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City Services and Service Change Ideas Evaluation FY 2012 Budget Process

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City Services and Service Change Ideas Evaluation FY 2012 Budget Process 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. 3 Page 7 of 467 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
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