2017 Budget - pdop.orgJan 24, 2017 · 2017 Budget Park District of Oak Park 218 Madison Street Oak...

2017 Budget

Park District of Oak Park218 Madison StreetOak Park, IL 60302

(708) 725.2000www.pdop.org

In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities.

PARK DISTRICT OF OAK PARK Annual Budget

January 1st 2017 – December 31st 2017

BOARD OF PARK COMMISSONERS Paul Aeschleman, President

Victor Guarino, Vice President David Wick, Treasurer Sandy Lentz, Secretary

Kassie Porreca, Commissioner

Leadership Team Jan Arnold, Executive Director

Kyle Cratty, Director of Finance Maureen McCarthy, Superintendent of Recreation

Chris Lindgren, Superintendent of Buildings and Grounds Bill Hamilton, Superintendent of Revenue Facilities

Diane Stanke, Director of Communications and Marketing Paula Bickel, Director of Human Resource

Budget Editor

Mitch Bowlin, Finance Manager

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities

Table of Contents

History of the Park District of Oak Park ............................................................................................................................................... 1 Budget Letter ............................................................................................................................................................................................. 3 Revenues .................................................................................................................................................................................................. 13

Taxes..................................................................................................................................................................................................... 15 Fees and Charges ................................................................................................................................................................................ 17 Integovernmental Revenue ................................................................................................................................................................ 19 Rental Income...................................................................................................................................................................................... 21 Miscellaneous Revenue ....................................................................................................................................................................... 23 Sponsorship and Donations ................................................................................................................................................................ 25 Other Financing Sources .................................................................................................................................................................... 27 Program Revenues .............................................................................................................................................................................. 29

Expenses ................................................................................................................................................................................................... 31 Payroll .................................................................................................................................................................................................. 33 Contractual Services ........................................................................................................................................................................... 35 Materials and Supplies ....................................................................................................................................................................... 37 Benefits ................................................................................................................................................................................................. 39 Miscellaneous Expense ....................................................................................................................................................................... 41 Debt Service Expense .......................................................................................................................................................................... 43 Utilities ................................................................................................................................................................................................. 45 Other Financing Uses ......................................................................................................................................................................... 47 Capital Improvements ........................................................................................................................................................................ 49

Corporate Fund ....................................................................................................................................................................................... 52 General Fund Administration ........................................................................................................................................................... 55 Conservatory ....................................................................................................................................................................................... 58 Buildings and Grounds ....................................................................................................................................................................... 61

IMRF Fund .............................................................................................................................................................................................. 64 Liability Fund .......................................................................................................................................................................................... 67 Audit Fund ............................................................................................................................................................................................... 70 Recreation Fund ...................................................................................................................................................................................... 73

Recreation Administration ................................................................................................................................................................. 76 Communications & Marketing .......................................................................................................................................................... 79 Customer Service ................................................................................................................................................................................ 82


Facilities ............................................................................................................................................................................................... 85 Sports and Fitness ............................................................................................................................................................................... 88 General Recreation ............................................................................................................................................................................. 91

Museum Fund.......................................................................................................................................................................................... 94 Special Recreation Fund......................................................................................................................................................................... 97 Revenue Facilities Fund ....................................................................................................................................................................... 100

Revenue Facilities Admin ................................................................................................................................................................. 103 Aquatics ............................................................................................................................................................................................. 106 Ice Arena ............................................................................................................................................................................................ 109 Dog Parks ........................................................................................................................................................................................... 112 Gymnastics......................................................................................................................................................................................... 115 Revenue Facilities Maintenance ...................................................................................................................................................... 118 Concessions ........................................................................................................................................................................................ 121

Health Insurance Fund ......................................................................................................................................................................... 124 Capital Projects Fund ........................................................................................................................................................................... 127 Cheney Mansion Fund.......................................................................................................................................................................... 131 Budget to Budget Comparisson ........................................................................................................................................................... 134 Overview and Financial Policies .......................................................................................................................................................... 140

Fund Balance Policy ......................................................................................................................................................................... 140 Investment Policy .............................................................................................................................................................................. 143 Debt Management Policy ................................................................................................................................................................. 150 Revenue Policy .................................................................................................................................................................................. 152 Procurement Policy ........................................................................................................................................................................... 154 Fixed Asset Policy ............................................................................................................................................................................. 156

2017 Budget Timeline ........................................................................................................................................................................... 160 Organizational Chart ........................................................................................................................................................................... 163 Grant Index ........................................................................................................................................................................................... 164 CIP Projects ........................................................................................................................................................................................... 165 Glossary ................................................................................................................................................................................................. 166 2017 Budget and Appropriation Ordinance ....................................................................................................................................... 172

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities.

History of the Park District of Oak Park The Park District of Oak Park has had a long and proud history of acquiring and developing green space and offering recreation opportunities for the residents of Oak Park. Established in 1912, the 5 elected commissioners who made up the first Park Board purchased the land now known as Scoville Park for $135,637. This park, designed by Jens Jensen, an internationally renowned landscape artist, remains the “Village Green” today having been placed on the National Register of Historic Places by the United States Department of the Interior on November 21, 2002. It is the site of the World War I monument unveiled on November 11, 1925 in the presence of General C.G. Dawes, Vice-President of the United States.

Most of the land now owned by the Park District of Oak Park was purchased during the first two decades of the Park District’s existence. The main use of this property was for passive recreational activities. A conservatory was erected in 1929 supplying flowers for the community flower beds as well as hosting seasonal flower shows, which are still held today. The Oak Park Conservatory was placed on the National Register of Historic Places by the United States Department of the Interior on March 8, 2005.

In 1918 a “Small Parks Commission” was appointed by the Village Board to ensure that Oak Park children had a place to “enjoy and practice organized outdoor sports.” They became the Oak Park Playground Board in 1920 and began to levy a tax in 1921 to “equip, conduct and maintain playgrounds.” This Board went on to purchase land for playgrounds and eventually built neighborhood centers, named after prominent children’s authors, where organized recreation programs were provided. At the National Recreation Congress in October 1926, Oak Park won national recognition for programs such as the “Boys’ Playground Band”, a “Shelter House Design Contest” won by Oak Parker John S. Van Bergen, “Murals Contest”, “Junior Art Museum”, “Library on Wheels”, as well as playground landscaping and beautification. Mr. Van Bergen designed many of the neighborhood recreation centers built by the Playground Commission.

In 1939 the Park District bought the property now known as Mills Park from the Herbert Mills Family. Historic Pleasant Home, designated a historic landmark in 1972, is located on this property. In 1947 the Henry W. Austin Family donated Austin Gardens to the Park District. Sometimes referred to as “the secret garden” this beautiful park has been home to Festival Theatre since 1975, the Midwest's oldest professional theatre devoted to outdoor performances of the classics. Cheney House (now known as Cheney Mansion) was presented as gift to the Park District in 1975 although it remained the private residence of Elizabeth Cheney until her death in 1985. Cheney Mansion was designed by Charles E. White, Jr. in 1913 and boasts many handsome reception rooms, six bedrooms, seven bathrooms, and separate servants’ quarters. The two acres of beautifully-landscaped grounds also include a coach house and greenhouse.

1

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities.

For many years the Park District and Village Playground Commission operated side by side in serving the recreation needs of Oak Park residents when, in 1980, a new intergovernmental agreement merged the Recreation Department with the Park District. In 1990 the Park District became the sole provider of government-sponsored parks and recreation in Oak Park. At that time the Park District assumed the operation and maintenance of the Village-owned recreation centers. The voters of Oak Park successfully passed a referendum in April 2005 providing much needed funding to “Renew Our Parks,” and provide clear stewardship of the parks and recreation service for the residents of the Village. In 2006, the Village transferred the titles of five of the seven recreation centers to the Park District and a 99 year use lease for the two remaining centers has been established due to underground water reservoirs located on these properties. Master plans have been completed for all of the parks, and major renovation projects have been completed or are in progress.

2

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Park District of Oak Park Mission: To enrich our community by providing meaningful experiences through programs, parks, and facilities.

December 2016 Honorable Commissioners Park District of Oak Park We are pleased to submit to you a copy of the 2017 Budget. This document provides a detailed outline for the allocation of financial resources staff will use to implement the Board’s strategic initiatives. This budget will be used as a resource in partnership with the community to provide quality parks and recreation experiences for the community of Oak Park. Customer and Community Focused Community input was influential in forming the Master Plans of all of the District’s parks. These plans identified future park renewal, meeting the recreational needs of our community. Programs and services offered should be memorable experiences creating customer loyalty. Surveys are conducted during and after programs to receive customer input. Financial Strength Because of sound financial policies, the District is able to budget for growth in programs and services at a time when many other governments are cutting back on services. Strong fund balances have assisted the District in providing consistent and quality services in a difficult economy. One way the District strives to remain financially strong is by seeking out partnerships in the community, which allows the District to share the financial burden of projects as well as fulfill part of its overall mission. Moody’s Investment Service assigned the Park District a debt rating of Aa2. This rating reflects the solid financial operations with revenue raising flexibility and strong reserves.

Organizational Excellence The District is committed to improving the use of technology to meet the needs of the customer as well as reach new participants. Innovative approaches to providing programs and services are ongoing. Staffing deployment is continually examined to provide the most effective and efficient service. Quality Infrastructure Management The 2017 budget includes the second year of the district bringing all landscaping and mowing of district facilities in house. An intergovernmental agreement with Elementary School District 97 will see the district manage with maintenance of the school district’s athletic fields with reimbursement from District 97. The five-year Capital Improvement Plan is set to be updated on an annual basis with the intent to keep abreast prioritizing Master Plan improvements on a real time basis as the community’s focus and needs change. Projects included in the 2016 budget are improvements at Austin Gardens, Maple Park, Rehm Pool, The Oak Park Conservatory, and Longfellow Park and Center.

3


Staff Excellence The District seeks to attract high-quality, motivated, creative employees when there is a staff vacancy. The District also strives to educate and develop current employees in order to have qualified internal candidates for succession planning. The 2017 budget includes approximately $70,000 in additional funds for staff training and development. Budget Process and Controls The Board of Commissioners strategic initiatives and budget proposals were conceptually outlined at a retreat prior to staff developing the budget. The working draft of the budget is presented to the Board at two budget working meetings. Taking the direction of the Board from these meetings staff compiles the budget, which then is made available to the public as the draft Budget and Appropriation Ordinance. Statutorily the District must adopt a Budget and Appropriations Ordinance, but prior to adoption must make this available to the public at least thirty days prior to the Board’s approval. Furthermore a public hearing is required prior to the Board’s approval. In practice this budget document is used by staff to implement the Board’s policies and the District’s mission, vision and values, while the Budget and Appropriations Ordinance is a legal document filed with the County Clerk. All appropriated amounts lapse at the end of the fiscal year. The level of budgetary control (the level at which expenditures cannot legally exceed the appropriated amount) is established at the fund level. Spending and management control is exercised at line item level. The objective of these budgetary controls is to ensure compliance with legal provisions, and managements control with carrying out the Board’s strategic objectives, and the District’s mission, vision and values. The budgetary control process includes verification of appropriation amounts before expenditures are incurred (procurement policy) with a monthly review of all account totals. Variances between expenditures and appropriations are identified for appropriate corrective measures. The District maintains a procurement policy for the authorization of all expenditures (for more information on District’s Financial Policies please see the Appendix). Ultimately, all expenditures are reviewed and approved by the Board of Commissioners. The Board can approve transfers between funds after the first six months of the fiscal year. The Board needs a two-thirds vote to effectuate such a transfer. Transfers cannot exceed 10% in the aggregate of the total amount appropriated for the fund. Budgetary History The current budget process began with the approval of the 2005 referendum. The 2002 Infrastructure Committee Report and the 2004 Comprehensive Master Plan provided the impetus to make a change to the current tax structure. The referendum was developed to accomplish two goals. The first goal was to provide a funding source for repair and restoration of the Park District’s facilities and parks that had deteriorated from years of deferred maintenance due to insufficient resources. The second goal was to align the funding and operation of all publicly-owned recreation property and facilities under one governmental agency, rather than two, which had been the case (the village owned several facilities that were operated by the park district and which were located on park district land). The funding re-alignment provided the Park District with financial independence from the Village of Oak Park with the final annual

4


Village payment to the Park District of $1.7 Million being completed in 2007. Receipt of the referendum funds began in the fall of 2006 with the full impact of the increased property taxes for capital improvement being realized in 2007. In 2006, the Park District took a major step in modernizing the structure of the organization by established a centralized recreation programing and customer service departments. This was done by reorganizing the Recreation and Revenue Facilities Departments and creating specialized positions that focused on program areas rather than facility location. The reorganization centralized the supervision of programs to provide one leader for each major program area. Prior to this reorganization, the District had as many as seven employees supervising the same program based on its location. The new structure was developed to reduce duplication and improve customer service. In 2012 the Park District fine-tuned the 2006 reorganization by creating a Superintendent of Revenue Facilities position, eliminating an Assistant Superintendent of Recreation position, and aligning recreation programs into two areas, General Recreation and Sports and Fitness; each overseen by a Recreation Manager. With the construction of a new Gymnastics and Recreation Center, as well as the rebuilding of Ridgeland Common, opportunities arouse to streamline the provision of services to the District’s users. In December 2016, the Board updated their strategic initiatives. The Board’s updated strategic initiatives are: 1) customer and community focused, 2) financial strength, 3) quality infrastructure management, 4) organizational excellence, and 5) staff excellence. The District’s mission, vision and values policy statement was initially developed in 2004. In 2016 these were updated in conjunction with developing a three year strategic plan and the updated strategic initiatives.

2017 BUDGET HIGHLIGHTS Overview The financial condition of the Park District of Oak Park continues to improve. 2016 year-end estimates of the District’s funds indicate stable balances well within the District’s Fund Balance Policy. The district’s non-tax revenue has grown by $1.33 million since 2014 which is an increase of 19.6%. The 2017 budget does not show this level of growth as factors such as space restrictions and limited new facility openings. The estimated growth in non-tax revenue is budgeted at 4.7%. The estimated fund balances for each fund in 2016 is above 25% for all funds excluding Cheney Mansion, Special Recreation Fund, IMRF Fund, and Audit Fund Significant items included in the 2017 Budget are:

• Numerous capital projects including improvements to Euclid Park, the Oak Park Conservatory, Fox Center, and Field Park. • Continued emphasis on staff development through a dedicated E-learning platform.

5


• Technology backbone improvements to routers and switches, cameras, and hard drive space • Continued implementation of the district’s strategic plan includes items such as Dinnovations, a secret shopper program, and

implementation of the district’s technology plan. • Addition of an afterschool location at the Austin Garden Environmental Education Center • Refocus of senior programming to ensure we are providing the programs that demographic wants • Continued strong performance of our Revenue Facilities programs including pool, rink, and gymnastics

Cost Savings and Management Efficiencies The Park District strives to maintain the most efficient and effective use of resources provided by tax payers and users of the District’s facilities and services. Grants are sought after. Cooperative purchasing is practiced. Examples of management efficiencies that have resulted in over $100,000 in annual savings are:

Participating in the Park District Risk Management Association, a cost sharing insurance pool of over 160 park districts,

for liability and health insurance Cash flow modeling that allows the District to earn higher rates of interest income Purchasing natural gas and electricity through a broker for our larger facilities, as cost savings over the NICOR and ComEd

market pricing Using a credit card processor which keeps costs of processing below 1.8% of the transactions; this in light of having over

70% of program transactions processed via the internet with credit cards Use of procurement cards instead of checks with an annual rebate of approximately $15,000. Shifting from antiquated connectivity options to faster cheaper options In-sourcing many recreation programs to provide a better level of service at a lower cost Bringing landscape and park maintenance in house Green initiatives, i.e. electronically saving required files and reports, improved utilities (lighting and boilers), and

leveraging software to improve efficiency (work orders, surveys, and electronic payroll) Property Taxes The District levies an annual property tax to support its parks, recreation, and facilities. Fifty-two percent of the District operations are funded with property taxes. Annually the Board must approve a property tax levy ordinance and file it with the County no later than the last Tuesday in December. The December tax levy ordinance provides funds for the next year’s operations (ordinance approved in November 2016 funds the 2017 Budget). The Property Tax Extension Lamination Law (PTELL) limits the dollar amount of the tax levy increase to an amount equal to the consumer price index (CPI) or 5%, whichever is less. The 2016 tax year levy PTELL limit 0.7%. This will equal an approximate $2.58 increase for each $100,000 of assessed value.

6


The mechanics behind levying property taxes based on PTELL can be confusing because at the time the District is approving its levy, the equalized assessed value (EAV) of the District is not known. This requires the dollar amount of the property tax levy be estimated above the CPI amount to allow the District to be assured the minimum amount of the tax levy is extended and collected by the County. The County Clerk adjusts the dollar amount levied by the district once the EAV has been determined. There are seven lines or levies comprising the total tax levy. Four of the seven levies have statutory rate limits, while three do not. The following shows the tax levy lines, 2014 extended rates and dollar amounts per levy line.

2015 Extended 2016 2016 Levy toPTELL capped levies Levy Rate Max Rate Levy 2015 Extension

Corporate $4,414,332 0.3308 0.3500 $3,800,000 ($614,332)

Recreation $3,313,418 0.2483 0.3700 $4,032,294 $718,876for CIP (bonds) $2,458,235 $2,000,194

for CIP $855,183 $958,335

IMRF $354,961 0.0266 n/a $465,000 $110,039Audit $17,347 0.0013 0.0050 $20,000 $2,653Liability Insurance $258,881 0.0194 n/a $305,000 $46,119Museum $100,083 0.0075 0.0700 $50,000 ($50,083)

Total capped levies $8,459,022 0.634 $8,672,294 $213,2722.52%

PTELL non-capped leviesSpecial Recreation $531,480 0.0398 0.0400 $516,000 ($15,480)Bonds & Interest $0 0.0000 n/a $0 $0Total non-capped levies $531,480 $516,000 ($15,480)

Total Levy $8,990,502 0.674 $9,188,293 $197,7912.20%% Change

% Change

Park District of Oak ParkProposed 2016 Tax Levy

7


Fund Balance The District’s Fund Balance Policy sets a targeted balance level of 25% for operating funds. The practices of the District when budgeting is to have the budgeted year’s ending fund balance meet the policy. In other words, the 2017 ending fund balance for each fund must be at or above the Fund Balance Policy’s percentage minimum. Furthermore, each fund’s balance is projected two ensuing fiscal year as a “gut” check to see if the fiscal policies implemented with the current budget continue to keep the District fiscally sound. If an operating fund (Corporate, Recreation, Revenue Facilities) has met the targeted goal for fund balance retention, any revenue generated in excess of annual expenses can be transferred to the Capital Project Fund as a means to accelerate park improvements, or to address unforeseen conditions when the CIP was developed. District funds that require a minimum 25% fund balance to expenditures are the Corporate, Recreation, Audit, IMRF, Liability, Health Insurance, Cheney Mansion, Special Recreation and Revenue Facilities. The Museum Fund is a hybrid operating and capital fund, and its fund balance minimum has been established as a 75% to expenditure ratio. The Capital Projects Fund does not have a minimum fund balance requirement, other than that each year when adopting the budget the ending fund balance cannot be negative. As of the end of 2015, the District had an operating fund balance of $5,971,011. The 2016 year end fund balance is estimated to increase to $6,281,591 as the district continues to have strong performance from its revenue generating areas in the Recreation and Revenue Facilities Fund.

Audited Audited Audited Estimated ProjectedFund Balance Fund Balance Fund Balance 2016 Fund 2017 Fund

FUND 12/31/2013 12/31/2014 12/31/2015 % AMT VARIANCE Balances BalancesCORPORATE FUND 2,118,458 2,191,944 1,848,824 25% 1,187,410 556,642 1,744,052 1,354,028 IMRF FUND 176,434 143,282 109,532 25% 105,000 (23,943) 81,057 107,457 LIABILITY FUND 52,892 84,709 98,640 25% 68,479 14,185 82,664 76,504 AUDIT FUND 6,021 3,344 5,001 25% 4,875 (1,624) 3,251 4,951 RECREATION FUND 1,764,325 2,327,751 2,656,590 25% 1,625,162 935,594 2,560,755 2,700,048 MUSEUM FUND 186,819 163,523 198,852 75% 21,207 195,260 216,467 172,152 SPECIAL RECREATION FUND 126,198 99,538 56,387 25% 121,140 (33,314) 87,826 101,258 REVENUE FACILITIES FUND 308,559 610,011 1,033,871 25% 761,672 725,939 1,487,611 1,583,472 CHENEY FUND (133,478) (80,116) (36,686) 25% 36,733 (18,825) 17,908 54,769 TOTAL OPERATING 4,606,228 5,213,474 5,971,011 3,016,793 2,954,218 6,281,591 6,154,639 HEALTH INSURANCE FUND 104,635 208,705 313,932 25% 216,243 134,230 350,473 241,012 CAPITAL PROJECT FUND 13,801,616 4,603,110 1,840,820 0% - 812,654 812,654 1,060,989 TOTAL 18,512,478 10,025,290 8,125,763 3,233,036 3,901,103 7,444,718 7,456,640

RecommendedFund Balance

8


Bonds & Interest The District issued three $9.995 million bond in 2011, 2012 and 2013. These bond issues were done to pay for rebuilding Ridgeland Common, the Gymnastics and Recreation Center, as well as to improve the Building and Grounds and Administrative facility. The District’s 2011 bond issue was structured to include bonds with the longest maturities in order to lock in rates that were at historic lows. This approach protected the District significantly from the risk of rising interest rates. The 2012 issue sold bonds that had intermediate maturities, and the 2013 bonds have the shortest maturities. This structure also took advantage of the Bank Qualified IRS provision, which that allows banks to purchase the District’s bonds under more favorable tax terms if an issue’s aggregate bonds are less than $10 million; perhaps resulting in lower interest rates for the District. The district does not anticipate issuing any bonds in 2017 for capital projects. Capital Maintenance 2017 will see the completion of the park Master Planning process. The proposed 2017 capital budget includes appropriations to complete master plan improvements to various sites. Capital improvements continue to be processed and implemented throughout the District, as highlighted below: • Master Plan Improvements at Euclid Square Park • Heat piping improvements at the Oak Park Conservatory • Basewall improvements at Fox Center • Facility • improvements at Longfellow and Stevenson in accordance with the facility improvement study completed in 2016 • Installation of a Cistern at Field Park • Expansion of the Fen at Taylor Park

Staffing During 2013, the District updated the Salary and Wage program to ensure the district is paying within the 50th percentile of like positions at comparable park districts. All of the district’s positions fell within the 50th percentile showing the district is paying employee’s market wages. For 2017, the district will review compensation for full-time and key part-time staff. During the budget process annually, the board will approve a wage increase pool that is to be divided based on the performance of staff. In 2017, the wage increase pool was set at 3.1%. A non-union employee will be eligible to receive an increase ranging between 0% and 6% based on overall performance. Union employees will be eligible for an increase ranging from 2.5% to 4.5% based on performance.

9


The following chart shows a five year summary of the number of full-time employees by service area.

2013 2014 2015 2016 2017Administration 9 9 10 10 10

Communications 2 2 2 2 2Conservatory 3 3 3 3 3

Buildings & Grounds 13 14 14 14 14Cheney 1 1 1 1 1

Recreation 7 7 8 9 9Customer Service 4 4 3 3 3

Pools/Ice Arena 6 5 6 6 6Gymnastics 5 5 4 5 6

Total 50 50 51 53 54

The programs and services offered by the District can require many people doing the same job at the same time or require people with specialized skills for short periods of time. To meet these needs the District relies on approximately 450 part-time staff throughout the year to provide the recreation programs and services offered. Health Insurance Beginning in 2012 the District utilized the PDRMA health insurance program, rather than the Village of Oak Park’s plan. The 2017 budget is the fifth year for the Health Insurance Fund. This fund was established to provide additional fund balance stabilization. PDRMA premiums will be paid from this fund, and each service area will pay into the fund. These costs are budgeted at an 8% increase, which will establish a fund balance for the new fund. Employees pay 15% of the total health insurance cost (medical, dental, and vision). Employees may also opt out of the District’s health insurance program, and in doing so receive a FSA reimbursement dependent on the amount of contribution the employee makes as a match. Pensions All full-time and part-time employees, whose positions are deemed to be scheduled for more than 1,000 hours annually, are required to be members of the Illinois Municipal Retirement Fund (IMRF). The District is required to contribute a percentage of the employee’s salary (see below), while the employee is required to contribute 4.5% of their salary.

2013 2014 2015 2016 201710.73% 10.98% 10.05% 9.62% 9.02%

10


The District levies a property tax for IMRF purposes. Additionally, the District must pay Social Security (6.2%) and Medicare (1.45%) for each employee. The total pension (IMRF and FICA) for 2016 is projected to be 12.79% of the total payroll. The District is continuing to take steps to mitigate the impact of wages and benefits on future budgets by reviewing job descriptions of all positions to limit the number of employees required to participate in IMRF. The below chart shows the average number of IMRF employees for each year.

2013 2014 2015 2016 201766 68 69 77 86

BUDGET SUMMARY The 2017 Budget for the operating funds is increasing by 2.88% to $16.7 million from the 2016 Budget. The Recreation Fund increase is based on the movement of the Communications and Marketing department to the Recreation Fund. The increase in the expenses for Revenue Facilities is due to the growing demand for programs

2015 2016 Estimated 2017 Budget 2018 Estimated 2019 Estimated 2020 Estimated

Revenue $19,440,336 $19,342,307 $20,018,758 $20,069,087 $20,202,905 $20,787,631Expenditures $21,670,748 $20,329,821 $20,272,772 $19,362,819 $20,274,062 $20,972,562Fund Balance ($2,230,412) ($987,514) ($254,014) $706,268 ($71,157) ($184,931)

($5,000,000)

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

2015 2016 Estimated 2017 Budget 2018 Estimated 2019 Estimated 2020 Estimated

Revenue

Expenditures

Fund Balance

11


Fund 2016 Budget 2017 Budget Percent ChangeCorporate 4,828,022$ 4,435,024$ -8.14%IMRF 420,000$ 420,000$ 0.00%Liability 250,629$ 300,460$ 19.88%Audit 15,500$ 17,500$ 12.90%Recreation 6,727,943$ 7,156,110$ 6.36%Museum 110,878$ 92,315$ -16.74%Special Recreation 489,561$ 502,568$ 2.66%Revenue Facilities 3,209,968$ 3,569,336$ 11.20%Cheney Mansion 149,014$ 175,418$ 17.72%

Total Operating Funds 16,201,514$ 16,668,731$ 2.88%

Health Insurance 945,449$ 964,040$ 1.97%Capital Projects 2,611,000$ 2,640,000$ 1.11%

Total Non-Operating 3,556,449$ 3,604,040$ 1.34%

Grand Total 19,757,963$ 20,272,771$ 2.61% CONCLUSION The pursuit of the Park District of Oak Park’s mission continues as this budget forecasts the District’s ability to provide quality and safe recreation programs, parks and facilities to our community during the 2017 Fiscal Year beginning January 1, 2017 and ending December 31, 2017. Respectfully submitted, Park District of Oak Park Staff

12

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Park District of Oak Park Mission: Inpartnershipwiththecommunity,weenrichlivesbyprovidingmeaningfulexperiencesthroughprograms,parks,andfacilities

Revenues

Revenue Type Comparison The Park District receives most of its revenue from taxes and charges for services. These two items directly support the mission of the Park District which provides quality parks and recreation opportunities for the Oak Park Community.

Taxes44.23%

Intergovernmental Rev3.08%

Rental Income3.35%

Miscellaneous Revenue1.01%

Sponsorship & Donations0.42%

Fees and Charges7.70%

Program Revenue25.66%

Other Financing Sources14.55%

13


Revenue Distribution Comparison Capital Projects receives 12.97% of all revenue due to transfers from other funds, as well as grants used to fund various infrastructure improvements. General Fund, IMRF, Liability, and Audit Fund revenues are made up of Property Tax revenues used to support the general administration of the Park District. The Recreation Fund receives revenue from Property Tax and program revenues to support the programs within this fund. The Museum Fund and Special Recreation Fund are primarily funded though Property Taxes. The Revenue Facilities Fund revenues are derived solely from fees and program revenues which completely support the programs and facility maintenance included in this fund. The Health Insurance Fund is financed though transfers made from other funds to help pay for health insurance premiums. The Cheney Mansion Fund receives a mix of rental income and program revenues.

Corporate Fund20.24%

IMRF2.23%

Liabil ity1.47%

Audit0.10%

Recreation 36.50%

Museum Fund0.24%

Special Recreation2.58%

Revenue Facil ities18.34%

Health Insurance Fund4.28%

Capital Projects12.97%

Cheney Mansion1.06%

14


Taxes

Description The District levies an annual property tax, which is limited by the Property Tax Extension Limitation Law (PTELL). PTELL limits the annual property tax change to the lesser of the consumer price index (CPI) or 5%. For the 2017 budget, the tax levy approved in November 2016 (2016 tax year levy) will fund 2017 operations. The CPI for the 2016 tax year levy is 0.7%.

2017 Property Tax Distribution

Corporate41.26%

IMRF5.05%

Liabil ity3.31%

Audit0.22%

Recreation43.78%

Museum0.54%


15


Historical Analysis

$8,200,000

$8,300,000

$8,400,000

$8,500,000

$8,600,000

$8,700,000

$8,800,000

$8,900,000

2013 2014 2015 2016 Estimated 2017 Budget


Corporate $3,801,155 $3,848,878 $3,935,677 $4,194,112 $3,648,000IMRF $320,536 $337,630 $349,665 $391,524 $446,400Liability $206,163 $280,319 $256,541 $256,439 $292,800Audit $7,755 $15,523 $18,257 $17,750 $19,200Recreation $3,575,803 $3,504,482 $3,654,322 $3,287,170 $3,871,002Museum $122,716 $75,449 $79,475 $99,443 $48,000Special Recreation $412,328 $414,619 $434,348 $516,000 $516,000Total Property Tax $8,446,455 $8,476,900 $8,728,286 $8,762,438 $8,841,402

Budget Assumptions The amount of the property tax levy is set at the amount of funds needed to meet the current operating and capital obligations while also keeping each fund in line with fund balance targets.

16


Fees and Charges Description The Park District of Oak Park charges fees for facility usage and sale of products. These fees are charged for pool passes, ice rink usage, dog park usage, field usage, tours and program participation. Employee contributions for health insurance premiums are also accounted for under fees and charges. 2017 Fees and Charge Distribution

Corporate5%

Revenue Facil ities85%

Health Insurance9%

Cheney Mansion1%

17


Historical Analysis

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000


2013 2014 2015 2016 Estimated 2017 BudgetCorporate $52,766 $64,294 $46,456 $68,250 $74,600Revenue Facilities $685,435 $1,101,354 $1,239,644 $1,288,502 $1,307,162Health Insurance $91,399 $99,235 $108,262 $113,940 $140,291Cheney Mansion $17,000 $16,375 $19,408 $17,000 $17,000Total Fees and Charges $846,599 $1,281,258 $1,413,769 $1,487,692 $1,539,053

Budget Assumptions Increases in fees and charges for 2017 were to be kept at a 3.25% increase which will help meet program expenses. In some cases, revenues were adjusted to reflect market conditions and to cover program expenses which may be anticipated to be more or less than 3.25%. The sharp increase from 2013 to 2015 was due to the reopening of Ridgeland Common Recreation Complex in the middle of 2014.

18


Intergovernmental Revenue Description Intergovernmental Revenue accounts for funds received from other governmental entities in the form of personal property replacement taxes, grants, and other one-time reimbursements for expenses. The Personal Property Replacement Tax is a corporate income tax collected statewide and then distributed to various taxing districts. It is based on a formula using the amount of corporate property tax that was lost when the replacement tax was created. All Personal Property Replacement Tax revenue is allocated to the general fund. The Park District also has a strong history of receiving grant from numerous government entities.

2017 Intergovernmental Distribution

Corporate34.96%


19


Historical Analysis

$0$200,000$400,000$600,000$800,000

$1,000,000$1,200,000$1,400,000$1,600,000$1,800,000$2,000,000



Corporate $162,954 $169,929 $195,495 $206,000 $215,000Capital Projects $1,713,267 $725,002 $5,845 $400,000 $400,000Total Intergovenmental $1,876,221 $894,931 $201,341 $606,000 $615,000

Budget Assumptions The large drop in revenue after 2013 is related to money the district received in 2013 from a PARC Grant for Scoville Park as well as a reclassification of TIF Revenue received from the Village of Oak Park in the Capital Projects Fund. The decrease starting in 2015 was due to a freeze of state grants. Grants that the District had been awarded were released for payment in 2016 and 2017, so there was a small rebound in revenue.

20


Rental Income Description The Park District receives rental income for facility usage including special events, meetings, weddings, and movie shoots. The Cheney Mansion Coach House is leased for residential purposes. 2017 Rental Income Distribution

Corporate6.53%

Recreation16.56%

Museum0.00%


Cheney Mansion27.25%

21


Historical Analysis

$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000



Corporate $42,619 $41,532 $29,450 $36,812 $43,750Recreation $75,608 $91,674 $116,337 $103,000 $111,000Museum $6,000 $6,000 $6,000 $3,000 $0Revenue Facilities $46,111 $201,097 $321,607 $314,068 $332,935Cheney Mansion $123,729 $158,874 $150,050 $172,950 $182,700Total Rental Income $294,067 $499,177 $623,444 $629,830 $670,385

Budget Assumptions The rental rates charged are to be competitive to market and must include the wages of the onsite Rental Attendant. The number of rentals is based upon current rate structure and historical usage. Rental revenue is absent from the Museum Fund because the tenant is vacating the space and the District will not be leasing it again.

22


Miscellaneous Revenue

Description Miscellaneous Revenue receives a variety of revenues including non-resident fees, vending machine revenue, procurement card rebates and interest income received on cash deposits. Interest is received from all investments including:

o Cash Bank Accounts at Community Bank of Oak Park and River Forest o Illinois Park District Liquid Asset Funds o Illinois Metropolitan Investment Trust o Brokered Certificate of Deposits and a money market account through PMA

2017 Miscellaneous Revenue Distribution

Corporate22.23%

Liabil ity0.74%

Recreation41.20%




23


Historical Analysis

$0$50,000

$100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000$500,000



Corporate $49,413 ($81,915) $46,197 $57,500 $45,000Liability $1,500 $2,975 $4,594 $1,500 $1,500Recreation $43,601 $77,835 $90,827 $83,300 $83,400Revenue Facilities $76,575 $65,523 $85,075 $68,193 $72,529Health Insurance Fund $42,103 $16,006 $0 $0 $0Capital Projects $251,827 $51,253 $11,315 $321 $0Total Miscellaneous $465,019 $131,676 $238,008 $210,814 $202,429

Budget Assumptions The Park District budgets conservatively for Miscellaneous Fees. 2013 revenues were higher than usual due to premiums received on bonds issued. The fees for vending machine revenue are budgeted based on the contract. Overall miscellaneous revenue is budgeted to stay relatively flat in 2017 because bank balances will be close to those amounts from 2016.

24


Sponsorship and Donations Description The Park District pursues a variety of sponsorships and donations to help fund its recreation programs and other special events. This is done to reduce the burden on tax payers and participants for events such as the Frank Lloyd Wright Races, Summer Concert Series, and other holiday special events.

2017 Sponsorship and Donation Distribution

Recreation

Capital Projects

Cheney Mansion

25


Historical Analysis

$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,000

$1,000,000



Corporate $40,955 $65,518 $75,792 $68,496 $12,900Recreation $4,457 $9,198 $3,463 $9,500 $70,500Capital Projects $29,000 $0 $796,670 $123,000 $25,000Cheney Mansion $0 $0 $316 $0 $0Total Sponsorship and Donations $74,412 $74,717 $876,241 $200,996 $108,400

Budget Assumptions The large increase in 2015 is due to a donation from the Friends of the Oak Park Conservatory for the East Garden project.

26


Other Financing Sources

Description The Park District uses this budget area to include debt service proceeds, capital transfers, operating transfers, transfers for debt service payments, and transfers to the Health Insurance Fund. The district sold $10 million in bonds in 2011, 2012 and 2013. In 2013 the district began transferring money from the Recreation Fund to the Capital Projects Fund and less from the Corporate Fund due to the District coming close to the Corporate Fund rate limit. Historically, the district has transferred money from the Corporate Fund, Recreation Fund, and Revenue Facilities Fund to the Capital Projects Fund to help numerous projects. In 2013 the District started transferring to the Health Insurance Fund to create the fund and work towards a 25% fund balance. 2017 Other Financing Sources Distribution

Health Insurance24.56%


Cheney Mansion0.04%

27


Historical Analysis

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000


2013 2014 2015 2016 Estimated 2017 BudgetHealth Insurance $594,841 $689,703 $745,744 $787,570 $714,288Capital Projects $11,653,444 $1,164,716 $1,996,688 $1,880,183 $2,193,335Cheney Mansion $2,773 $4,538 $5,521 $1,254 $1,254Total Other Financing Sources $12,251,058 $1,858,957 $2,747,953 $2,669,007 $2,908,877

Budget Assumptions The large decrease from 2013 is due to the District not selling bonds in 2014. The increase from 2014 to 2015 is due to increased program revenues allowing for higher fund balance transfers to the Capital Projects Fund. 2016 transfers are slightly reduced due to increases in operating costs (such as benefits and utilities) out-pacing CPI increases for tax revenues. The District was able to increase transfers in 2017 due to growing revenues leading to higher fund balances available for transfers.

28


Program Revenues

Description Program revenues are fees paid from residents and non-residents to take part in programs that Park District puts on yearly. Program revenues are received in the Corporate, Recreation, Revenue Facilities, and Cheney Mansion Fund. Most of the revenues are received in the Recreation and Revenue Facilities fund. Programs are expected to minimally cover its cost but may also help cover overheard and capital costs for the district. 2017 Program Revenue Distribution

Corporate0.11%

Recreation61.60%


Cheney Mansion0.22%

29


Historical Analysis

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000


2013 2014 2015 2016 Estimated 2017 BudgetCorporate $24,043 $20,754 $21,585 $13,700 $5,750Recreation $2,007,035 $2,322,695 $2,733,756 $2,921,841 $3,159,501Revenue Facilities $952,775 $1,415,990 $1,845,326 $1,829,664 $1,952,571Cheney Mansion $15,519 $10,061 $10,627 $10,325 $11,325Total Program Revenue $2,999,372 $3,769,500 $4,611,295 $4,775,530 $5,129,147

Budget Assumptions The 2017 budget assumes a 3.25% increase in program revenues to cover the expected increase in direct and indirect costs. Economic factors are taken into account for programs that see increases higher or lower than 3.25%. The steady increases from 2014 through 2016 are a result of the Gymnastics and Recreation Center opening in October of 2013, Ridgeland Common Recreation Complex reopening in June of 2014. General Recreation has also had large growths in revenue from 2015 onwards due to expanded afterschool and early childhood programming, along with the new Austin Gardens Environmental Education Center opening in 2016.

30


Expenses

Expense Type Comparison The Park District spends the majority of its revenues on capital improvements and wages. These two items directly support the mission of the Park District which provides quality parks and recreation opportunities for the Oak Park Community.

Payroll31.33%

Contractual Service12.78%

Materials &Supplies3.91%

Benefits9.16%

Misc Expense2.24%

Debt Service9.87%

Util ities3.31%

Other Financing Uses14.37%


31


Expense Distribution Comparison The Capital Projects Fund is responsible for 13.02% of all District expenses. This is a decrease from previous years due to the completions of the Gymnastics Recreation Center, Ridgeland Common Recreation Complex, and John Hedges Administration renovation projects. The Recreation Fund is the largest portion of expenses because this is where the District makes its principal and interest payments on debt issued in previous years.

Corporate21.88%

IMRF2.07%

Liabil ity1.48%

Audit0.09%

Recreation35.30%

Museum0.45%





Cheney Mansion0.87%

32


Payroll Description Payroll includes wages paid to all full time and part time employees. The programs and services offered by the District can require many people doing the same job at the same time or require fewer people with specialized skills for a short period of time. To meet these needs the District relies on approximately 450 part time staff throughout the year to provide the recreation programs and services offered.

2017 Payroll Distribution

Corporate36.46%

Liabil ity0.58%

Recreation36.00%

Revenue Facil ities 25.62%

Cheney Mansion1.35%

33


Historical Analysis

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000


2013 2014 2015 2016 Estimated 2017 BudgetCorporate $1,933,000 $2,082,446 $2,235,753 $2,357,848 $2,315,349Liability $23,325 $38,328 $34,341 $33,000 $36,560Recreation $1,334,281 $1,419,104 $1,772,874 $1,946,794 $2,286,298Revenue Facilities $1,006,827 $1,357,319 $1,547,012 $1,465,388 $1,627,147Cheney Mansion $85,677 $79,237 $80,343 $82,995 $85,733Total Wages $4,383,109 $4,976,434 $5,670,323 $5,886,025 $6,351,088

Budget Assumptions Full time wage will increase 3.5% based upon the District’s salary and wage structure. This increase is dependent on a satisfactory or above on their performance review. Wages steadily increased from 2013 to 2015 due to the opening of the Gymnastics and Recreation Center, and the reopening of Ridgeland Common. Increases from 2015 to 2017 are due shifts from contractual providers to employing additional staff, and expanded program offerings at Ridgeland Commons and in the General Recreation departments.

34


Contractual Services Description The contractual service expenses include payment for all services provided to the District. 2017 Contractual Services Distribution

Corporate25.25%

Liabil ity9.34%

Audit0.68%

Recreation31.16%

Museum2.92%



35


Historical Analysis

$2,250,000

$2,300,000

$2,350,000

$2,400,000

$2,450,000

$2,500,000

$2,550,000

$2,600,000

$2,650,000



Corporate $718,785 $825,918 $756,012 $719,584 $654,291Liability $177,506 $192,498 $199,824 $220,315 $242,100Audit $14,100 $18,200 $16,600 $19,500 $17,500Recreation $660,933 $685,794 $696,361 $693,040 $807,577Museum $49,268 $83,961 $33,194 $65,800 $75,600Special Recreation $525,296 $441,279 $477,499 $484,561 $502,568Revenue Facilities $237,759 $164,342 $182,762 $239,890 $266,391Cheney Mansion $21,328 $20,551 $24,689 $25,059 $25,435Total Contractual $2,404,975 $2,432,543 $2,386,940 $2,467,748 $2,591,462

Budget Assumptions Contractual services are budgeted to increase in 2017 because increased recreation programming.

36


Materials and Supplies Description Materials and Supplies Expense include all items with an expected life of less than three years. 2017 Materials and Supplies Distribution

Corporate32.41%

Liabil ity0.98%

Recreation30.46%


Cheney Mansion2.23%

37


Historical Analysis

$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,000



Corporate $227,100 $229,824 $300,209 $206,673 $256,982Liability $20,749 $7,272 $5,085 $7,700 $7,800Recreation $145,240 $167,359 $197,774 $209,313 $241,589Revenue Facilities $156,348 $283,178 $314,619 $246,066 $268,951Cheney Mansion $17,293 $13,935 $17,182 $17,439 $17,701Total Materials and Supplies $566,730 $701,568 $834,868 $687,192 $793,022

Budget Assumptions The 2017 budgeted amounts assume an increase of the current CPI of 0.7% and program participation expectations. This budget area also includes building supplies for any necessary repairs.

38


Benefits

Description This expense covers the employer portion of all benefits including employee insurance, IMRF, and FICA. 2017 Benefits Distribution

Corporate26.12%

IMRF22.62%


39


Historical Analysis

$0$200,000$400,000$600,000$800,000

$1,000,000$1,200,000$1,400,000$1,600,000$1,800,000$2,000,000



Corporate $320,897 $363,513 $431,957 $455,000 $485,000IMRF $335,597 $370,782 $383,414 $420,000 $420,000Recreation $0 $0 $0 $0 $0Revenue Facilities $0 $0 $0 $0 $0Health Insurance $615,236 $692,767 $740,299 $855,025 $951,540Cheney Mansion $0 $0 $0 $0 $0Total Benefits $1,271,730 $1,427,062 $1,555,671 $1,730,025 $1,856,540

Budget Assumptions Health insurance rates are not projected to increase from 2016, but the District is budgeted to be fully staffed for all of 2017 and historically there have been vacancies throughout the year due to turn over. So there is a budgeted increase in overall health insurance cost. FICA and IMRF costs are budgeted to increase with salary increases.

40


Miscellaneous Expense Description The miscellaneous expense category includes many of the Park District’s additional employee benefits such as:

- Professional membership dues and subscriptions - Conference and training - Continuing education - Employee recognition

2017 Miscellaneous Expense Distribution

Corporate27.28%

Liabil ity3.08%

Recreation42.57%



Cheney Mansion0.22%

41


Historical Analysis

$0$50,000

$100,000$150,000$200,000$250,000$300,000$350,000$400,000$450,000$500,000


2013 2014 2015 2016 Estimated 2017 BudgetCorporate $134,382 $149,780 $173,837 $158,970 $123,928Liability $25,523 $13,379 $7,957 $12,900 $14,000Recreation $77,691 $77,429 $66,217 $91,719 $193,417Revenue Facilities $85,103 $105,863 $74,930 $107,237 $109,443Health Insurance Fund $8,472 $8,106 $8,478 $9,946 $12,500Cheney Mansion $638 $1,336 $984 $999 $1,014Total Miscellaneous $331,809 $355,894 $332,402 $381,771 $454,302

Budget Assumptions The 2017 budget includes a commitment to send employees to state and local conferences and various training. The District has budgeted for larger and more frequent training opportunities, leading to a substantial increase in these expense lines.

42


Debt Service Expense Description The Park District pays the principal and interest as scheduled on debt and capital leases. 2017 debt expense includes payment of bonds issued in 2011, 2012, and 2013 for Ridgeland Common, Gymnastics and Recreation Center, and 218 Madison Street. 2017 Debt Service Distribution

Recreation100.00%

43


Historical Analysis

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


2013 2014 2015 2016 Estimated 2017 BudgetRecreation $1,574,075 $2,002,844 $2,000,519 $1,997,969 $2,000,194Capital Projects $76,485 $0 $0 $0 $0Total Debt Service $1,650,560 $2,002,844 $2,000,519 $1,997,969 $2,000,194

Budget Assumptions This budget includes the principal and interest payments on the bonds issued in 2011, 2012, and 2013.

44


Utilities Description The Park District pays for electricity, heating gas, water and telephone for all of its facilities as well as a limited amount of security monitoring. 2017 Utilities Distribution

Corporate38.51%

Recreation13.23%

Museum2.19%


Cheney Mansion2.85%

45


Historical Analysis

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000



Corporate $175,211 $195,614 $155,224 $242,316 $258,510Recreation $78,984 $92,115 $92,008 $82,293 $88,825Museum $15,774 $19,871 $15,342 $17,528 $14,715Revenue Facilities $121,056 $226,501 $285,781 $294,850 $290,050Cheney Mansion $16,407 $21,428 $19,297 $18,038 $19,121Total Utilities $407,432 $555,530 $567,653 $655,025 $671,221

Budget Assumptions The Park District locks in many of our utility rates in an attempt to control rising energy costs. The steady increase in overall costs is due to the opening of the Gymnastics and Recreation Center in October 2013, and the reopened Ridgeland Complex Recreation center in June of 2014, now offering 12 months of ice programming.

46


Other Financing Uses

Description The Park District transfers money from three major funds (Corporate, Recreation, and Revenue Facilities) to three other funds (Capital Projects, Cheney Mansion, and the Health Insurance Fund). The transfers help to pay for major capital improvements, operating for community programs at Cheney Mansion, and health insurance expenses for eligible employees. 2017 Other Financing Uses Distribution

Corporate11.71%

Recreation52.81%

Revenue Facil ities 34.58%

Cheney0.91%

47


Historical Analysis

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


2013 2014 2015 2016 Estimated 2017 BudgetCorporate $551,515 $504,203 $641,152 $609,250 $340,964Recreation $1,265,127 $999,187 $1,444,114 $1,479,519 $1,538,211Revenue Facilities $481,688 $357,027 $662,687 $693,256 $1,007,354Cheney $0 $0 $0 $2,400 $26,414Total Other Financing Uses $2,298,330 $1,860,417 $2,747,953 $2,784,425 $2,912,943

Budget Assumptions There is a steady decrease in fund transfers starting in 2011 due to the additional expense of debt service payments from bonds issued in 2011, 2012, and 2013. Transfers increased in 2015 due to higher revenue generation from the Recreation and Revenue Facilities funds. They will increase slightly in 2017 due to excess fund balance available for transfers.

48


Capital Improvements

Description The capital project expense includes park and building improvements, site planning, technology improvements and vehicle replacement. 2017 Capital Improvements Distribution

Nonsite Specific1.89%

Property Acquisition

7.58%

Field Turf Replacement

3.79%

Vehicle/Equipment/Tech

3.79%

Park/Master Improvements

82.95%

49


Historical Analysis

$0$2,000,000$4,000,000$6,000,000$8,000,000

$10,000,000$12,000,000$14,000,000$16,000,000$18,000,000$20,000,000


2013 2014 2015 2016 Estimated 2017 BudgetNonsite Specific $220,000 $136,011 $51,110 $134,700 $50,000Property Acquisition $19,882 $221,374 $6,475 $200,000 $200,000Field Turf Replacement $0 $0 $0 $100,000 $100,000Vehicle/Equipment/Tech $430,102 $259,194 $170,947 $90,000 $100,000Park/Master Improvements $1,478,034 $2,723,821 $2,721,856 $3,213,442 $2,190,000Ridgeland Common $12,799,978 $7,328,085 $120,742 $0 $0Buildings and Ground/Admin $26,600 $553,452 $2,501,680 $0 $0Gymnastics and Recreation Center $3,922,433 ($82,458) $0 $0 $0Total Capital Expense $18,897,029 $11,139,479 $5,572,809 $3,738,142 $2,640,000

50


Budget Assumptions This budget assumes that all projects in the 2017-2021 capital improvement plans will progress on schedule. The large increases in 2013 and 2014 spending are due to the projects at the Gymnastics and Recreation Center, Ridgeland Common, and the Buildings and Grounds/Admin center.

51

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities.

Corporate Fund

The Corporate Fund is a governmental fund, operating on the modified accrual basis of accounting. The Corporate Fund is the main operating fund for governmental units. This is a taxing fund, which includes Administration, Conservatory, Buildings and Grounds, and other financial transactions, which are not directly attributable to any other fund. Budgeted revenues for the Corporate Fund in 2017 are $4.0 million. Taxes represent the majority of Corporate Fund revenues. The remainder of revenue for the Corporate Fund comes from investment income, conservatory programs and building rental fees and other miscellaneous income. Personal Property Replacement Taxes are estimated to decrease slightly in 2017. Budgeted expenditures for the Corporate Fund in 2017 are $4.4 million. Personnel Full time staff levels have remained stable from an agency wide perspective, but there have been interdepartmental changes. In 2014 a full time position was moved from Revenue Facilities to Buildings and Grounds. In 2015 the position was moved back to Revenue Facilities based on agency needs, but an additional full time position was added to Buildings and Grounds based on an intergovernmental agreement with school district 97. Starting in 2017, the Communications Department has been moved to the Recreation Fund to keep the Corporate Fund below its tax rate limit.

2013 2014 2015 2016 2017 Administration 9 10 10 10 10

Communications 2 2 2 2 Conservatory 3 3 3 3 3

Buildings & Grounds 13 14 14 14 14 Total 27 29 29 29 27

52


Corporate Fund con’t

Historical Analysis

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net

2017 Expense Distribution

Wages50.2%

Contractual14.2%

Materials and Supplies

5.6%

Benefits11.2%

Miscellaneous Expense

6.4%

Util ities5.1%


53


Corporate Fund con’t

Budget Detail 2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 Projected

Tax Receipts $3,935,677 $4,194,112 $3,648,000 $3,648,000 $3,648,000 $3,942,720Fees and Charges $46,456 $68,250 $74,600 $76,092 $77,614 $79,166Intergovernmental Revenue $195,495 $206,000 $215,000 $280,000 $280,000 $280,000Rent $29,450 $36,812 $43,750 $44,188 $44,629 $45,076Miscellaneous Revenue $46,197 $57,500 $45,000 $45,675 $46,360 $47,056Sponsorship & Donations $75,792 $68,496 $12,900 $13,094 $13,290 $13,489Program Revenue $21,585 $13,700 $5,750 $5,865 $5,982 $6,102Total Revenue $4,350,653 $4,644,870 $4,045,000 $4,112,913 $4,115,876 $4,413,609

Wages $2,235,753 $2,357,848 $2,315,349 $2,384,810 $2,456,354 $2,530,045Contractual $756,012 $719,584 $654,291 $664,105 $674,067 $684,178Materials and Supplies $300,209 $206,673 $256,982 $260,837 $264,749 $268,721Benefit $431,957 $455,000 $485,000 $0 $0 $0Miscellaneous Expense $173,837 $158,970 $123,928 $125,787 $127,674 $129,589Utilities $155,224 $242,316 $258,510 $271,436 $285,007 $299,258Other Financing Uses $641,152 $609,250 $340,964 $368,241 $397,701 $429,517Total Expenses $4,694,143 $4,749,641 $4,435,024 $4,075,215 $4,205,552 $4,341,306

Net ($343,490) ($104,772) ($390,024) $37,698 ($89,676) $72,302

Fund Balance $1,848,824 $1,744,052 $1,354,028 $1,391,726 $1,302,050 $1,374,352

39%37%

31%34%

31% 32%

0%5%

10%15%20%25%30%35%40%45%

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 Projected

Fund Balance

54


Corporate Fund Administration

Description Corporate Fund Administration includes the Executive Director’s Office, Business Operations, and Human Resources. Corporate Fund Administration is responsible for directing the daily operations, strategic planning, budget implementation and preparation, annual financial audit, and employee relations. Based on the results of an IMRF audit conducted in 2010, the district began to levy for and pay all employer related FICA costs out of this budget area. 2016 Assessment

• Staff contracted with Lauterbach and Amen to conduct an internal control review • A training calendar was created including internal and external opportunities for staff • An RFP is being created to update the District’s fixed asset records

2017 Goals

• Implement an expense management software to make financial operations paperless by the end of 2017 o Performance Measure: Decrease paper and toner usage in 2017 o Strategic Initiative: Organizational Excellence

• Update the District's Microsoft Suite to the newest version by the end of 2017 o Performance Measure: Installation of new software for all full time staff o Strategic Initiative: Quality Infrastructure Maintenance

• Perform a compensation study for full-time and part-time positions o Performance Measure: Both studies to be completed by October 1st, 2017 o Strategic Initiative: Staff Excellence

• Evaluate and make recommendations for technology in classrooms for both preschool and afterschool by June 1, 2017 o Performance Measure: Implement any recommended changes during the second half of 2017 o Strategic Initiative: Organizational Excellence

55


Corporate Fund Administration con’t

Historical Analysis

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages50.2%

Contractual14.2%


5.6%

Benefits11.2%


6.4%

Util ities5.1%


56


Corporate Fund Administration con’t

Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetTax Receipts $3,801,155 $3,848,878 $3,935,677 $4,194,112 $3,648,000Intergovernmental Revenue $162,954 $158,289 $151,457 $156,000 $150,000Miscellaneous Revenue $49,413 ($81,915) $23,514 $51,000 $45,000Sponsorship & Donations $0 $0 $0 $0 $0Total Revenue $4,013,522 $3,925,252 $4,110,648 $4,401,112 $3,843,000

Wages $672,359 $754,645 $787,774 $901,445 $932,502Contractual $274,338 $329,270 $269,239 $266,800 $275,800Materials and Supplies $28,419 $35,788 $35,413 $41,000 $61,700Benefits $320,897 $363,513 $431,957 $455,000 $485,000Miscellaneous Expense $53,587 $61,326 $106,970 $94,500 $93,793Utilities $21,603 $18,811 $6,403 $57,950 $58,350Other Financing Uses $315,714 $245,692 $373,150 $357,807 $163,151Total Expenses $1,686,917 $1,809,045 $2,010,906 $2,174,502 $2,070,297Net $2,326,605 $2,116,207 $2,099,742 $2,226,610 $1,772,703

57


Conservatory Description The Edwardian-style glass structure, built in 1929, houses a botanical collection of more than 3,000 plants, some of which date back to the Conservatory’s founding. Over the years the building fell into neglect. In 1970, a group of concerned citizens led a drive to preserve this unique resource. In 1986, the Friends of the Oak Park Conservatory was established with the mission to promote interest in the Oak Park Conservatory, offer educational and recreational opportunities and support projects that benefit the Oak Park Conservatory. In June of 2000, the Conservatory Center was opened to provide expanded space and facilities for educational programming, operations and public events. Starting in 2002, the park district began the process of refurbishing each showroom and production greenhouse that culminated in 2010 with the renovation of the Tropical Room. In 2004, the Oak Park Conservatory was designated an Oak Park Landmark, and was added to the National Register of Historic Places in 2005. The Conservatory staff is responsible for growing plants for monthly floral displays within the facility. They also design and install the summer plant displays throughout the park system, maintain the landscape at Cheney Mansion, oversee the maintenance of native perennials, and take care of all weeding needs throughout the District. 2016 Assessment

• Quick Sketch Garden Design & Consultation has been offered to residents as a landscape design service for Oak Park residents • The Fern room is currently being converted into a Mediterranean house

2017 Goals

• Introduce a fall mum sale at the Conservatory to diversify revenue opportunities o Performance Measure: Revenue growth o Strategic Initiative: Financial Strength

• Grow perennial and native plants in house and install into landscape beds to reduce weeding o Performance Measure: Reduced freight, material, and labor cost o Strategic Initiative: Quality Infrastructure Management

• Collaborate with supervisors and seasonal staff in the Buildings and Grounds Department for park maintenance o Performance Measure: Park Report Card scores will improve in 2017 o Strategic Initiative: Quality Infrastructure Management

58


Conservatory con’t

Historical Analysis

$(400,000)

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net


Wages49.2%

Contractual7.7%


12.3%


2.6%

Util ities15.2%


13.0%

59


Conservatory con’t

Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetFees and Charges $19,321 $13,986 $19,103 $18,250 $24,600Intergovernmetnal $0 $11,640 $0 $0 $0Rental Income $42,619 $41,532 $29,450 $36,812 $43,750Sponsorship & Donations $15,275 $12,281 $21,880 $11,936 $12,900Program Revenue $24,043 $20,754 $21,585 $13,700 $5,750Total Revenue $101,258 $100,193 $92,019 $80,698 $87,000

Wages $262,377 $244,678 $276,853 $141,903 $153,294Contractual $23,493 $23,106 $20,323 $21,964 $23,926Materials and Supplies $44,703 $48,676 $42,300 $26,475 $38,250Miscellaneous Expense $1,947 $1,407 $2,765 $4,350 $8,084Utilities $37,261 $51,515 $38,883 $42,326 $47,285Other Financing Uses $49,888 $51,905 $50,221 $34,099 $40,487Total Expenses $419,669 $421,288 $431,346 $271,117 $311,326Net ($318,412) ($321,095) ($339,327) ($190,419) ($224,326)

60


Buildings & Grounds

Description Buildings and Grounds is responsible for the upkeep and repair of all buildings and grounds owned by the park district. During the spring, summer, and fall, program seasons, this includes maintenance on athletic fields, including daily determination of field conditions and playability. During the winter, Buildings and Grounds deals with the task of keeping 6.5 miles of sidewalk usable for the residents, performing daily checks on sled hills. Building Systems include; HVAC, plumbing, electrical, drainage, roofing, lighting, roofing, in-house painting and facility custodial tasks. Grounds Systems include maintaining trees, shrubs, turf, walkways, fences, exterior lighting systems, irrigation systems, daily trash removal, and inspection cycles for all playground equipment. These responsibilities are handled via a variety of methods including full time staff, permanent part time staff, seasonal staff, multi-year contracts, job specific contracts and time and material hiring of various tradesmen. Buildings and Grounds fills a major role in the CIP program starting with the planning process, and following through with facilitation, coordination, and review of specialized contractors. 2016 Assessment

• The District purchased occupancy sensors and installed them at all of the centers to reduce energy costs • LED exterior fixtures were installed at Stevenson to reduce energy consumption • The District will provide tree clippings that have been converted into mulch in conjunction with the Village of Oak Park’s

offerings to the community • Staff has begun using Micro Main to track inventory items • Staff created a tool for a contractor to complete a building report card

2017 Goals

• Review current cleaning in facilities and create plan to improve the levels of service o Performance Measure: Improved scores on the building report card in 2017 from 2016 baseline o Strategic Initiative: Quality Infrastructure Management

• Create a Sustainability Plan that reduces waste and dumping fees o Performance Measure: Lower dumping fees in 2017 than in 2016 o Strategic Initiative: Organizational Excellence

61


Buildings and Grounds con’t

Historical Analysis

$(2,500,000)

$(2,000,000)

$(1,500,000)

$(1,000,000)

$(500,000)

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages59.9%

Contractual17.3%


7.6%


1.1%

Util ities7.4%


62


Buildings and Grounds con’t Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetFees and Charges $33,445 $50,308 $27,353 $50,000 $50,000Intergovernmental $0 $0 $44,038 $50,000 $65,000Miscellaneous Revenue $0 $0 $22,683 $6,500 $0Total Revenue $33,445 $50,308 $94,074 $106,500 $115,000

Wages $830,462 $899,196 $971,085 $1,086,000 $1,229,553Contractual $333,205 $377,144 $365,913 $334,300 $354,565Materials and Supplies $153,978 $145,360 $222,496 $139,198 $157,032Miscellaneous Expense $11,038 $9,816 $20,233 $20,320 $22,051Utilities $116,347 $125,288 $109,938 $142,040 $152,875Other Financing Uses $145,118 $163,783 $169,960 $164,789 $137,326Total Expenses $1,590,148 $1,720,586 $1,859,624 $1,886,648 $2,053,402Net ($1,556,703) ($1,670,279) ($1,765,550) ($1,780,148) ($1,938,402)

63


IMRF Fund

Description The IMRF Fund is a special revenue fund, operating on the modified accrual basis of accounting. The IMRF Fund budget accounts for the district’s (employer’s) contribution to the Illinois Municipal Retirement Fund (IMRF). All full-time, and part-time employees intended to work more than 1,000 hours annually, are required to be members of IMRF. The district contributes a percentage of the employee’s salary (see below), while the employee is required to contribute 4.5% of their salary. IMRF’s financial stability it tied to investment income, employer contributions, and member census. The district levies a property tax for IMRF purposes. Budgeted expenditures for IMRF in 2017 are $420,100. This includes an additional payment to IMRF to reduce the District’s pension liability, which will have a positive effect on future rates. 2016 Assessment

• The IMRF Fund is projected to have a 22% fund balance at the end of 2016 (down from 29% in 2016) • The District is planning to make an additional payment to IMRF in December with any available funds from the 2016 budget

to pay down its unfunded liability 2017 Goals

• Continue work on bringing the IMRF Fund’s fund balance within the 25% fund balance target o Performance Measure: Have a fund balance within 10% of the 25% fund balance target at the end of 2017 o Strategic Initiative: Financial Strength

• Continue paying down the District’s unfunded pension liability with any budget surplus o Performance Measure: Decrease the agency’s pension liability by the end of 2017 o Strategic Initiative: Financial Strength

64


IMRF Fund con’t

Historical Analysis

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Benefits100.0%

65


IMRF Fund con’t


Tax Receipts $349,665 $391,524 $446,400 $446,400 $446,400 $409,096Total Revenue $349,665 $391,524 $446,400 $446,400 $446,400 $409,096

Benefits $383,414 $420,000 $420,000 $428,400 $436,968 $445,707Total Expenses $383,414 $420,000 $420,000 $428,400 $436,968 $445,707

Net ($33,749) ($28,476) $26,400 $18,000 $9,432 ($36,611)

Fund Balance $109,533 $81,057 $107,457 $125,457 $134,889 $98,277

29%

19%

26%

29%31%

22%

0%

5%

10%

15%

20%

25%

30%

35%


Fund Balance

66


Liability Fund Description The Liability Fund is special revenue fund, operating on the modified accrual basis of accounting. The Liability Fund budget accounts for expenditures made to the Park District Risk Management Agency (PDRMA). Included in this are premiums for liability, property, employment practices, and worker’s compensation insurance. Also included are certain other risk management costs including unemployment expense. The projected tax levy for future years is expected to remain flat in order to achieve the targeted fund balance policy. Furthermore, PDRMA’s cost allocation formula mitigates large fluctuations in premium contributions from year to year. 2016 Assessment

• The Liability Fund’s fund balance is projected to decrease from 40% to 30% at the end of 2016 • The District will apply for the PDRMA Risk Management Grant in 2016

2017 Goals

• Continue work on bringing the Liability Fund’s fund balance within the 25% fund balance target o Performance Measure: Have a fund balance within 10% of the 25% fund balance target at the end of 2017 o Strategic Initiative: Financial Strength

• Apply for PDRMA Risk Management Grant and Recognition Program o Performance Measure: Apply in 2017 to highlight the District’s safety practices o Strategic Initiative: Staff Excellence

67


Liability Fund con’t

Historical Analysis

$(100,000)

$(50,000)

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages12.2%

Contractual76.3%


2.6%


4.7%

68


Liability Fund con’t


Tax Receipts $256,541 $256,439 $292,800 $301,340 $303,556 $342,109Miscellaneous Revenue $4,594 $1,500 $1,500 $1,500 $1,500 $1,500Total Revenue $261,135 $257,939 $294,300 $302,840 $305,056 $343,609

Wages $34,341 $33,000 $36,560 $37,657 $38,787 $39,950Contractual $199,824 $220,315 $242,100 $245,732 $249,417 $253,159Materials and Supplies $5,085 $7,700 $7,800 $7,917 $8,036 $8,156Miscellaneous Expense $7,957 $12,900 $14,000 $14,210 $14,423 $14,639Total Expenses $247,206 $273,915 $300,460 $305,515 $310,663 $315,905

Net $13,930 ($15,976) ($6,160) ($2,675) ($5,607) $27,705

Fund Balance $98,640 $82,664 $76,504 $73,829 $68,222 $95,927

40%

30%25% 24% 22%

30%

0%5%

10%15%20%25%30%35%40%45%


Fund Balance

69


Audit Fund The Audit Fund is a special revenue fund, operating on the modified accrual basis of accounting. The Audit Fund accounts for expenditures related to the annual audit. The District is required by State Statue to hire an independent auditing firm to conduct an audit of the District’s finances. The budget includes the third year of a three-year auditing contract. Additional expenses have been included to perform single audits on the grants, should grant terms require such. Pursuant to the issuance of bonds the district will be required to file a continuing disclosure statement with EMMA (Electronic Municipal Marketing Access), and as such additional auditing expenses may be incurred. 2013 was the first year the district received the Certificate for Excellence in Financial Reporting (CAFR) through the Government Finance Officers Association which fulfills the EMMA requirement. 2016 Assessment

• The Audit Fund’s fund balance is projected to decrease to 17% at the end of 2016 2017 Goals

• Maintain a 25% fund balance o Performance Measure: Have a fund balance of 25% by the end of 2017 o Strategic Initiative: Financial Strength

70


Audit Fund con’t

Budget Detail

$(10,000)

$(5,000)

$-

$5,000

$10,000

$15,000

$20,000

$25,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Contractual100.0%

71


Audit Fund con’t


Tax Receipts $18,257 $17,750 $19,200 $19,200 $19,200 $19,488Total Revenue $18,257 $17,750 $19,200 $19,200 $19,200 $12,988

Contractual $16,600 $19,500 $17,500 $17,763 $18,029 $18,299Total Expenses $16,600 $19,500 $17,500 $17,763 $18,029 $18,299

Net $1,657 ($1,750) $1,700 $1,438 $1,171 ($5,311)

Fund Balance $5,001 $3,251 $4,951 $6,388 $7,559 $2,248

30%

17%

28%

36%42%

12%

0%5%

10%15%20%25%30%35%40%45%


Fund Balance

72


Recreation Fund

The Recreation Fund is a special revenue fund, operating on the modified accrual basis of accounting. The Recreation Fund accounts for recreation program operations and has budgets detailed by program areas. Program fees are the leading revenue source for the Recreation Fund. For 2017 program fees are budgeted to generate $3.16 million. Property taxes are $3.87 million for 2017, which is 53% of revenues for the Recreation Fund. Debt service payments and transfers to the Capital Projects fund are $3.34 million in 2017. Personnel Staffing has been stable in the recreation fund over the last few years. The change in 2017 is due to moving the Communications Department to the Recreation Fund from the Corporate Fund for tax reasons.

2013 2014 2015 2016 2017 Recreation

Communications 7 7 8 9 9

2 Customer Service 4 4 3 3 3

Total 11 11 11 12 14

73


Recreation Fund con’t

Historical Analysis

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net


Wages31.9%

Contractual11.3%


3.4%Miscellaneous

Expense2.7%

Debt Service28.0%

Util ities1.2%


21.5%

Recreation Fund con’t

74


Budget Detail

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 ProjectedTax Receipts $3,654,322 $3,287,170 $3,871,002 $3,852,002 $3,852,002 $3,869,782Rental Income $116,337 $103,000 $111,000 $113,220 $115,484 $117,794Miscellaneous Revenue $90,827 $83,300 $83,400 $84,651 $85,921 $87,210Sponsorship & Donations $3,463 $9,500 $70,500 $71,558 $72,631 $73,720Program Revenue $2,733,756 $2,921,841 $3,159,501 $3,222,691 $3,287,145 $3,352,888Total Revenue $6,598,705 $6,404,811 $7,295,403 $7,344,122 $7,413,183 $7,501,394

Wages $1,772,874 $1,946,794 $2,286,298 $2,354,887 $2,425,533 $2,498,299Contractual $696,361 $693,040 $807,577 $819,691 $831,986 $844,466Materials and Supplies $197,774 $209,313 $241,589 $245,212 $248,891 $252,624Benefits $0 $0 $0 $499,550 $529,973 $545,872Miscellaneous Expense $66,217 $91,719 $193,417 $196,318 $199,263 $202,252Debt Service $2,000,519 $1,997,969 $2,000,194 $2,002,119 $1,998,744 $1,998,944Utilities $92,008 $82,293 $88,825 $93,266 $97,930 $102,826Other Financing Uses $1,444,114 $1,479,519 $1,538,211 $1,238,801 $1,255,638 $1,488,198Total Expenses $6,269,867 $6,500,646 $7,156,110 $7,449,845 $7,587,958 $7,933,481

Net $328,838 ($95,835) $139,293 ($105,723) ($174,775) ($432,087)

Fund Balance $2,656,590 $2,560,755 $2,700,048 $2,594,325 $2,419,550 $1,987,463

42%39% 38%

35%32%

25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%


Fund Balance

75


Recreation Administration

Description Recreation Administration is responsible for system wide program and services oversight, affiliate relations, and equipment and services that support the entire department operationally. Staffing includes the Superintendent of Recreation, Program Managers, Program Supervisors and department wide support staff. 2016 Assessment

• Security cameras have been installed at Barrie, Longfellow, and Stevenson sports courts • Changes for the PACT program will be proposed for Fall 2016 • Fifty new classes have been added for the Austin Gardens Environmental Education Center • Meetings are scheduled to review prices and program offerings in the second half of 2016

2017 Goals

• Establish “Dinnovations” program to engage the community o Performance Measure: Hold semi-annual dinner discussions with public and business owners with a minimum of 10 at

each o Strategic Initiative: Customer and Community Focus

• Update volunteer program to better recognize their efforts for the Park District o Performance Measure: Increase volunteer participation by 3% o Strategic Initiative: Organizational Excellence

• Review and expand opportunities for the use of scholarship programs o Performance Measure: 2% more individuals using scholarships in 2017 than 2016 o Strategic Initiative: Organizational Excellence

76


Recreation Administration con’t Historical Analysis

$(2,000,000)

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

2013 2014 2015 2016Estimate

2017Budget

RevenueExpense

2017 Expense Distribution Wages14.5%

Contractual0.3%


0.1%Miscellaneous

Expense3.0%

Debt Service47.1%

Util ities0.4%


34.6%

Recreation Administration con’t

77


Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetTax Receipts $3,575,803 $3,504,482 $3,654,322 $3,287,170 $3,871,002Miscellaneous Revenue $40,430 $74,441 $88,262 $80,200 $80,200Sponsorship & Donations $4,457 $9,198 $3,463 $9,500 $9,000Total Revenue $3,620,688 $3,588,122 $3,746,047 $3,376,870 $3,960,202

Wages $489,968 $462,559 $521,586 $605,000 $614,525Contractual $3,435 $1,226 $5,613 $28,500 $12,000Materials and Supplies $8,305 $1,269 $1,942 $2,050 $4,500Miscellaneous Expense $75,645 $75,632 $61,869 $87,415 $126,595Debt Service $1,574,075 $2,002,844 $2,000,519 $1,997,969 $2,000,194Utilities $16,719 $23,715 $20,823 $18,500 $19,000Other Financing Uses $1,221,806 $950,752 $1,395,690 $1,428,382 $1,465,967Total Expenses $3,389,953 $3,517,998 $4,008,043 $4,167,816 $4,242,780Net $230,735 $70,124 ($261,995) ($790,946) ($282,578)

78


Communications & Marketing Description Communications and Marketing is responsible for all communication efforts including site planning and capital improvement projects and marketing efforts including four seasonal program catalogues, website management, newsletters and various promotional materials. Also included in this area is grant administration and sponsorships. The majority of this area is funded by revenues of the recreation fund with a small amount of revenues generated by the sale of donations and sponsorships. 2016 Assessment

• The District has contracted with a vendor to create a responsive website • A virtual tour of the Oak Park Conservatory has been shot, and a virtual tour of Ridgeland Common Recreation Complex is

scheduled for August of 2016 • Rollout of the new logo has begun with new truck wraps, banners for various facilities, and park signs • Staff have reached out with Facebook and targeted e-mails to increase registrations for adult programming • Customer Relationship Management has been purchased to organize and track sponsor data

2017 Goals

• Increase target marketing of programs through use of postcards, video, and social media o Performance Measure: Increased participation (passes, program registrations) by 2% over 2016 o Strategic Initiative: Customer and Community Focus

• Implement methods to better measure the return on marketing investment though increase in email marketing and social media o Performance Measure: Exceed Government Agency/Services Industry Standard rate of 23% open rate and 9.59%

click-through rate, and reach the following social media levels by the end of 2017: 5,200 Facebook fans 2,600 Twitter followers Develop Instagram and Pinterest fan universe

o Strategic Initiative: Organizational Excellence • Increase consumer insights

o Performance Measure: Host a minimum of 10 focus groups in 2017 o Strategic Initiative: Customer and Community Focus

79


Communications and Marketing con’t

Historical Analysis

$(500,000)

$(400,000)

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages56.1%

Contractual24.9%

Miscellaneous Expense13.2%


80


Communications and Marketing con’t

Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetSponsorship & Donations $25,680 $53,237 $53,912 $56,560 $61,500Total Revenue $25,680 $53,237 $53,912 $56,560 $61,500

Wages $167,802 $183,926 $200,040 $228,500 $254,006Contractual $87,749 $96,398 $100,537 $96,519 $112,796Miscellaneous Expense $67,810 $77,231 $43,868 $39,800 $59,610Other Financing Uses $40,795 $42,823 $47,821 $52,555 $26,054Total Expenses $364,155 $400,379 $392,266 $417,374 $452,466Net ($338,475) ($347,142) ($338,355) ($360,814) ($390,966)

81


Customer Service Description Customer Service staff, in many cases, the first contact a participant has with the District. Staff is responsible for registration and responds to online and in person inquiries regarding programs and general information on the district. Staff actively pursues patron and resident feedback through surveys to continually improve District services and programs. 2016 Assessment

• Staff uniforms with the new PDOP logo have been purchased and distributed • The Customer Service manager attended the Vermont Systems user group in preparation for the RecTrac 3.1 upgrade

2017 Goals

• Create “New Resident Welcome Packets” to be available at VOP, PDOP, Local Realtors, OP Regional Housing, etc… by the start of Summer Camp registration. Additionally, budget for a “New Resident Welcome Team” to deploy staff to 1-3 identified “new” development locations in an effort to communicate PDOP programs and get them setup as households.

o Performance Measure: Increase number of household accounts using PDOP services over 2016 totals o Strategic Initiative: Customer and Community Focused

• Introduce an ongoing loyalty program to which we can provide users incentive and thank our regulars o Performance Measure: Roll out program during 2017 o Strategic Initiative: Customer and Community Focused

o Institute a Secret Shopper program to help improve customer experience o Performance Measure: Implement program in 2017 o Strategic Initiative: Organizational Excellence

82


Customer Service con’t

Historical Analysis

$(500,000)

$(400,000)

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

2013 2014 2015 2016Estimate

2017Budget

RevenueExpense


Wages82.7%

Contractual0.1%


2.8%


1.9%


83


Customer Service con’t Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetMiscellaneous Revenue $0 $0 $0 $0 $0Total Revenue $0 $0 $0 $0 $0

Wages $220,626 $291,277 $283,049 $296,500 $307,377Contractual $796 $627 $728 $350 $370Materials and Supplies $4,554 $6,018 $5,622 $7,350 $10,513Miscellaneous Expense $1,998 $1,797 $4,267 $4,304 $7,212Other Financing Uses $43,321 $48,435 $48,424 $51,137 $46,190Total Expenses $271,295 $348,154 $342,091 $359,641 $371,662Net ($271,295) ($348,154) ($342,091) ($359,641) ($371,662)

84


Facilities Description The Facilities area is responsible for the processing of rental requests and the issuance of contracts for facilities in Andersen, Barrie, Carroll, Field, Fox, Longfellow, and Stevenson Centers, as well as the permitting of all park and shelter space in the system. 2016 Assessment

• One day basketball clinics have been added in 2016 • BMX days were increased to one per week during the summer • An additional part-time staff position was created to improve customer service

2017 Goals • Develop a facility specific check list of duties to be performed daily by facility attendants

o Performance Measure: Improved Facility Report Card Scores o Strategic Initiative: Staff Excellence

• Generate additional revenue by adding the Maple Park Picnic Shelter to our picnic shelter rental options and making available for rent when rental permits are offered

o Performance Measure: Minimum of 30 rentals of this amenity o Strategic Initiative: Financial Strength

• Evaluate fees and process for park permits to ensure best practices o Performance Measure: Review fees and recommend any changes in 2017 for the 2018 budget process o Strategic Initiative: Financial Strength

• Coordinate between customer service and facilities staff for time to update and maintain facilities o Performance Measure: Improved Facility Report Card Scores by improving conditions o Strategic Initiative: Maintain Quality Infrastructure

85


Facilities con’t

Historical Analysis

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages32.1%

Contractual33.7%


12.9%


0.0%

Util ities21.3%

86


Facilities con’t

Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetRental Income $75,608 $91,674 $116,337 $103,000 $111,000Miscellaneous Income $3,171 $3,394 $2,565 $3,100 $3,200Total Revenue $78,779 $95,068 $118,902 $106,100 $114,200

Wages $120,668 $103,623 $109,036 $107,000 $105,034Contractual $92,815 $103,247 $119,061 $99,254 $110,434Materials and Supplies $34,282 $41,588 $24,741 $34,076 $42,391Miscellaneous Expense $48 $0 $81 $0 $0Utilities $62,265 $68,400 $71,185 $63,793 $69,825Total Expenses $310,075 $316,857 $324,104 $304,123 $327,684Net ($231,296) ($221,789) ($205,202) ($198,023) ($213,484)

87


Sports and Fitness Description This area includes programs for all ages with an emphasis on healthy living and sports skill development. This area includes fitness programs, youth sports, and adult sports. The fitness programming area is responsible for all general fitness, adult dance, and health programs for youth, adults and active adults. The youth athletics includes youth sports programs, leagues and camps, as well as tennis programs. The adult athletics provides athletic opportunities for those 18 years or older in the form of competitive and recreational team league play, drop-in play and individual instruction. 2016 Assessment

• The District has hired a running coach to introduce a youth running league in the fall • Sports camp only extended care was added • A try-it bubble soccer class successfully ran

2017 Goals

• Implement a pickleball program for active adults o Performance Measure: Successful roll out of program in 2017 with a minimum of 10 players o Strategic Initiative: Customer and Community Focused

• Revamp the youth dance recital to increase attendance, efficiency and quality for the participants families/friends through location, improved ticket procedure and recital presentation

o Performance Measure: Increase attendees by 2% for recitals over 2016 o Strategic Initiative: Customer and Community Focused

• Increase monthly fitness participation o Performance Measure: 7% increase over monthly 2015 averages o Strategic Initiative: Financial Strength

• Increase seasonal 10-12 year old youth sports programming by incorporating semi-private offerings for the advanced athlete o Performance Measure: Produce a $2,000 increase over 2016 revenue o Strategic Initiative: Financial Strength

88


Sports and Fitness con’t

Historical Analysis

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2013 2014 2015 2016 Estimate 2017 Budget

Revenue

Expense

Net


Wages44.4%

Contractual45.9%


9.6%

89


Sports and Fitness con’t

Budget Detail 2013 2014 2015 2016 Projected 2017 Budget

Program Revenue $974,212 $972,794 $952,877 $959,387 $1,013,077Total Revenue $974,212 $972,794 $952,877 $959,387 $1,013,077

Wages $114,795 $138,576 $233,723 $249,164 $284,021Contractual $415,876 $398,840 $320,047 $315,799 $293,667Materials and Supplies $20,437 $27,865 $36,309 $47,534 $61,511Total Expenses $551,108 $565,281 $590,079 $612,497 $639,199Net $423,104 $407,513 $362,798 $346,890 $373,878

90


General recreation Description This area includes programs for all ages with a higher emphasis on programs geared towards the social and educational development of children from birth to 14 years of age. A majority of the programing revenue is generated from the Summer Camp, Afterschool, and Preschool programs, which help offset free Community Special Events. 2016 Assessment

• Yappy Hour and Still Lives & Wine have been introduced at Cheney Mansion • CIT program has been expanded to include the afterschool clubhouse program and winter break camps • Private and semi-private dance lessons have been offered and packaged with Cheney wedding rentals • Three new active adult trips were offered • New programming geared towards adults has been offered – including adventure programs

2017 Goals

• Review and restructure programming to meet the enrollment shift in teen events o Performance Measure: Increase teen events revenue by 5% from 2016 o Strategic Initiative: Financial Strength

• Partner with other local senior organizations (i.e. Oak Park Arms) to expand location of current program offerings o Performance Measure: Increase program participation by 5% from 2016 o Strategic Initiative: Customer and Community Focus

• Review and restructure ECO Ranger summer camps and offer more adventure, theme, and full day program options o Performance Measure: Increase revenue by 5% o Strategic Initiative: Financial Strength

• Review existing senior offerings and passes as well as restructure offerings to better fit the needs of all seniors o Performance Measure: Have recommendation prepared for 2018 Budget to better serve this segment of Oak Park

residents o Strategic Initiative: Customer and Community Focus

• Increase quality of indoor hours at Stevenson playground and birthday parties o Performance Measure: Increase revenue by 3% from 2016 o Strategic Initiative: Financial Strength

91


General Recreation con’t

Historical Analysis

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

2013 2014 2015 2016 Estimate2017 Budget

RevenueExpense


Wages 64.3%

Contractual 24.8%

Materials and Supplies 10.9%

92


General Recreation con’t


Program Revenue $1,032,823 $1,349,901 $1,780,879 $1,962,454 $2,146,424Total Revenue $1,032,823 $1,349,901 $1,780,879 $1,962,454 $2,146,424

Wages $388,224 $423,069 $625,480 $689,129 $721,336Contractual $148,011 $181,855 $250,911 $249,137 $278,311Materials and Supplies $77,662 $90,619 $129,159 $118,303 $122,673Total Expenses $613,897 $695,542 $1,005,550 $1,056,569 $1,122,320Net $418,926 $654,359 $775,329 $905,885 $1,024,104

93


Museum Fund

Description The Museum Fund is a special revenue fund, operating under the modified accrual basis of accounting. The Museum Fund helps to maintain two park district historic properties: Pleasant Home and Cheney Mansion. Pleasant Home is a National Historic Landmark designed in 1897 by noted prairie school architect George W. Maher for investment banker and philanthropist John W. Farson. Pleasant Home was purchased by the district in 1939. The Pleasant Home Foundation, a non-profit organization established in 1990 dedicated to restoring, preserving, and operating this 30-room architectural landmark as an historic house museum, operates the museum in cooperation with the District. Beginning in 2013, the district used funds to help with the capital maintenance of Cheney Mansion including upgrades to the second floor. The district levies a property tax for the museum’s operations and certain capital improvements. Because this fund provides monetary support for both operating and capital projects, the fund balance requirement is set at 75% to expenditures. 2016 Assessment

• The Museum Fund’s fund balance is projected to drop from 397% to 259% at the end of 2016. This drop was budgeted as a plan to bring the fund balance ultimately down to 75% per the District’s fund balance policy

• The District was unable to renovate the second floor of Pleasant Home because as of September the Historical Society is still occupying the space

2017 Goals

• Continue work on bringing the Museum Fund’s fund balance within the 75% fund balance target o Performance Measure: Have a fund balance that is within 10% of the 75% target at the end of 2017 o Strategic Initiative: Financial Strength

• Restore the second floor of Pleasant Home once it is vacated o Performance Measure: Assess and improve Pleasant Home’s condition by the end of 2017 o Strategic Initiative: Quality Infrastructure Management

94


Museum Fund con’t

Historical Analysis

$(60,000)

$(40,000)

$(20,000)

$-

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Contractual81.9%


2.2%

Util ities15.9%

95


Museum Fund con’t

Budget Detail

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 ProjectedTax Receipts $79,475 $99,443 $48,000 $56,720 $91,449 $94,449Rental Income $6,000 $3,000 $0 $0 $0 $0Sponsorship and Donations $0 $0 $0 $0 $0 $0Total Revenue $85,475 $102,443 $48,000 $56,720 $91,449 $94,449

Contractual $33,194 $65,800 $75,600 $76,734 $77,885 $79,053Materials and Supplies $1,610 $1,500 $2,000 $2,000 $2,000 $2,000Utilities $15,342 $17,528 $14,715 $15,451 $16,223 $17,034Total Expenses $50,147 $84,828 $92,315 $94,185 $96,108 $98,088

Net $35,329 $17,615 ($44,315) ($37,465) ($4,659) ($3,639)

Fund Balance $198,852 $216,467 $172,152 $134,687 $130,027 $126,389

397%

255%

186%143% 135% 129%

0%50%

100%150%200%250%300%350%400%450%


Fund Balance

96


Special Recreation Fund Description The Special Recreation Fund is a special revenue fund, operating on the modified accrual basis of accounting. The Special Recreation Fund accounts for expenditures made to the West Suburban Special Recreation Association (WSSRA) as well as implementation of the ADA Transition Plan. WSSRA provides opportunities for people with physical and mental disabilities of all ages to participate in year round programming specifically designed to meet their individual needs. The ADA Transition Plan’s intent is to increase accessibility to the participants of the WSSRA programming. WSSRA also provides inclusion services for individuals with disabilities that wish to participate in park district programs. 2016 Assessment

• The Special Recreation Fund’s fund balance is projected to increase from 12% to 18% by the end of 2016 2017 Goals

• Bring the Special Recreation Fund’s fund balance closer to the 25% fund balance target o Performance Measure: Have a fund balance within 2% of the 25% target at the end of 2017 o Strategic Initiative: Financial Strength

97


Special Recreation Fund con’t

Historical Analysis

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Contractual100.0%

98


Special Recreation Fund con’t

Budget Detail

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 ProjectedTax Receipts $434,348 $516,000 $516,000 $536,000 $516,000 $528,740Total Revenue $434,348 $516,000 $516,000 $536,000 $516,000 $528,740

Contractual $477,499 $484,561 $502,568 $510,106 $517,758 $525,524Total Expenses $477,499 $484,561 $502,568 $510,106 $517,758 $525,524

Net ($43,151) $31,439 $13,432 $25,894 ($1,758) $3,216

Fund Balance $56,387 $87,826 $101,258 $127,152 $125,394 $128,610

12%

18%20%

25% 24% 24%

0%

5%

10%

15%

20%

25%

30%


Fund Balance

99


Revenue Facilities Fund

The Revenue Facilities Fund is a special revenue fund, operating on the modified accrual basis of accounting. The Revenue Facilities Fund accounts for the operation of recreation programs that require specialized facilities. These facilities include the Ridgeland Common (ice arena, pool, athletic fields, dog park), Rehm Pool, Gymnastics and Recreation Center (opening in Fall 2013) and the Maple Park Dog. Program fees and admission charges are the only revenue source for the operations of these facilities. There is no property tax support allocated for funding the operations of these programs. However, that said, the revenue facilities do receive tax support for capital improvements and indirect expenses such as liability insurance and pension obligations. Personnel Staffing has remained stable in the Revenue Facilities Fund since 2014. Positions have moved between departments, but overall staffing levels have not changed.

2013 2014 2015 2016 2017 Pools/Ice Arena 7 6 7 6 6

Gymnastics 5 5 4 5 5 Total 12 11 11 11 11

100


Revenue Facilities Fund con’t Historical Analysis

$(1,000,000)

$(500,000)

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages45.6%

Contractual7.5%


7.5%


3.1%

Util ities8.1%


28.2%

101


Revenue Facilities Fund con’t Budget Detail

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 ProjectedFees and Charges $1,239,644 $1,288,502 $1,307,162 $1,333,305 $1,359,971 $1,387,171Rental Income $321,607 $314,068 $332,935 $339,594 $346,386 $353,313Miscellaneous Revenue $85,075 $68,193 $72,529 $73,617 $74,721 $75,842Program Revenue $1,845,326 $1,829,664 $1,952,571 $1,991,622 $2,031,455 $2,072,084Total Revenue $3,491,652 $3,500,427 $3,665,197 $3,738,138 $3,812,533 $3,888,410

Wages $1,547,012 $1,465,388 $1,627,147 $1,675,962 $1,726,241 $1,778,028Contractual $182,762 $239,890 $266,391 $270,387 $274,443 $278,560Materials and Supplies $314,619 $246,066 $268,951 $272,985 $277,080 $281,236Miscellaneous Expense $74,930 $107,237 $109,443 $111,085 $112,751 $114,442Utilities $285,781 $294,850 $290,050 $304,553 $319,780 $335,769Other Financing Uses $662,687 $693,256 $1,007,354 $1,109,747 $1,144,649 $1,164,221Total Expenses $3,067,792 $3,046,687 $3,569,336 $3,744,718 $3,854,943 $3,952,255

Net $423,861 $453,740 $95,861 ($6,580) ($42,410) ($63,846)

Fund Balance $1,033,871 $1,487,611 $1,583,472 $1,576,892 $1,534,481 $1,470,636

34%

49%44% 42% 40%

37%

0%

10%

20%

30%

40%

50%

60%


Fund Balance

102

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities.

Revenue Facilities administration Description The Revenue Facilities Administration department was established in 2016 to better reflect the fund as a special revenue fund and mirror operations of the Recreation department. This department handles all administrative costs for the Revenue Facilities Fund that cannot be directly tied to a program. 2016 Assessment

• The department was created as a budget area in 2016 2017 Goals

• Expand possible relationships and marketing opportunities with surrounding Park District Agencies to promote non-competing programs for participation and program growth

o Performance Measure: Increased revenue and registration by 20% for non-residents o Strategic Initiative: Organizational Excellence

103


Revenue Facilities Administration con’t

Historical Analysis

$(1,000,000)

$(500,000)

$-

$500,000

$1,000,000

$1,500,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net


Wages23.6%


Util ities0.1%


104


Revenue Facilities Administration con’t


Wages $0 $0 $234,486 $222,000 $283,021Miscellaneous Expense $207 $353 $3,845 $10,580 $10,661Utilities $0 $0 $5,381 $3,200 $1,500Other Financing Uses $0 $0 $635,062 $649,746 $902,279Total Expenses $207 $353 $878,774 $885,526 $1,197,461Net ($207) ($353) ($878,774) ($885,526) ($1,197,461)

105


Aquatics Description The Park District’s two outdoor aquatic facilities are valuable assets which serves the needs of our swimming community. Open swim sessions are offered throughout the summer and are enjoyed by pass holders and daily users. Swim lessons are offered teaching youth and adults this valuable lifesaving skill. The lap swim program serves individuals over the age of 16 providing valuable fitness opportunities to both the novice and competitive swimmer. The pools are integral to the success of the Park District Summer Camp Program. Swimming provides campers with an almost daily fun physical activity with the additional benefit of relief from the summer heat. West Suburban Special Recreation Association gains pool therapy opportunities for its members. Two local swim teams, The Oak Park Swimmers (TOPS) and Millennium, benefit by the use of the Park District’s two 50 meter pools. 2016 Assessment

• Prices for Polar Bear pool passes were lowered to $49 – this lead to approximately 600 more pass sales • Repairs have been made to the diving tower at Rehm to improve safety • Expenses are tracking with budget to end 5% less than 2015

2017 Goals

• Introduce Cabana Party Rental Program at Rehm Pool o Performance Measure: Complete a minimum of 10 rentals o Strategic Initiative: Financial Strength

• Work with School District 200 to expand indoor hours for aquatic programming o Performance Measure: Increase number of swim lessons offered by a minimum of 3 classes per session in fall, winter

and spring o Strategic Initiative: Customer and Community Focused

• Investigate evening pass holder only family swim option at RC Pool Friday/Saturday/Sundays o Performance Measure: Offer a minimum of 3 evening programs in 2017 o Strategic Initiative: Customer and Community Focused

106


Aquatics con’t

Historical Analysis

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net


Wages80.3%

Contractual13.4%

Materials and Supplies6.1%


107


Aquatics con’t

Budget Detail

2013 2014 2015 2016 Projected 2017 BudgetFees & Charges $516,069 $733,256 $706,676 $737,102 $739,725Rentals $7,137 $20,653 $21,332 $22,068 $28,880Miscellaneous Revenue $62,800 $56,575 $66,299 $49,736 $52,779Program Revenue $79,056 $101,711 $104,476 $109,750 $126,781Total Revenue $665,059 $912,194 $898,784 $918,656 $948,165

Wages $380,530 $452,167 $270,143 $245,000 $234,423Contractual Services $93,288 $63,595 $42,009 $41,415 $39,088Materials and Supplies $78,874 $126,120 $11,945 $15,526 $17,703Miscellaneous Expense $7,838 $11,631 $6,825 $350 $600Utilities $55,008 $107,227 $0 $0 $0Other Financing Uses $187,677 $112,491 $0 $0 $0Total Expenses $803,215 $873,233 $330,922 $302,291 $291,813Net ($138,156) $38,961 $567,862 $616,365 $656,352

108


Ice Arena Description The Park District operates the Paul Hruby Ice Arena, a year round indoor ice arena. The rink offers a number of programming opportunities to the community. Figure skating lessons are offered through the Learn to Skate School for children through adults. Hockey programs include developmental, intermediate and game play for youths and Adults. For a more competitive hockey playing experience, a youth travel program is also available. The rink serves two independent travel hockey programs, the Oak Park and River Forest Hockey and the Fenwick High School Hockey clubs. Each organization rents multiple hours of ice time per week. The rink is available for rent to a number of weekly rental groups and is periodically available to those who like to occasionally ice skate. For the recreational skater, the rink offers public skating hours on weekday’s mid-day and on the weekends with figure and hockey skates available for rental. In 2013 the ice center was closed for rebuilding. The rink was reopened in June of 2014, offering year-round ice to residents for the first time. 2016 Assessment

• A year round synchronized skating team has been introduced • Rental revenue has increased by 5% due to surge pricing for prime ice time • Staff expenses are tracking with budget for a 5% decrease from 2015

2017 Goals

• Investigate new summer specialty camp options to increase participation o Performance Measure: Increased camp registration and revenue over 2016 o Strategic Initiative: Financial Strength

• Review room rental options and investigate rental package programs to increase facility usage and revenue o Performance Measure: Increased number of rentals and rental revenue from 2016 o Strategic Initiative: Financial Strength

• Install a second divider on the north end of the rink to better serve program, public skate, and rental needs in addition to revenue growth

o Performance Measure: Installation of second divider by October 2017 o Strategic Initiative: Customer and Community Focused

109


Ice Rink con’t

Historical Analysis

$(400,000)

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Wages69.4%

Contractual17.2%


12.8%


0.6%

110


Ice Rink con’t


Fees & Charges $51,880 $199,993 $275,310 $294,000 $306,792Rental Income $38,974 $150,878 $269,286 $254,000 $263,755Miscellaneous Revenue $5,366 $1,227 $15,144 $13,345 $14,750Program Revenue $259,872 $495,412 $874,724 $838,000 $895,304Total Revenue $356,092 $847,510 $1,434,465 $1,399,345 $1,480,601

Wages $219,370 $407,560 $334,175 $360,197 $343,314Contractual Services $119,355 $58,836 $50,491 $77,375 $84,855Materials and Supplies $43,969 $107,830 $69,859 $60,950 $63,373Miscellaneous Expense $3,426 $11,449 $5,778 $2,700 $3,200Utilities $50,114 $84,248 $0 $0 $0Other Financing Uses $157,970 $100,483 $0 $0 $0Total Expenses $594,204 $770,406 $460,302 $501,222 $494,742Net ($238,112) $77,104 $974,163 $898,123 $985,859

111


Dog Parks Description The Dog Park programs located at Ridgeland Common and Maple Park are very popular resources enjoyed by over 300 dog owners and their canine companions. The dog parks provide socialization opportunities for dog owners and their canine friends. 2016 Assessment

• Staff continues to research pass options that will enhance customer convenience and reach new markets • Staff have selected a granite engraved memorial option to offer to dog park pass holders that have lost their pet

2017 Goals

• Purchase and install natural looking dog park exercise equipment for the Maple Park Dog Park o Performance Measure: Install equipment by July 2017 o Strategic Initiative: Maintain Quality Infrastructure

112


Dog Park con’t

Historical Analysis

$(15,000)

$(10,000)

$(5,000)

$-

$5,000

$10,000

$15,000

$20,000

$25,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net

2017 Expense Distribution Contractual

3.3%


96.7%

113


Dog Park con’t


Fees and Charges $9,428 $18,829 $13,800 $16,000 $17,775Total Revenue $9,428 $18,829 $13,800 $16,000 $17,775

Wages $10,593 $4,516 $0 $0 $0Contractual Services $5,934 $572 $3,000 $338 $366Materials & Supplies $1,887 $3,693 $7,797 $9,150 $10,630Total Expenses $18,414 $8,781 $10,797 $9,488 $10,996Net ($8,986) $10,048 $3,003 $6,512 $6,779

114


gymnastics

Description The Oak Park Gymnastics Center offers gymnastics based classes for participants age two through high school, including recreation programs, summer camp, preschool open gym, a recreational competition team and a competitive team program. The gymnastics program moved out of John L. Hedge’s Administration center and into the new Gymnastics and Recreation Center in the fall of 2013. 2016 Assessment

• Staff is soliciting pricing for installing a keyless entry system at the GRC • Staff has selected an option for air purification – they are currently reaching out to other gyms for feedback before proceeding

with installation • Staff explored offering private gymnastics lessons, but found it does not fit well with the program mix

2017 Goals

• Purchase and install chalk/odor system and replacement foam for 42' x 42' spring floor o Performance Measure: Have system installed by July 1, 2017 o Strategic Initiative: Quality Infrastructure Management

• Increase fees for Gymnastics Birthday parties by 3% o Performance Measure: Create updated flyer and update the registration system with new base price fee for residents

and non-residents o Strategic Initiative: Financial Strength

• Explore adult program offerings utilizing a parkour course o Performance Measure: Implement a minimum of one adult program o Strategic Initiative: Customer and Community Focused

115


Gymnastics con’t

Historical Analysis

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net


Wages69.8%

Contractual4.5%


3.7%


11.5%


116


Gymnastics con’t


Fees and Charges $108,057 $149,276 $146,589 $136,600 $137,970Rentals $0 $29,566 $30,989 $38,000 $40,300Miscellaneous Revenue $8,409 $7,721 $3,632 $5,112 $5,000Program Revenue $613,847 $818,867 $866,126 $881,914 $930,486Total Revenue $730,311 $1,005,430 $1,047,336 $1,061,626 $1,113,756

Wages $396,333 $493,076 $499,574 $476,716 $514,135Contractual Services $19,182 $41,339 $37,741 $35,462 $33,009Material & Supplies $31,618 $45,535 $31,713 $31,690 $27,181Miscellaneous Expense $73,838 $82,783 $50,056 $83,281 $84,357Utilities $15,934 $35,026 $0 $0 $0Other Financing Uses $136,041 $144,053 $0 $0 $77,450Total Expenses $672,947 $841,812 $619,084 $627,149 $736,132Net $57,364 $163,618 $428,252 $434,477 $377,624

117


Revenue Facilities Maintenance Description The Revenue Facilities Maintenance department was established in 2016 to better reflect the fund as a special revenue fund and mirror operations of the Recreation department. This department handles all facility upkeep and utility costs for the Revenue Facilities Fund that cannot be directly tied to a program. 2016 Assessment


• Investigate and recommend options that don't feature sand to replace sand play area at Rehm Pool o Performance Measure: Replacement of sand play area by December 2017 o Strategic Initiative: Quality Infrastructure Maintenance

• Upgrade theatrical lighting in ice arena to provide an enhanced experience for public skates, special event and the annual ice show

o Performance Measure: Upgrade lighting in 2017 to better serve users o Strategic Initiative: Quality Infrastructure Maintenance

118


Revenue facilities maintenance con’t

Historical Analysis

$(1,000,000)

$(800,000)

$(600,000)

$(400,000)

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

2013 2014 2015 2016Estimate

2017 BudgetRevenue

Expense

Net


Wages28.5%

Contractual Services

14.3%Materials and Supplies

15.1%


0.4%

Util ities38.2%


119


Revenue facilities maintenance con’t


Wages $0 $0 $178,673 $127,000 $215,516Contractual Services $0 $0 $49,340 $83,950 $107,850Materials and Supplies $0 $0 $147,996 $96,400 $113,864Miscellaneous Expense $0 $0 $2,763 $2,701 $2,700Utilities $0 $0 $280,400 $291,650 $288,550Other Financing Uses $0 $0 $27,625 $43,510 $27,625Total Expenses $0 $0 $686,796 $645,211 $756,105Net $0 $0 ($686,796) ($645,211) ($756,105)

120


Concessions Description The Concessions department was established in 2016 to better reflect the fund as a special revenue fund and mirror operations of the Recreation department. This department provides food and drink sales for both the pool and ice arena. 2016 Assessment


• Seek external partners to run the concession stands o Performance Measure: A formal agreement with a partner that is mutually beneficial o Strategic Initiative: Organizational Excellence

• Use internal food cart to support District special events o Performance Measure: Sales of food at District special events to include Day in Our Village and Fall Fest o Strategic Initiative: Organizational Excellence

121


Concessions con’t

Historical Analysis

$-

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net


Wages44.8%

Contractual Services1.5%


44.1%


9.7%

122


Concessions con’t


Fees & Charges $0 $97,269 $104,800 $104,900Total Revenue $0 $0 $97,269 $104,800 $104,900

Wages $0 $29,963 $34,475 $36,738Contractual Services $0 $181 $1,350 $1,223Materials and Supplies $0 $45,310 $32,350 $36,200Miscellaneous Expense $0 $5,663 $7,625 $7,925Total Expenses $0 $0 $81,117 $75,800 $82,087Net $0 $0 $16,152 $29,000 $22,813

123


Health Insurance Fund Description The Health Insurance Fund is an internal service fund, operating on the full accrual basis of accounting. Beginning in the 2013 budget, the district established a Health Insurance Fund. The Health Insurance Fund is an administrative tool used for ease of operation and fund balance smoothing of expected health care cost increases normally absorbed by the operating funds. This fund is where the district pays employee health benefits, life insurance, and the employee assistance program. The district has also made the push to ensure employee wellness and this is reflected in the Health Insurance Fund. 2016 assessment

• The Health Insurance Fund’s fund balance is projected to decrease from 42% to 41% at the end of 2016 • The District will apply for the PDRMA wellness grant for 2016

2017 Goals

• Continue work on bringing the Health Insurance Fund’s fund balance within the 25% fund balance target o Performance Measure: Have a fund balance within 12% of the 25% target at the end of the year o Strategic Initiative: Financial Strength

• Apply for a Wellness Grant through PDRMA in 2017 o Performance Measure: Apply for the grant during 2017 highlighting PDOP efforts and activities o Strategic Initiative: Staff Excellence

124


Health Insurance Fund con’t

Historical Analysis

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2013 2014 2015 2016Estimate

2017Budget

Revenue

Expense

Net


Benefits98.7%


1.3%

125


Health Insurance Fund con’t

Budget Detail

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 ProjectedFees and Charges $108,262 $113,940 $140,291 $151,514 $163,635 $176,726Miscellaneous Revenue $0 $0 $0 $0 $0 $0Other Financing Sources $745,744 $787,570 $714,288 $910,000 $1,050,000 $1,145,000Total Revenue $854,005 $901,510 $854,579 $1,061,514 $1,213,635 $1,321,726

Benefits $740,299 $855,025 $951,540 $1,027,663 $1,109,877 $1,198,667Miscellaneous Expense $8,478 $9,946 $12,500 $12,688 $12,878 $13,071Total Expenses $748,777 $864,971 $964,040 $1,040,351 $1,122,754 $1,211,738

Net $105,229 $36,539 ($109,461) $21,163 $90,881 $109,989

Fund Balance $313,934 $350,473 $241,012 $262,175 $353,056 $463,045

42% 41%

25% 25%

31%

38%

0%5%

10%15%20%25%30%35%40%45%


Fund Balance

126


Capital Projects Fund

Description The Capital Projects fund is a governmental fund, operating on the modified accrual basis of accounting. The Capital Projects Fund accounts for purchases and construction expenditures related to the acquisition and improvement of major capital facilities and equipment. Every year the Capital Improvement Plan (CIP) is updated projecting capital costs for the next 5 years. In 2016 the CIP was updated, and projects included in the 2017 budget contain previously allocated projects. The proposed budget includes over $2.6 million in expenditures. Capital improvements continue to be processed and implemented throughout the district, as highlighted below: • Installation of an underground cistern for the splash pad at Field Park • Master Plan improvements at Euclid Park – including a continuous walking path, new playground, new tennis courts and

fencing, rain garden and a small sled hill Per capita spending for capital improvements can be a useful tool to compare the investment being made in the capital infrastructure of the District to other park districts. The following chart shows the district’s per capita spending from the Capital Projects Fund for 2014-2020.

2015 2016 Estimated 2017 Budgeted 2018 Projected 2019 Projected 2020 ProjectedCapital Project Expense $5,572,809 $3,738,142 $2,640,000 $1,515,000 $1,935,000 $1,935,000

Per Capita Amount $108 $72 $51 $29 $37 $37 2016 Assessment

• The Austin Gardens Environmental Education Center was completed • The District completed a feasibility study to make recommendations for a community recreation center • Park improvements began at Maple Park to include playground, restroom facilities and ball fields • Stairway and foundation improvements began at Longfellow

127


2017 Goals • Complete capital projects in accordance with the 2017-2021 CIP

o Performance Measure: Have all projects completed or in process at the end of 2017 o Strategic Initiative: Financial Strength

• Bring at least two centers up to standards as set forth in the Facility Assessment o Performance Measure: Increase facility report card scores from 2016 at both locations o Strategic Initiative: Quality Infrastructure Management

• Completion of projects for the 2017 ADA Transition Plan o Performance Measure: Completion of all ADA projects by December 2017 o Strategic Initiative: Quality Infrastructure Management

128


Capital Projects Fund con’t

Historical Analysis

($15,000,000)

($10,000,000)

($5,000,000)

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

2013 2014 2015 2016Estimate

2017 Budget

Revenue

Expense

Net



129


Capital Projects Fund con’t

Budget Detail

2015 2016 Projected 2017 Budget 2018 Projected 2019 Projected 2020 ProjectedIntergovernmental $5,845 $400,000 $400,000 $400,000 $0 $0Miscellaneous Revenue $11,315 $321 $0 $0 $0 $0Donations $796,670 $123,000 $25,000 $25,000 $25,000 $25,000Property Tax Contribution $796,688 $855,183 $958,335 $958,335 $1,172,710 $1,172,710Bond Issue $0 $0 $0 $0 $0 $0Operating Funds' Transfers $1,200,000 $1,025,000 $1,235,000 $850,000 $850,000 $850,000Total Revenue $2,810,518 $2,403,504 $2,618,335 $2,233,335 $2,047,710 $2,047,710

Debt Service $0 $0 $0 $0 $0 $0Property Acquisition $6,475 $200,000 $200,000 $200,000 $200,000 $200,000Field Turf Replacement $0 $100,000 $100,000 $100,000 $100,000 $100,000Nonsite Specific $51,110 $134,700 $50,000 $50,000 $50,000 $50,000Vehicle/Equipment/Tech $170,947 $90,000 $100,000 $125,000 $85,000 $85,000Park/Master Improvements $2,721,856 $3,213,442 $2,190,000 $1,040,000 $1,500,000 $1,500,000RC (2011,12,13 Bonds) $120,742 $0 $0 $0 $0 $0BG/Admin (2013 Bond) $2,501,680 $0 $0 $0 $0 $0Gymnastics (2011 Bond) $0 $0 $0 $0 $0 $0Total Expenses $5,572,809 $3,738,142 $2,640,000 $1,515,000 $1,935,000 $1,935,000

Net ($2,762,291) ($1,334,638) ($21,665) $718,335 $112,710 $112,710

Fund Balance Available For Projects $1,640,817 $306,179 $284,514 $1,002,849 $1,115,559 $1,228,269

$1,640,817

$306,179 $284,514

$1,002,849 $1,115,559

$1,228,269

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000


Fund Balance Available For Projects

130


Cheney Mansion Fund

DESCRIPTION The Cheney Mansion Fund is a special revenue fund, operating on the modified accrual basis of accounting. The mission of Cheney Mansion is to provide a unique venue for recreation programs, special activities and community events for the enjoyment of Oak Park residents and is a distinctive local for private meetings and celebrations. The Supervisor of Operations continues to make pricing adjustments to make the home more affordable yet profitable for the Park District of Oak Park. Collaboration with the Recreation Department will continue to bring in additional and unique programing into the facility. 2016 Assessment

• Marketing efforts have been expanded to Instagram and Pinterest • Yelp! has been targeted to attract corporate clients • As of June 30, 2016 event rental revenue is 20% higher than last year

2017 Goals

• Increase rental revenue o Performance Measure: Increase rental revenue by 3% over 2016 o Strategic Initiative: Financial Strength

• Replace wood floors in main room during the month of January to improve the ease of use for wedding set up o Performance measure: Have installation completed before February 1, 2017 o Strategic Initiative: Maintain Quality Infrastructure

• Evaluate registration system and make recommendations by June 1, 2017 for improvements. o Performance measure: Implement any changes during the second half of 2017 to enhance revenue opportunities o Strategic Initiative: Customer and Community Focus

131


Cheney Mansion Fund con’t

Historical Analysis

$-

$50,000

$100,000

$150,000

$200,000

$250,000

2013 2014 2015 2016 Estimate2017 Budget

Revenue

Expense

Net


Wages53.7%

Contractual13.2%


5.9%

Util ities11.2%


15.9%

132


Cheney Mansion Fund con’t


Fees and Charges $19,408 $17,000 $17,000 $17,000 $17,000 $17,000Rental Income $150,050 $172,950 $182,700 $186,354 $190,081 $193,883Donations $316 $0 $0 $0 $0 $0Other Financing Sources $5,521 $1,254 $5,319 $3,000 $3,000 $3,000Program Revenue $10,627 $10,325 $11,325 $11,552 $11,783 $12,018Total Revenues $185,922 $201,529 $216,344 $217,906 $221,864 $225,901

Wages $80,343 $82,995 $85,733 $88,305 $90,955 $93,683Contractual Service $24,689 $25,059 $25,435 $25,816 $26,204 $26,597Materials & Supplies $17,182 $17,439 $17,701 $17,967 $18,236 $18,510Miscellaneous Expense $984 $999 $1,014 $1,029 $1,045 $1,060Utilities $19,297 $18,038 $19,121 $20,077 $21,081 $22,135Other Financing Uses $0 $2,400 $26,414 $28,527 $30,809 $33,274Total Expenses $142,495 $146,931 $175,418 $181,722 $188,329 $195,259

Net $43,427 $54,598 $40,926 $36,184 $33,535 $30,642

Fund Balance ($36,690) $17,908 $58,834 $95,018 $128,553 $159,195

-26%

12%

34%

52%68%

82%

-40%

-20%

0%

20%

40%

60%

80%

100%


Fund Balance

133

PARK DISTRICT of OAK PARKREVENUE / EXPENSE COMPARISON - ALL FUND TYPES

DESCRIPTION REVENUE EXPENSE NET REVENUE EXPENSE NET REVENUE EXPENSE NETCORPORATE

ADMINISTRATION $4,062,958 $1,852,582 $2,210,376 $4,399,612 $2,009,976 $2,389,636 $3,843,000 $2,070,296 $1,772,704COMMUNICATIONS 48,350 381,687 (333,337) 56,560 417,968 (361,408) 0 0 0CONSERVATORY 130,582 458,861 (328,279) 114,855 307,619 (192,764) 87,000 311,326 (224,326)BUILDINGS & GROUNDS 154,729 1,984,494 (1,829,765) 185,729 2,092,458 (1,906,729) 115,000 2,053,402 (1,938,402) TOTAL CORPORATE $4,396,619 $4,677,624 ($281,005) $4,756,756 $4,828,022 ($71,266) $4,045,000 $4,435,024 ($390,024)

IMRF $344,359 $365,000 ($20,641) $391,524 $420,000 ($28,476) $446,400 $420,000 $26,400LIABILITY $254,149 $257,249 ($3,100) $257,939 $272,340 ($14,401) $294,300 $300,460 ($6,160)AUDIT $17,980 $16,500 $1,480 $17,750 $15,500 $2,250 $19,200 $17,500 $1,700

RECREATIONADMINISTRATION $3,657,922 $4,127,523 ($469,601) $3,346,220 $4,428,500 ($1,082,280) $3,960,202 $4,242,780 ($282,578)COMMUNICATIONS 0 0 0 0 0 0 $61,500 $452,466 (390,966)CUSTOMER SERVICE 0 347,163 (347,163) 0 360,347 (360,347) 0 371,662 (371,662)FACILITY OPERATIONS 101,390 332,207 (230,817) 102,200 316,834 (214,634) 114,200 327,684 (213,484)SPORTS AND FITNESS 1,096,110 633,699 462,411 1,124,667 654,059 470,608 1,013,077 639,199 373,878GENERAL RECREATION 1,449,816 779,509 670,308 1,852,089 968,203 883,886 2,146,424 1,122,320 1,024,104 TOTAL RECREATION $6,305,238 $6,220,101 $85,137 $6,425,176 $6,727,943 (302,767) $7,295,403 $7,156,110 $139,293

MUSEUM $84,269 $105,600 ($21,331) $102,443 $110,878 ($8,435) $48,000 $92,315 ($44,315)SPECIAL RECREATION $434,407 $440,014 ($5,607) $516,000 $489,561 $26,439 $516,000 $502,568 $13,432

REVENUE FACILITIESADMIN $0 $0 $0 $0 $0 $0 $0 $1,197,461 ($1,197,461)POOLS 1,016,337 969,005 47,332 1,006,277 948,561 57,716 948,165 291,813 656,352ICE ARENA 1,360,111 1,211,487 148,625 1,460,758 1,255,346 205,412 1,480,601 494,742 985,859DOG PARK 15,300 12,005 3,295 21,425 14,598 6,827 17,775 10,996 6,779GYMNASTICS 1,001,419 911,083 90,336 1,083,250 991,461 91,789 1,113,756 736,129 377,627MAINTENANCE 0 0 0 0 0 0 0 756,105 (756,105)CONCESSIONS 0 0 0 0 0 0 104,900 82,087 22,813 TOTAL REVENUE FACILITIES $3,393,167 $3,103,579 $289,588 $3,571,709 $3,209,965 $361,744 $3,665,197 $3,569,333 $95,864

HEALTH INSURANCE $907,329 $872,179 $35,150 $919,847 $945,449 ($25,602) $854,579 $964,040 ($109,461)CAPITAL PROJECTS $3,097,688 $6,376,000 ($3,278,312) $2,155,183 $2,611,000 ($455,817) $2,618,335 $2,640,000 ($21,665)CHENEY MANSION $214,523 $152,577 $61,946 $214,154 $149,014 $65,141 $212,279 $168,733 $43,546

TOTAL $19,449,728 $22,586,423 ($3,136,695) $19,328,481 $19,779,671 ($451,190) $20,014,693 $20,266,084 ($251,391)

BUDGET 2017BUDGET 2016BUDGET 2015

134

PARK DISTRICT OF OAK PARKREVENUE AND EXPENSE COMPARISON - BY SOURCE

REVENUE COMPARISON BUDGETED BUDGETED BUDGETED VARIANCE % CHANGESOURCE 2015 2016 2017 2016-2017 2015-2016

Property Taxes 8,602,494$ 8,762,438$ 8,841,402$ 78,964$ 0.90%Fees and Charges 1,369,583 1,526,085 1,539,053 12,968 0.85%Intergovernmental Revenue 1,174,729 561,729 615,000 53,271 9.48%Rentals 547,740 645,451 $670,385 24,934 3.86%Miscellaneous 170,869 178,281 $202,429 24,148 13.54%Donations and Sponsorship 273,600 85,810 $108,400 22,590 26.33%Other Financing Sources 2,775,151 2,673,072 $2,908,877 235,805 8.82%Program Revenue 4,535,562 4,895,615 $5,129,147 233,532 4.77% TOTAL 19,449,728$ 19,328,481$ 20,014,693$ 686,212$ 3.55%

EXPENSE COMPARISON BUDGETED BUDGETED BUDGETED VARIANCE % CHANGEFUNCTION 2015 2016 2017 2016-2017 2016-2017

Wages 5,778,891$ 6,176,589$ 6,351,088$ 174,499$ 2.83%Contractual Services 2,400,437 2,514,328 $2,591,462 77,134 3.07%Materials & Supplies 731,467 727,157 $793,022 65,865 9.06%Benefits 1,642,179 1,811,949 $1,856,540 44,591 2.46%Miscellaneous 389,083 465,813 $454,302 (11,511) -2.47%Debt Service 2,076,959 2,065,631 $2,000,194 (65,438) -3.17%Utilities 612,956 701,452 $671,221 (30,231) -4.31%Other Financing Uses 2,578,457 2,703,754 $2,912,943 209,189 7.74%Capital Projects 6,176,000 2,611,000 $2,640,000 29,000 1.11% TOTAL 22,386,429$ 19,777,674$ 20,270,772$ 493,098$ 2.49%

135

2015 2016 2017 VARIANCE % TOTALDESCRIPTION BUDGET BUDGET BUDGET 2016-2017 BUDGET

CORPORATEADMINISTRATION $4,062,958 $4,399,612 $3,843,000 -12.65% 19.20%COMMUNICATIONS $48,350 $56,560 $0 -100.00% 0.00%CONSERVATORY $130,582 $114,855 $87,000 -24.25% 0.43%BUILDINGS & GROUNDS $154,729 $185,729 $115,000 -38.08% 0.57% TOTAL CORPORATE $4,396,619 $4,756,756 $4,045,000 -14.96% 20.21%

IMRF $344,359 $391,524 $446,400 14.02% 2.23%LIABILITY INSURANCE $254,149 $257,939 $294,300 14.10% 1.47%AUDIT $17,980 $17,750 $19,200 8.17% 0.10%

RECREATIONADMINISTRATION $3,657,922 $3,346,220 $3,960,202 18.35% 19.79%COMMUNICATIONS $0 $0 $61,500 100.00% 0.31%CUSTOMER SERVICE $0 $0 $0 0.00% 0.00%FACILITY OPERATIONS $101,390 $102,200 $114,200 11.74% 0.57%SPORTS AND FITNESS $1,096,110 $1,124,667 $1,013,077 -9.92% 5.06%GENERAL RECREATION $1,449,816 $1,852,089 $2,146,424 15.89% 10.72% TOTAL RECREATION $6,305,238 $6,425,176 $7,295,403 13.54% 36.45%

MUSEUM $84,269 $102,443 $48,000 -53.14% 0.24%SPECIAL RECREATION $434,407 $516,000 $516,000 0.00% 2.58%

REVENUE FACILITIESADMIN $0 $0 $0 0.00% 0.00%POOLS $1,016,337 $1,006,277 $948,165 -5.77% 4.74%ICE ARENA $1,360,111 $1,460,758 $1,480,601 1.36% 7.40%DOG PARK $15,300 $21,425 $17,775 -17.04% 0.09%GYMNASTICS $1,001,419 $1,083,250 $1,113,756 2.82% 5.56%MAINTENANCE $0 $0 $0 0.00% 0.00%CONCESSIONS $0 $0 $104,900 100.00% 0.52% TOTAL REVENUE FACILITIES $3,393,167 $3,571,709 $3,665,197 2.62% 18.31%

HEALTH INSURANCE FUND $907,329 $919,847 $854,579 -7.10% 4.27%CAPITAL PROJECTS $3,097,688 $2,155,183 $2,618,335 21.49% 13.08%CHENEY MANSION $214,523 $214,154 $212,279 -0.88% 1.06%

TOTAL $19,449,728 $19,328,481 $20,014,693 3.55% 100.00%

PARK DISTRICT OF OAK PARK

REVENUE COMPARISON - ALL FUND TYPES

136

BUDGETED PERCENT BUDGETED PERCENT BUDGETED PERCENT SOURCE 2015 OF TOTAL 2016 OF TOTAL 2017 OF TOTAL

Property Taxes 8,602,494 44.2% 8,762,438 45.3% 8,841,402 44.2%Fees and Charges 1,369,583 7.0% 1,526,085 7.9% 1,539,053 7.7%Intergovernmental Revenue 1,174,729 6.0% 561,729 2.9% 615,000 3.1%Rentals 547,740 2.8% 645,451 3.3% 670,385 3.3%Miscellaneous 170,869 0.9% 178,281 0.9% 202,429 1.0%Donations & Sponsorship 273,600 1.4% 85,810 0.4% 108,400 0.5%Other Financing Sources 2,775,151 14.3% 2,673,072 13.8% 2,908,877 14.5%Program Revenue 4,535,562 23.3% 4,895,615 25.3% 5,129,147 25.6% TOTAL 19,449,728 19,328,481 20,014,693


REVENUE - BY SOURCEFISCAL YEARS 2015, 2016, 2017

BUDGETED 2017 REVENUE BY SOURCE

Property Taxes 44.17%

Fees and Charges 7.69%

Intergovernmental Revenue 3.07% Rentals

3.35%

Miscellaneous 1.01%

Donations & Sponsorship 0.54%

Other Financing Sources 14.53%

Program Revenue 25.63%

137

2015 2016 2017 VARIANCE % TOTALDESCRIPTION BUDGET BUDGET BUDGET 2016-2017 BUDGET

CORPORATEADMINISTRATION $1,852,582 $2,009,976 $2,070,296 3.00% 10.22%COMMUNICATIONS $381,687 $417,968 $0 -100.00% 0.00%CONSERVATORY $458,861 $307,619 $311,326 1.21% 1.54%BUILDINGS & GROUNDS $1,984,494 $2,092,458 $2,053,402 -1.87% 10.13% TOTAL CORPORATE $4,677,624 $4,828,022 $4,435,024 -8.14% 21.88%

IMRF $365,000 $420,000 $420,000 0.00% 2.07%LIABILITY INSURANCE $257,249 $272,340 $300,460 10.33% 1.48%AUDIT $16,500 $15,500 $17,500 12.90% 0.09%

RECREATIONADMINISTRATION $4,127,523 $4,428,500 $4,242,780 -4.19% 20.94%COMMUNICATIONS $0 $0 $452,466 100.00% 2.23%CUSTOMER SERVICE $347,163 $360,347 $371,662 3.14% 1.83%FACILITY OPERATIONS $332,207 $316,834 $327,684 3.42% 1.62%SPORTS AND FITNESS $633,699 $654,059 $639,199 -2.27% 3.15%GENERAL RECREATION $779,509 $968,203 $1,122,320 5.48% 5.54% TOTAL RECREATION $6,220,101 $6,727,943 $7,156,110 6.36% 35.31%

MUSEUM $105,600 $110,878 $92,315 -16.74% 0.46%SPECIAL RECREATION $440,014 $489,561 $502,568 2.66% 2.48%

REVENUE FACILITIESADMIN $0 $0 $1,197,461 0.00% 5.91%POOLS $969,005 $948,561 $291,813 -69.24% 1.44%ICE ARENA $1,211,487 $1,255,346 $494,742 -60.59% 2.44%DOG PARK $12,005 $14,598 $10,996 -24.67% 0.05%GYMNASTICS $911,083 $991,461 $736,129 -25.75% 3.63%MAINTENANCE $0 $0 $756,105 100.00% 3.73%CONCESSIONS $0 $0 $82,087 100.00% 0.41% TOTAL REVENUE FACILITIES $3,103,579 $3,209,965 $3,569,333 11.20% 17.61%

HEALTH INSURANCE $872,179 $945,449 $964,040 100.00% 4.76%CAPITAL PROJECTS $6,376,000 $2,611,000 $2,640,000 1.11% 13.03%CHENEY MANSION $152,577 $149,014 $168,733 13.23% 0.83%

TOTAL $22,586,423 $19,779,671 $20,266,084 2.46% 100.00%

PARK DISTRICT OF OAK PARKEXPENDITURE COMPARISON - ALL FUND TYPES

138

BUDGETED PERCENT BUDGETED PERCENT BUDGETED PERCENT SOURCE 2015 OF TOTAL 2016 OF TOTAL 2017 OF TOTAL

Wages 5,778,891 25.81% 6,176,589 31.23% 6,351,088 31.33%Contractual Services 2,400,437 10.72% 2,514,328 12.71% 2,591,462 12.78%Materials & Supplies 731,467 3.27% 727,157 3.68% 793,022 3.91%Benefits 1,642,179 7.34% 1,811,949 9.16% 1,856,540 9.16%Miscellaneous 389,083 1.74% 465,813 2.36% 454,302 2.24%Debt Service 2,076,959 9.28% 2,065,631 10.44% 2,000,194 9.87%Utilities 612,956 2.74% 701,452 3.55% 671,221 3.31%Other Financing Uses 2,578,457 11.52% 2,703,754 13.67% 2,912,943 14.37%Capital Projects 6,176,000 27.59% 2,611,000 13.20% 2,640,000 13.02%TOTAL 22,386,429 19,777,674 20,270,772


BUDGETED 2017 EXPENSE BY SOURCE

EXPENDITURES - BY SOURCEFISCAL YEARS 2015, 2016, 2017

Wages 31%

Contractual Services 13%

Materials & Supplies 4%

Benefits 9%

Miscellaneous 2%

Debt Service 10%

Utilities 3%

Other Financing Uses 15%

Capital Projects 13%

139

Fund Balance Policy

Statement of Purpose A Fund Balance Policy establishes a minimum level at which the projected end-of-year fund balance should be maintained. This policy is established to provide financial stability, cash flow for operations, and the assurance that the District will be able to respond to emergencies with fiscal strength.

Fund Balance Philosophy It is the Park District’s philosophy to support long-term financial strategies, where fiscal sustainability is its first priority, while also building funds for future growth. It is essential to maintain adequate levels of fund balance to mitigate current and future risks (e.g., revenue shortfalls and unanticipated expenditures) and to ensure stable tax rates. Fund balance levels are also a crucial consideration in long-term financial planning. Credit rating agencies carefully monitor levels of fund balance and unassigned fund balance in the Corporate Fund to evaluate the Park District’s continued creditworthiness.

Scope This policy provides for the minimum amount of fund balance the District should maintain. Should the fund balance exceed the target percentage by a significant amount, it is done with the intention to provide for needs caused by unforeseen events, and build the fund for planning for growth.

Fund balance is generally referred to as cash balance, however, is defined as the difference between assets and liabilities in a governmental fund, and current assets and current liabilities in enterprise type funds (i.e., internal service funds). A governmental fund is used to account for all or most of the Park District’s general activities, including the collection and disbursement of earmarked monies (special revenue funds), the acquisition or construction of general capital assets (capital projects funds) and the servicing of general long-term debt (debt service funds). The Corporate Fund is used to account for all activities of the Park District not accounted for in some other fund.


140

The Park District is committed to holding fund balances stable and attaining a minimum balance of 25% for operating funds. Operating funds include: Corporate, IMRF, Liability, Audit, Health Insurance, Recreation, Special Recreation, Revenue Facilities, and Cheney Mansion. The minimum fund balance for the Museum Fund shall be 75% as this fund acts as both an operating as well as a capital reserve fund. There is no fund balance requirement for the Capital Projects Fund other than current budgets shall not place this fund in a negative position. The Debt Service Fund shall have a minimum reserve equal to the semi-annual interest payment.

The fund balance will be composed of three primary categories: 1) Non-spendable Fund Balance, 2) Restricted Fund Balance and 3) Unrestricted Fund Balance. Their definitions are:

Non-spendable Fund Balance – the portion of a governmental fund’s net assets that are not available to be spent, either short-term or long-term, in either form or through legal restrictions (e.g., inventories, prepaid items and endowments).

Restricted Fund Balance - the portion of a governmental fund’s net assets that are subject to external enforceable legal restrictions (e.g., grantor, contributors and property tax levies).

Unrestricted Fund Balance is made up of three components:

Committed Fund Balance - the portion of a governmental fund’s net assets with self-imposed constraints or limitations that have been placed at the highest level of decision making.

Assigned Fund Balance - the portion of a governmental fund’s net assets to denote an intended use of resources

Unassigned Fund Balance - available expendable financial resources in a governmental fund that are not the object of tentative management plan (i.e. assignments).

Flow Assumption Funds receive their resources from a variety of revenue sources, including both restricted and unrestricted (committed, assigned and unassigned) revenue items. When restricted funds exist, those funds are used first, then unrestricted. For unrestricted funds, committed funds are used first, then assigned, then unassigned.


141

Protocol The following protocol will be enforced if the overall fund balance is under 20% or over 30%. It is assumed that budgeting constraints will be enacted if the fund balance is within this range.

A. If it is under 20% a. If the overall fund balance is between 15 and 25%, a plan lasting no more than five years will address this issue

with budgetary adjustments to revenues and expenditures. b. If the overall fund balance is less than 15%, then fund transfers to capital projects will be reduced.

B. If it is over 30% a. If the overall fund balance is between 25 and 35%, a plan lasting no more than three years will decrease fund

balance to 25% with budgetary adjustments to revenues and expenditures. b. If the fund balance is over 35%, then fund transfers to capital projects may be increased and the capital

improvement plan may be adjusted


142

Investment Policy

Policy It is the policy of the Park District of Oak Park to invest public funds in a manner which will provide the highest investment return with the maximum security while meeting the daily cash flow demands of the District and conforming to all state and local statues and ordinances governing the investment of public funds.

Scope This investment policy applies to all financial assets of the District. These funds are accounted for in the District's annual financial report and include the General Fund, Recreation Fund, Revenue Facilities Fund, Debt Service Fund, Capital Projects Fund, Nonmajor Governmental Funds, and any other funds that may be created from time to time. All transactions involving financial assets and related activity of the foregoing funds shall be administered in accordance with the provisions of this policy.

Deposits When money deposed by the District becomes collected funds and is not needed for immediate disbursement, it will be invested within two working days at prevailing rates or better in accordance with 30 ILCS 225/1

Investment Earnings In accordance with current Government Accounting Standards Board Statement standards, interest income will be reported as revenue in the fund that earned the interest. An operating transfer, approved by the Park Board, will be required to transfer interest earnings to any other Fund.

Valuation of Investments All investments will be valued in accordance with the current GASB Statement standards

Objectives 1. Safety of Control- Investments shall be undertaken in a manner that seeks to ensure the preservation of capital in the overallportfolio. To attain this objective, diversification is required so that potential losses on individual securities and/or financial institutions do not exceed the income generated from the remainder of the portfolio.

2. Liquidity - The District's investment portfolio shall remain sufficiently liquid to enable the District to meet all operatingrequirements, which may be reasonably anticipated in any District fund. Maturities of investments of all funds shall not exceed two years, unless the Board of Park Commissioners approves a temporary extension of maturities, maturities of investment of Capital Funds shall not exceed three years. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities

143

3. Return on Investments - The investments portfolio of the District shall be designed to attain a market average rate of returnthroughout the budgetary and economic cycles, taking into account the District's risk constraints, the cash flow characteristics of the portfolio and legal restrictions for return on investments.

4. Maintaining the Public's Trust - All participants in the investment process shall seek to act responsibility as custodians of thepublic and shall avoid any transactions that might impair public confidence in the District.

5. Prudence - Investments shall be made with judgment and care under circumstances then prevailing, which persons ofprudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investments, considering the probable safety of their capital as well as the probable income to be derived. The standard of prudence to be used by investment officials shall be the "prudent person" and shall be applied in the context of managing an overall portfolio.

6. Local Consideration - The District shall make every attempt to invest in banking institutions operating in the Village of OakPark which actively promote and support local, civic and economic development.

Investment Instruments The District may invest in any type of security allowed by Illinois law, notably 30 Illinois Complied Statues 235 (30 ICS 235). A summary of the allowable instruments follows: 1. Passbook savings account2. Now, Super Now, and Money Market Accounts, including, but not limited to, The Illinois Park District Liquid Asset Fund +

(IPDLAF+) or Illinois Metropolitan Investment Fund (IMET)3. Commercial Paper - issuer must be a U.S. Corporation with more than $500 million in assets, rating must be within three

highest classifications by two standard rating services, must mature within 180 days of purchase, and such purchase cannotexceed 10% of the corporations' outstanding obligations.

4. State Treasurer's Investment Pool (The Illinois Funds)5. Money Market Mutual Funds - registered under the Investment Company Act of 1940, provided the Portfolio is limited to

bonds, notes, certificates, treasury bills, or other securities which are guaranteed by the federal government as to principal andinterest.

6. Repurchase Agreement collateralized by full faith and credit U.S. Treasury securities.7. Certificates of Deposit, Time Deposits, and CDARS8. Constituting direct obligations of any bank as defined by the Illinois Banking Act and only those insured by the FDIC.9. Legally issuable by savings and loan associations incorporated under the laws of the State of Illinois or any other state or under

the laws of the United States and only in those savings and loan associations insured by SAIF


144

10. Bonds, notes, certificates of indebtedness, Treasury bills or other securities which are guaranteed by the full faith and credit ofthe United States of America as to principal and interest.

11. Obligations of U.S. government agencies which are guaranteed by the full faith and credit of the United States Government.12. Short term discount obligations of the Federal National Mortgage Association

Diversification It is the policy of the District to diversify its investment portfolio. Investments shall be diversified to eliminate the risk of loss resulting in over concentration in a specific maturity, issuer, or class of securities. Concentration in short term corporation obligations will not exceed 90% of the limit contained in Illinois law. Diversification strategies shall be determined and revised periodically by the Director of Finance.

Collateralization 1. It is the policy of the District to require that time deposits in excess of FDIC or SAIF insurable limits be secured by some form

of collateral to protect public deposits in a single financial situation if it were to default due to poor management or economics factors.

2. Eligible collateral instruments and collateral rations (market value divided by deposit) are as follows:a) U.S. Government Securities 110% b) Obligations of Federal Agencies 110% c) Obligations of Federal instrumentalities 125%d) Obligations of the State of Illinois 125% e) General Obligations Bond of the District 110%f) Bank Deposit Guaranty Bond 125%

The ratio of fair market value of collateral to the amount of funds secured shall be reviewed quarterly and additional collateral will be requested when the ratio declines below the level required.


145


3. Safekeeping of Collaterala) Third party safekeeping is required for all collateral. To accomplish this, the securities can be held at the followinglocations:

1) A Federal Reserve Bank or its branch office2) At another custodial facility- generally in a trust department through book-entry at the Federal Reserve, unlessphysical securities are involved. 3) By an escrow agent of the pledging institution.

b) Safekeeping will be documented by an approved written agreement. This maybe in the form of a safekeeping agreement,trust agreement, escrow agreement or custody agreement. c) Substitution or exchange of securities held in safekeeping can be done without prior written notice of the District providedthe market value of the replacement securities are equal to or greater than the market value of the securities being replaced. The District will be notified in writing of all substitutions.

Safekeeping of Securities 1. Third party safekeeping is required for all securities. To accomplish this, the securities can be held at the following locations:

a) A Federal Reserve Bank or its branch office.b) At another custodial facility generally in a trust department through book-entry at the Federal Reserve, unless physicalsecurities are involved. c) By an escrow agent of the pledging institution.d) A financial institution on the Illinois State Treasurer's approval list of safekeeping banks.

2. Safekeeping will be documented by an approved written agreement. This may be in the form of a safekeeping agreement,trust agreement, escrow agreement, or custody agreement.

Qualified Financial Institutions 1. Depositories - Demand Deposits

a) Any financial institution selected by the District shall provide normal banking services, including, but not limited to:checking accounts, wire transfers, purchases and sale of U.S. Treasury securities and safekeeping services.b) The District will not maintain funds in any financial institution that is not a member of the FDIC or SAIF system. Inaddition, the District will not maintain funds in any institution not willing or capable of posting required collateral for funds inexcess of FDIC or SAIF limits.

146

c) To qualify as a depository, a financial institution must furnish the Director of Finance or the Park Board Treasurer withcopies of the latest two statements of conditions which it is required to furnish to the Director of Financial Institutions or to the Comptroller of Currency as the case may be. While acting as a depository, a financial institution must continue to furnish such statement to the Executive Director/Accounting Supervisor or the Park Board Treasurer within 45 days of the end of each quarter. d) Fees for banking services shall be mutually agreed to by an authorized representative of the depository bank and theAccounting Supervisor on an annual basis. Fees for services shall be substantiated by a monthly account analysis and shall be reimbursed by means of compensating balances. e) All financial institutions acting as depository for the District must enter into a "Depository Agreement."

2. Banks and Savings and Loans- Certificates of DepositAny financial institution selected to be eligible for the District's certificate of deposit purchase program must meet thefollowing requirements:a) Shall provide wire transfer and safekeeping servicesb) Shall be a member of the FDIC or SAIF system and shall be willing and capable of posting required collateral for funds inexcess of FDIC and SAIF insurable limits. c) To qualify as a depository, a financial institution must furnish the Accounting Supervisor or the Park Board Treasurer withcopies of the latest two statements of condition which it is required to furnish to the Director of Financial Institutions or to the Comptroller of Currency as the case may be. While acting as a depository, a financial institution must continue to furnish such statements to the Accounting Supervisor or the Park Board Treasurer within 45 days of the end of each quarter.

3. Sixty-five percent RuleThe amount of funds deposited and/or invested in a financial institution shall not exceed 65% of the capital stock and surplusof such institution unless collateral security has been pledged, in which case the amount of such deposits and/or investmentsshall not exceed 75%.

Management of Program 1. The following individuals are authorized to purchase and sell investments, authorized wire transfers, authorized the release of

pledged collateral, and to execute any documents required under this policy. Two signatures are required for all of investment transactions. a) Accounting Supervisorb) Executive Directorc) Director of Finance


147

II These documents include: I Wire Transfer Agreement II Depository Agreement III Safekeeping Agreement IV Custody Agreement

2. Management responsibility for the investment program is hereby delegated to the Director of Finance, who shall establishwritten procedures for the operation of the investment program, consistent with this investment policy. Such procedures shallinclude explicit delegation of authority to persons responsible for investment transactions. No person may engage in anyinvestment transactions except as provided under the terms of this policy and the procedures established by the Director ofFinance. The Director of Finance shall be responsible for all transactions undertaken and shall establish a system of controls toregulate the activities of subordinate or any other person involved in such transactions for the District.

3. The Wording of agreements necessary to fulfill the investment responsibilities is the responsibility of the Director of Financewho shall periodically review them for consistency with District policy and State law and who shall be assisted in this functionby District legal counsel. These agreements include but are not limited to:

a) Wire Transfer Agreementb) Depository Agreementc) Safekeeping Agreementd) Custody Agreement

Ethics and Conflicts of Interest Officers and employees of the District who are involved in the investment process shall refrain from any personal business activity that could conflict with the execution of the investment program or which could impair their ability to make impartial investment decisions. Employees and investment officials shall disclose to the Park District Board of Park Commissioners any material financial interests in financial institutions that conduct business with the District, and they shall further disclose any large personal, financial or investment positions that could be related to the performance of the District's portfolio. Employee and officers shall subordinate their personal investment transactions to those of the District particularly with regard to the timing of purchases and sales.


148

Indemnification Investment officers and employees of the District acting in accordance with this investment policy and written procedures as have been or may be established and exercising due diligence shall be relieved of personal liability for an individual's security credit risk or market changes.

Reporting The Director of Finance shall submit to the Park Board a comprehensive annual report on the investment program and activity. The report shall include a review of the fiscal year's overall performance as well as a projection of what may be anticipated in the next fiscal year. This report shall be reviewed as part of the external annual audit of the District's financial records.

Administrative Help The District shall provide and pay for professional and administrative help, staff and equipment necessary to carry out the duties and responsibility contained in this investment policy and the procedures established for operations of the program.

Amendment This policy shall be reviewed from time to time, at least once annually, and revisions shall be presented to the Park Board for approval.

Conflict All District Ordinances and parts of Ordinances and all Resolutions and Policy statements or parts thereof in conflict with this policy or any parts thereof are hereby repealed. In the event of any conflict between this policy and the Illinois Complied Statutes or case decisions of the State of Illinois, the then Statues and case law decisions shall control.

Captions and Headings The captions and headings and used herein are for convenience of reference only and do not define or limit the contents.


149

Debt Management Policy

Statement of Purpose Where inappropriate levels of debt can create financial difficulties, reasonable levels of debt provide a mechanism to reduce costs for the District by allowing critical projects to be completed on a timely basis rather than using current funds. Debt is issued to achieve desired goals in acquiring, developing, and improving the District’s parks and facilities and in purchasing necessary capital items for conducting the operations of the District. All types of legal debt will be considered.

Debt Issuance When the District finances capital projects by issuing bonds, it shall amortize the debt over a term not to exceed the average useful life of the project(s) financed. All debt issuance must be approved by the Board of Commissioners. The District shall try to confine long-term borrowing to capital improvements and projects that have useful lives of 10 or more years. Except in emergencies or other extraordinary circumstances, borrowing should be undertaken only to fund capital improvements within the Capital Improvement Plan. The District’s goal is to keep the average maturity of General Obligation bonds at or below 10 years. However, longer maturities may be considered for projects with useful lives greater than 10 years. Capital improvements, equipment and facility projects shall be classified into “pay-as-you-go” and “debt financing” classifications. Pay-as-you-go capital items will be $25,000 or less with short lives or replacement of existing equipment. Debt financing may be used for major, non-recurring items with a minimum of four years of useful life. Along with advice of Financial Advisors specializing in municipal government debt financing, the District will determine type of sale (negotiated or competitive) based upon issue size and market condition. This process will take consideration to the lowest total cost to the District considering interest rates as well as issuance costs. Financial Advisors will be selected on the basis of merit using a competitive RFP process. This process assures selection of the most qualified firm based on the scope of services and evaluation criteria outlined in the RFP.

Debt Service Levels Under the Property Tax Extension Limitation Law (PTELL), the District’s non- referendum debt service limit based on the 1994 debt service extension base (DSEB) is $219,549. As required by the PTELL, it will be the policy of the District to require voter approval to increase this limit for any major acquisition or development. Beginning in 2009, the DSEB will increase by the Consumer Price Index on an annual basis. The 2012 DESB is $235,961. The maximum amount of debt that can be issued is 2.875% of EAV. These limitations will be verified and adhered to when new debt issuances are considered.


150

Creation of Debt No commissioner, committee, officer, or any other person employed or associated with the District shall be authorized to create any financial liability on behalf of the District except where said liability shall be approved in nature and amount by the Board and recorded in the minutes of said meeting and/or in accordance with the District’s purchasing policy.

Market Review The District will review its outstanding debt annually for the purpose of determining if the financial marketplace will afford the District the opportunity to refund an issue and lessen its debt service costs. In order to consider the possible refunding of an issue a net present value savings must be of some significance over the life of the respective issue. The Government Finance Officers Association recommends a savings (net of all issuance costs and any cash contribution to the refunding) of at least 3-5 percent.


151

Revenue Policy

Statement of Philosophy The Park District uses multiple sources of revenue to supplement the revenue received in the form of taxes, because it is not financially feasible or healthy to rely solely on one source of revenue. Some of these sources may include fees and charges, intergovernmental, rentals, sponsorships and donations, and program revenues. The Park District will evaluate all new sources of revenue before acceptance to prevent compromising the mission of District. The Park District is always vigilant about finding new sources of revenue to improve the revenue mix of the District.

Revenue Sources Types The following revenues sources are based on the Government Finance Officers classifications that are used in the District’s annual financial audit as well as annual budget.

Taxes

The Park District receives Property Taxes from the property owners of Oak Park. The District levies taxes in accordance with the Property Tax Extension Limitation Law (PTELL). The District currently levies taxes for seven purposes including Corporate, IMRF, Liability, Auditing, Recreation, Museum, and Special Recreation.

Fees and Charges

The Park District of Oak Park charges fees for facility usage and sale of products including pool passes, ice rink usage, dog park usage, field usage, tours and program participation. The Park District will not charge fees to residents for entrance into parks, playgrounds, sled hills, or informal use of outdoor athletic facilities. Facility fees and charges are determined by the Facility Fees and Program Pricing Guidelines.

Intergovernmental Revenue

Intergovernmental Revenue accounts for funds received from other governmental entities in the form of personal property replacement taxes, grants, and other one-time reimbursements for expenses. The Personal Property Replacement Tax is a corporate income tax collected statewide and then distributed to various taxing Districts. The Park District also has a strong history of receiving grant from numerous government entities.


152

Rental Income

The Park District receives rental income for facility usage including special events, meetings, weddings, and movie shoots. The Cheney Mansion Coach House is leased for residential purposes.

Miscellaneous Revenue

Miscellaneous Revenue receives a variety of revenues including non-resident fees, vending machine revenue, procurement card rebates and interest income received on cash deposits.

Interest is received from all investments including: O Cash Bank Accounts at Community Bank of Oak Park and River ForestO Illinois Park District Liquid Asset FundsO Illinois Metropolitan Investment TrustO Brokered Certificate of Deposits through PMA

Sponsorship and Donations

The Park District pursues a variety of sponsorships and donations to help fund its recreation programs and other special events. This is done to reduce the burden on tax payers and participants for events such as the Frank Lloyd Wright Races, Summer Concert Series, and other holiday special events.

Other Financing Sources

The Park District uses this budget area to include debt service proceeds, capital transfers, operating transfers, and transfers for debt service payments.

Program Revenues

Program revenues are fees paid from residents and non-residents to take part in programs that Park District puts on yearly. Program revenues are received in the Corporate, Recreation, Revenue Facilities, and Cheney Mansion Funds with the majority in the Recreation and Revenue Facilities Funds. Program prices are determined by the Facility Fees and Program Pricing Guidelines.


153

Procurement Policy

The Board of Commissioners recognizes the need that materials, supplies, equipment and services of the quality and quantity required to operate the District be specified, described, and procured in a manner that provides for full and free competition among potential suppliers.

Formal competitive sealed bids consistent with this policy will be solicited on all procurements except:

1. Those that are clearly identified and justified in writing as "sole source" and that are approved by the Board in advance ofpurchase.

2. Those purchases of an emergency nature that requires immediate implementation in order to eliminate major problems and that areapproved by the Executive Director and authorized by the Board.

3. Those purchases specifically excluded from the bidding process by Illinois State Statues.4. Those whose cost is less than $20,000.00 and that are approved by the Executive Director.

Informal Quotations Requests for informal quotations for purchases costing more than $500.00 but less than $20,000.00 need not be formally and publicly advertised. Items in this range shall have at least three quotes, whenever possible, that are solicited by either written or oral invitation.

Certain items (i.e. commodities) routinely purchased on a repetitive basis may be purchased from selected prequalified vendors. These items and vendors shall be reviewed annually, in January, by Department Heads with the Director of Finance and approved by the Executive Director.

Upon approval by the Executive Director or their designee, the award is made to the lowest and best quotation meeting the specifications, delivery date and other required terms and conditions of purchase.

Formal Bidding Requests for formal bids for those procurements costing $20,000.00 or more will be formally and publicly advertised. At least one notice will be published in the local newspaper not less than 14 days before the bids are "closed". Sealed bids will remain sealed until the formal "bid opening" is conducted by a designated District employee with at least one witness at the place, time and date specified in the advertisement. Upon recommendation of the Executive Director and approval of the Board, the award will be made to the lowest qualified bidder meeting the specifications and other required terms and conditions of the procurement. The right is reserved to reject any bids if such action is deemed by the Board to be in the best interests of the District. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Park District of Oak Park Mission: In partnership with the community, we enrich lives by providing meaningful experiences through programs, parks, and facilities

154

Local Purchasing Park District personnel should seek to purchase goods and services from Oak Park vendors when they are of comparable quality to goods or services purchased from vendors not located in Oak Park. The District will promote purchasing from Oak Park vendors by allowing an additional 15% to be spent on goods and services under $10,000, 10% on items $10,000 to $15,000 and over $15,000 approval must be given by the Executive Director.

Environmentally Aware Purchasing Park District personnel should seek to reduce the environmental damages associated with their purchases by increasing their acquisition of environmentally preferable products and services to the extent feasible, consistent with price, performance, availability, and safety considerations. These products should have a third party certification of environmentally preferred status such as the Green Seal or Energy Star when feasible. The District will promote buying the environmentally preferable products by allowing an additional 15% to be spent on items under $10,000, 10% on items $10,000 to $15,000 and over $15,000 approval must be given by the Executive Director.

Environmentally Preferable Products include: o Products that reduce greenhouse gas emissions or are made with renewable energyo Products that reduce the use of toxins hazardous to the environment and employee and public healtho Products that contain the highest possible percentage of postconsumer recycled contento Products that reduce air and water pollutiono Products that reduce wasteo Suppliers who strive to improve their environmental performance and provide environmentally preferable products, and who

can document the supply-chain impacts of their effortso Reusable productso Products that serve several functions (e.g., copier/printers, multipurpose cleaners) and reduce the overall number of products

purchased

Each procurement action will be fully documented consistent with District purchasing procedures. Any variance from the above policies must have prior approval of the Board.


155

Fixed Asset Policy The purpose of this document is to explain the Government’s process for capital asset accounting. The Government acquires and constructs capital assets in pursuit of its mission. In line with GAAP and best business practices, this document sets forth the requirements for accounting for these assets, as well as the definitions of different types of such assets. To account for assets with depreciating values and to amortize them over their useful lives, capital assets must be recorded and capitalized in accordance with U.S. GAAP. If their value is below the Government’s capitalization threshold, assets are neither added to the capital asset accounts nor are they depreciated; rather they are fully expensed at the time of acquisition.

Safeguarding Of Park District Assets The responsibility for control of the fixed asset will reside with the department where the fixed asset is located. The Superintendent of Business Operations shall ensure control is maintained by establishing a fixed asset inventory. The inventory will include the following for each asset:

• Asset description• Asset serial number/ model number• Asset type (i.e. Building, Machinery and Equipment)• Acquisition date• Vendor Name• Cost and Purchase order number• Assigned location• Park District ID tag number• Estimated useful life• Department• Cost Center• Account number

This list will be maintained, updated, reviewed and audited by the Business Operations Department on a regular basis. Operating departments shall report any acquisition, disposal, and transfer of fixed assets promptly to the Superintendent of Business Operations, or designee, to reflect changes in a timely fashion in the inventory records. Asset purchases, which fall under the capitalization threshold, will be included in the inventory if the item is over $1000. However, the cost of the asset will be expensed and not capitalized, and thus not depreciated.


156

Capitalization Capital fixed assets will be reported at historical cost, which shall include all costs incidental to the acquisition (i.e. freight, legal fees) and preparation (i.e. installation) for use of the asset. Where historical cost information is unavailable, the replacement value indexed back to the acquisition year or a realistic estimate will be used. Donated assets will be recorded at fair market value as of the date of the donation. Additions or improvements will be capitalized only if it extends the life of the asset and increases its service potential. The costs of normal maintenance to infrastructure such as crack filling and sidewalk patching will not be capitalized, but expensed. The cost of land is recorded as a fixed asset, but is not depreciable.

Capital asset depreciation is computed on a straight-line basis over the assets’ estimated useful life with no allowance for salvage value. Depreciation expense is recorded based on the date of the acquisition. In the event that a capital fixed asset is retired before the end of its estimated useful life, any remaining cost of the asset should be expensed in the period of retirement. If an asset continues to be used in operations after the expiration of its estimated useful life, no more depreciation expense will be recorded on that asset.

Fixed asset useful lives, capitalization thresholds and inventory thresholds will be according to the attached schedule.

Definitions Supplies – Items that have a useful life of one year or less, which need to be replenished periodically, and which have a value of less than $1000 per individual unit. Supplies are not on the inventory listings and are expensed in the fiscal year they are purchased. Internal controls should be established for supplies in the individual departments to protect the Park District from loss due to theft of misuse.

Fixed Assets – Fixed assets shall include land, land improvements, easements, buildings, building improvements, vehicles, machinery and equipment, furniture and fixtures, works of art and historical treasures, infrastructure and all other tangible assets that have a useful life of more than one year and which have a value of $1000 or more per individual unit. They are distinguished from Supplies by the longevity of usefulness and a monetary value.

Infrastructure – Long-lived capital assets that are normally stationary in nature and normally can be preserved for a significantly greater number of years than most capital assets. Examples of infrastructure assets include: roads, bridges, tunnels, drainage systems, water and sewer systems, dams and lighting systems. [SGAS 34]

Capital Fixed Assets – Fixed assets that are reported on the financial balance sheet. All capital assets are fixed assets, but not all fixed assets are capital assets. A monetary criterion, capitalization threshold, is used to determine whether a given fixed asset should be capitalized and reported on the balance sheet. Ancillary costs should be included in the cost of the capital fixed asset.


157

Ancillary Costs – Costs relating to placing the capital fixed asset in service. Examples of the costs by category:

• Land – Legal and title fees; professional fees of engineers, attorneys, appraisers, financial advisors; surveying fees;appraisal and negotiation fees; damage payments; site preparation costs; and costs related to demolition ofunwanted structures.

• Infrastructure – Professional fees of engineers, attorneys, appraisers, financial advisors, etc.; surveying fees;appraisal and negotiation fees; damage payments; site preparation costs; and cost related to demolition of unwantedstructures.

• Buildings and Improvements- Professional fees of engineers, attorneys, appraisers, financial advisors, etc.; damagepayments; costs of fixtures permanently attached to a building or structure; insurance premiums, interest and relatedcosts incurred during construction; and any other costs necessary to place the building or structure into its intendedlocation.

• Other Capital Fixed Assets – Transportation charges; installation costs; extended maintenance warranty contracts attime of purchase; any other normal or necessary costs required to place the asset in its intended location andcondition for use.

Controlled Fixed Asset – Fixed assets that have a value of $1000 or more per individual unit, but are under the capitalization threshold. Controlled fixed assets will be included on the fixed asset inventory listing, but will not be capitalized nor included on the balance sheet. They will be expensed in the fiscal year in which they have been placed into service.

Capitalization Threshold – The monetary criterion which determines whether a fixed asset should be capitalized and reported on the balance sheet and depreciation expense calculated and recorded in the schedule of expenses of the Park District’s Comprehensive Annual Financial Report.

Depreciation Expense – The process of expensing the purchase price of a capital fixed asset over the useful life of the asset.

Straight-line Depreciation Method – This method assumes the asset provides constant benefits. If an asset has a useful life of ten years, then each year 1/10 of that asset’s depreciable value is expensed based on the month it was placed into service.

Additions – Any acquisitions over $1000 will be included in the fixed asset inventory listing. Any fixed assets above the capitalization threshold will be added as capital fixed assets and depreciated. Additions shall be substantiated by a purchase order and paid invoice.


158

Deletions – The responsibility for reporting the disposal or sale of assets rests with the Park District department which maintains control over the asset. The department should contact the Business Operations Department to coordinate the disposal of the fixed asset. Fixed assets can only be sold, donated, transferred to an outside agency, or otherwise disposed by Board Authorization. Any fixed asset that is disposed should be deleted from the fixed asset database.

Transfers – The department who is initiating the transfer shall notify the Finance Department of any assets transferred from one department to another.

Maintenance and Repair – The costs associated with general maintenance and repair that do not add value to an asset or materially extend the asset’s useful life are expensed in the period incurred rather than being capitalized. Major repairs and/or rehabilitation, which materially extend the useful life of an asset, are capitalized and depreciated over the remaining life of the related asset.

Fixed Asset useful lives, capitalization thresholds and inventory thresholds are as follows:

Useful Life Capitalization Threshold Inventory ThresholdN/A All N/A

20 $15,000.00 $1,000.00Structural (i.e. Parking lots, fencing) 20 $15,000.00 $1,000.00Groundwork (landscaping) 30 $15,000.00 $5,000.00

45 $15,000.00 $1,000.00

HVAC Systems 20 $15,000.00 $1,000.00Roofing 20 $15,000.00 $1,000.00Electrical/ Plumbing 30 $15,000.00 $1,000.00Carpet Replacement 10 $15,000.00 $1,000.00

5 to 15 $15,000.00 $1,000.00(dependent on the vehicle replacement schedule)

Computers and related equipment 5 $15,000.00 $1,000.00Office Equipment 5 $15,000.00 $1,000.00Telecommunications Equipment 5 $15,000.00 $1,000.00Maintenance Equipment 7 $15,000.00 $1,000.00Outdoor Recreation (Playground) Equipment 10 $15,000.00 $1,000.00Kitchen Equipment (appliances) 10 $15,000.00 $1,000.00

5 $15,000.00 $1,000.00N/A $15,000.00 $1,000.00Art Works & Historical Artifacts

Building Improvements

Vehicles and Tractors

Machinery & Equipment

Furniture & Fixtures

Fixed AssetLandLand Improvements

Buildings


159

2017 Budget Timeline

July 7, 2016 Special budget working meeting with Committee of the Whole – Abstract Discussions on tax levy, wage increase, and fee increases

July 8-14, 2016 Budget Goals and Trainings led by Business Operations

July 12, 2016 Broad Strategic Initiatives Retreat

July 15, 2016 Budget goals due to Business Operations

July 18-29, 2016 Goal Meetings with Executive Director

July 29, 2016 Business Operations to be done entering salary and benefits

August 3, 2016 Business Operations to be done assembling draft narrative

August 5, 2016 All Smart Fusion changes due to Business Operations (all other departments will be locked out of Smart Fusion)

August 5, 2016 Business Operations to be done entering utilities

August 8 – 17, 2016 Preliminary Financial Review meetings with Finance Director

August 18, 2016 Business Operations to be done with graphs and tables for the draft budget

August 19, 2016 Business Operations to be done with entering draft property tax levy – calculations to be reviewed by Board Treasurer and Executive Director

August 19, 2016 Draft Budget distributed to Executive Director and Superintendents

160

August 22 – September 2, 2016 First Draft Review meetings with Executive Director, Finance Director, and Department Heads

September 9, 2016 Draft Budget Letter completed by Business Operations

September 9, 2016 Business Operations to be done with Revenue and Expense

September 16, 2016 First draft budget provided to the Board of Commissioners

September 22, 2016 Special budget working meeting with Committee of the Whole – Staff Presentations on Budget Detail

September 29, 2016 Special budget working meeting with Committee of the Whole – Staff Presentations on Budget Detail

September 30, 2016 Proposed Budget and Appropriation Ordinance available for 30 day Public Review

October 26, 2016 Publish notice of Public Hearing on Truth in Taxation IF REQUIRED

November 3, 2016 Truth in Taxation Public Hearing on Levy Ordinance (immediately prior to Committee of the Whole Meeting)

November 9, 2016 Publish notice of Public Hearing on Budget and Appropriation Ordinance

November 17, 2016 Public Hearing on Budget and Appropriation Ordinance (first action of Board Meeting)

November 17, 2016 Approval of the Tax Levy and Budget and Appropriation Ordinance (must have Quorum Present)

161

December 27, 2016 Last day to file Property Tax Levy Ordinance (Last Tuesday of December)

December 30, 2016 Final Budget Distributed to Staff

March 31, 2017 Last day to pass Budget and Appropriation Ordinance

March 31, 2017 Last day to submit Budget for GFOA Distinguished Budget Award

Bold – Board Action Required Italics – Public Hearings and Legal deadlines Underlined – Published Notices

162

Citizen Committees: PDCC, GAC, SAC, AAC

Park Board of Commissioners

Executive Director

Conservatory Manager Director of FinanceSupt. Of Bldgs. &

GroundsHuman Resources

Manager

Cheney Mansion Operations Supervisor

Comm, Mktg & Customer Service

MGRSupt. Of

Recreation

Executive Assistant

Sponsor Coord.

Comm. & Marketing Coordinator

Web Design

Comm. & Marketing Assistant

Bldgs. & Grounds Assistant

Bldg. Maint. Superv.

Project Manager

Grounds Supervisor

Bldg. Maint. Tech

General Maint. Worker

Grounds Maint. Tech


Conserv. Grower

Conserv. Tech Project Manager

Finance Manager

Information Technology Mgr.

Payroll Clerk

Accounts Payable Clerk

Safety Coord.

HR Assistant

Gymnastics Manager

Programs & Operations Manager

Ice Show Coord.

Maint. & Operations Supervisor

Dog Park Coord.

Concession Coord.

Facility Op Coord.

Program Coordinator

Choreographers

General Maint.

Facility Specialist

PT. Summer Maint. Coord.

PT Maint. Workers

Concession Workers

Aquatic Facility Coord.

Facility Attend.

Security

Lifeguards

Skate Shop

Skate Guard

Skate Specialist Hockey SpecialistSwim Specialist

Instructors Instructors Instructors

Coach/Program Specialist

Customer Service Manager

Program Manager & Adult Athletics

Recreation Assistant Program Manager

& Special Events/Arts

Registration Coord.

Registers

Cashiers

Facility Sched. & Park Coord.

Facility Attendants

Adult League Coord.

Program Supervisor Youth

Athletics

Program Supervisor Health

& Fitness

Site Supervisor

Field Attendant

Youth Leagues & Sports Camp

Coord.

Counselors/Coaches

SCAW & Circus Staff

Class Instructors

Program Supervisor

Early Childhood

Program Supervisor Teens

Preschool/Playschool Teachers

Preschool Sports

Afterschool Program Supervisor Active

Adult/Special Interest

Camp Coord.

Site Supervisor

Counselors

Supt. Of RevenueFacilities

Instructors

Admin Assistant

PT & Seasonal Staff

PT and Seasonal Staff

Sports Field Manager


163


Grant Index

Grant Facility Amount District Match

Applied Awarded

Illinois Department of Natural Resources OSLAD Program

Lindberg Park $400,000 $400,000 2014 2014

Illinois Department of Natural ResourcesMuseum Grant

Oak Park Conservatory $146,000 $146,000 2014 2014


Maple Park Master Plan $400,000 $400,000 2013 2014


Austin Gardens Master Plan $400,000 $400,000 2012 2013


Lindberg Park Master Plan $400,000 $400,000 2011 2012

Illinois State Museum Department Grant Pleasant Home Summer Dining Porch Repair

$80,455 $80,455 2012 2013

Illinois Department of Commerce and Economic Opportunity Grant

Multi-Facility Lighitng Grant $14,663 $3,666 2012 2012

Illinois Department of Natural Resources PARC Grant

Scoville Park Master Plan $1,600,000 $400,000 2010 2011


Taylor Park Master Plan $400,000 $400,000 2009 2010


Mills Park Master Plan $400,000 $400,000 2010 2011

Illinois Department of Commerce and Economic Opportunity Grant

Euclid Square Park Master Plan

$100,000 $100,000 2010 2010

164


CIP Programs

2016 2017 2018 2019 2020 2021 TotalAndersen Park & Center 150,000$ 500,000 650,000

Austin Gardens - Barrie Park & Center 115,000 1,000,000 1,115,000

Carroll Park & Center 250,000 250,000 Elizabeth F. Cheney Mansion -

Dole Center - Euclid Square Park 1,300,000 1,300,000 Field Park & Center 175,000 400,000 575,000 Fox Park & Center 320,000 105,000 425,000

Gymnastic and Recreation Center - John L. Hedges Admin Center -

Lindberg Park - Longfellow Park & Center 500,000 85,000 585,000

Maple Park 1,200,000 1,200,000 Mills Park -

Oak Park Conservatory 100,000 200,000 300,000 Pleasant Home 500,000 500,000

Rehm Park - Rehm Pool 150,000 540,000 690,000

Ridgeland Common Recreation Complex - Scoville Park -

Stevenson Park & Center 115,000 800,000 915,000 Taylor Park 25,000 25,000

Wenonah Park - Randolph Park -

Non Site Specific 2,100,000 2,100,000 Vehicles/Technology/Repairs/Nonsite 90,000 60,000 125,000 130,000 85,000 120,000 610,000

ADA/Surveys 125,000 50,000 50,000 50,000 50,000 50,000 375,000 Reserve for Turf Replacement 100,000 100,000 100,000 100,000 100,000 100,000 600,000

Reserve for Property Acquisition 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000

Project Costs 2,465,000$ 2,630,000$ 1,770,000$ 2,045,000$ 1,935,000$ 2,570,000$ 13,415,000$

Debt Service 1,997,969 2,000,194 2,002,119 1,998,744 1,998,944 1,998,644 11,996,614

Total CIP Costs 4,462,969 4,630,194 3,772,119 4,043,744 3,933,944 4,568,644 25,411,614

2017-2021 Capital Improvement Plan by Park

165

Glossary

ADA- Americans with Disabilities Act, legislation that defines basic accessibility standards for facilities, programs and informational material.

AED – Automated external defibrillators or portable defibrillators, which operate automatically to restore heartbeat are now located at most District facilities.

Annual Budget – A plan proposed by the Park District Board of Commissioners for raising and expending monies for the recreational interests of the community.

Appropriation - A legal authorization to incur obligations and to make expenditures for specific purposes.

Asset – Resources owned or held which have monetary value.

Audit – A review of the District’s finances for the previous year. In Illinois, the audit must be conducted annually, by a Registered Certified Public Accounting Firm.

Balanced Budget – prepare a budget where revenues are equal to or greater than expenditures

Board of Commissioners – Independent board of five individuals elected at large by the residents of Oak Park, IL.

Bond – A long term monetary obligation. It is a promise to repay a specified amount of money (the face value of the bond) on a particular date(the maturity date). Bonds are primarily used to finance capital projects or acquire property.

Capital Improvements – Expenditure relating to the acquisition, expansion, or rehabilitation of the District’s infrastructure.

Capital Improvement Plan (CIP) - A plan for capital outlay to be incurred each year over a fixed number years to meet capital needs arising from our long term needs.

Capital Project – Major Construction, acquisition, or renovation activities which add value to our physical assets or significantly increase their useful life.


166

Carry Over Capital Projects – Capital projects that were appropriated and the Board and staff believes are important enough to continue work on in the new fiscal year.

Collective Bargaining Agreement – A legal contract between the employer and a verified representative of a bargaining unit for specific terms and conditions of employment (e.g. hours, working conditions, salary, fringe benefits, and matters affecting the health and safety of employees). The District has a Collective Bargaining Agreement in place with SEIU local 173 for April 1st 2008 through April 1st 2012.

Committee of the Whole – Board of Commissioners Committee consisting of all Board members and presided over by the Board President. No action may be taken at the Committee of the Whole Meetings.

Cardiopulmonary Resuscitation(CPR) - consists of mouth-to-mouth respiration and chest compression and allows oxygenated blood to circulate to vital organs such as brain and heart.

Certified Park and Recreation Professional (CPRP) - a designation that mat be used by professionals that have a bachelor’s or higher degree, meet certain years of experience successfully pass an examination administered by the NRPA.

Consumer Price Index(CPI) – A leading economic gauge to measure the pace of inflation. The CPI measures the acceleration of price in a fixed basket of goods and services.

Debt Service – The cost of paying principal and interest on borrowed money according to a predetermined payment schedule.

Distinguished Budget Presentation Award Program – A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents.

Ellis and Associates – A program of lifeguard training and evaluation to assure pool patron safety.

Encumbrance – The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure.

Equalized Assessed Valuation (EAV) – The value of property resulting from the multiplication of the assessed value by an equalization factor provided by the Illinois Department of Commerce and Community Affairs to make all properties in Illinois equal to one-third (33%) of its market value.


167

Expenditure – The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, supplies and materials, or settling a loss.

Federal Insurance Corporation Act (FICA) – Another term for Social Security and represents the amount that is withheld form an employee’s paycheck and matched by the District.

Fixed Assets – Long-term resources, which have a monetary value. Examples are buildings, land, furniture, equipment and infrastructure.

Full Time Equivalent - A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part- time typist working for 20 hours per week would be the equivalent to .5 of a full-time position.

Full Time Employee – This designation represents any employee who is scheduled to regularly work more than 37.5 hours per week.

Fund - A fiscal entity with revenues and expenses, which are segregated for the purpose of carrying out a specific purpose or activity.

Fund Balance - The excess of the assets of a fund over its liabilities.

Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

General Fund - General operating fund of the District. It is used to account for all financial resources except those required to be accounted for in another fund. The General Fund and Corporate Fund are used interchangeably.

Government Accounting Standards Board (GASB) – An organization responsible for providing guidance to governmental agencies to ensure consistent and proper accounting in the preparation of financial statements.

Government Finance Officers Association(GFOA) – An organization dedicated to supporting government finance professionals in the United States and Canada.

HVAC (Heating, Ventilation, Air Conditioning) – An acronym used to reflect anything relating to temperature control within the District’s Facilities.


168

Illinois Association of Park Districts (IAPD) – A statewide organization of park districts that ensures the quality of life through education, research and advocacy.

Illinois Department of Natural Resources(IDNR) – A government agency in Illinois that provides Grant Funds to the Park District of Oak Park.

Illinois Municipal Retirement Find (IMRF) – Retirement Fund for all District employees. Both employer and employee pay into this defined benefit plan.

Illinois Parks and Recreation Association (IPRA) – a statewide organization of park and recreation professions that advocates the lifetime benefits of parks, recreation and conservation.

Indirect Cost- A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service, such as FICA or Pension.

Infrastructure - Our physical assets such as streets, water mains, and public buildings.

Interfund Transfers - The movement of monies between funds.

ISI – Ice Staking Institute.

Levy - The imposition of taxes for various governmental services.

Levy Ordinance - The annual Legal Document that sets the amount to be raised and the tax rate necessary to provide the necessary dollars.

Levy Rate - The percentage to be applied to the Assessed Valuation to get the amount necessary to meet the Levy Ordinance requirements.

Liability - Debt or other legal obligations arriving out of transactions in the past which must be paid or renewed at some future date.

Modified Accrual Accounting – This basis of accounting recognizes an economic transaction or event as revenue in the operating statement when the revenues are both measurable and available to liquidate liabilities of the current period. Expenditures are generally recognized when an event or transaction is expected to draw on current expendable resources.


169


National Parks and Recreation Association (NRPA) – An Organization of citizen boards and professionals interested in the parks and recreation operations in the United States.

Operating Budget - The District’s fiscal year financial plan for proposed expenditures and necessary revenue to fund our needs.

Operating Revenue - Funds that we receive as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

Operating Expenses - The cost for personnel, materials, and equipment required for a department to function.

Organizational Chart - The Operational Structure of the District, Department, or Programming Area.

Park District Risk Management Agency (PDRMA) – An association of 149 park districts that pool resources in order to maximize the safe working and playing conditions of the parks while managing the risk of recreation activities.

Part- time employee – This designation represents any employee scheduled to work regularly less than 37.5 hours per week.

Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing.

Personal Computers (PC) - Represents the desktop and laptop computers maintained in the District.

Policy - A plan or course of action.

Program – An offering provided to the public for recreational activities. For example cooking classes or summer camps.

Punch listed – Last items to be reviewed before the end of a contract to ensure all contract specifications have been meet.

RecTrac – The Registration used by the Park District of Oak Park.

Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose.

Revenue - Sources of income financing our operations.

Run Rate – The percentage of program offerings that meet minimums.

170


Smart Fusion – The financial software used by the Park District of Oak Park

Special Revenue Funds - Funds used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose.

Sponsorship Plan - A plan prepared for the Park District on the value of advertising or sponsoring programs, activities or events.

Tax Increment Financing (TIF) – A tool to use future gains in taxes to finance the current improvements that will create those gains. When a public project such as a road, school, or hazardous waste cleanup is carried out, there is an increase in the value of the surrounding real estate, and often new investment (new or rehabilitated building , for example). The Village of Oak Park uses TIF Districts for this purpose and the Park District of Oak Park as an Agency within the TIF, receives some of the benefits of this approach.

Tax Levy - The total amount to be raised by property taxes. The Park District Board passes a Tax Levy Ordinance each year.

Tax Levy Rate - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes.

Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation.

User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service.

Voice over internet protocol (VoIP) – telephone services using internet and local fiber optic cable.

West Suburban Special Recreation Association – A local organization dedicated to serving the recreation needs of individuals with special needs.

171

2017 Budget - pdop.orgJan 24, 2017 · 2017 Budget Park District of Oak Park 218 Madison Street Oak...

Documents

Transcript of 2017 Budget - pdop.orgJan 24, 2017 · 2017 Budget Park District of Oak Park 218 Madison Street Oak...