Finance
Finance & Budget Committee chair Reiches wants city's fiscal level sound – Evanston RoundTable
Shari Reiches is a leader and a go-getter. You may be familiar with her name from earlier RoundTable articles about her work on the city’s Finance & Budget Committee where she is the group’s chair. The committee meets the second Tuesday of every month (except in August) and there is always an agenda provided ahead online. The next meeting will take place at 5 p.m., Feb. 11.
Business founder, author, volunteer
Twenty years ago Reiches co-founded the business, Rappaport Reiches Capital Management. Today the firm employees a dozen people and manages more than a billion dollars in investments for individuals, families and nonprofit organizations.
Shari Greco Reiches Credit: Jessica KaplanShe enjoys public speaking; one of her favorite topics is financial planning and values. In fact, Reiches wrote a book, Maximize Your Return on Life — Invest Your Time and Money in What You Value Most, that explains her philosophy and vision of investing. Radio programs, television shows, newspapers, magazines and podcasts seek out her point of view when it comes to money matters. She also volunteers with many organizations important to her.
Reiches was previously vice chair and board member of the Illinois State Board of Investments (ISBI), a $23 billion pension system. Gov. Bruce Rauner appointed her on Jan. 30, 2015 and she served four years.
Evanston mayor Daniel Biss knew Reiches from her work with ISBI when he was a member of the Illinois Senate. He nominated her to be one of the Finance & Budget Committee’s three lay leaders. The other two lay leaders are David Livingston, an executive in business development and treasury at ITW, a global manufacturing company, and Leslie McMillan, a private wealth manager. Five council members are also on the committee.
Role of Finance & Budget Committee
The committee’s purview is related to bills, budgets, financial reporting and management, investments, rating agencies, Evanston Police Department and Evanston Fire Department pension boards; and the funding of capital improvements and other long-term obligations.
Under Reiches’ leadership, the committee’s goals for the 2024-2025 year include:
- Identify additional revenue sources
- Review expenses
- Review capital improvement plan
- Establish long-term debt plan
- Review status of pensions
- Utilize benchmarking data
“The Finance & Budget Committee does not have decision authority,” she said. “All decisions are made by the City Council. We give advice and guidance to the City Council. My primary objective for the Finance & Budget Committee is to set policies that will continue beyond our terms.”
Pension policy
Reiches also touched on her commitment to creating policy.
“I want to come up with policies,” she said. “So we’ve already come up with two big policies. The first one was a pension policy.”
“Illinois law requires pension funds to have assets that cover 90% of estimated pension liabilities by 2045,” she said. “Our finance committee recommended, and the city council approved, a proposal to fund pensions so their assets cover 100% of pension liabilities by 2040. As a result of this new policy, the City of Evanston in 2024 increased its funding of our fire and police pensions by approximately $10 million over 2020.”
“A pension is a liability,” she said. “You can’t just say ‘I’m not going to fund the pension.’ We could have kept going at the 90% rate, but then there would be a huge tax to pay in the future,” she said.
“We are proud of this policy because it is sound fiscal policy. It was our first big, big win,” Reiches said.
Going forward, the committee plans to meet at least annually with the presidents of the Evanston police and fire pension boards to review the respective pension plans’ performances as well as updated actuarial reports.
Non-budgeted expenses policy
Sometimes unplanned opportunities arise. One example: last year the city council approved the purchase of Little Beans Café, 430 Asbury Ave., at a cost of $2.6 million. It will become the city’s dedicated site for accessible recreation programs.
This purchase was not on anyone’s radar. The idea for the purchase also bypassed any review by the Budget & Finance Committee.
Reiches said, “Our second big new policy is a non-budgeted expenditure policy. Any expenditure over $500,000 that was not budgeted comes to our committee for discussion before going to the council. The alders have big agendas and a lot on their plates. We have the time to review possible non-budgeted expenditures in more detail.”
The debt level
Another topic that has consumed a lot of discussion time is the city’s debt level. Debt allows the city to purchase goods and services that are beyond the scope of the annual budget, similar to a mortgage for a house or a loan for a car.
As the city contemplates taking on additional debt, it’s important to keep in mind that it’s not an even switch due to inflation. Between what the city needs and the rate of inflation, the new debt could exceed the amount of the debt rolling off. Reiches wrote in an email that, “The committee strongly feels we need to understand the additional debt the city is taking and the future expenses related to the debt in context of the overall budget.”
In Reiches’ view, this is the main reason for creating a debt management plan.
A policy to plan and manage Evanston’s debt
At the November 2024 Finance & Budget Committee meeting, the committee directed staff to include an item on the January 2025 agenda to discuss developing a debt management plan. To begin this discussion, the committee reviewed baseline debt data for the City of Evanston and peer communities.
For this review, the peer communities include Skokie, Oak Park, Park Ridge, Palatine, Bloomington, Arlington Heights and Des Plaines.
Along with its agenda for the Jan. 14 meeting, the committee provided a debt analysis. The analysis shows the amount of General Obligation (GO) Bond principal to be retired by category for all outstanding issuances from 2025 through 2044. (Refer to chart on pages 9-10.) The amount for 2025 is $13.57 million.
The chart below shows the city’s property tax levy and its various components since 2013.
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This note from the city document succinctly states the situation: “As shown, from FY 2013 to FY 2025, the Debt Service Levy increased by 13%, the General Fund levy by 14%, and the Public Safety Pension levy by 41%. During this time, the CPI [Consumer Price Index] has gone up 35%, with increases for construction materials outpacing CPI. Given that CPI has far exceeded increases to the levy and that dedicated revenues have not been identified for the CIP [capital improvement projects], the City will be able to complete far less capital work in FY 2025 than in FY 2013 despite growing capital needs.”
Selecting a debt level
Currently the City Council selects the projects to be funded and adds the total amount for estimated costs. The total estimated cost determines the debt level.
Reiches and the committee recommend an alternative process: determine the amount of debt (still to be determined) the city can afford. Decide which projects get funded based on that number. Determining the debt level also provides a backstop for overspending.
“Our biggest expenses are capital improvements, plus we have deferred maintenance with aging facilities and parks,” Reiches said. “We have underground water pipes that are more than 100 years old that need to be replaced and the alleys that need paving.”
Budget management
The committee is also trying to limit projects that go over budget. The city’s finance staff alerts the committee of any expenses that increase 10% or more over budget. The committee is discussing ways to reduce some expenses in 2025.
Last year the city’s finance team was recognized by City Manager Luke Stowe after the city received an award from the Government Finance Officers Association. Evanston received the Distinguished Budget Presentation Award for its fiscal year 2024 budget, with particular acknowledgment for performance measures.
Reiches praised the committee’s working relationship with the City Council and described them as “very supportive.”
The Finance & Budget Committee is a new committee for Evanston. “We’re here for strategy and the big picture. We’re not here to micromanage the staff or the council,” Reiches said. “The Budget & Finance Committee provides the Alderman with detailed information so that they can make prudent decisions. The overall decision are with the Alderman.”
Working toward the future
“When I took over as Chair of the Finance & Budget Committee, I quoted my dad in my initial comments. He taught me, ‘We can have anything we want, but we can’t have everything we want.’”
She added, “Whoever’s going to be here in 2040 will be so happy because the pension will be funded and the deferred maintenance will be done, but it will take a while.”
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This Is the Best Thing to Do With Your 2026 Military Pay Raise
Editor’s note: This is the fourth installment of New Year, New You, a weeklong look at your financial health headed into 2026.
The military’s regularly occurring pay raises provide an opportunity that many civilians only dream of. Not only do the annual percentage increases troops receive each January provide frequent chances to rebalance financial priorities — savings vs. current standard of living — so do time-in-service increases for every two years of military service, not to mention promotions.
Two experts in military pay and personal finance — a retired admiral and a retired general, each at the head of their respective military mutual aid associations — advised taking a similarly predictable approach to managing each new raise:
Cut it in half.
In one variation of the strategy, a service member simply adds to their savings: whatever it is they prioritize. In the other, consistent increases in retirement contributions soon add up to a desirable threshold.
Rainy Day Fund
The active military’s 3.8% pay raise in 2026 came in a percentage point higher than retirees and disabled veterans received, meaning troops “should be able to afford the market basket of goods that the average American is afforded,” said Michael Meese, a retired Army brigadier general and president of Armed Forces Mutual.
While the veterans’ lower rate relies exclusively on the rate of inflation, Congress has the option to offer more; and in doing so is making up for recent years when the pay raise didn’t keep up with unusually high inflation, Meese said.
“So this is helping us catch up a little bit.”
He also speculated that the government shutdown “upset a lot of people” and that widespread support of the 3.8% raise across party lines and in both houses of Congress showed “that it has confidence in the military and wants to take care of the military and restore government credibility with service men and women,” Meese said.
His suggestion for managing pay raises:
“If you’ve been living already without the pay raise and now you see this pay raise, if you can,” Meese advised, “I always said … you should save half and spend half,” Meese said. “That way, you don’t instantly increase your spending habits just because you see more money at the end of the month.”
A service member who makes only $1,000 every two weeks, for example, gets another $38 every two weeks starting this month. Put $19 into savings, and you can put the other $19 toward “beer and pizza or whatever you’re going to do,” Meese said.
“That way you’re putting money away for a rainy day,” he said — to help prepare for a vacation, for example, “so you’re not putting those on a credit card.” If you set aside only $25 more per pay period, “at the end of the year, you’ve got an extra $300 in there, and that may be great for Christmas vacation or Christmas presents or something like that.”
Retirement Strategy
Brian Luther, retired rear admiral and the president and chief executive officer of Navy Mutual, recognizes that “personal finance is personal” — in other words, “every situation is different.” Nevertheless, he insists that “everyone should have a plan” that includes:
- What your cash flow is
- Where your money is going
- Where you need to go in the future
But even if you don’t know a lot of those details, Luther said, the most important thing:
Luther also advised an approach based on cutting the 3.8% pay raise in half, keeping half for expenses and putting the other half into the Thrift Savings Plan. Then “that pay will work for you until you need it in retirement,” Luther said. With every subsequent increase, put half into the TSP until you’re setting aside a full 15% of your pay.
For a relatively young service member, “Once you hit 15%, and [with] the 5% match from the government, that’s enough for your future,” Luther said.
Previously in this series:
Part 1: 2026 Guide to Pay and Allowances for Military Service Members, Veterans and Retirees
Part 2: Understanding All the Deductions on Your 2026 Military Leave and Earnings Statements
Part 3: Should You Let the Military Set Aside Allotments from Your Pay?
Get the Latest Financial Tips
Whether you’re trying to balance your budget, build up your credit, select a good life insurance program or are gearing up for a home purchase, Military.com has you covered. Subscribe to Military.com and get the latest military benefit updates and tips delivered straight to your inbox.
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