace Elm Tree Elm Tree Inoculation Schedule Forestry Cost Analysis

Page 429 of 467

Memorandum

To: Honorable Mayor Tisdahl and Members of the City Council

From: Douglas J. Gaynor, Parks/Recreation & Community Services Director Paul D'Agostino, Parks/Forestry & Facilities Superintendent

Subject: November 6, 2010 Budget Public Hearing Follow-Up – Cost of Parkway Elm Removal

Date: November 12, 2010

During the November 6, 2010 Budget Public Hearing, the City Council asked staff to provide the estimated cost to remove a typical parkway elm, grind the stump and reforest the area.

The total average cost to remove and replace a parkway elm is estimated at $1,986.00. This cost is calculated based on the following factors:

The average parkway elm is approximately 28” in diameter, and takes a 5-person crew (includes 4 full-time employees and one seasonal employee) 8 hours to remove. $137.73/hr x 8 hrs. = $1,101.85

Vehicle and equipment costs for this work are $42.91 per hour. $42.91/hr. x 8 hrs. = $343.28

The remaining stump requires one employee to spend one hour to grind it up. $36.00/hr. x 1 hr. = $36.00

Vehicle and equipment costs for this work are $16.45 per hour. $16.45/hr. x 1 hr. = $16.45

The parkway restoration of the stump site takes a three-person crew one hour to remove the grindings, fill the hole with new soil, and plant the area with grass seed. $97.26/hr. x 1 hr. = $97.26

Vehicle and equipment costs for this work are $25.45 per hour. $25.45/hr. x 1 hr. = $25.45

Lastly, it requires a 4-person crew approximately one hour to plant a new 2.5” diameter tree, plus the wholesale cost of the tree. $126.73/hr. x 1 hr. = $126.73

Page 430Page of 467141

Vehicle and equipment costs for this work are $29.11 per hour. $29.11/hr. x 1 hr. = $29.11

The average cost of a 2.5” diameter tree including delivery is $210. Combining all of the above figures arrives at the total cost of $1,986.13.

While the costs associated with removing diseased elms may be “saved” by injecting them, please bear in mind that this will not result in a reduction in expenditures for Forestry operations. The resources of the Forestry operation are allocated on a seasonal basis, and priorities change from year to year. While there may be reduced expenditures for diseased elm removals due to the injection program, these resources are re-allocated to other tasks from season to season, and from year to year. For example, during the past four years, much of the resources that had been used to remove diseased elms have been shifted to removing public ash trees infested with Emerald Ash Borer (EAB) per State law. In fact, with this increase in ash removals, the area trimming cycle has been increased because of this re-allocation of staff resources. The reality is that the Forestry operation will not spend any more or less than what is budgeted in any given year, but rather some work tasks will be prioritized over others based on the immediate need of that year.

Page 431Page of 467142 City of Evanston Parks, Recreation and Community Services Department Estimated Costs of Outsourcing Forestry Services / Tree Trimming

Variables for Scenario 1 Crew Size: 5 Avg. Hours/Tree: 3 Numbers of Trees: 3000 (per year) Admin Expense: 20% (of direct labor cost) Worker's Compensation: 15% (estimate) Profit: 10% (of total costs)

Labor Number of Payroll Total Labor Direct Labor Admin Worker's Cost of Crew Hours / Tree Rate Trees Cost / Tree Taxes Cost/Tree Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 5 3 35.00$ 3000 525.00$ 105.00$ 630.00$ $ 1,890,000 $ 378,000 $ 283,500 20,000$ 75,000$ $ 2,646,500 264,650$ $ 2,911,150 5 3 30.00$ 3000 450.00$ 90.00$ 540.00$ $ 1,620,000 $ 324,000 $ 243,000 20,000$ 75,000$ $ 2,282,000 228,200$ $ 2,510,200 5 3 27.81$ 3000 417.15$ 83.43$ 500.58$ $ 1,501,740 $ 300,348 $ 225,261 20,000$ 75,000$ $ 2,122,349 212,235$ $ 2,334,584 5 3 27.50$ 3000 412.50$ 82.50$ 495.00$ $ 1,485,000 $ 297,000 $ 222,750 20,000$ 75,000$ $ 2,099,750 209,975$ $ 2,309,725 5 3 25.00$ 3000 375.00$ 75.00$ 450.00$ $ 1,350,000 $ 270,000 $ 202,500 20,000$ 75,000$ $ 1,917,500 191,750$ $ 2,109,250 5 3 20.00$ 3000 300.00$ 60.00$ 360.00$ $ 1,080,000 $ 216,000 $ 162,000 20,000$ 75,000$ $ 1,553,000 155,300$ $ 1,708,300 5 3 15.00$ 3000 225.00$ 45.00$ 270.00$ $ 810,000 $ 162,000 $ 121,500 20,000$ 75,000$ $ 1,188,500 118,850$ $ 1,307,350 5 3 10.00$ 3000 150.00$ 30.00$ 180.00$ $ 540,000 $ 108,000 $ 81,000 20,000$ 75,000$ $ 824,000 82,400$ $ 906,400 5 3 8.25$ 3000$ 123.75 24.75$ 148.50$ $ 445,500 $ 89,100 $ 66,825 20,000$ 75,000$ $ 696,425 69,643$ $ 766,068

Variables for Scenario 2 Crew Size: 5 Avg. Hours/Tree: 2 Numbers of Trees: 3000 (per year) Admin Expense: 20% (of direct labor cost) Worker's Compensation: 15% (estimate) Profit: 10% (of total costs)

Labor Number of Payroll Total Labor Direct Labor Admin Worker's Cost of Crew Hours / Tree Rate Trees Cost / Tree Taxes Cost/Tree Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 5 2 35.00$ 3000 350.00$ 70.00$ 420.00$ $ 1,260,000 $ 252,000 $ 189,000 20,000$ 75,000$ $ 1,796,000 179,600$ $ 1,975,600 5 2 30.00$ 3000 300.00$ 60.00$ 360.00$ $ 1,080,000 $ 216,000 $ 162,000 20,000$ 75,000$ $ 1,553,000 155,300$ $ 1,708,300 5 2 27.81$ 3000 278.10$ 55.62$ 333.72$ $ 1,001,160 $ 200,232 $ 150,174 20,000$ 75,000$ $ 1,446,566 144,657$ $ 1,591,223 5 2 27.50$ 3000 275.00$ 55.00$ 330.00$ $ 990,000 $ 198,000 $ 148,500 20,000$ 75,000$ $ 1,431,500 143,150$ $ 1,574,650 5 2 25.00$ 3000 250.00$ 50.00$ 300.00$ $ 900,000 $ 180,000 $ 135,000 20,000$ 75,000$ $ 1,310,000 131,000$ $ 1,441,000 5 2 20.00$ 3000 200.00$ $ 40.00 $ 240.00 $ 720,000 $ 144,000 $ 108,000 20,000$ 75,000$ $ 1,067,000 106,700$ $ 1,173,700 5 2 15.00$ 3000 150.00$ 30.00$ 180.00$ $ 540,000 $ 108,000 $ 81,000 20,000$ 75,000$ $ 824,000 82,400$ $ 906,400 5 2 10.00$ 3000 100.00$ 20.00$ 120.00$ $ 360,000 $ 72,000 $ 54,000 20,000$ 75,000$ $ 581,000 58,100$ $ 639,100 5 2 8.25$ 3000 82.50$ 16.50$ 99.00$ $ 297,000 $ 59,400 $ 44,550 20,000$ 75,000$ $ 495,950 49,595$ $ 545,545

Page 432 of 467 City of Evanston Parks, Recreation and Community Services Department Estimated Costs of Outsourcing Forestry Services / Tree Trimming

Variables for Scenario 3 Crew Size: 4 Avg. Hours/Tree: 3 Numbers of Trees: 3000 (per year) Admin Expense: 20% (of direct labor cost) Worker's Compensation: 15% (estimate) Profit: 10% (of total costs)

Labor Number of Payroll Total Labor Direct Labor Admin Worker's Cost of Crew Hours / Tree Rate Trees Cost / Tree Taxes Cost/Tree Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 4 3 35.00$ 3000 420.00$ 84.00$ 504.00$ $ 1,512,000 $ 302,400 $ 226,800 20,000$ 75,000$ $ 2,136,200 213,620$ $ 2,349,820 4 3 30.00$ 3000 360.00$ 72.00$ 432.00$ $ 1,296,000 $ 259,200 $ 194,400 20,000$ 75,000$ $ 1,844,600 184,460$ $ 2,029,060 4 3 27.81$ 3000 333.72$ 66.74$ 400.46$ $ 1,201,392 $ 240,278 $ 180,209 20,000$ 75,000$ $ 1,716,879 171,688$ $ 1,888,567 4 3 27.50$ 3000 330.00$ 66.00$ 396.00$ $ 1,188,000 $ 237,600 $ 178,200 20,000$ 75,000$ $ 1,698,800 169,880$ $ 1,868,680 4 3 25.00$ 3000 300.00$ 60.00$ 360.00$ $ 1,080,000 $ 216,000 $ 162,000 20,000$ 75,000$ $ 1,553,000 155,300$ $ 1,708,300 4 3 20.00$ 3000 240.00$ 48.00$ 288.00$ $ 864,000 $ 172,800 $ 129,600 20,000$ 75,000$ $ 1,261,400 126,140$ $ 1,387,540 4 3 15.00$ 3000 180.00$ 36.00$ 216.00$ $ 648,000 $ 129,600 $ 97,200 20,000$ 75,000$ $ 969,800 96,980$ $ 1,066,780 4 3 10.00$ 3000 120.00$ 24.00$ 144.00$ $ 432,000 $ 86,400 $ 64,800 20,000$ 75,000$ $ 678,200 67,820$ $ 746,020 4 3 8.25$ 3000 99.00$ $ 19.80 118.80$ $ 356,400 $ 71,280 $ 53,460 20,000$ 75,000$ $ 576,140 57,614$ $ 633,754

Variables for Scenario 4 Crew Size: 4 Avg. Hours/Tree: 2 Numbers of Trees: 3000 (per year) Admin Expense: 20% (of direct labor cost) Worker's Compensation: 15% (estimate) Profit: 10% (of total costs)

Labor Number of Payroll Total Labor Direct Labor Admin Worker's Cost of Crew Hours / Tree Rate Trees Cost / Tree Taxes Cost/Tree Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 4 2 35.00$ 3000 280.00$ 56.00$ 336.00$ $ 1,008,000 $ 201,600 $ 151,200 20,000$ 75,000$ $ 1,455,800 145,580$ $ 1,601,380 4 2 30.00$ 3000 240.00$ 48.00$ 288.00$ $ 864,000 $ 172,800 $ 129,600 20,000$ 75,000$ $ 1,261,400 126,140$ $ 1,387,540 4 2 27.81$ 3000 222.48$ 44.50$ 266.98$ $ 800,928 $ 160,186 $ 120,139 20,000$ 75,000$ $ 1,176,253 117,625$ $ 1,293,878 4 2 27.50$ 3000 220.00$ 44.00$ 264.00$ $ 792,000 $ 158,400 $ 118,800 20,000$ 75,000$ $ 1,164,200 116,420$ $ 1,280,620 4 2 25.00$ 3000 200.00$ 40.00$ 240.00$ $ 720,000 $ 144,000 $ 108,000 20,000$ 75,000$ $ 1,067,000 106,700$ $ 1,173,700 4 2 20.00$ 3000 160.00$ $ 32.00 $ 192.00 $ 576,000 $ 115,200 $ 86,400 20,000$ 75,000$ $ 872,600 87,260$ $ 959,860 4 2 15.00$ 3000 120.00$ 24.00$ 144.00$ $ 432,000 $ 86,400 $ 64,800 20,000$ 75,000$ $ 678,200 67,820$ $ 746,020 4 2 10.00$ 3000 80.00$ 16.00$ 96.00$ $ 288,000 $ 57,600 $ 43,200 20,000$ 75,000$ $ 483,800 48,380$ $ 532,180 4 2 8.25$ 3000 66.00$ 13.20$ 79.20$ $ 237,600 $ 47,520 $ 35,640 20,000$ 75,000$ $ 415,760 41,576$ $ 457,336

Page 433 of 467 City of Evanston Parks, Recreation and Community Services Department Estimated Costs of Outsourcing Forestry Services / Tree Trimming Variables for Scenario 5 Crew Size: 3 Avg. Hours/Tree: 3 Numbers of Trees: 3000 (per year) Admin Expense: 20% (of direct labor cost) Worker's Compensation: 15% (estimate) Profit: 10% (of total costs)

Labor Number of Payroll Total Labor Direct Labor Admin Worker's Cost of Crew Hours / Tree Rate Trees Cost / Tree Taxes Cost/Tree Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 3 3 35.00$ 3000 315.00$ 63.00$ 378.00$ $ 1,134,000 $ 226,800 $ 170,100 20,000$ 75,000$ $ 1,625,900 162,590$ $ 1,788,490 3 3 30.00$ 3000 270.00$ 54.00$ 324.00$ $ 972,000 $ 194,400 $ 145,800 20,000$ 75,000$ $ 1,407,200 140,720$ $ 1,547,920 3 3 27.81$ 3000 250.29$ 50.06$ 300.35$ $ 901,044 $ 180,209 $ 135,157 20,000$ 75,000$ $ 1,311,409 131,141$ $ 1,442,550 3 3 27.50$ 3000 247.50$ 49.50$ 297.00$ $ 891,000 $ 178,200 $ 133,650 20,000$ 75,000$ $ 1,297,850 129,785$ $ 1,427,635 3 3 25.00$ 3000 225.00$ 45.00$ 270.00$ $ 810,000 $ 162,000 $ 121,500 20,000$ 75,000$ $ 1,188,500 118,850$ $ 1,307,350 3 3 20.00$ 3000 180.00$ 36.00$ 216.00$ $ 648,000 $ 129,600 $ 97,200 20,000$ 75,000$ $ 969,800 96,980$ $ 1,066,780 3 3 15.00$ 3000 135.00$ 27.00$ 162.00$ $ 486,000 $ 97,200 $ 72,900 20,000$ 75,000$ $ 751,100 75,110$ $ 826,210 3 3 10.00$ 3000 90.00$ 18.00$ 108.00$ $ 324,000 $ 64,800 $ 48,600 20,000$ 75,000$ $ 532,400 53,240$ $ 585,640 3 3 8.25$ 3000 74.25$ $ 14.85 89.10$ $ 267,300 $ 53,460 $ 40,095 20,000$ 75,000$ $ 455,855 45,586$ $ 501,441

Variables for Scenario 6 Crew Size: 3 Avg. Hours/Tree: 2 Numbers of Trees: 3000 (per year) Admin Expense: 20% (of direct labor cost) Worker's Compensation: 15% (estimate) Profit: 10% (of total costs)

Labor Number of Payroll Total Labor Direct Labor Admin Worker's Cost of Crew Hours / Tree Rate Trees Cost / Tree Taxes Cost/Tree Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 3 2 35.00$ 3000 210.00$ 42.00$ 252.00$ $ 756,000 $ 151,200 $ 113,400 20,000$ 75,000$ $ 1,115,600 111,560$ $ 1,227,160 3 2 30.00$ 3000 180.00$ 36.00$ 216.00$ $ 648,000 $ 129,600 $ 97,200 20,000$ 75,000$ $ 969,800 96,980$ $ 1,066,780 3 2 27.81$ 3000 166.86$ 33.37$ 200.23$ $ 600,696 $ 120,139 $ 90,104 20,000$ 75,000$ $ 905,940 90,594$ $ 996,534 3 2 27.50$ 3000 165.00$ 33.00$ 198.00$ $ 594,000 $ 118,800 $ 89,100 20,000$ 75,000$ $ 896,900 89,690$ $ 986,590 3 2 25.00$ 3000 150.00$ 30.00$ 180.00$ $ 540,000 $ 108,000 $ 81,000 20,000$ 75,000$ $ 824,000 82,400$ $ 906,400 3 2 20.00$ 3000 120.00$ 24.00$ $ 144.00 $ 432,000 $ 86,400 $ 64,800 $ 20,000 75,000$ $ 678,200 67,820$ $ 746,020 3 2 15.00$ 3000 90.00$ 18.00$ 108.00$ $ 324,000 $ 64,800 $ 48,600 20,000$ 75,000$ $ 532,400 53,240$ $ 585,640 3 2 10.00$ 3000 60.00$ 12.00$ 72.00$ $ 216,000 $ 43,200 $ 32,400 20,000$ 75,000$ $ 386,600 38,660$ $ 425,260 3 2 8.25$ 3000 49.50$ 9.90$ 59.40$ $ 178,200 $ 35,640 $ 26,730 20,000$ 75,000$ $ 335,570 33,557$ $ 369,127

Yellow - $27.81 is the average hourly labor rate for a City of Evanston Forestry Worker.

Page 434 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Brandon Dieter, Management Analyst

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: 32. Parks Maintenance (contract in / out)

2. Definition: Determine the most cost effective way to provide parks maintenance services.

3. Outcome: Provide Parks Maintenance services in the most cost effective manner.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $2,175,164 19.00 FY 2011 Budget $2,068,945 19.00

5. Description of how service is currently provided: The Parks Division provides the horticultural maintenance of all public grounds within the City. Approximately 300 acres of land, encompassing 97 sites, are maintained by employees assigned to this program. These sites include 76 parks, 50 playgrounds, nine roadside plantings, the grounds of eight public buildings, and four civic beautification plantings. The major components of horticulture maintenance are lawn care, small tree, shrub and ground cover care, perennial bed maintenance, weed control, and the pickup of more than 400 refuse containers from all park properties. Employees assigned to this unit also assist in citywide snow removal and recreation facility maintenance when necessary. Additionally, employees maintain the equipment used for the upkeep of the grounds, and make repairs to all the different site furnishings such as playground equipment, picnic tables, park benches, and fencing. Employees

Page 435 of 467 also oversee landscape and irrigation system maintenance contracts. There are currently nineteen full-time equivalent (FTE) positions responsible for providing this service.

6. How do other communities provide this service? See supplemental report.

7. Potential efficiencies / cost-saving ideas: The City could consider contracting out all or a portion of park maintenance services in an effort to reduce costs. As listed above, the annual cost of park maintenance services for the City is approximately $2.1 million. Using this baseline, staff has conducted a cost analysis for outsourcing parks maintenance services. This analysis outlines three potential service models using price and productivity variables assumed by an independent contractor. These variables are hourly labor rate, man hours per acre, number of service visits per year, administrative expense, and profit margin.

Staff has identified potential cost savings which could be achieved through outsourcing of parks maintenance services. The actual savings is dependent upon several factors including man hours and labor rates charged by the contractor. Additional savings could be achieved by reducing contractor man hour or labor rates. Staff has contacted the Illinois Department of Labor to determine whether the City is subject to prevailing wage regulations for parks maintenance services.

8. Contract-in opportunities: In addition to surrounding communities, staff could examine providing parks maintenance services to the following entities: • Ridgeville Park District • Lighthouse Park District • Evanston School Districts

See supplemental report for more information.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: There are several outside vendors who provide park maintenance services. However, in many cases, these vendors only provide “mow-and-go” services, and do not landscape and beautify the grounds in a manner comparable to the service level currently provided by internal staff. For example, in the early spring and fall months, grass grows rapidly due to high rainfall and moderate temperatures. During these periods, park maintenance staff typically provides only mowing and edging services. However, during the summer months when grass growth slows, parks maintenance staff provide additional services to maintain and beautify City parks including flower bed maintenance and other gardening services. These additional services would likely be reduced or eliminated if the City contracts out for parks maintenance services.

See supplemental report for more information. 2

Page 436 of 467

10. Please provide a list of intangible benefits that would be lost if service was outsourced: As mentioned above, if the City outsources this service, it is likely the private contractor would provide only basic Parks Maintenance services including grass mowing, edging, bush trimming, etc. Some Parks Maintenance intangible benefits which may be modified, reduced or lost due to outsourcing include: • Pickup of homeless belongings left behind • Removal of bee / wasp nests • Meet with utility reps to access park buildings • Christmas tree pickups • Playground equipment safety inspections • Community garden wood chip deliveries • Instant response to garbage pickup requests for parks • Instant response to mowing complaints in parks • Opening bathrooms for party rentals • Cleanup of bathrooms at parks and lakefront • Pickup of animal waste in parks • Instant response to picking up debris in parks from overnight use • Snow removal / salting at City buildings and parks • Assist with gardening projects • Rose garden maintenance • Monitor dumping in parks • Graffiti removal • Minor fence repair • Small-low hanging branch repair and storm damage limb pickup in the parks • Sport field striping and setup • Dredging of boat ramp • Grading prep of beaches for winter • Installation and removal of boat ramp • Lakefront festival setup and cleanup • Tent set up for special events • Summer concert series setup • Moving of camp supplies • Setup of lakefront boat racks and storage • Winter boat storage at lakefront • Irrigation blow out and charge up • Move boats to the lakefronts for the camps • Beachfront litter pickup • Install, remove and repair snow fence • Install and remove fence for dog wash at the dog pound • Move canoes to Ladd or Lovelace as needed • Move props and put out scaffolding for ice shows • Welding for other departments by tradesman, especially for police • Small engine repair by tradesman for other departments such as Public Works and Fire 3

Page 437 of 467 • Fieldhouse and park office interior painting • Paint walls and floors of all bathrooms at parks and lakefront • Sign installation at sled hill • Pick up debris at sled hill • Teach classes at Ecology Center • Planting and maintenance at the Levy Garden • Move furniture amongst Community Centers as needed • Deliver tables and chairs for special events • Provide staff assistance for softball tournament • Outdoor ice rink preparation and maintenance • Relieve playground / park flooding • Garbage removal for special events • Place snow fence and crowd control for July 4th fireworks display • Set up for Memorial Day and Veteran's Day events at Fountain Square • Park Ranger duties • Cricket pitch lining and maintenance • Tennis court maintenance, nets and signs • Animal carcass removal at parks • Removal of dead fish and algae from Lovelace and Dawes lagoon • Poison ivy removal • Prep of lakefront and Central Street for special events • Weed control at Lovelace and Dawes Lagoon • Dye water at the lagoon for appearance • Install aerator at Lovelace • Provide additional landscaping support to Fire/Police buildings • Provide staff support to volunteer groups and artists working at parks • Provide plant identification for citizens • Aerate, fertilize and seed parks • Contractor repair and cleanup • Support to Metra and CTA for cleanup, repairs trees, garbage and fences • Landscape at James Hill and Mason Hill in fall • Treat Penny Park wooden playground equipment annually with linseed oil • Purchase and inspect plant material for planting projects • Review irrigation and playground renovation plans

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Staff's recommendation for parks maintenance services is contingent upon the Illinois Department of Labor's (IDOL) determination relative to prevailing wages. If IDOL determines the City is not required to contract with prevailing wage paying vendors, staff proposes conducting a full Request for Proposal (RFP) process for parks maintenance services. By engaging in a full RFP process, the City will have the ability to quantify the exact savings to be obtained through outsourcing parks maintenance services. As stated above, the annual cost of parks maintenance services for the City is approximately $2.1M.

Page 438 of 467 Staff has completed a preliminary cost analysis for parks maintenance services. This preliminary analysis has determined that cost savings could potentially be realized through outsourcing of the City's parks maintenance services. The actual cost savings to be achieved through outsourcing of parks maintenance services are dependent upon several variables including hourly labor rate, man hours per tree, crew size, administrative expense, and profit margin. The preliminary cost analysis is provided as an attachment to this report.

As mentioned above, cost savings associated with outsourcing parks maintenance services are dependent upon IDOL determination relative to prevailing wages. At present, the average hourly wage for a Parks Maintenance Worker is approximately $27.42. In contrast, the June, 2011 prevailing wage rate for laborers in Cook County is $35.20. If the City is required to contract with prevailing wage paying vendors, potential savings associated with outsourcing parks maintenance services would be greatly reduced or eliminated. Staff has contacted IDOL regarding this item and is currently awaiting a determination.

Page 439 of 467 City of Evanston Department of Parks/Forestry, Recreation, and Facilities Management Estimated Costs of Outsourcing Park Landscaping

Variables for Scenario 1 Crew Size: 2 Hours/Acre: 1 Numbers of visits: 28 (per year) Admin Expense: 20% (of direct labor cost) Worker's Comp: 10% (estimate) Profit: 10% (of total costs)

Hours/ Labor Number of Number Payroll Total Labor Cost per Direct Labor Admin Worker's Cost of Crew Acre Rate Acres of Visits Cost/Acre Taxes Cost/Acre Week Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 2 1 35.00$ 288 28 70.00$ 14.00$ 84.00$ 24,192$ $ 677,376 $ 135,475 $ 67,738 24,192$ 40,000$ $ 944,781 94,478$ $ 1,039,259 2 1 30.00$ 288 28 60.00$ 12.00$ 72.00$ 20,736$ $ 580,608 $ 116,122 $ 58,061 24,192$ 40,000$ $ 818,982 81,898$ $ 900,881 2 1 27.50$ 288 28 55.00$ 11.00$ 66.00$ 19,008$ $ 532,224 $ 106,445 $ 53,222 24,192$ 40,000$ $ 756,083 75,608$ $ 831,692 2 1 27.42$ 288 28 54.84$ 10.97$ 65.81$ 18,953$ $ 530,676 $ 106,135 $ 53,068 24,192$ 40,001$ $ 754,071 75,407$ $ 829,479 2 1 25.00$ 288 28 50.00$ 10.00$ 60.00$ 17,280$ $ 483,840 $ 96,768 $ 48,384 24,192$ 40,000$ $ 693,184 69,318$ $ 762,502 2 1 20.00$ 288 28 40.00$ 8.00$ 48.00$ 13,824$ $ 387,072 $ 77,414 $ 38,707 24,192$ 40,000$ $ 567,386 56,739$ $ 624,124 2 1 15.00$ 288 28 30.00$ 6.00$ 36.00$ 10,368$ $ 290,304 $ 58,061 $ 29,030 24,192$ 40,000$ $ 441,587 44,159$ $ 485,746 2 1 10.00$ 288 28 20.00$ 4.00$ 24.00$ 6,912$ $ 193,536 $ 38,707 $ 19,354 24,192$ 40,000$ $ 315,789 31,579$ $ 347,368 2 1 8.25$ 288 28 16.50$ 3.30$ 19.80$ 5,702$ $ 159,667 $ 31,933 $ 15,967 24,192$ 40,000$ $ 271,759 27,176$ $ 298,935

Variables for Scenario 2 Crew Size: 2 Hours/Acre: 1.5 Numbers of visits: 28 (per year) Admin Expense: 20% (of direct labor cost) Worker's Comp: 10% (estimate) Profit: 10% (of total costs)

Hours/ Labor Number of Number Payroll Total Labor Cost per Direct Labor Admin Worker's Cost of Crew Acre Rate Acres of Visits Cost/Acre Taxes Cost/Acre Week Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 2 1.5 35.00$ 288 28 105.00$ 21.00$ 126.00$ 36,288$ $ 1,016,064 $ 203,213 $ 101,606 24,192$ 40,000$ $ 1,385,075 138,508$ $ 1,523,583 2 1.5 30.00$ 288 28 90.00$ 18.00$ 108.00$ 31,104$ $ 870,912 $ 174,182 $ 87,091 24,192$ 40,000$ $ 1,196,378 119,638$ $ 1,316,015 2 1.5 27.50$ 288 28 82.50$ 16.50$ 99.00$ 28,512$ $ 798,336 $ 159,667 $ 79,834 24,192$ 40,000$ $ 1,102,029 110,203$ $ 1,212,232 2 1.5 27.42$ 288 28 82.26$ 16.45$ 98.71$ 28,429$ $ 796,014 $ 159,203 $ 79,601 24,192$ 40,001$ $ 1,099,011 109,901$ $ 1,208,912 2 1.5 25.00$ 288 28 75.00$ 15.00$ 90.00$ 25,920$ $ 725,760 $ 145,152 $ 72,576 24,192$ 40,000$ $ 1,007,680 100,768$ $ 1,108,448 2 1.5 20.00$ 288 28 60.00$ 12.00$ 72.00$ 20,736$ $ 580,608 $ 116,122 $ 58,061 24,192$ 40,000$ $ 818,982 81,898$ $ 900,881 2 1.5 15.00$ 288 28 45.00$ 9.00$ 54.00$ 15,552$ $ 435,456 $ 87,091 $ 43,546 24,192$ 40,000$ $ 630,285 63,028$ $ 693,313 2 1.5 10.00$ 288 28 30.00$ 6.00$ 36.00$ 10,368$ $ 290,304 $ 58,061 $ 29,030 24,192$ 40,000$ $ 441,587 44,159$ $ 485,746 2 1.5 8.25$ 288 28 24.75$ 4.95$ 29.70$ 8,554$ $ 239,501 $ 47,900 $ 23,950 24,192$ 40,000$ $ 375,543 37,554$ $ 413,097

Page 440 of 467 City of Evanston Department of Parks/Forestry, Recreation, and Facilities Management Estimated Costs of Outsourcing Park Landscaping

Variables for Scenario 3 Crew Size: 2 Hours/Acre: 2 Numbers of visits: 28 (per year) Admin Expense: 20% (of direct labor cost) Worker's Comp: 10% (estimate) Profit: 10% (of total costs)

Hours/ Labor Number of Number Payroll Total Labor Cost per Direct Labor Admin Worker's Cost of Crew Acre Rate Acres of Visits Cost/Acre Taxes Cost/Acre Week Cost per Year Expense Compensation Supplies Equipment Total Costs Profit Contract 2 2 35.00$ 288 28 140.00$ 28.00$ 168.00$ 48,384$ $ 1,354,752 $ 270,950 $ 135,475 24,192$ 40,000$ $ 1,825,370 182,537$ $ 2,007,907 2 2 30.00$ 288 28 120.00$ 24.00$ 144.00$ 41,472$ $ 1,161,216 $ 232,243 $ 116,122 24,192$ 40,000$ $ 1,573,773 157,377$ $ 1,731,150 2 2 27.50$ 288 28 110.00$ 22.00$ 132.00$ 38,016$ $ 1,064,448 $ 212,890 $ 106,445 24,192$ 40,000$ $ 1,447,974 144,797$ $ 1,592,772 2 2 27.42$ 288 28 109.68$ 21.94$ 131.62$ 37,905$ $ 1,061,351 $ 212,270 $ 106,135 24,192$ 40,001$ $ 1,443,950 144,395$ $ 1,588,345 2 2 25.00$ 288 28 100.00$ 20.00$ 120.00$ 34,560$ $ 967,680 $ 193,536 $ 96,768 24,192$ 40,000$ $ 1,322,176 132,218$ $ 1,454,394 2 2 20.00$ 288 28 80.00$ 16.00$ 96.00$ 27,648$ $ 774,144 $ 154,829 $ 77,414 24,192$ 40,000$ $ 1,070,579 107,058$ $ 1,177,637 2 2 15.00$ 288 28$ 60.00 12.00$ 72.00$ 20,736$ $ 580,608 $ 116,122 $ 58,061 24,192$ 40,000$ $ 818,982 81,898$ $ 900,881 2 2 10.00$ 288 28 40.00$ 8.00$ 48.00$ 13,824$ $ 387,072 $ 77,414 $ 38,707 24,192$ 40,000$ $ 567,386 56,739$ $ 624,124 2 2 8.25$ 288 28 33.00$ 6.60$ 39.60$ 11,405$ $ 319,334 $ 63,867 $ 31,933 24,192$ 40,000$ $ 479,327 47,933$ $ 527,259

Yellow - $27.42 is the average hourly labor rate for City of Evanston Parks Maintenance Personnel.

Services covered by landscaping contract 1. Mowing grass 2. Policing litter 3. Trimming bushes 4. Raking and leveling the play lots 5. Weeding the beds 6. Travel time 7. Set-up time

Page 441 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

1. Items: #33

2. Definition: Determine if Noyes Cultural Arts Center building should be sold.

3. Outcome: Provide options to keep building as a City facility or sell to a private party.

4. Recommendations for Implementation: Please see attached July 2011 memorandum.

Page 442 of 467 For City Council meeting of July 11, 2011 Item SP1 Business of the City by Motion: Exploration of Property Uses Special Order of Business

Memorandum

To: Honorable Mayor and Members of the City Council

From: Wally Bobkiewicz, City Manager

Subject: Consideration of Exploration of Alternate Property Uses /Alternate Provision of Services: Chandler-Newberger Community Center, Noyes Cultural Arts Center and Harley Clarke Mansion (Evanston Arts Center)

Date: July 6, 2011

Recommended Action: It is recommended that the City Council consider exploration of alternate uses / alternate provision of services for three City owned facilities: Chandler-Newberger Community Center, Noyes Cultural Arts Center and Harley Clarke Mansion (Evanston Arts Center). If the City Council believes it is in the City’s best interests to explore these options, provide direction to staff on next steps.

Summary: As the City continues preliminary work on the proposed FY 2012 budget, there are many issues to be considered. One of these many issues is an examination of the City’s current real estate holdings and exploration of options of current uses of property and alternate ways to provide services at these properties.

This examination is not a short term exercise, but rather a process to evaluate current uses of facilities and longer term issues associated with each property. The City has substantial real estate in Evanston: Lorraine H. Morton Civic Center, Public Works Service Center, Police/Fire Headquarters, Howard Street Police Substation, Senior Center, two libraries, five fire stations, three community centers, two arts centers, an ecology center, twenty five parking lots, three parking decks, seventy six parks, fifty playgrounds and other miscellaneous paths, gardens, beach and green areas.

There have been extensive discussions in recent years over the future of some of our facilities such as the Civic Center and Main Library, which have been settled. The City Council has already decided to construct a replacement Robert Crown Center for which planning is underway. It would be difficult to evaluate the merits of each our seventy six parks for other uses and I believe the economy does not support exploration of leasing or selling any of our parking assets at this time.

Page 443 of 467 I believe there are very few instances where the sale of City owned property makes sense. The idea of selling property just to gain one time revenue to cover current deficits makes no sense whatsoever. However, I believe there are criteria that can be applied to the City’s real estate holdings to determine if it makes sense to explore alternate uses or alternate provision of services on properties that could include long term leases and, under the most unusual circumstances, outright sale of the property. With the budget issues the City is facing for FY 2012, I believe it is prudent to consider such a discussion on a select group of properties.

So what should the criteria be to select properties to even consider an initial discussion of alternatives? Here are a few:

1. Are there other individuals/organizations that would be interested in use of the property?

2. Is the property in good condition and requires minimal improvements for use?

3. Is this property in poor condition and requires significant improvement for long term use?

4. Are there other individuals and organizations that currently provide same or similar services in Evanston as those provided at City property from other non-City facilities in Evanston?

5. Is there something especially unique about the property (location, historic nature, etc.) that makes it attractive for alternate uses?

Applying these criteria to the City’s real estate holdings, I have identified three properties that meet three or more of these criteria: Chandler-Newberger Community Center, Noyes Cultural Arts Center and Harley Clarke Mansion (Evanston Arts Center). Here are some further details on each property.

Chandler-Newberger Community Center This center was built in 1980 and provides a wide array of recreation programs. These programs include basketball, gymnastics, fencing, spring break and summer camps, pre-school and day care programs. Despite consistent use, I remain concerned about the City’s ability to financially support programs at three community centers (Chandler, Fleetwood and Crown).

The Chandler-Newberger Community Center is a candidate to consider exploration of alternate uses / alternate provision of services because I believe that there would be other individuals and organizations interested in the facility because of its location: next to “L”, adjacent to Evanston Hospital and the Frank Govern Memorial Golf Course. The City hears regularly from arts groups throughout the Chicago area looking for facilities

Page 2 of 4 Page 444 of 467 near the “L”. Chandler is of good size for a theater use. The building is also one of the newer facilities in the City’s real estate inventory and does not have a large backlog of capital needs and could be used by another organization without significant capital expenditures.

The City and area non-profits provide similar programs at other facilities. Another area non-profit may wish to lease the facility to provide similar programs to those currently being provided at Chandler. The long term use of Chandler by another organization could free the City from future capital expenditures for upkeep of the facility.

In the past several months, many community members have come to the defense of the programs and services provided at Chandler. My long term concern for Chandler will be the City’s inability to properly maintain the facility into the future given competing needs for capital funding. While the facility is in good repair and has many other locational attributes, it makes sense to evaluate its future uses.

Of the City’s four community centers, Chandler is the only center I believe with viable options for alternate uses / alternate provision of services and believe further work should be done to explore these options.

Noyes Cultural Arts Center The former Noyes School was purchased by the City in 1980 and was created into the Noyes Cultural Arts Center (“Noyes”). The original mission of Noyes was to provide long and short term work and exhibition space to artists and arts organizations representing all disciplines, cultures and stages of development. It is dedicated to fostering high quality creative activity that is diverse and accessible to all. Since then, the Center has become home to several resident companies as well as individual artists. The City rents spaces to thirty-two organizations and groups. Noyes is a successful center thanks to the vibrancy of its tenants.

Noyes is located in the Noyes Street business area adjacent to Northwestern University and the “L”. Noyes is also located adjacent to Tallmadge Park. My long term concern for continued operation of Noyes is its ongoing capital maintenance issues. The most recent review of current facility needs outlined $500,000 in repairs needed, which have been deferred due to lack of funds.

I believe there are opportunities for the City to take on a diminished role at Noyes and to allow its tenants to take leadership in the facility’s future. On June 6, 2011, the City received a letter from leaders of the Piven Theater Workshop, Next Theater Company, Actors Gymnasium and the Evanston Arts Center expressing their interest in pursuing discussions with the City for the possible acquisition of Noyes as a permanent home for their organizations. A copy of the letter is attached. Individual tenants of Noyes have also come forward to express their interest in the City exploring alternative models for the center in addition to the above proposal.

Page 3 of 4 Page 445 of 467 I believe it makes sense for the City to explore these discussions and determine if a better model exists to assure the operation of Noyes as an arts facility well into the future with a changed role for the City of Evanston.

Harley Clarke Mansion The City of Evanston purchased the Harley Clarke Mansion in 1963 from the Sigma Chi National Fraternity to complete a collection of properties adjacent to the Evanston Lighthouse. These properties also include the lighthouse itself, Lighthouse Keeper’s House, Fog Signal Houses, Art Center Coach and Greenhouse and the Lighthouse Beach restroom facility The City of Evanston leases portions of this land to the Lighthouse Landing Park District while the Park District owns some of the property outright. Much of the City owned property in this area was given to the City with the Lighthouse by the Federal Government. These properties have reverter language in them that restricts future uses of the property. However, the Harley Clark Mansion property has no such restrictions.

The City leases the Mansion to the Evanston Arts Center for $1 year under a twenty-five year lease which expires in 2021. The terms of the lease require that the City maintain the exterior of the building and the Arts Center maintains the interior. Additionally, the Art Center will contribute $25,000 over the lease period to ADA improvements to the center. The City has been unable to make significant repairs to the exterior of the building because of budget issues. Current deferred capital projects for the building exceed $400,000.

The Mansion is in a unique location along Lake Michigan. There is easy access from Sheridan Road, but parking is challenged because of park and lakefront access issues adjacent to it.

The Evanston Arts Center, which has operations at both Noyes and the Mansion, has expressed interest in examining its current lease and maintenance arrangements with the City. In addition, there could be interest by other parties in the Mansion for other uses. I believe it makes sense to continue discussions with the Evanston Arts Center as well as to evaluate other potential uses for the Mansion.

I hope that the City Council will consider exploring these options.

------Attachments: June 1, 2011 Letter from Noyes Cultural Arts Center tenant organizations

Page 4 of 4 Page 446 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Louis Gergits, Interim Finance Division Manager

Subject: Service Change Evaluation Report

Date: July 22, 2011

1. Item: Lighthouse Landing

2. Definition: Determine City costs related to Lighthouse Landing and whether costs can be reduced or eliminated.

3. Outcome: Develop a Lighthouse Landing plan that is cost effective.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

5. Description of how service is currently provided: Lighthouse Landing is a park and historic site located in northeastern Evanston along the lakefront. It shares a border with Lawson Park and also provides beach access. It features a former light house, historical society, greenhouse and arts center. There is a small parking lot on the site, and there is an effort to include a rotating public art piece on the grounds. The Lighthouse Landing Complex Committee was established to share information and facilitate cooperation and coordination among all the groups which have activities and responsibilities in the area around the Lighthouse. Additional information can be found in City resolution 26-R-88. 1

Page 447 of 467

There is a picnic area and a fire pit that generates some revenue through permits for the City. However, the picnic area is belongs to the Lighthouse Park District and not the City of Evanston.

6. How do other communities provide this service? The only other community with a lighthouse is Waukegan. It is a lighthouse that is owned and maintained by the US Coast Guard. Therefore, no other geographically close communities provide a lighthouse landing type of service.

7. Potential efficiencies / cost-saving ideas: Since there is no complete data it is difficult to analyze the information and create cost- saving ideas and efficiencies.

8. Contract-in opportunities: There are no contract-in opportunities.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: This service can be provided by an outside vendor. It is reasonable and efficient for a vendor to take over the maintenance of grounds and building. However, without more data, which is unavailable, more thorough analysis cannot be accomplished.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: There are not intangible benefits that would be lost if this service were to be outsourced.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: There is little transparency in regards to Lighthouse Landing. Cost and revenue data is blended in with many different business units. This makes access to the data as well as analysis of the data impossible. However, even without adequate data outsourcing of at least the maintenance of Lighthouse Landing should be explored further.

Page 448 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Matt Swentkofske, Intergovernmental Affairs Coordinator

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: Evanston Ecology Center

2. Definition: Determine if there are alternative methods that could be used to operate the Ecology Center.

3. Outcome: Provide options to operate the Ecology Center in a more cost effective way.

4. Cost / Personnel to provide service:

Full-Time Year Cost of Service Equivalents FY 2010-11 Actual $463,904 4.05 FY 2011 Budget $411,921 3.77

5. Description of how service is currently provided: The Ecology Center has 3.77 (2011) full-time staff members as well as programmatic specific employees (Camp Specific Counselors) that run a variety of programs focusing on educating and fostering a greater appreciation of the natural environment. The Evanston Environmental Association supports the Center with both financial contributions and volunteer hours to help fulfill the Center's mission. The programs are designed for the gambit of ages from preschool to adult, and examples include:

Arboretum Egg Hunt, Community Gardens Rental Program, Tea for Trees, Spring Break Mini-Camp, Fishing Frenzy, Green Construction Equals Tax Savings, Using a Rain Barrel, Green Solution Pest Control, Evening Ecology, Make a Solar Cooker, 1

Page 449 of 467 Family Camp Out, Canoe the Canal, Be an Urban Bird Monitor, Green Living Festival Wildflower Camp, EcoQuest Day Camp (ages 6 - 7), EcoTravelers Camp (ages 8 - 9), EcoExplorer Camp among many programs offered.

Four of the programs are free, while others have a fee associated for program participation. Many of the center’s programs are self-sustaining with program fees growing approximately between 3-5% per year. According to the 2010-11 budget, summer camp revenue exceeded direct expenses by $115,629. 2010-11 Budget Adopted Revenues for the Ecology Center and Summer camps are $350,500 and the 2011 Budget Adopted Expenditures are $463,904.

Overall city support for the center in 2010/11 was $93,525.

Overall city support for the center’s operation in 2011 is budgeted at $77,627.

Administrative Costs for the Ecology Center are approximately $6,400 per year.

Future and ongoing Capital costs include the Ecology Center Greenhouse project scheduled for 2012 that will be $95,000.

Hours of the Ecology Center are: The center is open primarily M-F 8:30-5:00 PM, Sat 9:00-4:30 PM and at other times programs are scheduled 55 Hours per week

6. How do other communities provide this service? One of the strongest examples of a Community Ecology Center can be found in Berkeley, CA. Founded in 1969, the Berkeley Ecology Center is a non-profit that has been involved with launching recycling programs, farmers' markets, as well as environmental clean up initiatives such as the San Francisco Bay oil spill in 1971.

In the state's neighbor to the north, Milwaukee's Urban Ecology Center is another example of a community based environmental education organization. Like Berkeley, Milwaukee's Urban Ecology Center is also a non-profit organization focusing on innovative ways to promote environmental awareness along with establishing sustainable lifestyles in urban settings.

The Ecology Center of Ann Arbor, Michigan is a membership-based, nonprofit environmental organization that was founded by community activists after the country's first Earth Day in 1970. It is a Michigan-based nonprofit environmental organization that works at the local, state, and national levels for clean production, healthy communities, environmental justice, and a sustainable future.

Page 450 of 467 In Illinois, many communities turn to their park districts to enact ecology programs. Morton Grove and Schaumburg have ecology clubs that meet throughout the year to promote environmental education.

The Village of Wilmette has the Stephen R. Key Nature Learning Center whose mission is to connect children and adults with the joys and wonders of nature. It is a 4.6 acre secluded nature preserve with a 1/2 mile trail. The walkway has several observation stations corresponding to an interpretative guide, teaching pads and benches for seating.

The Village of Skokie has the Emily Oaks Nature Center, which is a 13 acre preserve complete with a learning center. It is home to urban wildlife and provides programs in earth education and outdoor recreation opportunities. The purpose of the center is to help people build a sense of relationship with the natural world.

The Village of Glenview is home to the Grove, 123 acres of ecologically diverse prairie land preserved and maintained by the Glenview Park District. The Grove’s Interpretive Center shows nature videos, provides science equipment, environmental displays, self- guided activities, and trail walks.

Research indicates that no other community in Illinois runs an ecology center on par with the City of Evanston; one that is solely managed by the local government rather than a non-profit.

7. Potential efficiencies / cost-saving ideas: • Option 1: Completely remove the operation of the Ecology Center from the City of Evanston's preview and place its operation under the control of a separate non-profit; Cost Savings approximately $93,000 per year

• Option 2: Reform the Ecology Center to a volunteer run Center with one full-time City of Evanston Employee as an Ecology Center Coordinator; Cost Savings $127,812 (from 2.77 staff members salaries and benefits)

• Option 3: Eliminate all Saturdays at the Ecology center to reduce total hours of operation by 10%. This will provide for a reduction in Gas and Electricity totaling $1440 as well as a 10% reduction in staff salaries to approximately $21,000. All together the City will save an approximate total of $22,440.

8. Contract-in opportunities: Not available.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: The Ecology Center is partially funded by program revenues and the Evanston Environmental Association. The Evanston Environmental Association has provided 3

Page 451 of 467 private funds to pay for a recent addition at a total cost of $750,000, possibly placing them in the position to fully fund yearly operating costs. This would reflect practices in other communities as highlighted above.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: The subject of Ecology is important to many Evanston residents. Connecting to nature in a very real way, while living in an urban environment is something that cannot be substituted. The Ecology Center offers numerous programs at a reasonable cost for many residents. While many of the programs can be absorbed, many could be lost if the Center was outsourced to a non-profit entity. The Ecology Center is the only one like it in Illinois and one of the few ones in the entire country. This would be an intangible loss to the Evanston Community as its uniqueness it adds to the very existence of the community. Additionally, it raises awareness to thousands of people each year to the importance of living harmoniously with the nature that surrounds us all.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Throughout the country and the state of Illinois, similar ecology centers are run primarily by non-profit entities that provide operation funding. Exploring whether or not the Evanston Environmental Association can operate this center entirely should be further explored. An almost total reliance on the residents of Evanston to financially support the Ecology Center is quite unique.

Page 452 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Matt Swentkofske, Intergovernmental Affairs Coordinator

Subject: Service Change Evaluation Report

Date: June 30, 2011

1. Item: Chandler Newberger Community Center

2. Definition: Determine if there are alternative methods that could be used to operate the Chandler Newberger Community Center saving General Fund dollars or if the entire Center could be sold and services provided for residents at the Center could be absorbed and integrated into other City facilities.

3. Outcome: Maximize use of the Chandler Newberger Community Center or explore a possible sale of the property.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual $691,239 5.83 FY 2011 Budget $676,130 5.83

5. Description of how service is currently provided:

Page 453 of 467 The Chandler-Newberger Community Center staff manages a wide range of programs, held both at the Center and throughout the community in parks and public schools. In 2010, the Center had over 7,000 registered and/or drop-in participants in their programs.

Major programs include nine types of summer day camps for school-aged youth and preschoolers, after-school sports classes, girls’ youth basketball leagues, youth flag football leagues, preschool play groups, youth chess, adult/youth fencing, preschool development classes, youth gymnastics, adult/youth volleyball leagues, women’s basketball classes and more. Staff also oversees the citywide tennis program for youth and adults; tennis classes, leagues and private lessons are held in local parks and at Evanston Township High School.

The 14,000 square foot facility also provides room, racquetball court and gymnasium rentals to community groups, youth birthday party groups and recreation enthusiasts.

Overall city support for the Center in 2010/11 was $190,939.

Administration costs for Chandler Newberger are approximately $13,824 per year.

Future and ongoing capital costs amount to: $50,000 for electrical panels in 2012 $100,000 for upgraded HVAC in 2012 $50,000 for Stormwater Sewer installation in 2012 $35,000 Gym floor refinishing in 2013.

6. How do other communities provide this service?

Page 454 of 467 The Village of Schaumberg, with a population of 74,227 residents and 19.12 square miles, operates three community centers, three fitness centers, three preschools, three outdoor pools, an indoor aquatic center, two golf courses, and a senior citizen center. The most comparable center is Schuamburg's Community Recreation Center which houses a gym, workout facilities, and rooms for rent. The major difference is that Schuamburg operates the facility much like a private health club by charging an annual fee for its use. The lowest is $134 per year for a basic health club membership for a resident to $1575 for a non-resident family to use all facilities.

The Village of Arlington Heights has five-neighborhood based community centers to serve the needs of residents. Community centers and their corresponding parks may include playgrounds, tennis courts, basketball courts, sled hills, and indoor recreation activities including open gym hours. All five community centers offer outdoor swimming pools, swim classes, and programs for kids to adults. Heritage Park is like Chandler-Newberger as it provides classroom space, offices, and meeting rooms for the neighborhood.

The Village of Oak Park serves the recreational needs of the 53,000 residents of Oak Park, providing over 3,000 recreation programs and special events annually. It owns an Administrative Center, two outdoor pools, an indoor ice rink, a gymnastics center, and seven recreation centers. Field Park and Longfellow Park are comparables in Oak Park providing housing, offices, rental facilities, tennis and basketball courts, and fieldhouses. Costs to run Longfellow Park are approximately $80,011 and Fields Park are $13,700.

These communities all have separate park districts that run these facilities and have a separate property tax line item, different from the City of Evanston's funding model.

7. Potential efficiencies / cost-saving ideas:

Page 455 of 467 Option 1: Sell Chandler Newberger Community Center to a for-profit entity currently looking for property in Evanston and merge existing services with those at other community center/recreation areas. 5.88 City positions could be eliminated; potential cost savings at Chandler would be $324,748 (Total Compensation). Overall city support for Chandler in FY 10/11 was approximately $191,000. An additional $2,100,000 to $3,500,000 dollars will be generated for the sale of the property assuming a sale price of between $150 and $250 per square foot. Option 2: Lease the property to a for profit entity at about $ 10-20 per functional square foot per month generating approximately $14,000 to $28,000 per month, transfer City positions at Chandler and all remaining services to remaining City Community Centers. Cost savings to city approximately $ 191,000, plus additional revenue of approximately $140,000 - $280,000 per year

8. Contract-in opportunities: Other City facilities can absorb much of the programming offered at Chandler Newberger. Current employees can be either tranferred to City facilities or reduced.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: The City can transfer many of the programs offered to other City owned facilities-- such as basketball programs to Fleetwood Jourdain, summer camps run out of the Robert Crowne and Levy Centers and tennis to Robert Crowne. Addtionally, staff can be possibly reduced and realigned based on needs of the community.

10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 456 of 467 The north side of Evanston would lose its main City owned recreation and community center. Programs unique to Chandler like fencing, youth gymnastics and women's basketball classes would need to find space in other City recreation centers or discontinue. Many Evanston residents who volunteer managing some of the programs might not volunteer in the same capaicity if the programs are moved to other facilities. Children who reside in the neighboroods surrounding the Center would be forced to use other City owned centers or not go to community/recreation centers at all. With the City trying to address youth crime and violence, eliminating a safe place where youth can go as an alternative to "hanging out" on the streets may not be the best course of action.

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: Staff recomends soliticing requests to lease/sell the Chandler Newberger Community Center Property to an outside party and shifting programs and appropriate staff to other City owned facilities.

Page 457 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Erika Storlie

Subject: Service Change Evaluation Report

Date: July 1, 2011

1. Item: 37. Identify Space for Rental - Civic Center

2. Definition: Determine the best use of space for existing City services and what space is available for lease.

3. Outcome: Maximize use of space in building for City services and lease remaining space to outside parties.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual N/A N/A FY 2011 Budget N/A N/A

5. Description of how service is currently provided:

Page 458 of 467 We currently do not lease space in the Civic Center for the purpose of revenue generation. At present the only space that is currently leased is less than 200 square feet to the League of Women Voters. We charge the League a nominal fee (less than $1,000 annually) for the rental of this space. The last time we had a leased tenant in the Civic Center for the purpose of revenue generation was in 2003 when National Lekotek Center occupied approximately 4,900 square feet on the north wing of the second floor and 600 square feet on the 5th floor at a total cost of $5,539.68 per month ($66,476.16 annually).

We currently lease space to outside tenants at other City Buildings including the Noyes Cultural Arts Center. This is not for revenue generation; it is done for the benefit of Evanston residents.

6. How do other communities provide this service? There are some communities who lease space in their municipal buildings and many others who do not. This is not a unique endeavor for Evanston.

7. Potential efficiencies / cost-saving ideas: Currently the City of Evanston is discussing the possibility of leasing some of the vacant space in the Civic Center to the Township of Evanston/Township Assessor's Office. If all or part of the Township were to lease space in the Civic Center for zero dollars there would be a savings to taxpayers as the space the Township currently leases is at cost to the Township and is paid through the Township budget. Additionally, utilizing the space in the Civic Center in a more efficient manner could make more space available for rental thus bringing in more revenue.

8. Contract-in opportunities: No specific contract-in opportunities

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate:

Page 459 of 467 An outside vendor could conduct a comprehensive space utilization analysis to determine if existing space could be reconfigured to accommodate an increase in the amount of available space to be leased over the initial 4,000 square feet outlined in this report. An outside vendor could also be utilized to market the property to potential tenants and secure leases.

10. Please provide a list of intangible benefits that would be lost if service was outsourced: N/A

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further:

Page 460 of 467 It has been determined that the space in the Civic Center used for existing services is not maximized at present due to restructuring and service eliminations.

Presently there is a combined total of approximately 4,000 square feet of vacant usable space in floors 1-4 of the CIvic Center. Additional vacant usable space exists on the ground floor but this space is being held for future use if the City of Evanston receives funding for a Federally Qualified Health Center.

The Economic Development Department has estimated that space in the Civic Center could be rented at approximately $25 per square foot. There are some restrictions that would apply to potential tenants that may reduce the cost per square foot but the Civic Center is still seen as a very desirable location. Potential restrictions inlcude but are not limited to: Hours of operation that match those of the Civic Center, No air conditioning until May 15th annually, nominal power/electrical consumption, limited restructuring of space to allow for adequate air flow, limited use of parking.

Liability issues have been reviewed with the Law Department and in the event that the staff is directed to move forward on this Service Change a more detailed analysis will be conducted. Initial findings from the Law Department state that many of the same provisions included in the 2003 lease to National Lekotek Center would be included in all future leases with new tenants. Potential tenants would be required to carry liability insurance and to sign an agreement with the City agreeing to indemnify the City in the event of accidents.

In the event that some of the service change ideas for the 2012 Budget are recommended for implementation it is possible that more space will become vacant and available for rent. Additionally, if Evanston does not receive the funding for the Federally Qualified Health Center a large portion of space on the ground floor would become availble to lease or to be reallocated to maximize space for leasing on more desirable levels of the building.

Using only the current available space of 4,000 sqaure feet and the cost per sqaure foot of $25, leasing space in the Civic Center could yield up to $100,000 annually.

It is therefore recommended that vacant space in the Civic Center be leased for revenue generation and/or at a cost savings to taxpayers by moving all or part of the Township offices to the Civic Center.

Page 461 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

2. Definition: Look at operations and explore areas of efficiency.

3. Outcome: Ensure that all Departments are running in the most efficient and cost effective manner.

Page 462 of 467

Page 463 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Marty Lyons, Assistant City Manager/Treasurer

Subject: Service Change Evaluation Report

Date: July 29, 2011

1. Items: #39 Water Sales to Other Communities

2. Definition: Determine what opportunities exist to sell water to other communities..

3. Outcome: Maximize sale of water to other communities.

4. Recommendations for Implementation: The sale of water from the City of Evanston to other communities is being explored. This is complex and involved process that involves other communities and will take time and many steps to complete.

Page 464 of 467

Memorandum

To: Wally Bobkiewicz, City Manager

From: Erika Storlie

Subject: Service Change Evaluation Report

Date: July 26, 2011

1. Item: 40. Merge Public Information in Parks & Recreation with Citizen Egagement/Public Information in the City Manager's Office

2. Definition: Determine if there are cost efficiencies related to consolidating this function

3. Outcome: Determine if there are cost efficiencies related to consolidating this function.

4. Cost / Personnel to provide service:

Year Cost of Service Full-Time Equivalents FY 2010-11 Actual 188,561 2 FY 2011 Budget 156,976 2

5. Description of how service is currently provided:

Page 465 of 467 Currenty the Parks, Recreation and Community Services Department has their own FTE for Public Information related directly to their activities. The City Manager's Office has their own FTE for Public Information as well. These two FTE's work together on some items (the combined Highlights/Arts & Recreation Activities Guide) but for the most part they work on independent projects.

6. How do other communities provide this service? Some communites provide this service in the same manner we do. Other communities have a consolidated public information office. Many cities have an independent park district and either provide this service as a part of their function or they outsource it.

7. Potential efficiencies / cost-saving ideas: This service could be consolidated with the Citizen Engagement / Public Information office in the City Manager's offce, and/or parts of it could be outsourced

8. Contract-in opportunities: No identifiable contract-in opportunities at this time.

9. Can this service be provided by an outside vendor? If so, please identify a potential vendor and provide a preliminary cost estimate: Yes, this service could be provided by an outside vendor.

10. Please provide a list of intangible benefits that would be lost if service was outsourced:

Page 466 of 467 Institutional knowledge, familiarty with annual events

11. Please summarize your findings and recommend if appropriate or advise if you think we should explore this area further: This service change idea should be further explored to determine how consolidation could acheive savings and efficiencies.

Page 467 of 467