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From YouTube: Community Budget Workshop - 11/7/09
Description
Members of the public participated in the first Community Budgeting Process meeting held at the Levy Center
A
Again,
good
morning,
everyone,
I'm
wally
bobquitz
the
city
manager.
Thank
you
so
very
much
for
coming
out
this
morning.
As
we
begin
a
series
of
four
community
budget
workshops
for
the
budget
for
the
fiscal
year
beginning
on
march,
1
2010.,
it's
going
to
be
a
very
challenging
budget
for
us,
as
we
have
talked
previously
to
the
city
council.
We
are
looking
at
about
an
8
million
dollar
budget
gap
on
our
90
million
dollar
general
fund,
and
so
the
purpose
of
these
meetings
is
is
a
couple
fold.
A
First
of
all,
we
want
to
give
you
a
real
full
rundown
of
what
we
do,
and
so
one
of
the
rules
for
these
workshops
and
marty
lyons,
our
assistant
city
manager,
will
go
through
the
details
in
a
moment,
but
one
of
the
rules
is,
you
need
to
come
to
class
today
to
play
for
the
remaining
three
workshops.
So
we
appreciate
you
being
here
today.
A
Have
you
kind
of
roll
up
your
sleeves
and
help
us
come
up
with
some
good
ideas
as
we
move
forward
a
couple
of
quick
introductions,
I
saw
mayor
elizabeth
tisdale
come
in
this
morning,
mayor
tisdale
good
morning.
Welcome
also
give
her
applause,
that's
fine
and
and
and
sitting
next
to
her
is
alderman
colleen
burris
alderman
burris.
Good
morning
I
don't
see
any
other
elected
officials.
I
know
I've
been
talking
to
some
of
them
that
they
plan
to
pop
in
oh
and
and
our
new
county,
not
county
a
township,
assessor
bonnie,
wilson,
bonnie
good
morning.
A
B
Morning,
everyone,
everyone
hear
me
just
fine.
What
we're
going
to
do
this
morning.
Do
we
have
many
folks
that
don't
have
handouts?
Can
I
see
a
show
of
hands?
We
did
we're
making
copies.
So
if
folks
can
take
note
of
who
had
their
hands
up,
can
I
see
that
one
more
time
we'll
try
and
get
handouts
to
you?
Please
note
that
everything
that
we
have
given
out
today
will
be
on
the
website.
So
that's
the
city
of
evanston
web
website
and
it's
city
of
evanston.org
slash
budget.
B
So
you
can
go
right
to
what
we've
given
out
today.
What
we'll
be
talking
about
in
the
future
and
also
all
of
the
reference
documents.
Our
budgets
passed
our
budget
current
annual
financial
reports,
the
whole
nine
yards
so
without
any
further
ado.
What
we're
going
to
first
talk
about
is
the
position
we're
in
and
then
we're
going
to
go
through
a
little
bit
of
more
of
the
detail
on
that,
so
that
will
take
us
up
to
break
and
then
we'll
have
some
discussion
about
it.
B
B
Talk
about
your
opinions
on
our
services,
learn
about
the
budget
challenges
and
then
look
at
recommendations.
We
have
a
tough
road
to
hoe
just
for
the
rest
of
this
year,
but
the
focus
that
we're
really
looking
for
is
long-term
solutions
and
how
we're
going
to
handle
our
services
and
budget
into
the
next
year.
B
So
the
first
meeting-
that's
today,
we've
already
talked
about
that
the
budget
workshop
at
the
crown
center.
So
please
take
note
in
your
handouts
or
on
the
website.
We
are
moving
this
around,
so
we
don't
want
to
have
folks
show
up
at
a
different
meeting
place,
we'd
like
to
get
as
many
folks
involved
and
when
you're
talking
to
other
residents,
please
anyone
can
come
to
any
of
the
meetings
just
because
you
weren't
here
at
this
meeting.
B
So
again,
today's
we're
going
to
focus
on
our
process
we're
going
to
try
and
summarize
a
lot
of
what's
in
our
budget
book
in
the
front
of
it,
we
describe
our
budget
policies.
We
talk
about
the
budget
process,
that's
gone
on
before
we'll
talk
about
it
today,
a
little
bit
of
the
traditional
process
and
how
this
is
going
to
augment
that
this
process.
B
B
B
B
Thanks
kevin,
the
the
lozenges
are
already
at
work.
So
what
are
we
looking
at?
Normally,
I'm
gonna
see
if
I
can
my
pointer's
a
little
bit
bright
there,
but
normally
we
will
always
have
the
the
budget
at
hand.
You
see
how
the
2009
2010
those
are
right
together.
We
we
will
balance
our
budget
every
year
as
it
comes
forward,
and
then
we
project
that
whether
or
not
our
expenses
are
going
to
go
up
faster
than
our
revenues,
and
normally
that
difference
is
only
about
two
to
three
percent.
B
That's
the
first
time
you'll
have
seen
in
municipalities
and
states
a
downward
trend
like
that
in
again,
a
quarter
century.
Now
you
might
see
it
regionally
or
in
cities
in
the
rust
belt
that
have
really
been
hit
hard,
where
they
were
just
literally
a
city
was
disappearing
because
of
industry,
but
for
a
community
such
as
evanston,
where
we
have
a
stable
economy,
that's
the
first
time
you've
seen
that
kind
of
a
decrease
in
a
long
time.
B
And
again,
we
when
we
did
the
second
slide
for
this.
Yes,
we
do
have
presently
the
city
of
evanston
a
little
bit
lower
than
the
dollars
for
the
city
of
evanston.
So
that's
what
we're
talking
about
right
now
to
get
them
back
in
balance,
we've
got
a
little
work
to
do,
and
some
of
you
that
have
been
to
our
october
19th
meeting.
Some
of
this
is
going
to
be
review.
But
again
the
purpose
is
is
to
build
a
good
baseline
for
the
next
three
meetings.
When
we're
talking
about
what
can
we
do
to
change
things?
B
How
can
we
get
to
balance
so
our
revenues
are
really
we're
not
any
worse
off
or
better
off
than
many
communities
being
five
percent
down
currently
and
we're
projecting
being
six
percent
down
next
year.
So,
while
you're
hearing
a
lot
of
pundits
say
the
economy
is
improving,
well
we're
a
little
bit
behind
the
curve
on
that
and
what's
happening
with
our
revenues,
the
the
taxes,
the
fees,
everything
that
are
raised,
they're
really
going
on
a
little
bit
of
a
delayed
schedule.
B
B
Water
and
sewer.
We've
done
a
lot
of
the
same,
and
some
of
our
stimulus
funding
has
come
in
very
handy
from
the
federal
and
through
state
government
or
even
some
zero
interest
loans
that
we
would
have
normally
issued
bonds
for
really
are
cutting
down
on
some
of
our
costs
in
our
water
and
sewer
area
for
capital
projects.
So-
and
we
have
also
some
of
our
folks
from
our
community
development
block
grant
program,
we
managed
to
get
more
revenue
out
of
that
program
this
year
from
the
federal
government.
B
All
things
that
will
help
us
maintain
a
lot
of
activity
in
the
community,
doing
the
things
that
we
need
to
do,
but
some
of
our
mainline
services,
police,
fire,
etc
in
the
general
fund,
are
the
ones
that
are
really
being
tested
with
the
economy
as
it
is
so
again.
Presently.
This
is
where
we're
looking
at
our
general
fund
revenue's
down
5
expenses.
B
We
are
we're
going
to
go
into
this
shortly,
but
we're
taking
steps
to
make
sure
that
we
come
in
under
budget
this
year
by
a
significant
margin,
and
I
reference
before
that
we
have
reserves.
The
city
has
a
fund
balance
policy
that
the
general
fund
will
maintain
one
month's
reserve
and
that's
really
needed
just
to
make
sure
we
have
sufficient
funds
to
make
payroll
and
make
expenses
each
month.
B
When
things
might
happen-
and
you
say
well
what
things
might
happen
well
cook
county
can
decide
to
distribute
property
tax
bills
and
collect
taxes
a
month
to
two
months
late,
which
is
what
they're
doing
right
now,
and
that
makes
up
about
16
15
million
dollars
of
the
general
fund
revenue.
So
when
you
take
a
hit
like
that,
you've
got
to
have
some
flexibility
to
make
sure
that
services
keep
right
on
rolling.
B
So
we
are
looking
for
the
rest
of
this
year
to
hold
the
line
on
service
reduction,
so
we're
using
vacancies,
we're
holding
the
line
on
any
non-essential
expenditures.
We
call
them
non-essential,
but
this
is
the
replacement
of
equipment
that
should
be
replaced
because
it's
past
its
useful
life.
Things
like
that
that
we
really
should
replace
we're
going
to
hold
on
to
it.
B
And
these
are
just
as
you
take
a
look
some
of
these
I'm
not
going
to
read
slides
one,
should
understand
what
we're
looking
at
now
fairly
routine
things
that
we
would
do
on
an
administrative
side.
So
you
understand
some
of
the
things
that
are
already
in
motion
and
that
you
can
say:
okay,
you
said
you're
going
to
freeze
capital
and
technology,
but
we
think
you
should
embrace
it
over
here
to
save
more
money.
B
So
please
take
these
these
items
as
food
for
thought
when
you're
getting
your
own
thoughts
together
for
the
next
few
meetings
on
how
we
can
handle
things
for
next
year,
so
next
year,
next
year
is
going
to
be
tough
and
the
the
biggest
reason
is
is
that
we
are
trying
to
be
as
accurate
and
a
little
bit
on
the
conservative
side.
But
our
revenues
came
in
under
budget.
That's
never
a
good
place
to
be
in
any
organization.
B
So
we
do
not
want
that
to
happen
again.
We
are
not
going
to
say
that
gee,
we
think
revenues
are
going
to
come
in
at
90
million
dollars
and
then,
at
the
end
of
the
year,
ask
for
fund
balance
again,
so
we're
projecting
revenues
at
the
lower
level.
That
means
expenses
have
to
be
in
at
that
lower
level
for
a
balanced
budget.
B
So
the
our
process
we're
looking.
This
is
going
to
be
a
part
of
the
transparency
of
the
process.
You
all
a
meeting
like
this.
I
just
met
with
the
parks,
forestry
and
rex
department,
and
that
was
just
different
directors
meeting
with
different
staff
members
to
talk
about
their
ideas,
so
we're
going
to
take
all
of
the
input
and
put
it
together
in
the
month
of
december,
with
ideas
on
balancing
next
year's
budget.
B
Again
you'll
hear
it
you'll
hear
it
you'll
hear
it.
So
it's
what
we
really
want
to
see
is
operating
revenues
equal
to
operating
expenses.
This
last
year
we
had
a
commitment
to
avoid
layoffs.
So
in
that
budget
we
had
a
1.1
million
dollars
in
one-time
revenues.
We
don't
want
to
do
that.
This
year
we
want
operating
revenues
to
equal
operating
expenses.
B
B
So
we
currently
want
to
look
at
that,
because
we
are
at
our
at
our
close
to
our
maximums
for
debt
issuance
we're
very
good
about
it.
We
issue
our
debt
and
we
pay
it
off,
but
then
we
have
an
interest
component
in
our
capital
program.
Would
it
make
sense
to
get
rid
of
that?
So
that's
something
that
is
open
for
discussion
in
this
process
and
will
certainly
be
discussed
at
the
council
level
for
the
budget
coming
up.
B
So
operating
revenue
is
down
six
percent,
and
this
is
assuming
that
that's
not
including
property
taxes,
so
property
taxes
remaining
flat.
All
other
operating
revenues
are
down
for
a
combined
six
percent.
That
means
that
those
other
operating
revenues
are
really
down
about
eight
percent,
as
we
get
16
million
out
of
our
90.
Really
it's
going
to
go
down
to
85
million
16
million
of
that
is
from
property
taxes,
that's
not
changing
and
the
rest
of
them
are
shrinking
and
we're
going
to
get
into
the
detail
of
what
those
are.
B
We
are
also
any
increase
that
we're
looking
at
for
the
property
taxes.
Is.
We've
discussed
this
in
several
meetings
recently,
when
talking
about
police
and
fire
pension,
that's
where
we
would
see
those
funds
devoted
to
that
funding
of
the
pension
levies.
Sorry,
the
pension
funds
that
are
now
at
about
42
percent
funded
to
get
those
back
up,
moving
towards
100
funded
by
the
year
2033,
which
is
the
state
mandate.
B
So
I've
talked
about
this.
The
16
million
dollars
of
our
our
revenues
about
50
55
of
our
revenues
are
completely
economically
driven
income
tax
sales,
tax,
real
estate
transfer,
tax
utility
taxes
all
fluctuate
directly
with
the
economy.
On
occasion
we
have
a
wild
card
and
we'll
get
to
it
our
utility
taxes.
You
might
think
it
would
just
be
a
slight
drop.
Well
if
you've
seen
it
all.
B
The
natural
gas
prices
did
this
over
the
last
few
months,
12
months
or
so,
and
part
of
our
utility
tax
is
based
on
the
dollar
amount,
not
the
number
of
therms
used
so
that
tax
went
straight
down
so
that
can
happen
and
impact
our
total
revenue
that
we're
bringing
in
the
other
part
that
we
we
do
have
services
that
are
funded
through
charges.
Building
permits
is
the
one
that
you
see
up
there
when
buildings
not
going
on
quite
at
the
same
level,
then
we're
not
going
to
be
collecting
the
same
in
building
permits.
B
We
still
have
we're
not
freed
up
from
any
of
our
property
maintenance
and
inspection
duties,
so
we
still
have
minimum
service
requirements
that
we
need,
but
part
of
the
process
or
part
of
the
revenue
sources
that
we
had
to
support.
That
group
was
our
new
buildings
so
that
revenue
source
down,
16
or
600
thousand
dollars
our
interfund
transfers
down
by
1.1
million.
That
was
that
one-time
revenue
that
I
was
referring
to
before
so
we've
got
to
take
that
into
account
next
year
in
building
a
long-term
solution
of
revenues
equal
expenses.
D
B
B
So,
where
do
our
costs?
What
are
our
issues
that
also
add
to
this
situation?
Well,
our
personnel
costs
our
last
set
of
contracts.
We
had
several
of
them
that
were
at
four
percent
wage
increases.
Now
through
better.
You
know,
through
our
negotiations
and
the
change
in
the
economy,
we
didn't
have
any
increase
over
two
and
a
half
percent
this
last
year
and
we
were
only
negotiating
one-year
contracts
instead
of
a
three-year
contract
that
was
going
to
lock
us
in
for
three
three
and
three
or
something
like
that.
B
B
So,
but
when
we
look
at
that,
if
we
have
total
wage
increases,
whether
that's
people
moving
through
their
salary
scales,
plus
any
cost
of
living,
that
can
be
as
much
as
two
million
dollars
as
a
part
of
our
issue
and
again
remember.
We
have
a
very
large
majority
of
staff
in
bargaining
unit
contracts.
B
So
when
we
look
at
that,
it's
not
completely
simple
to
just
say:
okay,
no
increase,
police
and
fire
are
covered
under
arbitration
rules
and
regulations,
so
that
means
that
they
can't
strike,
but
it
also
means
that
a
federal
arbitrator,
if
we
go
all
that
all
the
way
in
challenging
back
and
forth,
we'll
get
to
rule
whether
or
not
there's
x,
increase
or
y
increase
in
their
total
benefits
package.
That's
not
something
that
we
can
arbitrarily
decide.
B
The
arbitrator
gets
to
be
arbitrary
if
I
said
that
enough,
so
one
of
the
things
that
we
have
also
seen-
and
I'm
sure
it's
been
a
question
over
the
last
two
years-
is
our
illinois
municipal
retirement
fund,
the
imrf
that
covers
everybody,
that's
not
police
and
fire.
It
went
up
by
50
percent
and
while
a
portion
of
that
was
due
to
the
market
losses
that
we
had
last
october,
another
part
of
it
was
we
had
an
early
retirement
initiative
that
59
employees
took
and
we
did
not
hire
back.
B
If
you
look
in
our
budget
documents,
you'll
see,
we
went
from
880
staff
down
to
840.,
so
we
did
not
hire
back
a
lot
of
those
positions,
so
there
was
savings
there,
but
now
we
do
have
to
pay
the
liability
created
by
letting
people
go
early.
We
did
not
fund
that
early,
so
we're
paying
for
that
over
a
10-year
period.
So
it
means
our
savings
are
net
of
the
salary
savings
from
the
people
who
left
and
the
positions
that
are
gone.
B
The
I
talked
about
police
and
fire
and
the
contracts
health
care
costs.
We
are
looking
at
health
care
costs
that
eight
hundred
thousand
dollar
increase
is
about
a
ten
percent
increase
and
that's
still
the
medical
rate
of
inflation.
So
we
are
looking
at
this
year
we
rolled
out
a
lower
priced
lower
benefited
plan
for
all
employees
to
look
at
on
a
voluntary
basis,
and
we've
had
some
folks
enrolling
in
it.
So
we're
going
down
that
path
for
10
11.
We
will
continue
on
that
path.
B
B
If
you're
asked
that
I'll
ask
a
question
and
break
it
up
which
how
many
folks
think
that
police
officer
is
the
most
dangerous
job
we
have
in
the
city
show
of
hands
now
how
many
think
that
firefighters
have
the
most
dangerous
job
now?
How
many
folks
think
that
public
works
have
the
most
dangerous
job
good
see?
Now?
That's
that's
evanston,
always
very
well.
Educated
public
works
has
the
most
dangerous
job
they're
more
in
danger
of
getting
hit
by
that
car
getting
injured
in
the
line
of
duty.
B
We
need
to
fund
that
we
self-fund
a
lot
of
our
claims
and
we've
drawn
down
reserves
because
we've
been
managing
the
claims
and
getting
them
out
of
the
way,
instead
of
having
them
three
year
long
discussions.
But
that
means
we
also
have
to
increase
the
funding
from
all
the
departments
to
manage
those
claims.
We
have
to,
we
have
to
pay
them
off,
we're
projecting
a
million
dollar
increase.
We
were
putting
in
1.8
million
dollars
from
the
general
fund
each
year
to
cover
all
of
our
claims.
It's
going
to
2.8
million.
B
And
again:
here's
where
that
that
budget
issue
comes
from.
We
know
that
some
of
these
that
you
see
up
here,
these
expenses
may
not
stay.
So
when
we
talk
about
an
eight
million
dollar
deficit,
this
is
showing
a
little
bit
higher
number
from
one
slide
to
the
other.
But
that's
because
we've
got
that
two
million
dollars
in
wage
increase
that
that's
what
we
put
in
preliminarily.
That
certainly
may
not
be
what
comes
out
of
our
proposed
budget
process
for
us.
B
Just
as
a
way
of
summary,
we
have
an
almost
50
million
dollar
full-time
payroll
in
the
general
fund,
so
every
one
percent
increase
is
500
000
when
you're
looking
at
that
kind
of
information,
so
again
we're
the
capital
expenses.
We
still
need
to
look
at
this
and
I'm
not
going
to
focus
on
streets,
etc
as
much
as
one
of
the
things
as
far
as
our
operations
go
as
this
one
fleet,
we
have
we're
behind
on
our
fleet
replacement
schedule.
B
We
have
a
fleet
worth
over
20
million
dollars,
we're
probably
behind
about
four
to
five
million
dollars,
if
not
a
little
bit
more
and
where
we
should
be
on
replacements.
Just
one
example:
it's
not
our
big
trucks,
our
sedans
for
our
enforcement
folks
and
our
inspectors.
We
have
sedans
that
are
13
14
years
old,
and
normally
you
go
in
a
fleet
process.
E
B
When
we,
when
we're
talking,
we
asked
the
department
to
hold
the
line
and
come
in
five
percent
under
their
budgets
on
their
non-personnel
expenses.
That
was
five
percent
of
18
million
dollars,
so
80
million
90
million
sorry
900
000
is
all
that
is
when
we
say
cut
it
back
by
five
percent.
It's
all
in
the
people
is
it's
that
we're
a
service
organization.
B
What
we're
looking
at
is
then
to
if
we
say
that
no
no
increase
for
merit
or
base
pay-
that's
two
million
dollars.
If
we
look
at
financing
imrf
at
a
lower
interest
rate
and
we're
examining
that
that
can
save
300
000
a
year
in
interest
costs
we're
looking
at
furloughs
and
this
these
are
rolling,
furloughs
or
actual
closes
in
building
times.
We
can
have
I.e
stretching
staff,
less
people
at
every
place
or
shutting
down
civic
center
for
the
wednesday
afternoon.
B
B
We
went
from
880
down
to
840
and
we
don't
think
we're
done
with
8
million
we're
going
to
need
to
look
at
on
that
option
as
well
so
healthcare,
as
I
mentioned
before,
we'll
be
looking
at
increased
employee
contributions
and
more
plan
options.
If
you
want
the
best
plan,
you're
going
to
have
to
pay
more,
if
you,
if
you're
willing
to
take
some
risk,
then
the
employee
can
have
a
break
on
their
contributions
because
they'll
pay
for
it
when
they
use
the
plan.
These
are
ways
to
control
the
cost.
B
You
may
not
be
able
to
decrease
it,
but
we
can
certainly
get
to
zero
increases
with
these
kinds
of
efforts.
The
fleet
deferrals
probably
not
our
best
solution,
but
we
really
have
no
choice.
We're
going
to.
We
have
a
great
fleet
maintenance
department
and
we'll
do
what
we
can
to
keep
the
fleet
in
good
shape,
but
we'll
be
stretching.
B
So
I'm
going
to
everyone
if
anyone
wants
to,
because
I
saw
the
first
big
yawn
if
anyone
wants
to
stand
up
for
a
second,
otherwise
I'll
go
into
facts
about
the
city,
good
job,
we've
got
participation
and
I'm
not
going
to
to
read
these
off
to
you
and
where's
my
time
keeper.
How
are
we
doing
all
right?
So
but
again
we
are
trying
to
establish
baseline
and
when
you're
talking
about
what
we
hope
to
see
from
you
is
not
necessarily
this.
B
We
think
you
can
get
rid
of
one
person
in
the
accounting
department,
you're
going
to
be
looking
at
the
big
picture,
and
so
some
of
the
baseline
is
to
establish
okay.
This
is
what
we're
all
about
from
the
city's
organization,
so
you
can
go
ahead
and
take
a
look
at
it
with
a
shared
sense
of
how
everything
works
together.
Not
just.
I
came
today
to
talk
about
xyz
service,
so
we're
looking
for
a
little
bit
more
over
the
next
month.
B
So
you
see
our
structure
council
manager,
forum
since
1957
home
rule
means
that
we
do
have
a
lot
of
flexibility.
We
have
the
ability,
the
home
rule.
In
a
nutshell
means
that
we
can
do
anything.
The
state
says
we
can't
do
for
lincolnwood,
that's
a
non-home
rule
community.
They
can
only
do
something
if
the
state
says
they
can
do
it.
So
that
goes
to
revenues.
It
goes
to
a
lot
of
our
rules
of
operation,
but
in
effect
it
does
give
us
a
lot
more
flexibility.
B
B
B
We
didn't
have,
it
must
be
just
in
the
library
I
think
we
had.
The
library
has
one
where
we
talk
about
20
million
dollars
worth
of
books.
I
won't
say
any
more
and
leave
it
up
to
mary
john's
as
far
as
the
utilization,
but
we
have
services
that
are
very
actively
utilized,
so
this
process
is
going
to
be
difficult.
We
have
a
lot
of
whether
it's
parks,
forestry
library,
police,
fire.
B
B
So
again,
a
lot
of
folks
may
not
realize
we,
of
course,
do
real.
We
do
sell
water
that
we
pump
from
lake
michigan
to
both
skokie
and
to
the
northwest
water
commission,
which
represents
several
other
communities.
So
we
sell
that
water.
It
serves
360
000
in
population,
the
selling
of
that
water
helps
to
stabilize
our
water
costs
for
the
city,
but
it
does
not
impact
what
we
can
do
for
sewer
charges.
Those
are
two
separate
functions,
but
that's
a
great
resource
that
we
have
and
we
are
looking
at
maximizing
that
resource
our
water
utility.
B
B
So
who
else
is
in
this
mess
with
us
as
far
as
budget
crisis?
Well,
a
lot
of
these
folks.
When
you
look
up
on
this
board,
I
think
yep,
I'm
almost
positive,
we're
the
only
home
rule
unit
up
there.
Everybody
else
is
tax
capped,
so
this
past
year
the
bills
that
everyone
received
and
received
so
much
publication
over.
That
was
still
a
tax
cap
at
4.1
percent.
B
B
Okay,
the
really
exciting
stuff
we're
going
to
go
through
this
pretty
quick.
I
really
encourage
you
to
take
a
look
at
the
front.
Those
of
you
that
are
the
knowledge
sponges,
look
at
the
front
of
the
budget.
It's
on
the
website.
We've
got
copies
here.
Anybody
who
wants
a
printed
copy
of
that
front
end
of
the
budget.
I
will
make
sure
you
get
that
it
talks
about
our
policy
and
process
and
part
of
it.
B
We
may
not
follow
going
into
the
future.
We
had
a
very
set
process.
This
is
not
listed
in
our
budget
process.
What
we're
doing
today
so
take
a
look
at
that
we're
going
to
go
through
it
in
a
highlight,
but
it
won't
be
like
that
going
forward,
so
we
use
it
as
our
plan.
It
is
not
a
bible,
it
is
not
it's
just
our
plan
and
our
budget's
going
to
change
drastically.
B
B
And
that's
just
a
follow-up
one
thing
to
note:
you
know
our
internal
service
funds
we're
going
to
get
to
this.
That's
money
that
we've
we've
said
well.
We
need
to
have
a
separate
department
for
fleet
expenses.
So
then
police
department
pays
the
fleet
fund
for
maintaining
their
vehicles.
There
was
no
tax
or
fee
or
any
revenue
involved,
in
that
it
was
just
us
accounting
for
our
expenses
internally,
but
it
shows
up
in
our
budget
to
the
tune
of
30
million
dollars.
B
Overall,
when
we're
all
done
transferring
between
funds,
it's
a
big
amount
again
at
the
front
of
our
document.
We
have
policies
the
policies
we
we
violated
one
of
our
policies.
Last
year,
that
was
one-time
revenues.
1.1
million
dollars
was
one-time
revenues.
When
our
policy
says
we
should
really
stay
with
ongoing
revenues
ongoing
expenses,
so
we're
looking
to
get
back
to
that,
but
those
policies
are
set
by
you
all.
B
B
B
B
That
was
the
t.
No,
not
evan's,
then
now
the
one
thing
I'll
say
is:
you
could
end
up
with
a
public
hearing
this
year
that
lasts
five
minutes.
If
this
is
done
really
well,
because
all
the
talking
could
be
done
by
that
point,
the
public
hearing
was
literally
meant
as
a
was
meant
to
be
a
public
hearing
and
it
turned
into
a
sign
off,
even
though
there
wasn't
a
public
discussion,
so
we're
changing
that
drastically
this
year
in
this
process
and
on
a
go
forward
basis.
B
So
our
calendar
in
last
year's
calendar,
the
whole
november,
wouldn't
have
been
there.
We
would
have
went
from
a
six-month
review
to
budget
distributed
to
the
council
january
1st
and
then
the
the
rest
of
the
calendar.
So
you
can
see
we're
adding
a
lot
to
it,
and
I
won't
read
these
to
you,
but
we
are
going
to
have
a
lot
of
discussions
over
the
next
month.
B
B
How
big's
our
budget,
234
million
dollars,
take
away
our
interfund
transfers
here
there
and
everywhere,
203
million,
so
the
general
fund
at
90
million?
That's
our
big
our
issue
and
that's
what
I
think
of
the
general
fund
as
all
of
our
day-to-day
services.
With
the
exception
of
water,
sewer
and
parking
that
you
see.
That's
our
general
fund.
B
Tiff
stands
for
tax
increment
finance
districts.
We
have
six
of
those
we're
closing
one
of
them
this
year,
very,
very
successful
process.
Cdbg
stands
for
community
development.
Block
grant
cip
refers
to
our
capital
improvements
plan.
We
also
have
a
capital
improvements
fund
so
for
all
non-water
sewer
parking
type
capital
projects.
We
have
a
fund
where
we
gather
all
those
projects
together
and
make
sure
we
have
sufficient
funds
to
pay
for
them.
B
We
also
some
of
you
may
be
in
a
special
service
area
or
it
be
a
part
of
a
special
assessment
from
an
alley
improvement.
So
we
have
funds
to
track
that.
Let's
see
if
I'm
missing
anything
you
might
see
on
your
phone
a
charge,
we
have
an
emergency
telephone
systems,
board
fund
created
by
statute,
and
so
there's
a
fee
on
the
phone
bill
and
the
collections
for
that
go
straight
into
this
fund
and
may
only
be
used
to
maintain
a
911
system.
B
B
So,
property
taxes
are
a
large
portion
of
our
funds
in
the
operating
fund.
Other
taxes
licenses,
fines
and
forfeitures
charges
for
services
are
not
that
large
of
a
portion
of
our
revenues
in
the
general
fund,
but
they
make
up
the
entire
amount
for
water
sewer
and
parking.
It's
a
service
that
is
totally
covered
in
that
fund
we
charge
a
fee.
That
fund
is
self-sustaining.
It
operates
like
a
business.
B
B
B
So
again,
just
taking
a
look
at
it,
you
can
see
that
when
you're
looking
at
those
dollar
amounts,
this
is
in
millions
of
dollars,
so
41
million
dollars
is
from
our
other
taxes.
Non-Whole,
I'm
sorry
home
rule
communities
strive
to
lower
the
tax,
the
property
tax
burden
by
using
the
other
forms
of
revenue
raising.
If
you
were
to
look
at
this
for
another
community,
that's
home
rule
almost
always
non-home
rule
almost
always
that
property
tax
is
higher
because
they
literally
don't
have
the
ability
to
raise
a
different
tax.
B
I'm
going
to
jump
back
out
because
I
know
property
taxes
are
a
big
concern.
Our
property
tax
bill
is
separated
up
into
four
major
pieces,
so
we
have
our
general
fund,
16.5
million
police
and
fire
pension.
You
can
see
those
makes
up
a
very
large
portion,
you're
looking
at
just
under
a
third
right
now
and
then
debt
service
and
our
debt
service,
that
is,
for
our
street
resurfacing.
B
Our
facilities
maintenance,
all
of
the
capital
that
projects
that
we
have.
We
pay
for
it
through
debt,
but
we
pay
our
debt
off
in
part
through
general
property
taxes.
We
also
have
other
debt,
but
water
pays
off
and
sewer
pays
off
and
our
tax
increment
finance
districts
pay
off,
but
they're
also
a
property
tax
engine.
So
when
we
look
at
this,
our
property
tax
is
broken
up
this
way
and
not
all
of
it
goes
to
our
baseline
services.
B
One
thing
I
do
want
to
note
is
that
this
year
you
see
at
the
bottom,
where
we
show
1.7
million
dollars.
Our
first
tax
increment
finance
district
that
was
put
in
place
back
in
85,
is
coming
off
the
books,
approximately
eight
point.
Six
million
to
nine
million
dollars
was
consolidated
in
that
district,
and
now
it's
going
to
be
freed
up
so
65
or
so
is
going
to
go
out
to
our
two
school
districts
about
20
percent
is
going
to
come
to
the
city.
B
The
city
takes
advantage
of
that
no
increase
will
be
seen
by
a
resident
or
business
owner
in
the
tif
district
or
outside
of
the
district.
It's
just
a
reapportionment
of
that
tax
that
was
contained
in
the
tif
district
to
do
the
improvements
needed.
So
a
lot
of
the
things
you
see
in
the
downtown
are
being
done.
Thanks
to
those
tif
districts
that
were
created,
our
downtown
district
went
from
two
million
dollars
in
value
to
135
million
dollars
in
value,
we'll
be
providing
a
report
on
that
first
part
of
next
year.
B
B
Districts
and
we're
not
villainizing
the
school
districts
here,
they're
a
non-home
rule
unit,
they
don't
have
another
source.
The
level
of
funding
from
the
state
has
decreased
with
the
state's
financial
problems,
so
we
have
other
sources
and
we
use
them
so
that
they're
able
to
take
advantage
of
the
property
tax
without
it
becoming
too
high,
and
I
know
that's
a
relative
statement,
so
I
think
that
the
critical
part
is.
Is
that
we're?
Really?
You
see
the
three
active
partners,
city
and
two
school
districts?
We
make
up?
Ninety
percent.
B
But
I
think,
what's
important
to
note
is
that
the
the
city
has
really
tried
to
manage
its
share
of
the
property
tax,
so
this
is
just
a
long-term
history
of
what's
happened
with
the
city's
share
of
property
tax
and
you've
seen
this
slide
before,
but
we've
really
tried
to
hold
the
line
on
our
share
of
using
that
tax.
Where
do
we
stand
in
comparison
to
other
communities,
when
we
look
at
other
communities
a
lot
of
times
that
community
will
have
a
park
district
or
a
library
district?
So
we
have
accounted
for
that.
B
That
property
taxes
you've
seen
a
lot
of
it.
We
are
able,
as
a
home
rule
community
to
levy
a
home
rule
sales,
tax,
hr
means
home
rule
so,
and
that
is
a
tax.
It's
not
as
big
as
the
state
tax,
because
we're
restricted
on
what
we
may
levy
that
on
that's
not
on
groceries
at
the
jewel
or
at
the
dominic's,
and
it's
not
on
vehicles
very
large
items,
so
it
reduces
the
amount
that
a
home
rule
tax
raises
athletic
tax.
It's
always
a
our
relationship
with
northwestern.
B
B
Our
telecommunications
tax
is
on
the
transmission
of
electronic
messages
through
telephone,
so
we
we
are
allowed
to.
I
think
our
current
rate,
where's
anita,
we're
at
five
percent,
is
our
tax
rate
on
telecommunications
so
and
this
one
it
does
go.
It
gets
cyclical,
as
the
telecommunications
industry
has
changed
when
this
first
came
into
being
landlines
were
all
you
had
and
it
was
pretty
easy
to
see
how
it
was
raised
and
long
distance
was
a
big
portion
of
this
tax.
Remember
high
long
distance
bills,
don't
see
them
so
much
anymore.
B
B
B
All
right,
so
where
was
I
so?
This
is
a
similar
slide
before
just
giving
you
an
idea
of
the
percentages
of
those
other
taxes
that
we
have
and
we've
got
a
couple
of
historic
slides.
Just
wanted
you
to
see
in
a
given
year
what
they
look
like
and
then
we're
going
to
go
over
to
what's
been
happening
to
them.
We're
talking
about
a
downturn,
so
every
one
of
these
slides
is
going
to
show
going
downhill
and
it's
so
it's
not
a
pretty
picture,
but
this
shows
you.
B
I
I
like
to
point
out
that
these
next
slides
also
is
a
success
story.
I
mean
we've,
it's
a
vibrant
community.
We
do
good
things.
You
know,
there's
a
lot
going
on
we're
just
in
a
downturn
and
we've
got
to
deal
with
it.
So
that's
our
sales
tax,
that's
the
state
levied,
there's
our
home
rule
tax
and
again
since
that
basic
consumption,
part
of
it's
not
in
there
it'll
be
a
little
bit
more
cyclical.
B
State
income
tax
was
a
real
surprise
in
that
we
look
to
the
illinois
municipal
league
in
the
state
to
provide
good
projections
on
this.
The
income
tax
has
nothing
to
do
with
what
you
pay
in
right
now.
The
formula
is
you
pay
in?
I
pay
in
three
percent
of
our
taxes.
The
state
distributes
it
back
to
all
municipalities
in
the
state
get
one
tenth
of
that
money
based
on
our
population.
B
So
if
our
per
capita
income
is
higher
than
the
average,
we
are
redistributing
our
income
to
the
rest
of
the
state
and
we
are
redistributing
our
income
to
the
rest
of
the
state.
So
but
this
one
really
took
a
nosedive
and
it
took
a
nosedive
after
we
were
all
done
with
budget
and
everything
was
buttoned
up.
So
we're
looking
at
that.
1.1
million
dollar
decrease
that's
a
long
ways
back
and
I
I
do
believe
the
actual
income
tax
itself
changed
in
0203.04.
B
B
Maybe
I'll
have
to
go.
Look.
I
haven't
looked
at
that.
I
was
used
to
be
on
the
legislative
committee
I'll
take
a
look
utility
and
telecommunication
taxes.
This
was
also
a
surprise
in
that
natural
gas
took
a
nosedive
about.
Eight
hundred
thousand
dollars
was
natural
gas
reductions
and
another
400
000
in
those
telecommunication
taxes
that
can
be
a
little
bit
more
discretionary,
at
least
at
the
business
level.
B
You
can
sometimes
say:
well
we're
not
going
to
do
it
this
way
or
you
can
decide
to
use
those
facilities
a
little
bit
less,
whereas
heat
and
electricity
it's
a
little
bit
harder
to
regulate
those
real
estate
transfer
tax.
This
is
one
that
is
very
cyclical,
but
it
hadn't
been
for
the
last
five
six
years,
you'd
seen
we
were
very
stable,
but
when
property
value
dropped
and
our
amount
of
turnover
of
properties
dropped,
we
had
a
very
large
decrease.
B
At
one
point,
our
projection
was
1.2
million
on
the
transfer
tax
and
it's
gone
back
up
a
little
bit.
That's
nice
news,
but
we're
not
really
counting
on
it
going
back
up
for
the
1011
year.
We
just
can't.
We
can't
sit
there
and
budget
that
it's
going
to
go
back
up
to
3
million
and
then
eat
into
reserves.
More
so
other
revenue
sources.
We
have
our
vehicle
sticker,
we
have
business
licenses,
building
permits
and
the
vehicle
license
is
a
very
stable
revenue
source.
B
The
building
permits
is
not
we
have,
we
can
have
northwestern,
can
do
a
very
large
building
or
not,
and
that
can
have
a
big
impact
on
our
building
permits.
We
do
receive
revenues
from
them
in
this
manner.
We
also
provide
the
service
for
reviewing
all
the
plans
and
making
sure
the
building
is
done
according
to
code,
so,
but
that
one
fluctuates
and
it's
been
higher
than
that
and
it
could
be
lower
than
that
for
this
coming
year,
as
you
can
see
that
4.5
million
dennis
what
were
some
of
the
big
buildings
in
that
one.
B
B
So
fines
and
forfeitures
some
folks
would
have
always
asked:
why
is
parking
in
the
general
fund
when
we
have
a
parking
fund,
we
have
parking
meter
fees
and
the
lots
are
all
in
the
parking
fund,
because
they're
responsible
for
the
infrastructure
but
enforcement,
all
our
enforcement
staff
is
in
the
general
fund,
so
the
tickets
and
the
fines
are
in
the
general
fund.
That's
as
short
of
an
explanation
as
I
can
give
on
that.
But
that's
why
you'll
see
it
there.
B
Charges
for
services
I
referenced
that
it
wasn't
a
large
portion
compared
to
the
16
million
in
the
water
fund
and
the
14
million
in
the
sewer
fund,
so
charges
for
services
in
the
general
fund,
8.8
million
in
total-
and
I'm
sorry-
we
have
the
sanitation,
oh
the
sanitation
charge,
that
is
the
refuse
collection
fee,
so
you'd
see
that
in
a
combined
bill.
But
those
are
our
collections
for
specific
charges
for
services
and
for
the
most
part,
it's
our
recreation
group
that
has
all
of
those
programs
where
we
charge
a
service.
B
The
other
is
the
ambulance
fee
and
we
regulate
our
ambulance
fee
based
on
medicare.
So
if
medicare
says
we
can
collect
a
certain
amount,
we
adjust
our
fees
based
on
the
medicare
rate
and
what
other
communities
are
charging.
We
try
to
stay
in
line
also
with
what
is
acceptable
in
an
insurance
industry
format.
B
B
We
also
have
the
health
department
receives
grants
from
the
federal
government
from
the
state
in
the
amount
of
740
thousand.
So
these
are
quite
often
reimbursement
grants,
so
we're
fronting,
and
then
we
provide
the
service
and
get
reimbursed,
but
some
of
them
are
on
an
upfront
basis
which
does
help
in
our
cash
flow,
so
transfers
in
from
other
funds.
B
We
do
rely
on
other
funds
because
we
provide
administrative
services,
whether
it's
the
city,
manager's
office,
the
finance
office,
the
hr
office.
These
are
transfers
in
from
other
funds,
and
some
of
them
are
direct,
like
the
community
development
block
grant
is
partially
admin,
but
a
lot
of
it's
the
actual
people
out
doing
rehab
work
doing
the
inspections,
so
it's
a
mixed
bag.
B
You
would
find
this
same
level
of
transfers
in
most
communities
and
most
communities
have
this
kind
of
a
transfer
setup.
Because
if
you
don't,
then
I'll
pick
on
my
salary,
if
you
don't
have
the
transfers,
then
my
salary
shows
up
in
my
budget
at
this
much
and
then
it's
cut
up
into
all
the
other
funds,
and
so
we
lose
transparency.
B
How
much
does
someone
make
gets
lost
because
their
salaries
or
their
benefits,
or
their
total
cost,
gets
split
up
into
all
those
funds?
So
you
will
find
this
as
a
majority
of
how
it's
done.
Some
communities
in
fact
do
split
up
all
the
salaries.
It
makes
it
difficult
to
know
who's
doing
what,
when
you
do
it
that
way
or
so,
for
how
much
so?
Where
do
we
spend
our
money?
And
we
we're
going
to
talk
a
lot
about
this
after
the
break?
So
I've
only
got
a
few
slides
on
this.
B
The
we
really
wanted
to
hit
the
revenues
hard,
but
you're
going
to
listen
to
the
chiefs
and
the
directors
talk
about
their
own
departments,
so
salary
and
wages
75
our
services
and
supplies.
Those
were
the
numbers
I
referenced
before
that
18
million
dollars
that
we're
cutting
back
on
right
now,
capital
outlay,
that's
only
for
minor
capital
in
our
operating
expenses
day
to
day,
that's
not
for
our
cars,
that's
not
for
our
buildings
and
but
our
insurance
is
in
there.
So
our
transfers
out
to
our
insurance
fund
is
part
of
that
that
we.
G
B
B
This
would
be
fairly
typical.
It's
by
what
we
place
on
the
the
needs
of
the
community
and
this
you'd
see
in
in
many
many
communities.
Ours
are
a
little
different
because
of
library
and
parks,
forestry
and
rex
being
in
there,
but
this
is
the
when
you
usually
when
you
look
at
a
pie
chart
for
our
community
expenses.
You'd
see
half
red
and
blue
police
and
fire
make
up
half,
and
everybody
else
is
on
that
other
half.
B
So
again
we
are
going
to
be
talking
a
lot
about
our
general
fund.
We
are
not
in
any
way
saying
that
we
aren't
looking
for
input
on
our
other
funds.
We
do
have
special
revenue
funds.
Our
economic
development
fund
is
a
special
revenue
fund.
We
created
a
hotel,
motel
tax.
It
goes
right
into
that
fund
and
it's
for
economic
development
purposes,
our
enterprise
funds.
That's
our
water
sewer
parking,
our
internal
service
fund.
That
is,
I
think,
I've
got
them
all
right
here.
B
Again,
our
enterprise
funds.
They
do
if
you're
looking
at
our
budget
or
you're.
Looking
at
our
financial
reports,
you'll
see
different
language,
we're
required
to
use
different
language
for
the
enterprise
funds,
any
of
our
staff
I'll
be
happy
to
talk
to
you
about
any
of
those
where
you
see
gee,
it
looks
like
there's
50
million
dollars
in
the
water
fund.
Well,
that
includes
all
the
pipes
that
includes
everything
there's
not
50
million
in
cash
in
the
waterfront.
You
may
have
that
much
in
assets,
but
that's
not
just,
and
I
picked
that
out
of
the
air.
B
Again,
I'm
not
gonna,
you
can
take
a
look
at
these
and
all
of
our
fun
descriptions.
All
of
those
you
have
them
in
the
front
of
the
budget
document.
You
also
have
them
in
the
actual
tabs
in
the
document
itself.
This
is
just
designed
for
a
summary
for
you
when
we're
going
through
this.
So
again,
I
just
want
to
make
sure
that
we
drive
home,
that
one
part
of
insurance
is
an
issue
for
us
and
we
recognize
it
so
we're
self-insured,
but
our
stop
loss.
B
B
So
I'm
not
going
to
spend
too
much
time
on
that
fleet
fund.
I
just
want
to
reiterate
that
is
partially
an
operating
cost
and
that
all
of
our
departments
pay
into
the
fleet
fund
to
get
new
vehicles
and
to
have
their
vehicles
maintained.
So
that's
something
that
impacts
this
general
fund
budget
and
we
are
behind
in
that.
B
We
talked
about
this
briefly:
we've
had
special
meetings
on
it.
We
have
another
meeting
coming
up
to
discuss
it.
It's
a
major
issue,
but
we
don't
have
right.
Now
the
police
and
fire
pension
costs
aren't
listed
in
a
general
fund.
You
can
think
about
them
as
police
and
fire
total
costs,
but
you
won't
see
them
there.
They
are
an
agency
and
trust
fund,
we're
required
to
report
out
of
them
separately.
It's.
We
are
the
administrators
of
an
annuity
of
a
trust,
so
we
have
to
report
it
elsewhere
in
our
budget.
B
In
our
annual
financial
statements,
we
will
continue
on
with
our
funding
of
the
of
both
funds.
According
to
the
actuarial
recommendations,
that's
caused
an
increase.
Over
the
last
couple
of
years,
we
provided
a
30-year
projection
where
it
will
continue
to
increase
at
a
fairly
good
rate,
almost
10
percent
a
year
for
the
next
five
years,
at
least
before
it
begins
to
level
off,
and
we
make
some
inroads
on
that
42
percent
up
to
60s
and
70s
and
80
percent
funded
we're
mandated
by
statute
to
be
at
100
percent
funded
by
2033..
B
If
we
didn't
do
anything
until
2032,
we
would
have
to
come
up
with
our
total
unfunded
liability,
which
is
158
million
dollars
in
one
year.
If
we
didn't
catch
up
now,
the
state
has
pushed
that.
The
date
was
at
one
point
2020.
They
pushed
it
back
to
2033
we're
lobbying
to
have
a
change
in
that
to
give
some
kind
of
tax
relief
in
this
environment,
but
that's
not
happened
yet
so
we're
funding
according
to
what
an
independent
actuary
is
telling
us.
We
need
to
pay.
B
One
of
the
things
that
is
kind
of
the
one
detail
of
this
is
our
normal
cost.
That
means
that
if
we
were
totally
caught
up,
what
would
we
be
paying
it's
about
15
to
18
of
our
salary
costs
the
amount
that
we're
making
up
adds
another
30
to
40
percent
to
those
costs.
So
that's
the
makeup
for
being
that
42
funded.
B
D
A
A
All
right
folks,
let's
we're
now
about
20
minutes
ahead
of
schedule
and
we're
going
to
try
to
stay
there.
The
remainder
of
the
workshop
this
morning
is
basically
broken
into
three
parts.
We're
going
to
do
a
brief
group
discussion
for
questions
right
now
for
the
next
half
an
hour,
then
we'll
be
moving
forward
with
presentations
by
each
of
our
department
directors.
A
H
Thank
you,
lynn,
montague
assistant
is
very
honored
to
help
you
with
this
process.
This
is
very
exciting
and
we're
so
glad
to
see
so
many
people
here
today.
It
underscores
how
much
of
a
learning
community
that
evanston
is.
Sometimes,
though
we
learn
best
when
we
learn
together
and
when
we
speak
together.
So
far,
you've
heard
a
lot
of
information.
H
H
H
To
think
about
what
questions
you
would
like
to
ask
and
to
work
together
to
identify,
perhaps
the
most
important
questions
that
you
can
ask
right
now
to
help
you
get
the
best
understanding
of
the
material
you've
heard
so
far.
So
here's
what
we're
going
to
do
we're
going
to
turn
you
to
be
mirroring
each
other
put
this
down
so
we're
going
to
have
groups
of
eight
very
first
row,
and
so
you
guys
get
to
stand
up
again.
H
I
H
H
H
H
H
H
H
H
If
you
need
to
scribe
it,
what
we're
going
to
be
where
we're
going
with
this
is
just
to
end
up
with
two
questions
per
group
that
you
would
like
to
ask
today
to
help
better
understand.
What's
going
on.
So
if
you
need
to
write
that
down,
let
me
know-
and
I
have
pens,
but
I'm
sure
somebody
would
too
so,
go
ahead
and
begin
and
we're
going
to
be
doing
this
for
10
minutes.
I
J
K
I
J
I
O
P
H
J
J
I
J
L
I
I
L
J
H
We
have
eight
tables
and
chaney
is
going
to
come
down
the
row
and
one
by
one.
She
will
have
each
group
state
their
question
and
marty
and
all
of
the
evanston
staff
is
available
to
answer
your
questions
as
best
they
can
again.
The
hope
is
that
we
can
use
this
opportunity
to
all
understand
what
it
is
that
we
need
to
learn
to
help
us
best
understand
the
budgetary
situation
as
we
move
forward.
H
H
E
B
E
From
what
this
member
of
our
group
tells
us.
Nothing
happened
with
those
ideas.
It
pretty
much
got
to
city
council
and
went
nowhere.
So
there
is
a
concern
among
our
group
that
we
know
that.
There's
a
committee
coming
with
the
mayor-
and
we
know
that
it'll
go
in
front
of
the
council-
is
you
know,
will
this
go
somewhere
as
opposed
to
going
nowhere.
A
Let
me
answer
that
question.
We're
doing
these
workshops
now
to
be
incorporated
into
the
budget
that
I
present
to
the
city
council,
so
I'm
committed.
This
was
my
idea
to
do
the
process.
It's
my
responsibility
to
present
the
budget
to
the
mayor
and
the
aldermen
so
absolutely
positively.
The
ideas
that
come
out
of
this
will
be
used.
F
A
J
The
question
was
that
the
schools
can't
the
schools
can't
my
understanding
was
that
so
it's
partly
for
that.
My
understanding
was
that
the
schools
can't
really
increase
property
taxes
can't
go
up
for
the
schools
this
year.
So
therefore,
is
that
open
a
possibility
for
this
city
to
take
advantage
of
the
fact
that
if
property
taxes
go
up
at
all,
it
can
go
to
the
city
this
year.
B
B
Q
Q
Q
A
Great
there's
a
couple
questions
in
there.
Let
me
deal
with
the
last
ones.
First,
we
can
go
and
take
a
note
and
we
can
post
links
to
the
city
budgets
for
the
other
northern
illinois
communities.
We
talked
about
that's
easy
to
do
as
far
as
the
links
on
the
water
contracts
I
haven't
seen
lara
here.
Is
she
here
from
our
water
division?
But
suzette
is
here:
why
don't
you
come
up
suzette?
A
What
we
probably
can
do
is
we
can
maybe
post
a
summary
document,
maybe
not
the
contracts
themselves,
but
maybe
a
a
summary
of
what
the
con
the
terms
of
the
contracts.
We
basically
sell
water
to
two
folks.
We
sell
it
to
the
village
of
skokie
and
something
called
the
northwest
water
commission,
which
is
a
a
joint
powers
group
that
it
consists
of
the
city
of
arlington
heights,
buffalo,
grove
wheeling
and
palatine.
A
So
those
are
the
folks
we
sell
our
water
to
so.
Why
don't
we,
the
they're,
both
at
least
10
years
out
as
far
as
the
term
is
concerned,
rather
than
take
time
right
now?
What
we'll
do
is
we'll
do
a
summary,
a
paragraph
or
so
about
each
agreement
and
we'll
post
that
on
the
website
and
when
we
send
out
emails
to
this
group
will
have
either
that
information
included
or
a
link
to
that,
and
there
was
a
question.
The
first
part
of
the
question
I
haven't
answered.
A
I
A
One
start
for
their
fiscal
year,
so
everyone's
in
a
little
bit
of
a
different
spot
right
now,
the
city
of
des
plaines,
for
example.
If
it's
been
in
the
news
recently
they're,
basically
looking
at
a
number
of
layoffs
right
away
to
deal
with
the
budget
which
must
begin
january,
1.,
so
everybody's
in
a
little
bit
different
place.
Q
So,
in
conclusion,
for
our
group
we
came
away
saying
something
has
to
go,
but
it's
problematic
for
us
as
citizens
to
approach
this
process
as
a
cutting
one.
We
would
really
prefer
to
value
what
we
have
here:
first
decide
what
it
is.
We
really
want
to
keep
set
our
priorities
and
go
from
here
and
to
that
end
we
sort
of
came
away
from
this
first
part
feeling
that
we
need
to
find
new
sources
of
revenue.
We
must
pay
down
our
debt,
but
we
have
an
opportunity
here,
because
we
are
in
a
sea
of
change.
Q
R
R
We
were
also
wondering
as
well
about
the
citation
that
public
works,
personnel
face.
Greater
dangers
than
police
and
fire
wondered
as
well
about
the
performance
of
our
investments
in
regard
to
retirement
funds
and
the
like
what
impact
foreclosures
might
have
on
city
revenue
in
terms
of
those
tax
funds,
and
we
had
similar
questions
regarding
the
water
contracts
as
well.
A
Great
we'll
we'll
again
put
the
information
on
the
water
contracts
as
well.
I
think
we
can
also
make
information
available
to
you
about
more
specifics
on
the
investment
performance
not
only
for
our
general
funds,
but
also
for
the
police
and
fire
pension,
and
we
can
put
make
that
information
available
and
we'll
send
it
out
prior
to
the
next
meeting.
I
think
that
generally
covered
what
you
had
said
next
group.
S
We
were
wondering
if,
in
part
of
the
in
part
of
the
search
for
answers,
if
it's
possible
to
get
information
data,
comparing
you
know
similar
sized
similar
demographic
communities
and
compare
how
they've
you
know
how
they
are
operating
as
as
opposed
to
evanston.
If,
if
they're
having
the
same
problems,
if
they
found
better
solutions,
I
mean.
Maybe
there
are
some
good
answers
out
there.
S
S
A
A
number
of
things
have
been
covered,
we'll
again
provide
links
to
the
other
budgets.
I
think
marty.
We
can
also
look
and
see
if
there's
been
any
press
reports
about
any
other
communities,
any
processes
that
they're
going
through
as
far
as
the
vacancies
that
we
currently
have.
I
think
we
can
also
provide
a
list
of
vacant
positions
and
I
think,
as
you'll
hear
the
departments,
maybe
we
can
talk
a
little
bit
at
the
next
meeting
about
impacts
on
service.
A
As
far
as
the
water
contracts
are
concerned,
one
of
the
things
we
are
doing
is
talking
with
the
largest
contract
holder,
which
is
the
northwest
water
commission
about
expanding
their
business.
There's
a
lot
of
communities
further
west
of
evanston.
First
of
all
that
we
have
a
pipeline
that
runs
to
their
distribution
facility
and
displaying
for
those
four
communities
it
passes
through
other
communities
that
are
currently
served
by
the
city
of
chicago
for
water.
A
So
there
are
opportunities
to
work
with
the
northwest
water
commission
on
maybe
picking
up
some
of
those
customers
they're
also
interested
in
building
out
infrastructure,
further
west
to
other
communities
that
are
that
are
west
of
that
arlington
heights.
Buffalo
grove
palatine
wheeling
area
to
serve
so
there
may
be
some
opportunities
there.
Next
group.
H
I
think
it's
very
helpful
that
everyone's
sharing,
you
know
the
full
picture
of
what
their
comments
are.
I'm
a
little
bit
concerned
that
some
groups,
because
of
the
number
of
questions
they're
not
getting
any
questions
answered
and
maybe
as
well
as
as
directly
as
they
could
be,
I'm
not
positive
about
that.
But
what
I
would
recommend
to
the
next
group
is
to
go
ahead
and
say
where
your
areas
are,
but
keep
your
questions
to
two.
H
P
Discussion
about
the
values
of
evanston,
but
if
I
may
quote
you
pat
in
terms
of
saying
we
can't
be
everything
to
everybody,
I
like
that.
Thank
you.
So
our
two
questions-
and
these
are
more
not
for
you
to
answer
today,
but
as
we
move
into
the
next
sessions,
we
would
like
to
understand
more
about
the
mandated
versus
non-mandated.
You
know
you
talked
about
we're
a
home
rule
community.
What
services
are
we
providing
that
are
optional,
and
I
noticed
I
was
doing
some
pre-read
before
the
meeting
started.
P
So
you
know
it
talks
about
the
categories,
but
as
we
move
into
the
next
sessions,
let's
understand
the
dollars
in
each
of
those
departments.
What's
mandatory
dollars,
what
are
non-mandatory
dollars
and
then
the
other
topic
we
had
some
spirited
discussion
around
is
what
services
are
we
duplicating
that
cook
county
should
be
providing
good
discussion.
The
county
is
in
a
boat
of
trouble
too
abs.
Absolutely
absolutely,
but
you
know,
let's
at
least
have
the
discussion
about
that.
You
know
we.
We
talked
about
the
part
of
that
parts
of
evanston
we
live
in.
You
know.
P
G
Hi
we
had
many
many
questions,
but
what
we
narrowed
them
down
to
was.
Is
there
a
way
we
can
be
more
effective
in
obtaining
grant
money
and
are
we
going
after
as
many
as
we
can,
and
the
second
question
is:
we
know
it's
important
now
to
balance
our
budget,
but
we
also
want
to
think
about
the
future.
So
how
can
we
reduce
future
costs,
as
well
as
for
the
next
year.
A
A
Unfortunately,
there's
also
political
side
of
that
and
we're
working
on
our
relationships
with
our
representatives,
both
in
washington
and
springfield,
as
well
as
our
neighbors
regionally,
because
the
obama
administration
is
telling
all
cities
work
regionally
to
get
money.
We
don't
have
the
best
track
record
in
the
world
doing
that,
so
we're
also
looking
at
ways
to
do
that
as
well
and
remind
me
again,
the
second
question.
A
What
can
we
do
to
be
efficient
and
effective
with
all
the
services
that
we
provide,
I'm
going
to
recommend
to
the
council
once
we
get
through
this
budget
process,
so
probably
sometime
next
spring,
that
we
look
at
a
very
systematic
way
of
reviewing
the
services
we
have
in
our
departments
and
really
do
that
on
maybe
a
three
four
year
time
frame
so
that
we're
it's
like
an
essence,
continual
improvement.
So
as
we're
looking
and
moving
forward
looking
at
long-term
financial
planning,
we're
also
doing
that
on
the
the
services
side
as
well.
O
We
also
talked-
I
mean
in
the
in
the
same
question.
We
talked
about
the
policy
framework
in
which
municipalities
have
to
operate
in
terms
of
state,
federal
and
county
and
long
term.
Are
there
policies
that
the
citizens
of
evanston
can
recommend
on
those
levels
be
changed
so
that
we
are
not
forced
to
bear?
The
burden
of
bad
policy
is
what
basically
and.
A
I
think
that
also
goes
back
to
what
we
do
in
springfield
and
downtown
chicago
with
the
county
board
with
cta
rta.
The
groups
that
really
impact
us
is
there
one
more
group.
Okay,
thank
you
for
that.
Lots
of
we've
got
some
to
do's
that
again
we're
going
to
put
on
the
website.
We
have
all
your
email
addresses.
A
We
we
will
set
a
schedule,
the
first
part
of
next
week,
if
you
go
to
my
blog
I'll,
put
it
on
the
blog
right
city
of
evanston.org
forward,
slash
blog,
and
I
will
be
there.
I've
made
a
note
earlier
this
morning
to
make
sure
we
get
that
information
out.
We
will
also
have
this
on
the
web.
The
city
has
a
youtube
channel,
and
so
we
will
be
uploading.
This
entire
presentation
up
to
youtube
and
you'll
be
able
to
see
it.
A
The
first
part
of
next
week
and
again
you'll
get
an
email
about
that
as
well.
So
without
further
ado,
we're
going
to
start
with
the
presentation
of
our
overall
administrative
services,
which
are
broken
up
into
to
several
departments
and
joel
and
daley.
Our
director
of
human
resources
is
going
to
give
that
presentation.
Joellen.
T
As
the
city
manager
said,
administrative
services
contains
four
city
departments,
as
well
as
the
city
clerk's
office,
and
in
addition
to
that,
there
are
seven
other
departments
that
you're
going
to
hear
from
this
morning.
So
when
we
talk
about
city
departments,
there's
11
departments
to
which
we
refer,
I'm
going
to
start
off
with
the
city
clerk's
office,
and
even
though,
if
you
add
everything
up
that
will
be
12
but
technically
the
city
clerk
is
an
elected
official.
T
He
is
responsible
to
the
citizens
of
the
city
of
evanston,
so
we
don't
refer
to
the
city
clerk's
office
as
a
department
for
each
of
the
departments
and
divisions.
I'm
going
to
follow
the
same
outline
I'll
talk
about
the
purpose,
the
primary
functions,
the
revenue
and
expenses
and
the
staffing,
and
then
here
are
the
ones
that
I'm
going
to
be
talking
about.
T
In
addition
to
that,
the
city
clerk
handles
all
of
the
foia
requests
you
may
have
heard
of
that.
That
stands
for
freedom
of
information
act
and
under
the
open
meeting
law.
Any
person
can
come
in
and
request
documents
from
the
city,
and
you
would
do
that
through
the
city
clerk's
office.
In
addition
to
that,
they
keep
all
of
the
records
relating
to
the
ongoings
of
all
of
the
city.
The
city
council
specifically,
but
then
any
other
boards,
committees
and
commissions,
and
here
are
some
examples
again.
Foia
the
real
estate
transfer
tax.
T
The
notary
is
in
there
as
well
as
voting
regular
voter
registration
as
well
as
early
voting,
and
they
keep
the
calendar
for
city
events
and
they
also
handle
all
of
the
legal
documents
that
come
through
the
city,
such
as
subpoenas
and
I'll
just
highlight
all
of
the
the
primary
services
of
the
the
departments
in
the
divisions
for
you,
I'm
not
going
to
read
them
all,
but
I'll
talk
a
little
bit
about
them.
For
you,
their
primary
revenue
source
is
from
sales
and
one
of
the
sales
that
they
have
is
the
city
code.
T
So
that's
their
their
revenue
and
their
expenses
are
about
172
000,
and
I
did
put
the
names
up
here,
because
this
is
in
deference
to
our
elected
official,
mr
green,
who
you
may
see
at
city
council
meetings
sitting
next
to
the
mayor,
taking
the
minutes
and
he
does
have
a
deputy
clerk,
but
for
the
rest
of
the
departments.
The
actual
departments
that
report
to
the
city
manager
you'll
just
see
the
staffing
levels
for
the
city
manager's
office,
the
city
manager,
as
as
you
saw
as
well
as
the
assistant
city
manager.
T
This
morning
they
oversee
the
daily
day-to-day
administrative
and
operational
functions
of
the
city
of
evanston.
They
also
review
and
execute
all
of
the
long-range
plans
and
they
adapt
city
operations
to
meet
the
needs
of
the
city
and
they
work
under
the
policy
direction
of
the
elected
officials,
which
are
the
city
council.
So
everything
that
happens
in
the
city
as
far
as
the
departments
are
concerned
is
as
a
result
of
that
policy
direction
set
by
the
city
council.
T
T
T
T
T
They
have
lots
of
functions.
All
technology
related
a
lot
of
administration
of
projects,
the
application
administration,
gis
administration.
They
deal
with
the
hardware
they
deal
with
the
software
they
deal
with
all
of
the
technological
backbone
for
the
city.
In
addition
to
all
of
the
security
cameras,
it's
all
connected,
they
do
purchasing,
they
do
the
research
and
development
of
all
of
our
software
and
again
they
they
maintain
the
network
and
the
hardware,
the
pcs,
on
the
desk,
the
laptops,
everything
everything
you
see
here.
T
They
have
no
revenue
and
their
expenses
are
a
little
over
3
million.
And
what
you
want
to
keep
in
mind.
There
is
there's
money
in
their
budget
for
software
agreements
as
well
as
hardware
purchases.
So
that's
not
necessarily
all
staff
driven,
there's
a
lot
of
technical
staff.
We
have.
We
have
19.5
ftes.
T
And
then
you
can
see
on
the
left
side,
there's
a
bunch
of
reports
that
have
to
be
filed
and
completed
every
year
on
behalf
of
the
city
of
evanston.
They
maintain
all
of
the
revenue
expenses.
They
pay
the
bills,
the
they
process,
the
payroll.
You
heard
the
number
50
million
dollar
payroll.
We
pay
every
other
week,
the
1099s.
They,
the
sealer
of
weights
and
measures
who
goes
around
and
makes
sure
that
anything
that
has
to
be
calibrated
is
is
working
properly,
goes
through.
T
T
There
are
the
seven
divisions
I
spoke
of
28
and
a
half
full-time
equivalents.
That's
what
fte
means
and
we
have
four
vacancies.
Currently
human
resources.
That's
my
area.
I
always
talk
about
cradle
to
grave.
As
far
as
employees
are
concerned,
we
bring
them
in,
we
work
with
them,
we
retain
them
and
then
we
retire
them,
and
hopefully
they
live
for
a
long
time.
After
that,
and
you
have
our
mission
statement,
we
have
lots
of
different
functions,
many
of
which
are
mandated
when
you
apply
for
a
city
position,
especially
in
public
safety.
T
We
can't
just
say:
okay,
hello,
mr
murphy
come
in
we're
going
to
hire
you.
We
are
a
civil
service
community.
There
are
lots
of
rules
and
regulations
that
we
have
to
follow
before
we
can
bring
someone
in
it's
a
few
thousand
dollars
per
applicant
for
a
firefighter.
For
example,
they
have
to
take
a
written
test,
a
physical
test,
background
checks,
psychological
exams.
So
our
last
fire
test.
We
had
700
people
that
applied
and
went
through
a
process.
T
You
can
imagine
how
much
that
costs.
In
addition
to
that,
once
we
bring
someone
on
in
the
chief's
budget,
he
has
to
pay
about
twenty
five
thousand
dollars
to
get
them
through
academy,
emt
and
paramedic
training
to
get
up
to
speed
for
the
service
level
we
provide.
So
it
is
costly
and
it's
all
mandated
and
we
are
a
civil
service
community.
You
know
when
we
talk
about
comparing
to
other
communities.
Not
all
communities
have
to
follow
those
regulations,
so
it
adds
a
little
bit
more
to
what
we
do
here.
T
We
handle
administration
of
software
related
to
hr.
We
do
the
performance,
appraisals
benefits
administration.
You
know
the
regular
things
you
would
think
would
handle
through
human
resources,
as
well
as
the
collective
bargaining
and
administration
of
our
labor
contracts.
You've
talked
we've
heard
a
little
bit
about
our
collective
bargaining
units.
T
T
Hi
elky,
the
law
department
is
here
and
they
provide
advice,
that's
our
their
primary
function
and
they
provide
support
to
the
city
council
as
well
as
boards,
committees
and
commissions,
and
you
can
see
they
also
have
a
lot
of
services
that
they
provide
primarily
counseling,
but
they
do
all
of
the
drafting
of
resolutions
and
ordinances
for
the
city.
All
of
that
business
that
goes
before
the
city
council
is
handled
through
our
law
department.
They
also
prosecute
claims
at
court.
For
us
they
administer
garnishments.
T
They
attend
due
cause
meetings
which
has
to
do
with
our
employee
discipline.
They
have
a
seat
at
the
table
there.
They
supervise
all
of
our
outside
counsel
that
we
use
for
particular
reasons
you
know.
Obviously
the
city
is
large.
We
don't
have
expertise
in
every
area.
They
do
they
do
a
lot
of
the
work
in-house,
but
there
are
some
things
like,
for
example,
labor.
Sometimes
we
bring
people
in
whoops
to
help
with
that
what
happened?
T
T
Yes,
they
do.
Oh,
yes,
damage
to
city
property,
they
do
a
good
job
of
subregating.
You
know
if
there's
an
accident
or
something
and
somebody
damages
city
property,
they
are
able
to
get
some
of
that
funds.
Some
of
those
funds
back
for
the
city
and
to
the
tune
of
about
fifty
thousand
dollars
right
now
and
their
expenses
are
just
under
seven
hundred
thousand
and
that's
what
I
had
for
administrative
services.
So
thank
you,
they'll,
try
and
get
this
back
up
and
I'll
turn
it
over
to
dennis
moreno.
T
Unfortunately,
I
really
can't
answer
the
why
it
goes
back
many
years,
but
what
it
is,
it's
a
set
of
regulations
that
are
adopted
under
which
we
must
conform.
So
we
have
a
civil
service.
Commission,
that's
set
up,
it's
a
it's
a
body
of
residents
who
are
involved
in
the
hiring
of
police
and
firefighters.
At
the
very
end
of
the
process.
T
So
there's
that
piece
of
it,
the
other
part
of
it
is
it
requires
us
to
go
through
testing
when
we're
hiring
people.
So
if
you're
hiring
for
a
position
in
public
works,
we'll
bring
you
in
there's
a
a
test
that
you'll
have
to
take
in
order
to
make
sure
that
you're
qualified
for
the
position.
So
there's
just
there's
lots
of
regulations
that
relate
to
the
civil
service.
Again,
some
of
them
are
now
in
collective
bargaining
agreements
and
unfortunately
I
don't
know
the
history
as
to
why
evanston
did
become
a
civil
service
community.
C
Good
good
morning,
my
name
is
dennis
moreno:
I'm
the
interim
director
of
economic
development
for
the
city.
I've
worked
with
the
city
in
three
different
positions
for
19
years
and
lived
here
in
evanston
for
20
years.
I'm
going
to
ask
the
three
division
heads
from
community
development
to
come
up
and
join
us
here
at
the
table.
C
We
have
sue
gutterley
from
planning,
jill
chambers
from
building
and
zoning,
and
also
jeff
murphy
from
property
standards
and
housing
rehabilitation.
Let's
begin
here
with
our
first
slide.
This
slide
really
states
our
mission
as
the
community
development
department.
We
are
very
focused
on
the
private
physical
environment
in
evanston,
making
that
stronger,
attracting
more
desired
uses.
C
The
first
point
there
deals
with
a
focus
on
our
housing
stock,
which
is
extremely
important.
We
have
a
lot
of
new
housing,
but
most
of
our
housing
is
quite
old,
and
so
we
spent
a
lot
of
time,
particularly
through
property
standards
and
rehab.
Addressing
that
issue.
Historic
preservation
is
very
important
to
us
in
our
division.
That's
one
of
our
significant
roles.
We
also
spend
a
lot
of
time
focusing
in
on
new
construction
making
sure
it
meets
the
safety
and
building
code
standards
and
that
also,
obviously,
in
terms
of
any
rehabilitation.
C
We're
quite
focused
on
that
as
well.
In
addition,
we're
very
focused
on
neighborhoods
and
making
neighborhoods
stronger,
and
we
do
a
lot
of
work
in
what
we
would
call
area,
development
and
improvement,
and
we
do
that,
often
in
collaboration
with
community
organizations
and
the
private
sector.
Within
our
department,
we
have
a
special
mandate
related
to
low
and
moderate
income
households
in
evanston,
particularly
as
it
relates
to
housing,
but
also
in
other
areas,
including
some
social
services
funded
through
cdbg.
C
We
are
very
economic
development,
focused
working
with
existing
businesses
to
make
sure
they
stay
here
and
hopefully
expand
and
also
attracting
new
businesses
through
our
economic
development
program.
Much
of
what
we
do
is
done
through
a
collaborative
process.
As
I
said
earlier,
the
last
bullet
really
refers
to
that
in
sessions,
much
like
this
in
neighborhoods
and
in
the
downtown
and
industrial
areas
working
with
stakeholders
in
those
areas
who
want
to
collaborate
with
the
city
to
improve
the
situation
in
those
areas.
C
On
to
the
next
slide
here,
this
is
a
profile
of
our
staffing
structure,
as
you
can
see
there,
building
and
zoning
16
full-time
employees,
property
standards
and
housing,
rehab
10
employees
planning
eight
employees,
but
five
of
the
eight
are
full
or
partially
funded
by
the
general
fund.
Three
are
directly
funded
by
other
funds
and
then
within
administration.
That's
the
part
department
director
and
the
executive
secretary,
two
people
for
a
total
of
33
from
the
general
fund,
again
36
positions
overall
and
no
part-time
positions.
C
A
lot
of
our
work
in
our
department
is
done
working
with
boards
and
commissions
that
have
been
appointed
by
the
mayor
in
the
city
council.
We
also
staffed
the
planning
and
development
committee,
but
this
is
an
example
of
some
of
our
commissions
here
and
also
boards
as
well
and
the
last
one
energy
commission
what's
under.
That
is
the
technical
review
group.
You
don't
hear
much
about
that,
but
they're
very
focused
on
trying
to
improve
electric
service
reliability
within
evanston.
N
All
right
quickly
in
the
upper
part,
the
the
services
that
are
identified
as
mandated
services
in
the
upper
portion
of
the
slide
are
those
mandated
by
either
a
state
or
local,
local
ordinance
or
state.
Just
select
a
couple
of
those
the
comprehensive
plan.
Amendments
comprehensive
plans
are
required
actually
by
the
state
zoning
enabling
act
that
any
community
that
wants
to
do.
Zoning
must
do
it
in
conformance
with
the
plan.
Actually,
this
has
been
brought
into
basically
any
land
use
regulations,
including
site
plan
review.
N
That
requires
that
staff
and
the
preservation
commission,
which
is
another
board
and
commission
we
serve
review
any
land
altering
activities
that
would
change
the
exterior
appearance
of
either
landmark
properties
or
structures
within
one
of
the
three
local
historic
districts
in
the
city.
Staff
works
very
hard
to
make
sure
this
is
an
onerous
and
really
uses
an
educational
activity.
N
We
work
very
closely
with
property
owners
and
and
therefore
really
need
to
keep
those
historic
landmark
and
district
designation
informations
available.
It's
amazing
how
much
of
the
retail
traffic
the
planning
division
has
either
with
property
owners
who
want
need
to
know
things
about
their
property
request
for
information
from
as
far
as
you
know,
the
east
coast,
about
properties
here
or
realtors,
who
often
use
that
information
for
their
sales.
N
The
condo
conversion
ordinance,
the
inclusionary
hounding
housing,
ordinance,
the
affordable
housing
demolition
tax
are
all
local
ordinances
that
relate
to
development
activities
in
the
city,
either.
Making
sure
that
condos
are
our
condos
and
condo
boards
are
set
up
in
a
way
that
will
be
fully
functioning
and
and
and
and
serve
the
residents
and
the
future
residents.
The
others
are
aimed
at
increasing
the
supply
or
assisting
with
the
supply
of
affordable
housing
in
the
city.
Moving
down
below
we're
talking
about
the
federal
mandates.
N
These
are
wonderful
funds,
but
they
require
quite
a
bit
of
reporting
and
monitoring
on
a
regular
basis,
there's
also
quite
a
bit
of
reports.
The
consolidated
plan,
for
example,
is
a
plan
that
all
recipients
of
cdbg
monies
must
prepare
every
five
years.
This
is
the
year.
We
must
do
it
for
2010
to
2014.
N
It
sets
out
a
five-year
strategic
plan
for
how
we
intend
to
spend
our
moneys
establishes
goals
and,
and
then,
in
conjunction
with
the
consolidated
plan,
we
must
every
year
prepare
a
one-year
action
plan
laying
out
our
strategies
to
meet
that
year's
goals.
Comprehensive
annual
performance
evaluation
report,
the
caper
reports
on
how
we
did
it
for
the
year,
so
there's
quite
a
bit
of
reporting
related
to
these
monies,
and
it
enables
us
to
do
many
things.
A
neighborhood.
I
just
want
to
talk
a
little
bit
about
neighborhood
revitalization.
N
Much
of
that
is
tied
to
what
we
are
required
to
do
as
part
of
cdbg,
which
is
to
maintain
a
suitable
living
environment
in
our
low
and
moderate
income
target
areas,
but
also
those
activities
really
dovetail
and
reinforce
the
things
we
do
with
our
economic
development
examples.
Are
we
had
a
community
participation
process
for
master
planning
in
west
evanston
in
conjunction
with
the
west
evanson
tiff,
we
also
have
led
streetscape
stud
streetscape
projects
that
are
intended
to
be
both
neighborhood
beautification,
but
also
business
stimulus,
chicago
avenue.
N
Streetscape
is
an
example
of
that
and
well
I'll.
Stop
there.
Oh
we're
working
right
now
with
neighborhoods
north
of
howard
street
to
work
on
their
business
district,
comprehensive
annual
performance
and
evaluation
report,
and
it
refers
to
how
well
we're
hitting
with
the
goals
we've
established
for
the
use
of
our
cdbg
monies
in
a
year,
and
I
will.
C
U
Thank
you
dennis
so
our
department,
I'm
the
chief
building
official
and
we're
in
charge
of
both
enforcing
the
zoning
ordinance
and
the
building
codes,
so
pretty
much
everything
we
do
is
mandated
by
those
codes.
Basically,
the
zoning
ordinance
governs
everything
that
you're
what
you're
allowed
to
do
on
a
property
and
pretty
much
is
within
a
district,
so
it
involves
the
use,
the
size
and
the
location
of
the
lot
and
it's
the
characteristics
of
the
surrounding
neighborhood.
U
U
U
So
all
of
those
codes
need
to
be
enforced
both
through
the
plan
review
process,
which
is
when
somebody
comes
in
and
applies
for
a
permit.
All
of
that
goes
through
the
review
of
those
plans
and
must
be
complied
with.
The
plan,
the
the
excuse
me
the
all
of
the
various
codes
that
I
just
mentioned
and
enforced
within
those
codes
and
then
that
enforcement
is
continued
through
our
inspection
program.
U
Now,
there's
another
process
within
that,
where
somebody
might
come
in
for
the
zoning
review
prior
to
applying
for
a
zoning
permit
where
they
know
that
they
need
some
kind
of
variance
or
special
use,
and
that
happens
before
somebody
applies
for
a
permit
if
they
know
that
they
need
a
variance
and
they're
doing
something
on
their
property.
That
is
going
to
require
a
minor
variance
or
a
major
variance
or
some
type
of
special
use.
U
That's
where
a
commission
or
board
would
get
involved,
and
that
is
anywhere
from
the
zoning
board
of
appeals,
which
we
also
staff
or
the
plan
commission,
that
we
also
work
with
the
planning
department
on,
and
that
goes
through.
Recommendations
on
to
the
city,
council
and
eventually
is
discussed
and
approved
through
them.
U
U
You
go
into
the
inspection
of
of
the
property
and
make
sure
that,
during
the
construction,
it
is
also
being
complied
to.
Now,
the
volume
of
inspections
is
consistent
about
7,
400
annually
are
are
done
on
the
permits
that
are
issued,
approximately
3
400
permits
are
issued
a
year.
The
reason
for
the
increase
on
the
number
of
inspections
is
because,
on
a
given
property,
you
can
have
anywhere
from
five
to
five
hundred
inspections
on
any
given
property.
U
That
is,
for
both
the
structural,
which
are
the
residential
and
commercial
codes,
the
plumbing
again,
the
energy
codes,
the
accessibility
code,
which
is
a
state
mandated
code.
The
as
I
mentioned,
the
mechanical
or
hvac
code,
as
well
as
the
state
plumbing
code,
we
also
do
the
inspection
for
the
tie-ins
for
the
water
and
sewer
into
the
state.
U
So
all
of
that
is
is
part
of
what
the
mandated
services
are
for
the
building
and
zoning
department,
and
that
is
a
requirement
of
the
inspection
program
once
that
has
been
all
approved.
The
certificate
of
occupancy
permit
is
what
closes
out
the
inspection
program,
saying
everything
meets
code,
and
that
is
the
most
important
piece,
because
it
is
illegal
to
occupy
any
residence
without
a
certificate
of
occupancy,
especially
on
new
construction.
U
V
V
Rather
than
going
over
what
codes
we
enforce,
which
is
essentially
title
five
of
the
city
code.
I
just
want
to
say
what
the
actual
purpose
of
our
or
our
mission
is,
and
that's
concerning
the
protection
of
public
health,
safety
and
welfare
in
all
existing
structures,
residential
and
non-residential
it
on
all
existing
premises
in
the
city
is
provided
in
the
code.
In
other
words,
we
deal
with
everything:
that's
not
public,
so
our
inspectors
don't
deal
with
the
public
right
away
with
one
exception.
Our
graffiti
inspector
removes
graffiti
from
the
public
right
away.
V
Our
mandated
services
that
we
provide
revolve
around
the
inspections
of
rental
housing
primarily
and
licensed
lodging
establishments.
We've
got
13
486
dwelling
units
in
the
city.
In
that
that's
in
2426
buildings,
we
inspect
them
on
a
three-year
basis.
If
they're
in
the
cdbg
target
area,
it's
actually
a
two-year
basis.
V
V
Those
are
our
main
issues
that
we
tackle
on
a
day-to-day
basis.
Then
we
have
many
other
things
that
we
deal
with.
We
have
partnerships
with
just
about
every
department
in
the
city,
we're
the
leading
we're
cl
actually
on
a
yearly
basis,
we're
the
leading
ticket
writers
for
administrative
hearings
with
code
compliance.
I
think
we
actually
outpace
parking
systems
as
well.
V
We
deal
with
condemnation
of
dangerous
buildings.
Vacant
buildings
is
a
huge
problem
that
we're
dealing
with
right.
Now
we
have
one
of
our
inspectors
totally
dedicated
to
that
right.
Now,
we're
tracking
165
bank
owned
properties
that
are
vacant
and
boarded
we
work
with
health
going
back
to
the
powerpoint.
We
work
with
the
health
department
quite
often,
and
zoning
on
illegal
rooming
houses.
V
V
Our
housing,
rehab
portion
of
our
division
has
two
main
programs.
One
is
the
one
to
three
unit
owner
occupied
buildings
that
we
can
provide
zero
percent
loans
to
qualified
low
to
moderate
income
homeowners.
Then
we
also
have
a
multi-family
program.
That's
provides
technical
and
financial
assistance
to
landlords
that
have
51
percent
low
to
moderate
income
tenants
in
their
buildings.
We
have
a
rehab
specialist
and
a
clerical
staff
person
who
are
dedicated
to
those
that
task
in
housing
rehab,
and
I
just
want
to
mention
quickly
a
little
bit
about
our
staff.
V
C
Thank
you
jeff.
In
conclusion,
here
you
see
the
financial
summary
for
the
department
in
terms
of
our
budgeted
expenses
for
the
current
fiscal
year,
and
then
you
also
see
the
department
specific
revenues.
These
are
revenues
that
particularly
come
in
through
the
building
division
and
also
through
work
that
property
standards
does,
but
really
all
divisions
produce
revenue
within
this
department,
and
so
the
variance
then
is
is
on
the
plus
side
of
six
hundred
and
thirteen
thousand
eight
hundred
dollars.
C
W
Well,
good
morning
or
afternoon,
alan
burkowski
fire
chief
I've
been
with
evanston
going
in
my
29th
year,
fire
chief
about
six
years,
so
I'd
like
to
give
you
just
an
overview
of
the
fire
department,
what
we
do
and
who
we
are.
We
are
one
of
the
oldest
and
earliest
suburban
fire
departments.
First
established
may
25th
1875,
so
we'll
be
135
years
old
next
year.
W
We
are
also
one
of
the
busiest
suburban
fire
departments
compared
to
our
18
neighboring
departments.
Our
mission,
it's
a
little
hard
to
read
back
there,
but
the
first
line
is
probably
the
most
important.
We
exist,
24
hours
of
every
day
to
protect
life,
property
and
the
environment,
most
people
think
of
life
and
property,
but
we
also
do
a
lot
of
property
conservations,
particularly
when
you
deal
with
oil
spills,
fuel
spills,
chemical
leaks
and
the
such
our
organizational
chart
again
a
little
bit
hard
to
read
on
this
oops
really
hard
to
read.
W
I
got
it.
It's
my
fault,
but
just
to
kind
of
give
you
a
rundown
up
there.
Obviously
the
fire
chief's
at
the
top
second
in
command
in
the
middle.
There
is
chief
sam
hunter
he's
operations
and
training
to
your
left
is
division
chief,
greg
kleiber,
he's
in
charge
of
our
ems
and
our
special
teams,
which
I'll
talk
about
in
a
second
and
then
to
your
right,
is
division,
chief
ryan,
gannon,
who's,
responsible
for
equipment,
vehicles,
apparatus,
stations
and
personnel,
and
then
all
the
way
to
your
right
is
division
chief
tom
janetsky.
W
That
position
was
actually
a
fire
marshal.
Actually
that
was
my
position
before
fire.
Chief
and
last
year
we
combined
two
full-time
positions,
which
was
emergency,
manage
preparedness
manager
and
the
fire
marshal
into
one
position,
so
that
is
now
under
the
fire
department
in
the
middle
is
our
firefighters
and
we
have
our
shift
chiefs,
who
run
the
the
shifts
and
they're
also
our
instant
commanders.
W
Then
we
have
our
captains
and
the
role
below
that,
which
is
our
fire
apparatus
engineers.
This
is
part
of
our
risk
management.
When
I
came
on
the
job
in
81
about
a
month
later,
he
said:
hey
you're,
driving
engine
one,
so
it
was
kind
of
a
wake-up
call.
So
what
we
we
come
a
long
way
to
drive
our
equipment.
Now
you
have
to
be
properly
trained
state
certified,
we
have
courses,
we
have
annual
training
and
that's
all
part
of
accident
reduction
and
just
good
risk
management,
and
then
our
firefighters,
paramedics.
W
This
chart
here
just
gives
you
some
basic
background
on
the
department.
If
you
look
at
the
second
row,
1980
run
one
we
are
running
about
6000
calls
for
service
with
117
sworn
firefighters.
Last
year,
we're
our
busiest
year
ever
9134
calls
for
service
at
108,
firefighters.
What's
also
important
is
vehicle
responses.
When
you
look
at
calls,
doesn't
give
you
the
full
flavor.
We
turn
the
wheel
about
twenty
twenty
twenty
one
thousand
times
a
year,
so
why
the
increase
in
calls
could
be
a
couple.
A
number
of
reasons.
W
Ems
is
up
about
nine
percent
that
may
have
to
do
with
the
aging
population.
A
higher
daytime
population
we've
seen
an
increase
in
carbon
monoxide
alarms
about
twenty
percent
increase.
Last
year,
we've
seen
an
increase
in
invalid
assist
a
53
percent
increase.
That's
the
person
who
falls
in
the
middle
of
the
night
can't
get
up.
We
go
into
assist.
We
also
seen
a
significant
increase
in
service
calls.
Those
are
calls
where
someone
smells
something
see
something
see
something
sparking
a
wire
down
a
tree
down,
there's
a
number
of
reasons.
W
W
And
I
think
we
can
contribute
that
to
aggressive
firefighting
station
configuration
code
enforcement
and
part
of
that
code
enforcement
is
the
adopted
codes.
What
council
allows
us
to
adopt
and
enforce
and
public
education?
I
can't
tell
you
how
many
times
I've
been
in
fire,
where
I've
heard
a
minute
or
two
more
in
this
place
would
have
been
fully
involved,
so
that
response
time
is
critical
and
here's
our
station
configuration
the
red
dots
are
the
fire
stations,
and
this
map
is
based
upon
iso
insurance
service
organization,
that
grades
fire
departments
and
what
they
grade
us
upon.
W
W
Our
daily
staffing
is
26,
firefighters
per
shift.
We
have
three
shifts
and
we
work
24-48.
So
the
firefighters
start
seven
o'clock
in
the
morning.
They
end
up
at
seven
o'clock
the
next
morning
and
the
next
shift
comes
on
all
our
equipment,
with
the
exception
of
the
ambulances,
have
three
personnel,
so
the
engines
have
three
a
captain,
a
driver
and
a
firefighter
as
well
as
the
truck
companies.
Our
ambulance
have
two
certified
paramedics
and
our
shift
chief
is
a
single
person
who
runs
the
incidents
you
were
talking
about
how
we
compared
to
other
municipalities.
W
Financial
summary-
and
I
believe
you
all
have
the
handouts
here,
but
our
revenues,
as
mr
lyons
talked
about-
include
the
false
alarm.
Fines
cost
recovery
is
an
ordinance
that
a
council
passed
about
seven
eight
years
ago,
maybe
longer
now
that
enables
us
to
charge
for
people
who
start
fires
as
a
result
of
carelessness
or
negligence,
for
example
a
pain
or
a
roofer,
or
a
plumber,
who
uses
a
torch
and
isn't
careful.
So
those
are
monies
that
we
charge
for
that
actual
fire
response,
so
that
varies
that
could
be
5000.
W
That
could
be
20
000,
depending
on
the
calls
that
we
respond
to
ambulance
transportation
fees.
We'll
talk
about
a
little
bit,
we
do
get
an
annual
grant
from
the
government
for
our
emergency
preparedness
at
24
000
every
year
and
then
state
training
reimbursements.
The
state
reimburses
us
for
certified
training
classes
that
they
want
us
to
have.
W
W
W
We
send
out
what
we
call
a
general
alarm:
that's
three
engines,
one
aerial
truck
an
ambulance
and
a
shift
sheet
to
respond
if
they
get
there
and
they
have
a
bona
fide
working.
Fire
typically
will
bump
it
up
to
a
code
4
which
gets
us
another
engine
and
a
truck.
So
that's
21
out
of
the
26
people
on
duty.
That
still
leaves
us
enough
for
an
ambulance
call
if
we
get
another
call
in
the
middle
of
this
fire
situation
and
just
to
give
you
an
idea
on
tasks.
W
These
are
just
some
of
the
tasks
that
we
have
to
do
at
the
onset
of
the
fire.
The
search
the
rescue,
the
fire
suppression,
laying
the
lines,
the
water
supply,
ventilation,
aerial
operations,
forceful
entry,
ritz
stands
for
rapid
intervention
team.
That's
a
team
that
if
someone
gets
in
trouble,
they
go
in
there
and
they're
ready
to
respond
pump.
Engineer
incident
commander.
So
a
lot
of
tasks
have
to
be
done
right
away.
W
Mutual
aid
box,
alarm
system
or
mabis.
We
are
part
of
this
group
and
we're
part
of
what
we
call
mabus
division:
three
mabes
division,
three
and
actually
illinois
was
probably
the
forefront
of
this
mabus
plan.
Mavis
enables
us
to
pre-plan
for
large
emergencies,
and
everyone
agrees
that
they'll
respond
if
we
call
them.
So,
if
we
get
to
a
situation,
you
may
remember
808
judson.
Some
of
you
may
be
able
to
remember
rustoleum
or
1603
orrington,
some
of
the
larger
fires
where
it
exceeds
our
capabilities.
W
W
The
pictures
here
show
the
claps
at
the
sienna
project,
the
pictures
in
the
middle,
where
the
construction
accident
at
sherman
plaza
that's
training
for
water
rescue
and
then
this
last
year
we
actually
added
jet
skis
to
our
compliment.
So
we
could
do
surface
rescue
quickly
using
the
firefighters
on
duty
responding
to
the
lakefront.
We
also
have
a
lot
of
single
company
responses
that
we
talked
about
carbon
monoxide,
wires
down,
water
leaks,
etc,
etc.
W
Emergency
medical
services-
that's
our
ambulance
service,
we're
one
of
the
first
fire
departments
to
start
in
1976
to
offer
ambulance
service
in
the
north
shore
right
now,
we're
over
5000
calls
for
service,
and
approximately
88
percent
of
our
paramedics
of
our
firefighters
are
paramedics,
and
why
that
is
critical.
Is
the
ambulances
obviously
have
paramedics,
but
what
you
may
not
realize
is
our
engines
and
trucks
are
also
all
paramedic
equipped,
meaning
when
an
engine
or
truck
pulls
up.
It's
just
like
an
ambulance.
W
It
can
do
everything
except
transport
you,
so
they
can
give
you
the
ivs
if
you're
having
they
can
give
you
medicine
if
you're
having
an
asthma
attack,
treat
anaphylax
shock
heart
conditions,
whatever
it
takes
until
the
ambulance
gets
there.
Our
ambulance
fees
are
stated
here.
It
was
last
change
february,
2007.
We
are
going
to
council
this
month
for
an
increase
based
on
medicare
allowables
anytime.
We
don't
increase
it.
W
And
then
paramedic
training
is
a
long
process.
I
don't
think
most
people
realize
just
how
much
they
have
to
learn
to
be
a
paramedic
it's
about
a
year
and
a
half
process
from
start
to
end.
I
know
when
I
went
to
paramag
school
in
1980.
The
book
was
probably
about
an
inch
thick
and
now
it's
about
four
inches
thick
and
much
more
complicated.
W
And
here's
the
question
everyone
asks:
I
just
want
to
kind
of
throw
it
out
there.
So
you
have
the
answer
now.
Why
do
we
send
an
engine
on
every
ambulance?
Call?
Why
not
just
send
the
ambulance?
Well,
I'll.
Tell
you
right
now:
you
cannot
do
a
quality
job
with
two
people
on
an
ambulance
call.
First
of
all,
people
are
not
in
a
convenient
position
to
be
taken
out
of
the
house.
They're,
not
waiting
at
the
curb
with
a
suitcase
when
we
arrive
typically
they're
on
the
floor,
they're
feeling
bad
they're
feeling
weak
or
something's
wrong.
W
Otherwise
they
wouldn't
be
calling
us.
So
we
take
all
our
equipment
in
typically
they're,
not
on
the
first
floor
either.
I
think
it
seems
to
be
the
sicker.
They
are
the
higher
they
are
in
the
building.
So
we
have
to
get
bring
our
equipment
up.
It
takes
a
lot
of
people
to
take
that
person
down.
Take
the
equipment
back
in
the
rig.
It's
all
a
quality
of
service
issue
with
two
people
responding
to
an
ambulance
call
with
paramedics.
You
don't
get
the
care
that
you
need
to
give
to
that
patient
and
again.
W
The
other
important
component
is
because
I
got
five
stations
and
five
engines.
Those
engines
can
get
to
the
call,
much
quicker
than
my
two
ambulances
and
start
that
treatment
immediately,
and
we
have
seen
incredible
results
with
just
getting
to
that
patient
and
shocking
them
or
giving
them
the
medication
to
make
them
feel
better
before
that
ambulance
gets
there,
and
I
want
to
touch
base
on
the
fire
prevention
bureau.
W
Is
certs
insert
that's
a
citizen,
emergency
response
team
or
a
student
emergency
response
team,
where
we
train
citizens
to
help
us
during
calls,
and
we
probably
have
one
the
most
active
cert
programs
anywhere,
I'm
really
proud
of
our
citizens
and
what
they
do
to
help
us.
During
these
incidents-
and
that's
just
not
emergencies,
they
were
there
on
the
fourth
of
july.
They
were
there
at
the
northwestern
game
when
we
did
fireworks,
they
are
all
over
and
they
are
ready
to
help
us.
W
X
X
X
Okay,
evanston
health
department
is
the
second
oldest
in
the
state
of
illinois
since
1874.,
and
I
think,
what's
critical
to
note-
is
evanston.
Health
department
is
one
of
four
certified
local
health
departments
in
the
state
of
illinois,
and
we
have
a
mental
health
board
that
was
passed
by
referendum
in
68
commission
on
aging
ordinance
passed
in
76,
and
we
combined
health
and
human
services
and
even
though
we're
affectionately
still
known
in
this
community
as
the
health
department,
we
are
comprised
of
many
services
which
include
human
services.
X
And
so
this
is
our
organizational
chart
how
we
fit
in
the
overall
organization,
and
just
I
want
you
to
note
that
we
have
three
separate
divisions,
which
is
a
division
of
health
division
of
I'm
sorry,
division
of
environmental,
health,
community
health
and
community
relations,
and
so
I'll
just
give
you
a
simple
overview
of
our
services.
But
I
want
you
to
understand
that.
X
You
wouldn't
want
some
of
the
services
that
I'm
going
to
share
with
you
today
provided
by
an
entity
that
would
have
a
delay
in
response
and
I'll
talk
about
that.
As
I
mentioned,
our
h1n1
response
in
our
public
health
emergency,
so
some
of
our
services
in
environmental
health
division
are
our
food
programs
and
that's
inclusive
of
the
food.
X
We
do
inspections
annually
to
all
these
entities,
but
we
also
respond
to
complaints
if
there's
a
complaint
of
a
rash
or
itchy
skin.
We
respond
within
24
hours
to
all
of
those
complaints,
and
so
many
of
our
entities
in
evanston
are
inspected
more
than
once
we
have
an
integrated
system
of
permits
and
licensing
and
oh
sure,
our
integrated
system
allows
us
to
do
real
time,
information
gathering
and
also
to
put
information
into
a
system
that
we
share
with
community
development
across
the
city.
X
To
assure
that,
real
time,
information
is
included
on
all
inspections
and
we
do
that
in
the
field.
And
so
what
that
helps
us
to
assess
is
real-time
inspections,
to
make
sure
that
we're
not
missing
any
of
our
entities
and
also
it
captures
our
complaints
in
our
follow-up,
and
this
make
sure
that
we
it's
our
check
and
balance
system
across
the
organization
to
ensure
we're
meeting
those
mandated
inspections.
X
So
we
have
a
licensor
out
of
our
department.
We
provide
permits
and
licensing
for
all
of
our
food
establishments.
All
of
our
tobacco
and
retail
entities,
all
of
our
home
day,
cares
and
all
of
our
long-term
care
facilities
and
our
sidewalk
cafes
foodborne
illness
outbreak
as
a
certified
local
health
department.
Anytime,
there's
a
complaint
of
illness
in
any
of
our
restaurants.
X
We
do
a
24-hour
contact
investigation.
We
actually
meet
with
the
person
who
is,
has
the
primary
complaint
of
illness
and
we
meet
with
others
in
the
close
proximity
of
that
complainant
to
kind
of
ascertain
or
backtrack
the
origin
of
the
illness,
and
typically,
we
report
that
out
to
the
state
within
24
hours.
After
the
culmination
of
the
investigation,
our
staff
is
able
to
assess
illness.
X
X
X
We
respond
to
complaints
and
expect
inspections
as
it
relates
to
rat
infestation,
and
what
that
means
is
an
inspector
goes
out
and
assesses
the
area
to
assess
if
there's
harborage
or
burrows,
and
we
contract
out
to
a
private
contractor
to
respond
to
that.
But
we
are
the
ones
first
on
the
scene
to
do
the
assessment
and
make
a
critical
judgment
call
and
then
refer
to
our
consulting
programs
to
respond
to
rat
infestation.
X
We
also
do
west
nile
virus
tracking
and
surveillance,
I'm
sure
you're,
familiar
with
that,
where
we
put
out
trappings
to
assess,
pools
for
positive
mosquitoes
and
then
we'll
report
to
the
state.
If
there's
any
infection
of
west
nile
virus,
we
also
respond
to
ticks
or
a
lot.
We
had
about
two
cases
of
lyme
disease.
X
We
train
all
the
staff
on
national
incident,
command
systems
and
incident
command
structure,
and
basically,
what
that
means
is
we
coordinate
with
our
hospitals,
our
community
partners,
such
as
our
schools
and
our
university
and,
of
course,
our
own
fire
and
police,
to
assure
that
staff
is
one
educated
about
emergency
preparedness
that
the
residents
are
educated
about
emergency
preparedness,
and
we
do
that
through
several
funding
streams.
But
typically
it's
the
federal
government
and
the
state,
a
government
that
sends
us
we
ascertain
funding
to
assure
that
we're
prepared
and
leading
to
what
we're
dealing
with
now.
X
As
you
know,
we're
in
a
public
health
emergency
as
it
relates
to
influenza,
particularly
h1n1,
which
is
affectionately
known
as
swine
flu,
and
these
are
just
our
priority
groups
and
right
now
we
do
have
our
community
clinic
going
on
right
now
and
I
understand
the
less
the
last
email
message
I
got
is
we're
about
600
dosages
left
for
today's
clinic
since
we've
received
vaccine.
As
of
last
week,
within
three
days
of
receiving
the
vaccine,
we
implemented
our
first
mass
vaccination
clinics
staff
was
deployed
as
a
team
to
several
of
our
school
schools
in
evanston.
X
X
the
last
year
we
were
able
to
employ
throughout
this
community
over
226
youth.
We
have
an
annual
job
fair.
We
screen
we
interview
and
we're
able
to
employ
youth
that
may,
under
other
circumstances,
not
have
employment
and
the
feedback
that
we've
gotten
from
this
last
year's
program.
Is
that
how
critical
it
was
because
some
of
the
youth
may
have
been
the
only
income
coming
into
some
households.
X
Y
Y
The
library
certainly
exists
for
a
number
of
reasons,
but
I
can
tell
you
that
my
personal
belief,
as
well
as
a
number
of
staff
members,
is
that
if
we
sum
this
up
in
two
words,
it
would
be
literacy
and
access
and
literacy
in
the
traditional
sense,
but
also
literacy
in
technology
technological
ways,
as
well
as
cultural
and
artistic
ways.
The
library
is
truly
an
avenue
for
the
fabric
of
our
community.
Y
We
are
very
committed
to
the
idea
that
every
child
should
learn
to
read
and
be
ready
to
read
when
they
start
school,
and
if
we
have
no
other
goal,
it
would
be
that
every
child
loves
books
because
they
will
grow
up
to
be
people
like
you
who
are
on
a
public
forum
and
can
raise
their
hand
and
say
that
they
have
a
library
card.
So
we
get
you
from
cradle
to
grave.
Y
We
also
want
all
residents
to
have
the
opportunity
to
enjoy
that
intellectual
and
cultural
life
and
to
have
the
access
to
the
information
that
they
need
to
make
daily
decisions,
and
in
this
particular
time
we
have
seen
a
particular
increase
in
this
people
are
coming
into
the
libraries
to
to
look
for
jobs,
to
use
the
resources
that
we
have
to
help
them
find
jobs
to
help
them.
Yesterday
I
talked
with
a
gentleman
who
was
looking
for
information
on
how
to
find
funding
for
a
non-profit
organization.
Y
Y
Y
We
also
have
adult
and
youth
services
and
the
children's
services,
which
are
two
separate
departments.
We
combined
young,
adult
and
adult
and
readers
advisory
into
one
department
last
year,
these
provide
direct
customer
services.
It's
answering
questions,
it's
doing
programming,
it's
helping.
People
find
the
resources
that
we
have.
It's
helping.
People
interpret
the
resources
that
we
have
and
then
circulation
services.
Y
Y
Services
also
places
all
the
orders
for
materials.
We
are
looking
at
the
possibility
of
outsourcing
some
of
these
services.
We
can
can
get
some
of
these
things
handled
by
our
vendors
so
that
the
materials
come
shelf
ready.
The
minute
we
receive
them.
We
unpack
them,
put
them
on
the
shelf
and
they're
ready
for
you.
Y
Administrative
services
also
includes
maintenance
and
our
budget
and
personnel
pieces
as
well
as
fundraising,
and
some
of
you
in
this
room,
I
know-
have
received
letters
this
week
for
our
fund
for
excellence.
You
should
know
that
your
response
to
fund
for
excellence
goes
to
the
purchase
of
materials
for
our
collection
and
18
to
20
percent
of
our
materials
budget
is
provided
by
people
who
donate
to
the
fund
for
excellence.
Y
So
thank
you
very
much
in
adult
and
young
adult
services
and
the
children's
services
and
the
branches
which
are
all
three
separate
departments,
but
all
provide
much
of
the
same
kinds
of
services
in
different
locations
and
for
different
age
groups,
so
that
can
range
from
answering
reference
questions
and
doing
research
with
online
databases
with
the
print
materials
that
we
have
helping.
You
find
the
next
best
book
that
you
want
to
read.
If
you
liked
this
book,
you
might
like
this
author.
Y
We
do
a
lot
of
have
a
lot
of
talent
when
it
comes
to
the
readers
advisory
and
the
reference
and
research
piece
story.
Time,
of
course,
is
just
germaine
to
public
libraries,
and
we
do
about
30
story
times
a
month
throughout
the
system
and
that
collects
touches.
Hundreds
of
children,
computer
assistance
is
both
in
terms
of
learning
to
use
the
computer.
This
morning
there
are
classes
going
on
at
the
library
on
how
to
do
basic
email.
Y
In
addition
to
story,
time
can
be
programming
that
we
provide
as
well
as
programming
that
some
of
you
offer,
and
we
have
a
number
of
groups
who
we
either
partner
with
to
do
programs
or
that
present
programs
themselves,
and
we
simply
provide
the
space
because
we
do
have
a
number
of
groups
that
use
our
meeting
rooms
again
today
you
can
go
to
the
library
after
this
session
is
over
and
listen
to
jazz
music.
So
there's
a
wide
variety.
Y
The
teen
loft
is
our
stellar
part
of
of
the
library,
the
teen
loft
and
the
children's
space.
The
teen
loft
is
a
place
where
young
adults
truly
are
creative.
They
attach
books
to
what
they
do,
but
they
they
find
a
place,
that's
safe
and
secure
where
they
can
be
creative.
So
we're
very
happy
to
be
able
to
provide
that
space.
They
create
all
kinds
of
book
discussions,
video
programs.
Y
We
have
story
times
that
at
all
locations
these
can
be
drop
in
story
times
or
story
times
that
you
register.
For
and
again.
If
you
learn
to
read
and
hear
stories,
you
know
you're
going
to
grow
up
and
appreciate
that
same
thing.
The
early
literacy
that
we
do
and
our
commitment
to
children
being
ready
to
read,
is
handled
through
a
program
called
leap
which
is
literacy
education
at
play,
and
this
is
a
program
that
we
do
with
district
65,
the
head
start,
and
we
also
have
provided
this
program
in
some
of
the
day.
Y
Home
day
cares
again
circulation
services
handle
all
the
materials
to
get
them
back
on
the
shelf.
For
you
and
ready,
as
well
as
transferring
among
other
libraries,
we
are
a
member
of
a
consortium
of
23
libraries
where
we
share
resources
with
one
another.
We
also
share
an
online
catalog.
So
when
you
look
at
our
catalog,
you
also
find
the
holdings
of
those
23.
Other
libraries
which
you
can
borrow
as
a
resident
of
evanston
marty,
was
talking
about
20
million
dollars
a
little
bit
ago.
Y
This
is
a
sample
visit
to
the
library
on
a
conservative
estimate.
If
a
family
came
in
and
checked
out
these
materials
that
would
have
cost
them
177
dollars
had
they
gone
to
a
bookstore
or
video
store
and
purchased
those
materials.
So
we
think
you're
getting
a
pretty
good
return
on
your
investment.
We
do
all
of
these
services
with
66.4
fte,
that's
budgeted,
and
we
are
currently
doing
that
with
13
vacancies.
Y
Y
South
branch,
for
example,
in
the
month
of
september,
increased
55
percent
in
the
materials
checked
out.
North
branch
was
about
forty
percent
overall
we're
looking
at
a
twelve
percent
increase
in
materials
and
about
a
sixteen
percent
increase
in
visits
to
the
library
this
year.
So
we're
on
track
to
check
out
a
million
items
so
use
those
library
cards.
M
The
department
of
parks,
forestry
and
recreation
and
facility
management-
this
is
our
organizational
chart
and
we
have
probably
not
probably,
we
have
about
131,
almost
132
full-time
equivalents
and
we've
used
that
full-time
equivalence
phrase
a
number
of
times
this
morning.
Basically
what
that
means
is,
we
have
both
full-time
employees
and
we
have
part-time
employees
and
we
add
up
the
part-time
employees
number
of
hours
and
when
it
hits
37.5
hours
a
week
that
can
come
computes
into
a
full-time
position.
M
M
M
It's
to
preserve
and
maintain
a
healthy
urban
forest,
provide
safe,
attractive
and
functional
parks,
beaches,
buildings
and
open
spaces,
foster
appreciation
of
our
natural
resources
and
conservation
through
recreation
and
sports
programs
and
services
for
people
of
all
ages
and
abilities,
assist
local
artists
and
art
organizations,
foster
art
education
in
evanston
and
advocate
for
the
arts.
So
those
are
primarily
the
divisions
that
are
addressing
our
areas
of
responsibility.
M
Our
next
slide
shows
the
breadth
of
what
we
do
on
the
my
left
on
your
left,
14
boards
and
commissions
and
non-profits,
representing
about
100
board
members,
and
I'm
not
going
to
go
through
all
of
them.
But
you
have
the
recreation
board.
The
evanston
parks
foundation,
public
art
committee,
arts,
council
and
you
can
see,
there's
a
considerable
amount
of
folks
who
represent
the
total
interests
of
the
area
that
we're
responsible
for
and
on.
M
The
right
side
is
the
affiliated
groups
and
those
are
the
groups
that
we
work
with
on
a
day
to
day
basis,
and
they
are
the
volunteers
that
help
us
provide
recreation
programs,
probably
the
most
visible,
would
be.
For
instance,
the
soccer
program,
probably
about
2400,
kids
and
adults,
are
in
our
soccer
program
without
the
volunteers
that
represent
the
american
youth,
soccer
association
or
team
evanston.
M
Without
those
folks
actually
administering
the
program,
we
would
be
having
to
hire
an
awful
lot
of
folks
to
help
us
do
that
they
run
the
programs.
We
pri
provide
the
venues
and
if
you
look
out
the
windows,
you
can
see
that
the
ball
fields
and
the
soccer
fields,
lacrosse
fields-
are
all
being
maintained
by
the
city,
but
the
programs
are
all
be
run
by
volunteers.
M
The
parks
division
is
responsible
for
the
playgrounds
parks.
The
lat
arboretum,
I'm
not
going
to
read
all
of
it,
but
basically
anything
within
the
parks.
We're
responsible
for
the
key
statistics
that
we
have.
We
have
76
park
locations
with
over
a
thousand
park,
amenities
and
site
furnishings.
What
does
that
mean
anything?
That's
in
the
park.
That's
like
a
playground,
a
top
lot.
Not
only
are
we
in
mowing
and
maintaining,
but
we
have
a
responsibility
for
safety.
M
I
M
Removal
at
all
attend
city
buildings,
so
as
an
example
here
at
the
levy
center
we're
responsible
for
clearing
the
parking
lot
and
the
sidewalks,
we
are
also
by
ordinance
responsible
for
clearing
sidewalks
that
have
but
any
of
our
parks,
so
our
parks,
maintenance,
folks
and
our
rec
maintenance
folks
are
responsible
for
that.
In
addition,
we
pick
up
the
christmas
trees
about
900
staff
hours
for
pickup.
Our
forestry
group
and
our
rec
maintenance
staff
are
also
responsible
for
that
forestry
division
park
and
parkway
tree
trimming.
M
M
We've
been
working
on
the
elm
tree
program
and
we've
been
pretty
successful
in
preserving
our
elm
trees,
we're
at
tree
city,
usa
for
some
just
almost
30
years,
which
includes
planting
and
the
protection
of
those
trees.
And,
of
course,
just
lately,
we've
been
inundated
with
the
emerald
ash
borer
of
both
tree
removal
and
replacements.
M
M
It's
does
not
have
anything
to
do
with
stinging
or
biting.
You
wouldn't
notice
it
if
it
was
in
this
room,
but
it
seems
to
be
something
that
preys
on
the
larvae
of
the
emerald
ash
borer.
So
we
are
one
of
the
test
sites
up
in
the
northwest
part
of
our
city,
where
the
actual
infection
began
in
those
trees,
working
with
a
state
to
make
a
determination
of
whether
or
not
that
will
be
something
that
can
be
used
to
sort
of
combat
the
emerald
ash
borer
problem.
M
We
also
do
snow
removal.
We
work
with
our
public
works
department
where
we
have
a
heavier
snowfall
than
what
their
folks
can
do.
Our
forestry
group
goes
over
and
works
with
public
works
to
remove
snow
and
work
on
their
24
hour
shifts
tree
inspections.
We
do
firewood
sales,
so
the
group
is
is
extremely
busy
and
I'm
really
proud
of
their
efforts.
M
Recreation
division,
robert
crown,
community
center.
It's
it's
an
ice
complex
and
a
community
center.
We
have
a
sheet
and
a
half
of
ice
there
we
do
two
ice
shows.
We
have
a
pretty
good
hockey
program,
figure
skating
program,
it's
open
about
7,
000
hours,
it's
open
from
about
six
in
the
morning
until
twelve
one
o'clock
at
night.
M
The
fleetwood
journey
community
center
includes
our
youth
and
fitness.
Wellness
and
arts
classes,
adult
theater
program
an
after-school
program,
and
it
continues
to
have
the
one
of
the
more
popular
basketball
programs
which
many
of
you
are
probably
aware
of,
and
that's
the
fan
basketball
program.
That
program
is
run
again
by
volunteers,
one
of
our
affiliates.
M
Not
only
do
they
have
the
basketball
for
kids,
they
have
cheerleading,
they
have
a
tutorial
program
so
that
if
a
youngster
who
is
in
the
basketball
program
is
not
keeping
up
with
his
schoolwork
they're
not
permit
permitted
to
play
until
they
bring
their
grades
up.
So
the
volunteers
are
in
touch
with
the
school
folks
to
make
sure
that
these
kids
are
performing
at
school
before
they
can
perform
in
a
program.
M
The
leaving
center,
which
is
one
of
our,
is
our
newest
facility,
which
you
are
in,
and
I
want
to
thank
the
staff
for
doing
an
outstanding
job.
Getting
this
facility
ready
for
this
morning's
meeting
is
was
built
about
five
years
ago
and
during
monday,
through
friday,
from
eight
to
five,
it
is
a
senior
center.
It's
dedicated
for
senior
citizens
on
saturday,
sundays
and
before
eight
in
the
morning
and
after
five
in
the
evening,
it's
open
as
a
recreation
center.
M
And
if
you
look
at
this
room
itself,
you
can
see
that
the
way
we
designed
it
it
can
be
used
for
basketball.
And
if
you
look
up
you'll,
see
the
basketball
hoop.
Here
you
can
see
the
scoreboard
in
the
back.
It
could
be
used
for
theater.
This
is
a
professional
stage,
it's
1400
square
feet
with
a
sound
system,
professional
lighting,
and
we
utilize
all
of
these
amenities
in
the
room
for
those
kinds
of
activities.
We
also
rent
this
facility
out.
M
M
Our
ecology
center
primarily
education
for
nature,
environmental
programs.
We
rent
that
facility
also
about
fifteen
thousand
dollars
in
revenue,
it's
in
the
lat
arboretum
area
on
mccormick
and
they
do
canoeing
lessons.
We
teach
in
the
schools
on
educational
programs
regarding
nature,
chandler,
neuberger
center
offers
both
youth
and
adult
sports
programs.
They
run
our
citywide
golf
citywide
tennis.
We
get
grants
for
that
program.
M
M
We
rent,
I
have
a
rental
program
about
sixty
one
hundred
dollars
and
we
work
very
closely
with
the
fire
department,
with
the
coast
guard
and
with
the
city
of
chicago
and
keeping
the
beaches
safe
and
if
you've
followed
along
lately,
we
had
an
incident
in.
I
guess
it
was
late
august,
where
all
of
these
agencies
came
together
and
actually
saved.
Three
lives
of
individuals
had
wound
up
in
the
water
two
miles
out
and
all
the
agencies
came
together
and
were
able
to
save
the
lives
the
fire
department
police
was
involved.
M
So
we
try
to
maintain
a
very
specific,
safe
area.
We
do
an
outreach
program
where
we
have
a
field
house
over
at
mason
park.
Hours
fluctuate
throughout
the
year,
depending
on
what
the
school's
hours
are
and
the
attendance
our
parks
service
unit
is
a
park
ranger
group
of
part-time
employees,
they
open
and
close
restrooms.
They
monitor
the
parks,
they're
sort
of
a
first
responder
in
the
event
that
you,
the
citizens,
see
something
that's
going
on.
That
may
not
be
quite
right.
They'll
take
a
look
at
it.
They
sometimes
are
dispatched
by
our
police
department.
M
M
We
run
about
78
days
of
special
events
anywhere
from
runs
to
festivals.
We
have
a
special
event
committee,
that's
comprised
of
one
individual
from
every
department,
so
anytime,
there's
a
special
event.
Every
department
is
aware
and
able
to
respond
and
work
with
whatever
group.
It
is
that's
having
that
special
event.
M
Our
recreation
maintenance
group
is
a
specific
group
focused
on
taking
care
of
athletic
fields
throughout
the
city,
and
you
can
see
that
we
have
a
number
of
soccer
fields
and
baseball
fields
and
we
won't
go
into
the
statistics:
cultural
arts
division.
We
are
manage
and
own
the
cultural
arts
center
on
noyes
avenue.
M
We
have
28
artists,
leases,
we
manage
the
cultural
fund
grant
program
and
the
mayor's
award
for
arts
and
that's
the
organization
or
the
division.
That
is
also
working
with
our
public
art
committee
and
our
arts.
Council.
Special
recreation
is
a
program
for
those
individuals
that
have
special
needs.
We
have
a
number
of
families,
probably
about
300
or
350
families.
We
work
with.
It
also
has
to
do
with
ada
and
in
the
event
we
have
an
individual
who
wants
to
participate
in
a
program.
M
The
facility
management
division
is
really
the
landlord
of
all
of
the
buildings.
The
city
owns
fire
department,
fire
stations,
police,
fire
headquarters,
city
hall,
the
service
center.
They
do
all
the
maintenance,
some
of
the
things
that
we've
done
in
the
past,
and
you
can
see
the
what
the
specialties
are.
We
do
heating
and
cooling
carpentry,
you
name
it.
These
folks
do
it
and
they
are
responsible
for,
as
you
see
all
of
these
various
facilities,
one
of
the
largest
things
we
did
recently
was.
We
completed
the
rebuilding
of
fire
station
5
on
central
street.
M
M
M
Z
Thanks
doug
good
afternoon,
I'm
rich
eddington,
I'm
the
chief
of
police.
I've
been
the
chief
of
police
here
a
little
over
two
years.
Although
I've
been
a
policeman
for
35
years,
I'm
going
to
run
through
this
presentation
quickly
because
we've
been
here
a
long
time,
there's
a
couple
more
things
to
do,
but
I
will
commit
to
you
that
I
will
be
at
every
one
of
these
budget
endeavors
to
answer
your
questions
and
if
you
have
you
don't
catch
me
there,
please
call
track
me
down.
Z
We
will
get
you
an
answer
because
trying
to
convey
what
we
do
in
a
short
period
of
time
is
somewhat
complicated.
So
I'm
going
to
hit
the
things
that
I
think
are
interesting.
I
may
have
missed
some
of
the
things
that
you
want
now.
I
want
to
thank
you
for
investing
your
time
this
morning.
This
is
a
complicated,
laborious
process
that
the
speakers
you've
seen
in
the
last
little
bit.
Do
this
every
day.
Z
Z
Okay,
this
is
our
mission
and
value
statements
sergeant
angela
hart's
glass,
spearheaded
this
got
this
done
and
that's
the
words
that
they
made.
That's
not
what
I
did.
I
think,
for
the
purposes
of
today's
discussion.
The
things
that's
most
critical
is
our
commitment
to
the
reduction
of
the
incidence
of
crime
and
the
fear
of
crime
that
speaks
directly
to
the
quality
of
life
in
evanston.
Z
One
of
the
things
that
that
I
want
to
speak
on
just
briefly,
which,
in
the
context
of
a
budget
presentation,
may
not
make
as
much
sense,
but
I
think
there's
some
functions,
you're
pretty
much
familiar
with
what
we
do.
You
call
9-1-1
the
police
and
firemen
come
that
everybody
understands
that,
and
that
is
the
first
leg
of
of
that
pyramid.
The
field
operations,
divisions
run
by
deputy
chief
kabanski
and
and
that's
the
bulk
of
our
that's,
the
bulk
of
where
your
tax
dollars
go.
Z
They
run
our
victim
services
unit
and
our
youth
outreach.
These
are
non-traditional
police
endeavors
and
they
are
key
to
the
prevention
of
further
violence.
I
would
say
the
most
significant
changes
in
law
enforcement.
In
the
time
I've
been
doing.
This
is
our
willingness
now
to
be
proactive
and
anticipate
the
next
problem.
That's
what
victim
services
is
about.
We
spend
considerable
resources
in
trying
to
ensure
that
there
are
not
repeat
incidents
of
domestic
violence.
Z
This
is
a
group
effort
between
the
police,
department,
health
and
human
services,
you,
the
school
districts
and
a
number
of
others
to
ensure
that
those
kids
have
the
best
opportunity
to
become
successfully
engaged
citizens,
and
I
would
invite
you
into
that
conversation
also,
that's
part
of
our
restorative
justice
program.
That
is
extremely
significant
and-
and
please
take
the
time
to
become
familiar
with
that,
it's
an
exceptional
program-
these
are
the
city's
patrol
beats.
Z
Z
This
is
one
you
may
not
be
familiar
with
it's
our
problem.
Solving
beats.
If
you
don't
know
your
problem-solving
officer,
please
take
the
time
to
look
this
up
on
our
website
and
find
out
who
that
is,
those
men
and
women,
address
long-term
issues
and
have
the
time
to
do
that.
They
are
key
to
resolving
neighborhood
problems
and
long-term
issues.
They're
an
exceptional
group
of
people-
and
I
think,
you'll-
find
them
great
to
work
with.
Z
This
is
the
heart
of
the
organization
right
now.
This
is
our
deployment
map
that
we
work
on
weekly
now,
chief
of
william
bratton,
who
just
retired
from
the
la
police
department,
has
a
side
business
explaining
this,
and
it
takes
him
about
eight
hours.
Okay,
we'll
use
the
rich
eddington
version
called
cops
on
dots.
Z
Z
Z
This
is
a
breakdown
by
operating
costs,
and
I
believe
this
is
in
your
handout
and,
if
not
it'll,
be
on
the
web
and
it's
broken
down,
and
the
point
of
this
slide
is
the
personnel
services
in
a
20
million
dollar
budget
are
19
million
dollars,
basically
you're
paying
for
policemen.
When
you
talk
about
the
police
department's
budget,
this
is
broken
down.
Another
way
in
the
units
that
are
by.
AA
Z
Police
department,
not
specifically
business
units
but
more
functional,
and
this
is
always
a
good
day
for
me,
when
both
sets
of
numbers
come
out
to
the
same
one
at
the
bottom.
That
mean
you
know.
That
means
we.
We
were
paying
attention
with
our
calculator,
but
once
again
the
point
of
the
slides
is
it's
a
personnel
driven
system?
Z
One
of
the
things
I
want
to
say
very
quickly.
We
anticipated
these
budget
crisis.
All
the
speakers
you've
heard
this
morning,
my
fellow
department
heads
were
not
surprised.
We
anticipated
this
coming.
We
have
worked
very
hard
at
attempting
to
hone
our
services
to
what
you
need
one.
This
is
a
representation
of
that
officer,
ryan
blumenberg,
on
the
t3
donated
to
the
department
by
the
cherry
foundation.
Z
Z
does
a
couple
of
things
for
us
we're
much
more
available
to
the
community.
We
are,
and
also
when
we're
pedaling
bicycles,
we're
not
burning
gas,
and
so
for
us,
it's
almost
two
for
one
and
that's
the
level
of
commitment
the
the
city
employees
have
brought
to
this
problem
even
before
today
to
try
and
reduce
gasoline
consumption
at
the
same
time
maintain
delivery
of
services.
Z
But
calls
for
service
in
2007
in
excess
of
33
000
calls
for
service
2008,
32,
000
and
change
part
one
crimes
31
until
seven
29
last
year,
significant
issues,
one
of
the
things
that
I
want
to
point
to
is
that
once
again
refer
back
to
our
website.
There
is
a
page
that
deals
with
the
year
to
date,
part
one
crimes.
I'm
happy
to
report
that
those
part
one
crimes
are
down.
16
percent.
Z
First
of
all,
a
partnership
with
the
community.
We
need
your
help.
We
need
you
to
call
you're
engaged
in
this
endeavor,
we're
much
better
with
your
help
than
you
allow
us
to
do
it
alone.
Also,
we
fear
it
out
and
seek
input
from
the
citizens,
the
citizens
police
advisory
board.
I
meet
with
a
number
of
citizen
groups
on
a
quarterly
basis
to
get
your
input
and,
in
this
same
context,
that's
very
important.
Z
We
can
be
very
good
at
delivering
a
service
that
you
don't
want
if
we
do,
that,
we've
wasted
our
time
and
your
money
and
that's
what
today's
discussion
is
about
once
again.
Thank
you
for
your
time
this
morning.
I
appreciate
your
commitment.
I
look
forward
to
seeing
you
at
the
rest
of
the
budget
meetings.
Thank
you.
AB
Good
afternoon
I'm
susette
eggleston,
I'm
the
interim
a
director
of
pub
of
triple
a
public
works
department.
Why
triple
a
because,
if
that
was
the
real
title
of
the
department,
I
would
have
went
first
instead
of
last
so,
but
I
want
to
tell
you
about
public
works
and
what
our
mission
is.
We
provide
the
physical
infrastructure
and
facilities
and
services
that
are
essential
to
urban
society.
AB
AB
Those
are
the
people
that
take
care
of
all
of
the
equipment,
city-wide
streets
and
sanitation,
transportation,
that's
engineering,
traffic
and
parking
and
water
and
sewer
the
people.
We
have
230
people
that
comprise
the
public
works,
167,
full-time
employees,
three
part-time
employees
and
approximately
60
seasonal
employees.
AB
AB
Our
budget,
the
public
works
budget,
is
approximately
16
percent
of
the
general
fund
budget.
So,
as
marty
talked
to
you
about
the
assistant
city
manager,
earlier
public
works
is
comprised
of
a
variety
of
funds
and
16
of
that
is
general
fund.
But
our
overall
budget
is
70
70,
77
million
dollars
and
that
comprised
of
the
parking
fund,
water
and
sewer
fund
and
our
general
fund
activities
as
well
the
divisions
we
manage
over
100
million
dollars
every
year
annually,
including
all
those
funds.
AB
AB
AB
AB
So
now
we
have
a
total,
solid
waste
picture
of
of
the
city,
and
we
know
exactly
what
we
generate,
which
is
very,
has
been
very
helpful
for
our
climate
action
plan
to
know
exactly
what
the
amount
of
waste
we
generate:
yard,
waste
collection,
that's
also
a
curbside
collection
and
disposal.
The
program
is
unlimited.
Whatever
people
put
out,
we
pick
up
that
cost
us
about
four
hundred
and
ten
thousand
dollars,
but
we
also
have
additional
fees
doing
leaf
removal
when
the
yard
waste
is
extra.
Heavy.
AB
AB
We
go
out
and
fix
the
street
afterwards
and
they
do
pay
the
general
fund
money
for
the
services
that
are
provided
from
the
water
and
sewer
fund
for
the
to
the
general
fund
for
the
services
that
we
do.
We
also
do
pothole
repairs
as
well
as
some
major
large
asphalt
areas
from
a
maintenance
standpoint
to
kind
of
offset
the
replacement
schedule
whenever
we
can,
because
we're
dealing
with
limited
numbers
for
replacement
and
resurfacing
of
roads.
We
also
perform
alley
maintenance
alley
grading.
AB
We
will
do
some
asphalt
resurfacing
in
alleys
as
well
and,
of
course,
patch
potholes
and
alleys,
the
curb
and
sidewalk
maintenance.
We
do
temporary
patches,
and
then
we
also
maintain
all
the
the
the
bricks
downtown,
the
smaller
jobs.
We
do
in-house
the
major
jobs
we
will
contract
out
and
we
also
do
wall
maintenance,
something
that
people
don't
realize,
but
those
nice
walls
along
ridge
when
they
crumble
and
break.
We
maintain
those
as
well
so
and
up
at
the
top.
AB
We
also
have
a
business
district
maintenance
crew
that
takes
care
of
the
business
district
areas
and
high
traffic
areas
where
we
pick
up
the
the
litter
along
the
right-of-ways,
like
the
can
that
you
see
there
as
well
as
any
blowing
litter
in
those
areas,
we'll
pick
that
up
as
well,
the
parking
lot
maintenance
crew.
That's
all
that's
actually
a
subset
of
the
business
district,
maintenance
crew
and
we
do
the
same
thing,
pick
up
litter
and
also
maintain
the
landscaping
adjacent
to
city
owned
and
operated
parking.
Lots.
AB
The
transportation
division,
which
is
another
division
of
public
works.
They
those
are
the
engineers
and
the
traffic
engineers
they
do
design
the
streets
and
the
sidewalks
and
alley
construction.
We
do
most
of
our
design
in-house,
and
that
was
a
change
and
it
saved
the
city
a
lot
of
money
as
a
result
of
that-
and
we
also
do
private
development
reviews
in
that
area-
continue
with
transportation.
AB
Parking
services
is
another
branch
of
the
transportation
division.
It
incorporates
the
parking
enforcement
and
the
crossing
guard
program
as
well
parking
services
continuing
the
garages.
We
have
three
garages.
As
you
know,
a
church,
maple
and
sherman
plaza
2300
meters
that
are
maintained
and
35
surf
surface
and
permit
lots
that
we
take
care
of
as
well.
AB
AB
We
have
a
pumping
and
distribution
system
all
on
the
the
water
side
and
those
are
all
the
water
employees
that
you
see
there
in
the
plant,
and
we
also
do
meter,
meter,
maintenance
and
monitoring
and
that
meter
system
the
the
monitoring
of
the
meter.
We
also
send
out
the
the
bill
payments
through
administrative
services
and
then
we
also
maintain
a
sewer
collection
system
within
evanston,
and
that
concludes
my
presentation.
A
And
we
did
it
with
only
being
10
minutes
behind,
so
we're
we're
just
about
done.
First
of
all,
let
me
congratulate
you.
You
have
all
graduated
from
municipal
government
101
we
will
have.
We
will
have
something
for
you
at
the
next
meeting
to
signify
your
graduation,
we're
also
at
the
end
of
the
talking
at
you
period,
as
we've
talked
with
the
facilitators
that
we've
asked
to
help
us
with
this.
They
said
it
was
very
important
to
get
all
the
talking
at
out
of
the
way
in
one
session.
A
A
At
that
point,
michelle
and
and
her
colleague
will
take
over
completely
take
over
and
the
purpose
and
the
agenda
of
that
meeting
will
be
to
attain
clarity
on
the
current
situation
and
for
the
future
to
be
created
to
begin
focus
on
the
possibilities
arising
out
of
the
information
and
data
presented.
So
far,
so
we
will
do
that,
then
we
will
reconvene
again
the
following
tuesday,
the
17th
of
november
at
seven
o'clock
at
fleetwood.
A
Jourdain
we'll
continue
the
discussions,
idea,
generation
and
development,
around
service
levels,
service
efficiencies,
cost
containment,
non-tax
revenue
sources
and
other
innovations,
and
then
we
will
wrap
everything
up.
We
will
go
a
live
on
television.
This
is
kind
of
like
a
reality
series
you
know
usually
at
the
end
they
have
like
the
the
final
thing
live.
A
Well,
we're
gonna
do
the
same
thing
so
we'll
be
live
on
the
30th
of
november,
at
seven
o'clock
in
the
council
chambers
to
the
final
group
discussion
to
select
the
strongest
recommendations
and
then
the
facilitator
will
act
as
sort
of
your
proxy
and
she
will.
The
the
two
facilitators
will
come
before
the
city
council
at
a
special
meeting
on
december
7th
to
report
out
the
results
of
this
process.
So
we
have
of
those
three
additional
workshops,
plus
the
city
council
meeting
yet
to
come.
A
We
hopefully
have
all
of
your
email
addresses
because
we
want
to
can
communicate
with
you.
This
is
a
pretty
tight
time
frame
between
now
and
the
7th
of
december,
so
we're
going
to
communicate
with
you
via
email.
If
you
don't
have
not
already
given
us
your
email,
the
nice
young
lady
in
the
aqua
top
there,
anita
patel
from
our
budget
office,
is
sort
of
the
sort
of
the
den
mother
of
this
group
now.
So,
if
you
have
logistical
questions
issues,
if
you
think
she
might
not
have
your
email
address,
please
see
anita.
A
A
You
a
link
where
you
can
find
it
on
our
budget
website,
but
now
the
hard
part
comes,
and
that
is
we
really
want
you
to
to
help
us
over
the
next
three
meetings
figure
out
where
we
go
from
here
and
what
solutions
we
can
have
to
really
help
me
present
a
balanced
budget
to
the
city
council
at
the
end
of
the
year.
So
that's
kind
of
where
we're
at
I'll
be
happy
to
answer
any
questions
about
anything
that
anyone
has
any
questions.
AA
A
W
A
A
We
were
not
looking
at
our
numbers
are
not
that
bad
we're
looking
at
a
nine
some
point,
something
percent
increase
so
that
wouldn't
have
impacted
us.
There
was
also
talk
of
moving
the
deadline
for
when
you
have
to
have
your
pension
funds
funded
fully
from
2033
to
another
date.
So
those
were
the
two
components,
so
my
guess
is
we'll
see
more
activity
in
springfield
after
the
primary
elections
over
the
winter
other
questions
over
there,
mr
risty
and
I'm
so
sorry
that
the
pig
stayed
home
today
to
enjoy
the
sunshine.
A
A
So
once
the
council
affirms
the
mayor's
appointments,
that
group
will
convene,
they
will
do
work
of
the
their
own.
They
have
not
yet
met.
So
I
don't
know
what
their
plans
may
be.
This
group's
primary
mission
is
to
help
with
the
proposed
budget.
My
guess
is
that
the
mayor's
group
will
not
only
take
that
information
from
what
ultimately
becomes
proposed,
but
also
comment
on
other
matters
through
the
process
of
the
council's
approval.
H
A
L
Thank
you.
We've
talked
a
lot
about
the
expense
side.
I
haven't
talked
much
at
all
about
the
revenue
side.
Are
we
going
to
be
having
discussions
about
creating
incentives
for
new
businesses
to
locate
here
to
create
additional
sales
tax?
Are
we
going
to
talk
about
incentives
for
builders,
whether
you
like
708,
church
street
or
not?
Wouldn't
it
be
nice
to
get
them
and
get
the
building
permit
done
sooner
rather
than
later
from
a
revenue
standpoint?
Is
there
any
incentives
to
do
those
type
of
things
or
discussion
about
that.