expenditures by function1 - western illinois...

2009 Elmhurst Park District Budget 12/22/2008 111

EXPENDITURES BY FUNCTION1 Summary

Expenditures by Function

Function Actual 2007 Budget 2008 Budget 2009 Difference ('08 to '09)

Percent Change ('08 to '09)

Administration2 479,167 567,950 589,497 21,547 3.8%Marketing and Communications 453,262 489,020 467,970 (21,050) -4.3%Finance and Human Resources 821,346 976,984 990,880 13,896 1.4%Information Technology 362,499 465,384 500,704 35,320 7.6%Park and Recreation Services: Parks3 1,725,791 1,392,509 1,432,172 39,663 2.8%Park and Recreation Services: Facilities3 1,171,784 2,124,098 2,242,651 118,554 5.6%Park and Recreation Services: Recreation3 3,090,274 2,809,110 3,014,617 205,507 7.3%Enterprise Services: Courts Plus and Hospitality 3,295,608 3,276,897 3,549,078 272,181 8.3%Sugar Creek Golf Course 902,828 764,909 799,866 34,957 4.6%

Total 12,302,628 12,66,860 13,587,435 720,575 5.6%

Percent of 2009 Expenditures by Function

Park and Recreat ion Services: Recreat ion

22%Park and Recreat ion

Services: Parks11%

Inf ormat ion Technology

4%

Finance and Human Resources

7%

Market ing and Communicat ions

4%Park Board/ Admin.

4%

Ent erprise Services: Court s

Plus/ Hospit alit y26%

Park and Recreat ion Services: Facilit ies

17%

Sugar Creek Golf Course

6%

1 Excludes capital, transfers and debt expenses 2 Includes Park Board expenses such as continuing education, dues, and public relations. Board policy states that the Executive Director must budget no less than $20,000 for Board expenses. 3 Starting in the 2008 budget, the Facilities function budget is reported separately. In previous budgets, the Facilities function was included in the Parks and Recreation functions. Also, prior to the 2008 budget, pool staff were included in the Recreation function, but are now part of the Facilities function.

Three Year Comparison of Total Expenditures by Function

11,500,000

12,000,000

12,500,000

13,000,000

13,500,000

14,000,000

Actual Budget Budget

2007 2008 2009


2009 Percent of Full-time Equivalents by Function

Recreation23.4%

Enterprise Services31.7%

Golf Course6.8%

Facilities17.6%

Parks10.7%

Administration2.0%

IT1.5%

Finance/HR3.9% Marketing

2.4%

4 In the 2008 budget, the Facilities function budget is reported separately. In previous budgets, the Facilities function was included in the Parks and Recreation functions. 5 Prior to 2008, pool staff were included in the Recreation function, but are now part of the Facilities function.

Full-time equivalents 2008 2009

Administration 5 4 Finance/Human Resources 8 8 Marketing and Communications 6 5 Information Technology 3 3 Parks4 23 22 Facilities4

34 36 Recreation5 47 48 Enterprise Services 63 65 Sugar Creek Golf Course 14 14 203 205


ADMINISTRATION Mission

To provide oversight and direction to the operational and policy functions of the District based on the policies of the Board through the Board’s means and ends statements, long-range plans and budget.

Description

This function facilitates the execution of Board policies as established in the Board’s Executive Limitation policies and long-range objectives as articulated in the Board’s Strategic and Comprehensive Plans. Administration is responsible for coordinating the budget and capital planning processes, providing staff support for the Board of Park Commissioners, maintaining legal documents and contracts, conducting elections, acting as the District’s legal, legislative and intergovernmental liaison, and overseeing the day-to-day operations of the District.

Funding Sources

The funding sources for Park Board/Administration are property taxes and interest income. Administrative revenues and expenses are in the General (includes the IMRF, FICA, Liability, and Audit Departments), Recreation (includes Special Recreation Association and Museum Departments), Enterprise Services, and Capital Improvement Funds.

2008 Accomplishments6

Strategic Priority One: Maintain Current Facilities

• Created an Environmental Committee to address the Strategic Plan goal of studying and implementing “green” management practices. Strategic Priority Two: Create Green Space • Annexed thirteen South Prospect Street parcels into the District.

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Hired SRBL Architects to evaluate and recommend program, service, office and storage space needs; SRBL prepared its analysis of

alternatives and presented them to the Board.

• Completed the Wilder Mansion redevelopment and formal landscape plan ($3.9 million).

6 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets.


Strategic Priority Four: Ensure Organizational Health • Conducted a staffing level analysis as part of short- and long-range financial planning (as part of the budget process).

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Established regular meetings with the City, School District, Elmhurst College, Chamber and other agencies to continually review common

issues.

• Worked with Elmhurst District #205 and Elmhurst YMCA to come to an agreement where the agencies allowed Courts Plus members access at specified times to their pools during the Courts Plus locker room construction.

• Negotiated with the City of Elmhurst an agreement to lease property at York Commons for the City to build a new Fire Station site in exchange for $405,000 and a 100-year lease.

• Saved $15,000 on concrete expenses for the Wilder Mansion redevelopment via an agreement with the City of Elmhurst to include the project in their annual public works projects bid.

• Began working with the City of Elmhurst to provide street way bike paths that enhance bicycle access to all parks and facilities.

• Implemented new district-wide streamlined participant evaluation survey for programs.

• Worked with the City of Elmhurst to have them install a sidewalk on the westside of Wilder Park at no cost to the District.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • During the 2009 budget process, developed performance measurement program to track achievement of the Strategic Plan priorities.

• Began developing formulas for compiling the total cost of District programs and services for future program planning and budgeting.

Other • Solicited quotes and negotiated a new three year agreement for the lease of six copiers.

2009 Objectives7

Strategic Priority Two: Create Green Space • Create a decision matrix to determine what factors will drive the acquisition of new property.

• Adopt a master plan for Wilder Park that respects the historic character of the Park and creates a program for maintaining and enhancing existing open space.

• Conduct a survey on the residents’ level of support for acquiring additional green space and a tax increase to fund the acquisition of land.



Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Evaluate and prioritize Facility Study recommendations into an action plan that can be integrated into the District’s Long-range Capital

Plan.

Strategic Priority Four: Ensure Organizational Health • Review and update, where necessary, the District’s revenue and expenditure policies and implement these policies in the 2010 Budget.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Form a Customer Service Committee to develop a consistent approach to public procedures and services that will allow front-line staff to

address customer relations consistently.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Visit park and recreation sites/facilities as part of NRPA conference.

2009 Budget Highlights

Facility Study – Based on the Board’s direction, staff will be prioritizing and developing cost estimates for the 2008 Facility Study recommendations and integrating projects into the District’s Long-range Capital Plan.

2009 Expenditure Increases/Decreases by Object

Contractual Services – Services reflect an increase of $9,843 in Health Care Expenses due to a projected 15% increase in insurance premiums along with adjusting the budget to reflect new employees choosing different medical plan coverage than his/her predecessor.


Expenditures by Object: Administration9

Expense Object Actual 2007 Budget 2008 Budget 2009 Difference ('08 to '09)


Wages 272,198 298,006 302,508 4,502 1.5%Contractual Services 181,752 245,294 261,891 16,597 6.8%Repairs 0 0 0 0 0.0%Supplies 25,217 24,650 25,098 448 1.8%

Total 479,167 567,950 589,497 21,547 3.8%

Park Board/Administration Expenditures

-200,000400,000600,000800,000

1,000,000


2007 2008 2009

Park Board/Administration Percent of Expenditures by Object

Supplies4%

Repairs0%

Contractual Services

44%

Wages52%

9 Includes Park Board expenses such as continuing education, dues, and public relations. Board policy states that the Executive Director must budget no less than $20,000 for Board expenses.


Elmhurst Park District Park Board/Administration For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed

Account Number Account Title Actual Budget Budget Appropriation

10 .11. 4001. 00 Full-Time Employees Salary & Wages 84,586 101,566 103,752 124,502 20 .11. 4001. 00 Full-Time Employees Salary & Wages 63,771 66,435 67,878 81,454 41 .11. 4001. 00 Full-Time Employees Salary & Wages 47,309 45,960 47,156 56,587 51 .11. 4001. 00 Full-Time Employees Salary & Wages 7,156 6,642 6,841 8,209 52 .11. 4001. 00 Full-Time Employees Salary & Wages 7,157 6,642 6,841 8,209 53 .11. 4001. 00 Full-Time Employees Salary & Wages 14,314 13,284 13,683 16,420 10 .11. 4280. 00 Program Staff Wages 44,661 54,077 52,787 63,344 20 .11. 4280. 00 Program Staff Wages 1,622 1,700 1,785 2,142 41 .11. 4280. 00 Program Staff Wages 1,622 1,700 1,785 2,142

Total Salaries & Wages 272,198 298,006 302,508 363,010

10 .11. 5020. 00 Health Care Expenses 14,012 15,402 19,579 23,495 20 .11. 5020. 00 Health Care Expenses 9,854 10,442 13,268 15,922 41 .11. 5020. 00 Health Care Expenses 4,975 4,550 6,403 7,684 51 .11. 5020. 00 Health Care Expenses 726 616 862 1,034 52 .11. 5020. 00 Health Care Expenses 726 616 862 1,034 53 .11. 5020. 00 Health Care Expenses 1,452 1,232 1,727 2,072 41 .11. 5040. 00 IMRF Expense 4,754 4,275 4,196 5,035 49 .11. 5040. 00 IMRF Expense 21,664 19,096 18,686 22,423 41 .11. 5060. 00 FICA Expense 2,895 3,646 3,744 4,493 50 .11. 5060. 00 FICA Expense 14,388 19,534 19,627 23,552 10 .11. 5101. 00 Legal Fees 17,948 20,000 20,000 24,000 10 .11. 5102. 00 Consulting Services 19,384 55,000 50,000 60,000 10 .01. 5300. 00 Dues 6,225 6,971 6,600 7,920 10 .11. 5300. 00 Dues 860 2,125 2,200 2,640 20 .01. 5300. 00 Dues 204 800 250 300 20 .11. 5300. 00 Dues 120 130 200 240 41 .01. 5300. 00 Dues 102 100 100 120 41 .11. 5300. 00 Dues 125 130 200 240 10 .11. 5310. 00 Books & Subscriptions 22 500 500 600 10 .01. 5340. 00 Continuing Education 2,573 5,000 5,000 6,000 10 .11. 5340. 00 Continuing Education 5,287 3,725 4,225 5,070 20 .01. 5340. 00 Continuing Education 2,984 5,000 5,000 6,000 41 .01. 5340. 00 Continuing Education 2,065 5,000 5,000 6,000 52 .11. 5380 00 Travel 235 0 0 0 55 .11. 5380 00 Travel 0 120 120 144 10 .11. 5380. 00 Travel 1,994 4,125 7,155 8,586 20 .11. 5380. 00 Travel 1,862 0 0 0


41 .11. 5380. 00 Travel 2,097 1,300 1,300 1,560 51 .11. 5380. 00 Travel 235 0 0 0 53 .11. 5380. 00 Travel 471 120 120 144 10 .11. 5500. 00 Ads & Notices 880 1,140 1,440 1,728 20 .11. 5500. 00 Ads & Notices 295 600 600 720 41 .11. 5500. 00 Ads & Notices 295 500 500 600 10 .11. 5540. 00 Postage & Shipping 7,674 9,725 10,725 12,870 20 .11. 5540. 00 Postage & Shipping 9,714 7,825 8,825 10,590 41 .11. 5540. 00 Postage & Shipping 3,742 3,825 4,825 5,790 10 .11. 5560. 00 Printing 2,992 1,325 1,325 1,590 20 .11. 5560. 00 Printing 377 300 300 360 41 .11. 5560. 00 Printing 347 300 300 360 10 .11. 5580. 00 Equipment Rental 0 1,400 1,450 1,740 20 .11. 5580. 00 Equipment Rental 0 1,400 1,450 1,740 41 .11. 5580. 00 Equipment Rental 0 750 800 960 10 .11. 5601. 00 Telephone 4,034 3,020 7,320 8,784 10 .11. 5602. 00 Nextel Phones & Service 1,184 1,289 1,517 1,820 10 .11. 5881. 00 Computer & Hardware Services 0 180 180 216 10 .11. 5883. 00 Contract Services 1,884 4,560 4,560 5,472 20 .11. 5883. 00 Contract Services 371 5,500 5,500 6,600 41 .11. 5883. 00 Contract Services 371 3,650 3,650 4,380 10 .01. 5900. 00 Public Relations 494 950 950 1,140 10 .11. 5900. 00 Public Relations 2,160 950 950 1,140 20 .01. 5900. 00 Public Relations 540 900 900 1,080 20 .11. 5900. 00 Public Relations 240 750 750 900 41 .01. 5900. 00 Public Relations 0 650 650 780 41 .11. 5900. 00 Public Relations 0 250 750 900 10 .01. 5960. 00 Employee Relations 690 0 0 0 10 .11. 5960. 00 Employee Relations 2,357 1,700 1,950 2,340 20 .11. 5960. 00 Employee Relations 362 1,150 1,400 1,680 41 .11. 5960. 00 Employee Relations 510 1,150 1,400 1,680

Total Contractual Services 181,752 245,294 261,891 314,269

10 .11. 7001. 00 Office Supplies 6,441 6,400 6,400 7,680 10 .11. 7020. 00 Equipment & Furniture 755 0 0 0 83 .00. 7020. 00 Equipment & Furniture 17,981 18,000 18,448 22,138 10 .11. 7700. 00 First Aid Supplies/Pers Prot Equipment 40 250 250 300

Total Supplies 25,217 24,650 25,098 30,118 Total Expenses 479,167 567,950 589,497 707,396


MARKETING AND COMMUNICATIONS

Mission To provide communication and education internally and externally for local, regional, and state citizens and professionals for the Elmhurst Park District; to support and manage the use of volunteers; to provide a resource for the People for Elmhurst Parks Foundation; and to seek alternate sources of revenue such as grants, corporate donations, and fundraisers.

Description

To plan, develop, manage and maintain strategic goals and objectives; provide creative guidance to execute marketing/business plans and fundraising activities for the District; to create graphic designs, produce news releases and other written materials, edit various publications and assist in planning and promotion schedules; to assist with publicity, community relations, volunteer and sponsorship opportunities, and to work with PEP Foundation and special events; to provide customer service and public relations to park users through promotion assistance and education at District facilities.

Funding Sources

The funding sources for Marketing and Communications are property taxes, donations, grants, sponsorships and interest income. Marketing and Communications revenues and expenses are in the General (includes the IMRF, FICA, and Liability Departments in the General Fund), Recreation (includes SRA and Museum Departments in the Recreation Fund), and Enterprise Services Funds.


Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Completed 2008 Gold Medal award application and video and were a finalist in Category 4 (25,000 to 50,000 population).

• Completed and distributed four seasonal brochures, an annual report, two Update newsletters, six Courts Plus Fitness Express newsletters, a Splash Times newsletter, five Fun Times school newsletters, six Abbey newsletters, and twelve ComChannel newsletters.

• Completed four e-Town publications for the teen community utilizing a $10,000 grant from the City of Elmhurst for printing and distribution.

• Promoted Enterprise Service facilities such as the Hub, Sugar Creek Golf Course and Courts Plus including developing and implementing targeted marketing pieces for Courts Plus.



• Informed local media of District events, programs, and photo opportunities through press releases and media relations. The District has been featured in 167 news articles and 100 pictures within local newspapers and magazines (for the first nine months of 2008).

• Restructured the Department and divided the Park Ambassador tasks between the Marketing and Communications and the Facilities Division.

• Completed four mystery-shopping studies at District facilities to evaluate customer service, averaging a 90% rating.

• Enhanced promotions of on-line registration through cross-promotion in brochure, newsletters, and electronic sign.

• Promoted the use of recycled paper in the seasonal brochure, which is 100% recycled paper on interior pages.

• Marketed and promoted the grand openings of the Berens Park synthetic turf athletic fields and the Wilder Mansion.

• Created branded promotional and sponsorship materials and website for the Wilder Mansion.

• Redesigned The Abbey Newsletter and ComChannel.

• Created targeted promotional pamphlets for corporate rentals, Strategic Plan, Kids Plus, and The Hub at Berens Park.

• Implemented and tracked customer surveys about Park District programming, facilities/parks, and services.

• Developed and implemented a business plan and promotions for the Wilder Mansion rentals.

• Received $135 (in-kind); $41,422 (donations); $1,667 (grants); $4,100 (advertising); and $9,900 (sponsorships) (for the first nine months of 2008).

• Saved the District $145,369 through the use of volunteers working 7,451 hours (for the first nine months of 2008).

• Held volunteer recognition event at East End Pool for volunteers with 5 hours or more of service over a one-year period (approximately 80 volunteers and guests attended).

• Helped PEP/Kiwanis Club with the 15th Annual Golf Outing, which raised $3,545 for the Elmhurst Park District’s recreation assistance program.

• Coordinated participation in the St. Patrick’s Day and Memorial Day parades.

• Hosted the Elmhurst Chamber of Commerce breakfast at Courts Plus.

2009 Objectives7

Strategic Priority Two: Create Green Space • Promote internally and externally District-wide environmental practices.

• Promote enhancement and sell sponsorships for the Wilder Mansion formal gardens.



Strategic Priority Four: Ensure Organizational Health

• Continue promotion and marketing for the Wilder Mansion rentals and other Enterprise Services facilities.

• Continue sponsorship and grant opportunities for the District.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community

• Broaden scope of e-newsletters sent to targeted markets.

• Continue to enhance promotions of on-line registration to the community. Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices

• Continue promotions of family oriented programming.


Marketing Function Restructuring – As the Park Ambassador function has grown over the years, staff have been performing duties that support both the Facilities and Marketing Functions. To provide improved oversight to the Park Ambassador program, staff shifted the facility related responsibilities to the Facilities Division such as serving as the liaison with the Athletic Advisory Committee and assisting with field scheduling, maintenance, and special use and picnic permits. The Marketing and Communications Department will continue to coordinate special events, adopt-a-park program, surveys and media related to the park ambassador function (AFAC Newsletter, press releases etc.)

2009 Expenditure Increases/Decreases by Object Wages – Full- and part-time Wages are decreasing due to shifting the management of the Park Ambassador program to the Facilities function. Full-time wages are increasing due to the addition of a second Marketing Specialist position to assist with the tasks described in the “Budget Highlights” section above. The net affect of these changes along with merit increases is a decrease in salaries and wages of $13,550.


Expenditures by Object: Marketing and Communications



Wages 215,076 230,087 216,537 (13,550) -5.9%Contractual Services 222,013 240,717 233,759 (6,958) -2.9%Repairs 0 0 0 0 0.0%Supplies 16,173 18,216 17,674 (542) -3.0%

Total 453,262 489,020 467,970 (21,050) -4.3%

Marketing and Communications Expenditures

-200,000400,000600,000800,000

1,000,000


2007 2008 2009

Marketing and Communication Percent of Expenditures by Object

Wages46%


50%

Repairs0%

Supplies4%


Elmhurst Park District

Marketing and Communications

For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


10 .13. 4001. 00 Full-Time Employees Salary & Wages 78,824 85,044 82,615 99,138 20 .13. 4001. 00 Full-Time Employees Salary & Wages 71,512 75,382 82,615 99,138 41 .13. 4001. 00 Full-Time Employees Salary & Wages 39,241 42,522 41,307 49,568 10 .13. 4280. 00 Program Staff Wages 11,830 13,123 6,700 8,040 20 .13. 4280. 00 Program Staff Wages 7,753 5,683 2,800 3,360 41 .13. 4280. 00 Program Staff Wages 2,958 4,333 500 600 51 .13. 4280. 00 Program Staff Wages 2,958 4,000 0 0


10 .13. 5020. 00 Health Care Expenses 14,083 21,975 17,836 21,403 20 .13. 5020. 00 Health Care Expenses 13,040 19,878 17,836 21,403 41 .13. 5020. 00 Health Care Expenses 7,042 10,989 8,918 10,702 41 .13. 5040. 00 IMRF Expense 3,811 4,084 3,623 4,348 49 .13. 5040. 00 IMRF Expense 14,543 15,147 14,615 17,538 41 .13. 5060. 00 FICA Expense 3,072 3,584 3,198 3,838 50 .13. 5060. 00 FICA Expense 12,609 14,017 13,367 16,040 10 .13. 5300. 00 Dues 665 1,575 1,665 1,998 10 .13. 5310. 00 Books & Subscriptions 678 580 580 696 41 .13. 5310. 00 Books & Subscriptions 0 100 100 120 10 .13. 5340. 00 Continuing Education 3,211 3,200 3,750 4,500 41 .13. 5340. 00 Continuing Education 150 150 150 180 10 .13. 5380. 00 Travel 490 1,900 2,700 3,240 20 .13. 5380. 00 Travel 374 0 0 0 41 .13. 5380. 00 Travel 187 0 0 0 10 .13. 5500. 00 Ads & Notices 1,992 2,130 2,200 2,640 20 .13. 5500. 00 Ads & Notices 2,164 2,460 2,760 3,312 41 .13. 5500. 00 Ads & Notices 8,685 8,100 9,000 10,800 10 .13. 5540. 00 Postage & Shipping 4,542 7,905 6,980 8,376 20 .13. 5540. 00 Postage & Shipping 9,526 9,665 9,665 11,598 41 .13. 5540. 00 Postage & Shipping 1,813 1,850 1,850 2,220 53 .13. 5540. 00 Postage & Shipping 240 242 242 290 55 .13. 5540. 00 Postage & Shipping 126 121 121 145 10 .13. 5560. 00 Printing 15,842 16,250 8,900 10,680


20 .13. 5560. 00 Printing 5,295 5,850 8,000 9,600 41 .13. 5560. 00 Printing 12,671 14,450 17,550 21,060 10 .13. 5570. 00 Brochure 2,229 2,420 3,100 3,720 20 .13. 5570. 00 Brochure 34,288 37,768 38,768 46,522 41 .13. 5570. 00 Brochure 6,975 7,760 8,000 9,600 53 .13. 5570. 00 Brochure 850 968 968 1,162 55 .13. 5570. 00 Brochure 425 484 484 581 10 .13. 5601. 00 Telephone 2,321 2,409 2,520 3,024 10 .13. 5602. 00 Nextel Phones & Service 1,980 2,156 2,663 3,196 10 .13. 5883. 00 Contract Services 272 300 500 600 10 .13. 5900. 00 Public Relations 26,307 10,200 8,200 9,840 20 .13. 5900. 00 Public Relations 1,207 1,000 1,000 1,200 41 .13. 5900. 00 Public Relations 4,705 5,200 8,100 9,720 10 .13. 5960. 00 Employee Relations 1,733 1,450 1,450 1,740 20 .13. 5960. 00 Employee Relations 956 1,200 1,200 1,440 41 .13. 5960. 00 Employee Relations 914 1,200 1,200 1,440


10 .13. 7001. 00 Office Supplies 6,499 6,978 5,478 6,574 20 .13. 7001. 00 Office Supplies 638 650 650 780 41 .13. 7001. 00 Office Supplies 300 350 350 420 10 .13. 7020. 00 Equipment & Furniture 1,648 300 1,800 2,160 10 .13. 7030. 00 Computer Supplies 66 265 265 318 20 .13. 7030. 00 Computer Supplies 711 1,871 1,871 2,245 41 .13. 7030. 00 Computer Supplies 142 445 445 534 53 .13. 7030. 00 Computer Supplies 19 46 46 55 55 .13. 7030. 00 Computer Supplies 9 23 23 28 10 .13. 7680. 00 Uniforms 1,980 3,938 3,596 4,315 20 .13. 7680. 00 Uniforms 1,941 1,700 1,700 2,040 41 .13. 7680. 00 Uniforms 2,042 1,450 1,450 1,740 10 .13. 7700. 00 First Aid Supplies/Pers. Prot. Equipment 178 200 0 0



FINANCE AND HUMAN RESOURCES Mission

To provide efficient, quality service for the internal and external customers of the Elmhurst Park District regarding District’s financial and human resources operations, on a timely basis in accordance with Federal, State, and local regulations, District policies, the Strategic Plan and sound business practices.

Description

Finance Division: To plan, develop, manage and maintain the financial operations of the District in the areas of finance, auditing, investments and accounting.

Human Resources/Risk Management Division: To plan, develop, manage and maintain human resources (compensation, benefits administration, employee relations, training) and safety functions (risk management, safety claims) for the District.

Funding Sources

The funding sources for this function are property taxes and interest income. Finance and Human Resource revenues and expenses are in the General (includes the IMRF, FICA, Liability, Audit Departments in the General Fund), Recreation (includes SRA and Museum Departments in the Recreation Fund), Enterprise Services, Sugar Creek Golf Course, and Debt Service Funds.

2008 Accomplishments

Strategic Priority Four: Ensure Organizational Health • Continued to expand/formalize employee training program by offering first aid training, re-introducing job shadowing program, developing

a recorded new hire orientation presentation and researching the funding allocation for employee continuing education.

• Investigated the feasibility and expanded, where appropriate, the employee benefits program including researching a paid time off program (different options for providing vacation, sick, personal time off), offering Brown Bag seminars and shopping for a new benefits broker.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Enhanced and submitted the annual Audit to Government Finance Officers Association’s Excellence in Government Reporting Program

(CAFR program).


Other • Conducted physical inventory counts at Sugar Creek Golf Course Pro Shop and Courts Plus Pro Shop. • Conducted petty cash audits at all District locations. • Through an ad hoc committee, established new purchasing level authorities and new purchasing forms.

• Created purchasing manual as a quick reference guide for employees.

• Cross-trained staff on payroll processing.

• Conducted a wage and hour audit. • Recruited, hired and trained Human Resources Specialist.

• Managed and completed tasks related to the Park District Risk Management Agency’s Loss Control Review and are expected to maintain the highest level of accreditation.

• Preformed audiometric testing on appropriate staff (impact of decibel levels on hearing) and developed annual testing schedule. • Created applicant tracking and response system. • Created written tort levy fund plan to document the District’s risk management activities that fall under the Tort Immunity Act, which

authorizes local public entities to levy taxes for the cost of insurance, judgments, settlements and loss prevention and loss reduction (745 ILCS 10/9-107(b)).

• Reviewed and revised emergency operations plan. • Conducted FALL protection program assessments.

• Conducted part-time/short-term salary audit. • Conducted lockout/tagout inventory.

2009 Objectives7

Strategic Priority Four: Ensure Organizational Health • Engage residents and local business professionals with specific expertise to speak to employee groups on job-specific topics, or assist

instructors as guest speakers. • Continue to expand/formalize training program (i.e. training university, safety, wellness). • Continue to investigate the feasibility and expand, where appropriate, the employee benefits program (i.e. wellness program). 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets.


2009 Expenditure Increases/Decreases by Object Contractual Services – Contractual Services are increasing by $2,744 as a result of an increase in the District’s Business Insurance ($17,871) primarily in the property and employment practice rates netted with a decrease in Finance/Bank Charges ($14,550) as a result of the change in software relating to Courts Plus membership billing (allowing the District to eliminate bank fees relating to EFT (electronic fund transfers) payments for monthly customers).


Expenditures by Object: Finance and Human Resources



Wages 336,289 387,102 396,813 9,711 2.5%Contractual Services 472,186 573,426 574,867 1,441 0.3%Repairs 0 0 0 0 0.0%Supplies 12,871 16,456 19,200 2,744 16.7%

Total 821,346 976,984 990,880 13,896 1.4%

Finance and Human Resources Expenditures

-200,000400,000600,000800,000

1,000,000


2007 2008 2009

Finance and Human Resources Percent of Expenditures by Object

Supplies2%Repairs

0%


58%

Wages40%



Finance and Human Resources For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


10 .12. 4001. 00 Full-Time Employees Salary & Wages 51,490 54,980 59,627 71,552 20 .12. 4001. 00 Full-Time Employees Salary & Wages 70,521 75,405 75,255 90,306 41 .12. 4001. 00 Full-Time Employees Salary & Wages 55,546 58,810 57,273 68,728 51 .12. 4001. 00 Full-Time Employees Salary & Wages 4,383 4,436 0 0 52 .12. 4001. 00 Full-Time Employees Salary & Wages 18,752 19,601 19,859 23,831 53 .12. 4001. 00 Full-Time Employees Salary & Wages 4,383 4,436 4,658 5,590 55 .12. 4001. 00 Full-Time Employees Salary & Wages 5,948 6,076 7,814 9,377 80 .12. 4001. 00 Full-Time Employees Salary & Wages 23,553 24,861 24,943 29,932 10 .14. 4001. 00 Full-Time Employees Salary & Wages 26,806 41,067 43,380 52,056 20 .14. 4001. 00 Full-Time Employees Salary & Wages 29,730 40,582 43,092 51,710 41 .14. 4001. 00 Full-Time Employees Salary & Wages 19,991 27,054 28,727 34,472 51 .14. 4001. 00 Full-Time Employees Salary & Wages 12,833 13,041 14,076 16,891 80 .14. 4001. 00 Full-Time Employees Salary & Wages 9,997 13,528 14,364 17,237 10 .12. 4280. 00 Program Staff Wages 566 681 749 899 20 .12. 4280. 00 Program Staff Wages 793 954 1,048 1,258 41 .12. 4280. 00 Program Staff Wages 453 545 599 719 52 .12. 4280. 00 Program Staff Wages 113 136 150 180 55 .12. 4280. 00 Program Staff Wages 113 136 150 180 80 .12. 4280. 00 Program Staff Wages 227 273 299 359 51 .14. 4280. 00 Program Staff Wages 91 500 750 900


52 .00. 5020. 00 Health Care Expenses 1,123 0 0 0 10 .12. 5020. 00 Health Care Expenses 5,467 6,895 7,494 8,993 20 .12. 5020. 00 Health Care Expenses 7,448 9,697 9,651 11,581 41 .12. 5020. 00 Health Care Expenses 5,859 7,662 6,673 8,008 51 .12. 5020. 00 Health Care Expenses 367 405 0 0 52 .12. 5020. 00 Health Care Expenses 894 2,729 2,099 2,519 53 .12. 5020. 00 Health Care Expenses 367 405 445 534 55 .12. 5020. 00 Health Care Expenses 708 1,076 1,079 1,295 80 .12. 5020. 00 Health Care Expenses 2,458 3,207 3,049 3,659 10 .14. 5020. 00 Health Care Expenses 2,378 6,127 5,789 6,947 20 .14. 5020. 00 Health Care Expenses 1,973 4,983 4,746 5,695 41 .14. 5020. 00 Health Care Expenses 1,320 3,322 3,164 3,797 51 .14. 5020. 00 Health Care Expenses 308 517 538 646


80 .14. 5020. 00 Health Care Expenses 658 1,661 1,582 1,898 41 .12. 5040. 00 IMRF Expense 5,341 5,395 5,033 6,040 49 .12. 5040. 00 IMRF Expense 15,023 15,100 14,638 17,566 80 .12. 5040. 00 IMRF Expense 2,263 2,282 2,196 2,635 41 .14. 5040. 00 IMRF Expense 1,912 2,470 2,502 3,002 49 .14. 5040. 00 IMRF Expense 6,694 8,656 8,775 10,530 80 .14. 5040. 00 IMRF Expense 956 1,235 1,251 1,501 51 .12. 5050. 00 Business Insurance 151,864 168,212 177,063 212,476 41 .12. 5050. 00 Business Insurance 50,481 60,384 65,686 78,823 80 .12. 5050. 00 Business Insurance 11,798 14,053 17,771 21,325 41 .12. 5060. 00 FICA Expense 4,133 4,541 4,450 5,340 80 .12. 5060. 00 FICA Expense 1,756 1,923 1,942 2,330 41 .14. 5060. 00 FICA Expense 1,433 2,070 2,198 2,638 50 .14. 5060. 00 FICA Expense 5,022 7,282 7,749 9,299 80 .14. 5060. 00 FICA Expense 716 1,035 1,099 1,319 50 .12. 5060. 00 FICA Expense 11,668 12,763 13,033 15,640 51 .00. 5090. 00 Safety Incentive Program 281 270 190 228 51 .00. 5102. 00 Consulting Services 5,950 10,000 9,000 10,800 10 .12. 5102. 00 Consulting Services 1,500 0 0 0 51 .14. 5102. 00 Legal Fees 0 5,000 5,000 6,000 52 .12. 5160. 00 Auditing Expense 7,547 10,362 12,163 14,596 41 .12. 5160. 00 Auditing Expense 2,516 2,987 2,879 3,455 80 .12. 5160. 00 Auditing Expense 3,848 3,996 3,896 4,675 10 .12. 5180. 00 Finance/Bank Charges 323 350 350 420 20 .12. 5180. 00 Finance/Bank Charges 30,999 37,600 42,050 50,460 41 .12. 5180. 00 Finance/Bank Charges 53,186 65,500 44,950 53,940 55 .12. 5180. 00 Finance/Bank Charges 30 0 0 0 80 .12. 5180. 00 Finance/Bank Charges 11,569 9,750 11,300 13,560 83 .12. 5180. 00 Finance/Bank Charges 10 0 0 0 10 .12. 5300. 00 Dues 557 745 900 1,080 10 .14. 5300. 00 Dues 160 225 575 690 51 .14. 5300. 00 Dues 0 350 175 210 51 .00. 5310. 00 Books & Subscriptions 0 100 100 120 10 .12. 5310. 00 Books & Subscriptions 260 300 350 420 51 .14. 5310. 00 Books & Subscriptions 0 0 1,004 1,205 10 .14. 5310. 00 Books & Subscriptions 1,242 1,517 413 496 51 .00. 5320. 00 Occupational Health 18,557 17,648 17,698 21,238 51 .00. 5340. 00 Continuing Education 0 500 500 600 10 .12. 5340. 00 Continuing Education 2,410 12,800 15,000 18,000 10 .14. 5340. 00 Continuing Education 713 4,100 2,100 2,520 10 .12. 5380. 00 Travel 136 377 375 450 10 .14. 5380. 00 Travel 72 485 688 826 20 .14. 5380. 00 Travel 78 0 0 0


41 .14. 5380. 00 Travel 52 0 0 0 80 .14. 5380. 00 Travel 26 0 0 0 51 .14. 5380. 00 Travel 52 0 0 0 10 .14. 5500. 00 Ads & Notices 1,599 1,200 1,500 1,800 20 .14. 5500. 00 Ads & Notices 775 1,200 1,500 1,800 41 .14. 5500. 00 Ads & Notices 615 1,200 1,500 1,800 10 .12. 5560. 00 Printing 472 948 930 1,116 20 .12. 5560. 00 Printing 472 948 930 1,116 41 .12. 5560. 00 Printing 472 948 930 1,116 80 .12. 5560. 00 Printing 210 275 310 372 10 .12. 5580. 00 Equipment Rental 378 500 540 648 10 .12. 5601. 00 Telephone 4,838 4,815 2,160 2,592 10 .14. 5601. 00 Telephone 451 813 1,440 1,728 10 .14. 5602. 00 Nextel Phones & Service 383 850 966 1,159 10 .12. 5883. 00 Contract Services 227 250 275 330 10 .12. 5900. 00 Public Relations 250 320 675 810 10 .12. 5960. 00 Employee Relations 261 385 385 462 10 .14. 5960. 00 Employee Relations 6,306 6,725 5,975 7,170 20 .14. 5960. 00 Employee Relations 5,015 5,500 5,750 6,900 41 .14. 5960. 00 Employee Relations 5,000 5,500 5,750 6,900


10 .12. 7001. 00 Office Supplies 2,465 2,452 1,920 2,304 20 .12. 7001. 00 Office Supplies 1,364 1,407 1,920 2,304 41 .12. 7001. 00 Office Supplies 1,364 1,407 1,920 2,304 80 .12. 7001. 00 Office Supplies 180 240 640 768 51 .00. 7020. 00 Equipment & Furniture 2,468 2,500 0 0 10 .12. 7020. 00 Equipment & Furniture 1,106 550 2,000 2,400 10 .14. 7020. 00 Equipment & Furniture 433 1,000 2,800 3,360 51 .00. 7700. 00 First Aid Supplies/Pers. Prot, Equipment 3,491 3,450 3,000 3,600 10 .14. 7700. 00 First Aid Supplies/Pers. Prot, Equipment 0 3,450 5,000 6,000

Total Supplies 12,871 16,456 19,200 23,040 Total Expenses 821,346 976,984 990,880 1,189,056


INFORMATION TECHNOLOGY

Mission To provide a secure, productive, and progressive information systems environment to internal and external customers; to provide creative and informed long term planning for the District to ensure an adaptable and resilient environment for the future; to enhance internal and external customer’s experience through technology and user-oriented service.

Description

Information Technology is responsible for the purchase, support and maintenance of the District’s hardware devices, software applications, wide area network (WAN) connections, local area networks (LAN), telecommunication systems, and security systems.

Funding Sources

Expenses for the Information Technology function are reported in an Internal Service Fund. The expenses of the fund are reimbursed (charged back) by the operating funds using the information technology functions of the District.


Strategic Priority One: Maintain Current Facilities • Created preventative maintenance standards and schedules for information technology devices.

Strategic Priority Four: Ensure Organizational Health • Investigated registration software system options.

• Installed security cameras at Sugar Creek Golf Course and Wilder Park Conservatory.

• Reviewed and updated the District’s three-year Strategic Technology Plan.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Hired one full-time staff person with web skills to enhance and maintain District websites and provide additional software and hardware

support.

Other • Replaced the file server at Courts Plus. 11 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets.


• Connected Wilder Mansion to the District’s wide area network.

• Replaced a third of the District’s aging PC workstations.

• Installed an additional domain controller at Courts Plus in order to increase redundancy.

• Tested all major District software application’s compatibility with the Windows Vista operating system.

• Configured a wireless hotspot in order to offer free Wi-Fi access to patrons at the Courts Café.

2009 Objectives7 Strategic Priority Four: Ensure Organizational Health • Complete investigation of and determine registration system options.

• Update the District’s phone system to a Voice over Internet Protocol (VoIP) system.

• Acquire and install GIS (geographic information systems) software.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Begin video streaming Board meetings on the Internet.

Other

• Replace the main file server.

2009 Budget Highlights IP Telephony – With the goal of replacing the District’s analog Centrex phone system with a VoIP system, staff budgeted $76,573 for this capital project. Besides its scalability, other reasons to change to VoIP include increased functionality along with eventual lower operating costs. Staff also budgeted operating costs ($13,550) for additional T1 circuits, as well as a PRI circuit for connecting to the PSTN (publicly switched telephone network). GIS – Staff budgeted $10,000 in the capital budget to implement Geographic Information Software (GIS) to assist with park redevelopment and maintenance, as well as offering the ability to graphically track and display District statistics. Staff also budgeted $5,000 in the operating budget for software maintenance.




Contractual Services – Contractual Services in the MIS Fund is increasing $25,790 mainly due to an increase of $13,650 in Computer and Hardware services (maintenance fees), an increase of $11,970 in Internet Connectivity and a small decrease in regular analog telephone charges.


Expenditures by Object: Information Technology



Wages 156,340 201,819 204,799 2,980 1.5%Contractual Services 141,600 189,365 215,155 25,790 13.6%Repairs 0 0 0 0 0.0%Supplies 64,559 74,200 80,750 6,550 8.8%

Total 362,499 465,384 500,704 35,320 7.6%

Information Systems Expenditures

-100,000200,000300,000400,000500,000


2007 2008 2009

Information Systems Function Expenditures by Object

Wages41%


43%

Repairs0%

Supplies16%



Information Technology For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed

Account Number Actual Budget Budget Appropriation

92 .00. 4001. 00 Full-Time Employees Salary & Wages 133,428 171,769 174,749 209,699 92 .00. 4280. 00 Program Staff Wages 22,912 30,050 30,050 36,060


92 .00. 5020. 00 Health Care Expenses 24,413 32,181 34,521 41,425 92 .00. 5040. 00 IMRF Expense 13,012 15,683 15,221 18,265 92 .00. 5060. 00 FICA Expense 11,280 15,516 15,667 18,800 92 .00. 5102. 00 Consulting Services 20,880 28,000 28,000 33,600 92 .00. 5141. 00 Internet Connectivity 20,868 27,000 38,970 46,764 92 .00. 5300. 00 Dues 190 300 450 540 92 .00. 5310. 00 Books & Subscriptions 144 200 400 480 92 .00. 5340. 00 Continuing Education 2,081 1,700 2,400 2,880 92 .00. 5380. 00 Travel 2,230 2,940 3,660 4,392 92 .00. 5601. 00 Telephone 4,362 5,964 2,160 2,592 92 .00. 5602. 00 Nextel Phones & Service 1,190 1,356 1,531 1,837 92 .00. 5881. 00 Computer & Hardware Services 40,950 58,525 72,175 86,610


92 .00. 7020. 00 Equipment & Furniture 18,311 29,300 18,700 22,440 92 .00. 7031. 00 Computer Software 11,144 15,500 19,850 23,820 92 .00. 7032. 00 Computer Hardware 35,104 29,400 42,200 50,640



PARK AND RECREATION SERVICES: PARKS

Mission

To provide, through committed service and planning, quality outdoor spaces consisting of open space, natural areas, and developed park areas that are a model of quality and cleanliness while proactively and consistently meeting the needs of the Elmhurst community.

Description Parks Division: To handle the day-to-day maintenance and care of the Parks and Grounds including: mowing, tree care, trash removal, turf care, snow removal, litter collection, etc. The Parks Division coordinates the planting and upkeep of all flower beds and landscape displays within the District. Other responsibilities include coordination of care for the Elmhurst Great Western Prairie, Veterans Memorial and the Wilder Park Conservatory (that hosts a variety of shows and museum displays throughout the year) and managing the District’s fleet of vehicles and equipment including the procurement of new equipment and replacement of fleet vehicles, coordination of repairs with the City of Elmhurst mechanics and the repair and replacement of small engine equipment. Park Planning: To plan and design new facilities and parks. Park planning also coordinates the purchase of replacement site amenities, playground renovations, utility work, accessibility improvements, new tree planting and the District’s memorial tree and brick paver programs.

Funding Sources

The funding sources for Parks Division and Park Planning consist of a combination of property taxes, user fees and interest income. Parks revenues and expenses are in the General (including IMRF and FICA Departments), Recreation (including the Museum Department), and Enterprise Services Funds.


Strategic Priority One: Maintain Current Facilities • Created preventative maintenance standards and schedules for grounds maintenance (i.e. landscaping park amenities, athletic fields).

• Initiated development of preventative maintenance standards and schedules for vehicles and equipment maintenance (i.e. fitness, maintenance, and Information Technology).

• Researched and developed a plan for using "green" management practices including coordinating the staff committee to assess and make recommendations for “Green Issues.” The Committee reviewed the environmental report card developed by IPRA and developed a list of short term goals, revised the District’s environmental policy, and created a five year action plan.



• Replaced aging vehicles according to the District’s fleet replacement schedule making the final payment in January on the 2006 Installment contract with Suburban Bank and Trust ($37,100). Purchases made in 2008 included a Kubota RTV and an artificial turf groomer to conduct on-going maintenance of the artificial turf fields ($15,000).

• Reconfigured Eldridge Park Lagoon outflow structure and pipe liner ($35,000).

• Rejuvenated Glos Park floral plantings by replacing the roses in the beds near the mausoleum to create a formal perennial bed.

• Installed flowerbeds to accompany new park signs at Glos, Pioneer, Grebin Soccer field at Berens Park, Golden Meadows East and West and reconfigured the beds on Wild Meadows Trace at Poplar and Spring Road.

• Revamped the flower and shrub beds outside the multipurpose room at Courts Plus by changing the planting from native prairie to a mix of annual and perennial flowers.

Strategic Priority Two: Create Green Space • Created greater shade areas in parks by planting over 100 trees ($40,000).

• Following public input and the development of a Board approved park master plan, constructed new playground at York Commons ($365,000).

• Developed and supervised construction of phase one of the Wilder Mansion Formal Gardens landscape plan.

• Investigated greater use of native plant materials and buffers to reduce plant maintenance and dependency on mechanical maintenance and, as a result, created a number of natural buffer areas at Eldridge Park.

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Developed plans and specifications for “re-skinning” the Wilder Park Conservatory. As a result of the bids being much higher than

budgeted, the Board approved staff’s recommendation to postpone the project until completion of the Indoor Facility Study.

• Completed construction of the Salt Creek Greenway Trail, with the exception of the segment between the Illinois Prairie Path and Madison, following the Park Board’s direction.

Strategic Priority Four: Ensure Organizational Health • Hired and trained full-time Assistant Park Planner.

• Hired and trained full-time Parks/Facilities Operations Assistant for the 985 Riverside Drive Maintenance Facility.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Worked with City of Elmhurst staff to ensure safe pedestrian access around the Wilder Mansion through the construction of sidewalks,

crosswalks and ADA ramps where access had previously been limited.


2009 Objectives7 Strategic Priority One: Maintain Current Facilities

• Construct a maintenance storage garage in proximity to Berens Park for storage of mowers and equipment used on the north side of Elmhurst, thus reducing fuel consumption and time lost in transport, lowering emissions and increasing productivity ($300,000).

• Develop costs associated with preventative maintenance standards and schedules for grounds maintenance (i.e. landscaping park amenities, athletic fields).

• Finalize creation of preventative maintenance standards and schedules for vehicles and equipment maintenance (i.e. fitness, maintenance, and Information Technology) and develop associated costs.

• Continue “Green Team” committee implementation of short term action plan and five year “Action Plan”

• Determine the next steps in continuing to replace the District’s aging vehicles according to the District’s fleet replacement schedule. Installment contracts and other means will be considered ($100,000).

• Redesign and repave main (east) parking lot at the Wagner Community Center ($160,000). • Complete second phase of York Commons master plan consisting of new skate park ramps ($100,000) and seal coating of parking lot

($10,000). • Replace deteriorating fire escape stairway on Eldridge Recreation Building ($30,000). • Crackfill, colorcoat and stripe tennis and roller hockey courts at Eldridge Park ($15,000).

Strategic Priority Two: Create Green Space • Create greater shade areas in parks by planting at least 100 trees ($40,000).

• Evaluate creative parking solutions that would recapture green space in District parks.

• Prepare and implement a redevelopment plan for Marjorie Davis Park ($300,000).

• Continue to investigate greater use of native plant materials and buffers to reduce plant maintenance needed and dependency on mechanical maintenance.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community

• Continue to work with the City of Elmhurst staff to ensure safe pedestrian access to all parks through the development of sidewalks, crosswalks and ADA ramps where access is currently limited.




Parks Maintenance Supervisor Position – The 2009 budget reflects the creation of a Parks Maintenance Supervisor position. This position was created by utilizing existing funds and is part of a larger reorganization of the Parks Division that includes having two Park Specialist I positions scheduled to work either Saturday or Sunday with one day off during the week. This provides consistency with trash collection on the weekends. In addition, the newly created Park Maintenance Supervisor will supervise both of the Park Specialist I positions and have duties related to providing additional coverage on the weekends as well as working in the absence of the Division Manager – Parks when needed. This change will address issues that arise on weekends with regard to special event support, handing unexpected problems in the parks as well as providing for snow removal support outside of regular business hours.

2009 Expenditure Increases/Decreases by Object Wages – Full-time employee wages are increasing by $38,000 with a corresponding decrease in Maintenance Wages to reflect the shift of funds for the Parks Maintenance Supervisor position.

Contractual Services – Staff budgeted a decrease of $3,300 in Contractual Services due to a decrease in Health Care Expenses of $15,000 to reflect new employees choosing different medical plan coverage than his/her predecessor offset by an increase of $9,000 for landscape dumpsters in Refuse Removal. The removal of landscape material is an added initiative for the District’s commitment to being a “green” organization.

Supplies – Fuel costs are budgeted to increase more than $13,000 in 2009 due to increased fuel prices. While the District is exempt from many of the local taxes on fuel, our average cost per gallon increased 20% from $2.95 in 2007 to $3.54 in 2008. Staff budgeted an increase in Vehicle Parts of $10,600 to more accurately reflect the District’s 2007 actual expenses and year-to-date 2008 expenses. Additional increases were in Equipment and Furniture, Planning Projects and Walks, Roads, and Lots for an overall increase of $36,700.


Expenditures by Object: Parks



Wages 1,018,859 685,271 691,471 6,200 0.9%Contractual Services 346,079 421,995 418,668 (3,327) -0.8%Repairs 4,635 5,015 5,090 75 1.5%Supplies 356,218 280,228 316,943 36,715 13.1%

Total 1,725,791 1,392,509 1,432,172 39,663 2.8%

Parks and Recreation Services- Parks Expenditures

1,000,0001,100,0001,200,0001,300,0001,400,0001,500,0001,600,0001,700,0001,800,000


2007 2008 2009

Park and Recreation Services-Parks Percent of Expenditures by Object

Supplies22%

Repairs0%


29%

Wages49%


Elmhurst Park District Park and Recreation Services: Parks For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


10 .00. 4001. 00 Full-Time Employees Salary & Wages 265,187 0 0 0 10 .15. 4001. 00 Full-Time Employees Salary & Wages 0 206,445 244,058 292,870 20 .15. 4001. 00 Full-Time Employees Salary & Wages 0 13,934 14,584 17,501 41 .15. 4001. 00 Full-Time Employees Salary & Wages 0 6,929 7,137 8,564 55 .15. 4001. 00 Full-Time Employees Salary & Wages 0 35,402 36,464 43,757 10 .00. 4090. 00 Maintenance Wages 572,847 0 0 0 10 .15. 4090. 00 Maintenance Wages 0 277,384 239,179 287,015 55 .00. 4090. 00 Maintenance Wages 10,327 0 0 0 55 .15. 4090. 00 Maintenance Wages 0 11,641 11,384 13,661 10 .00. 4091. 00 Full-Time Maintenance Wages 38,208 0 0 0 10 .15. 4091. 00 Full-Time Maintenance Wages-Overtime 0 19,828 17,917 21,500 10 .00. 4240. 00 Operations Staff Wages 586 0 0 0 10 .15. 4240. 00 Operations Staff Wages-Parks Division 128,317 113,608 120,648 144,778 10 .10. 4280. 00 Program Staff Wages-Park Operations 3,456 0 0 0 55 .15. 4280. 04 Wages - General Interest, Trips & Special Events 0 100 100 120 10 .00. 4990. 00 Workers Compensation Recovery (69) 0 0 0

Total Salaries & Wages 1,018,859 685,271 691,471 829,765

10 .00. 5020. 00 Health Care Expenses 141,868 0 0 0 10 .15. 5020. 00 Health Care Expenses 0 119,228 103,248 123,898 20 .15. 5020. 00 Health Care Expenses 0 2,998 2,866 3,439 41 .15. 5020. 00 Health Care Expenses 0 1,215 1,330 1,596 55 .15. 5020. 00 Health Care Expenses 0 11,091 11,691 14,029 41 .15. 5040. 00 IMRF 0 633 622 746 49 .15. 5040. 00 IMRF 1,917 54,159 53,244 63,893 41 .15. 5060. 00 FICA 0 530 546 655 50 .10. 5060. 00 FICA 304 0 0 0 50 .15. 5060. 00 FICA 8,824 52,300 53,507 64,208 10 .00. 5102. 00 Consulting Services 11,406 0 0 0 10 .15. 5102. 00 Consulting Services 0 18,000 15,000 18,000 55 .15. 5200. 04 General Interest, Trips & Special Events 0 100 100 120 10 .10. 5300. 00 Dues 1,235 0 0 0 10 .15. 5300. 00 Dues 0 1,460 1,460 1,752 10 .10. 5310. 00 Books & Subscriptions 969 0 0 0 10 .15. 5310. 00 Books & Subscriptions 0 649 649 779


10 .10. 5340. 00 Continuing Education 6,821 0 0 0 10 .15. 5340. 00 Continuing Education 0 5,100 5,400 6,480 10 .00. 5380. 00 Travel 5,883 0 0 0 10 .15. 5380. 00 Travel 0 4,742 2,396 2,875 10 .10. 5500. 00 Ads & Notices 2,409 0 0 0 10 .15. 5500. 00 Ads & Notices 0 800 1,000 1,200 10 .00. 5520. 00 Licenses & Permits 1,236 0 0 0 10 .15. 5520. 00 Licenses & Permits 0 740 772 926 10 .15. 5540. 00 Postage & Shipping 0 615 615 738 10 .00. 5560. 00 Printing 3,867 0 0 0 10 .15. 5560. 00 Printing 0 2,500 4,000 4,800 10 .00. 5580. 00 Equipment Rental 2,626 0 0 0 10 .15. 5580. 00 Equipment Rental 0 2,000 2,000 2,400 10 .10. 5601. 00 Telephone 3,898 0 0 0 10 .15. 5601. 00 Telephone 0 1,839 2,880 3,456 10 .10. 5602. 00 Nextel Phones & Service 9,001 0 0 0 10 .15. 5602. 00 Nextel Phones & Service 0 5,471 6,385 7,662 10 .15. 5700. 00 Refuse Removal 0 1,000 10,000 12,000 10 .15. 5883. 00 Contract Services-Parks Division 51,063 36,730 39,362 47,234 55 .15. 5883. 00 Contract Services-Parks Division 0 1,200 1,200 1,440 10 .00. 5890. 00 Mechanic Services 84,740 0 0 0 10 .15. 5890. 00 Mechanic Services 0 89,500 91,000 109,200 10 .10. 5900. 00 Public Relations 179 0 0 0 10 .00. 5940. 00 Tree Memorials 7,385 0 0 0 10 .15. 5940. 00 Tree Memorials 0 7,000 7,000 8,400 10 .15. 5960. 00 Employee Relations 0 395 395 474 10 .10. 5960. 00 Employee Relations 448 0 0 0


10 .00. 6200. 00 Vehicle Repairs 3,229 0 0 0 10 .15. 6200. 00 Vehicle Repairs 0 3,325 3,400 4,080 10 .00. 6340. 00 Equipment Repairs 1,406 0 0 0 10 .15. 6340. 00 Equipment Repairs 0 690 690 828 55 .15. 6340. 00 Equipment Repairs 0 1,000 1,000 1,200

Total Repairs & Maintenance 4,635 5,015 5,090 6,108

10 .10. 7001. 00 Office Supplies 2,361 0 0 0 10 .15. 7001. 00 Office Supplies 0 1,155 1,155 1,386 10 .10. 7020. 00 Equipment & Furniture 29,697 0 0 0 10 .15. 7020. 00 Equipment & Furniture 0 19,000 23,000 27,600 55 .00. 7020. 00 Equipment & Furniture 1,231 0 0 0


55 .15. 7020. 00 Equipment & Furniture 0 1,000 1,000 1,200 10 .00. 7070. 00 Grounds Supplies 34,636 0 0 0 10 .15. 7070. 00 Grounds Supplies 0 37,475 38,065 45,678 55 .00. 7070. 00 Grounds Supplies 17,419 0 0 0 55 .15. 7070. 00 Grounds Supplies 0 21,500 22,200 26,640 10 .00. 7075. 00 Planning Projects 119,023 0 0 0 10 .15. 7075. 00 Planning Projects 0 77,500 80,500 96,600 53 .00. 7075. 00 Planning Projects 14,000 0 0 0 10 .00. 7080. 00 Walks, Roads & Lots 4,042 0 0 0 10 .15. 7080. 00 Walks, Roads & Lots 0 5,700 8,460 10,152 85 .00. 7080. 00 Walks, Roads & Lots 756 4,200 4,200 5,040 55 .00. 7090. 00 Building Supplies 2,706 0 0 0 55 .15. 7090. 00 Building Supplies 0 2,500 2,500 3,000 10 .00. 7100. 00 Fuel 62,721 0 0 0 10 .15. 7100. 00 Fuel 0 59,000 72,570 87,084 10 .00. 7140. 00 Vehicle Parts 43,371 0 0 0 10 .15. 7140. 00 Vehicle Parts 0 32,400 43,000 51,600 10 .00. 7170. 00 Equipment Parts 4,298 0 0 0 10 .15. 7170. 00 Equipment Parts 0 2,900 2,900 3,480 55 .00. 7400. 00 Horticultural Supplies 121 0 0 0 55 .15. 7400. 00 Horticultural Supplies 0 600 600 720 10 .00. 7410. 00 Prairie Renovation 4,140 0 0 0 10 .15. 7410. 00 Prairie Renovation 0 4,000 4,000 4,800 10 .00. 7520. 00 Chemicals 4,087 0 0 0 10 .15. 7520. 00 Chemicals 0 2,470 3,350 4,020 55 .15. 7600. 04 General Interest, Trips & Special Events 0 1,608 1,608 1,930 10 .00. 7600. 60 Capital Projects 3,106 0 0 0 10 .15. 7600. 60 Capital Projects 0 2,250 2,250 2,700 10 .10. 7680. 00 Uniforms 7,480 0 0 0 10 .15. 7680. 00 Uniforms 0 4,370 4,825 5,790 10 .00. 7700. 00 First Aid Supplies/Pers Prot Equipment 1,023 0 0 0 10 .15. 7700. 00 First Aid Supplies/Pers Prot Equipment 0 600 760 912

Total Supplies 356,218 280,228 316,943 380,332 Total Expenses 1,725,791 1,392,509 1,432,172 1,718,606


PARK AND RECREATION SERVICES: FACILITIES

Mission

To provide a balanced variety of quality recreation programs, services, and facilities that proactively and consistently meet the needs of the Elmhurst community.

Description To work closely with the Recreation Division to coordinate the scheduling and rental of parks, picnic areas, athletic fields, etc. The Facilities Division handles the care and maintenance of the District’s athletic fields, as well as site amenities, playgrounds, and the custodial services for the District’s outdoor restrooms and buildings. This Division also handles the care, maintenance, usage scheduling and rental of the District’s two outdoor swimming pools. The Division, while providing assistance to the other divisions and departments of the District, also provides support through the electrical, plumbing and carpentry trades and handles the coordination of facility cleaning, portable toilets, etc.

Funding Sources

The funding sources for Facilities consist of a combination of property taxes, user fees and interest income. Facilities revenues and expenses are in the General (includes IMRF and FICA Departments), Recreation, and Enterprise Services Funds.


Strategic Priority One: Maintain Current Facilities • Completed the renovation of the Bicentennial Fountain including replacing the pump and motor with new valve controls, repiping the

system, changing the filter, and repainting the fountain ($28,000).

• Completed Wilder Recreation Building refurbishment including repairing the exterior of the building (roof, facia, soffit, gutters) as well as painting and tuck pointing exterior brick and resurfacing the interior concrete floor ($18,300).

• Completed athletic field improvements including additional applications of Diamond Doctor (dust inhibitor) at Berens and Plunkett Parks, distribution of infield mix to all ball fields, purchase of player benches and light pole pads and replacement of soccer goals ($36,000).

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Constructed and installed updated park signs with current logo at Wild Meadows Trace (2 signs), Golden Meadows Park (2 signs), Grebin

Soccer field at Berens Park and Glos Park ($4,200).



• Added six (6) dog-waste disposal bag stations to community and neighborhood parks (Eldridge (near Harrison), Washington, Wild Meadows Trace (at Poplar), Crestview, and Berens (2) Parks).

Strategic Priority Four: Ensure Organizational Health • Revised the responsibilities of the Program Manager - Aquatics so that the position is able to assume additional responsibilities in the

Facilities Division and provide more face-to-face supervisory time with aquatics staff.

2009 Objectives7 Strategic Priority One: Maintain Current Facilities • Renovate one set (east) of Wagner Community Center bathrooms including demolition and replacement of tile, electrical and plumbing

fixtures and completing all carpentry and painting needed to remodel and make the restrooms accessible ($80,000). • Begin Smalley Pool resurfacing by replacing one-third of failing Diamond Brite surface that has reached the end of its useful life

(replacement to occur over three years) ($30,000). • Complete athletic field improvements including additional applications of Diamond Doctor (dust inhibitor) at Berens and Plunkett Parks, cut

off edges of infield and install new turf to “bring in” outfield and reestablish appropriate infield dimensions at Marjorie Davis Park; distribute infield mix to all ball fields, purchase player benches, portable mounds and replace soccer goals ($46,800).

• Create preventative maintenance standards and schedules for facility maintenance (i.e. swimming pools, safety town, skate park).

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Develop master plan for The Abbey based on Indoor Facility Study recommendations.

• Add portable toilets with shaded enclosures at Marjorie Davis Park in 2009 according to Long-range Capital Plan.

• Construct and install updated park signs with current logo at Marjorie Davis Park, Wild Meadows Trace (at York Road), Van Voorst and Washington Parks ($2,800).

2009 Budget Highlights Shift of Park Ambassador Function to Facilities Division – The Park Ambassador program is being shifted from the Marketing Department to the Facilities Division as staff has determined that the facility based Park Ambassador responsibilities should be overseen by that function to provide tighter coordination of scheduling, facility usage and monitoring and more face-to-face customer service with permit holders and athletic field user groups.




Wages – Salaries and wages are increasing by $102,000. Full-time salaries are increasing $37,565 due to 2009 merit increases and the shift of expenses for the Park Ambassador program from the Marketing and Communications function to the Facilities function. Wages for part-time staff have increased by $33,428 for pool operations staff (including lifeguards and guest services) due to adjusting the staffing levels required to maintain the pools at a safe and clean standard based on two full operating seasons at the new East End Pool and to reflect the state mandated minimum wage increase from $7.75 to $8.00 an hour effective July 1, 2009. Contractual Services – Services are increasing $26,991 due to higher expenses for FICA ($7,800) based on an increase in salaries and wages and an increase in Electricity expenses ($21,099). Repairs – Repair expenses decreased $9,000 due to shifting the expenses for the installation of backflow preventors throughout the District from Repairs to Supplies.


Expenditures by Object: Facilities



Wages 526,526 1,069,407 1,171,499 102,093 9.5%Contractual Services 416,640 804,942 831,933 26,991 3.4%Repairs 51,485 48,660 39,660 (9,000) -18.5%Supplies 177,133 201,089 199,559 (1,530) -0.8%

Total 1,171,784 2,124,098 2,242,651 118,554 5.6%

Parks and Recreation Services- Facilities Expenditures

700,000900,000

1,100,0001,300,0001,500,0001,700,0001,900,0002,100,000


2007 2008 2009

Park and Recreation Services-Facilities

Percent of Expenditures by Object

Wages52%


37%

Repairs2%

Supplies9%


Elmhurst Park District Park and Recreation Services: Facilities For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


10 .16. 4001. 00 Full-Time Employees Salary & Wages 0 119,154 135,407 162,488 20 .16. 4001. 00 Full-Time Employees Salary & Wages 0 91,288 101,862 122,234 41 .16. 4001. 00 Full-Time Employees Salary & Wages 0 0 10,738 12,886 10 .16. 4091. 00 Full-Time Maintenance Wages 0 16,050 17,939 21,527 10 .16. 4090. 00 Full-Time Maintenance Wages 0 354,435 355,564 426,677 20 .00. 4090. 00 Maintenance Wages 89,577 0 0 0 20 .16. 4090. 00 Full-Time Maintenance Wages 0 91,751 94,793 113,752 41 .16. 4090. 00 Full-Time Maintenance Wages 0 3,878 3,994 4,793 10 .16. 4240. 00 Operations Staff Wages-Facility Division 9,453 8,633 20,756 24,907 20 .00. 4240. 00 Operations Staff Wages 1,222 0 0 0 20 .16. 4240. 00 Operations Staff Wages 0 6,561 12,861 15,433 41 .16. 4240. 00 Operations Staff Wages 0 0 6,500 7,800 20 .00. 4280. 07 Swimming Pools 426,274 0 0 0 20 .16. 4280. 07 Swimming Pools 0 377,657 411,085 493,302

Total Salaries & Wages 526,526 1,069,407 1,171,499 1,405,799

10 .16. 5020. 00 Health Care Expenses 0 120,061 104,205 125,046 20 .16. 5020. 00 Health Care Expenses 0 39,228 33,467 40,160 41 .16. 5020. 00 Health Care Expenses 0 1,201 3,443 4,132 41 .16. 5040. 00 IMRF 0 354 671 805 49 .16. 5040. 00 IMRF 0 70,024 71,913 86,296 41 .16. 5060. 00 FICA 0 297 1,624 1,949 50 .16. 5060. 00 FICA 723 81,513 87,995 105,594 20 .00. 5200. 07 Swimming Pools 13,160 0 0 0 20 .16. 5200. 07 Swimming Pools 0 18,285 13,864 16,637 10 .16. 5300. 00 Dues 0 150 350 420 20 .16. 5300. 00 Dues 0 650 650 780 20 .16. 5310. 00 Books & Subscriptions 0 5,740 5,740 6,888 10 .16. 5340. 00 Continuing Education 0 4,050 4,200 5,040 20 .16. 5340. 00 Continuing Education 0 5,850 6,000 7,200 10 .16. 5380. 00 Travel 0 2,320 3,163 3,796 20 .16. 5380. 00 Travel 0 3,228 3,772 4,526 10 .16. 5500. 00 Ads & Notices 0 200 200 240 10 .16. 5520. 00 Licenses & Permits 0 659 759 911 20 .16. 5520. 00 Licenses & Permits 0 16,145 17,325 20,790 20 .16. 5540. 00 Postage & Shipping 0 1,189 750 900


10 .16. 5560. 00 Printing 0 500 250 300 10 .16. 5580. 00 Equipment Rental 0 250 500 600 20 .16. 5580. 00 Equipment Rental 0 240 400 480 10 .16. 5601. 00 Telephone 0 2,895 5,520 6,624 10 .16. 5602. 00 Nextel Phones & Service 0 4,581 5,827 6,992 20 .16. 5602. 00 Nextel Phones & Service 0 3,219 2,160 2,592 10 .10. 5650. 00 Alarm Expenses 12,482 0 0 0 10 .16. 5650. 00 Alarm Expenses 0 12,614 13,593 16,312 20 .00. 5650. 00 Alarm Expenses 3,628 0 0 0 20 .16. 5650. 00 Alarm Expenses 0 3,696 4,008 4,810 10 .00. 5700. 00 Refuse Removal 26,880 0 0 0 10 .16. 5700. 00 Refuse Removal 0 19,800 17,936 21,523 20 .00. 5700. 00 Refuse Removal 5,750 0 0 0 20 .16. 5700. 00 Refuse Removal 0 7,320 8,548 10,258 10 .00. 5720. 00 Electricity 116,561 0 0 0 10 .16. 5720. 00 Electricity 0 94,974 108,700 130,440 20 .00. 5720. 00 Electricity 56,014 0 0 0 20 .16. 5720. 00 Electricity 0 51,327 58,700 70,440 10 .00. 5740. 00 Natural Gas 37,860 0 0 0 10 .16. 5740. 00 Natural Gas 0 45,151 51,100 61,320 20 .00. 5740. 00 Natural Gas 50,343 0 0 0 20 .16. 5740. 00 Natural Gas 0 60,297 67,000 80,400 10 .00. 5760. 00 Water & Sewer 29,642 0 0 0 10 .16. 5760. 00 Water & Sewer 0 33,285 33,000 39,600 20 .00. 5760. 00 Water & Sewer 35,973 0 0 0 20 .16. 5760. 00 Water & Sewer 0 49,120 50,000 60,000 10 .00. 5882. 00 Custodial Maintenance 320 0 0 0 10 .16. 5882. 00 Custodial Maintenance 0 5,000 5,000 6,000 20 .00. 5882. 00 Custodial Maintenance 3,605 0 0 0 20 .16. 5882. 00 Custodial Maintenance 0 4,154 3,500 4,200 10 .16. 5883. 00 Contract Services-Facility Division 16,340 29,880 29,880 35,856 20 .00. 5883. 00 Contract Services 7,359 0 0 0 20 .16. 5883. 00 Contract Services 0 5,020 5,420 6,504 10 .16. 5960. 00 Employee Relations 0 275 275 330 20 .16. 5960. 00 Employee Relations 0 200 525 630


10 .00. 6020. 00 Building Repairs 11,502 0 0 0 10 .16. 6020. 00 Building Repairs 0 6,700 6,700 8,040 20 .00. 6020. 00 Building Repairs 7,024 0 0 0 20 .16. 6020. 00 Building Repairs 0 3,500 3,500 4,200 10 .00. 6060. 00 Plumbing System Repairs 23,280 0 0 0


10 .16. 6060. 00 Plumbing System Repairs 0 29,720 19,720 23,664 20 .00. 6060. 00 Plumbing System Repairs 2,809 0 0 0 20 .16. 6060. 00 Plumbing System Repairs 0 2,950 2,950 3,540 10 .16. 6340. 00 Equipment Repairs 0 690 690 828 20 .00. 6340. 00 Equipment Repairs 2,835 0 0 0 20 .16. 6340. 00 Equipment Repairs 0 2,800 3,300 3,960 20 .00. 6500. 00 Electrical Repairs 4,035 0 0 0 20 .16. 6500. 00 Electrical Repairs 0 2,300 2,800 3,360


10 .16. 7001. 00 Office Supplies 0 1,162 1,162 1,394 10 .16. 7020. 00 Equipment & Furniture 0 9,390 9,390 11,268 20 .00. 7020. 00 Equipment & Furniture 3,424 0 0 0 20 .16. 7020. 00 Equipment & Furniture 0 2,500 2,500 3,000 10 .00. 7040. 00 Custodial Supplies 8,259 0 0 0 10 .16. 7040. 00 Custodial Supplies 0 10,000 11,000 13,200 20 .00. 7040. 00 Custodial Supplies 12,775 0 0 0 20 .16. 7040. 00 Custodial Supplies 0 12,400 12,400 14,880 10 .00. 7050. 00 Swimming Pool Supplies 13,465 0 0 0 10 .16. 7050. 00 Swimming Pool Supplies 0 14,000 14,000 16,800 20 .00. 7050. 00 Swimming Pool Supplies 5,483 0 0 0 20 .16. 7050. 00 Swimming Pool Supplies 0 4,260 3,900 4,680 10 .00. 7090. 00 Building Supplies 51,856 0 0 0 10 .16. 7090. 00 Building Supplies 0 50,000 50,000 60,000 20 .00. 7090. 00 Building Supplies 11,264 0 0 0 20 .16. 7090. 00 Building Supplies 0 10,530 10,730 12,876 10 .16. 7170. 00 Equipment Parts 0 1,490 1,490 1,788 20 .00. 7520. 00 Chemicals 17,004 0 0 0 20 .16. 7520. 00 Chemicals 0 17,827 18,697 22,436 10 .00. 7600. 00 Program Supplies 49,072 0 0 0 10 .16. 7600. 00 Program Supplies 0 45,400 45,400 54,480 20 .00. 7600. 07 Swimming Pools 1,132 0 0 0 20 .16. 7600. 07 Swimming Pools 0 1,480 1,710 2,052 10 .16. 7680. 00 Uniforms 0 4,050 4,228 5,074 20 .16. 7680. 00 Uniforms 0 12,026 8,212 9,854 10 .16. 7700. 00 First Aid Supplies/Pers Prot Equipment 0 445 770 924 20 .00. 7700. 00 First Aid Supplies/Pers Prot Equipment 3,399 0 0 0 20 .16. 7700. 00 First Aid Supplies/Pers Prot Equipment 0 4,129 3,970 4,764



PARK AND RECREATION SERVICES: RECREATION Mission

To provide a balanced variety of quality recreation programs and services that pro-actively and consistently meet the needs of the Elmhurst community.

Description This Division is responsible for providing programming for all ages in the following categories: Senior Citizen Activities & Trips, Early Childhood, Recreation Station, Inclusion Services, Athletics, Performing Arts, Visual Arts, General Interest and Camps. The Division also oversees the program registration operation, which has its primary site at the Wagner Community Center and a satellite location for seniors at The Abbey.

Funding Sources The funding sources for the Recreation Division consist of a combination of property taxes, user fees and interest income. Recreation revenues and expenses are in the General (includes IMRF and FICA Departments) and Recreation Funds (includes the SRA and Museum Departments).

2008 Accomplishments Strategic Priority One: Maintain Current Facilities • Implemented “green” management practice by lessening paper usage at registration desk through printing two-sided confirmations and e-

mailing program information and confirmations.

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Attended meetings with Elmhurst Memorial Healthcare (EMH) consultant for Older Adult Services regarding the reuse of the existing

hospital site, including the potential for a Senior Center Concept Plan. EMH will continue studying options for the future of the existing hospital building during the construction of the new hospital.

• Expanded operating hours at the Wagner Community Center for the Fall, Winter and Spring sessions on Saturdays from 3 p.m. to 5 p.m. during which gymnastics and Wagner Community Center Birthday Parties have been offered and have generated additional revenues of approximately $3,000.

• Extended the agreement with the Elmhurst Art Museum for an additional three years pending the results of the Indoor Facility Study and the Cooperative Program Planning Committee met regularly to discuss new program ideas.


Strategic Priority Four: Ensure Organizational Health • Reassigned responsibilities for the part-time Program Manager-Inclusion to provide for more face-to-face supervisory time with inclusion

aides and teen and special event programs, and shifted Recreation Station and day camp oversight to a new full-time program manager position.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Increased Abbey/senior citizen membership program from 231 members in 2007 to 310 members in 2008 (34%). Additionally, there has

been an increase in attendance, from approximately forty attendees to ninety at Birthday Bingo (now free with an Abbey membership), and monthly parties from approximately eighty attendees to one hundred attendees (now discounted with an Abbey membership).

• Offered four new evening programs in the fall of 2008 program session for “working parents”.

• As of August 30, 2008 as compared to the same period in 2007, realized an increase in Boys Gymnastics program registrations of 202% (125 in 2007, 377 in 2008), with a corresponding increase in revenues of 124%.

• As of August 30, 2008 as compared to the same period in 2007, realized an increase in Men’s 12” Fall Softball registrations of 54% (41 teams in 2007, 63 teams in 2008), with a corresponding increase in revenues of 126%.

• As of August 30, 2008 as compared to the same period in 2007, realized an increase in non-recital dance programs of 44% (275 dancers in 2007, 397 dancers in 2008), with a corresponding increase in revenues of 37%.

• Moved to processing random draw and Recreation Station scheduled payments to EFT (Electronic Fund Transfers), dramatically reducing the processing time (i.e. Recreation Station scheduled payment processing takes two hours rather than two days).

2009 Objectives7

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Review and implement, where feasible, optional venues and facilities to provide enhanced services, amenities and programs to the senior

population in an environment that encourages greater use and interaction.

• Review and implement, where feasible, optional venues and facilities to provide enhanced services, amenities and programs to the teen population in an environment that encourages greater use and interaction.

Strategic Priority Four: Ensure Organizational Health • Increase total program registrations by 4% to maintain the base of long-term programs. 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets.


• Maintain percentage of participants on waitlists as compared to total program registrations at (or below) 7% to maintain the base of long-term programs.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Revisit the agreement with School District #205 to work towards greater scheduled use of middle school facilities and the York High

School Fieldhouse for District activities as needed.

• Continue discussions with the Elmhurst Art Museum regarding the future of our continued joint program offerings.

• Via our joint programming with the Elmhurst Art Museum, partner with Elmhurst College and District #205 to offer after-school visual arts programs on site at the middle schools.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Work with local senior communities to ensure that schedules for programs are highly accessible to the non-driving senior population.

• Continue to work with area schools to provide comprehensive before and after school programs that include in-service/institute days, early release days and secondary holiday programming.

• Offer new pre-school (½ Day) day camp program.

• Restructure Leaders In Training and Junior Leaders program to better contribute to youth development and their successful transition to adulthood.

• Incorporate fitness, nutrition and nature programming via the Recreation Station program through Project Wild, Project Learning Tree, and Wise Kids Outdoors.

• Work with School District #205 to begin an after school dance program in the middle schools that would serve as a feeder to the York dance programs.

• Complement cooperative environmental programs offered with the Oakbook Terrace Park District with District environmental programs from Project Learning Tree and Project Wild.

• Offer new adult sports programs in flag football and adult co-recreation kickball.

• Offer two additional three-year-old Sunbeams and Rainbows afternoon classes to better serve this growing population.

• Review and restructure early childhood movement programs for 0 – 3-year-old participants to better serve this interest group.

• Develop a new “assessment” tool to better meet inclusion needs.

• Develop a new inclusion staff-training program to better understand and meet inclusion needs.


2009 Budget Highlights Impact of the Economy – Despite the downturn in the economy, residents continue to utilize District services as an attractive option for cost-effective, quality recreation. Overall revenues from program fees continue to grow and are projected to increase 5% over 2008 levels.

2009 Expenditure Increases/Decreases by Object Wages – Part-time program wages are increasing $114,453 due to an increase in part time salaries of 3.5%, an increase in the minimum wage (to $8.00 as of July 1, 2009) and instructor wages for new or additional class offerings. Specifically, program wages are increasing in the area of Summer Camps ($14,153) due to a new summer preschool camp, and Early Childhood ($63,628) due to increased staffing requirements already in place for the 2008/2009 Recreation Station year. Part-time program wages in the SRA Department are increasing by $23,893 due to an increase in both the number of inclusion participants and the number of inclusion participation hours. Contractual Services – Health Care Expenses are increasing by nearly $22,000 in the Recreation Fund due to rising premium costs and individual health plan selections made by recently hired employees. Program services in the Recreation Fund are increasing $17,980 due to increased participation in contractual programs, including trips ($8,520). Contractual Services in the SRA fund decreased $7,174 due to budgeting a number that more accurately reflects the District’s actual usage (20 rides per month vs. 25) combined with a decrease in the contracted cost per ride (from $147.50 to $100). Supplies – Supplies are increasing $10,000 primarily in Program Supplies relating to visual and performing arts, summer camps and early childhood due to increases in program registrations and additional program offerings.


Expenditures by Object: Recreation



Wages 1,726,096 1,676,675 1,814,667 137,992 8.2%Contractual Services 1,203,256 957,920 1,015,432 57,512 6.0%Repairs 212 2,000 2,000 0 0.0%Supplies 160,710 172,515 182,518 10,003 5.8%

Total 3,090,274 2,809,110 3,014,617 205,507 7.3%

Parks and Recreation Services- Recreation Expenditures

1,000,0001,500,0002,000,0002,500,0003,000,0003,500,000


2007 2008 2009

Park and Recreation Services-Recreation Percent of Expenditures by Object

Wages60%


34%

Repairs0% Supplies

6%



Park and Recreation Services: Recreation For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


20 .00. 4001. 00 Full-Time Employees Salary & Wages 469,189 466,565 482,507 579,008 53 .00. 4001. 00 Full-Time Employees Salary & Wages 37,181 20,800 21,616 25,939 55 .00. 4001. 00 Full-Time Employees Salary & Wages 62,621 23,278 24,011 28,813 20 .00. 4261. 00 Registration Staff Wages 40,187 40,321 43,440 52,128 20 .00. 4280. 00 Program Staff Wages 17,439 10,146 10,453 12,544 20 .00. 4280. 02 Sports & Fitness 177,387 186,602 195,780 234,936 20 .00. 4280. 03 Visual & Performing Arts 75,787 89,904 85,690 102,828 20 .00. 4280. 04 General Interest, Trips & Special Events 875 2,467 1,137 1,364 20 .00. 4280. 05 Summer Camps 68,470 80,769 94,922 113,906 20 .00. 4280. 06 Early Childhood 642,672 645,474 709,102 850,922 20 .00. 4280. 08 Trips 6,486 4,550 4,321 5,185 20 .00. 4280. 09 Seniors 4,765 3,616 5,677 6,812 53 .00. 4280. 00 Program Staff Wages 90,280 65,659 89,552 107,462 55 .00. 4280. 03 Visual & Performing Arts 12,888 14,131 21,230 25,476 55 .00. 4280. 05 Summer Camps 8,669 11,738 14,574 17,489 55 .00. 4280. 06 Early Childhood 11,200 10,655 10,655 12,786

Total Salaries & Wages 1,726,096 1,676,675 1,814,667 2,177,600

20 .00. 5020. 00 Health Care Expenses 68,375 55,144 77,188 92,626 53 .00. 5020. 00 Health Care Expenses 3,883 2,435 2,682 3,218 55 .00. 5020. 00 Health Care Expenses 15,757 6,135 8,590 10,308 49 .00. 5040. 00 IMRF Expense 179,637 87,856 91,479 109,775 50 .00. 5060. 00 FICA Expense 235,501 128,273 138,830 166,596 20 .00. 5190. 00 Bad Debt 100 100 100 120 20 .00. 5200. 02 Sports & Fitness 100,577 100,319 108,517 130,220 20 .00. 5200. 03 Visual & Performing Arts 22,628 24,254 32,094 38,513 20 .00. 5200. 04 General Interest, Trips & Special Events 39,038 49,160 41,677 50,012 20 .00. 5200. 05 Summer Camps 19,506 19,035 20,262 24,314 20 .00. 5200. 06 Early Childhood 86,982 90,166 87,302 104,762 20 .00. 5200. 08 Trips 71,066 67,391 75,911 91,093 20 .00. 5200. 09 Seniors 15,546 13,460 16,002 19,202 53 .00. 5200. 00 Program Services 168,762 180,816 173,642 208,370 55 .00. 5200. 03 Visual & Performing Arts 20,474 10,648 7,809 9,371 55 .00. 5200. 05 Summer Camps 3,840 3,096 2,709 3,251 20 .00. 5300. 00 Dues 2,943 2,748 3,218 3,862


53 .00. 5300. 00 Dues 150 150 150 180 20 .00. 5310. 00 Books & Subscriptions 5,748 600 600 720 20 .00. 5340. 00 Continuing Education 12,661 6,890 6,830 8,196 53 .00. 5340. 00 Continuing Education 2,004 1,005 1,005 1,206 20 .00. 5380. 00 Travel 8,383 4,464 6,114 7,337 53 .00. 5380. 00 Travel 0 253 304 365 55 .00. 5380. 00 Travel 586 0 0 0 20 .00. 5500. 00 Ads & Notices 268 0 0 0 20 .00. 5520. 00 Licenses & Permits 18,727 4,598 5,232 6,278 20 .00. 5540. 00 Postage & Shipping 650 0 0 0 20 .00. 5560. 00 Printing 1,270 900 900 1,080 55 .00. 5560. 00 Printing 499 3,000 3,000 3,600 20 .00. 5580. 00 Equipment Rental 1,233 600 600 720 20 .00. 5601. 00 Telephone 16,421 16,155 21,120 25,344 55 .00. 5601. 00 Telephone 215 246 246 295 20 .00. 5602. 00 Nextel Phones & Service 8,714 5,954 7,106 8,527 55 .00. 5602. 00 Nextel Phones & Service 383 419 513 616 55 .00. 5820. 00 Building Rentals 50,000 50,000 50,000 60,000 55 .00. 5883. 00 Contract Services 9,649 9,500 9,500 11,400 20 .00. 5900. 00 Public Relations 1,040 1,000 1,000 1,200 55 .00. 5900. 00 Public Relations 0 2,000 2,000 2,400 20 .00. 5960. 00 Employee Relations 742 1,150 1,150 1,380 20 .00. 5970. 00 Program Coupons 327 0 0 0 20 .00. 5980. 00 Scholarships 8,971 8,000 10,050 12,060

Total Contractual Services 1,203,256 957,920 1,015,432 1,218,518

55 .00. 6340 00 Equipment Repairs 212 2,000 2,000 3,012 Total Repairs & Maintenance 212 2,000 2,000 3,012

20 .00. 7001. 00 Office Supplies 15,427 10,723 11,427 13,712 55 .00. 7001. 00 Office Supplies 0 1,000 1,000 1,200 20 .00. 7020. 00 Equipment & Furniture 0 0 2,500 3,000 55 .00. 7040. 00 Custodial Supplies 213 2,000 2,000 2,400 53 .00. 7600 00 Program Supplies 300 550 600 720 20 .00. 7600. 02 Sports & Fitness 35,451 41,634 39,675 47,610 20 .00. 7600. 03 Visual & Performing Arts 15,769 27,528 31,268 37,522 20 .00. 7600. 04 General Interest, Trips & Special Events 10,163 9,077 7,300 8,760 20 .00. 7600. 05 Summer Camps 6,776 9,918 11,431 13,717 20 .00. 7600. 06 Early Childhood 51,646 57,322 61,244 73,493 20 .00. 7600. 08 Trips 908 960 877 1,052 20 .00. 7600. 09 Seniors 8,742 6,073 6,801 8,161


55 .00. 7600. 03 Visual & Performing Arts 1,361 2,320 2,510 3,012 55 .00. 7600. 04 General Interest, Trips & Special Events 629 0 0 0 55 .00. 7600. 05 Summer Camps 2,449 2,005 2,480 2,976 55 .00. 7600. 06 Early Childhood 1,254 1,155 1,155 1,386 20 .00 7680. 00 9,622 250 250 300



ENTERPRISE SERVICES (COURTS PLUS AND HOSPITALITY)

Mission

To oversee the operations of the Enterprise Fund of the Elmhurst Park District, including Courts Plus and Project Development (The Hub, weddings at Wilder Park, and vending/concessions); and to identify, research, and when appropriate, develop business opportunities for the District that will enhance the profitability and services of current and new business ventures, thus adding to the District’s cash and investments.

Description

Member Services Division: To oversee the financial, membership, and personnel facets of Enterprise Services, including balancing daily receipts; selling, inputting, tracking, and billing of memberships; program registration; implementing sales and retention strategies to maximize membership; handling personnel and payroll; and tracking revenue and expenses.

Facilities & Grounds Divisions: To plan, develop, manage and maintain the operations of Enterprise Services. To provide safe, clean and aesthetically pleasing facilities for the fulfillment of lifetime enjoyment.

Hospitality & Concessions Division: To plan, implement and execute operations that generate revenue in the areas of rentals, concessions, weddings, vending, catering and special events. To control costs to industry standards and make the department profitable. To develop and implement high customer service standards and employee training that will help to achieve these goals.

Programming Division: To plan, develop, manage and maintain the operation of health, fitness, and racquet sports programs, leagues, summer camps and Kids Plus. To provide innovative and safe health/fitness programs and equipment guided by quality, customer service focused staff for the fulfillment of lifetime enjoyment.

Funding Sources As enterprise operations (Courts Plus, The Hub, Courts Café, Wilder Mansion, rentals, weddings, vending, and concessions) are funded by the user and in the Enterprise Services Fund, no tax dollars are used in the operational and capital expenses of these areas (except for the Wilder Mansion utilities). All operations are required to make a profit.


Strategic Priority One: Maintain Current Facilities • Implemented Courts Plus Interior Remodeling Project Phase Three that includes the renovation of the locker room facilities, new

mechanical systems and the updating of the interior surfaces.

• Completed resurfacing of the six indoor tennis courts. 17 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets.


• Purchased new cardiovascular equipment for the fitness floor (five LifeFitness treadmills, eight Precor ellipticals and four Precor AMTs). Nine of the new machines run on an internal battery supply replacing machines that required electrical power.

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Researched comparable spaces to Wilder Mansion to create business plan including establishing rates, guidelines, programming and

booking procedures.

• Reviewed current offerings and available space to improve programming for seniors and teens.

• Increased participation in Mini Fun Camp by 50% as compared to 2007.

• Offered preschool fitness programs and adult yoga and pilates in Climbing Wall area during off-peak hours for climbing.

• Completed a new area for grade school children within Kids Plus.

Strategic Priority Four: Ensure Organizational Health • Added two new exercise classes to the staff fitness/wellness program.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Developed and implemented new industrial athlete program incorporating the use of Courts Plus and personal trainers in helping local

businesses prepare employees for the physical aspects of their jobs.

• Offered a Kids Plus fitness program in conjunction with the Elmhurst Public Library.

• Planned Developmental Milestones and Monet Minutes Community Program to be offered in co-operation with Elmhurst Memorial Hospital.

• Participated in the following community events: Elmfest, Elmhurst Chamber of Commerce Business to Business Expo, Elmhurst College Event, District 205 Health Fair, Transparent Container Company Health Fairs.

• Presented information regarding the Courts Plus Locker Room Improvement Project at two staff meeting, five member meetings and in updates on the District web site.

• Completed user satisfaction surveys in Kids Plus camps, Kids Plus Infant Care, and Climbing Wall classes with an average satisfaction score of 4.6 out of 5.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Increased time offered for half-day camp and introduced flexible weekly camp sessions to fit family schedules and increased participation

by 58% as compared to 2007.

• Provided new workshop to Teen Fitness participants on nutrition, cyber bullying, and conflict resolution using community resources (i.e. school district social worker and master degree students).

• Completed facility analysis of six comparable local fitness centers to reevaluate our program offerings and fee structure.

• Introduced the new USTA Quickstart tennis lesson format for Mighty Mites and Junior programs.


• Conducted a tennis facility comparison of court fees to reevaluate Courts Plus fees and raised rates mid-year to reflect average.

• Increased Kids Plus revenues over $20,000 as compared with 2007 actual revenues as of September 30, 2008 (a 37% increase).

• Increased Summer Camp revenues $12,795 as compared with 2007 actual revenues as of September 30, 2008 (a 19% increase).

• Increased Adult Fitness revenues $13,349 as compared with 2007 actual revenues as of September 30, 2008 (a 21% increase).

• Increased Youth Fitness revenues $9,995 as compared with 2007 actual revenues as of September 30, 2008 (a 29% increase).

• Increased overall program registrations at Courts Plus 13% as compared with 2007 registrations equating to a 5% increase in program revenue as of September 30, 2008.


• Complete Courts Plus maintenance systems upgrades including replacing the Life Plan HVAC as existing units are 30 years old; install UV light in locker room HVAC system for air sanitation; replace baseboard water heater as boiler is 18 years old and parts are no longer available; and install HVAC software upgrades to more efficiently control air quality throughout facilities.

• Complete Hub improvement projects including replacement of putting green surface, repairs to leaking rubber liner for pond, replacement of sprayground rubber surface and funbrellas, replacement of roofing and netting/cabling, and refurbishment of equipment for batting cages.

• Make improvements to the Courts Plus swimming pool including resurfacing of Diamond Bright pool surface, replacement of pool filter and Strantrol chemical feed system, replacement of steel doors, and retiling of whirlpool and perimeter tile baseboard.

• Utilize “green” building products and technologies at Enterprise facilities. Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space

• Implement first year business plan for the Wilder Mansion.

• Review and implement enhanced services, amenities and programs for teen population. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community

• Work with Elmhurst Memorial Healthcare Life Plan to establish a post therapy membership option for patients finished with their physical therapy.

• Expand corporate program to include providing health/wellness programs at the work site.




Wilder Mansion Opening – In 2009, the Wilder Mansion begins its first year of operation. Forty special events are projected for 2009 with 20 events being on weekends and 20 events during the weekday. The projected revenue from these events is $54,500 (rental and catering commissions revenue) along with revenues of $50,000 from the Museum Department tax levy for utilities and $1,500 from advertising sales for wedding service providers (i.e. photographers, caters). Staff projects operating expenses of $109,030 for wages, contractual services (i.e. utilities, custodial maintenance, etc.) and building supplies.

New Full-time Positions – Two part-time tennis positions will be collapsed into two full-time head tennis professional positions at Courts Plus ($93,623 including benefits) to focus on retaining quality staff and creating and expanding programming. The newly created Financial Operations Supervisor at Courts Plus will oversee the day-to-day financial operations of Enterprise Services facilities, services and programs. This position will supervise the part-time bookkeeping staff and coordinate financial aspects of membership billing ($46,812 including benefits).


Wages – Wages are increasing $87,656 overall due to an increase in Administrative Staff wages by $97,146 for new full-time positions including the Financial Operations Supervisor and two Head Tennis Professional positions offset by a decrease in part-time Racquet Sports wages of $66,363. Maintenance part-time wages are increasing $12,560 for Wilder Mansion maintenance staff. Personal Training wages increased $36,600 due to expanding the Industrial Athlete program and adding a new Trainer on Duty. Courts café wages increased $10,161 due to a correction in the coding of hours to the proper job title (with no impact on the budget).

Contractual Services – Contractual Services are increasing $168,000 due to an increase in Health Care Expenses ($32,214), Electricity ($21,853), and Wilder Mansion related expenses of $77,100 primarily for Custodial Maintenance Services ($5,000), utilities ($54,125), and Equipment Service Maintenance ($10,100). Supplies – Supplies are increasing approximately $16,000 due to additional Custodial Supplies (lotion, mouthwash, and deodorant) needed for the upgraded locker room amenities at Courts Plus ($12,400) and for Wilder Mansion supplies ($12,000) netted by deductions in Project Development Resale Merchandise ($4,400) and Uniforms ($4,000).


Expenditures by Object: Courts Plus and Hospitality



Wages 1,929,723 1,926,520 2,014,178 87,658 4.6%Contractual Services 883,425 920,400 1,088,167 167,767 18.2%Repairs 83,718 63,065 63,865 800 1.3%Supplies 398,742 366,912 382,868 15,956 4.3%

Total 3,295,608 3,276,897 3,549,078 272,181 8.3%

Enterprise Services-Courts Plus/Hospitality Expenditures

3,100,0003,200,0003,300,0003,400,0003,500,0003,600,000


2007 2008 2009

Enterprise Services-Courts Plus/Hospitality Percent of Expenditures by Object

Supplies11%Repairs

2%


31%Wages

56%


Elmhurst Park District Enterprise Services: Courts Plus and Hospitality For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


41 .00. 4001. 00 Full-Time Employees Salary & Wages 669,097 718,703 815,849 979,019 41 .00. 4090. 00 Maintenance Wages 83,610 80,132 83,258 99,910 41 .00. 4091. 00 Overtime Maintenance Wages 11,072 8,500 8,755 10,506 41 .00. 4240. 00 Operations Staff Wages 86,389 84,282 100,449 120,539 41 .00. 4280. 11 Administrative Services 270,950 259,655 270,767 324,920 41 .00. 4280. 12 Membership Services 117,544 119,440 124,912 149,894 41 .00. 4280. 13 Racquet Sports 220,054 181,318 105,328 126,394 41 .00. 4280. 14 Fitness Services 346,060 372,884 411,200 493,440 41 .00. 4280. 17 Project Development Business Ventures 124,947 101,606 93,660 112,392

Total Salaries & Wages 1,929,723 1,926,520 2,014,178 2,417,014

41 .00. 5320. 00 Occupational Health 5,677 4,300 4,300 5,160 41 .00. 5020. 00 Health Care Expenses 119,722 150,232 182,446 218,935 41 .00. 5040. 00 IMRF Expense 115,091 126,218 134,196 161,035 41 .00. 5060. 00 FICA Expense 143,743 148,029 154,385 185,262 41 .00. 5190. 00 Bad Debt 75 75 0 0 41 .00. 5200. 00 Program Services 53,841 39,095 43,060 51,672 41 .00. 5300. 00 Dues 1,583 2,199 1,910 2,292 41 .00. 5310. 00 Books & Subscriptions 176 850 850 1,020 41 .00. 5340. 00 Continuing Education 12,021 10,500 11,500 13,800 41 .00. 5380. 00 Travel 6,792 6,701 7,351 8,821 41 .00. 5500. 00 Ads & Notices 184 2,300 1,900 2,280 41 .00. 5520. 00 Licenses & Permits 2,859 2,900 4,500 5,400 41 .00. 5540. 00 Postage & Shipping 13,103 17,078 16,443 19,732 41 .00. 5560. 00 Printing 4,030 5,550 7,400 8,880 41 .00. 5580. 00 Equipment Rental 8,018 4,150 4,150 4,980 41 .00. 5601. 00 Telephone 19,036 18,095 22,140 26,568 41 .00. 5602. 00 Nextel Phones & Service 4,433 5,066 5,756 6,907 41 .00. 5603. 00 Cellular & Paging 69 200 200 240 41 .00. 5650. 00 Alarm Expenses 3,110 3,674 3,967 4,760 55 .16. 5650. 00 Alarm Expenses 0 0 1,125 1,350 41 .00. 5700. 00 Refuse Removal 3,855 9,000 9,000 10,800 55 .16. 5700. 00 Refuse Removal 0 0 1,000 1,200 41 .00. 5720. 00 Electricity 152,056 128,547 150,400 180,480 55 .16. 5720. 00 Electricity 0 0 23,000 27,600


41 .00. 5740. 00 Natural Gas 31,932 35,078 42,000 50,400 55 .16. 5740. 00 Natural Gas 0 0 24,000 28,800 41 .00. 5760. 00 Water & Sewer 41,263 47,569 48,000 57,600 55 .16. 5760. 00 Water & Sewer 0 0 5,000 6,000 41 .00. 5780. 00 Cable TV Expenses 979 960 1,020 1,224 41 .00. 5820. 00 Building Rentals 2,968 2,968 2,968 3,562 41 .00. 5882. 00 Custodial Maintenance 93,246 96,116 111,500 133,800 41 .00. 5883. 00 Contract Services 36,188 42,540 50,000 60,000 41 .00. 5900. 00 Public Relations 6,443 5,850 6,400 7,680 41 .00. 5960. 00 Employee Relations 932 4,560 6,300 7,560

Total Contractual Services 883,425 920,400 1,088,167 1,305,800

41 .00. 6020. 00 Building Repairs 29,701 22,400 21,400 25,680 41 .00. 6060. 00 Plumbing System Repairs 5,012 6,750 7,750 9,300 41 .00. 6340. 00 Equipment Repairs 35,268 25,165 24,215 29,058 41 .00. 6500. 00 Electrical Repairs 13,737 8,750 10,500 12,600


41 .00. 7001. 00 Office Supplies 10,969 13,000 13,650 16,380 41 .00. 7020. 00 Equipment & Furniture 109,895 56,668 51,993 62,392 41 .00. 7030. 00 Computer Supplies 640 3,000 3,400 4,080 41 .00. 7040. 00 Custodial Supplies 32,723 32,600 45,000 54,000 41 .00. 7070. 00 Grounds Supplies 6,781 7,050 7,050 8,460 41 .00. 7090. 00 Building Supplies 37,672 40,625 44,675 53,610 41 .00. 7520. 00 Chemicals 13,524 13,000 13,415 16,098 41 .00. 7600. 11 Administrative Services 6,278 8,550 11,650 13,980 41 .00. 7600. 12 Membership Services 6,811 5,100 10,900 13,080 41 .00. 7600. 13 Racquet Sports 16,202 15,461 16,516 19,819 41 .00. 7600. 14 Fitness Services 24,263 28,434 31,269 37,523 41 .00. 7600. 15 Operations Services 654 1,150 1,200 1,440 41 .00. 7600. 16 Special Events 11,214 12,500 8,500 10,200 41 .00. 7600. 17 Project Development Business Ventures 25,209 27,100 28,850 34,620 41 .00. 7620. 00 Resale Merchandise 14,109 12,300 12,300 14,760 41 .00. 7620. 17 Project Development Resale Merchandise 70,687 71,155 66,750 80,100 41 .00. 7650. 00 Laundry & Towel Supplies 1,995 2,260 2,360 2,832 41 .00. 7680. 00 Uniforms 6,816 14,009 9,980 11,976 41 .00. 7700. 00 First Aid Supplies/Pers Prot Equipment 2,300 2,950 3,410 4,092



SUGAR CREEK GOLF COURSE

Mission To grow the game of golf at Sugar Creek by offering opportunities for all ages, genders, and skill levels, to play golf and participate in various programs. To provide outstanding customer service and offer professional expertise toward developing distinctive industry-leading golf programming. To provide an excellent banquet facility, offering first-class service with competitive, affordable pricing. Overall, enhance the facility and image to continually raise profitability while remaining competitive in the marketplace.

Description

To oversee all golf course, maintenance, driving range and banquet operations; to develop programs and corresponding pricing strategies to remain competitive in the marketplace; and to maintain financial profitability by monitoring revenues and expenses working within budgetary guidelines.

Funding Sources All Sugar Creek Golf Course Division expenses are funded by the user and budgeted in the Sugar Creek Golf Course Fund. No tax dollars are used in the operational and capital expenses of this area. All operations are required to return a profit.


Strategic Priority One: Maintain Current Facilities • Negotiated two-year lease payment to purchase new state-of-the-art greens mower for optimum grooming.

• Built and installed new water cooler shed on golf course.

• Created cart path and added drainage around clubhouse.

• Decorated and painted clubhouse interior and added signage for rates and policies. • Repaired several on-going problems with pumps and irrigation control system on golf course.

• Reconditioned golf course after severe flooding in September, which forced closure of the course for four days. Rebuilt bunkers, pumped water off various locations of the course and replaced two damaged irrigation control boxes (mostly covered by PDRMA).



Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Booked 1,860 tee times on-line as of September 25, 2008 versus 532 on-line reservations during the same time period in 2007.

• More than tripled the number of internet customers booking on-line with 440 as of August 31, 2008 as compared to 133 during the same time period in 2007.

• Utilized web site to secure over 175 on-line waivers for instruction program registrations.

• Utilized web site to create a link through the national “Play Golf America” site and registered 150 program participants via the site.

Strategic Priority Four: Ensure Organizational Health • Increased overall instruction revenue by $17,600, an 80% increase over 2007 and $11,000 higher than budgeted, including increasing Jr.

Golf Instruction to almost $21,000, an increase of $12,700 over 2007 and more than doubled revenue from all other class instruction to $15,400 in 2008 as compared to $7,300 in 2007.

• Increased average dollar earned per golfer (greens fees, carts, club rentals) to $15.32 as compared to $14.66 in 2007 (as of September 23, 2008).

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Hosted golf outings for People for Elmhurst Parks, York Township Republicans, Willowbrook High School Athletic Boosters, local

churches, Villa Park and Elmhurst Police departments, Villa Park Chamber, Villa Park Rotary and Kiwanis Night Golf.

• Home golf course for both Willowbrook and York High School golf teams as well as hosted tournaments for Oak Park River Forest High School, Maine East High School, and Lockport High School.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices • Initiated e-mail-marketing campaign promoting monthly golf specials generating 1,000 rounds of golf and about $7,500 in revenue.

Specials included: free round of golf on your birthday; purchase 10-round pass, receive a $20 Gas Card; weekday, midday greens fee specials including 2-for-1, and $10 greens fees to increase course utilization during typical slow periods during the mid-day; Monday evening couples “Nine, Wine and Dine” events in August (eighteen couples for three weeks); and five “Anytime Rounds” with cart for $80 in September and October.



• Update driving range through purchase of new mats, targets and yardage signs.

• Update banquet room and front grill room with purchase of flat screen televisions.

• Utilize state-of-the-art mowing and grooming equipment for greens and grounds maintenance.

• Begin landscape design and implementation for driving range fence area.

Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space • Develop proactive search for new golf outing and banquet leads to increase special events.

• Continue to offer successful instruction programming while assessing needs/demand for developing new programs.

Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community • Utilize Web site to conduct periodic customer surveys regarding specific facility services and programs.

Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices

• Conduct on-going research within the golf industry to measure competition and gain insight regarding current trends, promotions and general overall operating practices.


Economic Conditions: As rounds remain flat industry-wide and for Sugar Creek (national average for 2007 – 33,500, Sugar Creek – 41,000), staff will continue to push the envelope with aggressive and pro-active e-marketing campaigns. Sugar Creek anticipates growing rounds to 43,000 in 2009, which will lead to projected revenue increases.



2009 Expenditure Increases/Decreases by Object Wages – Full- and part-time wages are increasing $20,000 due to 2009 merit increases along with a $5,000 increase for additional staffing due to projected instructional program growth. Supplies – Supplies are increasing $10,800 primarily due to price increases in fertilizer ($4,000) and gasoline ($6,500).


Expenditures by Object: Sugar Creek Golf Course



Wages 375,628 380,554 400,248 19,694 5.2%Contractual Services 174,049 182,717 187,133 4,416 2.4%Repairs 3,853 7,500 7,500 0 0.0%Supplies 349,298 194,138 204,985 10,847 5.6%

Total 902,828 764,909 799,866 34,957 4.6%

Sugar Creek Golf Course Expenditures

720,000740,000760,000780,000800,000820,000840,000860,000880,000900,000920,000


2007 2008 2009

Enterprise Services-Sugar Creek Golf Course Percent of Expenditures by Object

Supplies26%

Repairs1%


23%

Wages50%


Elmhurst Park District Enterprise Services: Sugar Creek Golf Course For Budget Year 2009 2007 2008 2009 Proposed 2009 Proposed


80 .00. 4001. 00 Full-Time Employees Salary & Wages 188,299 188,137 199,006 238,807 80 .00. 4240. 00 Operations Staff Wages 67,224 70,000 73,296 87,955 80 .00. 4280. 00 Program Staff Wages 116,341 109,968 119,804 143,765 80 .00. 4280. 18 Golf Course Services 3,764 12,449 8,142 9,770


80 .00. 5320. 00 Occupational Health 863 920 920 1,104 80 .00. 5020. 00 Health Care Expenses 22,902 29,393 28,997 34,796 80 .00. 5040. 00 IMRF Expense 22,746 25,434 27,675 33,210 80 .00. 5060. 00 FICA Expense 27,987 29,112 30,619 36,743 80 .00. 5102. 00 Consulting Services 0 500 500 600 80 .00. 5141. 01 Internet connectivity 725 0 0 0 80 .00. 5190. 00 Bad Debt Expense 75 75 0 0 80 .00. 5300. 00 Dues 1,175 935 1,180 1,416 80 .00. 5340. 00 Continuing Education 25 1,000 1,000 1,200 80 .00. 5380. 00 Travel 1,051 1,000 1,000 1,200 80 .00. 5500. 00 Ads & Notices 1,628 7,500 5,000 6,000 80 .00. 5520. 00 Licenses & Permits 1,075 1,000 1,000 1,200 80 .00. 5540. 00 Postage & Shipping 145 500 500 600 80 .00. 5560. 00 Printing 717 1,400 500 600 80 .00. 5580. 00 Equipment Rental 30,056 21,100 21,850 26,220 80 .00. 5580. 18 Golf Course Services 5,172 7,000 7,000 8,400 80 .00. 5601. 00 Telephone 5,273 5,375 6,334 7,601 80 .00. 5602. 00 Nextel Phones & Service 0 0 0 0 80 .00. 5650. 00 Alarm Expenses 900 288 288 346 80 .00. 5720. 00 Electricity 24,339 21,408 22,000 26,400 80 .00. 5740. 00 Natural Gas 9,833 10,915 12,500 15,000 80 .00. 5760. 00 Water & Sewer 6,021 4,702 5,300 6,360 80 .00. 5780. 00 Cable TV 7 960 960 1,152 80 .00. 5881. 00 Computer & Hardware Services 0 700 700 840 80 .00. 5883. 00 Contract Services 10,977 9,250 9,060 10,872 80 .00. 5900. 00 Public Relations 0 1,500 1,500 1,800 80 .00. 5960. 00 Employee Relations 357 750 750 900



80 .00. 6020. 00 Building Repairs 3,417 4,000 4,000 4,800 80 .00. 6060. 00 Plumbing System Repairs 21 3,000 3,000 3,600 80 .00. 6200. 00 Vehicle Repairs 415 500 500 600 80 .00. 6340. 00 Equipment Repairs 0 0 0 0


80 .00. 7001. 00 Office Supplies 1,335 1,000 1,000 1,200 80 .00. 7020. 00 Equipment & Furniture 4,798 500 500 600 80 .00. 7030. 00 Computer Supplies 0 0 0 0 80 .00. 7040. 00 Custodial Supplies 1,317 1,000 1,000 1,200 80 .00. 7070. 00 Grounds Supplies 33,480 27,685 32,607 39,128 80 .00. 7090. 00 Building Supplies 4,567 5,650 5,650 6,780 80 .00. 7140. 00 Vehicle Parts 24,374 18,160 24,725 29,670 80 .00. 7520. 00 Chemicals 17,198 16,463 18,413 22,096 80 .00. 7600. 00 Program Supplies 9,755 7,000 7,000 8,400 80 .00. 7600. 18 Golf Course Services 12,605 8,000 8,000 9,600 80 .00. 7620. 18 Resale Merchandise 237,260 105,120 102,530 123,036 80 .00. 7680. 00 Uniforms 2,438 3,060 3,060 3,672 80 .00. 7700. 00 First Aid Supplies/Pers Prot Equipment 171 500 500 600



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