30 - Hinsdale Draft Budget.pdf · was approved by the Village Board in December 2016, whereby the...

Village Hall 19 East Chicago A venue Hinsdale, Illinois 60521-3431 630-789-7000

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To the Village President, Trustees, Finance Commission and Residents of the Village of Hinsdale:

On behalf of the Village staff, we are pleased to submit for your review and consideration the proposed Village of Hinsdale Fiscal Year 2017-18 Budget covering the Village's fiscal year period from May 1, 2017-April 301 2018.

The purpose of the budget is to align everyday operations and Village resources with community priorities. Maintaining an exceptional quality community requires a strong partnership between the Village's elected officials1 appointed Commission members and staff in unison with its residents and the business community. The guide to determine a community's values and goals lies within its annual budget as it serves as a resource for all stakeholders to understand the mission of the Village and how the Village plans to achieve certain goals as established by the Village Board.

The Village Board has clearly identified the following goals: (1) improving the Village's infrastructure focusing on its roads, water mains and sewers, (2) holding the line on spending, (3) revitalizing the business districts, and (4) providing high quality services to its residents. The FY 2017-18 Budget submitted complies with the goals established by the Village Board as outlined below.

The FY 2017-18 Budget demonstrates the Village's continued commitment to delivering exceptional service at a value to residents, businesses and other stakeholders. The Budget also builds on the positive budget performance of the prior year. Before moving forward, it is important to reflect on the accomplishments and challenges of FY 2016-17.

Fiscal Year 2016-17 Year End Review-Corporate Fund

As of April 30, 2017, the Village projects to have an operating budget surplus that is $468,000 above the original budget forecast. Revenues are projected to be approximately $439,000 below budget due primarily to under budget performance in income and sales tax revenue, utility taxes, permit fees, and service charges. On the expenditure side, total expenditures were $908,000 below budget as a result of operating expenses being $608,000 below budget (most budget programs had favorable budget performance) and the Village did not use the $300,000 contingency line item.

Due to the favorable budget performance, at the end of FY 2016-17 the budget includes using the operating surplus and a portion of the residual fund balance to make an additional transfer of $700,000 to the Village's Annual Infrastructure Fund, bringing the total amount transferred to $1,000,000 for FY 2016-17. These funds will be used to address a number of infrastructure needs that are not provided for in the Village's Master Infrastructure Plan (MIP) and other needs such as a parking deck in the Central Business District. After the discretionary transfer, the end of year fund balance ratio is projected to be 26.5% of operating expenses, which exceeds the minimum target level of 25%.

During FY 2016-17, the Village Board continued its goal to invest in Village infrastructure, as approximately $5.5 million in infrastructure improvements were completed, most included as part of the MIP: $1.3 million in road reconstruction and resurfacing, $3.8 million for Phase III of the Woodlands project, and $0.4 million in other projects.

In 2012, the Village created a "Capital Reserve," which is a sub-fund of the Corporate Fund. The purpose of the Capital Reserve is to set aside funds for the systematic replacement of departmental capital outlay items, which are capital items that are nonrecurring and exceed $10,000 in cost. In FY 2016-17, the Village funded $1,056,000 in departmental capital expenditures. Thes~ investments are required in order to continue to provide Village services. Major departmental capital expenditures completed in FY 2016-2017 include: replacement of two police patrol vehicles ($86,000), replacement of two large Public Services trucks ($219,000, which includes a snow plow and other equipment to better respond to winter weather events), ADA upgrades to the lower level of the Memorial Building ($122,000), replacement of the walkways at the platform tennis facility in KLM Park ($101,000), and Central Business District parkway and hardscape improvements ($60,000).

The community should feel confident that their local tax dollars are well managed, and the Village Board is appropriately responding to the observed financial trends. The Village is proud of its AAA bond rating, which was last reaffirmed by S&P in June 2014 and was most recently reaffirmed by Fitch in December 2016. As S&P noted, the AAA rating is based on the Village's financial flexibility due to its conservative approach to budgeting on both the revenue and expenditure side of the budget, as well as the community's diverse revenue base, moderate debt burden and strong financial management practices. In the most recent Fitch update, they noted "Hinsdale's solid revenue growth prospects and expenditure management, as well as low long-term liabilities and exceptional financial resilience."

The Village continues to work to further enhance the vitality of its business districts, with recent investments to Burlington Park that included improvements to the Village notification signage and upgraded electrical service and lighting during the holiday season. During FY 2016-17, both the new AMITA Cancer Treatment Center in the

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Ogden A venue corridor and the Casa Margarita Restaurant in the Brush Hill Train Station opened for business. Also during FY 2016-17, the Village entered into an agreement with the Land Rover car dealership to remain in Hinsdale and relocate to the long-vacant GM training site on Ogden Avenue. In FY 2017-18, the Village is looking forward to additional occupancy of the Garfield Crossing redevelopment project at First and Garfield in the Central Business District.

Upcoming Fisca l Year 201 7-2018

Budget Formulation

The Village's Annual Budget is developed by Village staff using revenue assumptions provided by the Village's Finance Commission. The Finance Commission plays an integral role in the budget process and other related financial matters affecting the Village.

The Village's major revenue sources are sales tax, property tax, utility taxes, and the state income tax (a revenue source shared by the State of Illinois on a per capita basis). Over the past four budget years, building permit fees for the Village had experienced significant growth, and most of the Village's other revenue sources had posted modest increases. During FY 2016-17, the Village experienced declines in some of its major revenue categories, which will subsequently impact the FY 2017-18 Budget and potentially affect future budget years.

The FY 2017-18 Budget includes projections that are in line with trends discussed with the Village's Finance Commission, which is comprised of financial experts in the community. The Finance Commission provided staff with revenue projections for the following critical revenues used to support Village operations:

• The Village's 1 % share of Sales Tax revenue and the 1 % Non-Horne Rule Sales Tax are projected to increase 3% for FY 2017-18.

• For FY 2016-17, actual Income Tax revenues are expected be $191,000, which is 10.7% below the prior year. The Village still awaits some kind of reasonable explanation from the State as to the underlying cause of this variance, which is not reflective of what is going on in the Illinois economy in general, and the DuPage Mayors and Managers is also looking into this on behalf of all impacted communities. For FY 2017-18, the Finance Commission recommended an increase of 3 % . Please note that for next year any possible changes in the State revenue sharing formula as a result of the State budget deliberations could impact these projections.

• Food and Beverage Tax revenues are projected to increase 3 % .

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• Utility Tax revenue on electric and natural gas service is projected to increase by 3% and 5% respectively, as the revenue in FY 2016-17 was negatively impacted by cooler weather and it is expected that revenues will return to a more normalized amount.

• Utility Tax Revenue on telephone service is projected to be flat. After posting an increase of 5.9% in FY 2015-16, this revenue source is expected to decline by 7.8% in FY 2016-17.

• Building Permit revenues for FY 2017-18 for most permit categories are projected to increase 5% over the prior year, recognizing that FY 2016-17 was a down year and some permit fee revenue is expected in FY 2017-18 from the proposed Hinsdale Meadows development.

• Property Tax revenue is the largest single source of revenue in the General Corporate Fund. The FY 2017-18 Budget is based on the 2016 tax levy that was approved by the Village Board in December 2016, whereby the Village tax levy for existing property could only be increased by 0.7%, which is the maximum amount allowed by law under the Property Tax Extension Limitation Law (or " tax cap") for Illinois Non-Home Rule municipalities. Please note that the maximum increase amount of 0.7% does not begin to cover increased operating costs and is needed to offset other declines in more volatile revenue sources.

Using the Finance Commission's revenue assumptions that established revenues available to support expenses, staff began development of the FY 2017-18 Budget. As part of the budget development process, the Department Directors meet with the Budget Team consisting of the Village Manager, Finance Director, Assistant Finance Director, and Management Analyst, and review the proposed budget.

Each Department Budget includes Department goals and objectives that tie to specific budget requests and a summary of prior year accomplishments. Additionally, all department budget presentations include activity measures, which provide information regarding volumes of activity. Departments also have performance measures for those departments in which service delivery to the residents may be quantified. We hope that the Village Board continues to find value in the information that is included in the budget presentation. The performance measures are considered dynamic and may be altered to meet the service expectations and goals of the Village Board and community.

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We are pleased to report that the proposed FY 2017-18 Budget is balanced and provides for an ending unrestricted fund balance reserve of 25.3%, which exceeds the minimum target of 25%. We would like to highlight the following:

• The FY 2017-18 Budget maintains all existing Village services.

• The FY 2017-18 Budget includes a $350,000 contingency amount, which has been increased from $300,000 in the prior year. The contingency amount was set at roughly the maximum amount that would be available, after funding for operating costs and transfers, and still produce a balanced budget. Staff recommends maintaining a sizable contingency amount due to the constant threat from the State of Illinois to make revenue sweeps, reduce revenue sharing, or to enact a property tax freeze. Also for FY 2017-18, the Village may incur expenses related to the possible expansion of the 1-294 Tollway through Hinsdale.

• The FY 2017-18 Budget does not include a budgeted transfer to the Annual Infrastructure Fund. When the fund was originally created, it was expected that budget surpluses would be the funding sources for this fund. In the event that there are positive operating results or that contingency funds are not needed in this budget year, additional funds can be earmarked to this Fund at the end of FY 2017-18 for this purpose.

• The FY 2017-18 Budget provides for MIP capital funding for critical infrastructure improvements in the Village, including:

• $223,000 for engineering costs, mostly for MIP projects.

• $1,135,000 for street resurfacing and maintenance work.

• $710,000 for street reconstruction work. This amount is low in comparison to prior years due to the reconstruction of a portion of Vine Street being advanced from 2017 in the MIP to 2016 due to its extensively deteriorated condition.

• $342,000 for the 2017 Water Main project along Symonds Drive and Elm Street.

• The FY 2017-18 Budget provides for non-MIP infrastructure improvements in the Village, including:

• $100,000 for the payment of remaining expenses related to the construction of the Oak Street Bridge.

• $800,000 for resurfacing streets and $200,000 to improve most crosswalks in the Central Business District.

• $105,000 for the replacement of sidewalks in areas throughout the Village, consisting of the Village's normal $85,000 contribution to the 50/50 sidewalk program as well as $20,000 in contributions expected from residents.

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• There is approximately $2 million in the Annual Infrastructure Fund to fund infrastructure-related work outside the scope of the MIP that may include the repair of additional brick streets, storm water management improvements, water main replacement, or additional street repairs.

• $2.8 million for drainage and storm water management improvements in the Graue Mill subdivision. This project is funded almost entirely with grants, with the Village's net contribution limited to $104,000. Since the Village is the named agency receiving the grant revenue from FEMA, the cost of the project and related grant revenue must be accounted for by the Village.

The FY 2017-18 Budget also provides for Departmental Capital expenditures. All of the proposed expenditures were included in the FY 2017-18 through FY 2021-22 Capital Improvement Plan (CIP) that was discussed at a joint meeting of the Committee of the Whole and the Finance Commission in January 2017. The CIP was approved by the Village Board on March 7, 2017. Significant Departmental Capital items recommended for FY 2017-18 include:

• $260,000 to replace Ambulance Unit #1014

• $250,000 to complete Phase I of the project to replace and improve the Village's ERP

systems • $210,000 to replace the roof at the Public Services building

• $160,000 for replacement of a large dump truck with enhanced snow removal equipment in the Public Services Department

• $155,000 in various improvements to the Village's computer network, which is expected to include installation of fiber optic cabling to connect Village Hall with the Police/Fire facility as well as the Public Services facility

• $154,405 to improve the tennis courts at four park locations • $150,000 for a number of improvements in the Central Business District, as

recommended by the Economic Development Commission

• $115,000 to purchase and equip a water main response van for the Water

Department • $110,000 to replace Forestry UnH #16

• $85,000 to replace Unit #29, which is a backhoe used extensively by the Water Department

• $75,000 to complete the water meter replacement project

• $661000 for replacement of police vehicles consistent with the Department's replacement schedule

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Operating Revenues

FY 2017-18 Corporate Fund Revenues Total Revenues-$20,096,449

Other lncome $727,060

3.6%

State/Federa l Distributions

$5,579,634 27.8%

Permits

Service Fees $2,317,576

11.5% Fines $472,000 2.3%

Property Taxes $6,850,829

34.1%

$1,601,875 Utility Taxes

Licenses $515,475

2.6% 8.0% $2,032,000 10.1%

The total revenues of the Village's Corporate Fund are projected to be $20,096,449 and reflect a decrease of $32,099 (-0.26%) over the prior year. The significant factors affecting major revenue categories have been discussed earlier in this letter.

It is worthwhile to note that as an Illinois Non-Home Rule municipality, the Village is subject to a restriction that ties annual property tax increases to the Consumer Price Index. As stated above, for FY 2017-18, this increase will be 0.7%. As illustra ted below, the Village collects about 7% of each property tax dollar paid by residents.

Grade School District #181 49"

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Village of Hinsdale 7%

All Other T~xing Bodies 2%

Operating Expenses

FY 2017-18 Corporate Fund Expenses Total Expenses-$22,083,011

Transfers $2,700,000

12.2%

Fire Department $4,599,659

20.8%

Capital Outlay $1,991,905

9.0%

Recreation $1,750,498

7.9%

General Government

$2,292,329 10.4%

Police Department $4,952,448

22.5%

Public Services $3,010,509

13.6%

Community Development $785,663 3.6%

The operating expenses for the Corporate Fund are budgeted at $17,041,106, reflecting an increase of $213,815 (1.3%) over the prior year. (Of the total of $22,083,011 reported in the graph above, $17,041,106 relates to ongoing operations of Village services.) It should be noted that for FY 2017-18, state mandated pension contributions to the Police and Firefighters' Pension Fund are projected to increase by $229,331. Absent the increase in pension contributions, the remainder of the operating budget is actually declining by $15,516.

Total persom1el expenses are projected to increase by $227,856 or 1.93%. Please note that this change is inclusive of merit/step increases and a 2% annual wage adjustment for most current employees, all staffing changes, increases in the cost of employee insurance, and significant increases in Police and Fire pension contributions. Absent the increase in pension contributions, total personnel expenses are budgeted to decline by $1,475.

During FY 2016-17, the Village Board approved a number of staffing changes in the General Government Department, Police Department, and Parks and Recreation Department. The FY 2017-18 Budget includes proposed staffing changes in the Public Services and Parks and Recreation Departments aimed at improving efficiencies. For FY 2017-18, the number of full-time employees is budgeted at 96, an increase of three from FY 2016-17 (this includes a temporary increase of one patrol officer in the Police

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Department in anticipation of employee retirements, which was previously approved by the Village Board). For FY 2017-18, the number of regular part time employees is budgeted at 13.8 FTE, a decrease of 1 FTE from the prior year. Thus, in terms of total FTE staffing, the total number of FTE employees for FY 2017-18 is budgeted at 109.8 FTE, an increase of 2 FTE from FY 2016-17. A detailed listing of staff positions for each department for the last two years is included in the" All Programs Summary" page that is located in each department's section of the budget book.

Fiscal Year 2016-17 Year End Review-Water and Sewer Funds

The financial presentation for the Water and Sewer Funds begins on page 120. For FY 2016-17, total water and sewer fund revenue is estimated at $8.7 million, which is $0.5 million or 5.6% below budget. The under budget performance is due to a continuing decrease in water demand, some of which is due to seasonal factors. For calendar year 2016, the amount of water purchased from DuPage Water Commission (DWC) was 10% below the previous 14-year average. This directly translates into reduced water and sewer revenue. On the expense side, total operating expenses are estimated at $7.2 million, which is $317,000 below the budgeted amount. Most of this decline is due to water purchased from DWC being $195,000 below budget, again being reflective of the decrease in the demand for water.

Upcoming Fiscal Year 2017-2018

For the FY 2017-18 Budget, Water and Sewer revenues are estimated at $9.2 million, based on the expectation that the Village will bill 82% of 875 million gallons of water purchased from DWC (this is the average amount of water purchased for the last four years). Some additional revenue is also expected as a result of the installation of new water meters. On the expense side, total operating expenses are budgeted at $7.5 million, a decrease of $9,500 or 0.17% from the prior year. After four consecutive years of large rate increases from DWC, the rate for 2016 actually decreased slightly from $4.85 to $4.80 per 1,000 gallons. However, the Village recently received notice from DWC of their intent to increase the rate to $4.88 per 1,000 gallons on May l, 2017. Due to the recent DWC rate increase and the continued decline in water demand, there is an objective in the budget to undertake a water rate review in the early part of FY 2017-18.

In the Water and Sewer Operations and Maintenance Fund, capital outlay expenditures are projected at $405,000 for FY 2017-18. This includes $75,000 for completion of the water meter and meter reading system project, $115,000 to purchase and equip a water main response van, $85,000 to replace a backhoe, and $130,000 for various other capital outlay items.

The Water Capital Fund is used to account for the cost of infrastructure improvements benefiting the Water and Sewer utility. Most of these projects are included in the MIP. For FY 2017-18, the budget includes $316,000 in sewer improvements and $342,000 in

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water system improvements. A detailed listing of projects included may be found on page 121. Financing of the Water Capital Fund comes first from operating surpluses in the Water and Sewer Operations Fund, whereby most residual amounts are transferred to the Water Capital Fund. For FY 2017-18, it is expected that $442,000 will be available for a capital transfer. After utilizing funds from operations, the secondary source of funding comes from the MIP Infrastructure Projects Fund. For FY 2017-18, it is expected that a transfer of $200,000 from the MIP Infrastructure Projects Fund will be required to assist with funding of the Water and Sewer Fund's share of the MIP program.

Pensions

Qualifying Village employees are covered by three defined-benefit pension plans. These include two locally-managed funds, the Police Pension Fund (covering sworn police officers) and the Firefighters Pension Fund (covering sworn members of the Fire Department), as well as one statewide fund, the Illinois Municipal Retirement Fund (IMRF), which covers all other qualified public employees. The benefit levels of all three of these pension plans are governed by state law and may only be amended through acts of the Illinois General Assembly.

In 2010, the General Assembly took its first steps toward controlling these costs by implementing a new two-tier pension system for all municipal employees. Insofar as the Village is concerned, this impacts all new IMRF plan participants, as well as all police officers and firefighters hired on and after January l, 2011. Plan participants in the new tier will be required to work additional years to qualify for benefits, will have those benefits capped as a percentage of a maximum income, and will be subject to new rules to prevent "double-dipping" and other practices that increase costs. However, it will take a number of years before significant savings are realized in this regard, as employee turnover will be needed to replace Tier 1 employees with new Tier 2 employees.

For the two locally managed pension funds (Police and Fire), actuarial assumptions are necessary in determining employer contributions. The principal assumptions that have the greatest impact are salary growth, rates of retirement, mortality rates and investment rate of return. Information regarding the Police and Fire Pension Funds may be found on pages 134 and 135.

Risks to the Adopted Budget

As discussed previously, until the State of Illinois solves its budget issues, the Village and all Illinois municipalities face an ongoing risk that the state of Illinois will decrease or eliminate funding to municipalities. The threat of this decrease has existed since February 2015, and it remains a significant concern, as the State has not been able to approve a budget resolution since July 2015. For the future, there has also been

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substantial discussion about the State freezing municipal property tax levies for some period of time. The Village currently receives approximately $1.65 million annually from its per-capita share of the State's Income Tax collections, which could be negatively affected if the State alters the revenue sharing formula. Additionally, while the overall revenue increases are conservative, there is a chance that the economy could slow, reducing revenues below budget.

Staff will monitor and report revenue performance to the Village Board as necessary throughout FY 2017-18. If revenues are performing below budget projections, staff will apprise the Village Board and make recommendations as to how to address the shortfalls; staff believes that the Contingency amount of $350,000 would be sufficient to mitigate the potential impact on Village operations.

Acknowledgements

The annual Budget is one of the Village's most important documents. The Budget provides residents a clear delineation of the community's values by virtue of where its financial resources are placed. The Village Board and the Department Directors, in conjunction with their staff, work to treat each year's Budget as an economic plan subject to continuous improvement throughout the year.

The exceptional work of all members of the Village staff touches the lives of residents every day. We are most appreciative of the talented staff of the Village, who on a daily basis provide quality services to the community.

We would like to express appreciation to each of the Village's elected officials, as it is through your thoughtful stewardship that the Village continues to thrive. The Board, individually and collectively, serve as examples of how informed decision-making, responsible management, and fiscal responsibility positively impacts the Hinsdale communi ty. We look forward to working with the Village Board in implementing the initiatives outlined in this budget and continuing to provide quality services to the Hinsdale residents.

Respectfully submitted,

Kathleen A. Gargano Village Manager

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Darrell Langlois Asst. Vill. Mgr./Finance Director

BUDGET PREPARATION SCHEDULE

For Development, Review and Approval of the FY 2017-18 to FY 2021-22 Departmental Capital Plan, FY 2017-2018 Proposed Budget

and FY 2017-2018 Appropriation Ordinance

ACTION DATES

Begin Staff Preparation of FY 2017-18 to FY 2021-22 August 2, 2016 Departmental Capital Plan

FY 2017-18 to FY 2021-22 Departmental Capital Initial September 16, 2016 Requests Due to Management Analyst

Management Analyst Review and Meetings with September 16, 2016-Department Heads on Initial Submission October 31, 2016

Village Manager Meetings to Review FY 2017-18 to FY November 1, 2016-2021-22 Departmental Capital Plan November 24, 2016

Department Heads Begin Preparation of Objectives and December 1, 2016 Accomplishments for FY 2017-18 Budget

Distribution of FY 2017-18 to FY 2021-22 Departmental December 2, 2016 Capital Plan to Village Board and Finance Commission

Finance Commission Review of Revenue Assumptions December 12, 2016 and Budget Policies

Department Head Objectives and Accomplishments December 16, 2016 Due to Management Analyst

Village Staff Begins Preparation of FY 2017-18 Proposed Operating Budgets

January 3, 2017

Village Manager Meetings to Review Departmental January 11, 2017-January Objectives and Accomplishments for FY 2017-18 20,2017 Budget

Joint meeting of the Committee of the Whole and January 23, 2017 Finance Commission to Review the FY 2017-18 to FY 2021-22 Departmental Capital Plan (First Reading)

Proposed FY 2017-18 Departmental Budgets Submitted to Finance Director/ Assistant Village Manager

January 27, 2017

Village Manager and Finance Director Meetings to February l, 2017-Review Proposed FY 2017-18 Departmental Budgets, February 17, 2017 Activity & Performance Measures

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BUDGET PREPARATION SCHEDULE For Development, Review and Approval of the

FY 2017-18 to FY 2021-22 Departmental Capital Plan, FY 2017-2018 Proposed Budget

and FY 2017-2018 Appropriation Ordinance

Second Read ing and Adoption of FY 2017-18 to FY March 7, 2017 2021-22 Departmental Capital Plan

Distribution of Draft FY 2017-18 Budget to Village March 8, 2017 Board and Finance Commission

Joint meeting of the Committee of the Whole and March 14, 2017 Finance Commission to Review the FY 2017-18 Budget (Firs t Reading)

Village Board Second Reading and Approval of FY April 4, 2017 2017-18 Budget

Publication of Public Hearing Notice for June 6, 2017 Appropriations Ordinance

Village Board First Reading and Public Hearing on June 2017 (Date TBD) Appropriations Ordinance

Village Board Second Reading and Approval of July 2017 (Date TBD) Appropriations Ordinance

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Total Total Operating Operati ng Revenues Expenses

Governmental Funds: Corporate Fund 20,096,449 (17,391,106) Motor Fuel Tax Fund 426,000 0 MIP Infrastructure Projects Fund 5,456,855 0 Annual Infrastructure Projects Fund 1,000 0 Debt Service Fund 379,607 (1,700) Total Governmental Funds 26,359,911 (17,392,806)

Enterprise Fund: Water & Sewer Funds Operation & Maintenance 9.1 24,655 (7,507,837) Capital 0 0 Debt Service 250 0 Total Enterprise Fund 9, 124,905 (7,507,837)

Pension Funds: Police Pension Fund 2,974,415 (1,991,996) Firefighters' Pension Fund 2,358,575 (1,667,337) Total Pension Funds 5,332,990 (3,659,333)

Other Funds: Foreign Fire Insurance Fund 73,205 (13,500) Total Other Funds 73,205 (13,500)

Total All Funds 40,891 ,0 11 (28,573,476)

SCHEDULE I

VILLAGE OF HINSDALE ALL FUNDS BUDGET SUMMARY

FY 2017-18

Operating Debt Excess Departmental lnfrastuctun Transfers/Loans Issuance

(Deficiency) Capital Capital In (Out) (Payments)

2,705,343 (1,991,905) 0 (1,500,000) 0 426,000 0 0 ( 1,500,000) 0

5,456,855 0 (5,791,455) 415,605 0 1,000 0 (2,251,086) 0 0

377,907 0 0 684,395 ( 1,078,754) 8,967,105 (1 ,991 ,905) (8,042,541) (1,900,000) (1 ,078,754)

1,616,818 (405,000) 0 (I, l 03,932) 0 0 0 (658,000) 642,678 0

250 0 0 661 ,254 (664,211) 1,617,068 (405,000) (658,000) 200,000 (664,211)

982,419 0 0 0 0 691,238 0 0 0 0

1,673,657 0 0 0 0

59,705 (47,500) 0 0 0 59,705 (47,500) 0 0 0

12,317,535 (2,444,405) (8,700,54 1) (1,700,000) (1,742,965)

Net Beginning Ending Change In Fund Fund

Fund Balance Balance Balance

(786.562) 5,562,252 4,775,690 (1,074,000) 1,241,808 167,808

8 1,005 10,327 91,332 (2,250,086) 2,550,086 300,000

(16,452) 518,382 501,930 (4,046,095) 9,882,855 5,836,760

107,886 192, 114 300,000 (15,322) 42,375 27,053

(2,707) 269,880 267, 173 89,857 504,369 594,226

982,4 19 28,687,894 29,670,313 691 ,238 17,465,647 18,156,885

l,673,657 46, 153,541 47,827, 198

12,205 139,760 15 1,965 12,205 139,760 151 ,965

(2,270,376) 56,680,525 54,410, 149

SCHEDULE IT VILLAGE OF HINSDALE

FY 2017-18 BUDGET-EXPENSES BY CATEGORY CORPORATE FUND SUMMARY

Operating Revenues: Property Taxes State/Federal Distributions Util ity Taxes Licenses Permits Service Fees Fines Other Income Total 01>erating Revenues

Operating Expenses: Personnel Services Professional Services Contractual Services Purchased Services Materials & Supplies Repairs & Maintenance Other Expenses Risk Management Total Operating Expenses

Operating Excess (Deficiency)

Contingency/Transfers Out: Contingency Transfer (to) Capital Reserve Transfer (to) Ann. lnfrastr. Proj. Fund Transfer (to) MIP Infr. Proj. Fund

Total Continency/Transfers Out

Excess(Deficiency) After Transfers

Beginning Fund Balance

Ending Fund Balance

Total Expense/Fund Balance Ratio

Capital Reserve:


Transfers ln/(Out) Grants/Reimbursements Departmental Capital Ending Capital Reserve Fund Balance

Total Ending Corporate Fund Balance

FY2015- 16 FY2016-17 Actuals Budget

6,5 18,132 6,647,066 5,199,945 5,683,000 1,996,277 2,071 ,000

489,591 493,100 2,089,135 1,675,600 2,284,962 2,340,607

486,487 464,000 1,169,880 754,175

20,234,409 20, 128,548

12, 156,278 11 ,8 10,8 11 4 14,227 335,565

2,025,150 2,128,108 470,273 484,965 548,9 17 629,045 478,355 4 12,396 649,538 714,068 234, 11 5 3 12,333

16,976,853 16,827,29 1

3,257,556 3,301,257

0 (300,000) ( I, I 00,000) ( 1,200,000)

(700,000) (300,000) ( 1,500,000) (1,500,000) (3,300,000) (3 ,300,000)

(42,444) 1,257

4,57 1,448 4,32 1,796

4,529,004 4,323,053

26.7% 25.7%

737,259 998,694

1,100,000 1,200,000 I 09,000 50,000

(876,455) ( 1,474,600)

1,069,804 774,094

5,598,808 5,097, 147

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FY2016-17 Estimated FY201 7-18 Actuals Budget

6,660,066 6,850,829 5,437,334 5,579,634 1,992,000 2,032,000

5 14,475 5 15,475 1,527,875 1,60 1,875 2,2 19,45 1 2,317,576

458,467 472,000 879,055 727,060

19,688,723 20,096,449

11 ,584,383 12,038,667 307,384 348,665

1,989,822 2,04 1,874 475,4 12 497,790 545,9 14 629, J 57 410,928 423,111 679,548 727,542 225,680 334,300

16,2 19,071 17,04 1,106

3,469,652 3,055.343

0 (350,000) (1,200,000) ( 1,200,000) ( 1,000,000) 0 ( 1,500,000) ( 1,500,000) (3,700,000) (3,050,000)

(230,348) 5,343

4,529,004 4,298,656

4,298,656 4,303,999

26.5% 25.3%

1,069,804 1,263,596

1,200,000 1,200,000 50,000 0

(1 ,056,208) ( 1,991,905)

1,263,596 471 ,691

5,562,252 4,775,690

Change % Change From Prior From Prior

Budget Budget

203,763 3. 1% ( I 03,366) -1.8%

(39,000) - 1.9% 22,375 4.5%

(73,725) -4.4% (23,03 1) - 1.0%

8,000 1.7% (27, 115) -3.6% (32,099) -0.2%

227,856 1.9% 13,100 3.9%

(86,234) -4.1 % 12,825 2.6%

11 2 0.0% 10,7 15 2.6% 13,474 1.9% 2 1,967 7.0%

2 13,8 15 1.3%

(245,914) -7.4%

SCHEDULE Ill VILLAGE OF HINSDALE

FY 2017-18 BUDGET-EXPENSES BY DEPARTMENT CORPORA TE FUND SUMMARY

Operating Revenues: Property Taxes State/Federal Distributions Utility Taxes Licenses Permits Service Fees Fines Other Income Total Operating Revenues

Operating Expenses : General Government Police Department Fire Department Public Services Community Development Parks & Recreation Total Operating Expenses

O perati ng Excess (Deficiency)

Contingencyffransfers In (Out): Contingency Transfer (to) Capi tal Reserve Transfer (to) Ann. lnfrastr. Proj. Fund Transfer (to) MIP lnfr. Proj. Fund

Total Continencyffransfers Out

Excess(Deficiency) After Transfers

Beginning Unrestricted Fund Balance

Ending Unrestricted Fund Balance

Tota l Expense/Fund Balance Ratio

Capital Reserve:


Transfers ln/(Out) Grants/Reimbursements Departmental Capital

Ending Capital Reserve Fund Balance

Total Ending Co rporate Fund Balance

FY20 15- t6 Actuals

6,5 18, 132 5, 199,945 1,996,277

489,59 1 2,089, 135 2,284,962

486,487 1, 169,880

20,234,409

1,861 ,485 5,220, 110 4,582,455 2,843 ,424

727,308 1,742,071

16,976,853

3,257,556

0 ( I, I 00,000)

(700,000) (1,500,000) (3,300,000)

(42,444)

4,57 1,448

4,529,004

26.7%

737,259

1, 100,000 109,000

(876,455)

1,069,804

5,598,808

FY201 6-17 FY20 16-l 7 Estimated FY20 17- 18

Budget Actuals Budget

6,647,066 6,660,066 6,850,829 5,683,000 5,437,334 5,579,634 2,07 1,000 1,992,000 2,032,000

493,100 5 14,475 515,475 1,675,600 1,527,875 1,601 ,875 2,340,607 2,2 19,45 1 2,3 17,576

464,000 458,467 472,000 754, 175 879,055 727,060

20,128,548 19,688,723 20,096,449

1,899,581 1,784,037 1,942,329 4,836,954 4,781,471 4,952,448 4,472,873 4,483,448 4,599,659 3, 126,684 2,965,239 3,0 10,509

785,987 732,53 1 785,663 1,705,2 12 1,472,345 1,750,498

16,827,291 16,2 19,071 17,04 1,106

3,30 1,257 3,469,652 3,055,343

(300,000) 0 (350,000) ( 1,200,000) (1 ,200,000) ( 1,200,000)

(300,000) ( 1,000,000) 0 (1,500,000) (1,500,000) (1,500,000) (3,300,000) (3,700,000) (3,050,000)

1,257 (230,348) 5,343

4,32 1,796 4,529,004 4,298,656

4,323,053 4,298,656 4,303,999

25.7% 26.5% 25.3%

998,694 1,069,804 1,263,596

1,200,000 1,200,000 1,200,000 50,000 50,000 0

(1 ,474,600) (1 ,056,208) ( 1,991,905)

774,094 1,263,596 471,691

5,097, 147 5,562,252 4,775,690

3


Budget Budget

203,763 3. 1% ( 103,366) -1.8%

(39,000) -1.9% 22,375 4.5%

(73,725) -4.4% (23,031) - 1.0%

8,000 1.7% (27,115) -3.6% (32,099) -0.2%

42,748 2.3% 115,494 2.4% 126,786 2.8%

( 11 6,175) -3.7% (324) 0.0%

45,286 2.7% 2 13,81 5 1.3%

(245,914) -7.4%

Department Finance

Total

Department

Economic Development

Total

Department

Fire

Total

Department Police

Total

Department

Parks and Recreation

Total

Schedule IV Village of Hinsdale

For Fiscal Year2017-20 18 av1 a xoen atures ,v evartmen C ·1 IE d' b D t

Project Description 20 17-2018 Vil lage-wide ERP System (Phase I) 250.000 Video Broadcast Equipment Replacement 39.500 Fiber Project 70.000 Network Back-up Solution 25,000 Storage Area Network Replacement 20.000 Public Services Cabling Overhall 16.000 Firewall Replacements 12.000 Core Switch Replacements 12,000

444,500

Project Description 20 17-2018

Village Place Decorative Pavement 65,000 Gar11eld Parking Lot Improvements 60,000 Gateway Entrance Sign 25.000

150.000

Project Description 2017-2018

Police/Fire Roof Repair (50%) 26.000

Replace Fire Chief Vehicle 35,000

Replace Ambulance # IO 14 260,000 32 1,000

Project Description 2017-2018

Camera Surveil lance System 60,000 Police/Pirc RoofRepair (50%) 26,000 Repair Limestone Pillars Entrance 20.000 Electronic Fingerprint System Replacement 30.000 Replace In-car Radar Units 12.000 Unit #42 Replacement 33.000 Unit #45 Replacement 33.000

214.000

Project Description 20 17-201 8 Truck Unit #3-Truck with Lill Gate 36.000 KLM Playground Fence 12,000 Burlington Fountain Repair 30,000 Brook Park Tennis Court Resurfacing 33.000 Robbins Park Tennis Court Resurfacing 15,4 15 Peirce Park Tennis Court Replacement 80,000 Robbins Park Bathroom/Roof Improvements 15,000 Stough Park Tennis Court Resurfacing 25,990 Montessori School Roof Improvements 10,000 KLM Administration Bldg Roof Replacement 50.000 Peirce Park Bathroom/Roof Improvements 15.000 KLM Lodge Gutter Replacement 30,000 Pool Pump Motor Maintenance 15.000

367.405

4

Funding Source Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate found Corporate Fund Corporate Fund Corporate Fund

Funding Source

Corporate Fund Corporate Fund Corporate Fund Corporate Fund

Fundin~ Source

Corporate Fund

Corporate Fund Corporate Fund

Corporate Fund

Funding Source

Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund

Funding Source Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate Fund Corporate found Corporate Fund Corporate Fund

Schedule IV Village of Hinsdale

For Fiscal Year201 7-2018 C . IE ap1ta xpenditures bv De1>artment

Department Project Description 2017-2018 Funding Source

Public Services Public Services Building RoofReplaccment 2 10,000 Corporate Fund Replace Public Services Unit #22 160,000 Corporate found Replace Forestry Unit # 16 I 10,000 Corporate Fund

Repair South Pillars Memorial Building 15,000 Corporate Fund Total 495,000 Corporate Fund

!Total Corporate Fund 1,991 ,905 !Corporate Fund

Department Project Description 2017-2018 Funding Source Public Services Water Meter Upgrade 75,000 Water and Sewer Fund

Water Main Response Van 115,000 Water and Sewer Fund Replace Unit #29-Backhoe 85.000 Waler and Sewer Fund Interconnect Engineering Study 25,000 Water and Sewer Fund Upgrade SC/\DA PLC's 40,000 Water and Sewer Fund SC/\DA System Replacement 25,000 Water and Sewer Fund Replace Flow Meter at Standpipe 15.000 Water and Sewer Fund Hydrant Replacement 25,000 Water and Sewer Fund

Total Water/Sewer Fund 405,000 Water and Sewer Fund

Department !Project Description 2017-2018 Funding Source Fire ICapilal Improvements 47,500 Foreign Fire Tax Fund Total Foreign Fire Tax Fund 47,500 Foreign Fire Tax Fund

!Total-All Funds 2,444,405 I

5

Schedule V Village of Hinsdal e

Debt Summary FY 2017-18

Beginning Ending Balance Issuances Retirements Balance

Governmental Activities Bonds

2009 Limited Refunding 1,600,000 110,000 1,490,000 2011 IMRF GO Bonds 275,000 275,000 2012A GO Alternate Bonds 4,140,000 235,000 3,905,000 2013A GO Library Alternate Bonds 2,310,000 175,000 2,135,000 2014B GO Bonds 4,620,000 225,000 4,395,000

12,945,000 1,020,000 11,925,000

Installment Contract 2008 Fire Truck Installment Loan 209,441 103,748 105,693

Total Governmental Activities 13,154,441 1,123,748 12,030,693

Business-Type Activities Bonds

2008C GO Alternate Revenue 1,370,000 440,000 930,000 2014A GO Alternate Revenue 1,795,000 115,000 1,680,000

3,165,000 555,000 2,610,000 IEPA Loans

EPA Loan L17-4509 2,788,957 158,496 2,630,461 EPA Loan L17-4511 340,349 21,549 318,800

3,129,306 180,045 2,949,261

Total Business-Type Activities 6,294,306 735,045 5,559,261

Total-All Funds 19,448,747 1,858,793 17,589,954

6

Revenues Recurring MIP Revenues Motor Fuel Tax Utility Taxes Non-Home Rule Sales Tax Transfer From General Fund

SCHEDU LE VI

VILLAGE OF HINSDALE INFRASTRUCTURE PROJECTS FUNDING SUMMARY

FY 2017-18

Motor Water Water Fuel Tax MIP lnfrastr. Operations Capital Total MIP

Fund Projects Fund Fund Fund Funds

425,000 425,000

630,900 630,900 1,624,000 1,624,000

1,500,000 1,500,000

Water Operating Revenue Al location 661,278 661,278

Total Recurring MI P Revenues 425,000 3,754,900 66 1,278 4,84 1,178

Other Reven ues Sidewalk Contributions 305,000 305.000

Grants 2,894,455 2,894,455 Interest on Investments 1,000 2,500 3,500

Total Other Revenues 1,000 3,201,955 3,202,955

Total Revenues 426,000 6,956,855 661 ,278 8,044, 133

Expenditures

O riginal MIP Projects Engineering 223,000 223,000 2017 Resurfacing/Maint 1,135,000 1,135,000 2017 Reconstruction 434,000 276,000 710,000 20 17 Water Main 342,000 342,000 Localized Drainage Solutions 40,000 40,000 Bond Debt Service 684,395 684,395 EPA Loan Debt Service 2 18,600 218,600

Tota l O riginal MIP Projects 2,476,395 2 18,600 658,000 3,352,995

Other Projects Oak Street Bridge 100,000 100,000 Graue Mill Stormwater Management 2,794,455 2,794,455 Downtown Sidewalks 200,000 200.000 Downtown Street Resurfacing 800,000 800,000 50/50 Sidewalk Program 105,000 105,000 Graue Mill Contribution Oak Street Bridge Traffic Control

Undesignated Improvements

Total Other Projects 3,999,455 3,999,455

Total Expenditures 6,475,850 218,600 658,000 7,352,450

Excess of Revenue over Expenses 426,000 48 1,005 442,678 (658,000) 691 ,683

Infrastructure Funding Transfers MFT Transfer ( 1,500,000) 1,500,000 Water Capital Transfer (200,000) (442,678) 642,678 lnterfund Loan Repayment (1,700,000) ( 1,700,000)

Excess of Revenue over Expenses (1,074,000) 8 1,005 ( 15,322) (1,008,3 17)

Beginning Fuud Balance 1,241 ,808 10,327 42,375 1,294,510

Ending Fund Balance 167,808 91,332 27,053 286,193

7

Annual Tota l lnfrastr. lnstrastr.

Fund Funds

425.000 630,900

1,624,000

l ,500,000

661.278

4,84 1,178

305,000 2,894,455

1,000 4.500

1,000 3,203,955

1,000 8,045,133

223,000 1,135,000

710,000 342,000 40,000

684,395 218,600

3,352,995

100,000 2,794,455

200,000 800,000 105,000

104,000 104.000 150,000 150,000

1,997,086 1,997,086

2,25 1,086 6,250,54 1

2,251,086 9,603,536

(2,250,086) (1,558,403)

( 1,700,000)

(2,250,086) (3,258,403)

2,550,086 3,844,596

300,000 586, 193

Account Number

5003 5005 5007 5011 5017 5019 5021 5023 5025 5051

5251 5252 5253 5255 5271 5273

5351 5352 5353 5354

5401 5402 5403 5405 5407 5408 5410

VILLAGE OF IDNSDALE FY 2017-18 BUDGET CORPORATE FUND

ALL PROGRAM REVENUE - 500 FY2016-17

FY2015-16 FY2016-17 Estimated FY2017-18 Revenue Descriotion Actual Bud2et Actuals Budget

Prnge1ty Taxes Liability Insurance Tax 246,269 0 0 0 Police Protection Tax 1,702,024 2,322,779 2,322,779 2,302,765 Fire Protection Tax 1,702,024 2,322,779 2,322,779 2,302,765 Audit Tax 23,698 0 0 0 IMRFTax 460,012 0 0 0 FICA Tax 357,787 0 0 0 Police Pension Tax 738,338 736,199 736, 199 791 ,178 Firefighters Pension Tax 823,092 802,366 802,366 976,718 Handicapped Rec. Programs 70,661 72,943 72,943 74,403 Road & Bridge Tax 394,227 390,000 403,000 403,000 Total 6,518, 132 6,647,066 6,660,066 6,850,829

State/Federal Distributions State Income Tax 1,490,685 1,757,000 1,601 ,000 1,650,000 State Replacement Taxes 192,435 242,000 220,334 220,334 Sales Taxes 3,079,279 3,213,000 3,124,000 3,218,000 Road & Bridge Replace. Tax 6,237 6,000 6,000 6,000 State/Local Grants 122,510 80,000 94,000 30,000 Food and Beverage Tax 417,799 435,000 442,000 455,300 Total 5,308,945 5,733,000 5,487,334 5,579,634

Utility Taxes Utility Tax - Electric 606,118 642,000 645,000 665,000 Utility Tax - Gas 169,6 19 185,000 177,000 186,000 Utility Tax - Telephone 857,615 855,000 791,000 791 ,000 Utility Tax - Water 362,925 389,000 379,000 390,000 Total 1,996,277 2,07 1,000 1,992,000 2,032,000

Licenses Vehicle Licenses 334,458 340,000 360,000 360,000 Animal Licenses 10,535 9,200 10,600 l 0,600 Business Licenses 49,428 46,000 46,000 46,000 Liquor Licenses 57,579 57,000 56,300 56,300 Taxi Licenses 575 900 575 575 Caterer's Licenses 13,766 15,000 10,000 11 ,000 General Contractor License 23,250 25,000 31 ,000 31,000 Total 489,591 493,100 514,475 515,475

8


Bud!!et Bud2et

0 0.0% (20,014) -0.9% (20,0 14) -0.9%

0 0.0% 0 0.0% 0 0.0%

54,979 7.5% 174,352 21.7%

1,460 2.0% 13,000 3.3%

203,763 3.1 %

(107,000) -6.1% (21 ,666) -9.0%

5,000 0.2% 0 0.0%

(50,000) -62.5% 20,300 4.7%

(153,366) -2.7%

23,000 3.6% 1,000 0.5%

(64,000) -7.5% 1,000 0.3%

(39,000) -1.9%

20,000 5.9% 1,400 15.2%

0 0.0% (700) -1.2% (325) -36.1%

(4,000) -26.7% 6,000 24.0%

22,375 4.5%

Account Number

5601 5602 5603 5605 5606 5607

581 I 5812 5821 5822 5823 5824 5825 5826 5827 5829 5831 5832 5833 5835 5836 5837 5838 5839 5840 5841 5842 5843 5844 5868 5901 5902 5937 5938 5939

VILLAGE OF HINSDALE FY 2017-18 BUDGET CORPORATE FUND


FY2015-16 FY2016-17 Estimated FY2017-18 Revenue Descriotion Actual Bud2et Actuals Bud2et

Permits Electric Perm its 157,615 123,000 112,000 117,000 Building Permits 1,606,793 1,281,000 I, 197,000 1,257,000 Plumbing Permits 266,421 219,000 173,000 182,000 Storm Water Permits 38,655 34,600 34,200 34,200 Overweight Permits 13,651 12,000 5,200 5,200 Food Permits 6,000 6,000 6,475 6,475 Total 2,089,135 1,675,600 1,527,875 1,601,875

Service Fees Library Accounting 26,010 26,530 26,530 27,061 Copy Sales 65 700 100 100 General Interest 10,195 12,000 13, JOO 13,500 Athletics 107,930 140,000 90,000 115,000 Cultural Arts 7,978 11 ,000 8,200 9,000 Early Childhood 32,492 42,000 28,500 26,500 Fitness 2 1,753 34,500 22,500 34,500 Paddle Tennis 54,487 65,000 65,000 65,000 Special Events 15,54 I 16,000 14,500 16,000 Picnics 9,590 11 ,500 14,000 14,500 Pool Resident Fees 112,837 135,000 108,058 115,000 Pool Non-Resident Fees 27,575 32,000 36,316 37,000 Pool Daily Fees 55,142 58,000 59,751 60,000 Pool Concessions 8,200 8,200 8,300 8,400 Pool Resident Class Fees 19,586 24,000 19,027 22,000 Pool Non-Resident Class Fee 6,339 6,500 7,395 7,400 Pool Private Lessons Class 9,575 10,500 12,732 13,000 Misc. Pool Revenue 29,458 32,000 28,257 30,000 Town Team Fees 13,372 17,000 17,44 1 18,500 Downtown Meters 237,555 223,000 235,000 235,000 Commuter Meters 135,207 115,000 145,000 140,000 Commuter Permits 243,0 16 244,000 233,000 238,000 Merchant Permits 135,681 135,000 142,000 142,000 Handicapped Permits 65 125 125 125 Rent Proceeds 75,707 85,398 85,398 85,498 Cell Tower Leases 80,846 77,884 78,009 78,758 I 0-Visit Pass 21 ,901 22,000 23,478 24,000 KLM Lodge Rental Fees 187,327 180,000 135,000 160,000 Field Use Charges 54,492 44,500 56,000 55,000

9


Bud2et BudQ:et

(6,000) -4.9% (24,000) -1.9% (37,000) - 16.9%

(400) -1.2% (6,800) -56.7%

475 7.9% (73,725) -4.4%

530 2.0% (600) -85.7%

1,500 12.5% (25,000) -17.9% (2,000) -18.2%

(15,500) -36.9% 0 0.0% 0 0.0% 0 0.0%

3,000 26.1% (20,000) -14.8%

5,000 15.6% 2,000 3.4%

200 2.4% (2,000) -8.3%

900 13.8% 2,500 23.8%

(2,000) -6.3% 1,500 8.8%

12,000 5.4% 25,000 21.7% (6,000) -2.5% 7,000 5.2%

0 0.0% 100 0.1% 874 1.1%

2,000 9.1% (20,000) -11.1% 10,500 23.6%

Account Number

5962

5963 5964 5972 5973 5974 5975

600 1 6002 6003 6004 6005 6006 6007

6219 6221 6225 6235 6239 6311 6403 6453 6596 6599



FY2015-16 FY2016-17 Estimated FY2017-18 Revenue Description Actual Budget Actuals Budget

Service Fees (Continued} Ambulance Service 419,677 400,000 380,000 400,000 Transcription/Zoning Appeal 29,466 35,000 30,000 30,000 Police/Fire Repo11s 3,349 3, 100 3,500 3,500 Fire Service Fee-Non Reside, 868 870 1,034 1,034 False Alarm Fees 10,070 11,000 9,900 9,900 Annual Alarm Fees 42,040 41,300 42,300 42,300 Fire Inspection Fees 39,570 40,000 40,000 40,000

Total 2,284,962 2,340,607 2,2 19,451 2,317,576

Fines Court Fines 133,617 132,000 138,000 138,000 Meter Fines 83,855 82,000 75,000 80,000 Vehicle Ordinance Fines 5 1,241 51,000 42,667 47,000 Animal Ordinance Fines 1,894 1,800 1,800 1,800 Parking Ordinance Fines 172, 130 160,000 156,000 160,000 Other Ordinance Fines 750 200 0 200 Impound Fees 43,000 37,000 45,000 45,000

Total 486,487 464,000 458,467 472,000

Other Income Interest on Property Taxes 9 25 10 10 Interest on Investments 22,246 15,000 20,000 20,000 Cable TV Franchise Fees 380,544 380,000 384,000 392,000 Code Sales 0 400 50 50 Pre Plan Reviews 1,400 500 200 500 Donations 6,010 6,000 32,528 6,000 1PBC Surplus 139,723 0 108,220 0 Sale of Property 74,400 30,000 9 1,000 55,000 Reimbursed Activity 516,202 289,000 220,447 227,500 Miscellaneous Income 29,346 33,250 22,600 26,000 Total 1,169,880 754,175 879,055 727,060

Total Revenues 20,343,409 20, 178,548 19,738,723 20,096,449

10


Budget Budget

0 0.0% (5,000) - 14.3%

400 12.9% 164 18.9%

( l, 100) -10.0% 1,000 2.4%

0 0.0% (23,032) - 1.0%

6,000 4.5% (2,000) -2.4% (4,000) -7.8%

0 0.0% 0 0.0% 0 0.0%

8,000 2 1.6% 8,000 1.7%

(15) -60.0% 5,000 33.3%

12,000 3.2% (350) -87.5%

0 0.0% 0 0.0% 0 0.0%

25,000 83.3% (61 ,500) -2 1.3%

(7,250) -2 1.8% (27, 115) -3.6%

(82, I 00) -0.4%

Department

Information Technology

Total

Department

Economic Development

Total

Village of Hinsdale For Fiscal Year 2017-2018

Capital Expend itures by Department

Project Description Village-wide ERP System (Phase I) Video Broadcast Equipment Replacement Fiber Project Network Back-up Solution Storage Area Network Replacement Public Services Cabling Overhall Firewall Replacements Core Switch Replacements

Project Description

Village Place Decorative Pavement Garfield Parking Lot Improvements Gateway Entrance Sign

l l

2017-2018

250,000 39,500 70,000 25,000 20,000 16,000 12,000 12,000

444,500

2017-2018

65,000 60,000 25,000

150,000

ALL PROGRAMS SUMMARY

Department: General Government - 1000

Goal: To coordinate the implementation of Board policies and to ensure effective use of Village resources in all Village Departments for delivery of municipal services in a manner that is consistent with the Board philosophy and resident satisfaction. Nanative: General Government is the Administrative Depaitment of the Village. It incorporates Boards and Conunissions, the Village Manager's Office, Finance, Information Technology, and Economic Development.

FY2016-17 FY2016-17 FY2016-17 FY2017-18 Change From 'Yo Change From

Actuals Budget Estimated Budget Prior Budget Prior Budget

Personnel Services 678,616 583,652 573,064 625,982 42,330 7.3°/i, Professional Services 403,151 316,500 290,059 322,100 5,600 1.8% Contractual Services 209,270 340,760 318,500 313,680 (27,080) -7.9% Purchased Services 62,568 60,700 55,113 61,225 525 o.91Y., Materials & Supplies 44,517 60,350 43,030 83,250 22,900 37.9% Repairs & Maintenance 15,766 11,000 11,850 13,000 2,000 18.2% Other Expenses 423,160 774,304 470,601 829,292 54,988 7.1% Risk Management Costs 24,437 52,315 21,820 43,800 (8,515) -16.3% Total Operating Expenses 1,861,485 2,199,581 1,784,037 2,292,329 92,748 4.2%

Capital Outlay 12,676 233,500 109,400 594,500 361,000 154.6%

Grand Total 1,874,161 2,433,081 1,893,437 2,886,829 453,748 18.6%

FY 2016-17 FY 2017-18 JOB CLASSIFICATION POSITIONS POSITIONS

Village Manager 1.00 1.00 Asst. Village Mgr /Director of Finance 1.00 1.00 Asst. Village Mgr/Director of Pub Safety 1.00 1.00 Economic Development Director 0.50 0.00 Assistant Finance Director 1.00 1.00 Accountant 0.00 0.75 Management Analyst 0.50 1.00 Administration Manager 1.00 1.00 Village Clerk/Executive Assistant 1.00 1.00 Human Resource/Payroll Specialist 0.00 1.00 Economic Dev /Finance Clerk 0.00 1.00 Accounting Clerk 3.80 2.25 Cashier/Receptionist 0.60 0.75 Data Entry Clerk 0.63 0.00 Channel 6 Broadcast Technician 0.40 0.25 Intern/Seasonal 0.40 0.20 Total 12.83 13.20

12

Account Number

7001 7002 7003 7005 7099 7 10 1 7102 7105 7111 7112

7201 7204 7299

7309 73 16 7399

740 1 7402 7403 74 14 7415 74 19 7499


GENERAL GOVERNMENT DEPARTMENT - 1000 ALL PROGRAM SUMMARY

FY2016-17 .FY2016-1 7 FY2016-17 Estimated FY2017-18

Expense Description Actuals Budget Actuals Budget

Personnel Services Salaries & Wages 927,935 878,778 871,847 893,826 Overtime 18,844 10,000 8,000 10,000 Temporary/Part-Time 129,973 133,669 139,442 168,025 Longevity Pay 2,000 2,000 1,200 1,200 Water Fund Cost Allocation (751,296) (766,322) (766,322) (781,648) Social Security 56,680 52,545 54,406 56,253 IMRF Pension 130,148 130,350 123,439 125,179 Medicare 14,977 14,855 14,436 15,559 Health Insurance 149,355 127,778 126,616 137,588 Unemployment Comp 0 0 0 0 Total 678,616 583,652 573,064 625,982

Professional Services Legal Services 358,886 250,000 225,000 250,000 Auditing 30,458 29,500 31,884 34,000 Misc. Professional Services 13,807 37,000 33,175 38.1 00 Total 403,151 316,500 290,059 322,100

Contractual Services Data Processing 95,343 113,610 110,000 109,180 IT Service Contract 6 1,187 185,000 166,833 176,000 Misc. Contractual Services 52,740 42,150 41,667 28,500 Total 209,270 340,760 318,500 313,680

Purchased Services Postage 17,5 14 17,500 15,000 17,500 Utilities 2,944 3,000 2,825 3,000 Telephone 13,930 13,000 13,738 13,775 Legal Publications 5,660 8,000 5,000 6,000 Employment Advertising 2,829 3,500 5,000 4,000 Printing & Publications 14,792 10,850 8,700 12,100 Misc. Services 4,899 4,850 4,850 4,850 Total 62,568 60,700 55,113 61,225

13


Budget Budget

15,048 1.7% 0 0.0%

34,356 25.7% (800) -40.0%

( I 5,326) 2.0% 3,708 7.1%

(5,171) -4.0% 705 4.7%

9,810 7.7% 0 0.0%

42,330 7.3%

0 0.0% 4,500 15.3% 1,100 3.0% 5,600 1.8%

(4,430) -3.9% (9,000) 100.0%

(13,650) -32.4% (27,080) -7.9%

0 0.0% 0 0.0%

775 6.0% (2,000) -25 .0%

500 14.3% 1,250 11.5%

0 0.0% 525 0.9%

Account Number

7501 7503 7508 7520 7539 7599

7602 7606

7701 7702 7703 7706 7707 7709 7710 7711 7725 7729 7735 7736 7737 7749 7795 7797

7810 7812 7899



FY2016-17 FY2016-17 FY2016-17 Estimated FY2017-18


Materials & Sum2Iies

Office Supplies 16,303 15,150 12,400 14,400 Gasoline & Oil 210 500 250 250 License Supplies 2,354 2,400 2,400 2,500 Computer Supplies 15,860 20,200 15,680 19,300 Software Puchases 6,600 21,250 10,000 35,600 Other Supplies 3,190 850 2,300 11 ,200 Total 44,517 60,350 43,030 83 ,250

Re12airs & Maintenance

Office Equipment 11,725 10,000 10,850 12,000 Computer Equipment 4,041 1,000 1,000 1,000 Total 15,766 11 ,000 11,850 13,000

Other Ex11enses

Conferences/Staff Dev. 23,054 19,000 19,125 20,000 Dues & Subscriptions 17,245 23,431 23,265 24,175 Employee Relations 16,175 14,900 13,000 14,100 Plan Commission 0 500 0 500 Historic Preservation Comm 541 10,000 3,500 10,000 Bd. Of Fire/Police Comm 14,145 43,500 55,000 33,900 Economic Develop. Comm 82,412 90,000 84,000 90,000 Zoning Board of Appeals 2,076 500 0 500 Ceremonial Occasions 0 1,500 0 1,500 Principal Exp-lMRF Bond 194,138 206,024 206,024 217,910 Educational Training 1,334 800 250 800 Personnel 1,496 750 750 750 Mileage Reimbursement 65 200 288 200 Interest Expense-lMRF 14,28 1 10,399 10,399 5,557 Bank Fees 54,991 52,800 55,000 59,400 Contingency 1,207 300,000 0 300,000 Total 423,160 774,304 470,601 779,292

Risk Management Costs

IRMA Premiums 13,352 26,915 11,420 28,400 Self Insured Liability 11 ,085 25,000 10,000 15,000 Other Premiums 0 400 400 400 Total 24,437 52,315 21,820 43,800

Total Operating Expenses 1,86 1,485 2, 199,581 1,784,037 2,242,329

14


Budget Budget

(750) -5.0% (250) -50.0% 100 4.2%

(900) -4.5% 14,350 67.5% 10,350 1217.6% 22,900 37.9%

2,000 20.0% 0 0.0%

2,000 18.2%

1,000 5.3% 744 3.2%

(800) -5.4% 0 0.0% 0 0.0%

(9,600) -22.1% 0 0.0% 0 0.0% 0 0.0%

11 ,886 5.8% 0 0.0% 0 0.0% 0 0.0%

(4,842) -46.6% 6,600 12.5%

0 0.0% 4,988 0.6%

1,485 5.5% (10,000) -40.0%

0 0.0% (8,515) -16.3%

42,748 1.9%

Account Number

7909 7918 7919

VILLAGE OF HINSDALE FY 2017-18 BUDGET CORPORA TE FUND




Capital Outlay Buildings 5,396 157,000 109,400 150,000 General Equipment 7,280 39,500 0 39,500 Computer Equipment 0 37,000 0 405,000 Total 12,676 233,500 l 09,400 594,500

Total Expenses 1,874,16 1 2,433,081 1,893,437 2,836,829

15


Budget Budget

(7,000) -4.5% 0 0.0%

368,000 994.6% 361,000 154.6%

403,748 16.6%

GENERAL GOVERNMENT D EPARTMENT

OBJECTIVES & A CCOMPLISHMENTS

··············· ············· ··· ·························· ········································· ·······················

Looking Forward: 2017-2018 Objectives

1. Complete negotiations on a successor collective bargaining agreement with the Village's Public Services union, International Union of Operating Engineers (IUOE) Local #150 (current conh·act expires April 30, 2017).

2. Actively participate in the design of the shared parking garage that is planned as a component of the new Hinsdale Middle School.

3. Complete an Intergovernmental Agreement with School Dish·ict 181 to identify temporary parking arrangements during the Middle School's construction process, as well as permanent parking solutions that will remain in place beyond 2019.

4. Monitor the downtown parking situation during the conshuction phase of the Hinsdale Middle School to minimize the impacts on residents, commuters and shoppers within the Central Business Dish·ict.

5. Continue to advocate for the Village's interests during the planning phases of the Illinois Tollway' s I-294 reconshuction. Conshuction through Hinsdale is projected to begin as early as 2019.

6. Continue to provide h·aining opportunities to employees, including quarterly supervisor h·aining and regular meetings between staff and the Village President.

7. Continue to monitor Village-wide staffing changes as a result of reorganizations in all Village departments to ensure effectiveness and efficiency.

8. Continue an analysis of the Village's health and dental insurance coverage for employees in order to maintain consistent, quality coverage at the lowest possible cost to both employees and the Village. Considerations include whether to continue membership in an insurance cooperative, purchasing coverage from the commercial insurance market or potential changes to the Village's plan design.

9. Continue to monitor the impact of the potential reduction in Village revenue from the State. If there is a reduction in revenue, prepare alternatives for Village Board consideration once the economic impact has been determined.

10. Consider issuing a request for proposal for actuarial services for determining Police and Firefighters' Pension Fund conh·ibutions and for Other Post Employment Benefits (OPEB) valuations.

11. Continue the selection and/ or begin the implementation phase of the Enterprise Resource Planning (ERP) financial management system replacement project, staying on target with the implementation schedule as agreed to by the Village and the selected vendor.

16

12. Consider revising the monthly Treasurer's Report package to provide more summary data on a monthly basis and provide more comprehensive reporting data on quarterly basis.

13. In order to improve customer service, revise the front desk/ reception area of Village Hall to accommodate Parks & Recreation program registrations at the main entrance of Village Hall, rather than requiring residents to go to the lower level to register for programs.

14. Consider various financing options and secure necessary financing to fund the Village's share of the cost of the downtown parking garage.

15. Work with the Village Board and Finance Commission to create a formal fund balance reserve policy for General Corporate Fund.

16. Using data from the new automated water meter system, develop a report to h·ack water accountability, with a goal of at least 85% of water purchased being billed to water customers.

Reviewing the Year: 2016-2017 Accomplishments

1. Evaluate alternative staffing models for the Village's Information Technology Program to increase service and efficiency.

In FY 2016-17, the Village completed a Request for Qualifications for a move ton contract-based Information TechnologiJ staffing model. The selected service provider, Prescient, hns been in pince since fall 2016. The change hns resulted in an increase in service delivenI

2. Track the School District 181 referendum, which is projected to reappear on the ballot in November 2016. If the referendum is approved and the District moves forward with plans for an updated Middle School, advocate for the Village's interests in building a shared downtown parking garage.

As a result of the Hinsdale Middle School's referendum approval, the Village entered into an intergovernmental agreement (!GA) with District 181 regarding the design engineering costs associated with a parking structure to be built in conjunction with the construction of t!,e new middle school. Further implementation of the CMAP plan is pending as the Village evaluates the impact that the additional parking supply will have on parking demand.

3. With the assistance of the Village's Electric Aggregation Consultant, regularly monitor the elech·ic aggregation pricing market in case the marketplace were to change and make it advantageous for the Village to re-institute this program. (As of July 2015, the program was suspended due to market metrics that make retaining Commonwealth Edison as the Village's default supplier the most cost-effective option for residents.)

The Village's electric aggregation consultant has indicated thnt municipalities nre not able to guarantee lower elecfricif:IJ rates through municipal aggregation nnd does not recommend that the Village continue this program at this time. The Village will continue to monitor this program to determine if cost savings can be achieved in the future.

17 .

4. Continue to monitor the impact of the potential reduction in Village revenue from the State. If there is a reduction in revenue, prepare alternatives for Village Board consideration once the economic impact has been determined.

Although the State of Illinois is still without a formal budget, there has been no impact to date on local revenues. In FY 2016-17, the Village budgeted a $300,000 contingenci; in the General Fund to offset any potential State impacts.

5. Implement GASB Statement No. 68, Accounting and Reporting for Pensions, which takes effect for the Village's FY 2015-16 Comprehensive Annual Financial Report.

GASB Statement No. 68, Accounting and Reporting for Pensions was fully implemented for the FY 2015-16 Comprehensive Annual Financial Report.

6. Create formal fund balance reserve policy for General Corporate Fund.

Objective deferred to FY 2017-18 due to multiple vacancies on the Finance Commission preventing the Commission from meeting until December 2016.

7. Work with the Village Board and Finance Commission subcommittee to formulate a reconunendation for an audit service provider for Fiscal Years 2017, 2018 and 2019.

Work will be completed during the first quarter of 2017.

8. Research and make a determination as to the future direction of the Village's information technology infrastructure. If virtual server hardware continues to be needed (rather than moving to cloud-based servers), complete the replacement of the Police and Fire Department computer servers and implement a single virtualized environment for these two departments.

The Village's IT vendor, Prescient Solutions, recommended that a fiber netwo1'k be installed to link the Village Hall, Police/Fire Building, Water Plant, and Public Services faciliti;. If implemented as 1'ecommended in FY 2017-18, the fiber network will 1'educe the Village's annual recuning costs by reducing the need for addition.al circuits, servers, hardware, and the costs associated with hosting Village e-mail on.site. With a move to fiber planned for FY 2017-18, the Village was able to reduce the cost of the Police and Fire Department seroer replacement from $39,000 to $6,000 in FY 2016-17.

9. Complete the replacement of the video broadcast equipment and determine whether the Village Board will fund this project by collection of "PEG fees" from cable television subscribers.

This project is scheduled to be completed En; the end of the 2016-17 fiscal year. Staff intends to bring a recommendation before the Board of Trustees whe1'eby a PEG fee would be instituted in FY 2017-18, in keeping with the Village's cable franchise agreements, to recapture the purchase price of the broadcast equipment.

10. With the assistance of an outside consultant, perform a comprehensive market review of the Village's compensation programs.

This item will be postponed until FY 2017-18.

18

11. Complete negotiations on a successor collective bargaining agreement with the Village's sworn patrol officers (current contract expires April 30, 2016).

A successor collective bargaining agreement between the Village and the Fraternal Order of Police (FOP) was successfully finalized in May of 2016.

12. Complete an analysis of the Village's health and dental insurance coverage for employees in order to maintain consistent, quality coverage at the lowest possible cost to both employees and the Village. Considerations include whether to continue membership in an insurance cooperative, purchasing coverage from the commercial insurance market, or potential changes to the Village's plan design. Research may include an employee survey or employee committee to help set priorities.

Effective with the July 1 health insurance plan renewal year, the Village transitioned to a sub-pool within the Intergovernmental Personnel Benefit Cooperative (IPBC) health insurance pool as a means of lowering and providing sustainable PPO insurance rates. In October, staff conducted a health insurance survey for all employees. Going forward, staff will utilize the results of the health insurance survey to provide future health insurance recommendations.

13. Continue to provide h·aining opportunities to employees, including quarterly supervisor h·aining and regular meetings between staff and the Village President.

In 2016, various training opportunities were provided to both supervisors and staff members. In April, supervisors and staffundenvent anti-harassment and anti-discrimination training. In August, all staff members participated in workplace safett; training. In August, supervisors participated in training conducted by the Village's insurance carrier, IRMA, regarding workers' compensation. and non-workers' compensation insurance matters. Additionally in August, the Village hosted "Pizza with the President," and in December hosted "Breakfast with the President." Both events allowed staff the opportunitt; to meet Village President Cauley.

14. Update the h·iennial actuarial study related to OPEB (Other Post-Employment Benefits) that is required for financial reporting.

The actuarial study related to OPEB was completed in conjunction with the FY 2015-16 audit process, as required by GASB Statements #43 and #45.

15. Implement a Village credit card policy and issue cards to Deparhnent Head staff to simplify purchasing processes and increase accountability.

The credit card polietJ was implemented, and credit cards are expected to be issued to senior management staff during the first quarter of 2017.

16. Engage with School Dish·ict 181 to explore the possibility of adding a shared parking garage to the Cenh·al Business Dish·ict during construction of the new Hinsdale Middle School.

In late 2016, Village staff completed an Intergovernmental Agreement with School District 181 for reimbursement of the costs of architecture and design of a shared parking garage. Staff continues to work closely with District 181 to maximize opportunities to address the Village's parking challenges.

19

VILLAGE MANAGER'S OFFICE

Activity Measures

Calendar Year 2012 2013 2014 2015 2016

Freedom of Information Requests 346 423 310 350 343

Ordinances/Resolutions Adopted 88 65 67 87 61

Liquor Licenses 32 28 29 381 32

# Meetings/Minutes 39 38 38 432 31

Employee Recruitments 7 7 19 16 143

Employee Promotions 6 4 0 5 184

Business Site Visitss N/A N/A N/A N/A 220

Risk Management

General Liability Claims 3 1 13 7 9

Property Claims 0 6 2 0 0

Workers Compensation Claims6 11 14 13 17 9

Auto Liability 1 3 4 1 3

Auto Physical Liability 0 0 3 1 5

(1) Liquor license increase attributable to four new businesses opening in the Village, as well as an increase in the number of special event licenses.

(2) Meetings/Minutes includes Board of Trustees, Board of Trustees closed sessions, Committee of the Whole, and Zoning Board of Appeals.

(3) Employee Recruitments: 7 Police; 4 Adminish·ation/Finance; 2 Parks & Recreation; 1 Community Development.

(4) Employee Promotions: 6 Police; 5 Fire; 4 Administration/Finance; 2 Public Services; 1 Community Development

(5) Business site visit tracking began in 2016, when all businesses within the Central Business District (CBD) were visited in preparation for the 2017 CBD road resurfacing project.

(6) According to the Village's workers compensation insurance provider, IRMA, the top three most frequent workers compensation loss types in the last five years have been as follows: lifting/ carrying/holding; slip, h·ip and fall; and striking a body part against an object.

20

FINANCE D EPARTMENT .........•.......... .............................•.•...... .......... ......... . .. .................................... ,

Activity Measures

Calendar Year 2012 2013 2014 2015 2016

Utility Bills Issued 35,041 34,996 34,892 34,882 34,962

Vehicle Licenses Issued 10,501 10,481 10,489 10,435 10,036

Animal Licenses Issued 1,695 1,673 1,732 1,652 1,654

Business Licenses Issued 833 847 870 517* 554

General Contractor Licenses Issued** N/A N/A N/A N/A 149

Alarm Permits Issued 2,423 2,284 3,010 1,056* 2,149

Payroll Checks/Direct Deposits Issued 5,547 5,403 5,713 5,670 5,023

AccoW1ts Payable Checks Issued 3,841 3,861 4,073 3,940 4,081

N umber of Invoices Issued 927 873 767 991 902

Number of Food & Beverage Returns 390 402 434 436 433

*Business Licenses and Alarm Permits issued for 2015 were down due to timing of the billing,

which did not occu r until mid-December due to the Committee of the Whole discussion related

to Village fee adjustments. Annual billing typically occurs in November.

**The Village began issuing General Contractor licenses in Calendar Year 2016.

CABLE D EPARTMENT .............•... ............. .................•.••.... ...... •... ....... ........ .................... ........ .........

Activity Measures

Calendar Year 2012 2013 2014 2015* 2016**

Number Public Meetings Broadcast 91 98 90 67 54

Hours of Programming Aired 1,464 1,293 2,170 1,661 4,413

Hours of Live Broadcast 89 93 90 71 61

Hours of Public Meetings Broadcast 1,136 905.5 1,269 995 2,198

Village Board 329.5 181 316 360 189

Committee of the Whole 0 0 0 37 0

Adminish·ation and Community 78 83 134 0 0

Affairs Committee

Environment and Public Services Committee

111 135 180 0 0

Zoning and Public Safety 130 67 206 0 0

Committee

Economic Development 49.5 61

Commission 10 32 75

Finance Commission 72 56 70 84 32

Historic Preservation 21.5 57 57 86 331

Commission Park and Recreation

49 31.5 80 79 520 Commission

Plan Commission 49 104 139 152 559

Zoning Board of Appeals 40.5 97 68 106 492

Other Meetings/Forums 206 33 10 0 0

*In calendar year 2015, tlze Village moved ton Committee of the Whole format whereby tlte tltree sta11di11g conm,ittees (Administration and ConmwnihJ Affairs, Environment and Public Seroices, and Zoning and Public SnfehJ) no longer hold regulnrly-scl,eduled meeti11gs. Therefore, activihJ measures relnted to number/hours of programming sltow a shnrp decline.

**Due to a chnnge in tlte Village's Information TeclmologiJ staffing, data for t/,e full calendar year 2016 is not available; 2016 numbers annualized based on data sets from October - December 2016.

22

PROGRAM SUMMARY

DEPARTMENT: General Government PROGRAM: Adminisb·ation - 1013

GOAL: Administration's goal is to coordinate and supervise all Village departments and personnel and to implement Village policies as articulated by the Village President and Board of Trustees. Finance's goal is to manage the Village's financial resomces, prepare financial information, recommend cost containment measures, enhance revenue sources, and to provide accurate and timely billings. Customer satisfaction should be a primary focus.

NARRATIVE: The Administration & Finance Department is staffed by ten full-time and four part-time personnel. Full-time positions include the Village Manager, the Assistant Village Manager/Director of Finance, Assistant Village Manger/Director of Public Safety, Assistant Finance Director, the Deputy Clerk/Executive Assistant, the Management Analyst, a Human Resources/Payroll Specialist, two Accounting Clerks, and an Adminisb·ation Manager (1/2 cost is allocated to this program). Part time positions include an Accountant, two Accounting Clerks, and a Receptionist. FY 2017-18, there are a number of staffing changes that are reflected in the Job Classification table that is located on the All Programs Summary for Department 1000-General Government.

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Change From % Change From


Personnel Services 429,024 470,712 500,390 539,830 69,117 14.7%

Professional Services 398,669 3 16,500 287,884 319,600 3,100 1.0%

Contractual Services 36,866 30,000 27,000 28,000 (2,000) -6.7%,

Purchased Services 60,835 58.700 54,650 59,225 525 0.9%

Materials & Supplies 18, 123 17,900 15,930 27,250 9,350 52.2%1

Repairs & Maintenance 11,045 10,000 10,350 11 ,500 1,500 15.0%

Other Expenses 309,884 308,264 307,5 11 322,067 13,803 4.5%

Risk Management Costs 23,512 52,3 15 2 1,820 43,800 (8,515) -16.3% Total Operating Expenses 1,287,958 1,264,39 1 1,225,535 1.351,272 86,880 6.9(Yo

Capital Outlay 0 0 0 0 0 0.0%

Grand Total 1,287,958 1,264,39 1 1,225,535 1,351 ,272 86,880 6.9%

23

ECONOMIC D EVELOPMENT D EPARTMENT

O BJECTIVES & ACCOMPLISHMENTS

•....•.. ....•• ....•..... ....... .......... ...................•...... •.. ....•.....•.•••••.. .....•••..•...•.................

Looking Forward: 2017- 2018 Obiectives

1. Continue ongoing efforts to attract new businesses and retain existing businesses, develop advertising campaign(s) and brand-building, and conduct special events and promotions in partnership with the Hinsdale Chamber of Commerce.

2. In conjunction with the FY 2017-2018 capital improvement plan proposal, commence the process to design, bid, and construct a Village gateway entry marker sign at Ogden Avenue and IL-294.

3. In conjunction with the FY 2017-2018 capital improvement plan proposal, staff will serve as a liaison to the business community to help mitigate any issues caused during the following projects:

a. The 2017 downtown Resurfacing Project;

b. Replacement of Village Place decorative pavement;

c. Resurfacing the Garfield Parking Lot;

d. The Nicor in.frash·ucture project planned in the spring of 2017

e. The Hinsdale Middle School consh·uction project.

4. Continue efforts with the Chicago Metropolitan Agency for Planning (CMAP) on developing parking strategies. Presuming Village Board approval and available resources, work to analyze and possibly implement recommended parking system improvements in conjunction with Hinsdale Police Department.

5. Continue business site visit program in which a representative from the Village and Chamber of Commerce together conduct visits of Hinsdale businesses. This program is intended to provide an informal opportunity for business owners to engage in a dialogue with the Village and Chamber, with a goal of visiting 12 businesses each quarter. Village staff conducted over 200 business site visits in 2016.

6. Design and implement a "how-to" guide for new and potential business owners.

7. Collaborate with the Land Rover dealership to implement any necessary steps of the sales tax sharing agreement that was approved by the Village Board in December of 2016.


1. Collaborate with the Land Rover dealership to ensure the long-term viability and success of the dealership in Hinsdale.

24

Village staff worked with the Land Rover dealership to ensure that this business remained in Hinsdale and continued to be a long-term sales tax generator in the Village.

2. Continue ongoing efforts to attract new businesses, retain existing businesses, develop advertising campaign(s) and brand-building, and conduct special events and promotions in partnership with the Hinsdale Chamber of Commerce.

Worked with business prospects and owners who opened new businesses and restaurants, including the Edward-Elmhurst Health Center; under the leadership of the Economic Development Commission, developed and implemented a new promotional ad campaign throughout 2016 entitled, "In Hinsdale;" and partnered with the Chamber of Commerce on communitlj events, such as the Christmas Walk.

Village staff supported the Uniquely Thursday concert series through in-kind donations and Public Services support. Staff also received BASSET training and volunteered at each concert. Economic Development staff volunteered to participate in Chamber committees to further the goals and the mission of the Chamber.

3. With pedestrian safety in mind and pending Village Board approval and available resources, oversee implementation of Hitchcock Design Group's enhanced streetscape study recommendation on South Washington Sh·eet in the downtown area. The intent is to explore options to provide safety devices, such as planters, bollards, and similar items within the sh·eetscape to protect pedestrians and buildings in the event that cars leave the roadway and enter the right-of-way.

This item was postponed until after the completion of the 2017 Central Business District (CBD) reswfacing project. Further implementation of the CMAP plan would necessitate the removal of individual parking meter poles and implementation of pay boxes, both of which would alter the streetscape.

4. Oversee the execution of an improved and expanded electric system for Burlington Park (Phase II of project re-budgeted due to fiscal uncertainty surrounding the state of Illinois budget).

This capital improvement project was successfu.lly completed in October of 2016.

5. If expanded elech·ic system is approved and installed in CY 2016, expand the holiday lighting program to light additional h·ees in Burlington Park.

The Economic Development Commission approved an expanded holiday lighting program. In 2016, the Village added lights to approximately 10 trees and 20 bushes in Burlington Park. Even with the program expansion, the project finished undu budget.

6. Continue efforts with the Chicago Meh·opolitan Agency for Planning (CMAP) on developing parking sh·ategies. Presuming Village Board approval and available resources, work to analyze and possibly implement recommended parking system improvements in conjunction with Hinsdale Police Department.

As a result of the Hinsdale Middle School's referendum approval, the Village entered in.to an intergovernmental agreement (IGA) with District 181 regarding the design engineering costs associated with a parking structure to be built in conjunction with the construction of the new middle

25

school. Further implementation of the CMAP plan is pending evaluating the impact that the additional parking supply will have on parking demand. Tire Village also created a revised allinclusive parking map that contains comprehensive information about shopper and commuter parking opportunities. This map was distributed to business owners and is on tire Village's website.

7. Commence a business site visit program in which a representative from the Village and Chamber of Commerce together conduct visits of Hinsdale businesses. This program is intended to provide an informal opportunity for business owners to engage in a dialogue with the Village and Chamber with a goal of visiting 12 businesses each quarter.

As part of an effort to collect business and propertt; owner information in preparation for 2017 capital improvement projects in the Central Business District (CBD ), Village staff visited over 200 business and retail offices in the CBD.

8. In conjunction with the FY 2016-2017 capital improvement plan proposal, continue efforts to enhance the physical environment of the cenh·aI business district by developing a scope, creating a design, issuing a bid, and overseeing the replacement of worn and uneven concrete brick paving and hardscape in order to improve overall aesthetics and public safety.

Tlre Village completed the installation of new brick pavers and sustainable landscaping in the CBD. Upgraded areas included tire ramp on First Street, the corner of Hinsdale and Garfield, and tire corner of Second and Washington.

9. In conjunction with the FY 2017-2018 capital improvement plan proposal, commence the process to design, bid, and obtain an estimate for a Village gateway entry marker sign at Ogden Avenue and IL-294.

Under the direction of tire EDC, the Village has obtained an artist rendering of a proposed gateway entry sign at Ogden Avenue and IL-294. The Village is actively working with Hinsdale Hospital/AMITA and the Cook Countt; Forest Presen1e to finalize the sign's location.

26

ECONOMIC DEVELOPMENT P ERFORMANCE M EASURES

Business License Compliance in Commercial Retail Districts Rench 95% co111plia11ce of retail busi11esses in commercially-zoned districts

Business License Compliance 95%

01 2016

02 03

80% 82% 86%

2016 Yr-End 04

89% 89%

Note: Effective Ja,wanJ 1, 2016, home based businesses 1w longer req11ire a license; therefore, staff is worki11g to 11pdate the b11si11ess license list

GOAL New 01

Commercial Retail S12ace Vacanc_y: Maintain at or below 10% commercial retnil vacancy rnte Dntn obtained through Cltoose D11Pnge

Commercial Retail Space Vacancy 101¥0 12.8%

GOAL New 01

Business Site Visits: 12 b11si11ess site visits per quarter

Business Site Visits 48 3

GOAL New Ql

Business ProspectsLDevelopment Inguiries: 12 new business development contacts per quarter (one per week)

New Bus. Prospects/Develop. Inquiries 48 4

Note: Economic Development Coordinator started with Village i11 the 111iddle of Q2

01 Business Listings:

2016 02 03

13.5% 12.8'Yo

2016 02 03

12 15

2016 02 03

10 15

2016 02 03

100% of new retail businesses listed on website within 10 days of iss11a11ce of a b11si11ess license.

New Business Lis tings Nu111ber of new retail businesses

Average 1111mber of days to post

04

12.2%

04

190

04

14

04

Note: Due to the 011goi11g work to update Distinctly Hinsdale website, this ite111 is 11nnble to be accurately 111eas11red

27

2016 Yr-End

12.2%

2016 Yr-End

220

2016 Yr-End

43

2016 Yr-End

New Available Retail Space Listings: 100% percent listed within three business days of receiving information

New Available Retail Space Listings Number of new available retail spaces Average number of days to post

100%,

01 2016 2016 Yr-End

02 03 04

Note: Due to inabilit1J to accurately monitor available commercial and retail properties, staff is reco111111endi11g not utilizing this activit1J measure in the future

28

PROGRAM SUMMARY

DEPARTMENT: General Government PROGRAM: Economic Development - 1016

GOAL: The Economic Development Program's goal is to develop and manage programs, policies, and designs to help ensure the health and vitality of Hinsdale's business districts.

NARRATIVE: The Economic Development Program is staffed by the Administration Manger, w ho dedicates 50% of her time to Economic Development, and the Finance/Economic Development Clerk, who dedicates 25% of her time to Economic Development. The Administration Manager serves as staff liaison to the Economic Development Commission and the Hinsdale Chamber of Commerce, and also works with existing and prospective business tenants. Funding for this program comes in part from the Village Board dedicating $150,000 of the revenue generated by the Food and Beverage Tax to be spent on economic development activities.



Personnel Services 126,544 100,493 70,016 76,498 (23,996) -23.9%

Professional Services 4,482 0 2,175 2,500 2,500 0.0%

Contractual Services 0 0 0 0 0 0.0%

Purchased Services 495 500 463 500 0 0.0% Materials & Supplies 986 350 400 400 50 14.3%

Repairs & Maintenance 0 0 0 0 0 0.0%1

Other Expenses 82,541 90,600 84,425 90,600 0 0.01Yo

Risk Management Costs 0 0 0 0 0 0.0%

Total Operating Expenses 215,048 191,943 157,479 170,498 (21,446) -11.2%

Capital Outlay 5,396 157,000 109,400 150,000 (7,000) -4.5cy;1

Grand Total 220,444 348,943 266,879 320,498 (28,446) -8.2%

29

PROGRAM SUMMARY

DEPARTMENT: General Government PROGRAM: Boards & Commissions - 1018

GOAL: To facilitate the role of the Village Board, its Committees, a11d Advisory Boards & Commissions in their legislative activities.

NARRATIVE: This program provides financial support for the operation of the Village Board and Advisory Commissions. Included in this program are the costs for all Village Commissions (except the Economic Development Commission), Committees, Board of Trustees and Task Forces. Also accow1ted fo r in this program are membership dues to other intergovernmental associations such as the Chicago Metropolitan Agency for Plaruung, Illinois Mwucipal League, and the DuPage Mayors and Managers Conference. The Budget includes a Village Board "Contingency" line item of $350,000 in FY 2017-18. This line item provides budget flexibility should there be ml.foreseen itmes, a reduction in revenues received from the State of Illinois as a result of a possible budget settlement, or should the Village incur costs related to tl1e possible expansion of 1-294 that runs through Hinsdale.

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Change From 'Yo Change From Actuals Bud2et Estimated Bud2et Prior Budeet Prior Budget

Personnel Services 0 0 0 0 0 0.01Yo Professional Services 0 0 0 0 0 O.O'Yi, Contractual Services 0 0 0 0 0 0.0% Purchased Services 0 1,500 0 1,500 0 0.0% Materials & Supplies 109 200 200 200 0 0.0'%, Repairs & Maintenance 0 0 0 0 0 0.0% Other Expenses 29,273 75,440 78,665 66,625 (8,815) -11.7'%, Contingency 1,207 300,000 0 350,000 50,000 16.7% Risk Management Costs 0 0 0 0 0 0.0% Total Operating Expenses 30,589 377,140 78,865 418,325 41,185 10.9%


Grand Total 30,589 377, 140 78,865 418,325 41.185 10.9%

30

INFORMATION S ERVICES D EPARTMENT

······· ···· ······· ··········· ·············· ········ ···· ··· ····· ······· ····· ··· ···· ······ ··················· ········ ··

Activity Measures

Calendar Year 2012 2013 2014 2015 2016 Computers Maintained 83 84 86 88 86

Computers Replaced 15 12 11 10 13

Physical Servers Maintained 9 7 6 6 6

Virtual Servers Maintained 4 4 8 8 12

eHinsdale Subscribers 968 979 1,028 1,060 1,095

Unique visits to website 133,863 145,973 165,839 176,722 164,644 Avg # of pages

2.85 2.69 2.42 2.36 3.77 viewed

Parks and Recreation, Police Department, Katherine Legge Most popular pages: Memorial Park and Lodge, Employment Opportunities,

Community Pool

1

PROGRAM SUMMARY

DEPARTMENT: General Government PROGRAM: Information Services - 1020

GOAL: In.formation Services' goal is to coordinate and maintain the Village's teclmology resomces, including hardware, software, the Village website, and programming on Comcast Channel 6 / AT&T U-verse Channel 99.

NARRATIVE: The Village began segrega ting expenditures related to the Information Services division in the FY 2015-16 Budget. For FY 2015-16, this program was staffed by one full-time and two part-time personnel including a full-time In.formation Technology Coordina tor, a part-time Channel 6 Broadcast Technician and a part-time Technology Assistant (this was a shared staff positon with the Village of Oak Brook). For FY 2016-17 and FY 2017-18, staffing of this program has been outsourced to a third party vendor.

Personnel Services Professional Services Contractual Services Purchased Serv ices Materials & Supplies Repairs & Maintenance Other Expenses Risk Management Costs Total Operating Expenses

Capital Outlay

Grand Total

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Actuals Bude;et Estimated Bude;et

123,048 12,446 2,658 9.655 0 0 0 0

172,404 310,760 291,500 285,680 1,238 0 0 0

25,299 41 ,900 26,500 55,400 4,721 1,000 1,500 1,500

255 0 0 0 925 0 0 0

327,890 366,106 322,158 352,235

7,280 76,500 0 444,500

335,170 442,606 322,158 796,735

32

Change From % Change From

Prior Budget Prior Budget

(2,791) -22.4%

0 0.0%

(25,080) -8.l'Yo

0 0.0%

13,500 32.2%

500 50.0%

0 0.0%

0 0.0% (13,871) -3.8%

368,000 481.0%

354,129 80.0%


DEPARTMENT: Police - 1200

GOAL: The goal and mission of the Hinsdale Police Department is to provide the community with impartial law enforcement, community-oriented services and police protection, while maintaining the highest ethical and professional standards.

NARRATIVE: The Police Department consists of three budget programs employing 26 sworn police officers (there is a temporary increase of one sworn pah·ol officer for FY 2017-18 in anticipation of employee retirements), 1 full time records clerk, 1 full time administration coordinator, 1.25 FTE clerks/aides, and 3.1 FTE community service officers. Begiruting in January 2016, Grade School District #181 assumed responsibility for staffing the crossing guard program.

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Change From %, Change From Actuals Budget Estimated Budget Prior Budget Prior Budget

Personnel Services 4,427,201 4,102,212 4,055,12] 4,199,587 97,375 2.41Yo

Professional Services 6,236 7,065 4,875 7,065 0 0.0%

Contractual Services 460,191 366,678 360,470 373,216 6,538 1.8%

Purchased Services 48,028 46,150 51,050 53,450 7,300 15.8%

Materials & Supplies 125,766 129,400 ·121,315 124,650 (4,750) -3.7%

Repairs & Maintenance 45,972 55,100 60,lOJ 44,900 (10,200) -18.5%

Other Expenses 49,991 46,850 29,600 52,680 5,830 12.4%

Risk Management 56,725 83,499 98,939 96,900 13,401 16.0%

Total Operating Expenses 5,220;110 4,836,954 4,781,471 4,952,448 115,494 2.4%

Capital Outlay 17,332 178,500 146,675 214,000 35,500 19.9%

Grand Total 5,237,442 5,015,454 4,928,146 5,166,448 150,994 3.01Y.,

PERSONNEL FY 2016-17 FY 2017-18

JOB CLASSIFICATION POSITIONS POSITIONS Chief 1.00 1.00 Deputy Chief 2.00 2.00 Sergeants 4.00 4.00 Sworn Officers 18.00 19.00 Administration Coordinator 1.00 1.00

Clerks/ Aides 3.10 2.25 Community Service Officer 1.00 3.10 Meter Enforcement Officer 1.80 0.00 Crossing Guards 0.00 0.00 Total 31.90 32.35

33

Department

Police

Total


Capital Expenditures by Department

Project Description

Camera Surveillance System Police/Fire Roof Repair (50%) Repair Limestone Pillars Entrance Electronic Fingerprint System Replacement Replace In-car Radar Units Unit #42 Replacement Unit #45 Replacement

34

2017-2018

60,000 26,000 20,000 30,000 12,000 33,000 33,000

214,000

Account Number Expense Description

Personnel Services 7001 Salaries & Wages 7002 Overtime 7003 Temporary/Part-Time 7005 Longevity Pay 7008 Reimbursable Overtime 7099 Water Fund Cost Allocation 7101 Social Security 7102 lMRF Pension 7105 Medicare 7106 Police Pension Contribution 7111 Health Insurance 7112 Unemployment Comp

Total

Professional Services 7299 Other Professional Services

Total

Contractual Services 7306 Buildings and Grounds 7307 Custodial 7308 Dispatch Services 7309 Data Processing 7399 Other Contractual Services

Total

Purchased Services 7401 Postage 7402 Uti lities 7403 Telephones 7419 Printing & Publications

Total


POLICE DEPARTMENT-1200 ALL PROGRAM SUMMARY

FY2016-17 FY2015-16 FY2016-17 Estimated

Actuals Budget Actuals

2,621 ,358 2,476,157 2,43 1, 194 192,989 145,000 196,000 221,539 172,928 179, 140

14,500 12,700 12,200 66,591 50,000 40,000

(18,089) (18,451) ( 18,451) 21,553 20,156 21,333 28,583 33,365 31,358 38,748 41 ,235 39,495

81 3,339 736,199 736,199 426,090 432,923 386,653

0 0 0 4,427,201 4,102,212 4,055, 121

6,236 7,065 4,875 6,236 7,065 4,875

1,782 750 1,150 21,419 20,600 20,800

360,998 260,180 260, 180 20,937 22,592 20,480 55,055 62,556 57,860

460,191 366,678 360,470

1,846 1,400 1,350 7,526 8,500 6,700

28,692 27,000 34,000 9,964 9,250 9,000

48,028 46, 150 51,050

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Change % Change FY2017-18 From Prior From Prior

Budget Budget Budget

2,526,490 50,332 2.0% 120,000 (25 ,000) -17.2% 179,533 6,605 3.8% 11,400 (1 ,300) -10.2% 50,000 0 0.0%

(1 8,820) (369) 2.0% 21,243 1,087 5.4% 34,099 734 2.2% 41,880 645 1.6%

791,178 54,979 7.5% 442,585 9,662 2.2%

0 0 0.0% 4,199,587 97,375 2.4%

7,065 0 0.0% 7,065 0 0.0%

750 0 0.0% 20,600 0 0.0%

273,909 13,729 5.3% 21,504 (1 ,088) -4.8% 56,453 (6,103) -9.8%

373,216 6,538 1.8%

1,400 0 0.0% 7,500 (1 ,000) -11.8%

34,000 7,000 25.9% 10,550 1,300 14.1% 53,450 7,300 15.8%


Materials & Sum2lies 7501 Office Supplies 7503 Gasoline & Oi I 7504 Uniforms 7507 Bui lding Suppl ies 7508 License Supplies 7509 Janitor Suppl ies 7514 Range Supplies 7515 Camera Supplies 7520 Computer Equip Suppl ies 7525 Emerg Op Disaster Supplies 7530 Medical Supplies 7539 Software Purchases 7599 Other Suppl ies

Total

Regairs & Maintenance 7601 Buildings 7602 Office Equipment 7603 Motor Veh icles 7604 Radios 7611 Parking Meters 7618 General Equipment

Total

Other Exgenses 7701 Conferences/Staff Develop. 7702 Dues & Subscriptions 7719 HSD Charges 7735 Educational Training 7736 Personnel 7737 Mileage Reimbursement 7761 Asset Forfeiture Program

Total





7,091 7,700 7,500 45,974 45,000 35,000 39,181 40,650 42,375

619 150 100 827 1,000 1,170

2,676 2,500 2,600 10, 127 10,300 10,200

479 500 25 414 5,000 4,995

0 1,250 0 809 350 450

3,2 13 2,500 2,400 14,356 12,500 14,500

125,766 129,400 121 ,315

16,011 19,500 19,400 8,087 6,100 12,500

20,728 24,000 25,000 17 2,000 409

571 1,500 1,450 558 2,000 1,342

45,972 55,100 60,101

6,474 7,550 6,400 6,4 19 7,000 6,500

0 300 0 13,703 29,500 15,000 21,930 1,000 500

1,465 1,500 1,200 0 0 0

49,99 1 46,850 29,600

36

Change % Change FY2017-18 From Prior From Prio1·


7,700 0 0.0% 38,000 (7,000) -15.6% 34,650 (6,000) -14.8%

150 0 0.0% 1,000 0 0.0% 2,500 0 0.0%

10,300 0 0.0% 500 0 0.0%

5,000 0 100.0% 1,250 0 0.0%

450 100 28.6% 2,450 (50) -2.0%

20,700 8,200 65.6% 124,650 (4,750) -3.7%

12,000 (7,500) -38.5% 4,900 (1 ,200) -19.7%

24,000 0 0.0% 1,000 (1 ,000) -50.0% 1,500 0 0.0% 1,500 (500) -25.0%

44,900 (10,200) -18.5%

12,550 5,000 66.2% 7,830 830 11.9%

300 0 0.0% 29,500 0 0.0%

1,000 0 0.0% 1,500 0 0.0%

0 0 0.0% 52,680 5,830 12.4%


Risk Management Costs 781 0 IRMA Premiums 7812 Self-Insured Liability

Total

Tota l Operating Expenses

Capital Outlay 7902 Motor Vehicles 7909 Buildings 79 18 General Equ ipment

Total

Total Expenses





32,236 63,499 26,939 24,489 20,000 72,000 56,725 83,499 98,939

5,220, 11 0 4,836,954 4,78 1,47 1

0 86,000 146,675

0 32,500 0 17,332 60,000 0 17,332 178,500 146,675

5,237,442 5,015 ,454 4,928,146

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66,900 3,401 5.4% 30,000 10,000 50.0% 96,900 13,401 16.0%

4,952,448 115,494 2.4%

66,000 (20,000) -23.3% 46,000 13,500 100.0%

102,000 42,000 70.0% 214,000 35,500 19.9%

5, 166,448 150,994 3.0%

S UPPORT S ERVICES (POLICE)

O BJECTIVES & ACCOMPLISHMENTS

····· ············ ···································· ·· ························ ··········································

Looking Forward: 2017-2018 Obiectives

1. Expand the use of s_ocial media platforms to increase communication and awareness within the community.

2. Develop and implement additional community ouh·each efforts. Proposed programs are due by August 1, 2017.

3. Develop a plan to select and train additional evidence technicians due to retirements and planned personnel changes. Due by September 1, 2017.

4. Continue to monitor traffic data, including crash history and parking, in the area associated with the Oak Sh·eet Bridge project. Reporting measures and updates should be provided as needed but at a minimum every 6 months beginning with the first report due on September 1, 2017.

5. Maintain the department's accredited status through the Commission on Accreditation for Law Enforcement Agencies. Investigate the availability of grant funding through the Village's insurance provider, IRMA, to cover some of the costs associated with accreditation.

6. Continue to conduct staff meetings twice a month in order to maintain agency-wide communications during the ongoing re-organization plan implementation.

7. Explore shared services with neighboring jurisdictions with h·aining, h·uck enforcement, local violation adjudication, etc. to assist in eliminating overtime costs.

8. Continue to work with the Board of Fire and Police Commissioners (BOFPC) to develop, approve and implement improvements to the police officer selection process.

9. Maintain compliance with newly passed legislation for 2017 by evaluating applicable laws with and amending policy by effective date.

10. Utilize h·aining and mentoring as part of career development to prepare staff as part of a succession plan.

11. Investigate new technologies, including drones, and consider their potential application in the department's operations, as well as any potential effect on departmental policies or recommended updates to local ordinances.

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12. Participate in planning for and management of upcoming major projects, including:

• 2017 Central Business District resurfacing • 2017-2019 Middle School consh·uction • Parking conversations related to the potential addition of a shared parking

garage, as well as any continued implementation of the Chicago Meh·opolitan Agency for Planning (CMAP) parking study recommendations

• Potential reconsh·uction of the 1-294 Tollway through Hinsdale, which could begin as early as 2019


1. Begin implementation of the Police Department's re-organization plan. Develop a plan to measure and report progress. Reporting measures and process should be completed by July 1, 2016. I£ warranted, recommend and implement adjustments to plan if necessary. Complete evaluation by April 30, 2017.

This process is ongoing with evaluation of the new positions performed and reported periodically. Recommendations were suggested and approved in December of 2016 to adjust civilian positions (Community Service Officers and Meter Enforcement Officers) related to the re-organization plan.

2. Continue to monitor h·affic data, including crash histoi·y and parking, in the area associated with the Oak Sh·eet Bridge project. Reporting measures and updates should be provided as needed but at a minimum every 6 months beginning with the first report due on September 1, 2016.

Various intersections studies, traffic volumes, and parking assessments have been completed as part of the on-going efforts to address the impact of the Oak Street Bridge project. In addition to regular meetings at the Village level, data that is being provided for comparison purposes is prompting additional data collection. Traffic control measures have been implemented and are being evaluated continually.

3. Hold twice monthly staff meetings beginning April 1, 2016 for 6 months in order to improve agency-wide communications during the re-organization plan implementation.

Staff meetings have been held twice a month since April 1, 2016. The department has seen improvements in communication, and feedback from staff has been positive.

4. Expand use of DuComm reporting systems to provide better oversight and quality controls. Begin reviewing and evaluating reports by January 1, 2017.

Additional administrative reports have been implemented to better track and assess officer activity. This includes selective enforcement and self-initiated efforts.

39

5. Continue to work with the BOFPC to develop, approve and implement improvements to the police officer selection process.

Staff and Commissioners continue to. explore changes to the selection process that would be advantageous to hiring future officers. One area of concentration has been the use of the conditional offer earlier in the process.

6. Continue monitoring, evaluation, recommendations and implementation of the 2014 CMAP Pa1·king Study.

This is ongoing and will be re-evaluated due to the recent passing of a referendum for improvements to Hinsdale Middle School. The plan for the Middle School includes a parking deck with dedicated spaces for Village use, which may assist the Village in accomplishing some goals of the CMAP study.

7. Monitor the Illinois Tollway's planning process for reconstruction of I-294 through Hinsdale. Offer feedback and advocate for the Village's interests where possible.

Proposed detour routes and traffic patterns have been discussed regularly as draft plans have been shared with the Village. Recommendations have been made to minimize or avoid adverse traffic impacts on the Village.

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POLICE DEPARTMENT ..... ............ ...... ...•........ •..... ...... ...... ...... ....... .... ...... ....... ...•.... ......•............ .. .....

Activity Measures

2012 2013 2014 2015 2016

Calls for Service 13,588 14,321 14,440 14,769 16,785

Part I Offen ses1 182 167 177 175 187

Other Offenses2 2,239 2,121 2,183 1,963 2,356

Traffic/ Warning Citations 5,323 4,437 4,800 5,797 6,123

Parking Citations 20,500 19,586 19,421 22,753 20,253

Adult ArrestsJ 227 206 173 213 280

Juvenile Arrests4 136 95 101 99 72

DUI Arrests 54 58 40 52 71

Foot11otes

1 Part I Offenses as defined by the FBI include: homicide, criminal sexual assault, armed robbery, robbery, aggravated battery, aggravated assault, burglary, burglary to a motor vehicle, theft, motor vehicle theft, and arson.

2 Other Offenses include: simple battery, simple assault, deception, criminal damage, weapons offenses, sex offenses, offenses involving children, driving under the influence, disorderly conduct, and identity theft.

3 Adult anests and juvenile arrests include any local ordinance, misdemeanor or felony offense. It also includes driver License offenses such as driving with a suspended driver license, expired driver's license, and mandatory insurance violations.

4 Juvenile arrests also include incidents where juveniles have received an informal station adjustment.

POLICE DEPARTMENT PERFORMANCE M EASURES

Performance measures were implemented in 2013

CALENDAR YEAR GOAL

Calls for Service

Police response time for PI crashes ~ 4 minutes 75%

*See explanation below.

GOAL

Vehicle Crash Reduction Efforts

Maintain crashes below previous 3-yr avg utilizing public education, enforcement, 616 engineering, and stop sign enforcement

GOAL

Lost Time Staff Injuries 0 *Result of an on duh; injun;/worker's compensation claim.

2015

Ql

61% 7/11 64%

2015

Ql

628 144

2015

Ql 1 0

2016 2016

Q2 Q3 Q4

5/6 7/9 5/8 24/34* 83% 78% 63% 71%

2016 2016

Q2 Q3 Q4

172 169 167 652

2016 2016

Q2 Q3 Q4 13* 0 0 13*

* Response time for crashes has been impacted by protocol through the new dispatch center that allows officers to update the classification of an incident. An officer's response to a property damage crash versus an injury crash is much different. As a result, a slower response time to a property damage crash that is later reclassified to an injury crash artificially impacts the performance measure. This category is being re-evaluated for 2017.

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PROGRAM SUMMARY

OEP ARTMENT: Police PROGRAM: Support Services - 1202

GOAL: To provide principle-based leadership and management practices that emphasize accountability, customer service and innovation while enhancing the overall efficiency and effectiveness of the organization. To provide operational support to the pah·ol division through professional incident investigative follow-up; quality c1ime prevention programs that address the needs of the community; effective training programs; the enhancement of traffic safety through proper evaluation and application of traffic safety standards; and a professional and efficient communications and clerical staff.

NARRATNE: Employees assigned to this program include one (1) Chief, (1) Deputy Chief, (2) Detectives, (1) Juvenile Officer, (1) School Resource Officer, (1) Administration Coordinator, (1) Records clerk, (2) part-time Records clerks (1) part-time accreditation manager, and 50% of the cost of part-time Community Service Officers. This program includes the administration of the department that includes leadership, strategic planning, formulation of policies and procedures, investigation/youth division that provides investigation and follow-up on crimes, crime prevention and safety programs, traffic engineering studies, compliance with accreditation standards, clerical and secretarial support, and community service officer functions.

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Change From 01<, Change From


Personnel Services 1,497,214 1,328,466 1,272,160 1,317,336 (11,131) -0.S'Yo

Professional Services 6,236 7,065 4,875 7,065 0 0.0% Contractual Services 423,306 330,586 326,130 338,212 7,626 2.3% Purchased Services 44,242 43,150 48,050 50,450 7,300 16.9% Materials & Supplies 35,753 39,650 39,340 41,900 2,250 5.7'% Repairs & Maintenance 24,673 29,600 33,651 19,400 (10,200) -34.5% Other Expenses 49,991 46,850 29,600 52,680 5,830 12.4'Yc, Risk Management Costs 56,725 83,499 98,939 96,900 13,401 16.0% Total Operating Expenses 2,138,140 1,908,866 1,852,745 1,923,943 15,076 0.8%

Capital Outlay 0 92,500 0 136,000 43,500 100.0%

Grand Total 2,138,140 2,001,366 1,852,745 2,059,943 58,576 2.9%

'fj

PATROL OPERA TIO NS (POLICE)


LookingForward: 2017-2018 Obiectives

1. Develop and draft a new truck permitting ordinance that would condense all existing language into one chapter, allowing for a modified fee sh·ucture and local resh·ictions on weight and size for a more comprehensive program. Due by May 1, 2017.

2. Develop and implement an improved vehicle maintenance database for tracking repairs, maintenance, and labor costs associated with department-owned vehicles. Due by December 1, 2017.

3. Create a replacement plan and guidelines for all agency-owned equipment (weapons, computers, cameras, etc.) to aid in future budget forecasting. Due by March, 1, 2018.

4. Develop a plan to select and h·ain additional Crisis Intervention Team (CIT) members due to increased awareness of dealing with persons who suffer from mental illness.

5. Evaluate new technology to improve efficiencies regarding the patrol operations and service to the community. Recommendations due by December 1, 2017.

6. Maintain and evaluate parking/ traffic related issues surrounding the Hinsdale Middle School construction project and resurfacing of the Cenh·al Business District.

7. Explore shared services with neighboring jurisdictions with training, h·uck enforcement, local violation adjudication, etc. to assist in eliminating overtime costs.

8. Maintain regional participation in task force and multi-jurisdictional efforts to maximize services and resources for major events, resources, and officer development.

9. Utilize training and mentoring as part of career development to prepare staff as part of a succession plan.


1. Begin implementation of the Police Department re-organization plan. Develop a plan to monitor the progress, activity measures related to patrol operations, and reporting tools.

The re-organization plan continues as two Deputi; Chiefs have been appointed during FY 2016-17 and their development is on-going. Monitoring progress in patrol operations has been aided by additional Computer Aided Dispatch (CAD) status reports thnt allow for continuous monitoring by supervisors. Additionally, these reports are nuto-emniled on a weekly basis which allows for increased accoun.tabilittJ and oversight. Finally, officer productivity is continually tracked nnd

44

reviewed monthly by supervisors and administration. Several databases are merged to provide a complete picture of all activihJ by officer.

2. Develop a plan to select and train additional Field Training Officers due to significant turnover related to retirements. Select candidates by July 1, 2016.

The Police Department's Training Committee identified this as a priorihJ and after soliciting interest from officers, three candidates were identified and selected to supplement current Field Training Officers. One has received training and is now certified, while the other two are scheduled to attend training in the next Jew months.

3. Develop a selection plan for staff officer position and additional investigator position included in the re-organization plan. Develop plan by November 1, 2016.

With the unexpected retirement of a supervisor and the resignation of a recndt while in the Field Training Program, current staff minimums on patrol have not allowed either of these positions to be filled. The department is in the process of hiring three additional Police Officers; once this testing process is complete and additional officers have been hired, the staff officer and investigator vacancies will be filled.

4. Develop internal quality control measures (early performance warning/quality control) measures as a management tool to constantly monitor pah·ol during re-organization. Initial reports due by September 1, 2016.

As stated earlier in this document, monitoring progress in patrol operations has been aided by additional Computer Aided Dispatch (CAD) status reports that allows for continuous monitoring by supervisors. Additionally, these reports are auto-emailed on a weekly basis which allows for more accountabilihJ and oversight by line supervisors. The reports are also Jonvarded to the Command Staff and discussed regularly at the department's bi-weekly staff meetings.

5. Develop an active shooter h·aining exercise in cooperation with District 181, the Fire Department, and surrounding jurisdictions to include incident command and NIMS components. The exercise should be conducted in the fall of 2016.

An active shooter drill was completed on November 4, 2016 in cooperation with Hinsdale School District 181, the Hinsdale Fire Department, and multiple surrounding jurisdictions. Incident Command, NIMS, Use of Force, inter-operabilhJ and mutual aid were all components that were tested during the successful drill.

6. Provide active shooter training for Village Board members and Village staff by November 1, 2016.

This training is intended to take place in the first quarter of 2017.

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PROGRAM SUMMARY

DEPARTMENT: Police PROGRAM: Patrol Operations -1211

GOAL: To provide for the prevention of violations of the law as well as the apprehension of those who have violated the law, while also providing an efficient response to citizens' requests for police services.

NARRATIVE: One deputy chief and four sergeants oversee the pah·ol division consisting of 15 police officers (this includes a temporary increase of one patrol officer in anticipation of employee retirements) . These officers are responsible for patrolling approximately 69 miles of village streets and responded to over 16,700 calls for service in 2016. Patrol Operations is very active in enforcement of criminal, traffic, parking and local ordinance violations, preventative and proactive pab·ol and responding to police services requests. Patrol activities are conducted by vehicle, bicycle and foot.

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Change From 0ii> Change From Actuals Budget Estimated Budget Prior Budget Prior Budget

Personnel Services 2,889,605 2,716,059 2,761,825 2,817,745 101,685 3.7% Professional Services 0 0 0 0 0 0.0% Contractual Services 0 0 0 0 0 0.0% Purchased Services 0 0 0 0 0 O.O<Yu Materials & Supplies 90,013 87,750 80,000 80,750 (7,000) -8.0% Repairs & Maintenance 20,728 24,000 25,000 24,000 0 0.0% Other Expenses 0 0 0 0 0 0.0%> Risk Management Costs 0 0 0 0 0 0.0% Total Operating Expenses 3,000,346 2,827,809 2,866,825 2,922,495 94,685 3.3%

Capital Ou Uay 15,545 86,000 146,675 78,000 (8,000) -9.3%

Grand Total 3,015,891 2,913,809 3,013,500 3,000,495 86,685 3.0°/r)

46

PROGRAM SUMMARY

DEPARTMENT : Police - 1200 PROGRAM: Parking Services - 1215

GOAL: To provide the community with parking services that leverage best practices and technology.

NARRATIVE: A separate budget program was added for FY 2015-16 in order to segregate parkingrelated expenditures. Costs associated with parkjng enforcement equipment and parking meters, as well as 50% of the cost of the Community Service Officers salaries, are assigned to this program.

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Change From % Change From Actuals Budget Estimated Budget Prior Budget Prior Budget

Personnel Services 40,382 57,686 21,136 64,507 6,820 11.8% Professional Services 0 0 0 0 0 0.01Yi1

Contractual Services 36,885 36,092 34,340 35,004 (1,088) -3.0'Yo

Purchased Services 3,786 3,000 3,000 3,000 0 O.O'Yo Materials & Supplies 0 2,000 1,975 2,000 0 0.0°/c,

Repairs & Maintenance 571 1,500 1,450 1,500 0 0.0% Other Expenses 0 0 0 0 0 0.0%

Risk Management Costs 0 0 0 0 0 0.0°;;. Total Operating Expenses 81,624 100,278 61,901 106,011 5,732 5.7%

Capital Outlay 1,787 0 0 0 0 O.O'Y.•

Grand Total 83,411 100,278 61,901 106,011 5,732 5.7%

47


Department: Fire -1500

Goal: To provide professional service in the areas of medical services, fire suppression and specialized rescue with emphasis in fire prevention, code enforcement, public safety fire education and community support with a vision to enhance the quality and depth of the service the department provides.

Narrative: The fire department is separated into two divisions based on identified functional operation requirements. Personnel consist of 23 full-time and 3 part-time positions, which is comprised of 22 sworn members, 1 civilian Assistant Chief, 2 part-time fire inspectors and 1 part-time clerical position. The operations of each division are reviewed and revised based on service demands and with the goal of reducing the financial impact wherever possible. Professional development continues in both divisions in an effort to stay on top of all training mandates. Mutual Aid agreements with neighboring communities continue to be negotiated in an effort to provide a more efficient emergency response to our community. Repeated efforts are made on numerous fronts to procure grants or funding to supplement operational expenses.



Personnel Services 3,939,192 3,848,645 3,909,648 3,965,887 117,242 3.0°A,


Purchased Services 21,854 23,000 23,500 24,000 1,000 4.31Yi, Materials & Supplies 62,943 82,000 74,973 74,125 (7,875) -9.6%

Repairs & Maintenance 76,230 91,050 81,750 91,400 350 0.4%

Other Expenses 141,114 149,151 144,326 146,907 (2,244) -1.S'V<, Risk Management Costs 66,797 69,343 38,059 75,100 5,757 8.3%

Total Operating Expenses 4,582,455 4,472,873 4,483,448 4,599,659 126,786 2.8%

Capital Outlay 5,451 37,500 40,300 321,000 283,500 756.0%

Grand Total 4,587,906 4,510,373 4,523,748 4,920,659 410,286 9.1%


JOB CLASSIFICATION POSITIONS POSITIONS Chief 1.00 1.00 Assistant Chief 1.00 1.00 Captain 3.00 3.00 Lieutenant 3.00 3.00 Firefighter/ Paramedic 15.00 15.00 Fire Prevention Inspectors Part-Time 0.50 0.50 Secretary 0.50 0.50 Total 24.00 24.00

Department Fire

Total

Village of Hinsdale For Fiscal Year2017-2018


Project Description Police/Fire Roof Repair (50%) Replace Fire Chief Vehicle Replace Ambulance# IO 14

49

2017-2018

26,000 35,000

260,000 321 ,000


Personnel Services 7001 Salaries & Wages 7002 Overtime 7003 Temporary/Part-Time 7005 Longevity Pay 7099 Water Fund Cost Allocation 7 101 Social Security 7102 IM RF Pension 7105 Medicare 7 107 Firefighter's Pension 7 111 Health Insurance

Total

Contractual Services 7306 Buildings & Grounds 7307 Custodial 7308 Dispatch Services 7399 Misc. Contractural Services

Total

Purchased Services 7401 Postage 7402 Utilities 7403 Telephone 7419 Printing & Publications

Total

Materials & Sugglies 750 1 Office Supplies 7503 Gasoline & Oil 7504 Uniforms 7506 Motor Vehicle Supplies 7507 Building Supplies 7508 Licenses 7510 Tools 75 15 Camera Supplies 7520 Computer Supplies 7520 Emergency Management 7530 Medical Supplies 753 1 Fire Prevention Supplies


FIRE DEPARTMENT- 1500 ALL PROGRAM SUMMARY


Actuals Budeet Actuals

2,202,260 2,294,054 2,312,806 322,566 2 15,000 287,500 49,3 14 47,556 47,556 11,200 11,200 11 ,000

(18,089) (18,451) ( 18,451) 10,3 14 14,067 13,064 15,442 21,446 20,372 34,332 35,592 35,961

898,092 802,366 802,363 413 ,76 1 425,815 397,477

3,939,192 3,848,645 3,909,648

799 600 600 3,689 3.000 3,000

259,568 195,264 195,992 10,269 10,820 11 ,600

274,325 209,684 211,192

700 750 750 5,892 7,000 7,100

14,654 14,500 14,900 608 750 750

21,854 23,000 23,500

4,9 19 4,000 4,000 15,394 15,400 9,300 11 , 122 13,000 14,500

494 250 250 5,953 5,800 5,800

141 350 100 3,465 5,000 5,000

117 200 0 898 5,850 5,000 114 4,500 3,475

7,886 7,550 7,847 2,082 2,000 2,712

50



2,267,131 (26,924) -1.2% 215,000 0 0.0%

51,893 4,337 9.1% 11 ,500 300 2.7%

(18,820) (369) 2.0% 14,948 880 6.3% 20,369 ( 1,076) -5.0% 36,910 1,318 3.7%

976,7 18 174,352 2 1.7% 390,238 (35,577) -8.4%

3,965,887 117,242 3.0%

600 0 0.0% 3,000 0 0.0%

207,820 12,556 6.4% 10,820 0 0.0%

222,240 12,556 6.0%

750 0 0.0% 7,500 500 7.1%

15,000 500 3.4% 750 0 0.0%

24,000 1,000 4.3%

4,000 0 0.0% 12,100 (3,300) -21.4% 13,000 0 0.0%

250 0 0.0% 5,800 0 0.0% 1,500 1,150 328.6% 5,000 0 0.0%

200 0 0.0% 1,000 (4,850) -82.9% 4,500 0 0.0% 7,550 0 0.0% 2,000 0 0.0%


7532 Oxygen & Air Supplies

7533 HazMat Supplies

7534 Fire Suppression Supplies

7535 Fire Inspection Supplies

7536 Infection Control Supplies

7537 Safety Supplies

7539 Software Purchases

Total

Repairs & Maintenance

7601 Buildings

7602 Office Equipment

7603 Motor Vehicles

7604 Radios

7606 Computer Equipment

7618 General Equipment

Total

Other Expenses

7701 Conferences/Staff Dev.

7702 Dues & Subscriptions

7719 HSD Charge

7735 Educational Training

7736 Personnel

7729 Principal Exp-Loan

7749 Interest Expense-Loan

Total


7810 IRMA Premiums

7812 Self Insured Liability

Total

Total Operating Expenses

Capital Outlay

7902 Motor Vehicles

7909 Buildings

7918 General Equipment

Total

Total Expenses


FIRE DEPARTMENT - 1500 ALL PROGRAM SUMMARY

FY20l 6-17 FY2015-l 6 FY2016-17 Estimated

Actuals Bud2et Actuals

1,099 875 650 2,919 4,350 4,175 2,572 4,150 4,500

2 13 225 100 1,220 1,500 1,145

625 500 500 1,7 10 6,500 5,9 19

62,943 82,000 74,973

10,842 14,000 19,000 1,020 1,350 1,350

46,916 47,000 47,000 6,746 16,750 3,000 1,315 1,600 1,000 9,391 10,350 10,400

76,230 91,050 81,750

1,504 4,100 3,425 7,974 8,910 8,950

0 250 250 17,488 23,590 19,400

695 700 700 99,964 101,838 10 1,838 13,489 9,763 9,763

141,114 149,151 144,326

25, 149 54,343 23,059

41,648 15,000 15,000

66,797 69,343 38,059

4,582,455 4,472,873 4,483,448

0 0 0 5,451 27,500 38,500

0 10,000 1,800 5,451 37,500 40,300

4,587,906 4,510,373 4,523,748

51

Change % Change FY2017-18 From Prior Fr om Prior

Budeet Budeet Budeet

800 (75) -8.6% 4,350 0 0.0% 4, 150 0 0.0%

225 0 0.0% 1,200 (300) -20.0%

500 0 0.0% 6,000 (500) -7.7%

74,125 (7,875) -9.6%

15,000 1,000 7. 1%

1,350 0 0.0% 47,000 0 0.0% 16,750 0 0.0% 1,200 (400) -25.0%

10,1 00 (250) -2.4% 91,400 350 0.4%

3,800 (300) -7.3% 8,910 0 0.0%

250 0 0.0% 23,590 0 0.0%

700 0 0.0% 103,748 1,9 10 1.9%

5,909 (3,854) -39.5% 146,907 (2,244) -1.5%

60,100 5,757 10.6% 15,000 0 0.0% 75,100 5,757 8.3%

4,599,659 126,786 2.8%

295,000 295,000 0.0% 26,000 (1,500) -5.5%

0 (I0,000) -100.0% 32 1,000 283,500 756.0%

4,920,659 410,286 9.1%

SUPPORT S ERVICES (FIRE)


········································· ·············· ······· ······· ···· ··· ··························· ··· ···············


1. Conduct and complete a review of the department's Mission Statement, and investigate the process of accreditation.

2. Continue to work with the DuPage County Emergency Telephone System Board (ETSB), the DuPage County Fire Chiefs, and DU-COMM on a replacement Computer Aided Dispatch (CAD) program. This includes interfacing with department's Firehouse software, and the completion of moving Firehouse to the" cloud."

3. Continue to develop joint Emergency Management functions and capabilities with Clarendon Hills, Western Springs, and LaGrange. Complete the development and testing of the Field Guide for all involved agencies and hold a table top drill to help guide Village officials through the initial stages of an emergency.

4. Continue to serve as liaison to the Board of Fire & Police Commissioners. Present options for a more efficient testing process for the entry-level test, which will be used to establish a list of candidates for Firefighter/Paramedic following the new state guidelines.

5. Manage the department's capital purchases within budget and according to the assigned time frame. Capital items requested for FY 2017-18 include a new ambulance and a new adminish·ative vehicle. Repairs are also planned to the Police & Fire building roof; this project will be managed by the Public Services department.

6. Evaluate community interest in a Citizen's Fire Academy. Develop the program to promote a better understanding of Fire Department services.

7. Continue to develop the fire prevention bureau with shift personnel supplementing the part-time fire inspector. This program was instituted in 2015 and is running well.

8. Continue to work with the fire chiefs of Western Springs and Clarendon Hills to provide direction and adminish·ative support to sharing fire services.

9. Monitor department finances and continually investigate alternate funding sources for training opportunities. There are numerous scholarships available for h·aining conferences that include h·avel and lodging.

10. Review the process and begin to prepare a new officer eligibility list; the department's current list is set to expire in March 2018.

52


1. Conduct and complete a review of the department's Mission Statement. Develop a sh·ategic plan for the future direction of the fire department.

The department deferred this goal to FY 2017-18 pending the completion of the Fire Chief selection process and the department transition.

2. Continue to work with the DuPage County Emergency Telephone System Board (ETSB), the DuPage County Fire Chiefs, and DU-COMM on a replacement Computer Aided Dispatch (CAD) program. This includes interfacing with department's Firehouse software.

The CAD system will be online within the next year. Staff is working with DU-COMM and Firehouse Software on the new CAD system that will interface the Firehouse program with DUCOMM's system.

3. Continue to develop joint Emergency Management functions and capabilities with Clarendon Hills, Western Springs, and LaGrange. Complete the development of a Field Guide for all involved agencies to help Village officials in the initial stages of an emergency.

A severe weather disaster drill was held at Clarendon Hills that included Western Springs, LaGrange, and Hinsdale. The drill included opening the Clarendon Hills EmergenetJ Operations Center.

4. Continue communications with the Board of Fire & Police Corrunissioners. Prepare for future h·ansition of personnel by conducting an enh·y-level test to establish a list of candidates for Firefighter/Paramedics.

The department completed this process in early 2017, with conditional offers of employment extended to the top two candidates on the list. The department received over 100 applicants for these positions, and staff members from all levels of the department were involved in the selection process. The department now has an eligibility list that is active through March, 2018. The new firefighter/paramedics are expected to report for du.ti; in Januan; 2017.

5. Manage the department's capital purchases within budget and according to the assigned time frame.

In FY 2016-17, the department completed the replacement of the rear driveway of the Fire Department; the project was $2,000 under budget due to economies of scale from bidding with the Village's 2016 Engineering projects. Additionally, the purchase-of the department's thermal imaging cameras was moved up from FY 2017-18 due to performance issues with the existing equipment.

6. Evaluate the interest in a Citizen's Fire Academy. Develop the program to better promote the understanding of fire department services.

Department staff has developed an outline for the Citizen's Fire Academy cuniculum. Additional content is being researched in FY 2017-18, and the Academy is projected to be implemented in 2018.

53

7. Continue to develop the fire prevention bureau with shift personnel supplementing the part-time fire inspector.

The department has added one additional member to the Inspector roster while reducing hours for another member, bringing the number of shift personnel involved in the fire prevention bureau to 1.5. While the department's part-time Inspector was off for three months due to an injun;, the department was still able to complete 95% of all the inspections for the year.

8. Continue to work with the fire chiefs in Western Springs and Clarendon Hills to provide direction and adminish·ative support to sharing fire services.

Either the Fire Chief or Assistant Fire Chief responded to all fires in Western Springs and Clarendon Hills. The Clarendon Hills Chief also responded to Hinsdale for multiple calls. DU-COMM has been specifically advised to dispatch both Clarendon Hills and Hinsdale to any accident on Route 83, and staff from both departments work together at the incident scene to expedite patient care.

9. Monitor department finan~es and continually investigate alternate funding sources.

In FY 2016-17, the department pursued and received funding from the State Fire Marshal, the Illinois Chiefs scholarship program, and the Foreign Fire Fund, to partially offset training expenses. The Foreign Fire Board contributed $15,000 to replace speakers and amplifiers in the station in preparation for the new CAD system. The department continues to seek out funding sources for these ti;pes of items. Additionally, department staff hast has performed vehicle maintenance in-house when possible, with an estimated cost savings of $5,000 to $7,000 in FY 2016-17. Department members also replaced the roof on Station #2, saving the department an estimated $1,500.

10. Complete the required building maintenance projects. Evaluate the Police and Fire Building for best practices and future use.

In terms of building maintenance in FY 2016-17, the department replaced the rear driveway apron of the firehouse and added safeti; cages to the ceiling fans on the apparatus floor. The department continues to look for ways to improve the facilif:JJ to increase functionalitt; and safett;.

54

FIRE DEPARTMENT ..... ... ............. ..... ........... ....... ............. ...... ..... ............... .................. .. .......... . .. ,

Activity Measures

Calendar Year 2013 2014 2015 2016 4 Yr. Avg.

Fire Responses

Fires 38 36 38 32 36

Fire Alarms 861 847 491 444 661

Smoke/Fire Reports 24 11 12 8 14

Mutual Aid Fire Alarms/Structure 59 216 196 174 161 Fire/Smoke & Fire Response Total Fire Responses 982 1,110 737 658 872

Emergency Medical Services Responses General Ambulance Call 962 972 994 989 980

Accidents/ Rescue/Extrication 103 98 111 102 103

Mutual Aid Ambulance/Motor 0 0 54 44 24 Vehicle Crash Total Emergency Medical Services 1,065 1,070 1,159 1,135 1,107 Responses

Emergency/Service Responses

Carbon Monoxide Alarm 67 85 56 59 67

Dispatched/ Cancelled 163 160 176 138 159

Down/ Arcing Power Equipment 71 48 48 43 52

Elevator Emergencies 19 23 15 14 18

Hazard Investigations 8 21 8 6 11

Lock in/Lock out 34 34 28 31 32

Mu tual Aid Requests (Fire Change & 81 81 64 64 72 AMB Quarters/Specialty Team/Engine Assist WSPGS Service Calls 101 118 132 92 111

Spills/Leaks 26 41 50 49 41

Total Emergency/ Service Responses 570 611 577 496 563

Simultaneous Calls 534 522 361 278 424

Total Fire D epartment Responses 2,617 2,791 2,473 2,289 2,542

. FIRE PERFORMANCE MEASURES

Calendar year GOAL 2015 2016 2016 Ql Q2 Q3 Q4

Res12onse Times - Emergency Calls* Response time < 4.5 minutes from time of 90% 95.3% call to first Hinsdale unit on-scene (2015 measure used <8 minutes)

Number of Responses 2,791 664 579 615 615 2,473 Average time (min/sec) 4.36 5.05 5.00 4.48 4.54 Percentage 100% 86% 86% 95% 91.75%

GOAL 2015 2016 2016 Ql Q2 Q3 Q4

Turnout Times - Emergency Calls** Turnout time of< 75 seconds from time of 90% 86.8% call to first Hinsdale unit responding (2015 measure used <90 seconds)

Number of Responses 537 579 598 575 2,289

Average time (min/sec) 76 78 80 81 78.75 Percentage 99% 97% 94% 93% 95.75%

GOAL 2015 2016 2016 Ql Q2 Q3 Q4

Initial Fire Plan Reviews Complete & return fire plan review to CD within five days of receiving 95% 91.7%

Number of Plan Reviews 30 22 13 17 82

Number of Days to Completion 3.96 3.50 4.23 3.47 3.79

Average Per Quarter 100% 100% 100% 100% 100%

*The average for Response Time (from the time the call is received to time of the first unit on the scene) per NFPA 1710 is 5.5 minutes.

**The average for Turnout Time (the time from when the call is received to the first unit responds) per NFP A 1710 is 90 seconds.

56

Program Summary

Department: Fire Program: Support Services - 1502

Goal: This division is comprised of Fire Administration, Fire Prevention & Inspection and Emergency Management. The goal of Fire Administration is to analyze the day-to-day operations and provide leadership to provide high quality emergency and non-emergency services. The Fire Prevention Bureau's goal is to provide a safe environment for the residents, visitors, and businesses while the goal of Emergency Management is to see that the continuity of Village government is maintained in a time of crisis.

Narrative: Fire Administration is responsible for examining all operational aspects of the department to determine both the short and long term path to continue to provide high quality services to the Community. This includes budget preparation and monitoring, analyzing all day-to-day operations, and securing appropriate mutual response/ aid agreements with neighboring communities and various .statewide agencies to provide the best cost effective services. The salaries of the Fire Chief, Assistant Chief, two part time Civilian Fire Inspectors and a part time Administrative Assistant are included in Support Services.

The Fire Prevention Bureau is under the direction of the Assistant Chief and conducts over 900 inspectional activities each year. Members conduct annual fire inspections, review building plan submittals, and provide code enforcement. While inspections are conducted and codes enforced, the inspection process is also an educational opportunity to promote the prevention of fire and review the necessity of fire protection equipment. These inspections are performed by two part-time civilian fire inspectors supplemented by shift personnel when needed. The FPB also provides a variety of public education programs including school programs, station tours, seniors programs, the annual Open House, block parties, participation in the Safety Village of Hinsdale, Community CPR training, and a variety of other community events. Public Education Programs make contact with over 4500 people annually. Several of the full time firefighter/paramedics coordinate these programs while all members of the Fire Department assist in presenting these programs.

The Fire Department works cooperatively with the Police Department to make sure that the Village is prepared for both man-made and natural disasters. One member of the Fire Department works with one member of the Police Department to co-coordinate the functions of Emergency Management. Cocoordinators work with the Federal Emergency Management Agency (FEMA), Illinois Emergency ·Management Agency (IEMA), and with both DuPage and Cook County Departments of Emergency Management to assure that the Village has the structure and framework for maintaining the continuity of local government in the time of crisis.





Purchased Services 21,854 23,000 23,500 24,000 1,000 4.3%

Materials & Supplies 23,836 36,825 33,056 30,675 (6,150) -16.7%


Other Expenses 12,495 13,950 13,600 13,950 0 0.0%

Risk Management 66,797 69,343 38,059 75,100 5,757 8.3%

Total Operating Expenses 889,275 837,026 837,242 862,364 25,338 3.0%

Capital Outlay 5,451 37,500 14,800 61,000 23,500 62.7%

Grand Total 894,726 874,526 852,042 923,364 48,838 5.6%

EMERGENCY SERVICES (FIRE)

OBJECTIVES & ACCOMPLISHMENTS

·························································································································

LookingForward: 2017-2018 Objectives

1. Complete the fourth and final year of the Fire Hydrant Maintenance and Testing Program. On duty firefighter/paramedics provide annual maintenance to the majority of Village fire hydrants. The Village's contractor, ME Simpson, will also complete fire hydrant flow testing.

2. · Further expand the training initiatives and educational opportunities with shared services partners in Clarendon Hills and Western Springs. Concentrate on standardized operations at the emergency scene, officer development, and training consistency between departments.

3. Develop an Emergency Manual for use by Village Officials and Department Heads to provide guidance during emergency situations. To insure that this guide contains information that mirrors the information contained in our Comprehensive Emergency Management Plan.

4. In the interest of succession planning, focus on training personnel to take on additional responsibilities. Work with the department's new training officer to complete an updated training manual for new hires. Incorporate the department's new assistant training officer, who will support the training officer in meeting the department's training needs.

5. Continue to work with DU-COMM and Addison Consolidated Dispatch on communication needs, including functional cooperative programs, station-based programming of responses, and changing of radio frequencies for interoperability with DuPage County.

6. Continue to incorporate participation of shift personnel within the fire prevention bureau by increasing training opportunities through the department's training division. Work with Community Development Department to review and comply with the new 2016 International Code Council (ICC) fire and building codes.

7. Maintain active participation in MABAS shared services division and other fire and emergency service associations. Explore cooperative efforts between fire agencies, especially specialty response teams, including updating the department's Active Shooter response.

8. Investigate training opportunities for one additional member in Technical Rescue to maintain the department's response status in the event that one of the department's current members retires. The Department currently has two Technical Rescue Technicians, four certified Hazardous Materials Technicians, four Fire Investigators, and seven members on the Incident Management Assistance Team.

58

9. Continue to actively participate in DuPage County Fire Chiefs initiatives, investigating cooperative efforts within the County and neighboring Fire Departments.

10. Research and purchase a replacement ambulance for Medic 85 which is twelve (12) years old~ and will begin to require excessive maintenance.


1. Complete the third year of the Fire Hydrant Maintenance and Testing Program. On duty firefighter/paramedics provide annual maintenance to the majority of Village fire hydrants.

The department successfully completed its third year of fire hydrant testing. Fire Department members serviced and inspected 707 fire hydrants, with 75 hydrants reported to the Water Department for repair. ME Simpson serviced and inspected 205 fire hydrants in 2016.

2. Replace aged laptop computer used for electronic patient care reporting within the Emergency Medical Services System. Current laptop has frequent breakdowns.

The replacement laptop is in service and is being used to participate in the new electronic patient care reporting program used by the Good Samaritan hospital system.

3. Further expand the training initiatives and educational opportunities with shared services partners in Clarendon Hills and Western Springs. Concentrate on standardized operations at the emergency scene and officer development.

In FY 2016-17, department staff finalized the Vehicle Machinery Technician training in cooperation with the Western Springs and Clarendon Hills Fire Departments. The department also participated in the development of and training initiatives for a new Tactical Worksheet to be used by all three departments, creating commonality amongst the three towns and alignment with recommendations of the National Incident Management System (NIMS) training program.

4. In the interest of succession planning, focus on training personnel to take on additional responsibilities.

The department has been very focused on succession planning during FY 2016-17. There were a number of internal promotions, with a new Fire Chief, 2 new Captains, and 2 new Lieutenants taking on new job responsibilities. Additionally, three members of the department attended the five-day Officer Development course at IFSI in the summer of 2016.

5. Continue to work with DU-COMM and the DuPage ETSB on communication needs, including functional cooperative programs and station-based programming of responses.

The department updated its radio channel guide in FY 2016-17 and worked with DU-COMM and Clarendon Hills on station-based dispatch. In an effort to work together with DuPage County . Operations consolidation, radio frequencies were combined to create interoperability and faster dispatch with Clarendon Hills.

59

6. Continue to incorporate participation of shift personnel within the fire prevention bureau. Increase participation within the department training division.

The department has focused on involving additional members with the fire prevention bureau, including incorporating four members of various ranks· in the inspection mentoring program. This is designed to aid in the succession planning of the department.

7. Maintain active participation in MABAS Division and various fire and emergency service associations to explore cooperative efforts between fire agencies, especially specialty response teams. The department currently has four certified Hazardous Materials Technicians, three Technical Rescue Technicians, four Fire Investigators, and seven members on the Incident Management Assistance Team.

The department hosted a number of regional trainings in FY 2016-17, including the MABAS 10 Rapid Intervention Team Officer two-day training at 7 Salt Creek in October 2016 and a Vehicle Machinery Technician course that included Western Springs and Clarendon Hills. A Traffic Incident Management class that was offered to all departments was also organized and hosted by the department.

8. Actively participate in DuPage County Fire Chiefs initiatives, investigating cooperative efforts within County Fire Departments.

Department staff participated in a number of meetings of the DuPage County Fire Chiefs in FY 2016-17. The ongoing goal of both the County and the department is to dispatch the closest station to the emergency scene first in order to provide quicker coverage to the stricken municipality.

60

Program Summary

Department: Fire Program: Emergency Services - 1531

Goal: This division concentrates in providing Emergency Services to the residents, visitors, and businesses on a twenty-four hour basis. The goal is to provide professional, prompt, and efficient services utilizing highly trained professionals with state of the art equipment.

Narrative: In 2016, the Fire Department responded to 2,289 emergency incidents. There were 658 fire related emergencies (29% ), 1,135 emergency medical services related emergencies (50% ), and 496 emergency/ service related (21 % ). The bulk of emergency services are delivered by the Captains, Lieutenants, and Firefighter/Paramedics who are assigned to the 24 hour on, 48 hour off duty shift schedule. The Chief and Assistant Chief also respond to emergencies to provide direction and support.

Emergency services are provided in 3 categories - fire related, emergency medical services (EMS) related, and emergency/ service related. Fire related incidents include responses to structure fires, structural content fires, vehicle fires, brush/ rubbish fires, Fire Alarm activations, and all types of smoke and fire reports. EMS related incidents include requests for ambulance or paramedic services, accidents, and rescue/ extrication emergencies that involve patient treatment and/ or transportation to a hospital emergency room. Emergency /Service related include carbon monoxide alarms, downed/ arcing power lines and equipment, spills/leaks, lock in/lock emergencies, hazardous condition investigations, and specialty team responses.

In order to achieve our goal in emergency services, this division also includes the training and development of its personnel. As the demand for services grows and expands, so does the need for increasing the knowledge and practical skills of its members. This division supports the required mandates needed to perform at a high level of expertise and prepare members for the future. In 2016, members attended instruction towards various certifications through the State Fire Marshal's Office and the Illinois Department of Public Health. Department members were involved in over 5400 hours of training.



Personnel Services 3,465,777 3,383,471 3,415,013 3,488,888 105,416 3.1%

Contractual Services 0 1,400 1,400 1,400 0 0.0%

Purchased Services 0 0 0 0 0 0.0%



Other Expenses 128,619 135,201 130,726 132,957 (2,244) -1.7%

Risk Management Costs 0 0 0 0 0 0.0%

Total Operating Expenses 3,693,180 3,635,847 3,646,206 3,737,295 101,447 2.8%

Capital Outlay 0 0 25,500 260,000 260,000 100.0%

Grand Total 3,693,180 3,635,847 3,671,706 3,997,295 361,447 9.9%


DEPARTMENT: Public Services- 2200

GOAL: To maintain the Village pavements, walks, trees, parkways, traffic signs, and buildings.

NARRATIVE: Public Services includes engineering, building maintenance, street repair, tree preservation, snow and ice control, parks maintenance, water and sewer maintenance and distribution, traffic signs, flood control, street & sidewalk sweeping, equipment maintenance, and work order requests. Expenditures for Parks Maintenance are contained in the Parks and Recreation Budget (3301), and Water and Sewer expenditures are included in the Water and Sewer Fund Budget (6100).

Personnel Services

Professional Services Contractual Services Purchased Services Materials & Supplies Repairs & Maintenance Other Expenses Risk Management Total Operating Expenses

Capital Outlay

Grand Total

FY2015-16 Actuals

1,608,754

4,840 590,187 177,620 212,206 197,511 12,888 39,418

2,843,424

629,938

3,473,362

FY2016-17 FY2016-17 Estimated

Bud2et Actuals

1,777,560 1,708,622 12,000 12,450

658,463 610,598 192,110 186,724 244,445 200,392 158,536 181,681 16,570 12,833 67,000 51,939

3,126,683 2,965,239

517,100 423,039

3,643,783 3,388,278


Bud2et Bud2et Bud2et

1,687,266 (90,293) -5.1% 19,500 7,500 62.5%

615,740 (42,723) -6.5% 192,510 400 0.2% 243,682 (763) -0.3% 158,121 (415) -0.3%

20,090 3,520 21.2% 73,600 6,600 9.9%

3,010,509 (116,174) -3.7%

495,000 (22,100) -4.3%

3,505,509 (138,274) -3.S(Yo

PERSONNEL FY 2016-17 FY 2017-18 Full-time Full-time Public Park and

JOB CLASSIFICATION Eguivalents Eguivalents Services Rec Water

Director of Public Services 1.00 1.00 1.00 0.00 0.00 · Superintendents 2.00 3.00 1.50 0.50 1.00

Management/ Adnunistration Analyst 0.50 1.00 1.00 0.00 0.00 Supervisors 4.00 4.00 2.00 1.00 1.00 Village Engineer 1.00 1.00 1.00 0.00 0.00 Assistant Village Engineer 1.00 1.00 0.00 0.00 1.00 Civil Engineer 1.00 1.00 1.00 0.00 0.00 Engineering Inspector 0.50 0.25 0.25 0.00 0.00 Village Forester 1.00 0.00 0.00 0.00 0.00 Village Horticulturalist 0.00 1.00 0.00 1.00 0.00 Public Service Workers 10.60 10.60 7.00 1.60 2.00 Building Maintenance Electrician 1.00 1.00 0.00 0.00 1.00 Mechanic 1.60 1.60 1.60 0.00 0.00 Lead Water Operator 1.00 1.00 0.00 0.00 1.00 Secretary 0.60 0.25 0.25 0.00 0.00 Seasonal Help 4.10 2.60 1.60 .1.00 0.00

30.90 30.30 18.20 5.10 7.00

Public Services

Total



Public Services Building Roof Replacement Replace Public Services Unit #22 Replace Forestry Unit #16 Repair South Pillars Memorial Building

63

210,000 160,000 110,000

15,000

495,000


Personnel Services 7001 Salaries & Wages 7002 Overtime 7003 Temporary/Part-Time 7005 Longevity Pay 7099 Water Fund Cost Allocation 7101 Social Security 7102 IMRF Pension 7105 Medicare 7111 Health Insurance 7112 Unemployment Comp

Total

Professional Services 7202 Engineering 7299 Other Professional Services

Total

Contractual Services 7301 Street Sweeping 7303 Mosquito Abatement 7304 DED Removals 7306 Buildings and Grounds 7307 Custodial 7310 Traffic Signals 7312 Landscape Maintenance 7313 Third Party Review 7319 Tree Trimming 7320 Elm Tree Fungicide Prog. 7399 Misc. Contractual Services

Total

Purchased Services 7401 Postage 7402 Utilities 7403 Telephone 7404 Teletypes/Pagers 7405 Dumping 7406 Citizen Information 7409 Equipment Rental 7410 Leaf Program 7411 Holiday Decorating 7419 Printing and Publications 7499 Miscellaneous Services

Total


PUBLIC SERVICES - 2200 ALL PROGRAM SUMMARY



1,136,693 1,237,696 1,233,133 74,271 65,000 77,200 83,096 117,296 67,601 2,300 2,300 2,900

(125,406) (127,914) (127,914) 75,329 86,932 81,203

158,743 174,953 167,867 17,940 20,623 19,461

185,208 200,674 187,171 580 0 0

1,608,754 1,777,560 1,708,622

238 1,000 750 4,602 11,000 11,700 4,840 12,000 12,450

39,755 39,264 42,622 55,496 55,496 55,496

115,805 114,957 110,000 12,206 11,500 11,000 48,218 48,640 47,740

126 1,646 1,300 55,009 65,000 62,000 68,335 55,000 40,000 63,428 65,740 65,740

104,330 163,445 150,300 27,479 37,775 24,400

590,187 658,463 610,598

1,070 1,200 800 138,322 148,000 149,400

10,511 10,350 9,175 0 0 0

16,289 19,800 16,000 0 0 0

1,075 1,300 780 0 0 0

10,241 10,060 9,888 112 1,400 681

0 0 0 177,620 192,110 186,724

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1,230,594 (7,102) -0.6% 65,000 0 0.0% 63,236 (54,060) -46.1%

4,100 1,800 78.3% (130,472) (2,558) 2.0%

83,499 (3,433) -3.9% 156,537 (18,415) -10.5% 19,762 (861) -4.2%

195,010 (5,664) -2.8% 0 0 0.0%

1,687,266 (90,293) -5.1%

1,000 0 0.0% 18,500 7,500 68.2% 19,500 7,500 62.5%

47,660 8,396 21.4% 55,496 0 0.0% 94,396 (20,561) -17.9% 10,000 (1,500) -13.0% 48,240 (400) -0.8%

400 (1,246) -75.7% 59,371 (5,629) -8.7% 40,000 (15,000) -27.3% 65,740 0 0.0%

147,237 (16,208) -9.9% 47,200 9,425 25.0%

615,740 (42,723) -6.5%

1,200 0 0.0% 150,300 2,300 1.6%

9,350 (1,000) -9.7% 0 0 #DIV/0!

19,800 0 0.0% 0 0 #DIV/0!

1,300 0 0.0% 0 0 #DIV/0!

10,060 0 0.0% 500 (900) -64.3%

0 0 0.0% 192,510 400 0.2%


Materials and Su1wlies 7501 Office Supplies 7503 Gasoline and Oil 7504 Uniforms

7505 Chemicals 7506 Motor Vehicle Supplies 7507 Building Supplies 7508 License Supplies 7509 Janitor Supplies 7510 Tools 7518 Laboratory Supplies 7519 Trees 7520 Computer Equipment 7530 Medical Supplies 7539 Software Purchases 7599 Other Supplies

Renairs and Maintenance 7601 Buildings 7602 Office Equipment 7603 Motor Vehicles

7604 Radios 7605 Grounds 7615 Streets and Alleys 7618 General Equipment 7619 Traffic and Street Lights 7622 Traffic and Street Signs

7699 Miscellaneous Repairs Total

Other Exnenses 7701 Conferences/Staff Develop. 7702 Dues and Subscriptions

7719 HSD Charges 7735 Educational Training 7736 Personnel

Total





6,214 5,750 4,600 15,206 17,500 18,850 15,353 12,748 12,531 81,018 94,830 47,000

1,738 2,500 1,600 2,121 4,000 4,700

243 122 122 4,887 3,800 3,800 7,411 8,865 8,915

10 150 410 62,053 83,430 87,845

1,598 0 0 2,338 1,000 950 2,428 2,750 2,469 9,588 7,000 6,600

212,206 244,445 200,392

61,118 30,490 55,000 1,295 1,300 2,500

61,220 41,910 45,100 1,326 3,665 0 2,738 8,331 7,931

47,986 50,240 49,000 2,494 1,250 750 4,972 7,000 7,000

13,799 13,800 13,800 563 550 600

197,511 158,536 181,681

633 1,520 1,329 3,762 3,800 3,537 1,555 1,500 1,600 5,116 7,200 4,567 1,822 2,550 1,800

12,888 16,570 12,833

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5,250 (500) -8.7% 19,300 1,800 10.3% 12,460 (288) -2.3% 76,530 (18,300) -19.3%

2,500 0 0.0% 3,000 (1,000) -25.0%

122 0 0.0% 3,800 0 0.0% 8,265 (600) -6.8%

75 (75) -50.0% 99,180 15,750 18.9%

0 0 #DIV/0! 1,000 0 0.0% 2,500 (250) -9.1% 9,700 2,700 38.6%

243,682 (763) -0.3%

30,490 0 0.0% 2,350 1,050 80.8%

42,760 850 2.0% 1,865 (1,800) -49.1% 3,316 (5,015) -60.2%

50,240 0 0.0% 1,250 0 0.0% 7,000 0 0.0%

18,300 4,500 32.6% 550 0 0.0%

158,121 (415) -0.3%

1,520 0 0.0% 7,150 3,350 88.2% 1,500 0 0.0% 7,370 170 2.4% 2,550 0 0.0%

20,090 3,520 21.2%



7810 IRMA 7812 Self Insured Liability

Total


Capital Outlay

7902 Motor Vehicles

7909 Buildings

7918 General Equipment Total Total Expenses





20,256 47,000 19,939 19,162 20,000 32,000 39,418 67,000 51,939

2,843,424 3,126,683 2,965,239

137,970 240,000 219,400 299,743 240,000 164,600 192,225 37,100 39,039 629,938 517,100 423,039

3,473,362 3,643,783 3,388,278

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48,600 1,600 3.4% 25,000 5,000 25.0% 73,600 6,600 9.9%

3,010,509 (116,174) -3.7%

270,000 30,000 12.5% 225,000 (15,000) -6.3%

0 (37,100) -100.0% 495,000 (22,100) -4.3%

3,505,509 (138,274) -3.8%

SUPPORT SERVICES (PUBLIC SERVICES)

OBJECTIVES & ACCOMPLISHMENTS .........................•...•......••.....•...........................•......•...........•......•...•.......•...........


1. Complete the Public Services facility roof replacement. Manage the project to ensure water damage will not impact the structure in the future. Project will be bid out in spring of 2017 with the expectation of having it completed late summer of 2017.

2. Incorporate Phase I and II rain garden maintenance for the Woodlands subdivision into the Village's Landscape Maintenance and Mowing Contract. Staff will also investigate the alternative of including a spring and fall herbicide application into the contract to mitigate weed growth throughout the year. Public Services also will incorporate a maintenance specification for the Burlington Park wall as par~ of the annual contract.

3. Public Services Department will bid out and manage the holiday lighting contract for the Central Business District and Burlington Park. This includes revising the specification for expansion of holiday lights in Burlington Park to ensure more even distribution of lights.

4. Public Services will coordinate with the Engineering Division on the Central Business District resurfacing project and the 2017 Resurfacing and Reconstruction Projects. These projects will impact businesses, residents, and multiple Village departments. Centralized communication will be imperative to the projects' success.

5. Coordinate with all Public Services Divisions on the Capital Equipment scheduled vehicle replacements. Replacement vehicles include Roadway Unit #22, Forestry Unit #16, Parks Maintenance Unit #3, and Water/Sewer Backhoe Unit #29.

6. Continue to finalize a new collective bargaining agreement with the department's frontline staff union, Local Operators 150, if an agreement has not been reached prior to the expiration of the current agreement on April 30, 2017.

7. Complete the final landscaping and dedication of the new "pocket park" located south of Oak Street Bridge, including the installation of park benches financed with proceeds from the auction of vintage stop lights removed from the original bridge.

8. Formulate a recommendation for the replacement or removal of the fueling station located behind the Public Services facility; the recommendation will be based upon a forthcoming consultant report. The Village will work with impacted stakeholders/users of the fuel station, which include neighboring municipalities arid non-profit groups.

9. Research the development of mutual aid opportunities in the case of a local emergency. Contact surrounding communities to discuss potential opportunities for collaboration and contingency planning.

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10. In cooperation with the Village's Fire and Police departments, complete an emergency manual for Village officials and department head staff that includes procedures, guidelines, and contact information for third-party service providers.

11. Formulate a recommendation for a staffing model for Public Services that will encompass the Parks capital planning function, as well as oversight of rain garden maintenance in the Woodlands area.


1. Complete a preliminary design memorandum for upgrading the underground fuel tank and system located at Public Services.

In July of 2016, Public Services hired the engineering firm Huff & Huff to complete a preliminary design memo. The engineer working on the project expects to complete the analysis in early 2017. It will include a cost benefit analysis on scheduled upgrades to the Village's fuel system.

2. Continue to explore the possibility ·of shared service contracts with neighboring communities through the Municipal Partnering Initiative (MPI) in DuPage County to achieve savings through economies of scale.

In FY 2016-17, Public Services participated in one MPI bid, for High Performance Cold Mix (pot hole patch). In general, the Village was able to receive similar or improved pricing in FY 2016-17 by bidding separately, rather than through the MPI.

3. Ensure the completion of the water meter replacement project.

The water meter replacement project is near completion. The remaining meter replacement sites are either located in difficult locations or challenging areas to schedule (e.g., schools). Public Services Water employees are completing all remaining replacements.

4. Continue expanding the Public Services portion of the Village website. Expanding public notifications through the website will benefit residents.

The Village's website is an excellent source for residents to obtain information or submit service requests. Road construction updates and refuse information are available for residents to obtain information. In 2016, residents submitted 73 service requests through the Village website's "Report a Concern" portal.

5. Implement a database that tracks vehicle maintenance and associated costs. This database will be instrumental when evaluating vehicle replacements in future years.

In May of 2016, adjustments were made to the mechanic's service history forms. These forms now contain information regarding labor time and material costs. These forms are utilized when performing analysis on all Village vehicle replacements.

6. Highlight department accomplishments and communicate to the Village Board of Trustees through regular inclusions in the weekly Manager's Notes.

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Department updates, especially construction notices, were included in weekly Manager's Notes. The Department also prepares monthly reports that are included in Board of Trustees packets.

7. Engage staff in ongoing training opportunities, especially hands-on training such as that offered through the Northeastern Illinois Public Safety Training Academy (NIPSTA).

Staff attended the following training in 2016-17: • Making the Transition from Employee to Supervisor • National Incident Management System • Electrical Safety Training • Traffic Incident Management • Vehicle Backing • Illinois Public Employer Labor Relations Association Conference • Various Supervisory Trainings

8. Arrange for the ongoing maintenance of the rain gardens included in the three phases of the Woodlands green infrastructure project (Phase III to be constructed in 2016).

In 2016, Phase I rain gardens were maintained under a third-party contract. Phase II gardens were maintained under the original installation warranty, which expires in 2017. Phase III gardens were installed in the fall of 2016. In 2017, Phase I and II gardens will be maintained through a combination of in-house staff and contractual care.

9. Negotiate and finalize a new collective bargaining agreement with the department's frontline staff union, Local Operators 150. The current agreement expires April 30, 2017.

Negotiations are scheduled to begin in the first quarter of 2017, with the expectation of having a final agreement completed before the current contract's expiration in April 2017.

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SUPPORT SERVICES (PUBLIC SERVICES) •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• 1

Activity Measures

2017 Calendar Year 2012 2013 2014 2015 2016

Projected

Perform Preventative Maintenance 320 300 300 240 312* (hours)

Perform Road Call Service (hours) 10 10 10 6 3

Cleaning Vehicles (hours) n/a n/a n/a 77 157.5

Complete Unscheduled Repairs 400 400 400 404 1,013*

(hours)

Contractual Repairs (numbers) 3 4 4 7 6

Prepare Fuel Report (hours) 24 24 24 8 13

Floor cleaning/ Lift Inspections 50 50 50 47 95* (hours)

* A PT mechanic position was added, which led to an increase in labor hours for the three categories indicated.

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300

5

120

600

7

20

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PUBLIC SERVICES PERFORMANCE MEASURES

GOAL 2015 Yr-End ·2016 2016 Yr-End

Ql Q2 Q3 . Q4

All Public Services Work Orders Responded to within 24 hours 95% 96% 96% 93% 98% 98% 96%

Number of Work Orders 497 54 148 122 88 412 # Responded to within 24 hours 475 52 138 119 86 395

GOAL 2015 Yr-End 2016 2016 Yr-End Ql Q2 Q3 Q4

All Public Services, On-Call Respondents Emergency Service Reg,uests Responded to within 1 hour of request 95% 97% 100% 100% 100% 100% 100%

Emergency service requests 375 38 8 9 27 82 Responded to within 1 hour 362 38 8 9 27 82


Support Services Preventative Vehicle Maintenance Performed on schedule 100% 100% 100% 100% 100% 100% 100%

Number of maintenance performed 142 52 39 26 46 163 Maintenance performed per schedule 142 52 39 26 46 163

GOAL 2015 Yr-End 2016 2016Yr-End Ql Q2 Q3 Q4

Roadway Maintenance Snowplowing Cycles for all Village streets completed within 12 hours

after snowfall ends 95% 100% 100% n/a n/a 100% 100%

Number of plowing cycles 35 21 n/a n/a 15 36 Cycles completed in 12 hrs 35 21 n/a n/a 15 36


Tree Preservation Inoculation of American Elm Trees Treat Village right-of-way population 30% 25% n/a 16% 15% n/a 31%

Total elm tree inventory 1331 n/a 1335 1335 n/a 1335 Elm trees treated 331 n/a 209 200 n/a 409

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GOAL 2015 Yr-End 2016 2016Yr-End

01 0~ 03 ·04

Water and Sewer Operations and Maintenance Water Main Break Re12air: Respond to emergency requests with 100% 100% 100% 100% 100% 100% 100% one hour

Emergency seroice requests 25 16 4 5 10 35

Responded to within 1 hour 25 16 4 5 10 35

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PROGRAM SUMMARY

DEPARTMENT: Public Services- 2200 PROGRAM: Support Services - 2201

GOAL: Maintain the high level of services outlined in each program while meeting budget goals.

NARRATIVE: This program manages the day-to-day operations of the Public Services Department, including engineering, emergency operations and vehicle and equipment maintenance for all departments. Included in this program is the responsibility to modify procedures and programs in an effort to improve service, cost savings, and aesthetics within the Village. The FY 2017-18 Budget includes a staffing change whereby the Management Analyst position is no longer assisting the Public Services Department (50% of this cost was reported in this program); this is being replace with a full time Administrative Analyst position who will be spend 100% of their time in Public Services.



Conrractual Services 56,832 57,496 57,996 65,096 7,600 13.2%

Purchased Services 130,516 134,500 133,200 134,200 (300) -0.2% Materials & Supplies 20,081 15,200 18,300 15,000 (200) -1.3%

Repairs & Maintenance 11,086 5,590 31,350 6,640 1,050 18.8%

Other Expenses 3,520 4,250 3,171 4,250 0 0.0%

Risk Management 39,418 67,000 51,939 73,600 6,600 9.9%


Capital Outlay 0 10,000 · 10,000 210,000 200,000 100.0%

Grand Total 573,590 697,330 693,949 938,659 241,329 34.6%

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ROADWAY MAINTENANCE (PUBLIC SERVICES)

OBJECTIVES & ACCOMPLISHMENTS ...•....•.•......•.....•..•..•...•......•..•.......•........•......••.•.....•.••...•....•.•.•..•..•..•..•.•.....•........


1. Work with the Engineering Division to ensure operations and procedures are managed effectively during the Central Business District Repaving and 2017 Resurfacing and Reconstruction Projects. Provide feedback and support in the planning stages so all necessary work is performed during the construction phase.

2. Continue upgrading Village street signage to meet current standards as specified by the federal Manual on Uniform Traffic Control Devices (MUTCD). The MUTCD calls for all replacement signage to meet certain specified criteria. School zones and high traffic areas should be proactively completed first.

3. Continue planning for Village asphalt repairs. Coordinate with the Engineering Division to ensure in-house patching and contractual resurfacing meet resident expectations. Prepare the 2018 MIP Maintenance Program in conjunction with the Engineering Division.

4. Explore options for outfitting and purchasing a brine system to work with the pre-wet application on the Village's large plow trucks to help control snow and ice. A brine system would be especially useful in high~traffic areas, such as the Central Business District and Oak Street Bridge.

5. Continue updating the Village's snow removal fleet. Truck Unit #22 will be replaced and equipped with a snow removal package.

6. Continue to research and, where appropriate, apply for grants to support road and infrastructure projects within the Village. For example, staff will seek grant funding as it becomes available to support the upgrade of the streetlights within the central business district to a newer technology, such as LED.


1. Continue collecting data in regards to asphalt conditions. This data will be compiled with Engineering to develop a long-term roadway patching and replacement program.

In 2016, the Public Services Roadway Supervisor performed a Village-wide asphalt rating, which was compared to previous engineering studies. With the comparative data, Public Services developed a priority list for asphalt repair and replacement, which will be reviewed annually.

2. Public Services is in the process of replacing key components of its aging truck fleet. Ensure staff members are trained on the operation of the new fleet, including plow trucks.

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Four Public Service Crew Members have been trained on the operations of the Village's updated snow removal fleet.

3. Explore options for replacing decorative streetlight poles in the central business district. Complete a cost-benefit analysis on upgrading to LED lighting.

A study of Village furnished streetlight poles revealed that the cost to update the system with LED lighting was not cost effective in relation to the projected life of the new lights. Illinois state funding for grants is not currently available; however, staff is actively monitoring the situation. If grants do become available through the state or other entities, a lighting upgrade can be reviewed at that time.

4. Review the Village of Hinsdale Official Snow Removal and Operation Plan and determine if any adjustments are necessary.

In November of 2016, the Public Services met with other Village Departments to address potential shortfalls in long duration snow events. No immediate adjustments regarding the Snow Removal Plan were necessary, but some operational adjustments are being made in 2016-17 to improve services.

5. Support the Engineering division as needed in the execution of the Village's Master Infrastructure Plan (MIP).

The Roadway and Engineering divisions work closely together to execute the Village's MIP. Roadway and Forestry employees review plans with contractors and provide labor and additional support when needed.

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ROADWAY MAINTENANCE (PUBLIC SERVICES) ·····················································································································

Activity Measures Estimate

Calendar Year 2013 2014 2015 2016 2017

Signs Installed 223 144 256 265 300

Posts 57 35 122 70 75 Signs Repaired 32 42 454 228 300 Cold Mix (tons) 73.5 220 102.91 68.3 70 Hot Mix (tons) 787.5 398 272.66 424.01 450 Gravel for Alleys (tons) 71.5 114 109.5 65.75 70

White Paint (gallons) 222 247 114.5 167.5 175

Yellow Paint (gallons) 92 77 34.5 45 45

Basin Top Cleaning (hours) 686 836 605 374 400

Alley Grading (hours) 136 171 253.5 192.5 200

Alley Trimming (hours) 48 40 70 56 55

Concrete (yards) 0 0 46.95 104.55 100

Snow & Ice Call-Outs (Jan1-Dec.31) 46 36 33 32 35

Road Salt Used (tons) 1809 933 1216.75 964.4 1400

Sand Used (tons) 0 167 19 0 20

Salt & Calcium for walks, stairs, etc. (tons) 6.75 7.5 7.1 11.15 12

Leaves Swept Up (yards) 1440 · 810 1397 1640 1600

Central Business District Sweeps 46 36 38 37 38

Complete Town Sweeps 2 2 2 2 2

Par king Lot Sweeps . 4 4 2 1 2

Street Light Poles Repaired 30 30 184 8 10

Requests For Service Completed DNR 26 625 754 750

Sump Pump Issues N/A N/A 86 326 300

Parking Meters Repaired/ Oiled N/A N/A 786 867 875

Parkway Restorations N/A N/A 75 84.5 85

Special Events ( Hours ) N/A N/A 525.5 614.5 620

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PROGRAM SUMMARY

DEPARTMENT: Public Services-2200 PROGRAM: Roadway Maintenance-2202

GOAL: To monitor and maintain all public right-of-ways for safe passage of vehicle and pedestrian traffic thro,ughout the village, while making improvements where necessary. Continue with the downtown beautification process.

NARRATIVE: This program includes all aspects of pavement maintenance such as patching, sweeping, maintaining traffic signs, and the removal of snow and ice. Note that major street resurfacing and reconstruction is contracted out and is programmed elsewhere. Work in this program is as scheduled or on an emergency basis. All public services staff participate in this program. Maintenance of streetlights and traffic signals is included, as well as downtown landscaping.




Purchased Services 24,309 28,160 23,668 28,160 0 0.0%


Repairs & Maintenance 108,451 115,371 112,531 113,056 (2,315) -2.0%

Other Expenses 2,100 1,000 309 1,170 170 17.0%


Capital Outlay 192,225 267,100 248,439 160,000 (107,100) -40.1%

Grand Total 1,012,281 1,142,119 1,035,892 985,602 (156,518) -13.7%

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FORESTRY (PUBLIC SERVICES)

OBJECTIVES AND ACCOMPLISHMENTS

...........................•.................................................•..............••...........................

Looking Forward: 2017-2018 Obfoctives

1. Manage the continued significant increase· in tree removals due to on-going infestation of ash trees by the Emerald Ash Borer (EAB).

2. Continue Ash and Elm Tree Preservation Programs through trunk and soil injections and continue to monitor success rate .

. 3. Work with the Building and Engineering Departments to minimize tree damage during construction activities.

4. Support the Village's Tree Board by providing assistance with tree condition reports and ordinance changes if required.

5. Prepare specifications and bid out the replacement of Forestry Unit #16.


1. Manage the continued significant increase in tree removals due to on-going infestation of ash trees by the Emerald Ash Borer (EAB).

A total of 494 public trees were removed in 2016. Village staff removed 279 trees, and 215 trees were removed by contract. Of the trees removed, 282 were ash trees due to EAB infestation and 1,379 infested ash have been removed since the pest was first detected in the Village in 2011. The total also includes the loss of 33 public American elm trees (16 of these from Dutch elm disease). In addition, 38 private American elm trees were lost due to Dutch elm disease.

2. Continue Ash and Elm Tree Preservation Programs through trunk and soil injections and monitor success rate.

In FY 2016-17, 315 Ash trees were treated by soil injection and 27 Ash trees were treated by trunk injection through the Village's Ash Preservation Program. Soil injection is an annual procedure, while trunk injection is performed every second year.

As part of the Elm Preservation Program, 409 American elm trees were treated with fungicide in 2016. The loss of elm trees treated on this three-year cycle has been minimal. As noted above, the Village lost 33 public elm trees in 2016, through a combination of Dutch elm disease and other factors (storm damage, etc.). Without treatment, the loss rate would be close to 100% for the over 1,300 elm trees included in the program. Therefore, staff recommends that this successful program be continued.

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3. Continue to work with the Building and Engineering Departments to minimize tree damage during construction activities.

Staff provided tree protection comments on 136 building permit requests. Staff worked closely with the Engineering Department and the Project Engineer on road resurfacing and road reconstruction projects in the Woodlands, First Street and Vine Street to minimize damage to public trees from construction activity.

4. Support the Village's Tree Board by providing assistance· with tree condition reports and ordinance changes if required.

In FY 2016-17, staff provided support for the first two dedicated Tree Board meetings. Forestry staff worked with the Chair of the Environment and Public Service Committee to research and prepare language to amend the Village code related to the maintenance of a healthy street corridor. The changes have been implemented and will give greater latitude to both the Tree Board and Public Services staff to help guide residents when faced with the decision whether to remove a tree.

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FORESTRY (PUBLIC SERVICES) .....•...........•.........•......•..................•....•...............•...•.•....•.................•.............

Activity Measures

Calendar Year 2012 2013 2014 2015 2016 2017

Projected

Contractual Tree Pruning 577 610 678 743 1,109 1,100

In-House Tree Pruning 260 207 80 105 194 175

In-House Small Tree Pruning 649 1756 110 0 0 110

Contractual Tree Removal 45 80 142 189 215 175

In-House Tree Removal 170 310 270 336 279 250

Trees Planted 127 148 * 219 266 269 300

Dutch Elm Disease Losses (Private) 55 32 37 59 38 41

Elm Losses (Public) 27 22 29 37** 33*** 38

Ash Losses (Public) 58 270 301 338 282 250

*In 2013, 37 of the 148 trees planted were paid for with grant funds received from the USDA grant administered through the Metropolitan Mayors Caucus. ** In 2015, 16 of the 37 DED elm losses were from untreated trees.

*** In 2016, 17 of the 33 DED elm losses were from untreated trees.

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PROGRAM SUMMARY

DEPARTMENT: Public Services -2200 PROGRAM: Tree Preservation-2203

GOAL: The Village Board recognizes the importance of the urban forest to our community. Trees play a vital role in maintaining the quality of life we have come to expect in the Village. The forestry program is designed to preserve, protect, and augment the urban forest, while maintaining the trees to provide a safe traffic and pedestrian corridor along our streets and parks.

NARRATIVE: The Tree Preservation Program manages tree maintenance and tree and stump removal. Tree planting is designed to provide diverse and high quality plants that are disease and insect resistant, and will increase the value of the urban forest. Tree maintenance includes tree pruning, Dutch Elm disease, and other pest detection (i.e. emerald ash borer), fungicide injections of elms, and insecticide treatment of ash trees. Tree pruning is scheduled on a cyclical basis designed to maintain trees throughout the Village as well as in response to storm damage, homeowner requests and staff surveys. The elm injection program has been very successful in reducing elm lost to disease and protecting the Village's valuable elm tree population. Tree removal is scheduled when a hazardous situation cannot be mitigated through tree pruning or other tree practices. For FY 2017-18, the Village Forester position will become the Forestry and Parks Superintendent, with 50% of the cost of this position now being report in Program 3301-Parks Maintenance.




Contractual Services 283,563 344,142 326,040 307,373 (36,769) -10.7%

Purchased Services 3,296 3,600 3,381 3,000 (600) -16.7%

Materials & Supplies 73,715 95,851 97,626 109,165 13,314 13.9%


Other Expenses 3,244 4,120 3,353 4,220 100 2.4%


Capital Outlay 137,970 0 0 110,000 110,000 100.0%

Grand Total 840,780 831,970 816,773 855,363 23,392 2.8%

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BUILDING MAINTENANCE (PUBLIC SERVICES)

OBJECTIVES & ACCOMPLISl:IMENTS

.......................................................................................•.................................


1. Work with Public Services and Parks Department staff on the scheduled roof improvements recommended in the FY 2016-17 roof study. Facilities scheduled for roof replacement or improvement include:

• • • • • •

The Public Services Facility Humane Society Building (5905 S. County Line Road) Montessori School Building (5903 S. County Line Road) Peirce and Robbins Park Shelters KLM Lodge (Gutters and Soffit) Police and Fire Building

2. Competitively bid out services for the repairs to the Memorial Building south pillars. Staff will prepare bid documents and specifications to have the damaged pillars on the south side of the Memorial Building repaired.

3. Work with the Village's HVAC contractor on designing a plan to add two additional heating units at the Veeck Park Combined Sewer Overflow Facility. This will create redundancy to ensure that the facility does not freeze up if an existing unit fails. Coordinate with Village contractor on installation of new units.

4. Replace the boiler water receiver tank at the Village Hall. The replacement of the receiver tank ensures that the water quality running through the heating system is purified and clean to avoid any unexpected pipe repairs. ·

5. Continue with exterior window repairs at the Village Hall to ensure all windows are operating properly and safely. Several of the exterior windows are not functioning properly. This will address any future safety issues for Village employees.

6. Create a procedures manual for Village facilities that includes an annual maintenance calendar and contact details for third".'party service providers.


1. Conduct the Memorial Hall ADA improvements in the lower level of Memorial Hall. A portion of this project is supported by grant funds received by DuPage County. The project includes construction of accessible restrooms and a code-compliant ramp.

Project has been designed and bid. It is scheduled to be completed in March 2017.

2. Complete the Memorial Hall Scout Room/Food Pantry floor removal and replacement project.

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The replacement of the floor tiles was deferred to FY 2018-19.

3. Utilize a roofing consultant for future budgeting of Village-owned building roof repairs and replacement.

Staff solicited and received consultant bids for a roof study of Village-owned buildings. The roof study was completed in 2016, and was utilized to develop future roof improvements that were included in the Five-Year Capital Improvement Plan.

4. Work with contractor to complete repairs to the Water Plant building soffit, fascia, and gutters. The Water Plant is included in the Village-owned building roof study, so this project will be dependent upon the consultant's opinion.

This project has been deferred to FY 2018-19 based on the consultant's opinion.

5. Replace Building Maintenance Van Unit #58, which is a cargo van outfitted with tool cabinets that is used by Staff to carry out day-to-day building maintenance activities at all the Village properties.

The van was "bid in 2016, and the replacement vehicle was received in 2017. The total cost of the vehicle came in under the approved budget.amount.

6. Contract repairs to the Memorial Building South Patio; the existing patio is slated to be replaced with stamped concrete pavers during FY 2016-17.

This project has been deferred to FY 2019-20; patching will be completed as needed.

7; Coordinate a facility inspection with the Village's insurance provider, IRMA, to review any facility issues in Village-owned buildings.

Village staff addressed all comments that were noted in inspection reports.

8. Coordinate improvements to the Hinsdale Arts Center building at Katherine Legge Memorial Park during reconstruction into the Montessori School.

The improvements were completed in conjunction with the tenant's timeline for opening up the new school facility. Village-led improvements included reconstruction of upper level windows, replacement of exterior sidewalks, and installation of new water main to service the building and fire suppression system.

9. Maintain an ongoing inspection program for Village facilities to appropriately manage · maintenance needs.

In late 2015, Building Maintenance staff created an annual building inspection checklist for each Village facility. Performing· regular building inspections will ensure that the Village can mitigate any potential maintenance issues that may arise.

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BUILDING MAINTENANCE (PUBLIC SERVICES) ·····················································································································

Activity Measures

2017 Calendar Year 2012 2013 2014 2015 2016

Projected

Building Inspections* 12 12 12 51* 71

Building RPZs Inspected 16 16 21 21 21

and Installed

Emergency Generator Inspections

104 104 104 104 74

Fire Suppression System 30 30 30 30 39

Inspections

*Per the recommendation of the Village's insurance carrier, IRMA, inspections are now performed weekly rather than monthly, as had been the previous practice.

84

60

21

80

34

PROGRAM SUMMARY

DEPARTMENT: Public Services-2200 PROGRAM: Building Maintenance-2204

GOAL: To preserve, maintain and improve Village owned buildings and structures.

NARRATIVE: Two full time employees with the assistance of the village electrician and other staff members as needed attend to building maintenance issues, contract major maintenance, and perform some emergency repairs in 28 buildings. The costs of maintaining the Memorial Building, Youth Center, Humane Society and the train stations are in this program. The Police/Fire, Public Services, Water Plant and Park buildings expenses are budgeted elsewhere in the Budget.




Contractual Services 60,555 59,700 48,500 59,700 0 0.0%

Purchased Services 18,872 25,350 25,175 25,650 300 1.2%


Repairs & Maintenance 58,923 28,650 28,950 28,250 (400) -1.4%

Other Expenses 1,555 1,750 2,050 1,750 0 0.0%


Capital Outlay 299,743 240,000 164,600 15,000 (225,000) -93.8%

Grand Total 698,010 613,280 528,462 392,225 (221,055) -36.0%

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ENGINEERING (PUBLIC SERVICES)


.........................................................................................................................

Looking Forward: 2017 -2018 Objectives

1. Complete the Village's 2017 roadwork program on time and within budget. Projects scheduled for 2017 include:

• Master Infrastructure Plan (MIP) Reconstruction Project, which includes rebuilding three street sections, along with the underlying, utilities

• MIP Resurfacing Project, which includes surface replacement ·of five street sections • MIP · Maintenance Project, which includes $1.25 million of resurfacing and utility

work; scope of the maintenance project is recommended annually by staff and approved by the Board of Trustees

• Resurfacing of the Central Business. District, defined as Garfield St. to Grant St., and Hinsdale Ave. to Second St.; includes the addition of 23 brick crosswalks and replacement of the stamped concrete in Village Place

~

2. Develop. requests for proposals, recommend consultants for contract award, and manage design phase of the 2018 MIP Resurfacing, Reconstruction, and Maintenance projects.

3. Provide infrastructure to aid in addressing Localized Drainage area #17 between the 500-blocks of N. Vine and N. Grant Streets.

4. Evaluate the prioritization of future work contemplated by Village's MIP to reconfirm the recommendations contained within the plan. Work may be reprioritized as needed within the MIP, which is scheduled to run through 2023.

5. Create a follow-on plan to the existing MIP, evaluating Village streets and forecasting construction projects for five additional years, through 2028. ·

6. Continue to maintain and improve the division's records and historical files. Expand the paper file folders for individual properties. Continue to improve electronic historical files referenced by street and street number. Expand the Village's elevation benchmark system (NA VD 88) by upgrading or adding 12 benchmarks. Continue to develop the Village infrastructure atlas.

7. Apply for state and federal construction grants as they are identified. These will include IDOT Surface Transportation Program (STP) grants for improvements to designated Federal Aid (FAU) routes, if applicable. ·

8. Provide timely, accurate environmental reports for the Village's storm water management and combined sewer overflow permits (NPDES ILR40 and IL0066818) as well as the Metropolitan Water Reclamation District (MWRD) Infiltration/Inflow Control Program (I/ICP). Reports will include the four monthly Combined Sewer Overflow Discharge

86

Monitoring Reports (DMR); a Fiscal Report for NPDES Permittees; the Municipal Separate Storm Sewer Systems (MS.~) report; two semi-annual Long Term Control Plan (LTCP) reports; an MWRD I/ICP update; and an annual Capacity, Management, Operations, and Maintenance (CMOM) Plan. Also, conduct a Pollution Prevention meeting annually as required by the permits.

9. Perform an in-house customer satisfaction survey of all residents aff ect~d by construction in 2017.

10. Investigate nuisance sump pump discharges into the public right of way and propose solutions; 6 of the estimated 153 remaining known nuisance sump pumps will be addressed during the 2017 road work projects. Work with Public Services staff to manage icing in known problem areas during the winter months.

11. Continue to refine the Village's estimates of resurfacing cost per mile and typical useful life of resurfaced pavement.

12. Continue to monitor compliance with waste water and storm water requirements related to the Village's agreement with Flagg Creek Water Reclamation District.

Reviewing the Year: 2016-2017 Accof1?-plishments

1. Final completion of the Oak Street Bridge Phase 3 on time and under budget. Provide support to the Hinsdale Police Department in enacting any traffic control plan that may be required in the vicinity of the new bridge.

Substantial completion of the Oak Street Bridge Project was accomplished by the deadline of 12/01/15. Final landscaping and punch list items were accomplished in the first half of 2016. To date, the estimated project cost is $7,264,000 with a budget of $8,990,000 worth of federal, state, and local grants, bringing the project in under budget. The Engineering Division assisted the Police Department in conducting the first traffic count after the bridge was open during the month of July 2016 and coordinated with Public Services staff to add street signage for traffic management as needed.

2. Complete the approved Woodlands Phase 3 Project on time and under budget.

John Neri Construction completed the Woodlands Phase 3 Project on-time in October 2016. Initial resident feedback on the completed construction was overwhelmingly positive. Staff and the Village's consultant continue to conduct final reconciliation of the invoices. As of early 2017, the estimated construction cost is $4,900,000 with an initial bid of $5,007,055 and a budget of $5,209,000.

3. Complete the 2016 Roadway and Infrastructure Project on time and under budget. The work to be completed this fiscal year includes the First Street brick restoration between Park and Elm, as well as the reconstruction of Vine Street between North and Ogden.

H. Linden & Sons completed the 2016 Roadway and Infrastructure Project on time in the first week of July 2016. Initial resident feedback on the completed construction was overwhelmingly positive. Staff and the Village's consultant continue to conduct final reconciliation of the invoices. As of early

87

2017, the estimated construction cost is $1,550,600 with an initial bid of $1,787,800 and a budget of $1,864,000.

4. Provide infrastructure to aid in addressing the following Localized Drainage areas:

• #65, the ROW in the 600-block of E. Sixth Street • #18, the backyard area between Warren Terrace and N. Vine Street

As part of the 2016 capital improvement projects, storm sewer infrastructure was added within the rights of way of E. Sixth Street and N. Vine Street to address localized drainage areas #65 and #18.

5. Monitor compliance with waste water and storm water requirements related to the Village's agreement with Flagg Creek Water Reclamation District.

In August 2016, the Illinois Pollution Control Board accepted Flagg Creek Water Reclamation District's (FCWRD) motion to drop the FCWRD lawsuit against the . Village of Hinsdale. Engineering staff continues to monitor and report on the Village's combined sewer overflow operations and to plan for future sewer separation.

6. Develop requests for proposals, recommend consultants for contract award, and manage design phase of the 2017 Resurfacing, Reconstruction, and Maintenance projects.

Engineering staff managed the requests for proposal process and contract awards to HR Green and KPlus Engineering for design engineering of the 2017 Resurfacing and Reconstruction Projects, respectively. Staff continued to manage the design development throughout 2016 and early 2017.

7. Evaluate the future work contemplated by Village's Master Infrastructure Plan (MIP) to ensure that recommendations contained within the plan remain viable. Work may be reprioritized as needed within the MIP, which is scheduled to run through 2023.

Staff analyzed the street conditions and available capital funds to recommend to the Board of Trustees the additional of streets to resurface and infrastructure to repair in 2017. Work that was added to the scope for 2017 includes many residential streets that were not included in the original MIP, as well as the Hinsdale Central Business District.

8. Continue to maintain and improve the division's records and historical files. Expand the paper file folders for individual properties. Continue to improve electronic historical files referenced by street and street number. Expand VOH NAVD 88 benchmark system by upgrading or adding 12 benchmarks. Continue to develop the Village infrastructure atlas.

Updating of the Engineering historical files continues, with new construction site plans being added directly to the electronic and paper Address Files. Staff also transferred new and historical alley plats of vacation to the electronic Address Files.

9. Apply for state and federal construction grants as they are identified. These include IDOT STP grants for FAU route improvements if applicable.

Engineering staff applied for three STP grants as part of the annual STP applications. Engineering staff coordinated through the DuPage Mayors and Manager's Conference to secure STP funding for

88

S. Garfield in FY 2019 (after the Hinsdale Middle School construction), and W. Chicago Street in FY 2020.

10. Provide timely, accurate IEPA reports for the NPDES ILR10 and ILR40 permits. Reports will include the four monthly Combined Sewer Overflow Discharge Monitoring Report (DMR), a Certificate of Sewer Use Ordinance Review, a Pollution Prevention Plan, an Operations & Maintenance Plan . (OMP), a Fiscal Report for NPDES Permittees, the Municipal. Separate Storm Sewer Systems (MS4) report, and the semi-annual Long Term Control Plan (LTCP) report. · Also, conduct Operations & Maintenance Program, Pollution Prevention, and Public Notification meetings annually.

The Engineering Division responded to. the requirements of three new environmental regulations: ILR40, Municipal Small Storm Sewer Systems (MS4); NPDES IL0066818 regulating combined sewer overflows; and the Metropolitan Water Reclamation District (MWRD) Infiltration/f.nfiow Control Program. Staff submitted 1t annual reports and 48 monthly reports on time. Staff also conducted one public meeting as required by the IL0066818.

11. Perform an in-house customer satisfaction survey of all residents affected by construction in 2016-17.

In December 2016, a customer satisfaction survey was sent to all residents affected by construction in 2016. These results will be tabulated in the first quarter of 2017. Staff hopes that the results will mirror those of the 2015 survey, where customer satisfaction exceeded 94 % in all categories.

12. Investigate nuisance sump pump discharges into the public right of way. and propose solutions.

Staff has resolved 21 nuisance sump pump discharges through MIP projects and drainage complaints. There are 153 known nuisance sump pumps remaining to be addressed. Staff has revised engineering standards and Village ordinances to address the impacts of stormwater discharged onto the surface through the requirement for vegetated swales and French drain diffusers. In 2016, procedures were implemented to avoid the creation of new nuisance sump pumps during residential construction by requiring borings to identify seasonal water tables.

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PROGRAM SUMMARY

DEPARTMENT: Public Services- 2200 PROGRAM: Engineering - 2205

GO AL: To provide professional direction for all Village infrastructure improvements including current and long-range planning, issues surrounding storm water management, and technical support with all engineering issues.

NARRATIVE: Staffing for this Program includes three full-time employees and one seasonal employee. This program includes long-range planning, engineering inspection, and research and engineering of capital improvement activities.



Personnel Services 266,602 278,383 249,883 256,961 (21,423) -7.7% Professional Services 4,840 12,000 11,750 19,000 7,000 58.3%


Purchased Services 627 500 1,300 1,500 1,000 200.0%

Materials & Supplies 5,450 6,750 5,569 6,500 (250) -3.7%

Repairs & Maintenance 378 1,000 750 1,000 0 0.0%

Other Expenses 2,469 5,450 3,950 8,700 3,250 59.6%



Grand Total 348,701 359,083 313,202 333,661 (25,423) -7.1%

PROGRAM SUMMARY

DEPARTMENT: Community Development - 2400 PROGRAM: Community Development - 2401

GOAL: To provide professional direction and exemplary public assistance with development review, code enforcement and interpretation, current and long-range planning, capital improvements and technical support.

NARRATIVE: In FY 2017-18, the Community Development Department consists of 6 full- time employees and 2 part-time employees. The department is responsible for code and regulatory review of construction and development proposals, building inspection, permitting activities, property maintenance and site management, contractor licensure, and preparation of documents, exhibits, and reports for Village advisory and advocacy groups.

FY 2015-16 FY 2016-17 FY 2015-16 FY 2016-17 Change From

Personnel Services Professional Services Contractual Services Purchased Services Materials & Supplies Repairs & Maintenance Other Expenses Risk Management Total Operating Expenses

Capital Outlay

Grand Total

JOB CLASSIFICATION

Actuals

601,792 0

75,779 22,922 10,299 4,051 5,676 6,789

727,308

0

727,308

Budget Estimated

666,209 648,145 0 0

67,250 44,885 20,750 17,750 9,400 8,450 5,000 3,750 5,800 5,700

11,578 3,851 785,987 732,531

0 0

785,987 732,531

PERSONNEL

Director of Community Development/Building Comm. Secretary Deputy Building Commissioner Village Planner Code Enforcement Officer Plan Reviewer Building Inspector Total

Budget Prior Budget

681,413 15,205 0 0

54,300 (12,950) 17,750 (3,000) 9,250 (150) 4,250 (750) 5,800 0

12,900 1,322 785,663 (323)

0 0

785,663 (323)

FY 2016-17 POSITIONS

1.00 1.60 1.00 1.00 1.00 1.00 0.70 7.30

% Change From Prior Budget

2.3% ,. #DN/0!

-19.3% -14.5% -1.6%

-15.0% 0.0%

11.4% 0.0%

0.0%

0.0%

FY 2017-18 POSITIONS

1.00 1.60 1.00 1.00 1.00 1.00 0.70 7.30

Account Number

7001 7002 7003 7005 7099 7101 7102 7105 7111

7202 7299

7309 7311 7313

7401 7403 7419 7499

7501 7502 7503 7504 7510 7515 7520 7539 7599

Expense Description

Personnel Services Salaries & Wages Overtime Temporary/Part-Time Longevity Pay


COMMUNITY DEVELOPMENT - 2400 ALL PROGRAM SUMMARY


Actuals Budget Actuals Budget

454,482 529,123 522,505 543,755 2,378 5,000 1,500 5,000

118,011 82,312 80,281 84,688 700 700 1,900 1,900

Water Fund Cost Allocation (143,321) (146,187) (146,187) (149,111) Social Security 33,543 36,898 35,236 38,268 IMRF Pension 72,818 80,049 74,991 75,295 Medicare 8,111 8,948 8,554 9,212 Health Insurance 55,070 69,365 69,365 72,406 Total 601,792 666,209 648,145 681,413

Professional Services Engineering 0 0 0 0 Other Professional Services 0 0 0 0 Total 0 0 0 0

Contractual Services Data Processing 8,940 9,250 9,300 9,300 Inspectors 36,932 38,000 35,000 35,000 Third Party Review 29,907 20,000 585 10,000 Total 75,779 67,250 44,885 54,300

Purchased Services Postage 3,632 4,000 2,500 2,500 Telephone 7,160 8,000 6,000 7,000 Printing and Publications 1,221 1,250 750 750 Miscellaneous Services 10,909 7,500 8,500 7,500 Total 22,922 20,750 17,750 17,750

Materials and Sui;mlies Office Supplies 5,358 6,000 6,000 6,000 Print & Publications 1,461 1,200 750 1,200 Gasoline and Oil 417 500 600 600 Uniforms 1,009 850 750 850 Tools 778 750 250 500 Camera Supplies 0 0 0 0 Computer Eqpt Supplies 1,245 0 0 0 Software Purchases 0 0 0 0 Other Supplies 31 100 100 100 Total 10,299 9,400 8,450 9,250

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Budget Budget

14,632 2.8% 0 0.0%

2,376 2.9% 1,200 171.4%

(2,924) 2.0% 1,370 3.7%

(4,754) -5.9% 264 3.0%

3,041 4.4% 15,205 2.3%

0 0.0% 0 0.0% 0 0.0%

50 0.5% (3,000) -7.9%

(10,000) -50.0% (12,950) -19.3%

(1,500) -37.5% (1,000) -12.5%

(500) -40.0% 0 0.0%

(3,000) -14.5%

0 0.0% 0 0.0%

100 20.0% 0 0.0%

(250) -33.3% 0 0.0% 0 0.0% 0 0.0% 0 0.0%

(150) -1.6%

Account Number

7602 7603

7701 7702 7735 7736 7737

7810 7812 7899

7901 7902

. 7909 7918 7999

Expense Description

Repairs and Maintenance Office Equipment Motor Vehicles Total

Other Expenses


COMMUNITY DEVELOPMENT - 2400 ALL PROGRAM SUMMARY


Actuals Budget Actuals Budget

3,322 4,000 3,000 3,500 729 1,000 750 750

4,051 5,000 3,750 4,250

Conferences/Staff Develop. 341 750 750 750 Dues and Subscriptions 2,299 2,250 2,250 2,250 Educational Training 2,809 2,500 2,500 2,500 Personnel 227 200 200 200 Mileage Reimbursement 0 100 0 100 Total 5,676 5,800 5,700 5,800

Risk Management Costs IRMA 6,789 9,078 3,851 10,400 Self Insured Liability 2,500 0 2,500 Other Premiums 0 0 0 0 Total 6,789 11,578 3,851 12,900

Total Operating Expenses 727,308 785,987 732,531 785,663

Capital Outlay Office Equipment 0 0 0 0 Motor Vehicles 0 0 0 0 Buildings 0 0 0 0 General Equipment 0 0 0 0 Miscellaneous Equipment 0 0 0 0 Total 0 0 0 0 Total Expenses 727,308 785,987 732,531 785,663

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Budget Budget

(500) -12.5% (250) -25.0% (750) -15.0%

0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0%

1,322 14.6% 0 0.0% 0 0.0%

1,322 11.4%

(323) 0.0%

0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0%

(323) 0.0%

COMMUNITY DEVELOPMENT

OBJECTIVES & ACCOMPLISHMENTS ...................................................•........................•............................................


1. Work closely to ensure the successful project close-out of the Hamptons of Hinsdale project.

2. Work to ensure the Edwards Elmhurst Medical Office project moves forward through construction and completion with minimal disruption to the community.

3. Continue to monitor service delivery expectations against increased permitting and construction activity.

4. Continue to monitor effectiveness of departmental reorganization amidst increased permitting and construction activity to ensure that site management/ code enforcement core services are being met.

5. Maintain plan review lead times at 3-4 weeks.

6. Maintain inspection lead times at 48 hours or less.

7. Provide material support in any development of 55th & County Line Road.

8. Assist in any drainage/runoff reduction proposals as it relates to new construction.

9. Work with the Hinsdale Police Department in exploring joint local adjudication.

10. Provide material support on any changes to the sign provisions in the zoning code.

11. Continue to provide staff support to the Plan Commission and Zoning Board of Appeals.


1. Work closely to ensure that the Adventist Hinsdale Cancer Treatment Center moves forward through construction and completion with minimal disruption to the community.

A Temporary Occupancy Certificate has been issued. Project punch-out is currently underway.

2. Work closely to ensure that the Garfield Crossing project moves through construction and completion with minimal disruption to the Central Business District (CBD).

The building Core & Shell is complete and the first occupancy certificate has been issued.

3. Bring new Plan Reviewer up to speed in order to try to keep plan review turnaround to three to four weeks while allowing Deputy Building Commissioner to spend more time policing the field.

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Our Plan Reviewer has made good progress over the course of the year. It is our hope that plan review lead times will be maintained at 3-4 weeks in 2016-17.

4. Continue to monitor service delivery expectations against increased permitting and construction activity.

The department did well in balancing production against good customer service this year. Most complaints regarding service delivery expectations were managed at the departmental level.

5. Continue to monitor effectiveness of departmental reorganization amidst increased permitting and construction activity to ensure that site management/ code enforcement core services are being met.

While the departmental reorganization helped to bring plan review lead times down, the increased level of permit activity is dictating that more time be spent in the field policing sites. Staff is requesting that the part time Code Enforcement Officer position be reclassified full time as part of the 2016-17 budget.

6. Work with the Police Department to find a new prosecutor.

A contract was awarded to Tressler LLP to provide local prosecution services.

7. Try to maintain inspection lead times at 48 hours or less.

Maintained inspection lead times within 48 hours of request.

8. Materially participate in the process of updating the Village's website.

Staff participated in meetings and provided feedback as appropriate through project implementation. Staff continues to update the department's website content on an as-needed basis.

9. Conduct an in-house customer satisfaction survey of all permittees who transact business with the department in 2015-16. ·

Survey has been posted on the department website and is being distributed with permits. Responses are being collected and will be presented once a statistically significant number are received.

10. Conduct an in-house customer satisfaction survey of all parties requesting zoning relief and/ or entitlements through the department in 2015-16.

Survey has been posted on the website and being distributed with permits. Responses are being collected· and will be presented once a statistically significant number are received.

11. Work with Village Prosecutor in order to abate violations at problem property located at 5511 S. Garfield.

Worked with the Village Prosecutor to have the property demolished. Once foreclosure proceedings are complete, the Village will be reimbursed for the cost of enforcement.

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COMMUNITY DEVELOPMENT DEPARTMENT ••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••.•••••••••••••••••••••••••••••••••••••••••••••••••• 1

Activity Measures CY 2016

Number of 2011 2012 2013 2014 2015 2016

Proj ects/Casesflnspections

Projects/Permits 1314 1051 1167 1281 1005 932

ZBACases 6 8 14 10 6 7

PC Cases 38 40 39 · 37 60 55

Inspections 5607 4409 4497 4454 4585 4543

Code Enforcement Cases 731 739 730 529 636 728

Breakdown By Permit Type 2011 2012 2013 2014 2015 2016

New Single Family 36 41 52 66 53 35

New Multi-Family 4 6 27 27 28 0

Residential 247 198 136 169 113 135

Additions/ Alterations

Commercial New 0 0 1 1 2 0

Commercial 45 51 57 66 45 47

Additions/ Alterations

Demolitions 35 49 48 59 49 33

Electrical 263 199 243 252 178 156

Plumbing 273 259 273 269 205 191

Miscellaneous (fences, flatwork, 438 248 330 203 346 328

patios, irrigation, etc.)

Commissions/Committees Supported Zoning & Public Safety

Environment & Public Services

Zoning Board of Appeals

Plan Commission

Historic Preservation Commission

COMMUNITY DEVELOPMENT PERFORMANCE MEASURES

GOAL 2015 Yr-End 2016 2016 Yr-End Ql Q2 Q3 Q4.

Plan Review Turnaround: Review plans within 15-20 days of submittal

Zoning, Building, MEP Reviews 95% 88% 100% 95% 90% 95% 95%

Number of reviews 2010 328 606 623 374 19J1 Average# of days to complete review 18 15 20 20 15 18


Inspections Performed: Inspections performed within 48 hours of request

Inspections (Bldg, Elec, Mech, Plumb, Eng) 95% 99% 100% 100% 100% 100% 100%

Number of inspections 4585 999 1221 1246 1077 4543


Code Enforcement: 85% percent of code enforcement violations brought into compliance through voluntary means

Code Enforcement 85% 95% 97% 94% 96% 92% 95%

Number of violations confirmed* 565 82 217 273 156 728 Number resolved voluntarily* 542 77 203 261 144 685

*Increase in 2016 is due to addition of full-time Code Enforcement Officer.

97


DEPARTMENT: Parks & Recreation - 3000

GOAL: To deliver quality, innovative park and recreation services by providing leisure opportunities for residents across the age. spectrum and to maintain Village Parks in a safe, clean and aesthetically appealing manner.

NARRATIVE: The Parks and Recreation Department is responsible for providing quality leisure services to Village residents, as well as maintenance and improvements to Village parks and grounds. The Department is composed of five (5) Divisions funded by the Corporate Fund. Contracted services continue to be utilized for implementation of an Integrated Pest Management program; landscape maintenance of Veeck Park, Eleanor's Park, Burlington Park, and the Community Swimming Pool grounds; and mowing of Village parks and public areas.

Recreation Services includes membership in the Gateway Special Recreation Association, community special events such as Fourth of July activities, Bunny Bash, etc. Program fees partially offset the expenses incurred in conducting recreation programs. The budgeted revenue from Recreation Services, KLM Lodge, and the Swimming Pool is $882,144 for FY 2017-18.


Personnel Services 900,723 832,533 689,783 878,532 45,998 5.5% Contractual Services 415,398 485,273 444,177 462,698 (22,575) -4.7%

Purchased Services 137,281 142,255 141,275 148,855 6,600 4.6% Materials & Supplies 93,186 103,450 97,754 94,200 (9,250) -8.9% Repairs & Maintenance 138,825 91,710 71,796 111,440 19,730 21.5% Other Expenses 16,709 21,393 16,488 22,773 1,380 6.5% Risk Management 39,949 28,598 11,072 32,000 3,402 11.9% Total Operating Expenses 1,742,071 1,705,212 1,472,345 1,750,498 45,285 2.7%

Capital Outlay 211,058 508,000 336,794 367,405 (140,595) -27.7%

Grand Total 1,953,129 2,213,212 1,809,139 2,117,903 (95,310) -4.3%


POSITIONS POSITIONS Full-time Full-time

IOB CLASSIFICATION Equivalents Equivalents Director 1.00 0.00 Interim Manager of Parks and Recreation 0.00 1.00 Secretary 1.00 1.00 Recreation Supervisor 1.00 0.00 Recreation Coordinator 0.00 1.00 Part-time Summer Rec Staff 1.19 1.19 KLM Reservation Clerks and Hosts 1.86 1.86 Pool Manager 0.63 0.63 Assistant Pool Manager 0.30 0.30 Pool Lifeguards 5.54 5.54 Cashiers 0.65 0.65 Pool Maintenance Workers 1.00 1.00

14.17 14.17

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Parks and Recreation Truck Unit #3-Truck with Lift Gate 36,000 KLM Playground Fence 12,000 Burlington Fountain Repair 30,000 Brook Park Tennis Court Resurfacing 33,000 Robbins Park Tennis Court Resurfacing 15,415 Peirce Park Tennis Court Replacement 80,000 Robbins Park Bathroom/Roof Improvements 15,000 Stough Park Tennis Court Resurfacing 25,990 Montessori School Rooflmprovements 10,000 KLM Administration Bldg Roof Replacement 50,000 Peirce Park Bathroom/Roof Improvements 15,000 KLM Lodge Gutter Replacement 30,000 Pool Pump Motor Maintenance 15,000

Total 367,405

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Personnel Services 7001 Salaries & Wages 7002 Overtime

7003 Temporary/Part-Time 7005 Longevity Pay 7099 Water Fund Cost Allocation 7101 Social Security 7102 IMRF Pension 7105 Medicare 7111 Health Insurance 7112 Unemployment Comp

Total

Contractual Services 7306 Buildings and Grounds 7307 Custodial

7309 Data Processing 7312 Landscaping 7314 Recreation Programming

7399 Misc. Contractual Services Total

Purchased Services 7401 Postage 7402 Utilities 7403 Telephone 7406 Citizen Information 7409 Equipment Rental 7419 Printing & Publications

Total

Materials & Su1mlies 7501 Office Supplies 7503 Gasoline & Oil 7504 Uniforms 7505 Chemicals 7507 Building Supplies 7508 License Supplies 7509 Janitor Supplies 7510 Tools 7511 KLM Event Supplies 7517 Recreation Supplies 7520 Computer Equipment


PARKS AND RECREATION - 3000 ALL PROGRAM SUMMARY

FY2016-17 FY20l5-16 FY2016-17 Estimated FY2017-18

Actuals Bud2et Actuals Bud2et

439,618 363,061 273,330 412,767 17,108 10,200 15,089 10,200

258,890 288,879 262,634 277,413 1,300 1,300 1,400 1,400

(18,089) (18,451) (18,451) (18,820) 43,557 41,133 34,805 43,448 63,364 54,333 41,522 56,561 10,186 9,620 8,004 10,161 84,789 82,458 71,450 85,402

0 0 0 0 900,723 832,533 689,783 878,532

46,029 54,200 36,900 48,550 26,432 36,150 32,145 36,150 15,097 20,905 21,232 14,580

103,322 108,250 105,920 107,250 209,418 237,950 213,800 232,850

15,100 27,818 34,180 23,318 415,398 485,273 444,177 462,698

4,077 3,300 3,100 3,300 83,585 85,000 86,900 89,000

7,980 10,000 8,700 9,500 21,179 22,500 19,500 22,800

4,358 4,255 5,975 5,555 16,102 17,200 17,100 18,700

137,281 142,255 141,275 148,855

7,607 6,650 6,185 6,250 8,670 8,750 6,900 7,700 9,938 7,545 6,839 7,545

11,744 12,450 18,100 13,850 5,432 5,000 3,510 4,000 2,422 3,125 2,200 3,475 5,229 5,500 5,012 5,550 2,561 2,250 1,500 2,550 2,274 2,500 1,600 2,500

36,174 47,400 44,679 39,000 163 1,000 0 500

100


Bud2et Bud2et

49,706 13.7% 0 0.0%

(11,466) -4.0% 100 7.7%

(369) 2.0% 2,315 2.0% 2,228 5.6%

541 4.1% 2,944 5.6%

0 0.0% 45,998 5.5%

(5,650) -10.4% 0 0.0%

(6,325) -30.3% (1,000) -0.9% (5,100) -2.1% (4,500) -16.2%

(22,575) -4.7%

0 0.0% 4,000 4.7% (500) -5.0% 300 1.3%

1,300 30.6% 1,500 8.7% 6,600 4.6%

(400) -6.0% (1,050) -12.0%

0 0.0% 1,400 11.2%

(1,000) -20.0% 350 11.2%

50 0.9% 300 13.3%

0 0.0% (8,400) -17.7%

(500) -50.0%


7530 Medical Supplies 7537 Safety Supplies 7599 Other Supplies

Total

Re12airs & Maintenance 7601 Buildings 7602 Office Equipment 7603 Motor Vehicles 7604 Radios 7605 Grounds 7617 Parks-Playground Equip 7618 General Equipment

7699 Miscellaneous Repairs Total

Other Ex12enses 7701 Conferences/Staff Dev. 7702 Dues & Subscriptions 7708 Park/Rec Commission 7719 HSD Charges 7735 Educational Training 7736 Personnel 7737 Mileage Reimbursement 7795 Bank and Bond Fees

Total

Risk Management Costs 7810 IRMA Premiums 7812 Self Insured Liability

Total


Ca12ital Outlay 7902 Motor Vehicles 7903 Playground Equipment 7908 Lands/Grounds 7909 Buildings 7918 General Equipment

Total

Total Expenses


PARKS AND RECREATION - 3000 ALL PROGRAM SUMMARY


Actuals Budget Actuals Bud2et

353 380 450 380 613 850 770 850

6 50 8 50 93,186 103,450 97,754 94,200

51,278 41,500 28,800 61,600 3,747 4,100 2,650 4,100 4,319 2,410 5,900 1,750

0 660 660 660 38,107 16,700 11,000 16,700 2,744 1,250 0 2,000

38,630 24,940 22,600 24,480 0 150 186 150

138,825 91,710 71,796 111,440

1,781 2,700 2,075 3,000 2,106 2,178 1,966 2,198

0 50 50 50 0 3,500 0 3,500

2,051 2,495 400 2,045 224 120 350 330

0 150 650 650 10,547 10,200 10,997 11,000 16,709 21,393 16,488 22,773

13,710 26,098 11,072 29,500 26,239 2,500 0 2,500 39,949 28,598 11,072 32,000

1,742,071 1,705,212 1,472,345 1,750,498

0 46,000 36,000 36,000 0 0 0 0

168,881 197,500 116,796 211,405 35,653 199,500 115,598 105,000

6,524 65,000 68,400 15,000 211,058 508,000 336,794 367,405

1,953,129 2,213,212 1,809,139 2,117,903

101


Bud2et Bud2et

0 0.0% 0 0.0% 0 0.0%

(9,250) -8.9%

20,100 48.4% 0 0.0%

(660) -27.4% 0 0.0% 0 0.0%

750 60.0% (460) -1.8%

0 0.0% 19,730 21.5%

300 11.1% 20 0.9%

0 0.0% 0 0.0%

(450) -18.0% 210 175.0% 500 333.3% 800 7.8%

1,380 6.5%

3,402 13.0% 0 0.0%

3,402 11.9%

45,285 2.7%

(10,000) 100.0% 0 0.0%

13,905 7.0% (94,500) -47.4% (50,000) -76.9%

(140,595) -27.7%

(95,310) -4.3%

PARKS AND RECREATION DEPARTMENT

OBJECTIVES & ACCOMPLISHMENTS .•.•••.......••.•••.................••••.•.•..............•..........•...••.•••••...............••.•.•••••.........•...••


l. Continue to seek opportunities to incorporate feedback received through the 2015-2016 Community Survey into future planning efforts. As a result of the survey, the department is expanding its adult and special event programming, as well as increasing its use of social media and the Village website to market programs and events.

2. Complete projects that are approved in the Capital Improvement Plan (CIP) on time and within budget.

3. Continue to work to increase the utilization of the KLM Lodge, including enacting the new marketing plan completed in FY 2016-17.

4. Continue discussions with area agencies on the feasibility of providing shared services for recreational program services and the pool operations.

5. As requested in the Community Survey, create and implement additional special events,.

6. In response to suggestions in the Pool and Community Surveys, establish a plan to update the locker rooms at the Community Pool to increase user satisfaction.

7. Participate as needed in the development of a permanent staffing plan for the department.

8. Continue to expand the department's use of social media as a marketing tool for the Community Pool, KLM Lodge, and department programs.

9. Continue to work with the Hinsdale Platform Tennis Association to renew the license agreement for their usage of the Village's platform tennis facilities. The current agreement

· expires at the end of the 2016-17 season. Targeted outcomes include a long-range plan for maintenance of the platform facilities, as well as a plan for cost recovery for capital improvements.


1. Complete projects that are approved in the Capital Improvement Plan (CIP) within budget.

The department, in conjunction with Public Services staff, completed a number of capital projects in FY 2016-17. Project outcomes include:

• Replacement of Unit #91-Bobcat: Within budget • Arts Center Improvements: Within budget • Resurfacing Tennis and Basketball courts: Project was started, but was put on

hold due to weather and cost; to be completed in spring of 2017

102

• Platform Tennis Walkway Improvements: Within budget • KLM Patio replacement: Over budget by $3,000, to be completed in Spring 2017 • Pool Painting: Within budget · • Pool Pump Motor replacement: Over budget by $2,000 •

2. Work to increase the utilization of the KLM Lodge for weekday and winter rentals.

In the fall of 2016, staff developed a comprehensive marketing plan that is currently being utilized to attract additional rentals to KLM Lodge. The process is ongoing and revenues from this plan are expected to be realized within six to twelve months.

3. Evaluate the community survey report and utilize the data to implement opportunities to improve. recreational services and future planning for the parks and pool operations.

The Village worked with .Eastern Illinois University (EIU) to administer. the survey through its undergraduate Recreation Administration program. The survey was distributed to residents in fall 2015, with the option to complete the survey online or via mail. The report summarizing the data was provided by EIU to the Village in January 2016. In an attempt to gain further participation from families with younger children, the surv~y was reopened. The finalized report and summary were presented to the Parks & Recreation Commission and Village Board In July 2016. Discussion and evaluation determined six main areas for staff to focus on during future planning for the Parks & Recreation Department: expanded programming for adults, additional special events, increased marketing through the village website, updating the community pool, and the addition of walking/biking trails or a dog park. Staff will continue to work to implement these suggestions in 2017.

4. Work with the Hinsdale Platform Tennis Association to renew a license agreement for their usage of the platform tennis courts and discuss long range planning of the platform facilities including cost recovery for capital improvements. ·

Discussions with HPTA are currently on-going. The license agreement was temporarily renewed through May 31, 2017 to allow for additional discussion time.

5. Continue discussions with area agencies on the feasibility of providing shared services for the recreational pr·ogram services and the pool operations.

Village staff continues to meet with representatives of neighboring agencies to discuss the opportunity for shared services for recreational facilities and programs. In FY 2016-17, staff worked to expand cooperative programming with the Burr Ridge and Clarendon Hills Park Districts and with The Community House.

6. Work to retain a tenant for the former Arts Center at Katherine Legge Memorial Park. Assist with lease negotiations and capital projects a.s needed.

A tenant was secured for the Arts Center in May of 2016. The tenant is a Montessori Preschool, which took occupancy of the facility in November 2016. Extensive interior work was completed during the months of June-October 2016 by the tenant, while exterior work was completed by the Village. The current lease is for seven years with an option to extend for an additional seven years.

103

PARKS AND RECREATION DEPARTMENT ................................................................................•....................................

2016 Activity Measures

CALENDAR YEAR

RECREATION SERVICES 2012 2013 2014 2015 2016 Recreation Programs Offered 247 244 268 365 329 Program Registrations Processed 3,842 3,639 3,518 3,080 3,055

In Office Registrations 2,105 2,066 1,634 1,482 1,493 Web Based Registrations 1,737 1,573 1,884 1,598 1,562

Community Events Offered 7 7 7 9 9

Permits/Rentals 2012 2013 2014 2015 2016 Picnic Shelter Permits 117 119 98 103 99 Revenue $8,615 $8,800 $8,715 $9,590 $13,560

Katherine Legge Memorial Lodge

Rentals (Total) 169 115 125 115 82

Revenue $133,959 $110,994 $154,620 $186,615 $120,905

Platform Tennis Memberships Issued 2012 2013 2014 2015 2016

Resident Individual 73 86 72 72 60 Resident Family 37 36 28 26 26 Resident Secondary 91 83 71 80 61

Total Resident Passes 201 205 171 178 147

Non-Resident Individual 61 90 96 86 116 Non-Resident Family 13 13 16 16 19 Non-Resident Secondary 35 35 56 49 62

Total Non-Resident Passes 109 138 168 151 197

Lifetime Memberships 3 0 0 0 0 Sustaining Lifetime Members 335 302 291 275 256

Total Passes Issued 645 645 630 604 600

Passes Processed In-Office 466 472 211 208 376 Passes Processed On-Line 179 173 419 396 224

Platform Tennis Membership Revenue $34,312 $43,788 $46,138 $45,053 $58,158

104

Pool Passes Issued 2012 2013 2014 2015 2016 Resident Individual 29 27 19 19 22

Resident Family 427 415 367 311 300

Resident Senior 27 18 24 26 35

Nanny 94 93 90 78 79

Total Resident Passes Sold 577 553 500 434 436

Neighborly Family NA NA NA 66 87

Neighborly Individual NA NA NA 0 0

Neighborly Nanny NA NA NA 14· 13

Neighborly Senior NA NA NA 0 0

Total Neighborly Passes Sold NA NA NA 80 100

Non-Resident Individual 23 5 5 1 2

Non-Resident Family 8 18 13 1 3

Non-Resident Senior 7 10 11 9 13

Non-Resident Nanny 0 0 0 0 0

Total Non-Resident Passes Sold 38 33 29 11 18

Super Passes 177 216 103 115 100

Resident 10-Visit Pass 200 114 208 190 213 Non-Resident 10-Visit Pass 113 139 146 84 89

Total 10-Visit Adult Pass 313 253 354 274 302

Total Passes Sold 1,105 1,055 979 914 956 Passes Processed In-Office 888 850 691 709 759

Passes Processed On-Line 217 205 288 107 197

Total Pass Revenue $196,830 $183,331 $162,314 $162,489 $167,853

105

PARKS & RECREATION PERFORMANCE MEASURES

CALENDAR YEAR 2016 2016 Yr-End 01 02 03 04

Katherine Legge Memorial Lodge Rental

Friday, Saturday, Sunday rentals 100 95 8 17 18 21 64* Average of 95 per year over the last 10 years *Rentals are down in 2016 due to staff turnover, which resulted in decreased of marketing in the previous year and market factors.

2016 2016 Yr-End 01 02 03 04

Community Pool Number of swim lesson program participants 590 536 0 307 268 0 575

Lessons include youth, private, parent-tot, diving, and tot swim programs

2016 2016 Yr-End 01 02 03 04

Program Services Participants Registered for programs 3,600 3,088 290 1,436 466 653 2,845*

*Program registrations continue to drop due to oversaturation of the market. Staff has started cooperatively offering classes with other local entities to help prevent redundancy of programs.

Park Permits Issued Permits issued

Social Media Updates: Unique Updates Posted on the Parks and

Recreation Social Media Sites

100

GOAL

175

01

103 0

2015 01

187 21

106

2016 . 2016 Yr-End 02 03 04

38 61 7 106

2016 2016 Yr-End 02 03 04

72 97 101 291

PROGRAM SUMMARY

DEPARTMENT: Parks & Recreation PROGRAM: Administration - 3101

GOAL: To provide administrative direction, supervision and support in order to coordinate the delivery of park and recreation services to enhance the quality of life for the residents of Hinsdale.

NARRATIVE: The Administration Division is responsible for the coordination, monitoring and evaluation of the services, which are provided by the Parks and Recreation Department. For FY 2017-18, the Director of Parks and Recreation position is being replaced by a Recreation Coordinator Position (in Program 3420) and a Horticulturist (in Program 3301 ). The former Recreation Supervisor has assumed the responsibility of Interim Manager of Parks and Recreation, with her salary now coming out of this Program.



Personnel Services 225,338 232,862 177,193 172,143 (60,719) -26.1% Purchased Services 6,406 5,800 5,700 5,800 0 0.0% Materials & Supplies 3,576 2,450 2,800 2,400 · (50) -2.0% Repairs & Maintenance 0 800 850 800 0 0.0% Other Expenses 3,540 4,309 3,358 4,609 300 7.0% Risk Management Costs 39,949 28,598 11,072 32,000 3,402 11.9% Total Operating Expenses 278,809 274,819 200,973 217,752 (57,067) -20.8%


Grand Total 278,809 274,819 200,973 217,752 (57,067) -20.8%

107

PROGRAM SUMMARY

DEPARTMENT: Parks and Recreation PROGRAM: Parks Maintenance - 3301

GOAL: To continue the high level of maintenance to park areas, recreation facilities and public grounds in order to provide safe, clean passive and active areas for Village residents.

NARRATIVE: The Parks Maintenance Division is responsible for the maintenance and improvements to the Village's 130 acres of parkland at 18 Village Parks. These same functions are also performed at an additional 40 plus public areas such as Village owned parkways and street islands. Duties performed in this program include the improvement of turf areas, athletic field maintenance, horticulture, and maintenance of playground equipment. For FY 2017-18, the budget includes addition of a horticulturist to this program (funded mostly by the former Parks and Recreation Director position in Program 3101). In addition, supervision of this Program will now be performed by the new Forestry and Parks Superintendent (formerly the Village Forester), resulting in 50% of this salary now being accounted for in this program (in prior years 100% of the salary for the Village Forester was funded in Program 2203-Forestry).

FY 2015-16 FY 2016-17 FY 2016-17 FY2017-18 Change From % Change From Actuals Budget Estimated Budget Prior Budget Prior Budget

Personnel Services 351,120 259,029 235,686 392,915 133,886 51.69% Contractual Services 125,139 152,900 133,000 147,250 (5,650) -3.70% Purchased Services 1,296 1,675 1,175 1,675 0 0.00% Materials & Supplies 48,359 52,355 47,760 41,405 (10,950) -20.91% Repairs & Maintenance 53,647 29,220 18,160 42,310 13,090 44.80% Other Expenses 2,126 2,495 610 2,255 (240) -9.62% Total Operating Expenses 581,687 497,674 436,391 627,810 130,136 26.1%

Capital Outlay 178,331 259,500 130,359 322,405 62,905 24.2%

Grand Total 760,018 757,174 566,750 950,215 193,041 25.5%

108

PROGRAM SUMMARY

DEPARTMENT: Parks & Recreation PROGRAM: Recreation Services -3420

GOAL: To create, implement and evaluate recreational activities and programs designed to meet the interests of Hinsdale residents.

NARRATIVE: Working cooperatively with other community organizations continues to be successful and will continue to be one of staff's priorities. Year-round activities and recreation programs are designed to meet the leisure interests of Hinsdale residents. Revenue is produced from program fees, which in part offsets the direct costs of programs. Staff will continue to work to reduce costs while improving the community special events including the annual Easter Egg Hunt, 4th of July event, Fall Family Festival, and other one-day special events.

The majority of recreation programs are conducted on a contractual basis. Staff continues to evaluate program fees. The Recreation Coordinator oversees the seasonal programs and the Community Pool. A general membership contribution to the Gateway Special Recreation Association is also included· in the budget in order to provide recreation programming for disabled individuals.


Personnel Services Contractual Services Purchased Services Materials & Supplies Repairs & Maintenance Other Expenses Total Operating Expenses

Capital Outlay

Grand Total

Actuals

104,490 242,225 54,143

8,382 20,283

5,305 434,828

0

434,828

Budget Estimated

109,261 60,059 271,605 248,782 56,280 60,800 10,990 9,814 17,000 16,200

7,839 6,473 472,975 402,128

123,500 104,437

596,475 506,565

109

Budget Prior Budget Prior Budget

69,683 (39,578) -36.2% 257,280 (14,325) -5.3% 63,380 7,100 12.6% 11,990 1,000 9.1% 17,000 0 0.0%

8,359 520 6.6% 427,692 (45,283) -9.6%

0 (123,500) 100.0%

427,692 (168,783) -28.3%

PROGRAM SUMMARY

DEPARTMENT: Parks & Recreation PROGRAM: KLM Lodge - 3724

GOAL: To position and market KLM Lodge as a rental facility for weddings, business meetings and other social functions.

NARRATIVE: The Lodge budget includes supervision of the Lodge and rental activities. The Lodge is available for rental by the public with priority given and fees discounted for Hinsdale residents. Not-for-profit rates are also available.

Costs include salaries for a part-time Lodge Reservationist, Events Hosts and other costs associated with the direct operation and maintenance costs of the Lodge. Rental Fees are designed to offset the operating costs of Lodge events.


Personnel Services 72,723 64,523 60,898 76,933 12,410 19.2% Contractual Services 26,298 25,318 23,070 25,818 500 2.0% Purchased Services 35,713 37,000 37,100 39,500 2,500 6.8% Materials & Supplies 8,924 9,400 6,800 8,400 (1,000) -10.6% Repairs & Maintenance 16,562 16,450 10,486 16,450 0 0.0% Other Expenses 577 50 547 550 500 1000.0% Total Operating Expenses 160,797 152,741 138,901 167,651 14,910 9.8%

Capital Outlay 26,203 60,000 33,598 30,000 (30,000) -50.0%

Grand Total 187,000 212,741 172,499 197,651 (15,090) -7.1%

110

PROGRAM SUMMARY

DEPARTMENT: Parks & Recreation PROGRAM: Swimming Pool - 3951

GOAL: To provide safe and enjoyable aquatic programs and facilities designed to meet leisure needs through recreational and instructional opportunities.

NARRATIVE: The Hinsdale Community Swimming Pool provides recreational swimming for over 4,000 swimmers. This Program provides supervision of all recreational swim programs including swim lessons for all ages, water exercise, special event nights and the Community Pool Team, which introduces children to competitive swimming by competing in the West Suburban Swim Conference. Staff maintains a strong employee training program to improve the customer service level of the pool. Staff is evaluating all programs to ensure that fees are appropriate for the program offerings.

The concession services will continue to be outsourced, allowing the staff to focus primarily on the safety of the patrons. Contractual lawn maintenance of the Swimming Pool grounds is also included. Capital items in the budget are necessary for the upkeep and aesthetic appearance of the facility. Staff continues to market the facility to increase revenue.



Personnel Services 147,052 166,858 155,947 166,858 0 0.0%


Purchased Services 39,723 41,500 36,500 38,500 (3,000) -7.2%



Other Expenses 5,161 6,700 5,500 7,000 300 4.5%


Capital Outlay 6,524 65,000 68,400 15,000 (50,000) -76.9%

Grand Total 292,270 372,003 361,752 324,593 (47,410) -12.7%

111

FUND SUMMARY

DEPARTMENT:

GOAL:

Motor Fuel Tax Fund- 23000

To maintain streets classified as improved pursuant to the Village's street policy, including pavement, curb and gutters, and sidewalks (through FY 2015-16).

NARRATIVE: Financing for this fund comes from Motor Fuel Tax Allotments which are based upon population. The Village's Master Infrastructure Program (MIP) was originally prepared by the Finance Commission during FY 2010 and updated most recently in January 2015. Motor Fuel Tax funds will continue to be used periodically to fund a portion of the MIP as determined each budget year. For years up to FY 2015-16, Motor Fuel Tax funds were also used to fund the 50/50 sidewalk program. Beginning in FY 2016-17, the funding of the 50/50 sidewalk program will be shifted to the MIP Infrastructure Fund as there are sufficient sidewalk contributions from developers available in this fund to fund the program. For FY 2017-18, $1.5 million of Motor Fuel Tax Funds will be transferred to the MIP Infrastructure Fund to partially fund MIP projects in FY 2017-18.

BUDGET SUMMARY FY 2016-17 Change

FY 2015-16 FY 2016-17 Estimated FY 2017-18 From Prior

Revenues

Motor Fuel Tax Motor Fuel Tax-Capital Bill Interest on Investments Private Contributions Total Revenues

Expenses

50/50 Sidewalk Program Street Improvements Engineering Total Expenses

Excess of Revenues over Expenses

Other Finance Sources (Uses)

Transfer to Infrastructure Fund

Excess of Revenues over Expenses and Other

Financing Sources (Uses)


Ending Fund Balance

Actuals Budget

430,134 425,000

0 0 1,396 1,000

20,918 0 452,448 426,000

89,648 0 0 0

0 0 89,648 0

362,800 426,000

(1,500,000) 0

(1,137,200) 426,000

1,949,508 796,678

812,308 1,222,678

112

Actuals Budget Budget

428,000 425,000 0 0 0 0

1,500 1,000 0 0 0 0

429,500 426,000 0

0 0 0 0 0 0 0 0 0 0 0 0

429,500 426,000 0

0 (1,500,000) (1,500,000)

429,500 (1,074,000) (1,500,000)

812,308 1,241,808 445,130

1,241,808 167,808 (1,054,870)

MOTOR FUEL TAX FUND SUMMARY

FUND: Motor Fuel Tax Fund Summary - 23000

PROJECT

Transfer to Infrastructure Fund

Total

113

AMOUNT

$1,500,000

$1,500,000

FUND SUMMARY

FUND: MIP Infrastructure Projects Fund -45300

GOAL: To provide a financial mechanism to account for the Village's Master Infrastructure Plan (MIP), which was prepared by the Finance Commission during FY 2010 and most recently updated in January, 2015. Funding is provided by a portion of the Village's utility tax, grants, discretionary transfers from the General Corporate Fund, periodic transfers from the Motor Fuel Tax Fund, and the non-home rule sales tax that was authorized by referendum in November 2010.

NARRATIVE: The Village accounts for infrastructure improvements in this fund as described above. Beginning in FY 2016-17, the funding of the 50/50 sidewalk program will be shifted from the Motor Fuel Tax Fund to the MIP Infrastructure Projects Fund, as there are sufficient sidewalk contributions from developers available in this fund to fund the program. For FY 2016-17, a temporary one year loan from the Escrow Fund was required to partially finance the capital program due mostly to the acceleration of the Vine Street reconstruction project from 2017 to 2016; these funds will be repaid in FY 2017-18.

Revenues

Utility Taxes Non-Home Rule Sales Tax Sidewalk Contributions Grants Interest on Investments Total Revenues

Expenses

Engineering Street Improvements Sidewalks Bond Issuance Costs Total Expenses


Other Financing Sources

Transfer from General Fund Transfer from MFT Fund Transfer to Water Fund Transfer to Debt Service Fund Interfund Loan from Escrow Fund Bond Proceeds

Excess Revenues over Expenses


Ending Fund Balance

BUDGET SUMMARY

FY 2015-16 FY 2016-17

Actuals Budget 618,328 643,000

1,585,915 1,633,000

0 85,000

1,142,663 10,552,800

4,184 2,500

3,351,090 12,916,300

1,657,028 499,500

2,473,822 12,304,300

28,342 85,000

0 0

4,159,192 12,888,800

(808,102) 27,500

1,500,000 1,500,000

1,500,000 0

(2,700,000) (2,500,000)

(625,494) (684,278)

0 1,700,000

0 0

(1,133,596) 43,222

1,283,273 56,224

149,677 99,446

114

FY 2016-17 Change Estimated FY 2017-18 From Prior

Actuals Budget Budget 619,000 630,900 (12,100)

1,576,000 1,624,000 (9,000)

122,164 305,000 220,000

287,319 2,894,455 (7,658,345)

1,500 2,500 0

2,605,983 5,456,855 (7,459,445)

574,142 223,000 (276,500)

2,064,749 5,263,455 (7,040,845)

122,164 305,000

0 0

2,761,055 5,791,455 (7,317,345)

(155,072) (334,600) (142,100)

1,500,000 1,500,000 0

0 1,500,000 1,500,000

(2,500,000) (200,000) 2,300,000

(684,278) (684,395) (117)

1,700,000 (1,700,000) (3,400,000)

0 0 0

(139,350) 81,005 37,783

149,677 10,327 (45,897)

10,327 91,332 (8,114)

MIP INFRASTRUCTURE PROJECTS FUND SUMMARY

FUND: MIP Infrastructure Projects Fund Summary - 45300

PROJECT AMOUNT

Engineering 2017 Road Program Observation 2017 Reconstruction Observation 2018 Road Program Design 2018 Reconstruction Design

Construction 2017 Resurfacing** 2017 Reconstruction

Graue Mill Stormwater Management Improvements*

Oak Street Bridge *

Sidewalks Replace Downtown Sidewalks 50 / 50 Sidewalk

Total

* Costs are expected to be reimbursed by grant revenue

$

$

$

$

$

$

$

133,000 30,000 23,000 37,000

223,000

1,935,000 434,000

2,794,455

100,000

5,263,455

200,000 105,000 305,000

5,791,455

** Includes $800,000 for the resurfacing of streets in the Central Business District

115

FUND SUMMARY

FUND: Annual Infrasb·ucture Projects Fund -45400

GOAL: To provide a financial mechanism to fund roadway improvements, water main improvements, storm and sanitary sewer improvements, and drainage improvements that are outside the scope of the Master Infrastructure Plan (MIP). Beginning in FY 2017-18, the definition of projects eligible for funding from the Annual Infrastructure Projects Fund is expanded to include potential costs associated with the proposed parking deck in the Central Business District.

Initial funding for this fund came from a $1.5 million transfer from the surpluses in the MIP Infrastructure Projects Fund and a discretionary transfer of $325,000 from the General Corporate Fund at the end of FY 2013-14. At the end of FY 2015-16, a discretionary transfer of $700,000 was made from the General Fund; an additional transfer of $1,000,000 ($700,000 over the budgeted amount) is estimated for FY 2016-17. In future years it is expected that o_ther discretionary transfers will be made to fund these types of improvements.

On an annual basis a priority list will be developed for projects to consider based on funds available. For FY 2017-18, the total budget amounts consists of all funds expected to available should the Village Board determine to advance infrastructure projects, except for $300,000 to set aside funds for future costs associated with the proposed parking deck.

Revenue Mi see llaneous

Total Revenues

Expenses Infrastructure hnprovements

Total Expenses


Other Financing Sources Transfer from MIP Infrastructure Projects Fund Transfer from General Fund



Ending Fund Balance

BUDGET SUMMARY

FY 2016-17 FY 2015-16 FY 2016-17 Estimated

Actuals Bud2et Actuals

30,944 0 1,000 30,944 0 1,000

• 50,073 1,841,230 14,490

50,073 1,841,230 14,490

(19,129) (1,841,230) (13,490)

0 0 0

700,000 300,000 1,000,000

680,871 (1,541,230) 986,510

882,705 1,541,230 1,563,576

1,563,576 0 2,550,086

116

Change FY 2017-18 From Prior

Bud2et Bud2et

1,000 1,000 1,000 1,000

2,251,086 409,856

2,251,086 409,856

(2,250,086) (408,856)

0 0

0 (300,000)

(2,250,086) (708,856)

2,550,086 1,008,856

300,000 300,000

ANNUAL INFRASTRUCTURE PROJECTS FUND SUMMARY

FUND: Annual Infrastructure Projects Fund Summary - 45400

PROJECT AMOUNT

Graue Mill Grant Contribution Oak Street Bridge Traffic Control Lights Undesignated Infrastructure Im.provem.ents

Total

$

$

117

104,000 150,000

1,997,086

2,251,086

FUND SUMMARY

FUND: Debt Service Fund - 32000

GOAL: To generate revenues sufficient to retire general obligation and corporate purpose debts of the Village.

NARRATIVE: Tax levy and payment schedules are determined at the time of each bond issue. For FY 2017-18, there are four debt obligations in the Debt Service Fund- the 2009 Limited Tax Bonds (supported by property taxes), the 2012A Alternate Revenue Bonds and 2014B Alternate Revenue Bonds (both supported by non-home rule sales tax revenue in the MIP Infrastructure Projects Fund), and the 2013A Alternate Revenue Bonds (reimbursed by a transfer from the Hinsdale Public Library). For these four issues, the total principal outstanding at the end of FY 2016-17 will be $11,925,000. This year's payments total $1,078,754. In accordance with generally accepted accounting standards, since the 2013A Library Refunding Bonds were issued in the name of the Village on behalf of the Library, these bonds are reflected in the Village's financial statements and the annual debt service payments are reimbursed by the Library.

Revenues Property Taxes Interest on Investments Total Revenues

Expenses

Principal Interest Bank and Bond Fees Total Expenses

Other Financing Sources

Transfer In-Library Fund Transfer In-Capital Projects

Total Other Financing Sources


Beginning Fund Balance Ending Fund Balance

BUDGET SUMMARY

FY 2015-16 FY 2016-17

Actuals Budget

167,992 171,403 558 400

168,550 171,803

645,000 725,000 419,257 346,603

1,825 1,700 1,066,082 1,073,303

199,583 199,582 625,494 684,278

825,077 883,860

(72,455) (17,640)

588,047 512,858 515,592 495,218

118

FY 2016-17 Change Estimated FY 2017-18 From Prior

Actuals Budget Budget

171,403 169,295 (2,108)

625 600 200

172,028 169,895 (1,908)

725,000 745,000 20,000

346,603 333,754 (12,849)

1,750 1,700 0

1,073,353 1,080,454 7,151

209,712 209,712 10,130

684,274 684,395 117

893,986 894,107 10,247

(7,339) (16,452) 1,188

525,721 518,382 518,382 501,930

DEBT SERVICE FUND BREAKDOWN

Debt Issue

G.O. Bonds-2009 Limited Tax Bonds G.O. Bonds-2012A Alternate Revenue G.0. Bonds-2013A Alternate Revenue* G.O. Bonds-2014B Alternate Revenue

Total Debt Service

2.00%-4.20% 2.00%-2.50% 2.00%-2.35 % 1.00%-4.00%

Final Payment

December 15, 2028 December 15, 2031 December 15, 2026 December 15, 2033

Principal & Interest

Payable In FY 2017-18

$169,295 324,863 223,313 361,283

$1,078,754

*This 2013A Bond issued was issued on behalf of the Hinsdale Public Library and the annual debt service amount is reimbursed via a transfer from the Hinsdale Public Library

119

FUND SUMMARY

FUND: WATER AND SEWER- 6000 GOAL: To operate and maintain the water and sewer system effectively and to manage the financial resources of the system consistent with prudent fiscal principles.

NARRATIVE: The Village is served by the DuPage Water Commission as its sole source of supply of Lake Michigan water. Equipment at the water plant and several wells are maintained in a standby mode to supplement this supply if necessary. Capital improvements in this fund include utility replacements related to street projects, as well as necessary improvements to the Village's Stormwater Drainage System. Water and Sewer full-time equivalent staffing is 7.0 employees for fiscal year 2017-18 and is itemized in the schedule of Public Service personnel in the 2200 summary.

Revenues: Water Sales Sewer Sales Lost Customer Discount Interest SSA Property Taxes Miscellaneous Total Revenues

Expenses: Personnel Services Professional Services Contractual Services Purchased Services Materials and Supplies Repairs and Maintenance Other Expenses Risk Management Total Operating Expenses

Excess ( deficiency)

Capital Outlay


Transfers In/(Out): Transfer From Infrast. Fund

Excess/ (Deficiency)


FY2015-16 Actuals

7,154,145 740,294 49,359

587 5,209 1,082

7,950,676

1,839,642 10,479

4,166,082 137,255 45,388

122,858 1,239,656

56,659 7,618,019

332,657

4,287,965

(3,955,308)

2,700,000

(1,115,308)

1,338,850 223,542

FY2016-17 FY2016-17 Estimated

Bud2et Actuals

8,280,000 7,835,000 878,000 799,000 46,500 54,000

550 650 5,155 5,155 2,000 2,000

9,212,205 8,695,805

1,958,526 1,937,024 23,508 15,792

4,439,700 4,248,342 153,559 149,818 45,510 41,235

162,009 151,977 1,276,364 1,265,751

116,006 48,154 8,175,182 7,858,093

1,037,023 837,712

3,415,000 3,056,885

(2,377,977) (2,219,173)

2,500,000 2,500,000

122,023 280,827

456,390 223,542 578,413 504,369

Change %Change FY2017-18 From Prior From Prior

Bud2et Budget Budget

8,200,000 (80,000) -1.0% 863,000 (15,000) -1.7% 54,000 7,500 16.1%

750 200 36.4% 5,155 0 0.0% 2,000 0 0.0%

9,124,905 (87,300) -0.9%

1,979,082 20,556 1.0% 19,645 (3,863) -16.4%

4,406,872 (32,828) -0.7% 155,589 2,030 1.3% 38,827 (6,683) -14.7%

163,995 1,986 1.2% 1,283,538 7,174 0.6%

124,500 8,494 7.3% 8,172,048 (3,134) 0.0%

952,857 (84,166)

1,063,000 (2,352,000) -68.9%

(110,143) 2,267,834

200,000 (2,300,000)

89,857 (32,166)

504,369 594,226

All Program Capital Outlay Summary

Account Item Amount

Operation & Maintenance-6102

7902 Water Main Response Van $ 115,000 7902 Replace Unit #29-Backhoe 85,000 7910 Meter Replacement/Reading System 75,000 7912 Fire Hydrant Replacement (5) 25,000 7918 Interconnect Engineering Study 25,000 7918 Upgrade SCADA PLC's 40,000 7918 SCADA System Replacement 25,000 7918 Replace Flow Meter at Standpipe 15,000

Total Operations & Maintenance $ 405,000

Water & Sewer Capital-6200 Sewers

7905 2017 Reconstruction $ 276,000

7905 Localized Drainage Solutions 40,000

Total Sewer Projects $ 316,000

Water 7907 2017Water Main $ 342,000

Total Water Projects $ 342,000

Total Water & Sewer Capital $ 658,000

Total Water & Sewer Fund $ 1,063,000

121

WATER AND SEWER OPERATIONS AND MAINTENANCE (PUBLIC SERVICES)


.........................................................................................................................


1. Continue to meet or exceed state and federal water quality standards.

2. Continue training of personnel in the water and wastewater management fields.

3. Continue to clean sewer lines in-house and with the use of outside contractors.

4. Assist the Engineering division and contractors with the completion of utility projects identified in the capital plan through plan design, review, and in-field implementation.

5. Respond to and repair main breaks quickly with minimal disruption of service to residents and business owners.

6. Continue to work with the Engineering division to identify and resolve storm water management issues.

7. Continue the fire hydrant replacement program to replace outdated hydrants that are not a part of the MIP.

8. Continue the root treatment program to treat known root-infested sanitary sewers.

9. Continue to institute sewer main lining to uphold the structural integrity of the aging sanitary and storm sewer systems whenever possible.

10. Continue to assist with the water meter change-out/radio read program.

11. Begin the process of performing the water interconnect engineering study in cooperation with the Village of Burr Ridge.

12. Complete the replacement of the 12" 1923 feeder water main on Symonds Drive between the Village's Water Plant and Walnut Street.

13. Complete the capital purchase of a new water/ sewer repair vehicle and backhoe, pending discussion with and approval of the Village Board.

14. Continue to implement a preventative maintenance program at the Village Pool to ensure a successful pool season for Village of Hinsdale residents.

15. Engage the Village Board in a discussion regarding water rates; a rate increase may be necessary in order to address the six-year declining trend in Village water usage and related revenue.

122


1. Continue to meet or exceed state and federal water quality standards.

As of December 31, 2016, the Village received 852 million gallons of water from the Du Page Water Commission, which compares to 858 million gallons in 2015 and 908 million gallons in 2014. All water has met or exceeded state and federal water quality standards.

2. Enroll two Water Division staff members into the Class C Water Operators course to prepare for the Class C Water Operators Certification exam, and continue training of the remaining personnel in the water and wastewater management fields.

The remaining two water department staff members enrolled and completed the Class C Water Operators course and successfully passed test. Presently the department has: one Class B water operator, two Class C water operators, and two Class C water operators-in-training. Staff has continued to gain important job knowledge and continuing education credits by attending various classes/seminars.

3. Continue to clean sewer lines in-house and with the use of outside contractors.

In 2016, 119,239 feet of sewer pipe was cleaned, including 16,620 feet of sewer pipe that had root cutting performed. Proactive sewer cleaning and root cutting prevents maintenance and flooding issues. The total amount included both contract maintenance and in-house staff

4. Assist the Engineering division and contractors with the completion of utility projects identified in the capital plan through plan design, review, and in-field implementation.

Staff continues to assist with the design and implementation of utility-related capital projects. In FY 2016-17, staff assisted with the replacement of the outfall for the Veeck Park Combined Sewer Overflow (CSO) facility and installed a new water main at Katherine Legge Memorial Park to allow the new Montessori school tenant to take occupancy. Water and Sewer staff also assisted as needed with planning and implementation of the Village's roadway and infrastructure projects.

5. Respond and repair main breaks quickly with minimal disruption of service to the residents and business owners.

In 2016, staff responded to and repaired 35 water main breaks, many of which occurred after hours and on weekends.

6. Continue to work with the Engineering division to identify and resolve storm water issues.

Staff continually assists Engineering in the identification and resolution of storm water issues. Along with Engineering Staff, Public Services resolved a long standing drainage issue in the rear yard of the homes along Meadowbrook Lane. The work included adjustment of existing catch basins, and cleaning, televising, and root cutting of entire storm sewer system to Elm Street.

7. Implement a fire hydrant replacement program to replace outdated hydrants that are not a part of the MIP.

123

The replacement of five fire hydrants is scheduled for JanuanJ 2017. Per the Village's Capital Improvement Plan, $25,000 has been targeted annually to fund a replacement program whereby five outdated and problematic fire hydrants throughout. the Village will be replaced each year. Hydrants are identified for replacement in cooperation with the Hinsdale Fire Department and their annual fire flow testing program.

8. Continue the root treatment program to treat known root infested sanitary sewers.

Root treatment of 2,198 feet of 8" and 490 feet of 10" sanitary sewer is scheduled for early spring of 2017.

9. Continue to institute sewer main lining to uphold the structural integrity of the aging sanitary anq. storm sewer systems whenever possible.

Sewer lining in 2016 included: 836 LF of 8" sewer pipe 1,643 LF of 1 O" sewer pipe 1,239 LF of 12" sewer pipe 423 LF of 15" sewer pipe

10. Continue to assist with the water meter change-out/ radio read program.

In 2016, Water Department staff installed 356 water meters/reading units. The replacement program is now largely complete. The only exceptions are replacements that are logistically difficult, which are being handled on a case-by-case basis. Staff also assisted daily in the resolution of water customer service issues.

11. Begin the process of performing the water interconnect engineering study.

The interconnect study, which will be performed in cooperation with the Village of Burr Ridge, has been deferred to FY 2017-18.

12. Repair Veeck Park CSO outfall and establish a preventative maintenance plan for the building.

In 2016, the Veeck Park CSO outfall was repaired and preventative maintenance efforts have begun.

13. Complete the purchase of the new water/sewer repair vehicle, pending discussion with and approval from the Village Board.

To improve operational efficiency, Public Services staff recommended that the purchase of the water/sewer repair vehicle be deferred to budget year 2017-18. The department, with approval of the Village Board, opted instead to move forward the replacement of Truck Unit #31, a three-ton dump truck that was originally scheduled for replacement in budget year 2016-17.

124

WATER AND SEWER OPERATIONS AND MAINTENANCE - (PUBLIC SERVICES) •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• 1

Activity Measures

Calendar Year 2013 2014 2015 2016 2017

(projected)

Underground Utility Locates (JULIE) 4,116 5,602 5,956 6,830 6,400

Water Main Break Repairs 44 67 25 35 45

Water Service Leak/Buffalo Box

repairs 13 28 195 46 40

Hydrant Replacements/Repairs 13 64 47 79 55

New Water Service

Connection/ Inspections 42 48 67 64 60

Valve Installations/Repairs 3 10 11 4 7

Water Meter Service Calls 1,934 1,881 1,190 1,399 1,200

Catch Basin Replacements/Repairs 9 9 1 13 9

Inlet Replacements/ Repairs 2 1 11 5 8

Manhole Replacements/ Repairs 6 1 14 9 10

Catch Basins/Inlets Cleaned 58 73 142 75 100

Sewers Cleaned- Public Works (feet) 13,812 15,905 9,705 19,760 17,000

Sewers Cleaned - Contractual (feet) 80,061 65,906 85,741 99,479 85,000

Revenues: Water Sales Sewer Sales Lost Customer Discount Interest SSA Property Taxes Miscellaneous Total Revenues

Expenses: Personnel Services Professional Services Contractual Services Purchased Services Materials and Supplies Repairs and Maintenance Other Expenses Risk Management Total Operating Expenses

Excess (deficiency)

Capital Outlay


Transfers In/(Out): Transfer From Infrast. Fund



VILLAGE OF HINSDALE WATER AND SEWER FUND

FY 2017-18 BUDGET TOT AL ALL FUNDS



7,154,145 8,280,000 7,835,000 740,294 878,000 799,000 49,359 46,500 54,000

587 550 650 5,209 5,155 5,155 1,082 2,000 2,000

7,950,676 9,212,205 8,695,805

1,839,642 1,958,526 1,937,024 10,479 23,508 15,792

4,166,082 4,439,700 4,248,342 137,255 153,559 149,818

45,388 45,510 41,235 122,858 162,009 151,977

1,239,656 1,276,364 1,265,751 56,659 116,006 48,154

7,618,019 8,175,182 7,858,093

332,657 1,037,023 837,712

4,287,965 3,415,000 3,056,885

(3,955,308) (2,377,977) (2,219,173)

2,700,000 2,500,000 2,500,000

(1,115,308) 122,023 280,827

1,338,850 456,390 223,542 223,542 578,413 504,369

126



8,200,000 (80,000) -1.0% 863,000 (15,000) -1.7%

54,000 7,500 16.1% 750 200 36.4%

5,155 0 0.0% 2,000 0 0.0%

9,124,905 (87,300) -0.9%

1,979,082 20,556 1.0% 19,645 (3,863) -16.4%

4,406,872 (32,828) -0.7% 155,589 2,030 1.3%

38,827 (6,683) -14.7% 163,995 1,986 1.2%

1,283,538 7,174 0.6% 124,500 8,494 7.3%

8,172,048 (3,134) 0.0%

952,857 (84,166)

1,063,000 (2,352,000) -68.9%

(110,143) 2,267,834

200,000 (2,300,000)

89,857 (32,166)

504,369 594,226


FY 2017-18 BUDGET OPERATION & MAINTENANCE FUND - 6100

Revenues: Water Sales Sewer Sales Lost Customer Discount Interest Property Taxes Miscellaneous Total Revenues

Expenses: Personnel Services Professional Services Contractual Services Purchased Services Materials and Supplies Repairs and Maintenance Other Expenses Risk Management Costs Total Operating Expenses


Capital Outlay


Transfers In/(Out): Trans (to) from Water Capital Trans to Alt. Bond P and I Bond Proceeds Total Transfers In (Out)



FY 2015-16 Actuals

7,154,145 740,294

49,359 518

5,209 1,082

7,950,607

1,839,642 10,479

4,166,082 137,255 45,388

122,858 586,454

56,659 6,964,817

985,790

1,261,109

(275,319)

(235,000) (659,185)

0 (894,185)

(1,169,504)

1,217,413 47,909

FY 2016-17 Budget

8,280,000 878,000 46,500

500 5,155 2,000

9,212,155

1,958,526 23,508

4,439,700 153,559 45,510

162,009 618,526 116,006

7,517,344

1,694,811

323,000

1,371,811

(712,844) (659,895)

0 (1,372,739)

(928)

300,000 299,072

127

FY2016-17 Estimated FY2017-18

Actuals Budget

7,835,000 8,200,000 799,000 863,000

54,000 54,000 200 500

5,155 5,155 2,000 2,000

8,695,355 9,124,655

1,937,024 1,979,082 15,792 1.9,645

4,248,342 4,406,872 149,818 155,589 41,235 38,827

151,977 163,995 607,913 619,327

48,154 124,500 7,200,255 7,507,837

1,495,100 1,616,818

291,000 405,000

1,204,100 1,211,818

(400,000) (442,678) (659,895) (661,254)

0 0 (1,059,895) (1,103,932)

144,205 107,886

47,909 192,114 192,114 300,000

Change From Prior

Budget

(80,000) (15,000)

7,500 0 0 0

(87,500)

20,556 (3,863)

(32,828) 2,030

(6,683) 1,986

801 8,494

(9,507)

(77,993)

82,000

(159,993)

270,166 (1,359)

0 268,807

108,814

Revenues: Water Sales Sewer Sales Lost Customer Discount State/Local Grants Interest Miscellaneous Total Revenues



Capital Outlay


Transfers In/(Out): Trans from Water O & M Transfer From Infrastrucuture Total Transfers In (Out)




FY 2017-18 BUDGET WATER CAPITAL FUND - 6200

FY 2016-17 FY 2015-16 FY 2016-17 Estimated


0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0

3,026,856 3,092,000 2,765,885

(3,026,856) (3,092,000) (2,765,885)

375,000 712,844 400,000 2,700,000 2,500,000 2,500,000 3,075,000 3,212,844 2,900,000

48,144 120,844 134,115

(139,884) (63,543) (91,740) (91,740) 57,301 42,375

128

Change FY 2017-18 From Prior

Budget Budget

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0

658,000 (2,434,000)

(658,000) 2,434,000

442,678 (270,166) 200,000 (2,300,000) 642,678 (2,570,166)

(15,322) (136,166)

42,375 27,053


FY 2017-18 BUDGET 2008 ALTERNATE REVENUE BOND - 6400

BONDS PAYABLE THROUGH DECEMBER 15, 2019

Revenues: Water Sales Sewer Sales Lost Customer Discount Permit Fees Interest Miscellaneous Total Revenues



Lapna1 uuuay


Transfers In/(Out): Trans from Water OM Trans From Alt. Bond P and I Trans to Alt. Bnd. Project Total Transfers In (Out)

Excess/(Deficiency)


FY 2015-16 Actuals

0 0 0 0

69 0

69

0 0 0 0 0 0

484,589 0

484,589

(484,520)

u

(484,5'.W)

492,005 0 0

492,005

7,485

210,469 217,954

FY 2016-17 Budget

0 0 0 0

50 0

50

0 0 0 0 0 0

492,000 0

492,000

(491,950)

u

(491,950)

492,933 0 0

492,933

983

150,833 151,816

129

FY 2016-17 Estimated FY 2017-18

Actuals Budget

0 0 0 0 0 0 0 0

450 250 0 0

450 250

0 0 0 0 0 0 0 0 0 0 0 0

492,000 495,200 0 0

492,000 495,200

(491,550) (494,950)

u u

(491,550) (494,950)

492,933 493,717 0 0 0 0

492,933 493,717

1,383 (1,233)

217,954 219,337 219,337 218,104

Change From Prior

Budget

0 0 0 0

200 0

200

0 0 0 0 0 0

3,200 0

3,200

(3,000)

u

(3,000)

784 0 0

784

(2,216)


FY 2016-17 BUDGET 2014 ALTERNATE REVENUE BOND-6500

BONDS PAYABLE THROUGH DECEMBER 15, 2029

Revenues: Water Sales Sewer Sales Lost Customer Discount State/Local Grants Interest Miscellaneous Total Revenues



Capital Outlay


Transfers In/(Out): Trans from Water O M Total Transfers In (Out)

Excess/(Deficiency)


FY 2015-16 Actuals

0 0 0 0 0 0 0

0 0 0 0 0 0

168,613 0

168,613

(168,613)

0

(168,613)

167,180 167,180

(1,433)

50,852 49,419

FY 2016-17 Budget

0 0 0 0 0 0 0

0 0 0 0 0 0

165,838 0

165,838

(165,838)

0

(165,838)

166,962 166,962

1,124

69,100 70,224

130

FY 2016-17 Estimated FY 2017-18

Actuals Budget

0 0

0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0

165,838 169,011 0 0

165,838 169,011

(165,838) (169,011)

0 0

(165,838) (169,011)

166,962 167,537 166,962 167,537

1,124 (1,474)

49,419 50,543 50,543 49,069

Change From Prior

Budget

0 0 0 0 0 0 0

0 0 0 0 0 0

3,173 0

3,173

(3,173)

0

(3,173)

575 575

(2,598)

PROGRAM SUMMARY

DEPARTMENT: Water & Sewer - 6100 PROGRAM: Operation & Maintenance-6102

GOAL: To maintain, manage, and operate the physical plant, machinery and equipment, and water and sewer distribution systems in order to provide uninterrupted water supply and sewer distribution services to customers.

NARRATIVE: Lake Michigan water is supplied by the Du Page Water Commission. Standby wells are available for emergencies. Water is stored in reservoirs and a standpipe and is pumped under pressure from the plant to customers. One plant operator monitors water flow. Water mains, valves, hydrants, water meters, and drinking fountains are maintained. Sewers and manholes are inspected, cleaned, and repaired. Private construction connecting to Village systems is inspected.

Personal Services Professional Services Contractual Services Purchased Services

Materials & Supplies Repairs & Maintenance

Other Expenses Risk Management

Total Operating

Capital Outlay

Grand Total

FY 2015-16 FY 2016-17 FY 2016-17 FY 2017-18 Actuals Budget Estimated Budget

1,839,642 1,958,526 1,937,024 1,979,082

10,479 23,508 15,792 19,645

4,166,082 4,439,700 4,248,342 4,406,872

137,255 153,559 149,818 155,589

45,388 45,510 41,235 38,827

122,858 162,009 159,803 163,995

586,454 618,526 607,913 619,327

56,659 116,006 48,154 124,500

6,964,817 7,517,344 7,208,081 7,507,837

1,261,109 323,000 263,661 405,000

8,225,926 7,840,344 7,471,742 7,912,837

131

Change From % Change From Prior Budget Prior Budget

20,556 1.0% (3,863) 0.0%

(32,828) -0.7%

2,030 0.0% (6,683) -14.7% 1,986 1.2%

801 0.1% 8,494 0.0%

(9,507) -0.1%

(82,000) -25.4%

72,493 0.9%

Account Number

7001 7002 7003 7005 7099 7101 7102 7105 7111

7201 7202 7299

7306 7307 7330 7399

7401 7402 7403 7405 7406 7419 7499

7501 7503 7504 7505 7509 7510 7518

7520

Expense Description

Personnel Services Salaries & Wages Overtime Temporary/Part-Time Longevity Pay Water Fund Cost Allocation Social Security IMRF Pension Medicare Health Insurance Total

Professional Services Legal Services Engineering Other Professional Services Total

Contractual Services Buildings and Grounds Custodial DWC Costs Misc. Contractual Services Total

Purchased Services Postage Utilities Telephone Dumping Citizen Information Printing and Publications Miscellaneous Services Total

Materials and Surmlies Office Supplies Gasoline and Oil Uniforms Chemicals Janitor Supplies Tools Laboratory Supplies

VILLAGE OF HINSDALE FY 2017-18 BUDGET

WATER AND SEWER FUND WATER AND SEWERO & M-6100

ALL PROGRAM SUMMARY FY2016-17

FY2015-16 FY2016-17 Estimated FY2017-18 Actuals Budget Actuals Budget

478,257 552,893 545,210 563,896

78,371 80,000 80,000 80,000

0 10,000 0 0

600 600 2,500 3,100

1,074,290 1,095,776 1,095,776 1,117,692

30,795 39,897 38,122 40,114

66,082 82,734 80,791 77,187

7,202 9,331 9,085 9,381 79,084 87,296 85,540 87,712

1,839,642 1,958,526 1,937,024 1,979,082

0 2,500 0 2,500

2,361 11,500 7,000 7,500 8,118 9,508 8,792 9,645

10,479 23,508 15,792 19,645

2,099 1,500 1,450 1,500

7,341 8,200 7,400 7,272 4,067,496 4,320,000 4,125,000 4,270,000

89,146 110,000 103,392 117,000 4,166,082 4,439,700 4,248,342 4,406,872

15,047 15,000 11,780 13,000 64,543 68,000 67,600 69,600

30,354 30,000 36,000 36,000 15,624 19,000 16,610 16,350 2,124 2,200 2,260 2,400

0 800 650 600 9,563 18,559 14,918 17,639

137,255 153,559 149,818 155,589

173 550 1,000 700 12,846 9,000 7,600 8,500 6,413 5,500 5,200 5,500 8,409 8,500 6,000 7,000

857 675 650 675 13,675 19,010 18,785 14,027

385 400 350 400

Computer Equipment Supplie 77 675 600 775

132


Budget Budget

11,003 2.0% 0 0.0%

(10,000) -100.0% 2,500 416.7%

21,916 2.0% 217 0.5%

(5,548) -6.7% 51 0.5%

416 0.5% 20,556 1.0%

0 0.0% (4,000) -34.8%

137 1.4% (3,863) -16.4%

0 0.0% (928) -11.3%

(50,000) -1.2% 7,000 6.4%

(32,828) -0.7%

(2,000) -13.3% 1,600 2.4% 6,000 20.0%

(2,650) -13.9% 200 9.1%

(200) -25.0% (920) -5.0%

2,030 1.3%

150 27.3% (500) -5.6%

0 0.0% (1,500) -17.6%

0 0.0% (4,983) -26.2%

0 0.0%

100 14.8%


7530 Medical Supplies 7599 Other Supplies

Total

ReQairs and Maintenance 7601 Buildings 7602 Office Equipment 7603 Motor Vehicles

7604 Radios 7608 Sewers 7609 Water Mains 7614 Catch basins 7618 General Equipment 7699 Miscellaneous Repairs

Total

Other Ex12enses 7701 Conferences/Staff Dev. 7702 Dues and Subscriptions 7713 Utility Tax 7719 HSD Charges 7735 Educational Training 7736 Personnel 7748 Loan Principal 7749 Loan Interest

Total

Risk Management Costs 7810 IRMA Premiums 7812 Self Insured Liability

Total


CaQital Outlay 7902 Motor Vehicles 7909 Buildings 7910 Water Meters 7912 Fire Hydrants 7918 General Equipment

Total Total Expenses

VILLAGE OF HINSDALE FY 2017-18 BUDGET

WATER AND SEWER FUND WATER AND SEWER O & M - 6100

ALL PROGRAM SUMMARY FY2016-17

FY2015-16 FY2016-17 Estimated FY2017-18 Actuals Budget Actuals Budget

1,959 450 500 550

594 750 550 700

45,388 45,510 41,235 38,827

8,935 35,780 35,684 31,280

0 750 650 450

8,680 7,157 9,000 9,157 0 550 500 1,100

15,588 10,634 7,343 20,062 72,576 85,969 79,500 82,074

8,300 7,822 7,800 7,822 8,126 9,347 9,000 9,550

653 4,000 2,500 2,500 122,858 162,009 151,977 163,995

455 1,700 1,100 1,400 7,886 7,900 7,912 8,212

362,925 389,000 379,000 390,000 210 400 400 400

90 675 650 465 248 250 250 250

175,613 177,816 177,816 180,045 39,027 40,785 40,785 38,555

586,454 618,526 607,913 619,327

56,659 113,506 48,154 122,000 0 2,500 0 2,500

56,659 116,006 48,154 124,500

6,964,817 7,517,344 7,200,255 7,507,837

0 105,000 95,000 200,000 0 0 0 0

1,218,445 150,000 150,000 75,000 0 25,000 25,000 25,000

42,664 43,000 21,000 105,000 1,261,109 323,000 291,000 405,000 8,225,926 7,840,344 7,491,255 7,912,837

133


Budget Budget 100 22.2% (50) -6.7%

(6,683) -14.7%

(4,500) -12.6% (300) -40.0%

2,000 27.9% 550 100.0%

9,428 88.7% (3,895) -4.5%

0 0.0% 203 2.2%

(1,500) -37.5% 1,986 1.2%

(300) -17.6% 312 3.9%

1,000 0.3% 0 0.0%

(210) -31.1% 0 0.0%

2,229 1.3% (2,230) -5.5%

801 0.1%

8,494 7.5% 0 0.0%

8,494 7.3%

(9,507) -0.1%

95,000 90.5% 0 #DIV/0!

(75,000) -50.0% 0 0.0%

62,000 144.2% 82,000 25.4% 72,493 0.9%

FUND SUMMARY

FUND: Police Pension - 71100

GOAL: To properly fund the Pension Fund in accordance with 40 ILCS 5/3 of the Illinois State Statutes.

NARRATIVE:The Police Officers contribute to the fund on a deferred compensation basis 9.91 % of their base salary plus longevity if applicable. Overtime is excluded from the contribution requirement. The Village, through a tax levy, is responsible to fully fund the pension obligation based on independent actuarial computations. This Fiscal Year, 26 members will be contributing to the pension fund and 29 participants will be receiving pension payments. Based on the most recent actuarial study, the Police Pension Fund is approximately 73.2% funded at May 1, 2016.

Revenues: 6201 Employee Contributions 6202 Employer Contributions 6221 Investment Earnings 6599 Miscellaneous

Total Revenues

Expenses: 7011 Pension Payments 7012 Disability Payments 7013 Pension Refunds 7201 Legal Services 7299 Misc. Professional Services 7702 Memberships/Subscriptions 7735 Educational Training 7795 Bank and Bond Fees 7799 Miscellaneous Expenses

Total Expense

Excess (Deficiency)


Ending Fund Balance

BUDGET SUMMARY

FY2016-17 FY 2015-16 FY 2016-17 Estimated FY 2017-18

Actuals Bud2et Actuals Bud2et

232,071 239,962 242,121 246,963 813,385 736,199 736,199 791,178

1,148,920 1,829,619 1,500,000 1,936,274 0 0 0 0

2,194,376 2,805,780 2,478,320 2,974,415

1,139,582 1,481,193 1,494,041 1,689,790 161,440 120,209 120,410 120,411

0 0 7,333 0 17,733 10,000 6,000 10,000

138,345 125,725 164,170 161,000 782 795 795 795

3,982 3,500 4,000 3,500 0 1,000 0 1,000

5,345 5,000 5,500 5,500 1,467,209 1,747,422 1,802,249 1,991,996

727,167 1,058,358 676,071 982,419

27,284,656 27,107,829 28,011,823 28,687,894

28,011,823 28,166,187 28,687,894 29,670,313

134

Change From Prior

Bud2et

7,001 54,979

106,655 0

168,635

208,597 202

0 0

35,275 0 0 0

500 244,574

(75,939)

FUND SUMMARY

FUND: Firefighters Pension - 71200

GOAL: To properly fund the Pension Fund in accordance with 40 ICLS 5/ 4 of the Illinois State Statutes.

NARRATIVE:The Firefighters contribute to the fund on a deferred compensation basis at a rate of 9.455% of their base salary plus longevity if applicable. Overtime is excluded from the contribution requirement. The Village, through a tax levy, is responsible to fully fund the pension obligation based on independent actuarial computations. This Fiscal Year, 22 members will be contributing to the pension fund and 25 participants will be receiving pension payments. Based on the most recent actuarial study, the Firefighters' Pension Fund is approximately 57.9% funded at May 1, 2016.

BUDGET SUMMARY

FY 2016-17 Change FY 2015-16 FY 2016-17 Estimated FY 2017-18 From Prior

Actuals Bud2et Actuals Bude;et Bude;et

Revenues: 6201 Employee Contributions 197,170 200,956 197,016 202,926 1,970 6202 Employer Contributions 898,144 802,366 802,366 976,718 174,352 6221 Investment Earnings (870) 1,059,985 1,600,000 1,178,931 118,946

Total Revenues 1,094,444 2,063,307 2,599,382 2,358,575 295,268

Expenses: 7011 Pension Payments 1,034,550 1,184,000 1,155,958 1,334,363 150,363 7012 Disability Payments 248,052 256,500 257,330 260,579 4,079 7013 Pension Refunds 0 0 0 0 0 7201 Legal Expenses 10,534 10,000 6,000 10,000 0 7299 Misc. Professional Services 62,195 70,000 59,113 58,100 (11,900) 7702 Dues & Subscriptions 782 795 795 795 0 7735 Educational Training 1,602 2,500 1,200 2,500 0 7795 Bank and Bond Fees 0 1,000 500 1,000 0

Total Expense 1,357,715 1,524,795 1,480,896 1,667,337 142,542

Excess (Deficiency) (263,271) 538,512 1,118,486 691,238 152,726

Beginning Fund Balance 16,610,432 15,703,482 16,347,161 17,465,647

Ending Fund Balance 16,347,161 16,241,994 17,465,647 18,156,885

135

FUND SUMMARY

FUND: Foreign Fire Insurance Fund - 25000

GOAL: To direct the expenditure of money collected from the Foreign Fire Insurance Tax collected by the Illinois Municipal League for the maintenance, use and benefit of the fire department.

NARRATIVE: The Foreign Fire Insurance Board annually reviews the needs of the fire department and approves expenditures to be included in the annual budget and appropriations ordinance.

OBJECTIVE: For FY 2017-18 the Foreign Fire Insurance Tax funds will be used for expenditures related to public education of fire safety, to purchase wellness equipment, certain fire station amenities, and to provide additional clothing and uniforms for firefighters.

Revenues Foreign Fire Tax

Interest on Investments

Miscellaneous

Total Revenues

Expenses

Purchased Services

Materials and Supplies

Repairs and Maintenance

Other Expenses


Total Expenses

Excess of Revenues

over Expenses

Capital Outlay



Ending Fund Balance

BUDGET SUMMARY

FY2015-16 FY2016-17 FY2016-17 FY2017-18

Actuals Budget Estimated Budget

60,012 53,000 86,297 73,155

66 50 50 50

495 0 0 0

60,573 53,050 86,347 73,205

0 0 0 0

677 7,000 2,624 5,000

0 0 0 0

5,631 10,000 1,042 8,000

450 500 449 500

6,758 17,500 4,115 13,500

53,815 35,550 82,232 59,705

30,841 24,000 20,116 47,500

22,974 11,550 62,116 12,205

54,670 84,083 77,644 139,760 -----------------77,644 95,633 139,760 151,965

136

Change from

Prior Budget

20,155

0

20,155

0

{2,000)

0

{2,000)

0

(4,000)

24,155

23,500

655

30 - Hinsdale Draft Budget.pdf · was approved by the Village Board in December 2016, whereby the...

Documents

Transcript of 30 - Hinsdale Draft Budget.pdf · was approved by the Village Board in December 2016, whereby the...