R-03-17 Resolution Conveyance of Golden Meadows ... - epd… · * 3) 2016 Fourth Quarter Financial Report ... 11. STAFF ANNOUNCEMENTS ... Approval of Minutes of February 28th, 2017

AGENDA ELMHURST PARK DISTRICT

REGULAR BOARD MEETING

Administrative Office

375 West First Street

April 10, 2017

7:00 p.m.

1. CALL TO ORDER ....................................................................................................... 7:03 p.m.

a. Commissioner Ennis to Attend via Electronic Means 2. PLEDGE OF ALLEGIANCE

3. ROLL CALL ................................................................................................................... Quorum

4. ADDITIONS/DELETIONS/CHANGES TO AGENDA ................................................. None

5. REMARKS/CORRESPONDENCE FROM VISITORS ............................................... Noted

6. COMMITTEE REPORTS ................................................................................................. Noted

* a. PEP * b. Sugar Creek Golf Course 7. UPCOMING COMMITTEE MEETINGS ...................................................................... Noted

a. Gateway – April 13, 2017 b. Elmhurst Art Museum – April 13, 2017 c. PEP – April 20, 2017 d. Sugar Creek Golf Course – April 25, 2017 8. CONSENT AGENDA .................................................................................................. Approved

* a. Approval of March 13, 2017 Regular Meeting Minutes * b. Approval of March 13, 2017 Closed Meeting Minutes * c. Voucher Lists * d. Disposal Ordinance O-05-17 * e. Purchase of Liquid Chlorine (Sodium Hypochlorite) and

Liquid Sodium Bisulfate for Outdoor Pools 9. BOARD BUSINESS

a. Unfinished Business (Old): * 1) Vision 2020 Strategic Planning Workshop 2 ........................................ No Action Taken

* 2) 2016 Year-end Strategic Plan Progress Report ................................................. Approved

* 3) 2016 Fourth Quarter Financial Report ................................................... No Action Taken * 4) R-03-17 Resolution Conveyance of Golden Meadows West to City of Elmhurst ...... Approved b. New Business: * 1) 2017 Mower Replacement ................................................................................ Approved * 2) Spray Park Resurfacing Project .................................................................... Approved * 3) 2017 ADA Improvements .................................................................................. Approved 10. COMMISSIONER INFORMATION ITEMS................................................................. Noted

a. Announcements * b. Future Agenda 11. STAFF ANNOUNCEMENTS ........................................................................................... Noted

12. CLOSED SESSION: ..................................................................................................... 9:10 p.m.

a. Pursuant to 5ILCS 120/2(c)(5) for the discussion of “the purchase or lease of real property for the use of the District.”

* b. Pursuant to 5ILCS 120/2(c)(1) for the “appointment, employment, compensation, discipline, performance, or dismissal of specific employees of the public body.”

13. ADJOURNMENT ....................................................................................................... 10:11 p.m.

Any person requiring a reasonable accommodation to participate in this Park District activity should call (630) 993-8900 and ask for our ADA Compliance Officer, Monday through Friday from 8-5 p.m. within 48 hours prior to the meeting. Requests for a qualified interpreter require five (5) days’ advance notice. Please turn off all cellular telephones prior to the meeting. Cellular telephones will interfere with the audio recording of the Park Board Meeting. *Written information on item included in packet.

Agenda #6a

People for Elmhurst Parks Foundation Board of Directors Meeting

March 23, 2017 at 4 p.m. AGENDA

Call to Order Roll Call Old Business:

Financial Update Smile Account on Amazon – discuss ways to promote it

New Business:

Introduction of new Marketing Director Monarch Butterfly PEP Golf Outing Update Fall Fest/Safety Town: donation/mini-fundraiser for Safety Town Facelift

2017 Future Meeting Dates: April 20 May 18 June 15 July 20 August 17 September 21 October 19 November 16 December 14 Future Agenda: Adjournment

SUGAR CREEK GOLF COURSE

ADMINISTRATIVE BOARD MEETING

AGENDA

Tuesday March 21st, 2017

6:00 P.M. Sugar Creek Clubhouse

1. Call meeting to Order 2. Roll Call 3. Additions and/or Corrections To Agenda 4. Approval of Minutes of February 28th, 2017 Meeting 5. Public Participation

OLD BUSINESS

None

NEW BUSINESS

Managers’ Report – March Superintendent Report – March

FINANCIAL REPORTS Review and approval of Period 12 (December) Income Statement Review and approval of Period 2 (February) Income Statement

Next Meeting

Tuesday April 25th, 2017

MEETING LOCATED AT

SUGAR CREEK GOLF COURSE

500 E. VAN BUREN

VILLA PARK, ILLINOIS 60181

lmetzler

Typewritten Text

Agenda #6b

Sugar Creek Administrative Board Minutes

Tuesday February 28th, 2017

(Prepared by Dave Anderson in absence of

recording secretary Jean Paprocki)

Present: Brian McDermott, Greg Gola, Cheryl Tucker, Kevin Graf, Mark Exiner

Also Present: Nick Cuzzone, Dave Anderson - Manager, Kevin Goss – Superintendent

Absent: Bob Taglia

Additions and/or corrections to Agenda: None

Approval of Minutes for November 15th, 2016: Mark Exiner motioned to approve with a second by

Cheryl Tucker. The committee approved by roll call.

Public Participation: None

Old Business: None

New Business:

Manager’s Report

Remarkable weather conditions resulting in temperatures reaching the upper 60’s with a few

days in the 70’s, have led to an unprecedented number of rounds and driving range activity

recently. During the six-day period from Friday February 17th through Wednesday February

22nd, 620 rounds of golf were played – averaging over 100 per day. Those record-breaking

numbers for this time of year made for some of the busiest days ever. Most of the activity

happens between 10 a.m. and 3:30 p.m. since daylight is still short this time of year. During the

peak demand, we were unable to accommodate some golfers due to maximum capacity.

Other factors leading to being very busy during this time of year in addition to greens fee paying

customers – golfers renewing their Resident or Senior Frequent Player cards, Men’s League

applications, and a high volume of driving range activity including updating and issuing new e-

keys.

Online registration for the summer youth camp opened on Saturday February 18th at 9 a.m. The

program sold out to maximum capacity - which will reach 400 participants once waitlists have

been addressed - within the first hour. Head Professional Cory Ferrell will be working on

filtering through some of the duplicate and redundant registrations which is an inevitable result

of the high-demand registration process. Over $117,000 in revenue has been collected after a

10% rate increase for the 2017 program, compared to $100,000 collected on the same first day

of registration last year.

The annual Chili Open golf event was held on January 7th with 55 participants. As usual, the

weather was winter-like with bitter cold temperatures for the hearty participants who received

chili all day, and a buffet dinner and raffle after their round.

Much time in January and February is spent ordering and updating supplies like resident cards,

Sr. Frequent Player cards, gift card, rate cards, e-keys for the driving range etc.… Also season

schedules and reservations are beginning to be made for a few for the larger outings, leagues,

permanent tee times and the fall high school golf seasons.

Five new computer monitors and three new PC’s were installed in the clubhouse. The three

new PC’s were due to be replaced at the front counter and the bar.

In January and February Sugar Creek hosted a life celebration event, four birthday parties,

Lombard Falcon Football board dinner and a bridal shower – a total of eight events including the

Chili Open.

Since January 1st, we have currently received 24 banquet deposits for this year compared to just

11 received during the same time period last year through 2/23

Superintendent Report

Winter Summary

To quickly summarize this winter, December was cold and snowy, January was warmer and wetter than

average, and February was much warmer and drier than average. From February 17th to the 22nd, 5 out

of 6 days were record high temperatures. With 6 days in a row over 60°F, we also broke the record for

consecutive 60° days during February and during meteorological winter. Luckily, warm temperatures

and a lack of ice cover in January meant that the ground was not saturated during this period and turned

out great for golf. Maintenance staff mowed the greens several times, changed the hole positions, and

even mowed the tees and fairways to provide our customers with an experience comparable to in-

season play.

Projects and Notes

With the lack of snow cover and many playable days, staff has frequently cleaned greens and fairways of debris of two main types: goose and willow. Of the two, willow branches have become our main problem as the roughly 40 willow trees planted in the mid 1990’s have aged to the point where their branches are brittle and breaking off all winter.

12 dead or hazardous trees were removed to the west of the clubhouse parking lot. Also, invasive species have been removed from many fence lines.

Warm weather allowed us to complete our spring landscape bed cleanup and cut down ornamental grasses around the course.

Even with the frequent course preparation work, most of the crew’s time has been spent on the equipment maintenance and repair list. Items completed include:

o Rebuilt sand rake engine o Reconditioned and sharpened 14 cutting units for reel mowers (See article on the

maintenance blog) o Replaced high pressure hydraulic hoses on the fairway mower o Replaced hydraulic hoses on greens mower o Reconditioned mower decks o Completed annual preventative maintenance checklist for most machines

Upcoming deck project note: As proposed and approved during the 2017 budget process, the clubhouse deck will be repaired and the decking lumber replaced in the next 6 week depending

on the weather. There will be a period of time where the deck will be closed due to the repairs necessary or possible weather delays. We will have a more certain timetable by next month’s meeting.

Financial Reports Approval of Period 11 Income Statement (November) Motion – Greg Gola 2nd – Kevin Graff

Next Meeting

March 21st, 2017

Motion to adjourn Mark Exiner, 2nd by Greg Gola

Income Statement Sugar Creek Golf Course03/17/2017December

2016 2016 YTD 2015 YTD

Full Year Budget through December through December

FUND: 80 SUGAR CREEK GOLF COURSEREVENUES

80.00.3200.1813 Driving Range Instruction 16,050.00 15,836.00 214.00 19,052.00

80.00.3200.1816 Jr. Golf 86,300.00 83,459.00 2,841.00 75,651.70

80.00.3200.1818 Private Lessons 3,500.00 1,310.00 2,190.00 1,063.00

80.00.3300.1801 Pull Cart Rental 10,560.00 8,082.00 2,478.00 9,768.00

80.00.3300.1802 Club Car Rental 107,200.00 105,964.00 1,236.00 100,097.00

80.00.3300.1803 Golf Club Rental 2,100.00 1,500.00 600.00 1,464.00

80.00.3341.0000 Indoor Facility Rentals 25,500.00 31,040.00 (5,540.00) 34,772.80

80.00.3341.1804 Employee Housing 15,600.00 13,000.00 2,600.00 15,600.00

80.00.3430.0000 Daily Use Fees 497,349.00 469,675.82 27,673.18 478,139.33

80.00.3430.1813 Driving Range 105,000.00 107,840.00 (2,840.00) 111,534.00

80.00.3431.0000 Punch Card Fees 8,100.00 8,200.00 (100.00) 8,050.00

80.00.3453.0000 Season Passes 9,730.00 10,050.00 (320.00) 6,750.00

80.00.3454.0000 Permanent Tee Times 6,700.00 6,525.00 175.00 6,700.00

80.00.3600.1807 Pro Shop 45,000.00 46,756.25 (1,756.25) 43,997.13

80.00.3600.1808 Beer/Wine Sales 63,000.00 60,908.96 2,091.04 69,592.10

80.00.3600.1809 Food Sales 23,000.00 23,075.50 (75.50) 25,653.17

80.00.3600.1810 Soft Drink Sales 20,000.00 21,514.95 (1,514.95) 22,072.72

80.00.3600.1814 Liquor Sales 12,063.00 12,872.15 (809.15) 14,390.98

80.00.3900.0000 Operating Interfund Transfers 0.00 0.00 0.00 0.00

80.00.3960.0000 Interest Income 0.00 1,312.52 (1,312.52) 86.52

80.00.3990.0000 Miscellaneous Revenues 0.00 332.15 (332.15) 238.71

TOTAL REVENUES 1,056,752.00 1,029,254.30 27,497.70 1,044,673.16

EXPENDITURESFUND: 80 SUGAR CREEK GOLF COURSEEXPENDITURES

80.00.4001.0000 Full-Time Employees Salary 191,997.00 201,892.49 (9,895.49) 202,244.63

80.00.4240.0000 Operations Staff Wages 74,360.00 78,680.98 (4,320.98) 67,677.36

80.00.4280.0000 Program Staff Wages 0.00 0.00 0.00 928.95

80.00.4280.1805 Cashier/Greens Fees 41,300.00 36,747.30 4,552.70 34,281.59

80.00.4280.1809 Food Preparation Wages 3,600.00 1,685.75 1,914.25 6,079.20

80.00.4280.1811 Administrative Staff 330.00 330.00 0.00 330.00

80.00.4280.1813 Driving Range 7,487.00 10,085.34 (2,598.34) 9,572.61

80.00.4280.1814 Bar Wages 13,198.00 8,482.11 4,715.89 8,489.70

80.00.4280.1816 Program Wages-JR Golf 12,000.00 15,896.76 (3,896.76) 14,665.58

80.00.4280.1817 Utility/Cleaning 12,000.00 1,603.13 10,396.87 5,406.56

80.00.4280.1818 Private Lessons 2,625.00 0.00 2,625.00 0.00

Salaries total 358,897.00 355,403.86 3,493.14 349,676.18

December Variance from Budget


2016 2016 YTD 2015 YTD


FUND: 80 SUGAR CREEK GOLF COURSE


80.00.5020.0000 Health Care Expenses 29,539.00 20,641.91 8,897.09 12,533.43

80.00.5040.0000 Illinois Muncipal Retirement Fund 30,924.00 27,528.83 3,395.17 27,315.19

80.12.5050.0000 Business Insurance 13,900.00 13,900.00 0.00 13,500.00

80.00.5060.0000 FICA-Employer Portion 27,456.00 26,203.50 1,252.50 26,282.38

80.12.5160.0000 Auditing Expense 5,000.00 4,500.00 500.00 4,290.00

80.00.5102.0000 Consulting Services 500.00 0.00 500.00 0.00

80.12.5180.0000 Finance/Bank Charges 18,000.00 21,338.63 (3,338.63) 20,875.62

80.00.5300.0000 Dues 1,755.00 1,663.00 92.00 1,544.00

80.00.5320.0000 Occupational Health 1,300.00 1,073.00 227.00 1,166.00

80.00.5340.0000 Continuing Education 1,000.00 793.17 206.83 1,901.59

80.00.5380.0000 Mileage 1,000.00 1,978.11 (978.11) 1,632.70

80.00.5500.0000 Ads & Notices 9,000.00 5,855.93 3,144.07 10,333.71

80.00.5520.0000 Licenses & Permits 1,000.00 1,000.00 0.00 1,315.00

80.00.5540.0000 Postage & Shipping 500.00 50.81 449.19 0.00

80.00.5580.0000 Equipment Rental 28,670.00 29,408.54 (738.54) 22,214.58

80.00.5580.1815 Banquets/Outings 3,000.00 3,579.15 (579.15) 3,991.76

80.00.5601.0000 Telephone 3,800.00 4,643.45 (843.45) 3,697.16

80.00.5602.0000 Cellular Phones & Service 600.00 618.82 (18.82) 541.79

80.00.5650.0000 Alarm Expenses 7,534.00 8,203.96 (669.96) 7,775.92

80.00.5720.0000 Electricity 16,500.00 21,045.96 (4,545.96) 17,038.40

80.00.5740.0000 Natural Gas 7,000.00 3,563.20 3,436.80 4,399.84

80.00.5760.0000 Water & Sewer 6,800.00 5,643.49 1,156.51 5,560.19

80.00.5780.0000 Cable TV Expenses 1,560.00 1,940.83 (380.83) 2,111.61

80.00.5881.0000 Computer & Hardware Services 700.00 0.00 700.00 50.00

80.00.5883.0000 Contract Services 11,270.00 17,377.53 (6,107.53) 14,196.65

Services total 228,308.00 222,551.82 5,756.18 204,267.52

80.00.6020.0000 Building Repairs 4,000.00 3,119.22 880.78 3,153.48

80.00.6060.0000 Plumbing Systems Repair 5,205.00 4,579.72 625.28 5,190.49

80.00.6200.0000 Vehicle Repairs 1,000.00 0.00 1,000.00 1,050.00

80.00.6340.0000 Equipment Repairs 0.00 0.00 0.00 0.00

Repairs total 10,205.00 7,698.94 2,506.06 9,393.97

80.00.7001.0000 Office Supplies 1,000.00 953.17 46.83 701.17

80.00.7020.0000 Equipment & Furniture 500.00 0.00 500.00 0.00

80.00.7040.0000 Custodial Supplies 1,000.00 738.84 261.16 192.30

80.00.7070.0000 Grounds Supplies 36,700.00 35,865.85 834.15 33,376.24

80.00.7090.0000 Building Supplies 6,450.00 6,377.65 72.35 7,609.04

80.00.7100.0000 Fuel 8,882.00 6,788.56 2,093.44 11,550.13

80.00.7140.0000 Vehicle Parts 18,595.00 21,013.87 (2,418.87) 19,299.00

80.00.7520.0000 Chemicals 24,771.00 24,487.36 283.64 24,465.43

80.00.7600.0000 Program Supplies 5,600.00 5,522.74 77.26 4,126.94

80.00.7600.1813 Driving Range 14,000.00 12,896.59 1,103.41 11,665.32

80.00.7620.1807 Pro Shop 30,000.00 41,672.63 (11,672.63) 32,480.27

80.00.7620.1812 Concession Merchandise 58,500.00 54,787.41 3,712.59 56,242.82

80.00.7680.0000 Uniforms 2,000.00 2,020.73 (20.73) 1,829.83

80.00.7700.0000 First Aid Supplies/Pers. Protect. Equip. 500.00 79.99 420.01 283.20

Supplies total 208,498.00 213,205.39 (4,707.39) 203,821.69

80.00.8910.0000 Capital Purchases 24,000.00 0.00 24,000.00 0.00

80.00.9910.0000 Operating Interfund Transfers 104,250.00 16,750.00 87,500.00 18,450.00

80.00.9921.0000 Interest Expense-Installment Contract 121,562.50 25,705.22 95,857.28 24,871.04

80.00.8931.0000 Depreciation Expense-Land Improvements 0.00 51,938.58 (51,938.58) 51,668.34

80.00.8932.0000 Depreciation Expense-Bldg. & Improvement 0.00 35,285.17 (35,285.17) 36,519.94

80.00.8933.0000 Depreciation Expense-Machinery & Equip. 0.00 17,145.96 (17,145.96) 16,915.82


2016 2016 YTD 2015 YTD




80.00.8940.0000 Amortization Expense 0.00 0.00 0.00 0.00

Other total 249,812.50 146,824.93 102,987.57 148,425.14

TOTAL EXPENDITURES 1,055,720.50 945,684.94 110,035.56 915,584.50

EXCESS OF REVENUES OVER EXPENDITURES 1,031.50 83,569.36 (82,537.86) 129,088.66

Income Statement Sugar Creek Golf CourseFebruary

2017 2017 YTD 2016 YTD

Full Year Budget through February through February

FUND: 80 SUGAR CREEK GOLF COURSEREVENUES

80.00.3040.0000 Advertising Revenues

80.00.3200.1813 Driving Range Instruction 16,050.00 0.00 16,050.00 0.00

80.00.3200.1816 Jr. Golf 93,225.00 0.00 93,225.00 0.00

80.00.3200.1818 Private Lessons 1,500.00 0.00 1,500.00 0.00

80.00.3300.1801 Pull Cart Rental 10,800.00 147.00 10,653.00 99.00

80.00.3300.1802 Club Car Rental 108,000.00 1,939.00 106,061.00 40.00

80.00.3300.1803 Golf Club Rental 2,100.00 12.00 2,088.00 0.00

80.00.3341.0000 Indoor Facility Rentals 29,000.00 3,015.00 25,985.00 3,680.00

80.00.3341.1804 Employee Housing 15,600.00 2,600.00 13,000.00 2,600.00

80.00.3430.0000 Daily Use Fees 509,542.00 13,112.47 496,429.53 4,476.96

80.00.3430.1813 Driving Range 107,015.00 6,284.00 100,731.00 1,981.00

80.00.3431.0000 Punch Card Fees 8,100.00 2,400.00 5,700.00 1,200.00

80.00.3453.0000 Season Passes 10,240.00 600.00 9,640.00 285.00

80.00.3454.0000 Permanent Tee Times 6,700.00 1,225.00 5,475.00 1,450.00

80.00.3600.1807 Pro Shop 45,000.00 2,184.36 42,815.64 2,072.99

80.00.3600.1808 Beer/Wine Sales 63,500.00 2,119.45 61,380.55 2,378.37

80.00.3600.1809 Food Sales 24,000.00 410.89 23,589.11 124.65

80.00.3600.1810 Soft Drink Sales 20,000.00 805.55 19,194.45 412.04

80.00.3600.1814 Liquor Sales 12,500.00 1,194.00 11,306.00 757.66

80.00.3900.0000 Operating Interfund Transfers 0.00 0.00 0.00 0.00

80.00.3960.0000 Interest Income 0.00 0.00 0.00 6.20

80.00.3990.0000 Miscellaneous Revenues 0.00 0.00 0.00 0.00

TOTAL REVENUES 1,082,872.00 38,048.72 1,044,823.28 21,563.87

EXPENDITURESFUND: 80 SUGAR CREEK GOLF COURSEEXPENDITURES

80.00.4001.0000 Full-Time Employees Salary & Wages 196,504.00 2,777.24 193,726.76 727.75

80.00.4240.0000 Operations Staff Wages 74,360.00 4,445.87 69,914.13 5,148.19

80.00.4280.0000 Program Staff Wages 0.00 0.00 0.00 86.20

80.00.4280.1805 Cashier/Greens Fees 41,300.00 10.40 41,289.60 673.95

80.00.4280.1809 Food Preparation Wages 3,600.00 66.00 3,534.00 0.00

80.00.4280.1811 Administrative Staff 330.00 0.00 330.00 0.00

80.00.4280.1813 Driving Range 7,487.00 0.00 7,487.00 0.00

80.00.4280.1814 Bar Wages 13,198.00 601.55 12,596.45 388.50

80.00.4280.1816 Program Wages-JR Golf 12,000.00 152.00 11,848.00 0.00

80.00.4280.1817 Utility/Cleaning 12,000.00 0.00 12,000.00 0.00

80.00.4280.1818 Private Lessons 1,125.00 0.00 1,125.00 0.00

Salaries total 361,904.00 8,053.06 353,850.94 7,024.59

February Variance from Budget


2017 2017 YTD 2016 YTD




80.00.5020.0000 Health Care Expenses 27,981.00 7,438.11 20,542.89 2,626.74

80.00.5040.0000 Illinois Muncipal Retirement Fund 26,828.00 3,820.18 23,007.82 3,750.69

80.12.5050.0000 Business Insurance 14,050.00 0.00 14,050.00 0.00

80.00.5060.0000 FICA-Employer Portion 27,686.00 2,590.18 25,095.82 2,659.72

80.00.5102.0000 Consulting Services 10,500.00 0.00 10,500.00 0.00

80.12.5160.0000 Auditing Expense 4,500.00 0.00 4,500.00 0.00

80.12.5180.0000 Finance/Bank Charges 22,000.00 16.05 21,983.95 370.87

80.00.5300.0000 Dues 1,755.00 180.00 1,575.00 230.00

80.00.5320.0000 Occupational Health 1,300.00 0.00 1,300.00 96.00

80.00.5340.0000 Continuing Education 1,000.00 334.00 666.00 0.00

80.00.5380.0000 Mileage 2,000.00 1,380.08 619.92 865.13

80.00.5500.0000 Ads & Notices 7,000.00 60.00 6,940.00 39.71

80.00.5520.0000 Licenses & Permits 1,000.00 100.00 900.00 0.00

80.00.5540.0000 Postage & Shipping 500.00 0.00 500.00 0.00

80.00.5580.0000 Equipment Rental 29,100.00 0.00 29,100.00 0.00

80.00.5580.1815 Banquets/Outings 3,000.00 73.59 2,926.41 137.28

80.00.5601.0000 Telephone 3,800.00 338.66 3,461.34 269.28

80.00.5602.0000 Cellular Phones & Service 600.00 1.59 598.41 95.34

80.00.5650.0000 Alarm Expenses 4,000.00 0.00 4,000.00 968.11

80.00.5720.0000 Electricity 18,000.00 1,666.98 16,333.02 1,427.25

80.00.5740.0000 Natural Gas 6,000.00 418.24 5,581.76 819.70

80.00.5760.0000 Water & Sewer 6,000.00 427.08 5,572.92 325.36

80.00.5780.0000 Cable TV Expenses 2,150.00 324.98 1,825.02 84.33

80.00.5881.0000 Computer & Hardware Services 700.00 0.00 700.00 0.00

80.00.5883.0000 Contract Services 11,270.00 711.00 10,559.00 451.75

Services total 232,720.00 19,880.72 212,839.28 15,217.26

80.00.6020.0000 Building Repairs 8,000.00 0.00 8,000.00 0.00

80.00.6060.0000 Plumbing Systems Repair 4,205.00 0.00 4,205.00 0.00

80.00.6200.0000 Vehicle Repairs 1,000.00 0.00 1,000.00 0.00

Repairs total 13,205.00 0.00 13,205.00 0.00

80.00.7001.0000 Office Supplies 1,000.00 66.98 933.02 178.79

80.00.7020.0000 Equipment & Furniture 3,000.00 0.00 3,000.00 0.00

80.00.7040.0000 Custodial Supplies 1,000.00 0.00 1,000.00 0.00

80.00.7070.0000 Grounds Supplies 36,700.00 56.04 36,643.96 1,408.66

80.00.7090.0000 Building Supplies 11,450.00 431.05 11,018.95 710.42

80.00.7100.0000 Fuel 8,882.00 0.00 8,882.00 0.00

80.00.7140.0000 Vehicle Parts 18,595.00 6,047.90 12,547.10 1,939.19

80.00.7520.0000 Chemicals 24,771.00 0.00 24,771.00 0.00

80.00.7600.0000 Program Supplies 5,600.00 700.00 4,900.00 1,145.00

80.00.7600.1813 Driving Range 14,000.00 365.00 13,635.00 713.44

80.00.7620.1807 Pro Shop 30,000.00 0.00 30,000.00 1,768.88

80.00.7620.1812 Concession Merchandise 54,000.00 1,209.24 52,790.76 3,222.89

80.00.7680.0000 Uniforms 2,000.00 0.00 2,000.00 0.00

80.00.7700.0000 First Aid Supplies/Pers. Protect. Equip. 500.00 0.00 500.00 0.00

Supplies total 211,498.00 8,876.21 202,621.79 11,087.27

80.00.8910.0000 Capital Purchases 32,000.00 0.00 32,000.00 0.00

80.00.9910.0000 Operating Interfund Transfers 105,000.00 0.00 105,000.00 0.00

80.00.9921.0000 Interest Expense-Installment Contract 123,562.50 0.00 123,562.50 0.00

Other total 260,562.50 0.00 260,562.50 0.00

TOTAL EXPENDITURES 1,079,889.50 36,809.99 1,043,079.51 33,329.12


2017 2017 YTD 2016 YTD




EXCESS OF REVENUES OVER EXPENDITURES 2,982.50 1,238.73 1,743.77 (11,765.25)

Agenda #8c3/15/2017 03-17-17.pdf

vchlist Voucher List 03.15/2017 11:23 46AM Elmhurst Part. Distrir:t

S.,nk cOde : etxJ

Vo~>c:her DatG Vllndot ln•o ico - - ---

IICcoo.!' ., p. , . , 0>.<.

1- ;:::uo·· .. ty .. ' .. """' t

. , ....... - ..

::~~-··.o:. !) .:. ·~· ~An~ _ T :~~~ • •

,, ~~~11. f ;,.-J · Pf" ,• t. ~ 1--"'.._ .,/I T "r _ (..,. _ __ ._.~,~), -------~- · L< • -

Pagt>' 10

PO # n:sctiptJoniAccount All'OI.IIII

https://m ai l.epd.org/owa!W ebReadyVi ew.aspx?t= att&id= RgAAMBTTwOzayETT r0SII%2f%2F/o2b1 %2fTBwCvSigl iW bERKBeR Ekz8tfXAAABsn9uAAASZI3ziA .. 1/1

vchlist

03/15/2017 11 :23:46AM

Bank code : epd

Voucher Date Vendor ----

Accounts Payable Check Date ~ \1 , d.O \] Accounts Payable Run Total I 'i ~ , J Co f . (pS

I, the undersigned, hereby authorize the aforementioned

accounts payable check run for payment.

For the Elmhurst Park District Board of

Commissioners, by Commisioner ------------Date:

I, the undersigned, hereby attest the authorization

signature of the above Commissioner. I, the undersigned,

also attest that the aforementioned accounts payable check

run has been accurately compiled in form and substance.

Voucher List Elmhurst Park District

------------------- PO#

Page: 10

Amount

Page: 10

vchlist Voucher List Page: 1

03/15/2017 11 :23:46AM Elmhurst Park District

Bank code : epd

Voucher Date Vendor Invoice PO# Description/Account Amount

67704 3/17/2017 00878 ACCURATE INDUSTRIES, INC. 284856 EUCALYPTUS 653.79 Total : 653.79

67705 3/17/2017 06961 ACKER, GARRETT 01212017 TRAVEL REIMBURSEMENT 100.77 02042017 TRAVEL REIMBURSEMENT 48.12

Total: 148.89

67706 3/17/2017 09091 ADAMCZYK, KATERINA 03032017 MILEAGE REIMBURSEMENT 87.79 Total: 87.79

67707 3/17/2017 06278 AL PIEMONTE FORD SALES, INC. 660309 #11069 PUMP 123.94 660540 #11032 LATCH 341.40

Total: 465.34

67708 3/17/2017 01808 ALEXANDER EQUIPMENT CO., INC. 130764 11009 PARTS 952.70 130812 #11009 143.95

Total: 1,096.65

67709 3/17/2017 08459 AMERICAN LITHO 251507-01 FUN GUIDE 8,997.00 Total : 8,997.00

67710 3/17/2017 05588 ANDERSON ELEVATOR CO., SOUTH WEE 202454 ELEVATOR MAINTENANCE/MANSI( 162.75 Total : 162.75

67711 3/17/2017 08015 AT&T U-VERSE 22810224 INTERNET MANSION 1/25-2/24/17 65 .00 Total : 65.00

67712 3/17/2017 00005 AT&T, ALARM ACCOUNT 07860304 ALARM SERVICE DEPOT 41.80 Total: 41.80

67713 3/17/2017 08168 BACKCOUNTRY GEAR 23384817 BOA STANDARD CLIMBING ROPE 169.95 Total: 169.95

67714 3/17/2017 09068 BEYOND BINGO 0000601 3/6/17 YOGA CLASS 65.00 Total : 65.00

67715 3/17/2017 06381 BIG TENT EVENTS 53034 TENT SETUP SERVICE-SPRING 20· 465.00

Page:



Bank code: epd


67715 3/17/2017 06381 06381 BIG TENT EVENTS (Continued) Total: 465.00

67716 3/17/2017 09511 BREWPOINT COFFEE CP-002 33 REG COFFEE (FULL) 2/1-2/28/17 690.00 Total : 690.00

67717 3/17/2017 08449 BRICKS 4 KIDZ OAK BROOK EPD03032017 POCKET BRICK MONSTERS 3/3 480.00 Total : 480.00

67718 3/17/2017 06759 BUMPER TO BUMPER 492-254830 #11075 100.29 492-254952 #11075 CREDIT -37.50

Total : 62.79

67719 3/17/2017 02309 BURRIS EQUIPMENT CO. PS07622 KULISTA JOINT 11037 80.79 Total: 80.79

67720 3/17/2017 00433 CASE LOTS 002526 CUSTODIAL SUPPLIES WCC 129.05 002663 CUSTODIAL SUPPLIES WCC 700.20

Total: 829.25

67721 3/17/2017 02773 CHICAGO SUBURBAN EXPRESS, INC. 2914651 FREIGHT CHARGES-MCMASTER 50.89 Total : 50.89

67722 3/17/2017 09805 CITRIX SYSTEMS, INC 8800000704 BANDW IDTH OVERAGE-MKTG UPL 32.42 Total : 32.42

67723 3/17/2017 00017 CITY OF ELMHURST 33468 INTRGOV AGRRMNT/EQUIP REPAif 54,686.02

,M-ec~.-..\L S t-.ri/ I 'Go- '> Total : 54,686.02

67724 3/17/201 7 00019 CITY OF ELMHURST-WATER 21200303 WATER CHARGES EAST END POOl 76.42 57780310 WATER CHARGES DEPOT 93.62 95420303 WATER CHARGES ELDRIDGE 690.32

Total : 860.36

67725 3/17/2017 00010 COMCAST 30860227 MONTHLY INTERNET SERVICE SC 110.06 Total: 110.06

67726 3/17/2017 00010 COMCAST 86040307 MONTHLY INTERNET SERVICE WC 64.90

Page: 2

vchlist

03/15/201 7 11 :23:46AM

Bank code: epd

Voucher Date Vendor

67726 3/17/201 7 00010 00010 COMCAST

67727 3/17/201 7 05749 COMED

67728 3/17/2017 05749 COMED

67729 3/17/2017 03292 CONSTELLATION NEW ENERGY, INC

67730 3/17/2017 03391 DAWSONS TREE SERVICE, INC.

67731 3/17/2017 03391 DAWSONS TREE SERVICE, INC.

67732 3/17/2017 06095 DIAMOND GRAPHICS

Voucher List Elmhurst Park Dist rict

Invoice

(Continued)

50190306

60270302

0038271653-793 0038271904-646 0038271915-645 0038271920-767 0038271935-775 0038271945-880 0038271956-151 0038271966-4KH 0038271972-260 0038271976-066 0038271993-751 0038272069-660 0038272084-343 0038272115-285 0038272121 -T98 0038272199-098 003827254 7-535 0038294143-4L3

30677

30675 30676

13908

Page: 3

PO# Description/Account Amount

Total: 64.90

ELECTRIC EE FIELDS 2/1-3/2/17 145.27 Total : 145.27

ELECTRIC 447 W ARMITAGE 2/1-3/: 37.66 Total : 37.66

ELECTRIC SERVICE CRESTVIEW T 91.89 ELECTRIC SERVICE COURTS PLU~ 186.20 ELECTRIC SERVICE EE 1,258.15 ELECTRIC SERVICE CRESTVIEW 169.77 ELECTRIC SERVICE BUTIERFIELD 644.58 ELECTRIC SERVICE DEPOT 107.78 ELECTRIC SERVICE YC 776.05 ELECTRIC SERVICE SALT CREEK 104.62 ELECTRIC SERVICE WCC 1,934.17 ELECTRIC SERVICE ABBEY 336.53 ELECTRIC SERVICE BERENS 2,532.37 ELECTRIC SERVICE BERENS/HUB 150.39 ELECTRIC SERVICE CONSERVATO 624.74 ELECTRIC SERVICE GLOS 72.88 ELECTRIC SERVICE 375 ADMIN 929.55 ELECTRIC SERVICE WILD MEADO\ 119.86 ELECTRIC SERVICE COURTS PLU~ 13,422.49 ELECTRIC SERVICE MANSION 741.01

Total: 24,203.03

WMTASH 2,389.00 Total: 2,389.00

B.A. OAK REMOVAL 1 '181 .50 WMTNC STUMPS 740.00

Total : 1,921.50

BUSINESS CARDS-FREELS 135.00 Total : 135.00

Page: 3

vchlist

03/15/2017 11 :23:46AM

Bank code : epd


Voucher Date Vendor Invoice --------------------------------------------------67733 3/17/2017 03382 DIMAGGIO, LI SA 0303201 7

67734 3/17/2017 07286 ELAN PHOTOGRAPHY, INC 03082017

67735 3/17/2017 00064 ELMHURST CHAMBER OF COMMERCE, & 9366

67736 3/17/2017 09533 ELMHURST MEMORIAL HOSPITAL, FOOD 17-041

67737 3/17/2017 00068 ELMHURST MEMORIAL HOSPITAL, OCCU 00034186-00

67738 3/17/2017 02644 FERGUSON ENTERPRISES #1550

00034979-00 00035005-00 00037333-00

376661 2 3806387

67739 3/17/2017 06257 FIRST COMMUNICATIONS, GLOBALCOM, 13352223

67740 3/17/2017 00092 FIRST NATIONAL BANK OF OMAHA, VISA 03022017

67741 3/1 7/2017 09761 FLIPSTAR GYMNASTICS

67742 3/1 7/2017 01379 GEMPLER'S, ACCOUNT#: 5525006

67743 3/17/2017 00694 GERMANIA SEED COMPANY

03092017 0309201 7A

SI03051855

243889

PO#

Page: 4

Description/Account Amount

NEON NIGHT 3/3/17 RW21213-01 360 .00

~~ Total : 360.00

PHOTOS-ANNUAL BOARD MEETIN< 350 .00 Total : 350.00

NOT-FOR-PROFIT BUSINESS 50-99 300.00 Total : 300.00

2/22/17 STRATEGIC PLAN WKSP C1 424.90 Total : 424.90

EMPLOYEE MEDICAL TESTING (2) 330.00 EMPLOYEE MEDICAL TESTING 110.00 EMPLOYEE MEDICAL TESTING (1) 36.00 EMPLOYEE MEDICAL TESTING (4) 254.00

Total : 730.00

ABBEY FOUNTAI N PARTS 5.35 BICENTENNIAL FOUNTAIN PARTS 72.00

Total : 77.35

VOIP LINES 1/23-2/22/17 391.01 Total: 391 .01

VARIOUS DISTRICT VISA CHARGE~ 11 ,590.06 Total : 11 ,590 .06

GIRLS TEAM ENTRIES 40.00 GIRLS TEAM ENTRIES 1,900.00

Total : 1,940.00

HAT/MASKS, LOPPERS 656.91 Total: 656.91

LOBELIA,PANSY,PORTULACA,VERI 427.50 Total: 427.50

Page: 4


03/15/2017 11:23:46AM Elmhurst Park District

Bank code: epd


67744 3/17/2017 06321 GUSSIES SLUSHIES, LLC 162 CONCESSION MERCHANDISE 129.00 Total: 129.00

67745 3/17/2017 02015 HOME DEPOT CREDIT SERVICES 02282017 MONTHLY HOME DEPOT CHARGE~ 1,931 .64 Total: 1,931 .64

67746 3/17/2017 00139 ILLINI POWER PRODUCTS CO CCN000102-1 GENERATOR ANNUAL INSPECTI Of\ 463.00 Total: 463.00

67747 3/17/2017 00096 ILLINOIS ASSOC PARK DISTRICTS, (IAPC 03092017 DISTINGUISHED AGENCY ENTRY F 500.00 Total: 500 .00

67748 3/17/2017 09315 INFINITY TRANSPORTATION MGMT, LLC 3570 BUS FOR 2/28/1 7 462 .00 Total: 462.00

67749 3/17/2017 02153 INOSHITA, MICHAEL 02242017 ft\CU\..\ / YOUTH KARATE 3,642.50

Total: 3,642.50

67750 3/17/2017 00140 KIEFT BROS., INC. 223026 PLUGS 8.66 Total: 8.66

67751 3/17/2017 03104 LEN'S ACE HARDWARE, INC. 307843/5 CLOTHSLINE (2) 17.98 308604/5 CM TANK SPRAYER 3 GAL 71 .98 310939/5 W ILDER PRESCHOOL-CAP/PLUG 10.48 311479/5 OFFICE SUPPLIES-FILE CABINET I< 14.96 311 482/5 KEYS FOR FILE CABINET RETURNI -4.98

Total: 110.42

67752 3/17/2017 09718 LOVELESS,KATHLYN 03062017 NON-RECITAL DANCE FEB SUPPLII 46.02

~·~· Total: 46.02

67753 3/17/201 7 00080 MCMASTER-CARR SUPPLY COMPANY 15290871 TRASH LIDS 403.60 15916422 PVC PIPES 61.20 16740190 PVC PIPE 6.10 16740520 PVC PIPES/FITIINGS 29.44

Total : 500.34

67754 3/1 7/201 7 06296 MENARDS-GLNDL HGTS, ATIN: FRONT E 45904 BRASS BALL FIP 30.59

Page: 5



Bank code: epd


67754 3/17/2017 06296 MENARDS-GLNDL HGTS, ATTN: FRONT E (Continued) 46629 FITTINGS/ADAPTERS-FOUNTAIN 6.58 471 88 DEPOT TOILET REPAIR KIT 27.76

Total: 64.93

67755 3/17/2017 01553 M-F ATHLETIC 2345849-00 VERTICAL MAT RACK WITH WHEEl 300.00 Total: 300.00

67756 3/17/2017 05113 MIURA DOJO 468932 RW11103-01 1/9-2/2/17 (4 STUDEN1 176.00

~P~Total: 176.00

67757 3/17/2017 09707 NETPULSE, INC 38810 NETPULSE APP-REWARDS FEATUI 990.00 Total: 990.00

67758 3/17/2017 00073 NORTHERN ILLINOIS GAS (NICOR) 13360309 NATURAL GAS SERVICE WILDER I' 103.24 26500310 NATURAL GAS SERVICE BU 272.93 53610310 NATURAL GAS SERVICE CV 123.06 77900310 NATURAL GAS SERVICE ELDRIDGE 162.95 92790309 NATURAL GAS SERVICE 447 W ARI 93.84 98770308 NATURAL GAS SERVICE ABBEY 275. 14

Total: 1,031 .16

67759 3/17/2017 09275 O'SULLIVAN, PAUL 03072017 REIMBURSEMENT-11 049 FUEL 26 .25

~~. Total: 26.25

67760 3/17/2017 04968 PACIFIC TELEMANAGEMENT SVCS 904916 PAYPHONE SERVICE ELDRIDGE 4/ 78 .00 Total: 78.00

67761 3/17/2017 00867 PADDOCK PUB/DAILY HERALD 03012017 SERVICE 3/1/17-2/27/18 154.40 Total: 154.40

67762 3/17/2017 00071 PDRMA 1488750342 AQUATICS RMI4/28/17-FERRENTif\ 35.00 Total: 35.00

67763 3/17/2017 00166 PHILLIP'S FLOWERS & GIFTS 0279996 BASKET 77.90 0285043 BASKET 70.90

Total: 148.80

Page: 6

vchlist

03/15/2017 11:23:46AM

Bank code: epd

Voucher Date Vendor

67764 3/17/2017 09752 POPEK, ANNE

67765 3/17/2017 09806 POWER OF DANCE, THE

67766 3/17/2017 00058 QUILL CORP.

67767 3/17/2017 00950 RANDALL INDUSTRIES

67768 3/17/2017 00420 REF'S INC.

67769 3/17/2017 06145 REVOLUTION DANCEWEAR

67770 3/17/2017 00132 RUSSO POWER EQUIPMENT

67771 3/17/2017 00133 SAVE-A-LIFE, INC.

67772 3/17/2017 04588 SEVEN STARS MARTIAL ARTS

67773 3/17/2017 00127 SHAW MEDIA/SUBURBAN LIFE


Invoice

03242017

02212017

4842535 4845446 4918584 4919264

166235

02272017

Sl-1437165 Sl-1454167

3780490 3780521

5450

2017-01

0217100714 1263394 1263396 1266815 1268144

Page: 7


HUB SEASON 2017 BANKS 800.00 Total: 800.00

POWER OF DANCE COMP. ENTRY 1,470.00 Total: 1,470.00

OFFICE-DESK SUPPLIES 193.43 OFFICE-DESK SUPPLIES 50.95 OFFICE-DESK SUPPLIES 72.84 MISC OFFICE SUPPLIES 38.11

Total: 355.33

ANNUAL SAFETY INSPECTION 345.50 Total : 345.50

FEB REF'S 1,330.00 Total : 1,330.00

SPARKLE THE BEAR COSTUMES 1,538.96 IN MY DREAM/CHANCES ARE cos· 373.91

Total: 1,912.87

EQUIPMENT PART 15.94 EQUIPMENT PART 6.32

Total : 22.26

CPR-AED CLASS 3/2/17 210.00 Total : 210 .00

TAl CHI p, 735.22 ~ Total : 735.22

SEQ/ADVERTISING 10.00 BIDS-PLUNKED PARK 73.08 BIDS-PLUNKED PK PLAYGROUND 90.24 BIDS-SPRAY PARK RESURFACE 107.40 BIDS-PAVING PROJECT 86.28

Page: 7

vchlist

03/15/2017 11 :23:46AM


Bank code: epd

Voucher Date Vendor Invoice

67773 3/17/2017 00127 00127 SHAW MEDIA/SUBURBAN LIFE (Continued)

67774 3/17/2017 05333 SMITH, BONNIE 03062017

67775 3/17/2017 06619 SPORTY'S CATERING 03062017

67776 3/17/2017 05196 ST. CHARLES GYMNASTICS, ATIN: KENf'.l 03072017

67777 3/17/2017 00469 TERMINIX INTERNATIONAL 14420098269

67778 3/17/2017 08384 THERMOSYSTEMS AFTERMARKET, DIVI!: 14943

67779 3/17/2017 01415 TREE TOWNS IMAGING & COLOR GRA, G 0000245725

67780 3/17/2017 06348 ULINE, ATIN: ACCOUNTS RECEIVABLE 84932068

67781 3/17/2017 00445 UNIQUE PRODUCTS & SERVICE 323830-1 324236

67782 3/17/2017 00951 VIKING AWARDS, INC. 31318A

67783 3/17/2017 07847 VILLA PARK ACE HARDWARE 8247/2 8257/2 8258/2

67784 3/17/2017 00477 VILLA PARK OFFICE EQUIPMENT 58903

Page: 8


Total: 367.00

SPRING STUDIO DECOR SUPPLIE~ 22.94

~·~. Total: 22.94

LUNCH FOR 3/24 PARTY 693.50 ~~~ Total: 693.50

BOYS TEAM ENTRIES 750.00 Total: 750.00

PEST INSPECTION/HUB 50.00 Total : 50.00

ED ROBERTS STANDARD LABOR 2 600.00 Total : 600.00

GARDENPLOTPOSTER 91 .80 Total: 91.80

5X3 PRESS ON ENVELOPE 70.41 Total: 70.41

AIR FRESHENERS 79.80 JANITORIAL SUPPLIES 206.24

Total: 286.04

BRAD ANDERSON 3/17/17 32.00 Total: 32.00

PARTS 1.70 PARTS 8.54 PARTS 7.59

Total: 17.83

DESK CHAIR-FELKAMP 219.99 Total: 219.99

Page: 8

vchlist

03/15/2017 11 :23:46AM

Bank code: epd


Voucher Date Vendor Invoice PO #

67785 --------------------------------------------------------------

3/17/2017 00671 WAREHOUSE DIRECT 3380845-1 3388084-1 C3373699-0 IN215764

67786 3/17/2017 07331 WASTE MANAGEMENT OF IL, INC, ATTN: 2758145-2009-2 2758146-2009-0 5951 014-2008-0 5951015-2008-7 5951 016-2008-5 5951017-2008-3 5951018-2008-1

67787 3/17/2017 08371 WELLS FARGO FINANCIAL LEASING, *SH 5003790625

67788 3/17/2017 00450 WHOLESALE DIRECT, INC.

67789 3/17/2017 06411 WINSTEAD, FRANCIS

67790 3/17/2017 08399 ZORO TOOLS, INC

87 Vouchers for bank code : epd

87 Vouchers in this report

5003790626

000226281

01212017 02042017

246123 INV2877815

Page: 9


CLEANERS 388.80 CLEANERS 388.80 CREDIT-BIOD BAGS -1.94 COURTS PLUS SERVICE 2/13-2/23! 589.46

Total: 1,365.12

REFUSE REMOVAL ABBEY 100.30 REFUSE REMOVAL ELDRIDGE PK 21 8.1 4 REFUSE REMOVAL BERENS 189.28 REFUSE REMOVAL COURTS 292.44 REFUSE REMOVAL GREENHOUSE 366.12 REFUSE REMOVAL WILDER 150.11 REFUSE REMOVAL WAGNER 128.90

Total: 1,445.29

COPIER LEASES: ADMIN, COURTS 259.78 COPIER LEASES: ADMIN, COURTS 1,153.02

Total: 1,412.80

11061 TIRE 109.38 Total: 109.38

TRAVEL REIMBURSEMENT 100.77 TRAVEL REIMBURSEMENT 48.12

Total: 148.89

FIRST AID SUPPLIES RETU RN -22.72 FIRST AID SUPPLIES 76.45

Total: 53.73

Bank total: 142,161.65

Total vouchers : 142,161 .65

Page: 9

3/2212017

vchlist

03/22/2017 2.10:17PM

Bank r edo : ep.;.

Voucher Oat& V~ndor ------

..,..,.., ,.f'WCI I ' J"f • ''\ l r.. ~ 1 • ..,_. •

~~eoltt-•~ ... ec~ ··• .,. j t!f' ~

~~r. r "l'Bi rei '.

Voucher Listing 3-24-17.pdf

Voucher List Elmhurst Park Oistnct

--- - -- :..P..::O:.:#:._ ____ 09S< I • ~..!!_o_!!!A ~O!;Jnl

Page : 7

- ---____ Arn<>un_!

https://mail .epd.org/owa!WebReadyView.aspx?t=att&id=RgAAAABTTwOzayETTrOSII%2f%2F.o2b1%2fTBwCvSigliWbERKBeREkz8tfXAAABsn9uAAASZI3ziA.. . 1/1

nmelesio

Typewritten Text

Agenda #8c

nmelesio

Typewritten Text

nmelesio

Typewritten Text

nmelesio

Typewritten Text

nmelesio

Typewritten Text

vchlist

03/22/2017 2:18:17PM

Bank code : epd


Page: 7

Voucher Date Vendor Invoice PO # Description/Account Amount ------------------ ----------------- -----''------------------Accounts Payable Check Date""C!1DD. .t= X\ a_L\ 1 a0 \1 Accounts Payable Run Total taCJ<JC)\ .q, I, the undersigned, hereby authorize the aforementioned

accounts payable check run for payment.

For the Elmhurst Park District Board of

Commissioners, by Commisioner ----------- Date:

I, the undersigned, hereby attest the authorization

signature of the above Commissioner. I, the undersigned,

also attest that the aforementioned accounts payable check

run has been accurately compiled in form and substance.

Page: 7

vchlist

03/22/2017 2:18:17PM

Bank code : epd

Voucher Date Vendor

67796 3/24/2017 00119 ADDISON ENGRAVING, INC.

67797 3/24/2017 00192 ALLIANCE PAPER & FOOD SRV


Invoice

90453

347933-00

67798 3/24/2017 00003 AMERICAN TELEPHONE & TELEGRAPH, ( 20010307

67799 3/24/2017 01957 ANDERSON LANDSCAPE SUPPLY V66895

67800 3/24/2017 00821 AQUA PURE ENTERPRISES, INC. 106313

67801 3/24/2017 09816 AT&T, INTERNET S660420420-17060

67802 3/24/2017 09068 BEYOND BINGO 0000602

67803 3/24/2017 07424 BRONZE MEMORIAL CO. 701827

67804 3/24/2017 02309 BURRIS EQUIPMENT CO. PS07877

67805 3/24/2017 08161 CARRICO AQUATIC RESOURCES, INC 20170622

67806 3/24/2017 00017 CITY OF ELMHURST 33538

67807 3/24/2017 00019 CITY OF ELMHURST-WATER 77300317 90520317

Page: 1

PO # Description/Account Amount

BROCHURE KEEPERS (12) 71.40 Total : 71 .40

PLATES,CREAMER,SUGAR 73.00 Total: 73.00

LONG DISTANCE SERVICE 50.47 Total : 50.47

DEPOT BRUSH DUMP 50.00 Total : 50.00

CALCIUM HYPO ACCUTABS 515.51 Total : 515.51

INTERNET SERVICE 550.67 Total : 550.67

3/13/17 YOGA CLASS 65.00 Total: 65.00

TREE MEMORIAL PLAQUES (2) 273.41 Total : 273.41

#11 037 CONTROLLER 218.47 Total: 218.47

SMALLEY POOL 10" PIPE REPAIR 496.52 Total: 496.52

CITY NEWSLETIER CALENDAR IN! 60.00 Total : 60.00

WATER CHARGES YORK COMMON 179.04 WATER CHARGES BUTIERFIELD F 82.93

Total: 261.97

Page: 1

vchlist

03/22/2017 2:18:17PM

Bank code : epd


Voucher Date Vendor Invoice PO # ~~---------------------------- ----------------------------

67808 3/24/2017 03292 CONSTELLATION NEW ENERGY, INC 0038401468-7 45

67809 3/24/2017 08046 CONSTELLATION NEWENERGY, - GAS Dl 0038420304

67810 3/24/2017 06135 CREATIVE IMAGERY, INC.


67812 3/24/2017 06213 DIRECTV

67813 3/24/2017 04365 DOVIDIO, MEAGAN

67814 3/24/2017 00078 EBEL'S ACE HARDWARE

11882

13852

30877329857

03212017 03212017A 03212017B

431670/4

67815 3/24/2017 09533 ELMHURST MEMORIAL HOSPITAL, FOOD 17-041 17-041A

67816 3/24/2017 00068 ELMHURST MEMORIAL HOSPITAL, OCCU 00035979-00

67817 3/24/2017 00086 ELMHURST POSTMASTER

67818 3/24/2017 02644 FERGUSON ENTERPRISES #1550

00037417-00 00037599-00

03162017

3806387-1 3814307 3823510

Page: 2


ELECTRIC SERVICE ELDRIDGE 323.95 Total : 323.95

SERVICE FOR 2/2017 9,426.74 Total : 9,426.74

INDOOR PICTURE CLASS (6 PARTII 300.00 Total : 300.00

FEB/MAR FUN TIMES 1,300.00 Total : 1,300.00

SATELLITE TELEVISION 243.99 Total : 243.99

JIMMY JOHNS ORDER-BRIDAL SHC 29.37 VISA GIFT CARD-BRIDAL SHOW 64.96 PINK NECKLACES-BRIDAL SHOW 19.90

Total : 114.23

SPRAY PAINT 6.28 Total : 6.28

2/22/17 STRATEGIC PLAN WKSP C1 424.90 3/22/17 CATERING VISION 2020-30 374.90

Total : 799.80

EMPLOYEE MEDICAL TESTING 108.00 EMPLOYEE MEDICAL TESTING 72.00 EMPLOYEE MEDICAL TESTING 36.00

Total: 216.00

CP MAILING-APRIL PROMO 5,300.00 Total : 5,300.00

BICENTENNIAL FOUNTAIN PVC AD1 13.62 BICENTENNIAL FOUNTAIN CXF AD1 101.16 ADMIN-FLAPPER ASSY/CLST CON~ 11.30

Page: 2

vchlist

03/22/2017 2:18:17PM Voucher List

Elmhurst Park District

Bank code: epd


67818 3/24/2017 02644 02644 FERGUSON ENTERPRISES #1550 (Continued)

67819 3/24/2017 07349 GOLDY LOCKS, INC 647064 647066 647067

67820 3/24/2017 09818 HAMPTON, ANDREA 03222017

67821 3/24/2017 01837 HARRISON & COMPANY 01879915

67822 3/24/2017 00089 ILLINOIS STATE POLICE, BUREAU OF IDE 03162017

67823 3/24/2017 00085 J.C. LICHT 03014435

67824 3/24/2017 00103 KH KIM TAEKWONDO, ORIENTAL ARTS 03082017

67825 3/24/2017 03104 LEN'S ACE HARDWARE, INC. 306751/5 311506/5 311508/5 311511/5 311513/5 311543/5 311557/5

67826 3/24/2017 00287 LUSCOMBE MUSIC 6515

67827 3/24/2017 05115 MAGIC OF GARY KANTOR 0316201 7

67828 3/24/2017 00080 MCMASTER-CARR SUPPLY COMPANY 16352596

Page: 3


Total: 126.08

ADMIN HARDWARE/FOBS 500.00 WAGNER HARDWARE/INSTALL 1,715.00 SUGAR CREEK HARDWARE/INSTAl 2,230.00

Total: 4,445.00

ADDITIONAL PETIY CASH-SERVICI 37.50

Total: 37.50

PAINT,PAPER,MARKERS,CRAYONS 394.37

Total : 394.37

ORI# PK9804331 CC507 ESCROW f 630.00

Total: 630.00

PAINT SUPPLIES-MANSION 61 .22

Total : 61.22

WINTER TAEKWONDO 4,992.00

Total : 4,992.00

DANCE RECITAL SUPPLIES 33.98 WASHER VALVE/3" FLAPPER 17.48 SILICONE/CAP BOLT 10.98 NUT DRIVER,MASONRY DRILL BIT, 17.96 BOWL BRUSH 4.99 HOOVER CARPET CLEANER 19.99 RETURN-3" FLAPPER -14.99

Total: 90.39

PIANO LESSON BOOKS 347.09

Total : 347.09

MARVELOUS MAGIC RW21200-02 ~ 208.00

Total : 208.00

DRINKING FOUNTAIN-COURTS 571.23

Page: 3

vchlist

03/22/2017 2:18:17PM Voucher List


Bank code : epd


67828 3/24/2017 00080 MCMASTER-CARR SUPPLY COMPANY (Continued) 17633552 18029706

67829 3/24/2017 06660 MELESIO, NIMFA 03102017

67830 3/24/2017 06296 MENARDS-GLNDL HGTS, ATIN : FRONT E 2203458767 47481

67831 3/24/2017 08891 MENARDS-MLRS PARK, ATIN: FRONT EN 69733

67832 3/24/2017 05612 MINOGUE, MONICA 413

67833 3/24/2017 05113 MIURA DOJO 468934

67834 3/24/2017 00073 NORTHERN ILLINOIS GAS (NICOR) 05610314

78060315

67835 3/24/2017 04728 PETERSON PIANO SERVICE 7138

67836 3/24/2017 09752 POPEK, ANNE 03202017

67837 3/24/2017 03603 PORTER PIPE & SUPPLY CO. 11 557735-00

67838 3/24/2017 09807 QUANTUM MARKETING 20657

67839 3/24/2017 00058 QUILL CORP. 5079405

Page: 4


PVC PIPE FITIING 5.44 BERENS NET CLIPS 82.75

Total : 659.42

375 BEVERAGES-REIMBURSEMEN. 27.99

Total : 27.99

FLAPPER RETURN -9.26 PVC REPAIR FLANGE 18.99

Total: 9.73

375 TOILET-2ND FLOOR 24.88 Total : 24.88

STAGEPLAY WINTER/SPRING 2017 4,472.50

Total : 4 ,472.50

KARATE W INTER (4) 154.00

Total: 154.00

NATURAL GAS SERVICE ADMIN 380.96 NATURAL GAS SERVICE DEPOT 121 .76

Total : 502.72

PIANO REPAIRS-KAWAIIFEURICH 90.00

Total : 90.00

EXTRA BANK-HUB POS 3 200.00

Total : 200.00

CENTENIAL FOUNTAIN PARTS 44.77

Tota l : 44.77

2017 SPRING CATALOGS 13,119.75

Pn "1\ "~ Total : 13,119.75

OFFICE-DESK SUPPLIES 57.94

Page: 4

vchlist

03/22/2017 2:18:17PM

Bank code: epd

Voucher Date Vendor

67839 3/24/2017 00058 QUILL CORP.

67840 3/24/2017 00133 SAVE-A-LIFE, INC.

67841 3/24/2017 07483 SCOUT ELECTRI C SUPPLY CO.

67842 3/24/2017 00127 SHAW MEDIA/SUBURBAN LIFE

67843 3/24/2017 02570 SPORTSMITH

67844 3/24/2017 05926 SUBURBAN WELDING & STEEL, LLC

67845 3/24/2017 00678 SUNBURST SPORTSWEAR


Invoice

(Continued) 5110932 763315

5451

161966

1263394 1263396 1266815 1268144

980996

67458

116275 116276 116277 116280 11 6281 116282 116285

67846 3/24/2017 01415 TREE TOWNS IMAGING & COLOR GRA, G 0000246468

67847 3/24/2017 05626 TRESSLER LLP 380384

Page: 5


OFFICE-DESK SUPPLIES 6.99 CREDIT-OFFICE SUPPLY RETURN -6.99

Total: 57.94

CPR-AED CLASS 3/13/17 210.00 Total: 210.00

ELECTRICAL SUPPLIES 993.40 Total : 993.40

BIDS-PLUNKETI PARK 73.08 BIDS-PLUNKETI PK PLAYGROUND 90.24 BIDS-SPRAY PARK RESURFACE 107.40 BIDS-PAVING PROJECT 86.28

Total : 357.00

TREADMILL LUBRICATION/TUBING 116.64 Total: 116.64

11069 REPAIR 133.50 Total : 133.50

T-SHIRT BID COURTS 2017-7 650.16 T-SHIRT BID FACILITIES 2017-12 300.96 T-SHIRT BID FACILITIES 2017-14 318.80 T-SHIRT BID REC 2017-22 542.54 T-SHIRT BID REC 2017-24 719.18 T-SHIRT BID REC 2017-26 365.52 T-SHIRT BID FACILITIES 2017-40 175.20

Total: 3,072.36

BOARD PRINT-4MM COROPLAST 156.00

Total : 156.00

LEGAL SERVICES 1,289.66 Total : 1,289.66

Page: 5

vchlist

03/22/2017 2:18:17PM


Bank code : epd

Voucher

67848

67849

Date Vendor Invoice --------------------------------------------------3/24/2017 00041 VERIZON WIRELESS

3/24/2017 07847 VILLA PARK ACE HARDWARE

9782022892

8260/2 8310/2

67850 3/24/2017 00036 WEST SUBURBAN OFFICE PRODUCTS 185070

67851 3/24/2017 00035 WEST TOWN REFRIGERATION/RMC Sl2046953



PO#

Page: 6


CELLULAR PHONE SERVICE 2/13-2 1,581.81 Total : 1,581 .81

PARTS 5.97 PARTS 0.95

Total : 6.92

OFFICE/DESK SUPPLIES 150.65 Total : 150.65

HVAC MONTHLY MAINT-SERV/MAN 521.27 Total : 521.27

Bank total : 60,001 .97

Total vouchers : 60,001.97

Page: 6

3/30/2017

lmetzler

Typewritten Text

Agenda #8c

lmetzler

Typewritten Text



Bank code: epd

Voucher Date Vendor Invoice PO # Description/Account Amount

67861 3/31/2017 06961 ACKER,GARRETI 02252017 MILEAGE REIMBURSEMENT 32.01 Total: 32.01

67862 3/31/2017 09091 ADAMCZYK, KATERINA 03172017 MILEAGE REIMBURSEMENT 95.87 Total : 95.87

67863 3/31/2017 00119 ADDISON ENGRAVING, INC. 90348 SIGNS (2) 112.00 Total : 112.00

67864 3/31/2017 08420 ADDISON ICE ARENA ELMWINTER1-2017 WINTER-TOT 7,675.20 Total: 7,675.20

67865 3/31/2017 07036 AMBROSIA MARBLE SERVICE 405 REMOVE/REPLACE GROUT AND W 500.00 Total: 500.00

67866 3/31/2017 01957 ANDERSON LANDSCAPE SUPPLY v66939 HUB MULCH 120.00 v66943 HUB MULCH 120.00 v66953 SC BULLPEN SCREENINGS 75.00 v66959 SC BULLPEN SCREENINGS 75.00 v66960 HUB MULCH 650.00 v66962 SC BULLPEN SCREENINGS 50.00

Total: 1,090.00

67867 3/31/2017 06679 AQUAGENICS TECH, INC. 8216 KIDS PLUS STICKERS/BODY PUMP 1,872.06 Total : 1,872.06

67868 3/31/2017 00030 AT&T 86710319 TELEPHONE SERVICE 2/20-3/19/17 3,185.31 Total : 3,185.31

67869 3/31/2017 00030 AT&T 11710319 TELEPHONE SERVICE 396.60 Total: 396.60

67870 3/31/2017 09068 BEYOND BINGO 0000603 3/20 YOGA CLASS 65.00 0000604 3/27 YOGA CLASS 65.00

Total : 130.00

67871 3/31/2017 08449 BRICKS 4 KIDZ OAK BROOK 03212017 ONSITE FIELD TRIP-SPRING BREAI 400.00

Page: 1

vchlist

03/29/2017 11 :1 9:11AM

Bank code : epd

Voucher Date Vendor

67871 3/31/2017 08449 08449 BRICKS 4 KIDZ OAK BROOK

67872 3/31/2017 06759 BUMPER TO BUMPER

67873 3/31/2017 09229 CARMONA, SUZANNE

67874 3/31/2017 00433 CASE LOTS

67875 3/31/2017 06429 CHEMSEARCH, NCH CORPORATION

67876 3/31/2017 09314 CINTAS FIRST AID & SAFETY 0343

67877 3/31/2017 00017 CITY OF ELMHURST

67878 3/31/2017 00017 CITY OF ELMHURST

67879 3/31/2017 00019 CITY OF ELMHURST-WATER

67880 3/31/2017 00010 COMCAST

67881 3/31/2017 08518 COMCAST BUSINESS

67882 3/31/2017 00021 COMMONWEALTH EDISON


67884 3/31/2017 00321 DISCOUNT SCHOOL SUPPLY


Invoice

(Continued)

492-255341

03122017

002657

2642511

5007461164

03232017

33561

10920324

31000321

51425132

80850322

13918

P35435580101

PO # Description/Account

Total:

#11046 LAMP Total :

MILEAGE REIMBURSEMENT Total:

CUSTODIAL SUPPLIES Total :

DRAIN TREATMENT Total:

FIRST AID SUPPLIES Total:

GARDEN PLOT PERMIT FEE Total :

#11 069 PARTS Total:

WATER CHARGES CRESTVIEW FIE Total :

MONTHLY INTERNET SERVICE COl Total :

COM CAST WAN EVPL Total:

ELECTRIC SERVICE PR PATH Total :

SWIM PUNCH CARDS Total:

MISC. SUPPLIES

Page: 2

Amount

400.00

4.69 4.69

28.80 28.80

318.40 318.40

143.44 143.44

118.18 118.18

1,394.00 1,394.00

35.01 35.01

80.02 80.02

144.90 144.90

5,045.78 5,045.78

143.38 143.38

75.00 75.00

127.82

Page: 2



Bank code : epd


67884 3/31/2017 00321 00321 DISCOUNT SCHOOL SUPPLY (Continued) Total: 127.82

67885 3/31/2017 00086 ELMHURST POSTMASTER 03162017A SUMMER BROCHURE POSTAGE 4,182.00 Total : 4,182.00

67886 3/31/2017 01522 EXTRACTOR CORPORATION 17-531 SUITMATE 1,195 .00 Total: 1,195.00

67887 3/31/2017 02644 FERGUSON ENTERPRISES #1 550 3827026 LF 3/8 DUAL CHK BFP BRZ I LF 3/8) 38.39 Total: 38.39

67888 3/31/2017 02622 FITNESS FIRST 1814756 KETILEBALLS/TROY RACK 647.92 Total : 647.92

67889 3/31/2017 07397 FUN EXPRESS 682671849-01 DANCE CAMP SUPPLIES 188.51 Total : 188.51

67890 3/31/2017 05684 GEORGELO PIZZA - CHICAGO, INC. 13706 CONCESSIONS 176.81 Total: 176.81

67891 3/31/2017 00694 GERMAN lA SEED COMPANY 244499 SALVIA, PETUNIA 76.31 Total: 76.31

67892 3/31/2017 00326 GOLD MEDAL- CHICAGO, INC. 320904 CONCESSIONS 359.98 Total: 359.98

67893 3/31/2017 07349 GOLDY LOCKS, INC 647352 LABOR-CARD ACCESS SYSTEM 150.00 Total: 150.00

67894 3/31/2017 09820 HASSLER, KEVI N 01102017 MILEAGE REIMBURSEMENT 3.79 Total: 3.79

67895 3/31/2017 01509 HEAD/PENN RACQUET SPORTS 5192561015 RACQUET SPORT EQUIPMENT/SUf 229.81 5192563908 RACQUET SPORT EQUIPMENT/SUf 125.49 5192564042 RACQUET SPORT EQUIPMENT/SUf 76.27

Total: 431.57

67896 3/31/2017 00190 IGFOA 03242017 IGFOA MEMBERSHIP 440.00

Page: 3

vchl is t

03/29/2017 11 :19 :11AM

Bank code : epd


Voucher Date Vendor Invoice PO# ~------------------------------ ----------------------------

67896 3/31/2017 00190 00190 IGFOA (Continued)

67897 3/31/2017 06106 IL DEPT OF AGRICULTURE, BUREAU ENV 03202017

67898 3/31/2017 05444 IL DEPT OF CENTRAL MANAGEMENT, SV• !1725598

67899 3/31/2017 05105 ILLINOIS MEDI CAR, INC 6552-03232017-1241

67900 3/31/2017 00089 ILLINOIS STATE POLICE, BUREAU OF IDE 03222017

67901 3/31/2017 02153 INOSHITA, MICHAEL, ELMHURST TANG St 03242017

67902 3/31/2017 00535 LAKE VIEW NATURE CENTER, OAKBROO 03032017

67903 3/31/2017 03104 LEN'S ACE HARDWARE, INC. 311579/5 311614/5

67904 3/31/2017 00633 LIFE FITNESS 5242642 5244060

67905 3/31/2017 00287 LUSCOMBE MUSIC 6537

67906 3/31/2017 00080 MCMASTER-CARR SUPPLY COMPANY 18039231

67907 3/31/2017 06660 MELESIO, NIMFA

18600115 18928723

03212017

Page: 4


Total: 440.00

PESTICIDE LICENSE - APPLICATOF 50.00 Total : 50.00

INTERNET CONNECTION 140.00 Total: 140.00

SPECIAL NEEDS TRANSPORTATIOI 1,760.00 Total: 1,760.00

ORI# PK9804331 CC507 ESCROW I 160.00 Total : 160.00

YOUTH KARATE 3,779.37 Total: 3,779.37

ENVIRONMENTAL CLASSES AA 1,236.00 Total : 1,236.00

FORMAL GARDEN PLAQUE INSTAL 8.10 6PK/ROLLER BRUSHES 9.99

Total: 18.09

BIKE CLUTCH SERVICE TRIP/LABO 210.00 71N LCD UPGRADE KIT 359.58

Total : 569.58

PIANO LESSON BOOKS 43.14 Total: 43.14

STAINLESS STEEL ROD/BAR 75.73 STEEL HOUSING EXIT LIGHT AC W 130.72 GOAL WHEELS 51 .84

Total : 258.29

KEYS FOR FILE CABINET 5.38

Page: 4



Bank code: epd


67907 3/31/2017 06660 06660 MELESIO, NIMFA (Continued) Total : 5.38

67908 3/31/2017 09734 MENDEZ, TAMARA 03122017 MILEAGE REIMBURSEMENT 32 .01

03192017 MILEAGE REIMBURSEMENT 19.26 Total : 51 .27

67909 3/31/2017 07652 MIDWEST INST OF PARK EXECUTIVE 03232017 ANNUAL DUES 25.00

Total: 25.00

67910 3/31/2017 00076 NCPERS GROUP LIFE INSURANCE, C/0 r 01120417 EMPLOYEE SUPPLEMENTAL INS. 32.00

Total: 32.00

67911 3/31/2017 00159 NUTOYS LEISURE PRODUCTS 45697 BUTTERFIELD PARK REPAIRS 321.00

Total: 321 .00

67912 3/31/2017 09310 OPTIMA PLUMBING SUPPLY, LLC 50371 ELDRIDGE WOMEN'S CLOSET REF 24.98

Total : 24.98

67913 3/31/2017 00338 OTIS ELEVATOR COMPANY CY19283001 TESTING 12/1/16 375.00

Total : 375.00

6791 4 3/31/2017 09731 PANIK, BERNADETTE 02262017 MILEAGE REIMBURSEMENT 32.01

03122017 MILEAGE REIMBURSEMENT 28.80 03192017 MILEAGE REIMBURSEMENT 9.63

Total : 70.44

67915 3/31/2017 09376 PARKER, ROBERT 03072017 MILEAGE REIMBURSEMENT 13.91 03222017 MILEAGE REIMBURSEMENT 4.28

Total: 18.1 9

67916 3/31/2017 07575 PAYNE, DANIEL 03232017 NEW EMPLOYEE LUNCH X4 31.83

Total: 31 .83

67917 3/31/2017 09616 PLOTZ, RICHARD 0322201 7 INFLUENT STICKERS FOR SMALLE 10.00

Total : 10.00

67918 3/31/2017 03603 PORTER PIPE & SUPPLY CO. 11560940-00 PVC BUSHING-BICENTENNIAL FOL 7.44

Page: 5

vchlist

03/29/2017 11:19:11AM

Bank code : epd


Voucher Date Vendor Invoice PO#

67918

67919

67920

67921

67922

67923

67924

67925

67926

67927

------------------------------------------------------------3/31/2017 03603 03603 PORTER PIPE & SUPPLY CO.

3/31/2017 00058 QUILL CORP.

3/31/2017 00420 REF'S INC.

3/31/2017 06145 REVOLUTION DANCEWEAR

3/31/2017 05633 ROCK 'N' KIDS, INC.

3/31/2017 09819 SASANELLI, NICHOLAS

3/31/2017 09811 SLIDECARE, LLC

3/31 /2017 03348 SMENTEK, SUSAN

3/31/2017 00892 STORKS & MORE SIGN COMPANY

3/31/2017 00678 SUNBURST SPORTSWEAR

5031068

5041208 5093274 5179001 5290618 5343692

(Continued)

01272017

si-1446517

ELMWII17

12042016

35563

03222017

03272017

116278

116283 11 6287 116288 116291

Page: 6


Total: 7.44

PPE-SAFETY GLASSES 25.08 OFFICE SUPPLIES 26.33 OFFICE SUPPLIES 8.50 OFFICE-DESK SUPPLIES 35.97 OFFICE-DESK SUPPLIES 16.99 CHAIR MAT-OPEN DESK 1ST FL 51.99

Total: 164.86

JAN REFS 1,680.00

Total: 1,680.00

657 HIP TO BE SQUARE 214.95 Total: 214.95

KID ROCK/TOT ROCK WINTER SES 944.00

Total: 944.00

MILEAGE REIMBURSEMENT 1.89

Total: 1.89

DEPOSIT-SMALLEY WATERSLIDE F 7,677.00

Total : 7,677.00

SPRING BREAK DANCE CAMP CR.A 12.57

Total: 12.57

BALLOON SPRAYS FOR HEALTH FJ 84.00

Total : 84.00

T-SHIRT BID REC 2017-3 432.76 T-SHIRT BID REC 2017-28 41 8.80 T-SHIRT BID REC 2017-46 126.40 T-SHIRT BID REC 2017-47 343.00 T-SHIRT BID REC 2017-25 216.86

Total: 1,537.82

Page: 6

vchlist

03/29/2017 11 :19:11AM

Bank code : epd


Voucher Date Vendor Invoice --------------------------------------------------67928 3/31/2017 01415 TREE TOWNS IMAGING & COLOR GRA, G 0000246526

67929 3/31/2017 00951 VIKING AWARDS, INC.

67930 3/31/2017 07847 VILLA PARK ACE HARDWARE

67931 3/31/2017 00154 VILLA PARK ELECTRIC SUPPLY CO

67932 3/31/2017 06395 VISION LEAP A V

67933 3/31/2017 00671 WAREHOUSE DIRECT

0000246827

31342A

8400/2 8420/2 8426/2

01908941

2196

3400250-0 3400264-0 3400847-0

67934 3/31/2017 00036 WEST SUBURBAN OFFICE PRODUCTS 185157

67935 3/31/2017 06411 WINSTEAD, FRANCIS



185242

02262017 03192017

PO #

Page: 7


PLOTTING B/W 20LB BOND 94.50 2017 HEALTH FAIR POSTER 157.50

Total: 252.00

BENCH PLAQUE 22.00 Total: 22.00

PARTS 6.17 PARTS 4.75 PARTS 19.91

Total: 30.83

ELECTRICAL SUPPLIES 110.41 Total: 110.41

SPEAKER SYSTEM TRACING 480.00 Total: 480.00

TISSUES,TOWELS,BIOD BAGS,BLE 506.47 TOWELS 383.40 CLEANER 172.73

Total: 1,062.60

OFFICE/DESK SUPPLIES 4.58 OFFICE/DESK SUPPLIES 90.00

Total: 94.58

MILEAGE REIMBURSEMENT 32.01 MILEAGE REIMBURSEMENT 9.63

Total: 41.64

Bank total: 54,436.90

Total vouchers : 54,436.90

Page: 7

Agenda #8d

E L M H U R S T P A R K D I S T R I C T B O A R D O F P A R K C O M M I S S I O N E R S M E M O R A N D U M

DATE: April 10, 2017 TO: Board of Park Commissioners FROM: James W. Rogers, Executive Director Nimfa S. Melesio, Administrative Office Manager RE: DISPOSAL ORDINANCE O-05-17

ISSUE Prior to the disposing or selling of the District’s personal property, the Board must approve an ordinance specifying the property being disposed and the method(s) of disposal. DISCUSSION In accordance with State Law (as specified in the Park District’s Administrative Policy Manual – Chapter 1: Section 5.4 and Section 8-22 of the Park Code), if the District owns personal property that is no longer necessary, useful to, or in the best interest of the District, three-fifths of the Board may authorize the disposal, trade in, donation, or sale of the property in any designated manner (with or without advertising the sale) by passage of an ordinance. Disposal of any equipment will be in compliance with local, county, and state regulations. RECOMMENDATION That the Board of Park Commissioners approve Ordinance O-05-17 for the disposal of listed items and authorizes the Park Board President and Secretary to execute said ordinance. Thank you. Attachment: Ordinance O-05-17

ELMHURST PARK DISTRICT ORDINANCE NUMBER O-05-17

AN ORDINANCE AUTHORIZING AND PROVIDING FOR THE SALE OR OTHER CONVEYANCE OF SURPLUS PERSONAL PROPERTY OF THE ELMHURST PARK DISTRICT, DUPAGE AND COOK COUNTIES, ILLINOIS.

* * * * * * * * * * * * * WHEREAS, the Elmhurst Park District, DuPage and Cook Counties, Illinois ("Park

District") owns the following office, electronic, computer, building, vehicular, maintenance, exercise, and recreational equipment: Items to be disposed: One (1) 2007 Paramount plate loaded Bicep Curl, One (1) 2007 Paramount plate loaded Tricep Press, One (1) 2007 Paramount plate loaded Lat Pull, One (1) 2007 Paramount plate loaded Shoulder Press, One (1) 2003 Body Masters Standing Hack Squat, One (1) Cyber T row, One (1) Cyber Power Cage; and One (1) two drawer filing cabinet; Eighteen (18) preschool chairs; and Items to be auctioned: One (1) 1993 GMC Sierra 2500, VIN #1GTFC24H8P2551909, 5L gas engine, 42,204 miles. Running condition. Rust on body. Sold as is; One (1) 1991 Ryan GA30 Aerator, Model #544875, Engine: Kohler M18Q, Unknown hours, runs and drives but rear aerator assembly is not operational, sold as-is/poor condition, One (1) Kifco B130 water reel. Worked when last used in 2014. Sold as-is/condition unknown; One (1) 1990 Club Car golf cart. Rear tray instead of bag rack. Engine runs. Aluminum frame in fair condition. Fiberglass body in poor condition. Painted orange. Sold as-is/poor condition; One (1) 1990's Ryan Mataway Seeder. Briggs and Stratton engine. Runs and operates as usual. Sold as-is/fair condition; One (1) 40hp electric motor. U.S. Motor, 3 phase, 460 volts, 3510 RPM, 286JP frame. Worked when removed from service. Current condition unknown. Sold as-is/condition unknown; One (1) 11 round outdoor tables, thermoplastic coated steel, color fading and peeling paint, Sold as-is/fair condition; One (1) Honda GX270 with 2 inch Monarch Industries water pump Model ACGF8CDLP. Sold as-is/condition unknown; Lot of string trimmer parts and reciprocator. One (1) Echo string trimmer shaft, One (1) RedMax G2KC with reciprocator; and

WHEREAS, pursuant to Section 8-22 of the Park District Code (70 ILCS 1205/8-22) ("Code"), every park district is authorized to sell or convey any personal property that in the opinion of three-fifths of the members of the Board of Park Commissioners then holding office is no longer necessary, useful to, or for the best interests of the park district; and

WHEREAS, the Board of Park Commissioners of the Park District ("Board") has reviewed a staff report finding that the Equipment is no longer necessary, useful to or for the best interests of the Park District and recommending its disposal, sale, donation or trade and the Board concurs with the findings and recommendations contained in the staff report.

NOW, THEREFORE, IT IS HEREBY ORDAINED by the Board of Park Commissioners of the Elmhurst Park District, DuPage and Cook Counties, Illinois, as follows:

Section 1. The Board finds that all of the recitals contained in the preamble to this Ordinance are true and correct and does hereby incorporate them in this Ordinance by this reference.

Section 2. The Board finds that the Equipment is no longer necessary, useful to or for the best interests of the Park District and declares it to be for the best interests of the Park District and its residents to dispose of the Equipment in the terms set forth in the staff report.

Section 3. The Board authorizes and directs the Executive Director of the Park District to take such action necessary to dispose of the Equipment as herein authorized.

Section 4. This Ordinance shall be in full force and effect after its adoption as provided by law. Adopted this 10th day of April, 2017, by the affirmative vote of three-fifths of the members of the Board of Park Commissioners.

Ayes:

Nayes:

Absent:

President, Board of Park Commissioners of the Elmhurst Park District

ATTEST: Secretary, Board of Park Commissioners of the Elmhurst Park District (S E A L)

STATE OF ILLINOIS ) )SS. COUNTY OF DUPAGE )

SECRETARY'S CERTIFICATE

I, do hereby certify that I am Secretary of the Board of Park Commissioners of the Elmhurst Park District, DuPage and Cook Counties, Illinois, and as such official, I am keeper of the records, ordinances, files and seal of said Park District; and,

I HEREBY CERTIFY that the foregoing instrument is a true and correct copy of:

AN ORDINANCE AUTHORIZING AND PROVIDING FOR THE SALE OR OTHER CONVEYANCE OF SURPLUS PERSONAL PROPERTY OF THE ELMHURST PARK DISTRICT, DUPAGE AND COOK COUNTIES, ILLINOIS.

adopted at a duly called Regular Meeting of the Board of Park Commissioners of the Elmhurst Park District, held at Elmhurst, Illinois, in said District at 7:00 p.m. on the 10th day of April, A.D. 2017.

I FURTHER CERTIFY that the deliberations of the Board on the adoption of said ordinance were conducted openly, that the vote on the adoption of said ordinance was taken openly, that said meeting was called and held at a specified time and place convenient to the public, that notice of said meeting was duly given to all of the news media requesting such notice, that said meeting was called and held in strict compliance with the provisions of the Open Meetings Act of the State of Illinois, as amended, and with the provisions of the Park District Code of the State of Illinois, as amended, and that the Board has complied with all of the provisions of said Act and said Code and with all of the procedural rules of the Board.

IN WITNESS WHEREOF, I hereunto affix my official signature and the seal of the Elmhurst Park District at Elmhurst Illinois this 10th day of April , 2017

James W. Rogers, Secretary, Board of Park Commissioners Elmhurst Park District

(S E A L)

Agenda #8e


DATE: April 10, 2017

TO: Board of Park Commissioners

FROM: James W. Rogers, Executive Director Angela Ferrentino, Director of Parks and Facilities E. Anne Scheppele, Division Manager-Facilities Katie E. Nelson, Program Manager-Facilities RE: PURCHASE OF LIQUID CHLORINE (SODIUM HYPOCHLORITE) AND

LIQUID SODIUM BISULFATE FOR OUTDOOR POOLS

ISSUE Chlorine-based disinfectants are among the most frequently applied disinfectants and oxidizers for swimming pool treatment. It is projected that the District will use approximately 8,000 gallons of liquid chlorine (sodium hypochlorite) during the 2017 pool season at East End and Norman P. Smalley Pools. Another chemical vital to pool treatment is sodium bisulfate, which balances the water’s pH levels. It is estimated that the outdoor pools will utilize approximately 4,000 gallons of sodium bisulfate during the 2017 pool season. Sodium bisulfate is available in both a solid granular form and as a liquid. The Park District has chosen to use the liquid form due to its safety and cost effectiveness. DISCUSSION A legal notice for the delivery of liquid chlorine and liquid sodium bisulfate to East End and Norman P. Smalley Pools was placed in a local newspaper on March 3, 2017 and bid specifications were emailed to five companies. The public bid opening was held on March 20, 2017 and the following bid was submitted:

Company

Price per Gallon Liquid

Chlorine Price per Gallon

Liquid Sodium Bisulfate Hawkins, Inc.

$1.56 $2.49

Hawkins, Inc. of Peotone, Illinois provided pricing for both liquid chlorine and liquid sodium bisulfate as specified in the bid documents. The District contracted with Hawkins last year for the delivery of liquid chlorine and liquid sodium bisulfate to the outdoor pools and staff believes they are a responsible bidder capable delivering a high service level and of meeting the required specifications. In 2016 Hawkins, Inc. price was $1.54/gallon (proposed $.02 increase in 2017) for liquid chlorine and $2.49/gallon for liquid sodium bisulfate (same as 2016 price). Reference checks were completed with the Mundelein, Wheaton, and Woodridge Park Districts.

Funds for liquid chlorine and liquid sodium bisulfate in the amount of $22,607 have been included in the appropriate line item in the FY 2017 budget. The bid tally sheet is attached for your review. RECOMMENDATION That the Board of Park Commissioners 1) approves the purchase of liquid chlorine (sodium hypochlorite) in the amount of $1.56 per gallon, and liquid sodium bisulfate in the amount of $2.49 per gallon from Hawkins, Inc., of Peotone, IL, and; 2) authorizes the Executive Director to execute said contract accordingly. Thank you. Attachment: Bid Tally Sheet

CONTRACTOR

1 '

·Hawf:tn.s ,l nc,

2.

3. --

4.

Witnessed.

ELMHURST PARK DISTRICT

2017- Delivery of Sodium Hypochlorite, 15%, and Liquid Sodium Bisulfate, 40%

Bid Opening- Monday, March 20, 2017 -1:00p.m.

Company/ Contractor Contractor Substance Sub-Total Sub-Total Contact Reference Compliance Abuse

Info. Sheet & Prevention Price per Gallon Price per Gallon Sheet Certifications Program Sodium Liquid Sodium

Attachment Certification Hypochlorite, 15% Bisulfate, 40%

~ 1 ~ s· tp I ~2.YCj/ X X X X LJ C( I :1 a .

17

TOTAL

Price Per Gallon Sodium Hypochlorite, 15%

Plus Liquid Sodium Bisulfate, 40%

't ~ .OS ( ga I

Agenda #9a (1)

E L M H U R S T P A R K D I S T R I C T

B O A R D O F P A R K C O M M I S S I O N E R S M E M O R A N D U M

DATE: April 10, 2017 TO: Board of Park Commissioners

FROM: James W. Rogers, Executive Director Laura Guttman, Strategy and Planning Coordinator RE: VISION 2020 SECOND STRATEGIC PLANNING WORKSHOP ISSUE As a follow-up to the Board’s February 12, 2017 and staff’s February 22 and March 22, 2017 strategic planning workshops, PROS Consulting and The Lakota Group will facilitate a second workshop with the Board to review the outcomes of the staff workshops and finalize the draft District’s values, mission and vision and strategic priorities for the staff to begin creating the 2018-20 Strategic Action Plan. DISCUSSION At the second Board strategic planning workshop, Neelay Bhatt from PROS Consulting will review the progress made and the next steps for the strategic planning process and present the staff’s work on the District’s values, mission and vision and preliminary strategic priorities. He will also facilitate the Board’s discussion on developing and reaching consensus on the overall District values, mission, and vision and 2018-20 strategic priorities. To prepare for the workshop, The Lakota Group and PROS Consulting provided the attached agenda and Vision 2020 - Strategic Planning Summary memorandum, which details the strategic planning process and findings to date. RECOMMENDATION That the Board of Park Commissioners review the attached summary memorandum, participate in the second Strategic Planning Workshop at the April 10, 2017 Board meeting, and reach consensus on the District’s values, mission, and vision and 2018-20 strategic priorities. Thank you. Attachment: The Lakota Group and PROS Consulting Strategic Planning Workshop Agenda

The Lakota Group and PROS Consulting Vision 2020 - Strategic Planning Summary

MEETING AGENDA


TIME: 7:00PM

LOCATION: Park District Administration Office

INVITEES: Elmhurst Park District Board of Commissioners

Jim Rogers, Elmhurst Park District (EPD)

Laura Guttman, Elmhurst Park District (EPD)

Cassandra Rice, The Lakota Group

Neelay Bhatt, PROS Consulting, Inc.

RE: Strategic Planning Board Meeting #2

ITEMS TO BE DISCUSSED:

1. Review and Discussion of Staff Values, Vision and Mission

2. Confirm Overall EPD Values, Vision and Mission Statements

3. Review Strategic Priorities (from staff work session)

4. Board Feedback / Approval on Strategic Priorities and Next Steps

MEMORANDUM

TO: Elmhurst Park District Board of Commissioners

FROM: Cassandra Rice, The Lakota Group

CC: Jim Rogers, Elmhurst Park District

Laura Guttman, Elmhurst Park District

Siraj Asfahani, The Lakota Group

Valerie Poulos, The Lakota Group


RE: Vision 2020 – Strategic Planning Summary

The following memo summarizes the process and findings of the Strategic Planning process to date. The chart below outlines the steps in this process.

11/15-12/2

Org Culture Survey

2/9

Executive Staff Workshop / SWOT Analysis

2/13

Board Workshop #1 / Overview / Values

2/22

All Full-Time Staff Workshop / Values

2/22

Vision2020 Workgroup Workshop #1 / Values

3/14, 3/18, 3/22

Part-Time Staff Workshops / Values

3/22

Vision2020 Workgroup Workshop #2 / Action Plan

3/22-4/3

Part-Time Staff Online Survey / Values

4/10

Board Meeting #2 / Strategic Action Plan

2

ORGANIZATIONAL CULTURE SURVEY

Evaluating the organizational culture allows for better understanding of how well an organization functions. By understanding the culture of the organization, it is easier to build, maintain, and/or implement change within the organization. A strong knowledge of employees’ needs and concerns will aide in the professional development of individual staff and improve the overall resiliency and agility of the organization. One hundred and seventy (170) staff members participated in this survey, which provides a snapshot of current employee opinion regarding the organizational culture at a point in time. These surveys were conducted from November through early-December of 2016. The seven Criteria Categories reviewed include:

1. Leadership

2. Strategic Planning

3. Customer and Market Focus

4. Measurement, Analysis, and Knowledge Management

5. Workforce Focus

6. Process Management

7. Cultural Results

Employee Profile

Over half of those surveyed were part-time employees, along with 36% represented as full-time and 12% were seasonal employees of the Park District.

Over two-thirds of employee respondents work in the recreation or enterprise services area within the Park District. Thirteen percent work in facilities, 10% in other areas and 9% in parks.

Sixty-one percent of employee respondent do not have supervisory responsibilities while 39% of employee respondents do.

According to the survey, the District’s strengths are:

• Workforce Focus

• Process Management

Opportunities exist to improve:

• Strategic Planning

• Cultural Results

Categories trending positively include:

• Leadership

• Customer and Market Focus

• Measurement, Analysis, and Knowledge Management

Full Time

36%

Part Time

52%

Seasonal

12%

3

EXECUTIVE STAFF WORKSHOP

The purpose of the executive staff workshop was to review the results of the Community Needs Assessment, including the statistically-valid survey, staff workshops, stakeholder interviews, and community open house #1. During the workshop the planning team also reviewed the SWOT analysis staff put together and discuss additions and revisions to the initial SWOT matrix. The planning team and executive staff conducted this workshop on February 9, 2017.

Based on the workshop discussion, the following draft SWOT matrix was developed:

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Well respected in community

Inequitable partnerships (certain partnerships need review)

Elmhurst Demographics (high household income and educated community)

Limited future tax revenue (tax-cap, potential property tax freeze, comparatively low tax rate, low CPI)

Partnerships Limited resources to invest in major growth opportunities

Growth potential from new residents moving into community

Competition (new private health clubs, dance studios, recreation programs)

Sound, conservative financial policies, and goals

Lack of profitability at Courts Plus and Sugar Creek

Expanded partnerships Governmental mandates (e.g. Affordable Care Act, FLSA, minimum wage)

Supportive and engaged park board

Lack of process for performance reporting (i.e. structuring databases/software for data mining, creating and using dashboards, reporting and using results)

Strong local economy Limited grant opportunities

Strong core programs with revenue growth (gymnastics, rec, station, performing arts, summer camps)

Innovation (Lack of staff incentives to innovate and slow to implement innovations (overly deliberate))

Current low interest rates Limited investment growth (low interest rates)

Depth of the offerings compared to size of community

Lack of interest and options for active adult and nature and environmental programming

Large sponsorship $ (naming rights)

Mistrust in government, i.e., State of IL

Clean and safe parks and facilities

Aging infrastructure Non-traditional revenue opportunities

Lack of engagement with the outdoors (tech-based culture)

Committed to preservation of open space

Lack of indoor recreation facilities

New indoor space/facility (e.g. sports, programming)

Proliferation of social media

Solid system servers Span of control for some managers

Performing arts center to grow performing arts offerings

Land-lock community; development pressure

4

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Brand awareness Part-time communications New senior center Difficulty with recruiting sufficient number of qualified part-time staff

Effective communication and outreach

Playgrounds for all ages

Experience and knowledge of staff

Invest and divest in programs based on PROS program assessment outcomes

Hiring process which results in quality staff (skills, knowledge, attitudes, aptitudes, values (esp. caring, responsive))

Grow community events

Virtual programming (subscription offerings, fitness on demand)

High-level competitive sports

Ability to offer preschool/kindergarten daycare

Rewilding younger generation

Combine tech and outdoor experiences

Virtual experiences

Non-traditional outreach methods (App for park district (communication, info, reg. pool pass, etc.))

5

BOARD WORKSHOP #1

As a part of the Strategic Planning process for the Elmhurst Park District, the planning team engaged the Board and Senior Leadership in a Strategic Planning workshop on February 13, 2017.

The workshop included:

1. Community Needs Assessment (Statistically-Valid Survey) Findings

2. Organizational Culture (Internal Staff) – Malcolm Baldrige Criteria Assessment

3. Visioning Work Session

4. Determining Organizational Values

5. Reviewing Vision and Mission Statements

The intent of the workshop was to share the internal customer (staff) and external customer (community) vision and needs for the future and allow the Board / leadership to use that information to develop the road map for the future. The previous Strategic Plan outlined the following:

VISION: We aspire to be a customer-centered organization through innovation and sustainability

MISSION: We provide experiences for the lifetime enjoyment of people who live and play in Elmhurst

STRATEGIC PLAN AREAS:

• Customer: Customer Centered

• Financial: Fiscal Agility

• Internal Business: Improvement through Collaboration and Innovation

• Growth & Development: Continuous Improvement through an Empowered Team

Process and Findings

The Board and key leadership reviewed findings and embarked upon a breakout exercise to determine key values. Each one was provided 5 blank sticky notes to note their values and stick them on the wall. Following this, a few compiled and aggregated the values into overarching ones based on similarity and overlap of intent.

6

The summary values identified (in no order of priority) were:

• Empathy (teamwork, value for all, excellence etc.)

• Stewardship (powerful impact of nature, green, protect open space for future generations)

• Safety (safety, safety, safety)

• Community (collaboration, community-minded, community focused)

• Customers (responsiveness, customer centric, people matter)

• Fun (excitement, friendly, play-oriented)

• Fiscal (fiscally responsible, agile, spend wisely)

• Integrity (ethics, transparency, honesty)

ALL FULL-TIME STAFF WORKSHOP

The purpose of the all staff workshop was to review the Needs Assessment and Organizational Culture results and facilitate a brainstorming process to develop staff’s initial values. Once staff selected their initial values, the planning team presented the Board’s initial values and led a discussion to compare the results. The planning team facilitated this workshop with 60 full-time staff on February 22, 2017.


During this meeting, staff were organized into group of 5-6 individuals. The planning team facilitated a brainstorming workshop where they first wrote down their top 3-5 values on a sheet of paper. Once they completed their individual brainstorming, the tables were encouraged to discuss the values that each person wrote down, and narrow their choices down to their top three. These values were presented to the overall group, discussed, and categorized by similarities. Finally, each staff member used stickers to vote for their top values. Preferred values for the all-staff workshop were:

• Fun

• Integrity

• Community

• Excellence

7

VISION 2020 WORKGROUP WORKSHOP #1

Following the all-staff workshop, the Vision 2020 workgroup met to review the preferred values from the all-staff meeting and the preferred values from the Board meeting. Twenty-seven full-time staff members participated in this meeting and all departments were represented. This meeting was held on February 22, 2017.


First, the planning team led a discussion on the values identified by the Board and full-staff staff, and asked the Vision 2020 workgroup to narrow the values down to 8-10. Once the top 10 values were identified, the planning team wrote each value on post-it notes, one per note, for each table. Staff at each table then worked together to eliminate values, one by one, until they were left with their top five choices. The planning team had each table present their top five values and identify which of the original 10 values were the easiest and hardest to eliminate. The table below outlines the results of the exercise.

Combined Values (Top 10) Overall Consensus (Top 5) Easiest to Eliminate Hardest to Eliminate

Fun Fun Safety Inclusive

Integrity Integrity Fiscal Responsibility Innovative

Customer Customer Service Excellence (Collaboration?)

Collaboration

Community Community Focused (Inclusive included here)

Inclusive Innovative?

Innovative

Excellence

Collaboration

Safety

Fiscal Responsibility

8

PART-TIME STAFF WORKSHOPS & ONLINE SURVEY

The planning team facilitated a series of three part-time staff workshops on March 14th, 18th, and 22nd. The purpose of these workshops was to dig deeper into the results of the organizational culture survey, specifically, the results of three questions that received low marks from part-time staff. In addition to the three in-person workshops held at Courts Plus and The Hub, staff received a follow-up survey that consisted of the same four open-ended response questions and a value ranking exercise.

In all, more than 120 staff members participated in the three in-person workshops. Another 37 staff members participated in the online survey. Because two of the in-person workshops were schedule to coincide with already-scheduled Courts Plus all staff meetings, most in-person workshop participants were Enterprise Services (Courts Plus) employees. Online survey respondents came from all departments – 35.1% were Recreation staff, 35.1% were Enterprise Services staff, 24.3% were Parks & Facilities staff, and 5.4% were staff from other areas (Administration, Finance, IT, Human Resources, and Marketing and Communications).


During the three staff workshops, the planning team presented a brief overview of the process to date, and explained the goals for the workshop. Six overview boards that provided information and results from the statistically-valid survey and park and facility analysis were setup throughout the room for staff to review in a self-guided setting. In addition to the overview boards, staff had the opportunity to provide responses to four open-ended questions:

1. What New Ideas do you have for the future?

2. How can the Park District improve Internal Communications?

3. What kind of Professional Development Opportunities would you like to see?

4. What type of Staffing or Operational Improvements would make the organizational run more smoothly?

Question 1: What New Ideas do you have for the future?

1. Expand fitness floor

2. Food/café.

3. Dog park.

4. Twitter, Instagram, blog, interactive apps

5. Prize incentives for most inputs.

6. Ping-Pong in the parks (indoor-outdoor).

7. Ice skating indoor-outdoor.

8. Higher wages.

9. Community events.

10. Nutrition classes.

11. Training.

12. Update the Preschool facilities

13. House youth sport leagues.

Question 2: How can the Park District improve Internal Communications?

1. Walkie Talkie

2. All staff email address

3. Bike messengers.

4. Survey.

5. Blog.

6. Postcards in mailboxes to get info.

7. Community (aka the workers) pizza gathering once a month

8. All staff message board.

9. Text messages.

10. Emails.

11. In person communication, no email if issues.

12. Send out weekly emails.

13. Staff app

14. No apps

15. Yammer

16. Wi-Fi for sites.

17. Recreation station needs computer of iPad email easier for parents.

Question 3: What kind of Professional Development Opportunities would you like to see?

1. Interactive meetings that engage employees allow them to discuss common problems and brainstorm different ideas and solutions with co-workers, especially others that have different schedules.

2. Bigger and better facility.

3. Continued education reimbursement.

4. Training incentives (Reduced or money to use for continued certification).

5. Internet (Promoting within the entre park district).

6. More fitness trainings on site.

7. Insurance offered to part-time employee.

8. Fitness education programs.

9. Special interest groups for staff to join/lead.

10. More classes on areas of expertise.

11. Resume building help

12. Software system tutorials. (software that relates to Sugar Creek system)

13. As an instructor, it would be nice to provide an annual amount of money to instructors for them to use towards training classed to keep their licenses.

14. I'd love a seminar on how to market recreation skills in a resume, cover letter, or interview.

Question 4: What type of Staffing or Operational Improvements would make the organizational run more smoothly?

1. Proper staffed departments.

2. Increased full time staffing. Create more jobs.

3. Higher pay.

4. 100% discount on classes & programs (etc. kids programs).

5. Fair pay for staff that have been working a lot of years versus brand new staff.

6. Electronic scheduling and time keeping.

7. Collaborative planning to avoid things getting unorganized.

8. More staff - when the ratio at rec station is closer to 1:10 (or even above) makes it harder to maintain the order.

9. Increase hourly wages

10. It would be nice to get to know other people from different departments.

11. Increase the communication with what the requirements are and how are we going to achieve specific goals that are set.

12. Standardized protocols and decreasing the overlap of jobs and employees.

13. I feel the staffing is also handled very well.

14. Pay seasonal staffing more so that they are more inclined to come back the following summer.

In addition to the open-ended questions, part-time staff had the opportunity to vote on their top three values out of ten presented at the meeting. The ten values presented were the result of previously Board and staff workshops. The online survey also provided an opportunity for part-time staff to vote on their top three values. The results of the in-person workshops and online survey are summarized below.

VISION 2020 WORKGROUP WORKSHOP #2

On March 22, 2017, the Elmhurst Park District staff (comprised of the leadership team and a cross section of employees across functional areas) participated in a visioning workshop with the consultant team. The goal of the workshop was to:

• Review and Affirm Core Values (Staff developed v. Board Developed)

• Review and Revise (if needed) District’s Vision and Mission Statements

• Discuss and Discuss Strategic Priorities (Overall and by Functional Areas)

• Identify Next steps for Board review and Tactics Development for 3-year Strategic Plan

The chart to the left was the overall outline and flow of the strategic planning process that was shared with the staff to identify overall steps in the process and progress to date.

In addition, in conjunction with District staff, the consulting team has developed Functional Areas for which strategic priorities and, subsequently, tactics would be developed. These functional areas are:

• Land and Facilities

• Programs

• Communications (Internal and External)

• Finance

• Internal Operations (Employee Relations, Technology etc.)

0 20 40 60 80 100

Excellence

Collaboration

Fun

Community

Integrity

Inclusive

Innovative

Stewardship

Empathy

Fiscally-Responsible

Values Exercise

Group 1 Group 2 Online

Values (review)

Vision (review)

Mission (review)

Strategic Priorities

(tbd TODAY)

Tactics

(PROS and staff post meeting)

Timelines

(PROS and staff post meeting)

Performance Metrics

11

Visioning Process

During the process, staff viewed a video by Simon Sinek and participated in a discussion on ‘Creating a World-Class Organization’ and how the District viewed itself in that context. This was followed by a review and comparison of developed values by the Board and the Staff in their separate meetings. These were the overall values that emerged from the process.

Values

• Fun

• Integrity

• Customer Service Excellence

• Community Focused

There was a lot of discussion on both Innovation and Collaboration was core values too, though at that point, due to lack of true consensus, it was mutually decided to revisit this after the Board presentation.

Vision

Using the values to underpin the District’s vision statement, the team developed the following updated vision statement.

To be nationally renowned / national leader in providing memorable parks and recreation experiences

Mission

Staff desired to further simplify the mission statement while also conveying the team culture and internal customer focus through the mission statement. That resulted in the following statement being agreed upon.

We enhance / enrich lives and have fun doing it


With the values, vision and mission statements in front of them, each work group member was asked to write 5 District-wide strategic priorities. The list below is an aggregated list of similar strategic themes based on staff input.

Key Takeaways

The following are the takeaways by functional areas based on staff feedback:


• Implement sustainable revenue strategy and resource funding options

• Improve existing indoor recreation space and develop new indoor facility space

• Enhance employee growth and development

• Provide exceptional and consistent guest experience

• Balance active with passive offerings and open space

• Continue to provide innovative programming to meet community needs

12

Land and Facilities

• Improve current condition of aging facilities

• Large indoor facility space

• Additional opportunities for “passive” recreation and open space

• Continue to invest and improve environment

Programs

• Need quality, innovative, and customer driven recreation programs

Communications (Internal and External)

• Enhance employee development and communication

• Use technology to support communication and operations

Internal Operations (Employee Relations, Technology Etc.)


• Intentionally investing in staff for personal and organizational growth

• Develop a culture of service excellence by creating a customer service training program

• Customer centered organization

Finance

• Generating new revenue opportunities to improve existing offerings and meet the community’s increased

expectations

Next Steps

These priorities will be shared with the Board for feedback and approval to proceed. Staff will utilize the overall strategic priorities and develop tactics including, but not limited to, the ones above to identify appropriate ways to address the strategic priorities. These will be tied to specific timelines with performance metrics to ensure accountability and define what success looks like for each of the priorities.

Appendix - Complete List of Vision 2020 Responses

• Leadership development- intentionally investing in staff for personal and organizational growth

• Developing key staff and the ability to keep them

• Every employee needs to be equipped and on board with enriching lives and having fun doing it


• Streamline HR process from hire to retire

• Develop district-wide culture

• Developing the internal/external community by investing in education and training

• Develop a culture of service excellence by creating a customer service training program

• Create opportunities for all staff to provide input and feedback

• Break through barriers created by internal process

• Create a culture of “catching people doing the right thing”

• Quality, innovative, and customer drive rec programs

• Consistent customer experience

• Customer-centered- make decisions that benefit the customer

• Customer centered organization

• Improve communications

• Great place to work

• Modernizing technology

• New and updated facilities to meet community needs

• New facilities

13

• Build a community center that allows us to offer innovative programming

• Tennis courts- winter platform tennis courts and summer/winter tennis club

• Dog Park & Update/expand/remodel or new building for seniors

• Enhance facilities

• Upgrade current facilities and invest in new facility that creates community feel

• Take care of what we have

• Facility improvements

• Improve current condition of aging facilities

• Utilize current facilities more efficiently

• Large indoor facility that meets parks and rec. indoor and outdoor learning

• Quality, equally balanced facilities (offering opportunity)

• Safe, beautiful, sustainable facilities

• Indoor facility space

• Additional opportunities for “passive” recreation (i.e. Park space that’s not playgrounds)

• More open space (less trees)- we already have beautiful parks, need more room for activities/visiting

enjoyment (i.e. Frisbee golf, archery)

• Maximize programming space

• Evaluate usable space

• Commitment (not choice) to environment sustainability

• Continue to invest and improve environment

• Resource funding

• Create revenue strategy to open up resources for improvements

• Generating revenue to improve facilities

• New revenue to meet the communities increased expectations

• Maximize resources without exceeding budget

• Strengthen finances

Agenda #9a (2)



DATE: April 10, 2017 TO: Board of Park Commissioners

FROM: James W. Rogers, Executive Director Laura Guttman, Strategy and Planning Coordinator RE: 2016 YEAR-END STRATEGIC PLAN PROGRESS REPORT ISSUE The 2016 Year-end Strategic Plan Progress Report (SPPR) provides an overview of staff’s progress toward implementing the 2016 Strategic Work Plan initiatives from January 1 to December 31, 2016. Distribution and review of this report is in accordance with Board policies. DISCUSSION To remain dynamic and responsive to changing needs, a successful strategic planning process requires an ongoing review of actual progress in relation to the goals in the work plan. Therefore, monitoring the plan is necessary to ensure that action is taken and that actual measurable results are achieved as anticipated. The SPPR is compiled and submitted to the Board bi-annually at mid-year and year-end as an ongoing evaluation of achievement of long-term strategy for decision-making, resource allocation and work plan development. The 2016 Year-end SPPR has the same format and approach as the 2016 Mid-year SPPR and includes the tracking and reporting of new registration and financial measures. During the April 10, 2017 Board meeting, staff will provide an overview of the SPPR and look forward to the Board’s feedback and answering questions. After Board approval, the SPPR will be available on the District’s website (epd.org) for public review. RECOMMENDATION That the Board of Park Commissioners reviews and approves the attached 2016 Year-end Strategic Plan Progress Report. Thank you. Attachment: 2016 Year-end Strategic Plan Progress Report

Elmhurst Park District Strategic Plan 2016 Year-end Progress Report

January 1 to December 31

2016 Year-end Strategic Plan Progress Report

2

Executive Director’s Message

I am pleased to present the Elmhurst Park District’s fourth Year-end Strategic Plan Progress Report (SPPR). This report is staff’s method of demonstrating accountability with how we are taking action and achieving results to effectively implement your Strategic Plan. Our goal has been to provide the Board and community a readable and understandable report that monitors long-term strategy so the Strategic Plan remains a useful and relevant tool for future planning. The SPPR is compiled and submitted to the Board bi-annually at mid-year and year-end, and after Board approval, it is available on the District’s website (epd.org) for public review. The 2016 Year-end SPPR has the same format and approach as the 2015 Year-end SPPR and includes the tracking and performance reporting of new registration and financial performance measures. As District staff is fully engaged with the Strategic Plan, this report illustrates how your vision for 2016 was executed and will drive the last year of this Strategic Plan. It continues to evolve based on your feedback and our ongoing implementation of the Plan. For example, due to changing District priorities over the first three-years of the Plan, staff recommended, and the Board approved, an updated 2016 Strategic Work Plan (SWP) on April 27, 2016 so that it continued to be realistic for work planning and decision-making in the final two years of the Plan. By focusing on addressing the highest priorities identified during SWP review in April, the Board can be assured that its long-term strategy (which are the Strategic Themes and Objectives listed on the District’s Strategy Map on page 8) is being addressed as reflected in this report. On behalf of the staff, we appreciate your continued support and involvement in shaping the District’s future. Thank you,

James W. Rogers Executive Director


3

Table of Contents

Introduction and Overview - 4

• Why Do Strategic Planning? - 5

• Understanding the Strategic Plan Progress Report - 5

District Strategy: What do we need to accomplish? - 6

• Strategic Planning Process and Balanced Scorecard Framework - 7

• Mission and Vision and District Strategy - 8

• Strategic Work Plan: Initiatives and Tactics - 9

Strategic Work Plan Progress: How are we doing? - 10

• Qualitative Strategic Initiative Status Reports - 11

• Quantitative Performance Measures - 31

Definition of Key Terms - 47

Attachment A: 2016 Strategic Work Plan - 50


4

Introduction and Overview


5

Why do Strategic Planning?

If our Mission and Vision Statements are to have any meaning, they must be accompanied by deliberate planning efforts to move the organization and the community toward a desired future. This requires clearly defined goals, actionable objectives, committed leadership and effective management. Above all, it requires managing the forces of change. Those forces include community demographics, fiscal constraints, government mandates, economic conditions, emerging technologies and many other influences on our operations. High performing organizations are those that learn to anticipate and adapt to change. The best tool for accomplishing these objectives is strategic planning. Along with utilizing community input, multiple levels of staff were engaged in providing feedback and developing strategy throughout the 2013-17 Strategic Planning process, which has and will create a greater awareness and ownership of the Strategic Plan. Staff continue to be involved in implementing the Plan to ensure that Department initiatives and budget proposals reflect the necessary steps and resources for addressing the Board’s priorities. The Board and staffs’ ongoing review of the Plan sustains its integrity and relevancy over time and facilitates the District’s responsiveness to the community’s needs as Elmhurst grows and changes. Furthermore, for strategic planning to be effective and dynamic, District staff continually measure and assess performance. To evaluate achievement of the Strategic Plan priorities, staff compiles the Strategic Plan Progress Report (SPPR) to provide a snapshot of progress toward addressing and achieving the District’s 2016 Strategic Work Plan from January 1 to December 31. This Year-end report along with the Mid-year SPPR assist the Board and staff with a continued evaluation of achievement of long-term strategy for decision-making, resource allocation and work plan development. Our ultimate goal is to ensure that we are providing experiences for the lifetime enjoyment of people who live and play in our community.

Understanding the Strategic Plan Progress Report

This SPPR provides an evaluation of the District’s year-end progress toward accomplishing the 2016 Strategic Work Plan, which is available on the District’s website and in Attachment A of this report. This report begins with an overview of the process used in 2012 to develop the 2013-17 Strategic Plan along with an explanation of the Balanced Scorecard Framework, the tool utilized to define the District’s strategy. The introductory sections provide the District’s mission and vision statements and the overall five-year strategy approved by the Board along with overviews of the 2016 Strategic Work Plan (SWP). The main body of the report is organized by the Strategic Themes approved by the Board and includes a qualitative status report on addressing SWP initiatives and then an analysis of performance measure outcomes to monitor accomplishment of this strategy. At the end of the report is a list of key terms and their definitions to provide clarity to the District’s Strategic Plan terminology.


6

District Strategy What Do We Need to Accomplish?

This section provides an overview of the District’s 2013-17 Strategic Plan strategy and the 2016 Strategic Work Plan for implementing this strategy.


7

Strategic Plan Process and Balanced Scorecard Framework Since 1992, the Elmhurst Park District has committed to developing and implementing a Strategic Plan, and in August 2012, the Board approved the District’s fifth Plan. The Plan assists the Board and staff with anticipating future community desires and needs along with clarifying organizational direction for decision making. Since its inception, the Board and staff have selected and implemented projects, programs and initiatives based upon the priorities articulated in the Plan. To develop the Plan, the Board and staff reviewed the 2011 Customer Attitude and Interest Survey, District long-range planning documents, performance reports and employee feedback to gain an understanding of the current operating environment and future needs. To more accurately define our business purpose and vision for the future, the Board and staff also reviewed and reworded the District’s mission and vision statements. After revising the mission and vision statements, the Board and staff participated in a workshop to identify key organizational strengths, weaknesses, opportunities and threats and brainstormed the key focus areas for the next three to five years. These key focus areas were then built into a foundation for the development of strategic themes based on the Balanced Scorecard, a strategic planning and management framework used to align business operations with vision and strategy, communicate strategy internally and externally and monitor organizational performance against strategic objectives. It emphasizes the cause and effect relationships among distinct yet interrelated perspectives: customer needs, financial performance, internal support processes and organizational learning and growth.

To further define what the District must accomplish to execute its themes, the staff developed and the Board approved strategic objectives. Based on the objectives, staff developed initiatives (specific activities, projects and actions to be taken) with two- to five-year assigned timelines and key performance measures to allow for ongoing tracking of progress. Furthermore, each year, staff reviews and develops detailed action steps, or tactics, which ensure the completion of the strategic initiatives by focusing decision making and the allocation of resources on implementation of District strategy.

Mission, Vision, and Values

Strategic Themes

Strategic Objectives

Measurements

Strategic Initiatives


8

Mission, Vision and District Strategy As described on the previous page, all of the District’s Strategic Themes and Objectives are aligned with the District’s Mission and Vision and the four Balanced Scorecard perspectives as represented on the Strategy Map below. The Map lists the four perspectives on the left side and the supporting Themes and Objectives adjacent to the list of perspectives. Refer to pages 11-30 for the District’s definition of each Theme and Objective.

Mission Statement

We provide experiences for the lifetime enjoyment of people who live and play in our community.

Vision Statement We aspire to be a customer centered organization through innovation and sustainability.


9

Strategic Work Plan Initiatives and Tactics Developed by staff and approved by the Board annually, the 2016 Strategic Work Plan (SWP) in Attachment A outlines the specific broad goals (initiatives) and tasks (tactics) which will be implemented to address District strategy. To allow for focused direction and concise tracking of this strategy, the SWP includes all initiatives during the five-year duration of the Strategic Plan. Since long-range strategy takes time to address, the implementation of each of the initiatives is over a two- to three-year period unless it will occur during all five years of the Plan. Therefore, the timing of initiatives is defined as follows: short-term (2013-15); mid-term (2014-16); long-term (2015-17) and continuous (2013-17). To foster additional accountability, the SWP also includes the lead staff position and/or team responsible along with the targeted deadline for completing each tactic. The SWP format is illustrated at the bottom of this page. Moreover, the SWP includes initiatives and tactics that relate to planning, acting and evaluating. Planning relates to the District’s ability to plan the future and involves gathering of information and conducting an assessment before taking action and making changes (e.g., program plan, staffing study). While these initiatives can be challenging to measure quantitatively, they are important because they lay the foundation for the District’s future success. Acting initiatives relate to the District’s ability to meet desired operations and service levels. They often involve implementing elements from the planning phase. These activities are important because they have tremendous impact on whether tasks or projects will have successful outcomes (e.g., process improvements, new fee structures). Evaluating initiatives relate to the effectiveness of both our planning and actions. These initiatives are important because they let us know whether our planning and actions are producing the desired outcomes (e.g., gather internal customer feedback). On pages 11-30, staff provide status reports regarding implementation of 2016 SWP.


10

Strategic Work Plan Progress How Are We Doing?

This section provides the definition of each Strategic Theme and its related Objectives along with a listing of the initiatives in the 2016 Strategic Work Plan (SWP). For initiatives scheduled to begin prior to year-end 2016, staff describes the status of work completed to date and future plans for accomplishing those initiatives. Following the status reports, staff summarize the performance measure outcomes, which track accomplishment of District strategy.


11

Customer Centered Theme

About this Theme: Customers are defined as resident and business taxpayers, resident and non-resident users of services, and partners. Elements of the theme include engaging customers for long-term marketplace success through listening to the voice of the customer, building relationships, and using customer knowledge to improve services. This customer-focused structure puts customers’ needs at the center of decision making.

Objective A: Nurture Community Connections

About this Objective: The District will continue its strong orientation toward community connections and partnership development. This will also assist in augmenting service delivery. Important to this objective will be identifying the goals, costs, and benefits of existing and future partnerships and to evaluate their effectiveness. Initiative One: Create process for reviewing existing and potential partnerships according to

established criteria (mid- and long- term: 2014-17).

Year-end Status Update: In 2015, staff continued working on identifying and defining types of District partners (e.g., affiliate groups, independent contractor, facility use, programming, etc.) and compiling a comprehensive list of all District partnerships. Staff also researched decision making and evaluation tools for potential and existing partnerships. In 2016, the Management Team decided to postpone the review of these tools to 2017 to complete higher priority strategic plan initiatives.

Initiative Two: Develop, nurture and evaluate existing affiliates and partnerships (continuous: 2013-17).

Year-end Status Update: In 2016, the District continued nurturing and evaluating existing and potential partnership agreements as described in other Year-end status updates in this Report, including working with the City of Elmhurst on agreements related to its request to use of District property for stormwater management and with District stakeholders and affiliate groups to gather feedback for the Indoor Sports Facility Study and Vision 2020 process (to update the District’s strategic and comprehensive plans).


12

Initiative Three: Develop and identify new opportunities based on Strategic Plan, Program Plan and facility needs (mid- and long-term: 2014-17).

Year-end Status Update: In March 23, 2016, the Park Board approved the expenditure to hire Conventions, Sports, and Leisure International (CSL), to conduct an Indoor Sports Facility Market Analysis and Financial Feasibility Study (jointly with the City of Elmhurst) to assess the viability of developing and operating an indoor sports facility with aquatics, gymnasiums, turf and ice. Staff addressed Initiatives Three during implementation of the first phase of the Study, which consisted of stakeholder interviews and meetings with many of the District’s affiliates and partners, including the Elmhurst Chamber of Commerce, Elmhurst College, DuPage Convention and Visitors Bureau, Edwards-Elmhurst Health, District 205, Immaculate Conception Schools, and YMCA along with local baseball/softball, football, swim team, hockey, soccer, lacrosse, volleyball and basketball groups. In total, thirty-seven (37) individuals representing twenty-two (22) organizations and institutions attended these meetings (11 meetings overall). One of the purposes of these meetings was to identify potential partners for indoor sport athletic facilities. In addition, to gather additional feedback from the affiliate group stakeholders and the community, CSL conducted a voluntary, non-scientific online survey in late-June to mid-July via a web link, which included questions on the respondent’s use of these types of facilities in and outside of Elmhurst, his/her level of interest in new indoor sports facilities in Elmhurst, and the types of funding that he/she would support to fund this type of facility (e.g. property taxes, user fees, and tournament rental revenue). The results of the meetings and survey were utilized to develop the Study outcomes and were summarized in CSL’s final report. CSL presented its findings and report to the Park Board and the City’s Development, Planning and Zoning (DPZ) Committee at the October 11, 2016 Board meeting. The report included an overview of stakeholder/partner needs for indoor facility space and both the Board and DPZ Committee acknowledged at the meeting the importance of continuing discussions with potential partners to assist with determining the viability and feasibility of a new indoor sports facility.

Objective B: Improve Customer Experience

About this Objective: An important element in operational excellence includes the ability to improve the customer experience. Building a systems approach to service delivery will be achieved through a cross-functional service team. This includes development of standards, implementing District-wide service training, knowledge of customers, and measuring customer satisfaction.

Initiative One: Create a cross-departmental team to analyze and develop a customer service

plan, including a training and measurement plan (short- and long-term: 2013-14 and 2016-17).


13

Year-end Status Update: In 2013, staff formed a cross-departmental Customer Service Team of ten (10) full-time employees, which met bimonthly for four months and identified key characteristics of people and companies that provide great service, developed a customer service vision statement (a credo to our customers) and broad-based standards of service for all employees, and defined the next steps to improve customer service. In the third quarter of 2013, the Customer Service Team’s outcomes were shared with the Management Team. During 2014 to 2016, other District priorities such as the implementation of the new registration system have required staff time to be focused on training and understanding the new system and providing customer service to system users. Therefore, further implementation of the Customer Service initiative has been deferred. However, in 2016, staff did survey Courts Plus members and Pool Pass holders to gather feedback and implement improvements to enhance the customer experience at both those facilities. In 2017, staff will also research and evaluate options and related software to gather, track and report customer feedback on a more consistent basis.

Initiative Two: Enhance and develop technological solutions to communicate with

customers to provide greater access and communication (short-term: 2013-15). This initiative was completed in 2015.

Objective C: Optimize Program and Facility Mix

About this Objective: The District wants to ensure the delivery of the “right” array of services and programs. The “right” array is determined by matching customer needs, demand, marketplace trends and District capabilities. This also includes reviewing service and facility offerings to optimize facility space.

Initiative One: Develop a District Program Plan (short-term: 2013-15). This initiative was completed in 2015.

Initiative Two: Develop a process to best position core services in the marketplace (mid-term: 2014-15). This initiative was completed in 2015.

Initiative Three: Create a process for review of the external market to determine duplication, opportunities, needs, pricing, etc. (mid-term: 2014-15). This initiative was completed in 2015.


14

Initiative Four: Optimize Current and Future Facility Space (continuous: 2013-17).

Year-end Status Update: The top priorities for addressing this initiative include stormwater negotiations with the City, the Indoor Sports Facility Study, and Vision 2020 process to update the comprehensive and strategic plans. Stormwater: Significant negotiations continued with the City of Elmhurst during the first half of 2016 concerning its request to utilize multiple park properties for stormwater retention. Following the Park Board’s December 16, 2015 approval of an Intergovernmental Agreement (IGA) allowing for the construction of a twelve (12) acre foot detention basin in York Commons with a shutoff valve in exchange for a 72-year extension of the lease of the City’s Maintenance Facility for use by the District, staff reviewed and refined multiple drafts of the final design plans for the site along with the Board’s subcommittee and the District’s engineering firm, V3. Following approval of the final design plans by the District last summer, the City began construction on the detention basin at York Commons, and it is expected to be functional in spring 2017. Concurrently, consensus was reached regarding a plan for Golden Meadows in which the District will deed the western portion of the site to the City for use as stormwater detention and, in exchange, the City will compensate the District for the value of the site, to a maximum of one and one-half times its appraised value, so that replacement property can be purchased in accordance with Illinois Department of Natural Resources (IDNR) open space land acquisition grant requirements. Following receipt of approval from IDNR to deed over the west portion of the park to the City in exchange for the appraised value, the Board approved an Intergovernmental Agreement (IGA) at the July 25, 2016 Board meeting by a unanimous vote of 6-0 with 1 absence. Shortly thereafter, a property appraiser was sought by the District and City to determine the value of the property per terms of the IGA. Lastly, the Board’s subcommittee reiterated the Board’s position regarding the other three parks under consideration (East End, Crestview and Wild Meadows Trace) that the Park Board is not interested in encumbering additional open space with detention basins to provide relief for approximately eleven (11) remaining homes that would be impacted without first discussing alternative ideas for the sites, similar to those the City has already utilized in other locations. Thus far, the City has not indicated an interest in having those discussions. With the District’s responses to the City’s stormwater requests provided, and formal agreements reached where possible, this Strategic Plan tactic has been addressed and will be part of the Board’s ongoing work plan in 2017. Indoor Sports Facility Market Analysis and Financial Feasibility Study: As noted on page 12, on March 23, 2016, the Board approved the expenditure to hire Conventions, Sports, and Leisure International (CSL), to conduct an Indoor Sports Facility Market Analysis and Financial Feasibility Study jointly with the City of Elmhurst. The District and City underwent a qualifications based selection process to select CSL as the best firm to perform the work. The primary purpose of this study was to assess the viability of developing and operating a potential new indoor sports facility with aquatics, gymnasium space, indoor turf and indoor ice


15

through a comprehensive market and financial analysis and feasibility study. The study involved the following steps: • assessing market conditions that may have an impact on potential facility use and total

revenue and operational costs along with information regarding current trends for indoor sports facilities in the area, the demographics of the area, inventory of other similar facilities, and potential economic impact of the facility in the community.

• based on the market analysis, analyzing different facility business and operating models to assess the best fit for the market and to recommend models that provide for the highest and best use and return on investment.

• making recommendations based on this assessment regarding what facility uses would be financially viable for the District and City to pursue.

The project was kicked-off on May 12, 2016 with CSL meeting with District and City staff to finalize the project timeline, scope of work and data collection needs and taking a tour of the community. On May 12 and 13, CSL also started sports facility stakeholder and staff interviews to gather feedback on current and potential sports facility use. As noted on page 12, CSL met with additional stakeholders in June to gain a comprehensive understanding of the local market and potential use of an aquatic, gymnasium, turf and ice facility along with conducting a community survey from late-June to mid-July. To collect the data necessary for the market analysis besides the stakeholder meetings and community survey, CSL also compiled the following:

• inventoried other competitive/regional sports facilities and followed up with each one to gather comprehensive event space information and other information the facilities were willing to share on event activity/usage levels, rental rates and financial operations.

• identified a list of comparable national facilities from each of the four different facility types and available space, event, financial, and demographic data from each.

• surveyed local, regional, state and national tournament/competition organizers among users of each of the four different types of facilities.

The results of the market and financial feasibility analysis were utilized to develop the study outcomes as summarized in CSL’s final report. CSL presented its findings and report to the Park Board and the City’s Development, Planning and Zoning (DPZ) Committee at the October 11, 2016 Board meeting. The report included an overview of stakeholder/partner needs for indoor facility space and at the meeting, both Board and DPZ Committee acknowledged the demand for increased indoor facility use and agreed that given the size of the potential capital investment and questions over funding, further consideration was needed to move forward. The Board had a follow-up discussion at its October 24, 2016 meeting on the next steps for determining the viability and financial feasibility of a new facility, including surveying the level of support and willingness to pay for a facility in the Community Needs Assessment survey and beginning discussions with potential partners.


16

In 2017, as part of the Vision 2020 process, the outcomes of this study along with the results of the Vision 2020 needs assessment and community needs assessment survey will be utilized to develop long-range facility priorities for the District. Vision 2020 Process: The Board conducted its last comprehensive planning process in 2005-07, community survey in 2011 and strategic planning process in 2012. On June 8, 2016, the Board approved undergoing a joint comprehensive and strategic planning process in 2016-17 to determine District priorities for the next three to five years (named the Vision 2020 process). Following Board approval and to conduct a qualifications based selection process, staff developed, posted online and in a legal advertisement, and distributed a Request for Proposal (RFP) to solicit proposals from qualified professional services firms. The District received six (6) proposals, and after the Selection Committee met and discussed which firms satisfactorily met the criteria outlined in the RFP, the Committee agreed that four (4) firms should continue in the selection process. The Committee interviewed those firms on August 15 and 16, 2016 and based on the interviews, two (2) firms stood out as offering processes and a project team that have the experience to perform the work; possess an understanding of and could meet the goals of the project; and will foster a high level of community, Board and staff engagement throughout the process. At its August 22, 2016 meeting, the Board interviewed the two staff recommended firms and selected The Lakota Group as the preferred firm to conduct the Vision 2020 process. After staff negotiated with the firm to reach an agreement on an appropriate fee for the project, the Board approved the project expense at the September 12, 2016 Board meeting. At the end of 2016, project work completed to date included the following:

• Held a kick-off meeting and tour with the project team led by The Lakota Group to confirm project goals, timelines and expectations and data collection needs;

• Launched a project website (created and maintained by PROS Consulting the firm leading the Strategic Planning portion of the process);

• Submitted to the project team the requested documents and data necessary to conduct the planning process (e.g. GIS maps, program, financial, planning, marketing documents/data, etc.);

• Held an Open House on October 19, 2016, providing the community the opportunity to learn about the process and additional ways to be involved and provide feedback on the future of District parks, facilities and programs (facilitated by The Lakota Group with 15 individuals participating);

• Held interviews and focus groups with individuals representing various community groups, public organizations, educational institutions, sports groups, etc. (facilitated by The Lakota Group; 34 individuals participated from 27 organizations);

• Interviewed Park Board Commissioners (facilitated by The Lakota Group); • At October 24, 2016 Board meeting, reviewed the project milestones completed, project

timeline and draft community needs assessment survey (presented by The Lakota Group); • Conducted a community needs assessment survey (overseen by the survey firm, ETC) and

received a total 328 completed statistically valid mailed surveys, which was three (3) above the goal of 325; 374 individuals completed the non-statistically valid survey online;


17

• Distributed an anonymous Organizational Culture web survey (via PROS Consulting), which provided full- and part-time and seasonal employees the opportunity to submit feedback on the District’s organizational/work culture; completed by 170 employees;

• Held seven full-time staff meetings and eight interviews with the management team to gather ideas and aspirations for the next five-years (facilitated by The Lakota Group); ninety-three percent (93%) of full-time staff were able to attend a meeting/interview and all full-time staff were sent a follow-up questionnaire to provide the opportunity to submit additional feedback or feedback if they could not attend a meeting;

• Completed the majority of the park assessment work, including on-site visits (The Lakota Group and Recreation Results) and all the facility assessment tours (Dewberry Architects); and

• Finished (The Lakota Group) the preliminary draft State of the Park District report, including the District profile, Engagement Phase feedback summary and analysis of the regional and local context.

Fiscal Agility Theme

About this Theme: This theme suggests the District’s ability to respond nimbly and quickly to ever changing business demands, to re-prioritize agency resources to meet customer demands for service, and the ability to take advantage of opportunities as they arise. This also requires the District to have just-in-time financial information and results for good decision making.

Objective A: Align Resources with Community Need

About this Objective: The District will rely on statistically valid survey information and ongoing resident feedback in deciding capital priorities. Decisions will be based on providing for the strategic greater good of the community rather than randomly selecting tactical approaches in response to special interests. This objective also emphasizes the importance of using sophisticated pricing approaches based on financial targets and market demands.

Initiative One: Improve the capital project review and development process (short-term: 2013-14). This initiative was completed in 2014.


18

Initiative Two: Develop a consistent approach to the pricing of services (mid-term: 2014-17).

Year-end Status Update: The first step towards developing a consistent approach towards the pricing of programs/services was the development of a cost recovery/subsidy allocation strategy which identified what services/programs to subsidize and at what level. During the program plan and service analysis process, staff developed models for tax-supported programs and enterprise programs based on the District’s revenue policies. Staff also researched the elasticity of pricing and services to understand customer pricing thresholds and developed a consistent fee structure. In 2017, staff will undergo a comprehensive review of the District’s revenue policies to ensure that they reflect these models and fee structures.

Initiative Three: Ensure transparency by communicating ethics and values to community

and internally (continuous: 2013-17). Year-end Status Update: Since 2013, the District has been communicating the following information and initiatives related to the District’s ethics, values and financial policies:

• Included in the 2013 Annual Report (sent to all District households) were overviews of how tax dollars are spent and what the strategy is for using tax funds. In addition, the Report provided an overview of every park and facility along with the 2014 proposed capital projects and envisioned future improvements.

• Featured the program plan process as a news item on the EPD website and in the e-newsletter to stress the District’s commitment to providing programs and services that customers value, need and contribute to the District’s future sustainability.

• Dedicated additional publicity (web, e-news, etc.) to explaining and reporting on the financial assistance program, including how changing economics have resulted in an increased demand for assistance.

• Presented to the Board an overview of the District’s ethics policies and procedures (June 11, 2014 Board meeting).

• Created a Stormwater Management section on the District’s website to communicate information and updates to our constituents about this important topic. It continues to provide residents timely and comprehensive information on meetings, proposed sites and the decisions reached as well as extensive background information on the issue. The District also communicates stormwater information and status reports via news articles.

• Created a Playground for Everyone section on the District’s website to communicate the District’s vision and announce fundraising goals to the public.

• Conveyed in the District’s 2014 and 2015 Annual Reports (sent to all District households), Board and District priorities, accomplishments and financials.

• Developed and presented to the Park Board (April 27, 2016) an updated communication plan for the District and Board, including updates to website content, press release strategy, and stormwater communications and an overview of the Explore Elmhurst initiative lead by the City of Elmhurst.

• Presented (Board President Spaeth and Executive Director Rogers), the first State of the Park District to the community on September 29, 2016. The presentation provided a current


19

look at District projects, accomplishments and future plans, while also serving as an introduction and overview of how the Park Board and District serve the Elmhurst community.

• As part of the Vision 2020 process, the District gathered feedback on the effectiveness of communications in the community needs assessment survey. Results illustrated that residents’ two most preferred ways to receive information about the District is the program guide and website, which aligns with the top two ways survey respondents learn about District programs and activities.

As noted above, this initiative has been addressed and in future years, will become part of the Marketing and Communications Department’s ongoing work plan.

Objective B: Take Care of What We Have

About this Objective: The Elmhurst community expects the District to adequately care for current assets before investing in new parks and facilities. As growth and unmet user needs are addressed, the District will also ensure continued maintenance and investment in the existing infrastructure. This includes identifying the operating and maintenance costs for proposed new facilities and developing plans for replacement of existing assets.

Initiative One: Based on the priorities outlined in District planning documents, maintain the

District’s infrastructure to continue to support high quality offerings (continuous: 2013-17).

Year-end Status Update: Capital improvements enhance, expand or maintain the infrastructure that the District needs to provide programs and services to the community and support new growth and development. To ensure a high quality of services and amenities, infrastructure expansion and improvements must continue as the District’s demographics change and facilities age. The District’s 2016-25 Capital Improvement Plan (CIP) details long-range capital improvement needs by outlining $45.21 million in infrastructure and equipment improvements and expansions that the District plans to implement during a multi-year period and is annually reviewed and modified as funds and priorities change. To ensure that the Capital Plan is not merely a wish list, but rather a schedule of realistic needs based on available funding and long-range planning documents, staff use project evaluation criteria to effectively establish a relative priority for assessing and prioritizing projects based on their level of immediacy, impact and necessity. This prioritization process provides a consistent and fair method for assessing projects during the capital planning process. Therefore, to confirm that the most critical capital needs are met based on funding resources available, staff reviewed if the highest and high priority projects (based on the capital plan criteria rankings) proposed for 2016 were funded and completed. The 2016 Capital Budget proposed by staff and approved by the Board did include the highest and high priority projects. At the end of 2016, the District was accountable for taking care of the community assets by completing the following highest and high priority projects funded in the 2016 capital budget:


20

• Butterfield Park and Playground for Everyone Redevelopment; • Ben Allison Park Sled Hill Redevelopment/Construction • Courts Plus Tennis Area Lighting Replacement • Eldridge Park Court Resurfacing • Parks and Facilities Grounds Equipment Replacement • SAN (Storage Area Network) and Hosts Upgrade • Maintenance Facility Overhead Garage Door Replacement • Wagner Community Center Gymnastic Center Office • Sugar Creek Parking Lot Improvements • Crestview Recreation Building Furnace Replacement • Wagner Community Center Security Camera Replacement • Depot HVAC Replacement Two highest/high priority projects were not completed: the Salt Creek Greenway connector construction and The Abbey LED lighting and ceiling upgrades. For the Salt Creek Greenway project, phase two engineering was completed; however, ongoing discussions with adjacent property owners have caused delays for the project (it has been in the capital budget since 2013). Staff is optimistic that the work will proceed in 2017. While the engineering assessment for future Abbey capital projects was completed (including carpeting/flooring replacement, classroom and registration area improvements, and a restroom expansion to meet facility demands and ADA standards), the Abbey LED lighting and ceiling upgrades were postponed until completion of the community needs assessment survey in late 2016 and the completion of the Vision 2020 process to update the District’s Comprehensive and Strategic Plans in June 2017. The priorities in those Plans and the community survey will drive future capital planning and facility development, including at The Abbey so staff deferred funding this project until completion of those Plans.

Initiative Two: Create a comprehensive asset management plan that is linked to Capital

Plan (Deferred).This initiative is deferred.

Objective C: Invest In The Future About this Objective: The District desires to be flexible and nimble in order to take advantage of opportunities that arise. The goal is to position the agency in its ability to meet future demand and customer preferences. At the same time, there will be continued effort in identifying efficiencies throughout operations, such as utility consumption.

Initiative One: Seek opportunities that will positively impact the District's finances

(continuous: 2014-17).


21

Year-end Status Update: To address this initiative, staff have focused on fundraising, exploring new or expanding current programs and facilities/amenities which improve cost recovery, and implementing new retention strategies. Outcomes for 2016 are as follows: Fundraising: In 2015, staff initiated fundraising for the Playground for Everyone project in Butterfield Park. The goal was to raise the additional funds needed to build a universal playground ($250,000 higher than budgeted). With generous donations from numerous community groups and individuals along with the funds raised at the February “Be a Kid Again” fundraiser, the People for Elmhurst Parks (PEP) Foundation was able to contribute $150,000 toward the project. The donation was presented to the Board in June 2016, and the District utilized an additional $100,000 from existing donations to complete the project.

Explore New or Expand Programming and Facilities/Amenities to Improve/Maintain Cost Recovery:

Examples for the first six months of 2016 include the following:

• As staff continue to refine the scheduled use of Multipurpose Room A at the Wagner Community Center, participation in youth and preschool seasonal sports continued to grow, along with the associated program revenue.

• Dance Company participation/revenue grew, as the group added major events/competitions to ensure participants continue to be challenged.

• With the conversion of the preschool storage area at the Wagner Community Center into Music Room 4 and the focus on improved curriculum/resources, music program participation/revenue continued to increase.

• To provide an opportunity for parents and tots to swim without older children in the pool and at a time of day that is conducive to preschoolers’ schedules (pre-nap and lunch time), aquatic staff offered a new Tot Time Open Swim at Smalley Pool on Saturday mornings from 9 a.m. to 12:00 p.m., which has been well attended with an average of 200 swimmers per session who pay regular admission prices.

Examples for the second six months of 2016 include the following:

• Refined the schedule in the Gymnastics Center to ensure the quality of programming while also meeting the diverse needs of both the recreation and competitive classes/teams, resulting in a considerable increase in program net income in this area.

• Continued investing in the Sunbeams and Rainbows Preschool program, including addressing aging furniture, interest center equipment and learning materials, leading to a slightly lower net income in 2016 as compared to 2015.

• Moved to a contractual provider from in-house staff run programs for Princess/Superhero Camps, realizing a considerably higher net income in 2016.

• Added new fitness and visual arts programs at the Abbey in 2016, which dramatically grew senior program revenue.

• Added value to the Courts Plus membership by offering special amenities and programs, including serving ice water on the Fitness Floor at various times of the day and providing


22

umbrellas to use on rainy days along with hosting free presentations with Elmhurst/Edwards Health.

• Added and expanded tennis programs (e.g. Mixed Doubles Drill, Drop In Drill, High School Tournament Group, and Beginner Private Group Lessons), realizing increased revenue in this program area in 2016.

• Began hosting Weight Watchers Meetings, a new service, resulting in $7,650 a year in new revenue in 2016.

• Offered Santa’s Workshop, a new special event at the Wilder Mansion, with 119 participants and positive feedback from the attendees.

• Replaced tennis court lighting with modern LED lighting to provide a better visual environment for tennis players as well as significantly reduce costs in both electricity consumption and staff time with reduced frequency of replacing light bulbs.

Evaluate and Improve Retention Strategies: Based on work with Atwood Consulting (the firm hired to conduct a business assessment of Courts Plus and provide recommendations), Courts Plus staff instituted a sales focused on-boarding system in 2015. The new system, along with improved target marketing, resulted in a record year in 2016 for both new members and canceled members, resulting in a decrease in net total members of 250 (versus net gain of 35 members in 2015). However, since the average number of monthly-fee paying members improved by 2.8% (7,513 vs 7,307), membership revenue increased by $31,542 as compared with 2015. Courts Plus staff continues to focus on increasing new membership revenue through improved sales performance and overall membership revenue through higher retention and creating a positive, results driven culture with staff functioning as a committed team.

Initiative Two: Develop, implement and track cost recovery goals (mid- and long-term: 2014-

17).

Year-end Status Update: One of the outcomes of the program plan and service analysis process was the classification of programming and services into different categories based on community benefit levels and the determination of specific cost recovery goals (enterprise and tax-supported), ranging from 0% to 125% for each of these categories (e.g., social and educational, community events, beginning/intermediate skill based, special events, rentals, etc.). The program/service categorizations have been compared to the current account structure in the general ledger system. In many cases, general ledger accounts contain multiple programs with varying cost recovery goals. For the 2017 budget, staff added new general ledger accounts for program and service categories to ensure that an account series has a single defined cost recovery goal. In addition, staff assigned Departments an indirect cost percentage in the budget based on historical actual Department indirect expenses to apply to programs to ensure that each are budgeted at the appropriate cost recovery goal. The Board’s 2017 Quarterly Financial Reports will report on each Department’s actual performance as compared to cost recovery goals.


23

Improvement through Collaboration and Innovation Theme

About this Theme: The District’s tenet of pursuing operational excellence will be achieved through an inclusive and participative team-based environment. In addition, the District, rather than make decisions based on the status quo, will rely on best practice approaches founded on innovative techniques that result in sustainable organizational improvement.

Objective A: Create a Borderless Organization

About this Objective: Effective communication across the organization results in efficient internal service, in support of providing excellent external service. Internal seamlessness and ongoing communication is vitally important and requires identification of workplace barriers and standard operating procedures to guide staff in working effectively with others.

Initiative One: Conduct methods to gather internal customer feedback and improve internal

business performance (deferred). This initiative is deferred. Initiative Two: Evaluate and implement opportunities for employees to collaborate

(continuous: 2013-17).

Year-end Status Update: The District’s cross-departmental/functional teams are intended to foster an exchange of ideas and the collaborative development and implementation of work plans. A new cross-functional team was formed and met in the first half of 2016 to review the full-time performance evaluation system (see page 30) and another was formed in the second half of 2016 to evaluate and determine training needs. The District also has two ongoing Employee Committees (Employee Relations and Safety) and cross-functional teams for registration, capital planning, environmental planning (green team) and performance management/job description review. In 2017, a cross-function team will be formed to update the Strategic Technology Plan and for the Vision 2020 process, consisting of staff from all Departments and levels in the organization.

Initiative Three: Evaluate and enhance communication among District employees (short-term: 2013-15). This initiative was completed in 2015.


24

Objective B: Excellence in Innovative Operational Management

About this Objective: The District will efficiently and effectively leverage labor resources in operations. Furthermore, the District will identify and continuously improve key processes and work toward adopting industry best practices.

Initiative One: Complete a work analysis/staffing review to determine the best allocation of

labor dollars (mid- and long-term: 2014-17).

Year-end Status Update: Staffing Study: To conduct an objective and comprehensive analysis of the appropriate level of staffing and departmental organizational structure to utilize resources in the most effective manner, staff hired a professional services firm with expertise in completing these types of studies. The District selected the firm by utilizing a qualifications based selection process in June 2014 and chose Matrix Consulting Group based on their qualifications and experience with government operations and their professional and analytical approach tailored to address issues specific to the District. In August 2014, the Board approved the expenditure of $37,000 for Matrix Consulting Group to complete the analysis of full- and part-time staffing. After Board approval, the firm completed the following tasks to conduct the analysis (from July 2014 to June 2015):

• collected the District’s staffing and organizational data, including conducting interviews with department managers, supervisors and front line staff, observing selected parks and facilities, and reviewing of department workloads and budgets.

• compiled the District’s draft descriptive profile, organizational structure, and job specific key roles and responsibilities.

• completed a draft diagnostic assessment of the District’s staffing, highlighting performance targets and potential operational alternatives to current practices.

• submitted the final report with recommendations and a documentation of the process. • presented the report to the Management Team and the Division Manager – Human

Resources and Risk Management. At a subsequent meeting, staff preliminarily reviewed and discussed the recommendations.

In April 2016, the Management Team and Division Manager of Human Resources and Risk Management comprehensively assessed the feasibility, status, and follow-up necessary to address the forty-six (46) recommendations to determine which have been accomplished, require additional analysis or should not be pursued (if unrealistic to implement). After this evaluation, staff determined that 33% of the recommendations had been accomplished, 33% will not be pursued based on feasibility of implementation or due to other options being implemented to address the recommendation and 35% require further research, analysis and discussion in 2016 based on their potential operational and financial impact.


25

At year-end, the District had implemented an additional seven (7) recommendations with only 20% (9 of 46) remaining outstanding. To date, some of the major outcomes of the study include the following: • restructured the Marketing and Communications Department to provide improved focus on

sponsorships, event management and social media efforts; • during Vision 2020 process, conducted Organizational Culture Survey of full- and part-

time/seasonal staff; • shifted Financial Operations Supervisor position from Enterprise Services Department to

Finance and Human Resources Department to improve reporting relationship between Finance and Courts Plus;

• Began 360 Degree Leadership Training program with mid-level managers; • changed the Program Manager-Inclusion position to full-time to address the growing need

for inclusion services for the population with disabilities; and • transferred oversight of Sugar Creek Golf Course from the Executive Director to the Director

of Enterprise Services for more optimal organizational alignment; Compensation Study: A compensation analysis was originally planned to occur with the staffing analysis in 2014-15. However, it was cost prohibitive to complete at that time. Therefore, staff deferred the project and the Board approved it as part of the 2016 Budget. The purpose of this analysis is to review the District’s salary classification structures to ensure fair, equitable and competitive wages. Staff prepared a Request for Proposal (RFP) to solicit firms to complete the analysis, and in May 2016, advertised availability of the RFP on the District’s website and in the Daily Herald. Utilizing a qualifications based selection process, staff reviewed proposals and interviewed and selected the best firm to complete the Study. At the July 25, 2016 Board meeting, staff recommended, and Board approved, the expenditure to hire GovHR, LLC of Northbrook, Illinois. To kick-off the project, GovHR held a meeting with Human Resources staff, followed by employee meetings and interviews to gather more details about positions and responsibilities. A salary survey of comparable Districts was also conducted to gage market ranges. GovHR is compiling the data and targets completing the Study in April 2017. Staff will then review and assess report outcomes, including any impact to the 2018 Budget and determine next steps and timelines for implementation.

Initiative Two: Develop a dashboard of key indicators to assess and improve organizational

performance (long-term: 2015-17).

Year-end Status Update: The Management Team continues to report new Strategic Plan performance measures so that the Board and staff can effectively monitor the achievement of District strategy. For example, staff began tracking and reporting additional financial measures in the 2015 Year-end Strategic Plan Progress Report and new registration and financial measures in the 2016 Mid-year and Year-end Reports. In 2017, staff will research dashboard software that will facilitate the reporting and tracking of strategic measures and develop metrics


26

based on the feedback and performance data developed and collected during the Vision 2020 process. For a list of the Strategic Plan performance measures, see pages 31-46.

Initiative Three: Institutionalize sustainable internal operations (continuous: 2013-16).

Year-end Status Update: In 2016, the Green Team created an action plan and assigned tasks to members to achieve an 8% score improvement on the Illinois Park and Recreation Association (IPRA) Environmental Report Card by the end of the year (the District’s score was 61% at the end of 2015). The Report Card is a tool utilized by Park Districts to assess their sustainability and environmental initiatives. At the conclusion of 2016, the Green Team’s action plan and review of 2015 scoring resulted in the District earning additional points on the Report Card that brought the District’s total score to 70%. Some of the initiatives implemented by the Green Team include:

• Prepared and posted five Environmental Tips posters in the break rooms at all District facilities;

• Added a new recreation staff representative to Green Team; • With the Employee Relations Committee, hosted a staff park cleanup event on Earth Day at

East End Park; • Organized the installation of a Paper Retriever (paper recycling bin) in the Abbey parking lot

and a second bin at the Courts Plus parking lot; • Updated the “Commitment to the Environment” statement for bid documents and included it

in four bid documents; • Reviewed and updated the Environmental Guidelines for Plant Healthcare & Pest

Management and the Green Cleaner Product & Vendor List; • Implemented and managed battery, paint, aerosol, pen/marker, holiday lights, and tennis ball

recycling throughout the District; • Created and installed “no idling” stickers in all District vehicles, along with educating staff

about the impact of idling vehicles; and • Educated public and staff on wildlife issues through signs in parks regarding the emerald ash

borer and red-winged black birds, along with updated information on the District’s website regarding coyotes and cicada killer wasps.

Initiative Four: Utilize and improve technology for efficiency and reporting (continuous: 2014-17).

Year-end Status Update: Strategic Technology Plan: As technology continues to be a necessary part of conducting business, the District places a high priority on developing and implementing a Strategic Technology Plan (STP). A new plan is developed every three years to allow for maximum productivity. The current plan was completed in 2014 by a cross-functional Strategic Information Technology Committee consisting of representatives from all departments and will be updated in 2017 by a cross-functional committee.


27

The Strategic Technology Plan initiative implemented in 2016 was the Storage Area Network (SAN) project. Within a virtualized environment, numerous virtualized servers reside on a host (small physical server). All the virtualized servers then access a SAN (storage area network). A SAN connects multiple servers to a centralized pool of disk storage. The District’s current SAN was installed in 2012 and industry trends call for replacement every 3-5 years to avoid failure. Therefore, the Board approved replacing the current model on March 23, 2016 based on this schedule and to also add more space for storage. All of the District’s financial software, payroll, registration, email, file services and directory services operate using the SAN. The SAN project was completed by April 2016 for $46,771. Other 2016 technology improvements included the following: • renewed and updated Barracuda firewall hardware and software/security application

definitions to provide security across the infrastructure for inbound and outbound connections;

• renewed and updated link balancer hardware and application software to run balanced internet connectivity between web site traffic and failover protection between internet providers; and

• renewed and updated mail archiver hardware and application software to offer an email archiving solution that optimizes email storage, meets regulatory compliance and anytime/anywhere access to old emails.

New Registration System: RecTrac, the District’s program registration system, was purchased in February 2015. Since then, the District has installed the RecTrac and WebTrac servers, additional hardware and software, and completed implementation, design, and preliminary training. Courts Plus transferred the membership database in November 2015 and program registration went live in December 2015. As of March 2016, the District had gone through two high volume online registration dates. During both of these dates, customers experienced long delays online in the registration process. As a result, steps were taken to eliminate the delays and improve the software’s performance, which included organizing the ad hoc technology committee, contracting with Sterling Network Integration to assist with system analysis, and moving forward with the approved Storage Area Network (SAN) project described in the previous section.

The configuration of the new SAN included increasing the number of CPU cores for RecTrac from 8 to 24. In April 2016, after the network changes were made, the District completed load testing of the RecTrac database with support services from Vermont Systems. Prior to the SAN upgrade, CPU usage ranged from 40%-99%, and after the upgrade, CPU usage ranged from 3%-20%. Load testing produced only 49 minor error requests out of 19,895 total requests and was considered successful. Summer online registration was on May 7, 2016 and as a result of the changes, customers did not experience any online registration delays. Vermont Systems continues to release upgraded builds to the registration software, which are carefully reviewed prior to implementation. Vermont Systems conducted a load test to ensure that customers did not experience difficulties during fall 2016 registration. Fall registration ran smoothly as staff continued to monitor CPU utilization, load balancing, and bandwidth


28

consumption for inbound connections to the Rectrac server. Community confidence continues to grow as the opening day lines for registration decrease and on-line registrations have increased from 698 in February 2016 to 883 in February 2017. Even though this project is completed, system performance will continue to be monitored in future years.

Continuous Improvement through an Empowered Team Theme

About this Theme: Continuous improvement is an ongoing effort to improve products, services, and processes. These improvements will be accomplished through both Board members and staff by providing the tools and opportunities necessary to work together as a team and make decisions in the best interest of the District.

Objective A: Develop an Empowered Staff

About this Objective: Leadership competencies will include a participative leadership style and team based approaches. In addition, leaders will define empowerment and provide guidelines and boundaries for employee decision making. Initiative One: Strengthen District training to facilitate the empowerment of staff (long-term:

2015-16).

Year-end Status Update: In June 2015, Human Resources staff asked managers and supervisors to take an inventory of current training practices, including what types of training the District provides new staff to prepare them for their role, what training is provided to current staff to ensure that they are aware of current practices and procedures and how the District further develops employee skills. Managers and supervisors were also asked to provide feedback on additional training that they would like offered to staff. During the second half of 2016, Human Resources staff formed a cross-functional team (with ten (10) employees), which discussed the inventory findings, determined any deficiencies and recommended the additional training needed to address those deficiencies. Several of the Committee’s recommendations were addressed in 2016 and will continue to be implemented in 2017. For example, a training page was created on the District’s intranet site to provide a central location for the sharing of resources, including videos and documents. In addition, staff continue


29

to videotape internal trainings so they can be captured for future use and will investigate implementing an annual new training topic for all staff.

Initiative Two: Develop leaders (long-term: 2015-17).

Year-end Status Update: During 2015, staff completed a review of leadership training materials to utilize John C. Maxwell’s 360° Leader training program. In September 2016, sixteen mid-level supervisory staff began a six-session Lunch and Learn workshop program using John C. Maxwell’s book, The 360 Degree Leader. The program illustrates to participants how to have greater impact in the organization by utilizing the law of influence - how to lead up, lead down, and lead across, to impact subordinates, peers, and supervisors. In 2017, the program will conclude during the first part of the year, and a participant evaluation of the program will be conducted to gauge its effectiveness.

Objective B: Create a Culture of Continuous Improvement

About this Objective: A continuous improvement environment requires all staff and Board members of the District to play a role in improvement efforts. It also requires knowledge of process improvements, or having knowledge about waste and errors in work methods and how to streamline them. This culture suggests the need to question status quo thinking. Initiative One: Consider a Board assessment process to continuously improve Board

governance (long-term: 2015-17).

Year-end Status Update In April 2016, the Board undertook a self-evaluation process that was facilitated by Peter Murphy of the Illinois Association of Park Districts (IAPD). Mr. Murphy provided the board with several handouts including a compiled listing of board responses to a questionnaire regarding commissioner responsibilities and a recommended reading list geared toward leadership competencies. During the session, the board also undertook an additional questionnaire to gain insight to any areas needing improvement. Thereafter, in May, the Board held a follow up on the self-evaluation, which included a discussion of ways to operate more efficiently and effectively.

In 2017, staff will develop an “exit” interview for outgoing Board members to effectively transfer knowledge to current and new members. This questionnaire will be utilized for the first time with Commissioner Pelosi at the end of his term.

Initiative Two: Formalize a process for management of organizational knowledge

(Deferred). This initiative is deferred.


30

Objective C: Foster a Culture of Innovation

About this Objective: Innovation requires a work culture that embraces change and is supported by encouraging staff to try new processes and services. Alignment exists between agency systems such as recruitment, hiring, reward and recognition, and performance feedback in support of adopting innovation. Changes in programs and services result from knowledge of industry trends and future customer requirements.

Initiative One: Research industry trends and identify ways of integrating new ideas into

programs, facilities and services (long-term: 2017).

Year-end Status Update: In 2016 and 2017, the data collected and the planning workshops for the Vision 2020 process will provide District employees’ current national and local community and industry trends and use of this data for planning programs, facilities and services. The outcomes of the process and the data collected (e.g. community needs assessment survey, national and local trend analysis, park scorecard assessments, program assessments, etc.) will be used to continue the implementation of strategic and comprehensive plan priorities and for annual program and facility planning to enhance staff knowledge and use of current on industry trends and customer preferences.

Initiative Two: Establish organizational systems to promote innovation (long-term: 2016-17)

Year-end Status Update: To address this initiative of establishing organizational systems to promote innovation, the Executive Director felt the District’s current full-time performance management system required review. In March 2016, Human Resources staff formed a cross functional team to evaluate the District’s full-time performance management system. Consisting of fifteen (15) employees from all District departments, members met to discuss the District’s current performance appraisal system and new approaches which could be considered for implementation. To support the Committee’s discussions, Human Resources staff evaluated and provided recommendations to assist with determining the best system for the District.

After much discussion, the Committee recommended and the Executive Director concurred that the District will continue to utilize the system currently in place with a few minor adjustments. First, instead of a District-wide pool, merit pools will be divided by department to improve imbalances in the distribution of the pool (e.g. dissimilar job positions’ evaluation outcomes will not be compared across Departments). Human Resources staff also will provide additional training to new employees to explain the District’s system, as well as to new managers to help them understand and effectively implement it.

To continue to address this initiative in 2017, staff will review the District’s current employee recognition and reward program and best practices and innovations to improve the District’s current recognition and reward system.


31

Performance Measures

Performance measurement provides data to complement decision making, improve performance, communicate progress and foster accountability. Using the Strategic Plan Strategy Map (see page 8), the Management Team develops measures for monitoring the impact of implementing the Strategic Objectives. The charts on pages 32-46 illustrate the measures that are tracked and reported semi-annually or annually in the Strategic Plan Progress Report (SPPR) or will be tracked in future years of the Strategic Plan.

As staff continues implementation of the 2013-17 Strategic Plan, some of the performance measures are a work in progress and will be further refined as staff determine if and when it is feasible to begin tracking each measure, the frequency each should be tracked (semi-annually or annually) and the availability of historical data for assessing long-term trends. Some of the proposed measures may also change or new ones added after the completion related initiatives.

In 2016, staff started tracking new registration and financial measures based on best practices in performance reporting and the capabilities of the new registration system (i.e., total unique registrations, program revenue per unique participant, participation by age group and percent of unique resident households completing a transaction). Staff continues developing and refining performance targets for new measures to provide a snapshot of how actual performance compares to the annual goal along with adding charts to communicate changes in performance levels over time. In 2017, staff will also research dashboard software, which will facilitate improved reporting and tracking of Strategic Plan measures and develop metrics based on the feedback and performance data developed and collected during the Vision 2020 process.

Performance Reporting

For measures that are tracked on semi-annual basis (as indicated in the last column of the charts on pages 22-46), staff provide year-end actual performance data in the performance measure outcome tables. Staff developed the symbols below to convey how actual performance compares to the performance target. The parenthesis after each performance category defines the outcome range for that category. By tracking achievement of performance targets, the Board and staff can assess the effectiveness of the current SWP toward achieving District strategy and make adjustments to work plans and the allocation of resources to ensure the future success of the Plan.

Significantly

Above Target (>10%)

Above Target (0.01% to 10%)

At Target (0%)

Below Target (-.01% to -10%)

Significantly Below Target

(<-10%)


32

Performance Measures by Theme

Customer Centered Theme

Performance Measure Performance

Target

Timing of Reporting and Year to Begin

Tracking

Lead Department(s)

Program Success Rate 80% or higher Semi-annually 2013 Enterprise/Recreation

Total Unique Registrants 8,800 Semi-annually 2016 Finance

Percent of Program and Pass Registrants by Age Group

To be determined Semi-annually 2016 Finance

Percent of Unique Resident Households Completing a Transaction 50% Annually 2016 Finance

Customer Satisfaction Standards (park & facility, services, membership and programs)

To be determined Annually 2017 Marketing

Bold Text: Reporting moved to 2017 based on the timing of Vision 2020 process.

The District serves the community in many ways, many of which can be difficult to track such as attendance at non-registered community events. In 2016, the Park District conducted a Community Needs Assessment survey in which 88% of respondents indicated that they or a member of their household has visited a park in the past year and 45% registered for a program. Staff also surveyed Courts Plus members and pool pass holders to gather feedback and implement improvements to enhance the customer experience at both those facilities and continues to conduct participant program evaluations. In 2017, staff will assess what measures can be added to this report to assess overall customer satisfaction and will continue to track the customer measures in this section, which highlight the District's efforts in reaching members of the community and participation levels.

Program Success Rate

One indicator of the District’s success with matching the “right” array of programs and services to meet customer interest and demand along with marketplace trends is the success rate of programs (total number of courses offered versus the total number of courses that ran). Recreation Programs: As illustrated in the chart on the following page, in 2016, the recreation program average success rate of 88.7% is above the District’s performance standard of 80.0% and a 0.8% decrease as compared to the year-end 2015 success rate of 89.4%. Program areas with success rates below 80.0% include: Adult Special Interest, Mind and Body, Nature and Youth/Teen Special Interest.


33

Adult Special Interest and Mind and Body program areas traditionally have low interest levels, with enrollments of 59 and 13 respectively. Success rates in these areas are 33% (Adult Interest) and 25% (Mind/Body). Youth/Teen Special Interest programming is quite “trendy”. Consequently, we continue to offer a variety of opportunities to meet the ever-changing interests in this area. As a result, we experienced only 67% success rates, accommodating 546 participants. Currently Nature programming is offered through a cooperative agreement with the Lakeview Nature Center at the Oakbrook Terrace Park District and of the 114 programs offered to Elmhurst, 73 programs ran (64%). Beginning in fall 2017, the District’s agreement with the Lakeview Nature Center will be modified to mirror the District’s current agreement with the Elmhurst Art Museum (EAM). The District will continue to feature Lakeview programs in each seasonal brochure. However, the Oakbrook Terrace Park District will plan, implement and manage these nature programs at the Center and as was the case with EAM, we anticipate that fully incorporating these programs within the Nature Center will both improve program offerings and participation in environmental programming for both communities. Enterprise Programs: As illustrated below, in 2016, the Enterprise program average success rate of 77.9% is slightly below the District’s performance standard of 80.0% and a 1.4% decrease as compared to 2015 success rate. Enterprise program areas that experienced success rates below 80.0% include fitness programs (74.4%), mind/body programs (64.1%) and Kids Plus programs (68.9%) due to increased competition and climbing wall programs (60%) due to limited interest. Staff are monitoring if this is a trend to determine if changes need to be made to increase success rates.

Category 2015 Year-end

Program Success Rate

2016 Year-end Program

Success Rate

Annual Performance

Target

2016 Year-end Performance Trend

Recreation Programs

89.4% 88.7% 80.0% or above

Significantly Above Target

(>10%) 10.9%

Enterprise Programs

79.0% 77.9% 80.0% or above Below Target (-.01% to -10)

1.4%

Data Source: Class Registration System (2015) & RecTrac Registration Software (2016)


34

Total Unique Registrants

One indicator of the success of the reach and participation in program offerings is the total of unique individuals registering for programs. Unique registrants is defined as the total number of individuals registered for at least one recreation or enterprise services program (residents and non-residents). Each individual is counted only once regardless of the number of programs that individual was registered for during the measurement period. Programs from Sugar Creek were not included in this measure along with participation in programs not requiring registration, including events. Additionally, registration for adult sports leagues counts as one registration per team. For 2016, the number of unique registrants was 8,597 as compared to 8,761 in 2015 (a 1.9% decrease) and 2.3% below the performance target. With another year of data available, staff will assess trends for this measure in the 2017 Strategic Plan Progress Reports.

Category 2015 Year-end Total Unique Registrants

2016 Year-end Total Unique Registrants

Year-end Performance

Target


Total Unique Registrants

8,761 8,597 8,800 Below Target (-.01% to -10)

2.3%

Data Source: Class Registration System (2015) and RecTrac Registration Software (2016)

Percent of Program and Pass Registrants by Age Group

One indicator of the District’s reach in the community among the youth, adult and senior populations is the number of unique individual District residents registered for at least one recreation and enterprise services program or that purchased a pass divided by the number of residents in Elmhurst in that age group as indicated by the 2010 Census data. This measure does not include Sugar Creek programs and passes or participation in programs which do not require registration such as community events. The chart below illustrates 2016 Year-end percent of unique registrations by each age group. In 2017, staff will have an additional year of data to develop a sound performance target and assess trends in performance.

Category

2015 Year-end Percent of

Unique Registrants by Age Group1,2

2016 Year-end Percent of

Unique Registrants by Age Group1,2


Target


0-4 N/A 36% N/A N/A

5-9 N/A 32% N/A N/A


35

10-14 N/A 17% N/A N/A

15-19 N/A 3% N/A N/A

20-34 N/A 1% N/A N/A

35-49 N/A 2% N/A N/A

50-64 N/A 3% N/A N/A

65 & Older N/A 8% N/A N/A

Total N/A 9% N/A N/A

1Total unique participants in age category/total 2010 Elmhurst population in age category 2Removed registrants that had no birthdate (.04% of total population)

Data Source: RecTrac Registration Software and 2010 United States Census

Percent of Unique Resident Household Completing a Transaction

Another indicator of the Elmhurst household involvement in District programs and activities is assessing the percent of unique resident households completing a transaction to register for a program, purchase a facility pass or point of sale item, or rent a facility. This measure illustrates the District’s reach in the community as it relates to activities and programs which require payment and/or registration. The measure is calculated by dividing the unique resident household accounts which have completed a transaction processed through the District’s RecTrac software by the total number of households in Elmhurst as indicated by census data. Each resident household account is counted only once regardless of the number of individuals in that household or transactions processed for that household during the measurement period. Programs from Sugar Creek were not included in this measure along with participation in programs not requiring registration, including events. Additionally, registration for adult sports leagues counts as one registration per team. As illustrated in the chart on the next page, for 2016, the percent of unique resident households that completed a transaction was 40.8%, which is 0.3% higher than 2015 and 18.4% below the performance target. With another year of data available, staff will assess trends for this measure in the 2017 Year-end Strategic Plan Progress Report.


36

Category

2015 Percent of Unique Resident

Households Completing a Transaction

2016 Percent of Unique Resident

Households Completing a Transaction


Target


Percent of Unique

Resident Households

Completing a Transaction

40.7% 40.8% 50.0%


(<-10%) 18.4%

Data Source: Class Registration System (2015), RecTrac Registration Software (2016) and 2010 United States Census

Fiscal Agility Theme

Performance Measure Performance Target


Tracking

Lead Department(s)

Percent of Non-tax Revenue 60% or higher Annually 2013 Finance

Met Reserve Targets – 1st Tier Met Board Reserve Policy

Targets Annually 2013 Finance

Met Reserve Targets – 2nd Tier Met Budget Target Annually 2013 Finance

Capital Assets Condition Ratio 50% Annually 2015 Finance

Debt Service Ratio 20% Annually 2015 Finance

Fund Balance as a Percentage of Expenditures Met Board Fund Balance Policy Annually 2017 Finance

Program Revenue Per Unique Registrant $500 Semi-annually 2016 Finance

Percent of Profit Earned-Courts Plus 15% Annually 2017 Finance/Enterprise

Average Dollar of Round per Golfer Higher than the previous six-

year average Annually 2013 Golf Course

Cost Recovery Goals Met Cost Recovery Goals Annually 2017 Finance

Bold Text: Reporting moved to 2017 based on the timing of the Audit.


37

Staff has continued adding measures to track achievement of the Fiscal Agility theme and will track a few new measures in 2017, including cost recover goals. In this report, staff added performance targets for the capital assets condition ratio, debt service ratio and program revenue per unique registrant.

Percent of Non-tax Revenue

The Board has a policy that 60% of revenue be received from other sources besides taxes. Examples of non-tax revenue include user and membership fees, retail sales, interest income, grants, contractual receipts, sponsorships and donations. As illustrated in the chart below, 2015 year-end revenue was a split of 42% taxes and 58% non-tax revenue, which was 3.3% below the Board policy (due primarily to the District receiving 4% higher tax revenue than budgeted ($380,000)). In the 2016 Budget, staff projected a split of 41% tax revenue to 59% non-tax revenue at year-end. Actual 2016 revenue was a split of 40% taxes and 60% non-tax revenue, which meets Board policy and was due primarily to the District receiving OSLAD grant proceeds of $400,000 and $156,190 in donation revenue for the redevelopment of Butterfield Park and the Playground for Everyone. Staff continue to review and implement revenue pricing strategies based on trends and market conditions and evaluate and pursue partnership and grant opportunities to ensure that the performance target is met in future years.

Category 2015 Percent

of Non-tax Revenue

2016 Percent of Non-tax Revenue

Annual Performance

Target

2016 Performance Trend

Percent of Non-Tax Revenue

58% 60% 60% or above

At Target

(0%)

Data Source: Eden Financial System

Cash and Investment Targets – 1st Tier

To ensure that the District remains fiscally strong in future years, the Board has a Reserve Policy with a two-tiered level for its cash and investments for all operating funds. The first-tier target levels are in place to ensure that the District is able to meet cash flow obligations and emergency or unanticipated expenditures or revenue shortfalls. The policy states that the budget must provide for cash and investments of not less than the percent of projected expenses established for each of the major funds/departments based on their cash flow (e.g. General Fund is 35% of expenses). As illustrated in the chart on the next page, the District exceeded its target levels in 2016 in all funds except the Sugar Creek Golf Course Fund. The percent or amount of expenses for each fund/department that is required in the policy is in the first column, the amount of cash and investments projected in the 2016 Budget for meeting the target is in the second column,


38

the actual level of cash and investments at year-end is in the third column and the percentage of cash and investments above/below the target is in the fourth column. The Sugar Creek Golf Course Fund is below its performance target due to the spending of income to pay the debt to redevelop the clubhouse, make course improvements and purchase and develop the driving range. In 2015 and 2016, Sugar Creek paid the full principal and interest payments on both debt instruments without incurring any additional intergovernmental long-term debt. Staff continue to look critically at spending and maximizing revenue through enhanced marketing efforts, increased programs and market-driven pricing.

Category 2016 Budget Performance

Target

2016 Actual Cash and Investments1

1st Tier


General Fund (35%) $1,192,362 $2,878,878 141.4%

Recreation Fund (10%) $534,469 $3,072,553 474.9%

Enterprise Services (15% & $1.2 million)

$2,008,795 $2,838,298 42.4%

IMRF Department (50%) $183,695 $203,426 10.7%

FICA Department (50%) $185,845 $419,897 125.9%

Liability Department (10%) $24,307 $258,516 963.5%

Audit Department (50%) $25,120 $51,840 106.4%

Special Recreation Department (25%)

$209,360 $360,902 72.4%

Museum Department (25%) $67,335 $196,553 191.9%

Sugar Creek Golf Course ($300,000)

$300,000 $26,535 -91.2%


Cash and Investment Targets – 2nd Tier

To ensure that the District remains fiscally strong in future years, the Board has a Reserve Policy with a two-tiered level for its cash and investments for all operating funds. If the first tier targets are achieved as described on the previous page, the budget must provide the surplus funds necessary to implement the Capital Improvement Plan (current or future projects) or fund future debt. As illustrated in the chart on the next page, the District exceeded its projected second-tier

1 Unaudited


39

levels at year-end in all funds except the IMRF, Enterprise Services and Sugar Creek Golf Course Funds. The amount of cash and investments projected in the 2016 Budget above the first-tier targets is in the second column, the actual level of cash and investments at year-end above the first-tier targets is in the third column and the percentage of cash and investments above/below the second-tier targets is in the fourth column. The second tier cash and investment balance is 222% higher in the General Fund and 25% lower in Enterprise Services Fund primarily due to a variance from the 2016 budgeted beginning balance of cash and investments in both funds related to the transfer of the Sugar Creek investment from the Enterprise Services Fund to the General Fund. In addition, projected year-end revenue over expenses for 2016 in the General Fund is $232,613 versus $18,103 in the 2016 Budget. The IMRF second-tier target is 75.5% lower than budget also due to a variance in the beginning of the year cash and investments due to 2015 tax receipts being lower than projected in the budget. The Sugar Creek Golf Course Fund does not have second-tier reserves due to the spending of income to pay the debt to redevelop the clubhouse, make course improvements and purchase and develop the driving range. Staff continue to look critically at spending and maximizing revenue through enhanced marketing efforts, increased programs and market-driven pricing to build reserves.

Category 2016 Budget Performance

Target

2016 Actual Cash and Investment 2nd Tier2


General Fund $523,226 $1,686,516 222.3%

Recreation Fund $1,279,967 $2,538,084 98.3%

Enterprise Services $1,132,666 $844,503 -25.4%

IMRF Department $80,591 $19,732 -75.5%

FICA Department $163,139 $234,209 43.5%

Liability Department $215,076 $234,209 8.9%

Audit Department $24,200 $26,720 10.4%

Special Recreation Department

$72,206 $151,542 109.9%

Museum Department $103,647 $129,218 24.7%

Sugar Creek Golf Course $0 $0 N/A


2 Unaudited


40

Capital Assets Condition Ratio

It is important to annually review capital needs in order to plan for future funding. One quantitative barometer for assessing the need for facility and equipment upgrades is the capital asset condition ratio. A higher ratio suggests an organization is making investments on a routine basis. The measure specifically considers the remaining useful life of facilities and equipment based on depreciation and is calculated by dividing the remaining value of the District’s depreciable assets by the original value of those assets. The District does record capital assets separately for the Governmental, Enterprise Services, and the Sugar Creek Golf Course Funds. The District’s 2015 and 2016 capital asset condition ratios are illustrated in the chart below. In 2016, net depreciation for governmental assets was $1,610,441, for Enterprise Services assets was $362,578 and for Sugar Creek assets was $81,212. The performance target identified for the Capital Asset Condition Ratio is 50% set to ensure the District invests sufficient dollars to offset the annual depreciation of the District’s assets. Both Enterprise Services Fund and Sugar Creek fall below the target as the District is conservatively investing in assets at these facilities to assist in also meeting profit and cash and investment goals.

Category 2015 Capital

Asset Condition Ratio

2016 Capital Asset

Condition Ratio

Annual Performance

Target


Governmental Funds

57.1% 56.3% 50.0%


(>10%) 12.6%

Enterprise Services

42.6% 40.9% 50.0%


(<-10%) -22.2%

Sugar Creek 38.2% 36.0% 50.0%


(<-10%) -28.0%


Debt Service Ratio

The debt service ratio is used to analyze an organizations service flexibility with the amount of expenses committed to annual debt service. The ratio divides total debt service principal and interest by total expenses plus principal. As the ratio increases, service flexibility decreases because more resources are being committed to a required financial obligation. For this ratio, transfers between funds are not included in total expenses. The chart on the next page illustrates the 2015 and 2016 debt service ratios for the Governmental funds, Enterprise Services, and the


41

Sugar Creek Golf Course funds. The performance target identified for the Debt Service Ratio is 20% which allows for operational flexibility by limiting committed resources.

Sugar Creek is currently below target due to its obligations on two debt instruments which were used to improve the golf course and clubhouse. One is debt certificates through Elmhurst Park District with an outstanding balance of $572,500 and the second is through the Village of Villa Park with a balance of $675,000. Both are scheduled to be retired in 2022.

Category 2015 Debt

Service Ratio

2016 Debt Service Ratio3

Annual Performance

Target


Governmental Funds

15.7% 13.1% 20.0%


(>10%) 34.5%

Enterprise Services

1.5% 1.5% 20.0%


(>10%) 92.5%

Sugar Creek Golf Course

30.3% 30.28% 20.0%


(<-10%) -51.4%


Program Revenue per Unique Registrant

One indicator of the District’s success with maintaining or increasing non-tax program revenue is the program revenue per unique registrant. This measure is calculated by dividing total revenue generated from recreation and enterprise services programs by the number of unique registrants (residents and non-residents). Unique registrants is the total number of individuals registered for at least one recreation or enterprise services program. Each individual is counted only once regardless of the number of programs that individual was registered for during the measurement period. Programs and revenue from Sugar Creek were not included in this measure. Additionally, registration for adult sports leagues counts as one registration per team. As illustrated in the chart on the next page, in 2016, the average program revenue earned per participant was $492 as compared to $487 in 2015 (a 1.0% increase) and 1.6% below the performance target. After another year of data is available, staff will assess trends for this measure in the 2017 Year-end Strategic Plan Progress Report.

3 Unaudited


42

Category

2015 Year-end Program

Revenue Per Unique

Registrant

2016 Year-end Program Revenue

Per Unique Registrant


Target


Program Revenue Per

Unique Registrant

$474 $492 $500 Below Target

(-.01% to -10%) 1.6%

Data Source: RecTrac Registration Software

Sugar Creek Golf Course Average Dollar of Round per Golfer

The most realistic measure in determining performance in golf is the average dollar of round per golfer. Any golfer who tees off the first hole sets the cost for that round of golf. The most basic revenues generated from that round, comparable on a yearly basis, are greens fees, riding/pull cart rentals and golf club rentals as they directly result from a round of golf. Many other items such as pro shop sales, driving range sales and food and beverage sales can also be attributed to a round of golf, but since these revenues may not always result primarily from a round of golf, staff track and measure them separately. Since 2009, the 2016 golf season resulted in the highest dollar earned per round at $19.63, an increase of $0.66 per round (3.4%) over 2015 (see charts on the next page). This trend marks the seventh consecutive year of a steady increase in the average dollar per round of golf. As compared to 2015, the total number of rounds played in 2016 dropped by 1,279 as a result of ten fewer playable days as compared to 2015. Eight and a half of the ten lost days due to weather occurred in July, August and September, which is the height of the golf season. In 2016, there were 172 playable days recorded (March to October) as compared to 182 in 2015. Additionally, the bulk of those decreased rounds were in August when 1,144 fewer rounds were played as compared to August 2015, mainly due to high heat and humidity along with above average rainfall. Overall, total greens fees, riding/pull cart rentals and golf club rentals decreased as compared to 2015. However, revenue on riding car rentals continued to grow due to adding eight new carts to the rental fleet in 2016. The percentage of golfers renting riding carts increased by 8.3% in 2016 as compared to 2015 (36% from 33% in 2015).


43

Category 2015 Average

Dollar Per Round

2016 Average Dollar Per

Round4

Annual Performance

Target 2016 Performance Trend

Golf Dollar Per Round

$18.97 $19.63 Higher than the

previous six-year average of $16.78


(>10%) 17.0% above

Annual Dollar Earned per Round from 2010 to 2016

Data Source: Eden Financial System, Microsoft Excel Spreadsheet and Golf Now P.O.S. Software.

4 Unaudited 5 Unaudited

Year Revenue5/Total Rounds Average Dollar Per Round

2010 $573,412/37,665 $15.22

2011 $498,533/32,330 $15.42

2012 $586,748/36,292 $16.17

2013 $523,310/30,679 $17.06

2014 $525,464/28,411 $18.50

2015 $589,238/31,057 $18.97

Average from 2010-15 $549,450/32,739 $16.78

2016 $584,717/29,778 $19.63


44

Improvement through Collaboration and Innovation Theme


Target


Tracking

Lead Department(s)

Percent of full-time staff involved in cross-functional teams 75% or higher Semi-annually 2013 Admin

Environmental Report Card Results 80% Annually 2015 Admin

Satisfaction with internal communications and internal services

To be determined Annually 2017

Admin and Marketing

Borderless Satisfaction Survey To be

determined Annually 2017 Admin and Marketing

Bold Text: Reporting moved to 2017 based on the timing of the extensive employee feedback collected during the Vision 2020 process (e.g. Organizational Culture Survey, full- and part-time focus groups, etc.).

Performance measures for this Theme will continue to be developed as part of the Vision 2020 process to update the District’s strategic and comprehensive plans. Extensive employee feedback was collected (e.g. Organizational Culture Survey, full- and part-time focus groups, strategic planning workshops, etc.), including ways to improve collaboration and innovation. The feedback will be utilized to develop new performance metrics such as the outcomes provided in Organizational Culture Survey results. In this report, staff continues to report on staff involvement in cross-functional teams and the IPRA Report Card.

Percent of Full-time Staff Involved in Cross-functional Teams

As one indicator to assess the level of formal cross-departmental interaction, staff tracks the percentage of employees serving on cross-functional committees and teams. To successfully foster a borderless organization, the District’s standard for the effective level of engagement and involvement of District employees is that at least 75% of full-time employees participate on a cross-functional team. At year-end, 68% (52) of full-time employees were on one of the two ongoing employee committees and/or on a project, policy and/or planning team or task force (51% (39 employees) excluding the Safety and Employee Relations committees), which is an increase of 10.3% as compared to year-end 2015 and 9.3% below the performance target (see chart on the next page). In 2017, the Management Team will continue to determine if employees who currently do not serve on a committee or cross-functional team could serve, where appropriate, on a current or newly created cross-functional team. One example is a new cross-functional team to provide feedback during the Vision 2020 process.


45

Category

2015 Year-end Percent of Staff

Involved in Cross-functional Teams


Involved in Cross-functional Teams


Target


Percent of Full-time

Staff 61% 68% 75% or higher

Below Target (-.01% to -10%)

9.3% below

Data Source: Abra (HRIS System) and Microsoft Excel

Environmental Report Card Results

The Illinois Park and Recreation Association (IPRA) Environmental Report Card is a tool utilized by Park Districts to assess their sustainability and environmental initiatives. In 2015, the Green Team reviewed and assessed the District’s Report Card score of 61% and developed objectives to improve deficient areas and move the District closer to meeting the multi-year performance target of 80% or higher. By implementing these objectives, the Green Team’s goal was to increase the overall Report Card score by 8% in 2016 (69% overall score) and by 6% in 2017 (75% overall score).

At the conclusion of 2016, the Green Team’s action plan and review of 2015 scoring resulted in the District earning additional points on the Report Card, bringing the District’s total score to 70% (a 12.9% increase as compared to 2016). In 2017, the Green Team will continue implementing its action plan to increase the District’s total score and move closer to the 80% performance target.

Category 2015 IPRA

Environmental Report Card Score

2016 IPRA Environmental

Report Card Score

Multi-year Performance

Target


IPRA Report Card Score

61% 70% 80% or higher


(<-10%) 12.5% below

Data Source: IPRA Report Card score tabulation in Microsoft Excel


46

Continuous Improvement through an Empowered Team Theme


Target


Tracking

Lead Department(s)

Percent of full-time employees utilizing continuing education 80% or higher Semi-annually 2013 Finance/HR

Employee satisfaction To be

determined Annually 2017 Admin/HR/Marketing

Training program satisfaction To be

determined Annually 2017 HR

Bold Text: Reporting moved to 2017 based on the timing of the extensive employee feedback collected during the Vision 2020 process (e.g. Organizational Culture Survey, full- and part-time focus groups, etc.).

Performance measures for this Theme will continue to be developed as part of the Vision 2020 process to update the District’s Strategic and Comprehensive Plans. As noted in the previous section, extensive employee feedback was collected (e.g. Organizational Culture Survey, full- and part-time focus groups, strategic planning workshops, etc.), including ways to empower employees. This feedback will be utilized to develop new performance metrics, including the Organizational Culture Survey outcomes. In this report, staff continues to report on the percent of full-time employees utilizing continuing education.

Percent of Full-time Employees Utilizing Continuing Education

To provide staff with the tools and knowledge to perform their job successfully and expose them to innovative ideas and industry trends, the District encourages full-time staff at every level in the organization to participate in external training (the annual performance target is at least 80% of full-time employees). As illustrated on the following chart, 80% of full-time employees (59 out of 74) took advantage of continuing education opportunities by attending or viewing at least one seminar/webinar training during 2016 provided by an outside organization/individual and submitting required documentation to the Human Resources Division. This percentage is the same as the 2015 year-end percentage of 80% (61 out of 76 full-time employees) and meets the annual performance target of 80% or higher. Supervisors continue to encourage and provide opportunities for staff to attend training to meet the performance target annually.

Category


Utilizing Continuing Education


Utilizing Continuing Education


Target


Percent of Full-time Staff

80% 80% 80% or higher At Target

(0%)

Data Source: Abra (HRIS System)


47

Definition of Key Terms


48

Definition of Key Terms

The following list of key words describes the definition of the terminology used for the Strategic Plan. Vision—desired future of the organization. The vision should be a “stretch” for the organization, but possible to achieve in approximately five years. It should state a measurable achievement. Mission—describes the business of the organization. The mission also defines the core purpose of the organization and why it exists. Values—describe the way the District operates. Values are meaningful expressions of describing what is important in the way we treat our employees and our guests and relates to the internal culture of the organization. Balanced Scorecard Perspectives—the four perspectives include Customer, Financial, Internal Business Process, and Learning and Growth. They demonstrate cause and effect relationships in the completion of strategy. All of the Strategic Initiatives are aligned with these four perspectives. Major Focus Areas—as part of the planning workshop, staff members were asked to brainstorm ideas about areas of major focus the Department should concentrate on during the next five years. While the focus areas are not part of the strategy map, they do become an important part of strategy formulation. Within the list of objectives and initiatives, references are made throughout the Plan to ensure focus on the five most critical areas. Performance Measures—a standard used to evaluate and communicate performance against expected results. Measures are normally quantitative indicators and capture numbers, dollars, percentages, etc. Measures assist the staff with the ability to determine organizational performance. Performance Target–what the District is trying to achieve to measure accomplishment of the Strategic Objective Strategic Themes—broad brushed macro-oriented organizational sense of direction that relates to the four Balanced Scorecard perspectives of customer, financial, internal business, and growth and development. Strategic Objectives—concise statements describing the specific elements an organization must perform to execute its strategy. Strategic Initiatives—the specific programs, activities, projects, or actions an organization will undertake in an effort to meet performance targets. The strategic initiatives are specifically detailed with specific tactics, which are not included within the body of the Strategic Plan, but will exist in separate documentation.


49

Tactics—are subordinate to the initiatives and detail the steps necessary to complete an initiative. Staff members will identify the tactics for the initiatives before the start of each fiscal year. Variance—difference between the expected result and the actual result.


50

Attachment A 2016 Strategic Work Plan

2016 Strategic Work Plan Updated 4_2016

Timelines: Short Term (2013-15); Mid-Term (2014-16); Long-Term (2015-17); Continuous (2013-17) / High Priority tactics shaded in tan 1 7/26/2016

CUSTOMER THEME: CUSTOMER CENTEREDOBJECTIVE A: NURTURE COMMUNITY CONNECTIONS

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Create process for reviewing existing and potential partnerships according to established criteria (Mid- and long-term)

Tactic a. Define types of partnerships and conduct research on partnership assessment tools 2014-15 In Progress Administration

Tactic b. Create assessment tool and process 2015-16 In Progress Administration

Tactic c. Pilot new assessment tool 2017 Administration

Initiative Two: Develop, nurture and evaluate existing affiliate and partnerships (Continuous)

Tactic a. Develop an inventory of existing partnerships 2015-16 In Progress Administration

Tactic b. Work with partners on agreements requiring updating 2013-17 In Progress Administration

Initiative Three: Develop and identify new opportunities based on Strategic Plan, Program Plan and facility needs (Mid- and long-term)Tactic a. Pursue opportunities to nurture community connections identified in the programming plan process 2014-15 Completed Rec, Ent., P&F

Tactic b. Evaluate opportunities for shared volunteer base and recruitment among community non-profits 2015-16 Completed Marketing & CommTactic c. Identify new local partnerships for athletic field/facility usage as part of the Indoor Sports Facility Study 2016-17 Administration

OBJECTIVE B: IMPROVE CUSTOMER EXPERIENCE

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Create a cross-departmental team to analyze and develop a customer service plan, including a training and measurement plan (Short- and long-term)Tactic a. Define a customer service vision and standards for all levels of the agency 2013-14 Completed Marketing & Comm

Tactic b. Develop and implement customer service training Deferred Marketing & Comm

Tactic c. Develop and implement system-wide customer service measurement system Deferred Marketing & Comm

Tactic d. Research and evaluate options and related software to gather, track, and report customer feedback 2016-17 Marketing & Comm/IT

Initiative Two: Enhance and develop technological solutions to communicate with customers to provide greater access and communication (Short-term)Tactic a. Evaluate what technologies the District uses for communicating and reporting information and which technologies the District should continue to use or add in the future 2013 Completed Marketing & CommTactic b. Implement newly emerging technologies 2014 Completed Marketing & CommTactic c. Continue to evaluate e-communication platforms, including goal and measurement for each one 2014 Completed Marketing & Comm

Status Color Highlight Key - Completed in Yellow; In Progress in Green; Future Year in Blue; Deferred to Future Strategic Plan in Purple



OBJECTIVE C: OPTIMIZE PROGRAM AND FACILITY MIX

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Develop a District Program Plan (Short- and mid-term)

Tactic a. Determine process to comprehensively assess the District's program portfolio to determine a strategy for long-term sustainability 2013-14 Completed Administration

Tactic b. Form cross-department team and provide training to conduct this assessment 2013-14 Completed AdministrationTactic c. Conduct this assessment and create action plan 2013-14 Completed Administration

Tactic d. Collaborate District-wide to optimize program offerings 2014-15 Completed Program DepartmentsTactic e. Identify methods to engage underserved populations 2014-15 Completed Program DepartmentsTactic f. Develop an annual review to evaluate program/service offerings according to needs assessment results and make adjustments to services as needed 2014-15 Completed Administration

Initiative Two: Develop a process to best position core services in the marketplace (Mid-term)

Tactic a. Identify core services and best practice approaches 2014 Completed Administration

Tactic b. Evaluate core services 2014-15 Completed Administration

Tactic c. Based on the results of b. above, maintain, improve and/or divest services for future sustainability 2015 Completed Service Departments

Initiative Three: Create a process for review of the external market to determine duplication, opportunities, needs, pricings, etc. (Mid-term)Tactic a. Review the external market as part of the program planning and core services review processes 2014-15 Completed AdministrationTactic b. Develop business plans for core programs, services and facilities based on results of tactic a. above 2015 Completed Administration

Initiative Four: Optimize Current and Future Facility Space (Continuous)Tactic a. Assess/review facility usage needs based on program and core service plans, Indoor Facility Study and Long-range Capital Plan 2014-17 In Progress Facility & Rec Departments

Tactic b. Conduct Indoor Sports Facility Market Demand and Financial Feasibility Study with the City of Elmhurst 2015-17 In Progress Administration

Tactic c. Evaluate options and negotiate with the City of Elmhurst concerning its request to utilize multiple park properties for stormwater retention 2013-17 In Progress Administration

Tactic d. Update Comprehensive Plan, including gathering feedback from community (e.g. public meetings, survey) 2016-17 Administration




FINANCIAL THEME: FISCAL AGILITY

OBJECTIVE A: ALIGN RESOURCES WITH COMMUNITY NEED

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Improve the capital project review and development process (Short-term)

Tactic a. Review the project evaluation process, including the criteria ranking and determining the rate of return of future capital projects 2013 Completed Administration

Tactic b. Implement the process improvements developed in a. above 2013-14 Completed Administration

Initiative Two: Develop a consistent approach to the pricing of services (Mid-term)Tactic a. Research elasticity of pricing and services to understand customer pricing threshold 2014-15 Completed Marketing & Comm

Tactic b. Establish a consistent fee structure based on program plan/service analysis outcomes 2014-15 CompletedF&HR, ENT, REC, P&F,

M&C, GCTactic c. Review and update revenue/expense policies 2015-17 In Progress Administration

Initiative Three: Ensure transparency by communicating ethics and values to community and internally (Continuous)Tactic a. Develop an education process to enhance understanding of the District's ethics, values and financial policies and practices 2014-15 Completed Marketing & Comm

Tactic b. Communicate the District's ethics, values and financial policies and practices 2013-17 In Progress Marketing & Comm

Tactic c. Gather feedback on the effectiveness of communications and education process in the District's community-wide survey 2016 Marketing & Comm

OBJECTIVE B: TAKE CARE OF WHAT WE HAVE

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Based on the priorities outlined in District planning documents, maintain the District's infrastructure to continue to support high quality offerings (Continuous)

Tactic a. Based upon the District's long-range financial plan, develop a comprehensive funding plan for financing the highest/high priority projects in the Capital Plan 2013-17 In Progress Administration

Tactic b. Implement the highest/high priority projects in the Capital Plan 2013-17 In Progress Administration

Initiative Two: Create a comprehensive asset management plan that is linked to Capital Plan (Deferred)Tactic a. Determine scope, goals and work plan Deferred Administration

Tactic b. Conduct RFP process to retain consultant to assist with development of plan Deferred AdministrationTactic c. Develop plan and integrate it into Capital Plan Deferred AdministrationTactic d. Create ongoing process to update and monitor plan Deferred Administration




OBJECTIVE C: INVEST IN THE FUTURE

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Seek opportunities that will positively impact the District's finances (Continuous)Tactic a. Explore new or expand programs and facilities/amenities to improve and maintain cost recovery goals 2014-17 In Progress P&F, ENT, RECTactic b. Continue to seek outside financial support 2014-17 In Progress Administration, M&C

Tactic c. Evaluate and improve retention strategies and programs 2015-16 In Progress P&F, ENT, REC, SC, M&C

Tactic d. Attract non-users for select District services and programs 2014-15 Completed P&F, ENT, REC, SC

Initiative Two: Develop, implement and track cost recovery goals (Mid- and long-term)

Tactic a. Establish a cost recovery/subsidy allocation strategy that identifies what services/programs to subsidize and at what level (for recreation and enterprise programs) 2014-15 Completed Administration

Tactic b. Enhance internal cost accounting practices for cost recovery tracking and reporting 2016-17 Finance & HR

Tactic c. Track cost recovery goals 2016-17 P&F, ENT, REC, SC

INTERNAL BUSINESS THEME: IMPROVEMENT THROUGH COLLABORATION AND INNOVATIONOBJECTIVE A: CREATE A BORDERLESS ORGANIZATION

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Conduct methods to gather internal customer feedback and improve internal business performance (Deferred)

Tactic a. Develop and implement internal customer survey Deferred HR/M&C

Tactic b. Evaluate survey findings and develop and modify policies, procedures and practices based on feedback Deferred HR/M&C

Initiative Two: Evaluate and implement opportunities for employees to collaborate (Continuous)

Tactic a. Implement cross-functional teams that address Strategic Plan initiatives 2013-17 In Progress Administration

Tactic b. Create cross-functional teams that foster interaction and involve all levels of the organization 2015-17 In Progress Administration

Initiative Three: Evaluate and enhance communication among District employees (Continuous)

Tactic a. Review all communication vehicles and research how employees would prefer information (full- and part-time) 2013 Completed Finance & HR

Tactic b. Investigate and implement, where appropriate, innovative methods/tools for employee communication 2013-15 Completed Finance & HRTactic c. Survey employees to evaluate effectiveness of ongoing and new communication vehicles 2015 Completed Finance & HR




OBJECTIVE B: EXCELLENCE IN INNOVATIVE OPERATIONAL MANAGEMENT

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Complete a work analysis/staffing review to determine the best allocation of labor dollars (Mid- and long-term)

Tactic a. Determine scope of review 2014 Completed Finance & HRTactic b. Conduct RFP process to retain consultant to assist with review 2014 Completed Finance & HRTactic c. Conduct review 2014-15 Completed Finance & HRTactic d. Assess the feasibility of and implement recommendations 2015-17 In Progress Finance & HRTactic e. Conduct compensation study 2016 Finance & HR

Initiative Two: Develop a dashboard of key indicators to assess and improve organizational performance (Long-term)Tactic a. Develop indicators and determine performance targets 2015-16 In Progress AdministrationTactic b. Begin tracking and reporting outcomes and next steps if targets are not met 2015-17 In Progress Administration

Tactic c. Research and implement technology that will support tracking and reporting indicators on dashboard software 2016-17 Administration/IT

Initiative Three: Institutionalize sustainable internal operations (Continuous)

Tactic a. Review the mission, purpose and structure of the employee Environmental Committee and how the District identifies and implements sustainable practices 2013-14 Completed Green Team

Tactic b. Utilize green building products and technologies in building and site development projects where applicable and feasible 2013-15 Completed P&F, ENT, GC

Tactic c. Create action plan for addressing deficient areas of IPRA Environmental Report Card 2015-16 In Progress Green Team

Initiative Four: Utilize and improve technology for efficiency and reporting (Continuous)

Tactic a. Implement Strategic Technology Plan priorities 2014-17 In Progress IT

Tactic b. Evaluate options and implement new registration software 2014-16 In Progress Finance & HR

LEARNING AND GROWTH THEME: CONTINUOUS IMPROVEMENT THROUGH AN EMPOWERED TEAMOBJECTIVE A: DEVELOP AN EMPOWERED STAFF

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Strengthen District training to facilitate the empowerment of staff (Long-term)

Tactic a. Evaluate current practices 2015-16 In Progress Finance & HRTactic b. Develop and implement plan of action based on outcomes of tactic a. above 2016 Finance & HR

Initiative Two: Develop leaders (Long-term)Tactic a. Develop competencies 2015-16 In Progress Administration

Tactic b. Create and implement training program 2016 Administration

Tactic c. Test effectiveness and provide support to new leaders 2016-17 Administration



OBJECTIVE B: CREATE A CULTURE OF CONTINUOUS IMPROVEMENT

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Consider a Board assessment process to continuously improve Board governance (Long-term)

Tactic a. Determine assessment process 2015 Completed AdministrationTactic b. Conduct assessment process 2016 Completed AdministrationTactic c. Implement recommended outcomes of process 2016 AdministrationTactic d. Transfer knowledge between outgoing and incoming Board members 2017 Administration

Initiative Two: Formalize a process for management of organizational knowledge (Deferred)

Tactic a. Collect and transfer workforce knowledge Deferred Administration

Tactic b. Document and share best practices within the District Deferred Administration

OBJECTIVE C: FOSTER A CULTURE OF INNOVATION

Initiatives and Tactics Timeline Status Lead Dept.Initiative One: Research industry trends and identify ways of integrating new ideas into programs, facilities and services (Long-term)Tactic a. Conduct bi-annual service/program/facility analysis trainings specifically designed to discuss the macro operating environment, including social and demographic, technological, economic and political trends

2017 Administration

Tactic b. Integrate trend analysis review into the budget, capital, work plan development and program/service analysis processes 2017 Administration

Initiative Two: Establish organizational systems to promote innovation (Long-term)Tactic a. Review employee reward and recognition systems 2017 Administration

Tactic b. Review full-time employee performance appraisal process 2016 Administration


Agenda #9a (3)


DATE: April 10, 2017 TO: Board of Park Commissioners FROM: James W. Rogers, Executive Director Christi Jacobson, Director of Finance and Human Resources RE: 2016 FOURTH QUARTER FINANCIAL REPORT

ISSUE The 2016 Fourth Quarter Financial Report provides an overview of financial trends through December, 2016. Distribution and review of this Quarterly Report reflects Board Policy 4.16 – Monitoring Executive Performance, which requires the Executive Director to prepare a quarterly management and budget report. DISCUSSION The Quarterly Financial Report is designed to give the Board an overview of the District’s financial performance compared to budget, an update on capital project(s), and a summary of investments. RECOMMENDATION That the Board of Park Commissioners reviews the attached report and provides any questions or comments to staff. Thank you. Attachment: 2016 Fourth Quarter Financial Report

Elmhurst Park District Financial Report 4th Quarter 2016

1

2016 Revenues and Expenditures Actual Year-to-Date Comparison .................................... Page 1 2016 Budget Compared to Actual Year-to-Date by Fund ...................................................... Page 2 Revenues by Source ............................................................................................................. Pages 3 - 5 Expenditures by Object ......................................................................................................... Pages 6 - 8 Capital Improvement Plan Overview ..................................................................................... Pages 9 - 11 Cash and Investments ........................................................................................................... Pages 12

2016 Revenues and Expenditures Actual Year-to-Date Comparison

* Includes departments (General Fund includes General, IMRF, FICA, Liability and Audit Departments; Recreation Fund includes Recreation, SRA and Museum Departments)


2

2016 Budget Compared to Actual Year-to-Date by Fund

4th Qtr Actual

Revenues Expenditure Net Revenues Revenues Expenditures Expenditures NetGeneral Fund 3,424,851 3,406,748 18,103 3,439,503 100% 3,206,890 94% 232,613 IMRF Department 385,081 367,389 17,692 388,735 101% 353,039 96% 35,696 FICA Department 380,984 371,690 9,294 385,329 101% 338,759 91% 46,570 Liability Insurance Department 253,887 243,074 10,813 256,319 101% 223,852 92% 32,467 Audit Department 51,111 50,240 871 51,199 100% 48,287 96% 2,912 Recreation Fund 4,927,733 5,344,690 (416,957) 5,131,459 104% 4,931,268 92% 200,191 Special Recreation Association Dept. 655,234 837,440 (182,206) 670,116 102% 817,710 98% (147,594) Museum Department 276,171 269,340 6,831 281,569 102% 262,268 97% 19,301 Enterprise Services Fund 4,840,310 5,291,965 (451,655) 4,428,231 91% 4,758,255 90% (330,024) Sugar Creek Golf Course Fund 1,056,752 1,055,721 1,031 1,029,254 97% 945,685 90% 83,569

Total Operating 16,252,114 17,238,297 (986,183) 16,061,713 99% 15,886,013 92% 175,700 Debt Service Fund 1,654,912 1,654,912 - 1,668,213 101% 1,653,346 100% 14,867 Early Bond Repayment Fund 0 75,715 (75,715) 2,220 100% 75,937 100% (73,717) Capital Improvement Fund 1,304,977 3,099,977 (1,795,000) 1,826,392 140% 2,889,064 93% (1,062,672) Paving & Lighting Department 135,027 161,650 (26,623) 135,660 100% 147,505 91% (11,845)

Total Debt and Capital 3,094,916 4,992,254 (1,897,338) 3,632,485 117% 4,765,852 95% (1,133,367) Total 19,347,030 22,230,551 (2,883,521) 19,694,197 102% 20,651,865 93% (957,668)

% of BudgetedBudget

% of Budgeted


3

2015 and 2016 Revenues by Source Year-to-Date Actual as Compared to Budget

1 Taxes totaling $7,971,808 are 99.8% of budget ($17,436 lower) due to the County approved property tax levy being slightly lower than what was

originally requested. 2 Donation, advertising and sponsorship revenue is 135% of budget and 126% ($255,616) higher than in the prior year due to increased fundraising

efforts for the Playground for Everyone generating $216,125 more in donations in 2016, increased advertising revenue of $18,140 and increased event sponsorship of $21,010.

3 Grant revenue totaling $400,000 was received in the 4th quarter for the redevelopment of Butterfield Park and the Playground for Everyone.

4 Program Fees are 99% of budget and increased by $79,283 or 1.9% from the prior year due to increases in the Recreation Fund ($84,942) and

Sugar Creek Golf Course Fund ($4,838), and partially offset by decreases in the Enterprise Service Fund ($10,350). Recreation Fund: Increased enrollment and fees from RecStation ($50,115), youth and preschool music lessons ($20,672), senior programs

and trips ($19,471), dance programs ($17,807), and early childhood programs ($10,506) and was partially offset by decreased enrollment in recreational gymnastics ($12,287), softball leagues ($10,218), and swim programs ($8,692).

Enterprise Services: Decreased revenue from Kids Plus programs ($38,096), Industrial Athlete ($26,850), Youth Karate ($13,127), personal training ($10,159), and adult fitness ($5,697) partially offset by increased revenue from Summer Camp ($43,167) and Tennis programs ($35,715).

Sugar Creek: Increased fee for the Jr. Golf program by 10% from the prior year.

2015 2016 2015 2016 2015 2016Budget Budget 4th Qtr Actual 4th Qtr Actual % of Budget % of Budget

Taxes (Property and Corporate Replacement)1 7,419,800 7,989,244 7,772,731 7,971,808 105% 99.8%

Donations, Advertising, Scholarships2 61,400 340,375 202,878 458,494 330% 135%

Grants3 2,213,600 1,100 10,076 400,000 0.5% 36363.6%

Program Fees4 4,064,404 4,365,203 4,261,931 4,330,881 105% 99%

Rentals, Leases5 782,325 780,391 782,155 753,351 100% 97%

Passes, Memberships, Daily Uses6 3,743,126 3,895,505 3,641,719 3,722,419 97% 96%

Merchandise Sales7 332,254 320,547 323,803 307,248 97% 96%

Transfers8 1,191,862 977,654 804,362 977,654 67% 100%

Bond, Insurance Proceeds9 671,920 665,511 680,299 714,517 101% 107%

Interest10 13,500 11,500 20,173 57,827 149% 503% Total Revenues 20,494,191 19,347,030 18,500,127 19,694,198 90% 102%


4

5 Rental revenue is 97% of budget and decreased from prior year by 3.7% ($28,804) primarily due decreased facility rentals at Wilder Mansion ($17,711), the Hub ($10,998), and Sugar Creek ($3,732), partially offset by increased facility rental at Courts Plus ($7,173) due to the addition of Weight Watcher meetings.

6 Passes, Memberships, and Daily Use is 96% of budget and 2% greater than the prior year ($80,700) overall; $58,497 higher in the Recreation fund and $31,542 higher in the Enterprise Services Fund, but $8,882 lower at Sugar Creek.

Recreation Fund: Increase in the pool pass rate from $34 pre-season resident /$49 regular season to $39 pre-season resident /$59 regular

season generating an additional $33,977. 2016 was also greater than last year due to increased pool punch cards and daily admission revenue ($17,585)

Enterprise Services: Increased membership and joining fees ($30,333) partially due to maintaining a higher monthly member average (2.8% greater).

Sugar Creek: Decreased daily use ($8,464) and driving range ($3,694) revenue partially offset by increased season pass sales ($3,300).

7 Merchandise Sales are 96% of budget and lower than last year by 8% ($26,888) due primarily to decreased food and beverage sales at Sugar Creek

($13,337), decreased merchandise sales at Courts Plus ($11,593) and decreased concessions at the Hub ($7,451). This was partially offset by increased Wilder Mansion commissions ($6,314) and Sugar Creek pro shop sales ($2,759).

8 Budgeted transfers of $977,654 were all completed in the 4th quarter including $77,540 to Enterprise Services for the funding of Community Events at the Mansion, $179,965 to Debt Service from Sugar Creek and the Early Bond Repayment Fund, and $720,149 to the Capital and Paving Funds for the funding of 2016 Capital Projects.

9 Current year bond and miscellaneous proceeds include $658,761 from the annual rollover bond, $24,051 in revenue from the sale of disposed assets

at auction, and $10,412 from Eneroc for Courts Plus energy rebates.

10 Interest through December totals $57,827 which is 503% of budget and 187% ($37,654) higher than last year due to improved investment rates.


5

Revenues by Source Year-to-Date Actual as a % of Total Budget – 2015 compared to 2016


6

2015 and 2016 Expenditures by Object Year-to-Date Actual as Compared to Budget

1 Salaries and wages are 93% of budget and 0.1% ($9,217) higher than last year overall. Full-time wages are 0.4% higher ($17,301) than last year primarily resulting from annual merit increases offset by employee turnover in the resulting in lower salary requirements and increased full-time vacancies during 2016.

Recreation Fund: Salaries decreased by 1.6% ($43,873) due to decreased labor related to facility and maintenance 16.7% (52,403), IT department turnover 32% ($25,050), gymnastics programs 12% ($36,485), and pool lifeguard wages 11% ($25,448). This was partially offset by increased part-time wages for registration staff 40% ($10,354), recital dance 35% ($9,162) based on the development of a new coordinator position, Funseekers daycamp 54% ($10,918) due to salary increases to attract and retain qualified camp staff, music programs 20% ($13,583) due to increased enrollment, all marketing department allocations for events 95% ($7,906) and an additional 2.5% (43,590) related to merit increases.

Enterprise Services: Salaries were 9% ($237,945) lower than budget primarily due to decreased personal training labor. Compared to prior year salaries decreased by 2% ($49,219) due to decreased labor related to part time operations staff 22% ($31,722), IT department turnover 32% ($18,787), and personal training labor 24% ($22,363). This was offset by increased fitness staff labor by 24% ($27,626) due to increased scheduling.

2 Contractual services are 93% of budget and 2.5% ($124,972) greater than last year.

Health Care: Compared to 2016 budget, health insurance expenses were lower by 12% ($115,938) due to budgeted full-time position vacancies and the actual employer contribution for premiums being lower than budget. Compared to the prior year, expenses were 14% higher ($100,773) primarily due to the addition of part-time/over 30 hours employees being added to the coverage per the Affordable Care Act.

Finance and Bank Charges: Banking and credit card processing fees are 37% ($87,834) lower than budget and 33% ($72,592) lower the prior year due to the conversion of registration transactions from Class to Rectrac.

Recreation Program Services compared to 2015 increased by 8.5% ($30,765) due to increased sports program services 9.4% ($13,981), music programs 9% ($5,865), general interest computer programs 23% ($10,150), senior programs and trips 42% ($17,381), and was partially offset by decreased camp program service expenses 31% ($9,470).

Enterprise Services Program Services are 13% ($9,156) lower than prior year due to decreased service expenses for summer camps.

2015 2016 2015 2016 2015 2016Budget Budget 4th Qtr Actual 4th Qtr Actual % of Budget % of Budget

Salaries & Wages1 7,777,913 8,079,338 7,501,988 7,511,205 96% 93%

Services2 5,270,223 5,543,167 5,009,530 5,134,502 95% 93%

Repairs3 175,730 208,980 196,721 206,750 112% 99%

Supplies4 1,451,680 1,508,110 1,348,379 1,306,604 93% 87%

Capital5 4,685,844 4,143,427 1,724,584 3,925,362 37% 95%

Transfers/Debt6 2,957,616 2,747,529 2,390,589 2,567,442 81% 93% Total Expenditures 22,319,006 22,230,551 18,171,791 20,651,865 81% 93%


7

Marketing: Marketing related brochure, printing, postage and public relations expenses increased 18%($36,852) from the prior year partially due to the addition of community events and due to increased marketing for Courts Plus.

Water and Sewer expenses are 11% ($19,795) higher than last year due to rate increases.

3 Repairs are 1% ($2,230) lower than budget and 5% ($10,029) higher than in 2015 due to increased building maintenance at Wagner Community Center and boiler repairs at East End Pool.

4 Supplies are 13% ($201,506) lower than budget and 3% ($41,775) lower than prior year due to decreased spending on computer supplies and hardware 29% ($21,500), fuel 19% ($12,128), and recreation program supplies (primarily gymnastics programs) 11% ($24,731). This was partially offset by increased 15% ($12,107) vehicle parts and custodial supplies 14% ($9,330).

5 Capital expenses paid through 4th quarter total $3,925,362 are 95% of budget and 128% higher than last year primarily due to the

redevelopment of Butterfield Park. Detail on capital projects is on page 9.

6 Budgeted transfers and debt totaled $2,567,442 and included the items detailed in transfer revenue; $77,540 from the Museum fund, $179,965 to Debt Service from Sugar Creek and the Early Bond Repayment Fund, and $720,149 to the Capital and Paving Funds from the General Fund and the Recreation Fund. Debt payments for 2016 totaled $1,648,430.


8

Expenditures by Object Actual Year-to-Date as a % of Total Budget – 2015 compared to 2016


9

2016 Capital Improvement Plan

Budget4th Quarter

2016 Expense

Project % of

Budget Status

Courts Plus Tennis Area Lighting Improvements $175,000 $103,581 59% Complete $103,581

Fitness Equipment Replacement Plan $119,550 $113,901 95% Complete $113,901

Courts Plus Interior Enhancements $64,500 $52,779 82% Complete $52,779

Courts Plus Racquetball Court Improvements $61,750 $42,800 69% Complete $42,800

Wilder Mansion Flooring Replacement $19,750 $18,060 91% Complete $18,060

Courts Plus HVAC Replacement $19,500 $19,500 100% Completed with Court Improvements $19,500

Courts Plus Pool Improvements $16,500 $0 0% Postponed $0

Courts Plus Security Cameras $15,000 $13,600 91% Complete $13,600

WCC Upgrades and Improvements (Office Led lights, fans) $168,200 $110,000 65% Complete (Deferred HVAC) $110,000

Administrative Building Main Entrance Improvements $100,527 $67,393 67% Complete $67,393

Abbey Lighting and Ceiling Upgrades & Engineering $40,000 $13,719 34%Engineering Complete lights postponed $13,719

Maintenance Facility Overhead Garage Door Replacement $32,500 $22,500 69% Complete $22,500

Crestview Recreation Building Furnace / Paving $22,000 $18,866 86% Complete $18,866

Butterfield Park Recreation Building AC and Emergency Door Replacement $11,000 $3,688 34% Complete replaced doors $3,688

Depot HVAC Replacement $6,000 $4,625 77% Complete $4,625

SAN (Storage Area Network) and Hosts $57,000 $46,771 82% Complete $46,771

Wagner Community Center Security Camera Replacement $9,200 $8,510 93% Complete $8,510

Ben Allison Park Sled Hill Redevelopment/Construction $170,000 $121,864 72% Complete $121,864

Salt Creek Greenway Trail Connector $145,000 $17,742 12% Phase 2 engineering $17,742

Eldridge Park Court Resurfacing $110,000 $84,776 77% Complete $84,776

Annual Seal Coating $27,650 $13,505 49% Complete $13,505

Paving Projects $9,000 $0 0% Postponed $0

Sugar Creek Parking Lot Improvements $24,000 $24,322 101% Complete $24,322

Butterfield Park Redevelopment $1,639,000 $1,456,379 88.9% 98% complete $1,456,379

Butterfield Park Playground for Everyone $600,000 $628,161 105% Complete $628,161

Butterfield Paving Projects $134,000 $134,000 100% Complete $134,000

Butterfield Park Backstops and Player Fences $90,000 $90,000 100% Complete $90,000

Rolling Vehicle Stock $120,000 $140,050 117%

$23,853-2015 Approved Purchase Received in 2016 $140,050

Parks and Facilities Grounds Equipment Replacement $80,000 $74,572 93% Complete $74,572

Projected 2016 Total Expense


10

2016 Capital Improvement Plan (continued)

Budget4th Quarter

2016 Expense

Project % of

Budget Status

Conservatory Lights $0 $8,714 - Complete $8,714

Wilder Propagation House Repair $0 $26,776 - Reimbursed by PDRMA $26,776

Robert Palmer Drive Property $0 $6,644 - Legal Fees $6,644

447 Armitage Property $0 $296,004 - Complete $296,004

Hampshire Property - East End $0 $10,648 - Legal Fees and Down Payment $10,648

Pioneer Park $0 $30,467 - Completed 4th Quarter $30,467

Contingency $75,000 $0 $0

$4,161,627 $3,824,917 $3,824,917

Projected 2016 Total Expense


11

2016 Capital Improvement Plan – continued


12

Fund # Fund Description Cash *Certificates of Deposit

Illinois Funds Money Market

Morgan Stanley/ IPDLAF+

Total Cash and

Investments

10 General 23,949 1,660,423 1,185,100 9,406 2,878,878 20 Recreation 2,953 355,000 2,704,062 10,538 3,072,553 41 Enterprise Services 10,013 1,530,976 1,267,824 29,484 2,838,298 42 Early Bond Repayment 150 178,414 (75,325) 8,390 111,629 49 IMRF 11,000 23,802 168,385 239 203,426 50 FICA 7,142 23,699 388,796 261 419,897 51 Liability 8,700 - 249,816 - 258,516 52 Audit 4,759 - 47,081 - 51,840 53 Special Recreation Association 15,876 - 345,026 - 360,902 55 Museum 12,169 601 183,710 73 196,553 60 G.O. Bond 413,231 - (274,484) - 138,747 80 Sugar Creek Golf Course 25,182 - 1,353 - 26,535 83 Capital Improvements Fund 191,108 - 1,733,354 - 1,924,462 85 Paving & Lighting 1,471 - 49,636 44 51,151 83 Capital Improvements (Restricted) 2,734 59,886 86,411 83 149,115 92 Information Technology - - - -

Totals 730,437 3,832,801 8,060,746 58,518 12,682,502

% of Total Investment Portfolio 32% 67% 0% 100%

Weighted Average Yield to Maturity 0.88% 0.42% 0.01% 0.44%

Three Month Treasury Bill Rate ** 0.39%

Investments Maturing:Within 90 days 100,809 8,060,746 58,518 8,220,073 Within 12 months 3,731,992 - - 3,731,992 After 1 year - - - -

Total Investments 3,832,801 8,060,746 58,518 11,952,065

% of Total Investment PortfolioWithin 90 days 1% 67% 0% 69%Within 12 months 31% 0% 0% 31%After 1 year 0% 0% 0% 0%% of Total Investment Portfolio 32% 67% 0% 100%

* Cash as of 12/31/16 - may vary between funds

** This rate is the simple average of the three month treasury bill rates at the beginning and the end of the current quarter.

Investments as of 12/31/2016

Investments as of December 31, 2016

This chart represents the District’s investment dollars as of September 30, 2016 The weighted average yield to

maturity this year is 0.44%, compared to 0.16% last year.

69% of the District’s investments have maturities of less than 90 days.

Total investments decreased $1,599,689 from December 31, 2015

Agenda #9a (4)



DATE: April 10, 2017 TO: Board of Park Commissioners FROM: James W. Rogers, Executive Director RE: RESOLUTION R-03-17 CONVEYANCE OF GOLDEN MEADOWS WEST TO

CITY OF ELMHURST

ISSUE As the next step in the Intergovernmental Agreement (IGA) with the City of Elmhurst concerning Golden Meadows Park, it is necessary for the Board to take action to approve the conveyance of the western portion of the park to the City. DISCUSSION On July 25, 2016 the Board approved Resolution R-02-16 to formally ratify the terms of the IGA that, among other things, calls for the Park District to convey the western portion of Golden Meadows to the City in exchange for the City depositing the appraised value (as approved by the Illinois Department of Natural Resources) of $1,130,000 in an escrow account. The funds are then to be used by the District to convert, or replace, the Golden Meadows property with other property of equal size, value and recreational usefulness. On March 21, 2017 IDNR notified the Park District (see attached) that the appraisal for the western portion of Golden Meadows had been certified/approved. On April 3, 2017 the Elmhurst City Council approved an ordinance calling for the same along with a letter indicating that the City intends to proceed (see attached), per terms of the IGA. Resolution R-03-17 has been developed by Andrew Paine, the Park District’s attorney from Tressler, in order to insure that the conveyance of property takes place in accordance with the Local Government Property Transfer Act that allows for this type of transaction, as well as the terms of the IGA. Terms addressed include references to the IGA and the IDNR, establishment of the escrow account and deposit of funds, closing and that the City will pay all associated closing costs. RECOMMENDATION That the Board of Park Commissioners approve Resolution R-03-17 to authorize the conveyance of the western portion of Golden Meadows Park to the City of Elmhurst, per terms of the Intergovernmental Agreement. Thank you.

2

Attached: Resolution R-03-17 IDNR Letter March 21, 2017 City Council Action Summary re: Ordinance and Letter Updated Golden Meadows IGA Flow Chart

ELMHURST PARK DISTRICT RESOLUTION NO. R‐03‐17

A RESOLUTION APPROVING AND AUTHORIZING THE CONVEYANCE OF CERTAIN PARK

DISTRICT PROPERTY TO THE CITY OF ELMHURST PURSUANT TO THE LOCAL GOVERNMENT PROPERTY TRANSFER ACT (50 ILCS 605/0.01 ET SEQ.)

WHEREAS, the City of Elmhurst (“City”) owns, operates and maintains a storm sewer

collection system, including certain ancillary facilities and improvements, throughout its corporate boundaries; and

WHEREAS, the City and its residents have experienced, and continue to experience,

severe flooding during heavy rain events; and WHEREAS, in or about April 2012, the City caused to be created the “City of Elmhurst

Comprehensive Flooding Plan Stormwater Sewer System Analysis Elmhurst Illinois” prepared by Christopher B. Burke Engineering, Ltd. (“Comprehensive Flooding Plan”); and

WHEREAS, the Elmhurst Park District (“Park District”) is the owner of certain real

property generally located at the end of Caroline Avenue, south of East Court, in Elmhurst, Illinois, and commonly known as Golden Meadows Park (“Park Property”); and

WHEREAS, the Comprehensive Flooding Plan recommended, in part, the use of certain

parks owned and operated by the Park District as possible stormwater detention sites, including the Park Property; and

WHEREAS, following a series of extensive negotiations, the parties entered into an

agreement entitled “Intergovernmental Agreement Between City of Elmhurst and Elmhurst Park District for the Construction, Operation and Maintenance of Stormwater Improvements in Golden Meadows Park, Elmhurst, DuPage County, Illinois” (“Intergovernmental Agreement”) for the purpose of installing and maintaining certain agreed upon stormwater improvements in portions of the Park Property, and setting forth the respective rights and obligations of the parties with respect to same; and

WHEREAS, the Intergovernmental Agreement obligates the Park District to, among

other things, convey to the City fee simple title to a portion of the Park Property more fully described in Exhibit A attached hereto and incorporated herein by reference (“Western Park Site”) in order to facilitate the construction, operation, and maintenance of certain stormwater improvements; and

WHEREAS, the Intergovernmental Agreement contains terms and conditions relating to

the use of the Eastern Park Site to facilitate the City’s construction, operation, and maintenance of certain stormwater improvements; and

2

WHEREAS, the conversion of the Western Park Site must be approved by the Illinois Department of Natural Resources (“IDNR”), and the conversion process includes, among other things, IDNR’s certification of the market value of the Western Park Site; and

WHEREAS, in a letter dated August 9, 2016, the IDNR authorized the Park District to sell

the Western Park Site to the City to facilitate the construction, operation, and maintenance of certain stormwater improvements; and

WHEREAS, in a letter dated March 21, 2017, the IDNR determined that the certified

market value of the Western Park Site is $1,130,000.00; and WHEREAS, in an ordinance approved April 3, 2017, the City: (i) accepted the IDNR

certification of market value in the amount of $1,130,000.00 for the Western Park Site; (ii) waived its ability to terminate the Intergovernmental Agreement pursuant to Section 16.A.i. thereof; (iii) determined, pursuant to Section 2 of the Local Government Property Transfer Act (50 ILCS 60/2), that it is necessary or convenient to use, occupy or improve the Western Park Site in order to facilitate the construction, operation, and maintenance of certain stormwater improvements pursuant to the terms and conditions set forth in the Intergovernmental Agreement; (iv) agreed to establish a strict joint order escrow account and to deposit therein the amount of $1,130,000.00 on or before April 21, 2017; (v) agreed to conduct a closing at a mutually agreeable time and place for the conveyance to the City by the Park District of title to the Western Park Site; and (vi) agreed to pay all closing costs associated with the transfer of title to the Western Park Site; and WHEREAS, the Park District has authority to transfer and convey the Western Park Site to the City under the Local Government Property Transfer Act (50 ILCS 605/0.01 et.seq) following the adoption of an appropriate resolution as required by Section 2 of said Act; and

WHEREAS, Article VII, Section 10 of the Illinois Constitution and the Illinois Intergovernmental Cooperation Act, 5 ILCS 220/1 et.seq., authorizes and encourages units of local government to cooperate in the exercise of government functions.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the Board of Park Commissioners of the

Elmhurst Park District (the “Park Board”), as follows:

Section 1. The recitals set forth above are hereby determined to be true and correct and are incorporated herein and made a part hereof. Section 2. It is hereby determined that it is necessary and in the best interests of the Park District and its residents that the Park District convey the Western Park Site to the City in order to facilitate the construction, operation, and maintenance of the stormwater improvement contemplated by the Intergovernmental Agreement.

3

Section 3. Upon presentation to the Park District of a certified copy of an appropriate ordinance adopted by the City, as previously described in this Resolution, the President and the Secretary of the Park Board are hereby authorized and directed to execute and deliver to the City, for and on behalf of the Park District, at a closing on a date and time mutually agreed upon by the parties, a warranty deed to the Western Park Site, and all such further documents, certificates, instruments and other writings, as the President of the Park Board shall deem necessary or appropriate in consultation with legal counsel for the Park District, in connection with the conveyance of the Western Park Site, and to otherwise effectuate the purposes of this Resolution. Section 4. The President and Secretary of the Park Board, the Park District’s Executive Director and the Park District’s attorneys are hereby authorized, empowered and directed to take all action and execute any and all documents necessary or appropriate in order to effectuate the transfer of the Eastern Park Site, and to carry out the intent and effect the provisions and purposes of this Resolution. Section 5. This Resolution shall be in full force and effect immediately upon its passage as provided by law. Adopted this 10th day of April, 2017, by the affirmative vote of two‐thirds of the Board of Park Commissioners of the Elmhurst Park District, as follows: Roll call: Ayes:__________________________________________ Nays:__________________________________________ Abstention:_____________________________________ Absent:________________________________________ __________________________________ President, Board of Park Commissioners Elmhurst Park District Attest: Secretary, Board of Park Commissioners Elmhurst Park District

4

STATE OF ILLINOIS ) ) COUNTY OF DUPAGE )

SECRETARY'S CERTIFICATE

I, James W. Rogers, do hereby certify that I am the Secretary of the Board of Park Commissioners of the Elmhurst Park District, Cook and DuPage Counties, Illinois and as such, I am keeper of the records, ordinances, files and seal of said Park District; and I HERBY CERTIFY that the foregoing instrument is a true and correct copy of:

A RESOLUTION APPROVING AND AUTHORIZING THE CONVEYANCE OF CERTAIN PARK DISTRICT PROPERTY TO THE CITY OF ELMHURST PURSUANT TO THE LOCAL GOVERNMENT

PROPERTY TRANSFER ACT (50 ILCS 605/0.01 ET SEQ.) adopted at a duly called regular Meeting of the Board of Park Commissioners of the Elmhurst Park District held at the Park District’s Administrative Office, 375 W. First Street, Elmhurst, Illinois at 7:00 p.m. on the 10th day of April, 2017. I do further certify that the deliberations of the Board on the adoption of said resolution were conducted openly, that the vote on the adoption of said resolution was taken openly, that said meeting was called and held at a specified time and place convenient to the public, that notice of said meeting was duly given to all of the news media requesting such notice, that an agenda for said meeting was posted as required by the Open Meetings Act and that said meeting was otherwise called and held in strict compliance with the provisions of the Open Meetings Act of the State of Illinois, as amended, and with the provisions of the Park District Code of the State of Illinois, as amended, and that the Board has complied with all of the provisions of said Act and said Code and with all of the procedural rules of the Board. IN WITNESS WHEREOF, I hereto affix my official signature and the seal of said Elmhurst Park District at Elmhurst, Illinois, this 10th day of April, 2017. James W. Rogers Secretary [SEAL]

5

EXHIBIT A

LEGAL DESCRIPTION OF WESTERN PARK SITE

[TO BE INSERTED BY ATTORNEYS FOLLOWING RECEIPT OF TITLE COMMITMENT] Property Address: Golden Meadows Park

South End of Caroline Ave and South End of Hampshire Ave Elmhurst, IL 60126

PIN: 06‐01‐215‐030‐0000 (part)

Illinois Department of Natural Resources Bruce Rauner. GoYeruor

One Natura.! Resources Way Springfield, Illinois 62702-1271 www.dnr.illinois.gov

\\'ayne A. Rosenthal. Director

Mr. James Rogers Executive Director Elmhurst Park District 375 W. First Street Elmhurst, IL 60126

Dear Director Rogers:

March 21,2017

RE: Project 17-00160 Golden Meadows Park Appraisal Value

Be advised that the appraisal staff of the Department of Natural Resources has completed its review of the appraisal report submitted in conjunction with the above referenced project. The amount listed below has been determined to be the Certified Market Value (C.M.V.) of the subject property that has been identified to be removed from the official federal project boundary.

PARCEL ACREAGE

1 2.885

CERTIFIED MARKET VALUE

$1' 130,000.00

APPRAISER

Michael MaRouse

The next step will be the proposal of replacement land to mitigate this land conversion. Please give me a call to discuss the proposed land to determine eligibility and to make sure there are no apparent problems. If the proposed land appears eligible an appraisal for the value will be necessary. When it is determined the value is equal to or higher than the above amount the Park District can proceed forward with the rest of the requirements. Please refer to my original letter but feel free to call and discuss in detail.

Thanks for your assistance.

jn

~~c1/aa;u Jan Nation Grants Division

COUNCIL ACTION SUMMARY

SUBJECT: Ordinance- declaring the necessity and convenience for the City of Elmhurst to use and improve a portion of Golden Meadows Park (the "Property") for stormwater improvement pursuant to Section 2 of the "Local Government Property Transfer Act" SO ILCS 60S/2.

ORIGINATOR: City Attorney

DESCRIPTION OF SUBJECT MATIER: The ordinance declares the necessity and convenience for the City to use and improve the Property for stormwater pursuant to Section 2 of the "Local Government Property Transfer Act" SO ILCS 60S/2 and pursuant to the Intergovernmental Agreement between the City and the Elmhurst Park District. The ordinance provides that the City accepts the amount of $1,130,000.00 determined by the IDNR as the certified market value for the Property for construction, operation and maintenance of a stormwater improvement; directs the City Manager to sign and transmit a letter to the Park District in a form as provided in Exhibit A to the ordinance waiving the City's right to terminate the Intergovernmental Agreement pursuant to Section 14. A. i.; directs the City Manager, City staff and the City Attorney to proceed with performance of the Intergovernmental Agreement, Resolution R-76-2016 dated July 18, 2016, including the deposit of certified market value for the portion of Golden Meadows Park in the amount of $1,130,000.00 into a strict joint order escrow account by April 21, 2017, and to conduct a closing for the conveyance of title to the City from the Park District for the Property and delivery of the Easement Agreement.

EXHIBIT A TO ORDINANCE CITY MANAGER LETIER TO PARK DISTRICT

April4, 2017

VIA PERSONAL DELIVERY/EMAIL/FAX OR CERTIFIED U.S. MAIL- RETURN RECEIPT REQUESTED

James Rogers [email protected] Executive Director Elmhurst Park District 375 W. 1st Street

Elmhurst, Illinois 60126

RE: City of Elmhurst Notice to Elmhurst Park District

Dear Mr. Rogers:

Pursuant to the {/Intergovernmental Agreement Between the City of Elmhurst and Elmhurst Park District for the Construction, Operation and Maintenance of Stormwater Improvements in Golden Meadows Park, Elmhurst, DuPage County, Illinois" ("'ntergovernmental Agreement"), please accept this letter as "Notice" of the City's determination to waive its rights to terminate the Intergovernmental Agreement pursuant to Section 14. A. i. The City has determined that it accepts the determination of the Illinois Depa.rtment of Natural Resource-s ("IDNR" ) as expressed in the IDNR letter dated March 21, 2017, of the amount of $1,130,000.00 being the certified market value of the portion of Golden Meadows Park to be used to construct, operate and maintain a stormwater improvement thereon. The City has determined it will proceed with the performance of the Intergovernmental Agreement, including the deposit of $1,130,000.00 into a strict joint escrow account by April 21, 2017, and the conduct of a closing at a mutually agreeable time for the conveyance of title to the City from the Park District of the portion of Golden Meadows Park and the delivery of the Easement Agreement. The City shall pay all closing costs.

Very truly yours,

James Grabowski, City Manager, City of Elmhurst

Golden Meadows Park IGA Flow Chart

Latest Updates in bold April 10, 2017

Sequence of Events Status

Completed by City

Approved July 18, 2016

Middle appraisal submitted to IDNR

February 3, 2017

No later than April 21, 2017

Approval of IGA concept August 9, 2016

Approval of appraisal March 21, 2017

Closing anticipated April 30, 2017

Pursuit of replacement property

already underway

Environmental Assessment Completed

IGA Approved

Appraisal Process Completed

Funds placed in escrow

IDNR Approached

Existing property deeded over to City

City constructs basin/Park District

pursues replacement property

Agenda #9b (1)


DATE: April 10, 2017 TO: Board of Park Commissioners FROM: James W. Rogers, Executive Director Angela Ferrentino, Director of Parks & Facilities Daniel Payne, Division Manager – Parks RE: 2017 MOWER REPLACEMENT ISSUE In an on-going effort to maintain the highest quality and safest fleet for the Park District, staff recommends the replacement of vehicles and equipment that have reached the end of their useful life. The replacement of the mowers meets the Board’s Strategic Plan Theme of Fiscal Agility, Objective B: Take Care of What We Have and Objective C: Invest in the Future. DISCUSSION Two of the District’s oldest seventy-two inch detail mowers are scheduled for replacement. These mowers are both five years old and run daily during the mowing season. Additionally, a third mower is recommended for purchase. The addition of this third mower to the fleet will help with specialized mowing on the collegiate fields as well as ensure a spare mower during times of maintenance and repairs. The replacement of mowers over the past two years has reduced the variety of brands of mowers in the fleet from six to four in 2016 and down to two in 2017. The reduction in multiple brands improves efficiencies in maintenance and sourcing parts, as well as staff training and proficiency with equipment operation. Staff recommend utilizing the State of Illinois Joint Purchasing Contract for the procurement of two 72” Toro mowers. The State of Illinois Joint Purchasing Contract prepares bids, conducts a competitive sealed bidding process, and awards contracts. The Joint Purchasing Contract is open to all governmental units. A copy of the contract is included with this memo. The District has utilized the State of Illinois Joint Purchasing Contract for equipment replacements in 2003, 2008, and 2016. The billing for the purchase is done through MTI Distributing in Minnesota. MTI Distributing, Inc. Brooklyn Center, MN: Two (2) current model year Toro 6000 Series 72” Z Master Mowers $ 20,900.00 (State Bid)

A request for quotes was then issued for one 61” Wright Stander X mower. Three vendors submitted quotes with Russo Power Equipment having provided the lowest quote. Russo Power Equipment Schiller Park, IL: One (1) current model year Wright Stander X 61” Stand-on Mower $ 7,950.00 Funds for the purchase of three mowers in the amount of $29,500 have been budgeted in the FY17 Capital Improvement Fund. Russo Power Equipment of Schiller Park, IL will handle the ordering, delivery, and training associated with all three of the new mowers. Russo Power Equipment is a quality vendor with whom the District has a history of equipment, parts, and material purchases. RECOMMENDATION That the Board of Park Commissioners (1) approves the purchase of the two (2) current model year Toro 6000 Series mowers in the amount of $20,900.00 from MTI Distributing, Inc. through the State of Illinois Joint Purchasing Contract; (2) approves the purchase of one (1) current model year Wright Stander X in the amount of $7,950.00 from Russo Power Equipment; and (3) authorize the Executive Director to execute said contract accordingly. Thank you. Attachments: State Contract 61” Stander Mower quotes

Russo Power Equipment 9525 W. Irving Park Rd Schiller Park, IL 60176 (847)678-9525

~BILL TO~: 1 009829

Elmhurst Park Oistrict 375 W First St

QUOTATION

PHONE#: (630)993-8900 DATE: 3/17/2017

CELL#: ORDER#: 3451206

ALT. #: (630)993-8942 Ext: CALCUSTOMER II: 1009829

P.O.#: CP: Eddie C

TERMS: Net 45 EOM

SALES TYPE: Quote

r. I-IIPTQ~

LOCATION: 1

STATUS: Active

Elmhurst Park District 985 S Riverside Dr

PAGE: 1

Elmhurst, IL 60126-3297 United States Elmhurst, IL 60126-3297 United States

TOR 117-0354 TOR 117-3600 TOR 115-7469 TOR 115-7480

pESG@_PTJQ.:.:___, RIDING MOWER I Z-MASTER 6000 I 72" I 26.5HP KOH EFI KIT-Z STAND G3 CHUTE GATE KIT WI BAG RECYCLER KIT-G3,72 ROLLER STRIPER KIT-72

Prices reflected on this quote are valid for 15 days

Authorized By: -----~----------

- QT!_ J~ _pRfGE_-:":;:- __:jiET - _:_r-: TOTAL;:'

2 $14,443.00 $9,589.00 $19,178.00

2 2 2 2

$439.19 $365.99 $428.39 $266.34

$256.00 $215.00 $250.00 $140.00

SUBTOTAL:

TAX:

ORDER TOTAL:

$512.00 $430.00 $500.00 $280.00

$20,900.00 $0.00

$20,900.00

CONTRACT ITEMS/SERVICES BY LINE ITEM

LINE!I DESCRIPTION/~1FGR/BRAND

00003 CONTINUED .... . DRIVE SYSTEM: 1. HYDRAULIC PU!4PS - 2 2. WHEEL MOTORS - 2

MOWER DECK: 1. 7 GAUGE STEEL W/REINFORCED GUARD 2. DECK DEPTH - 5" , MINIMUM 3. CUTTING HEIGHT: MIN. 1" TO 5" 4. ANTI - SCALP ROLLERS - MIN. 5 5. ELECTRIC/MAGNETIC CLU'l'CH

FEATUR!lS: 1. ELASTOM!lRIC ADJUSTABL!l SUSP!lNSION

SEAT 2. SEAT BELTS 3. BEVBRAGE HOLDBR 4. FOLDING ROPS 5. 1 -5 /B" DIAMET!lR GRIPS ADJUSTABLE,

DAMPENED 6. HOUR MET!lR

DRIVE TIRES & CASTERS: 1. MANUFACTURER STANDARD RATED SIZE FOR

UNIT WEIGHT AND PERFORMANCE

725CC, 12 GAL GAS TANK VENDOR: MTI DISTRIBUTING INC

CONTRACT NO: 4017552 BRAND: TORO MODEL: 74915

00004 CO~~ODITY CODE: 3523-549 - 2302 OPTION FOR FACTORY MODIFICATION FOR CO~~ODITY NUMBER 3523-549 -2202

THIS MODIFICATION IS FOR ITEMS THAT PHYSICALLY ATTACH TO THE MOWER . (WAGONS, SWEEP!lRS, ETC. ARE NOT TO BE INCLUDED IN THIS MODIFICATION)

BID SHALL BE A PERCENT DISCOUNT FROM THE MANUFACTURER'S SUGGESTED RETAIL PRICE COLID1N 0;;;' THE MOST CURRENT EDITION OF THE ~1ANUFACTURER' S PRICE LIST.

DATED: 11/1/2012 VENDOR: MTI DISTRIBUTING INC

CONTRACT NO: 4017552

00005 COMMGDITY CODE : 3523-549-2203 ZERO-TURN, 72" ~10WER DECK

ENGINE : l. MIN. 29 HP,

STATE CYLINDER DISPLACEMENT: CC 2. AIR COOLED 3. GASOLINE

STATE FUEL CAPACITY: _________ GAL.

DRIVE SYSTEM: 1 . HYDRAULIC PUMPS - 2 2. WHEEL MOTORS - 2

MOWER DECK: 1 . 7 GAUGE STEEL W/REINFORCED GUARD 2. DECK DEPTH - 5 " , MINIMUM 3 . CUTTING HEIGHT: MIN. 1" TO 5" 4. ANTI-SCALP ROLLERS - MIN. 6

QUANTITY FROM/TO

1.000

2.000

UNI T DISCOUNT

EACH 32.00%

EACH N/A $

T NUMBER: T4860 PAGE NO. : 00008

UNIT PRICE

N/A

9,589.00000

+

CONTRACT ITEMS/SERVICES BY LINE ITEM

LINE# DESCRIPTION/MFGR/BRAND

00005 CONTINUED .. ... 5. ELECTRIC/MAGNETIC CLUTCH

FEATURES: 1. ELAS'l'0~1ERIC ADJUSTABLE SUSPENSION

SEAT 2 . SEAT BELTS 3. BEVERAGE HOLDER 4. FOLDING ROPS 5. 1-5/8" DIAMETER GRIPS ADJUSTABLE,

DAMPENED 6 . HOUR METER

DRIVE TIRES & CASTERS: 1. MANUFACTURER STANDARD RATED SIZE FOR

UNI'r WEIGHT AND PERFORl'IANCE

747CC, 12 GAL GAS TA.~K VENDOR: MTI DISTRIBUTING INC

CONTRACT NO: 4017552 BRAND: TORO MODEL: 74928

00006 C0~40DITY COOS: 3523-549-2303 OPTION FOR FACTORY NODIFICATION FOR C0~40DITY NUMBER 3523-549-2203

THIS MODIFICATION IS FOR ITEMS THAT PHYSICALLY ATTACH TO THE MOWER. (WAGONS, SWEEPERS, ETC. ARE NOT TO BE INCLUDED IN THIS MODIFI CATION)

BID SHALL BE A PERCENT DISCOUNT FROM THE MANUFACTURER ' S SUGGESTED RETAIL PRICE COLUMN OF THE MOST CURRENT EDITION OF THE MANUFACTURER'S PRICE LIST.

DATED: 11/1/2012 VENDOR: MTI DISTRIBUTING INC

CONTRACT NO: 4017552

00007 COMMODITY CODE: 3523 - 549-2204 ZERO-TURN, 52" MOI'IER DECK

ENGINE: 1. MIN. 24 HP,

STATE CYLINDER DISPLACEMENT: CC 2. LIQUID COOLED 3. DIESEL, (TIER 4 IF >THAN 25HP)

STATE FUEL CAPACITY: GAL.

DRIVE SYSTEM: 1. HYDRAULIC PUMPS - 2 2 . WHEEL MOTORS - 2

MOWER DECK: 1. 7 GAUGE STEEL W/REINFORCED GUARD 2. DECK DEPTH - 5" , MINIMUM 3. CUTTING HEIGHT: MIN. 1" TO 5" 4. ANTI-SCALP ROLLERS - MIN. 5 5. ELECTRIC/MAGNETIC CLUTCH

FEATURES: 1. ELASTOMERIC ADJUSTABLE SUSPENSION

SEAT 2. SEAT BELTS 3. BEVERAGE HOLDER 4. FOLDING ROPS 5. 1-5/8" DIAMETER GRIPS ADJUSTABLE,

QUANTITY FROM/TO

1. 000

3.000

UNIT DISCOUNT

EACH 32.00~

EACH N/A $

T NUNBER: T4860 PAGE NO.: 00009

UNIT PRICE

N/A

11,644.00000

QUOTATION PAGE: 1

Russo Power Equipment 9525 W. Irving Park Rd Schiller Park, IL 60176 (84 7)678-9525

PHONE#: {630)993-8900 DATE: 3/17/2017

CELL#: ORDER#: 3451226

ALT. #: {630)993-8942 Ext: CALCUSTOMER #: 1009829

P.O.#: CP: Eddie C

TERMS: Net 45 EOM

SALES TYPE: Quote

LOCATION: 1

STATUS: Active

BILL TO -j 1 009829

Elmhurst Park District 375 W First St Elmhurst, IL 60126-3297 United States

:':SHiP TO Elmhurst Park District 985 S Riverside Dr Elmhurst, IL 60126-3297 United States

:¥.EKJ?.RODU<;t':' N.Ui\ID~R • WRI GWSTX61 ECV740E

[~§Gr;'~;rrp!{.; .,_ --- _ QTL , _,ryncE ....,. - _ N'E!_ · · --TOTAt;_: STANDONMOWERISTANDERX/61"/27HP 0 $10,359.00 $8,070.00 $0.00

WRI GWSTX61 SFX730E

WRI GWSZK61 FX801 E

WRI GWSZK61 FX850E

KOH EFI STAND ON MOWER/STANDER X/ 61" I 23.5HP KAW FX I ES STAND ON MOWER I STANDER ZK 161" I 25.5HP KAW FX I ES STAND ON MOWER I STANDER ZK I 61" I 27HP KAW FX I ES

Prices reflected on this quote are valid for 15 days

Authorized By: - --- - --- --------

0 $10,080.00 $7,950.00 $0.00

0 $11 ,090.00 $8,835.00 $0.00

0 $11,140.00 $8,880.00 $0.00

SUBTOTAL: $0.00

TAX: $0.00

ORDER TOTAL: $0.00

lA.

••

... •

• •

~ 8 ·>..J z ·o cc

(63BJ !193-8941 ·SOLD" TO:

llLHHURST PARK DISTRICT 225 PROSPECT ELlfHURS.T1 JL 60126

. ., ..

CAROL STREAM LA';IN· AND POWER 1370 ARJ1Y TRAIL ROAD

CAROL STREAM, ILL1NOIS 60188 630-483-0S88 CSLAWNFOWER@GJ1AIL,CON

(630) 993-8~4"1

SHIP TO:

~LMHU8ST PARK DISTRICT ~25 "PROSPECT . ~Ll1HU!?ST, IL 60126

9938941

'rJ'ERJ1INAL: 12

WORK ORDER I I SHIP MG HOD TIME I PAGE 5 "BJI'

;;; No ret u:rns ;: No returns ;;; ThE>re is s <( ACCT. NO.

or servicE> 'tlarranties Jli thout -reaE>i"JJt. on spec.:J.sl ordE>r or elE>atr:J.asl. psrts. 15X rE>stoak.:J.na fE>e an rE>tiJrns.

SHIPPED VIA: CVStOM:ER PiCKUP 14:.35:37 . PAGEt 1 DF 1

w . DATE INVOICE N . ; SALESMAN ST:JRE P/0 NUMBER .. _ SPE IALINFORMATI N

Q. 9938941 3/28/).7 39.3905 ~01/001 1

~~~~~~~~-r.~r-~~~~~~r---~~~~~~--~--rr.M~.-~~.---~Trmrnr---1 ~~~R~D~·~-·~s~t~~~~B~O~~L~IN~E~----~PIA~R~TJN~U~M~B~ER~--~------~D~E~S~R~IP~T~It~~N. -------r~~IS~T~~~N~E~~~---A~M~O~U~N~T~· --~

~ 1 1 .'WREWBTX61FX7G0E STANDER )( ~6l F X7"30 . . "814:1. 00 81~9.-00

~ J. 1 ~RE;~;X52FX730E JtND X 52 .f'X730 1

': ~ 780. 00J897. 00 .

'

.j f

I i

I I l I I I

f '

REC'D BY.

I" lN- I 1.

I P8IC$ REFLECTED 10N THIS QUOTE ARE VALID FOR 3a. DAYS

SUB TOTA4 ----> HISC. ·- j-----> LABOR -- .--- --> TAX 7. 750 ---.> INVOICE TOTAL->

16046.00 0.00 0.00 0.00

16046.00

Payne, Dan

From: Sent:

Alsip Lawnmower <[email protected]> Thursday, March 30, 2017 10:12 AM

To: Payne, Dan Subject: Re: FW: Wright Mower Quote

Hi Dan,

I apologize for the. delay, I did receive the original email that I forwarded to my boss, but I had assumed it was taken care of so that is my fault and I do apologize.

Wright is currently mnning a sale through April 30th that offers 20% offMSRP on any Wright. I will include the MSRP and sale prices below:

WSTX52FX730E 5211 Deck with 23.5hp electric start Kawasaki engine MSRP: $9,780 Sale: $7,824

WSTX61FX730E 61 11 Deck with 23.5hp electric start Kawasaki engine MSRP: $10,080 Sale: 8,064

I am assuming that this would be a tax exempt sale, so we would also need a copy of the tax exempt letter at the time of sale. Again, these sale prices arc valid through April 30. Please let me know if you have any questions.

Thank you!

Sarah Freedom Alsip Lawnmower Repair, Inc. 11550 S. Pulaski Roa(/ Alsip, IL 60803 (708) 388-0l~88 www. alsiplawnmowerinc. com

On Thu, Mar 30, 2017 at 10:02 AM, Payne, Dan <[email protected]> wrote:

1 : I

Agenda #9b (2)


DATE: April 10, 2017 TO: Board of Park Commissioners FROM: James W. Rogers, Executive Director Angela Ferrentino, Director of Parks and Facilities E. Anne Scheppele, Division Manager-Facilities RE: SPRAY PARK RESURFACING PROJECT DISCUSSION The objective of this project is the installation of approximately 1,500 square feet of new, highly durable, soft, commercial quality replacement safety surfacing specifically engineered and warranted for aquatic amusement applications. The Board’s Strategic Plan Theme: Fiscal Agility, Objective B: Take Care of What We Have recognizes that facilities and amenities are valuable assets and should be maintained and preserved. As part of the FY17 Capital Budget, $30,000 was designated for removal and replacement of the spray park surface. BACKGROUND The existing poured-in-place rubber surfacing at the spray park (located at the Hub in Berens Park) was installed in 2013. It consists of two layers; a “base” or impact attenuating layer and a top “wear layer” which is the colorful part of the system. This type of system is a unitary surfacing solution that provides a soft cushion around playground equipment or on a running surface for kids to enjoy. The spray park does not contain play equipment that would require the surfacing to meet or exceed ASTM performance requirements for critical fall height protection for children on playgrounds. In 2014, 2015 and 2016, patch repairs were made in an attempt to correct deficiencies in the surfacing, these efforts failed to provide any lasting results. The defects in the surface are many and varied. They include disintegration of surfacing binders, product separation and breakup, cushion base delamination from concrete substrate, surfacing depressions and mounding irregularities. As a result, the existing two-layer poured-in-place surfacing is deteriorated, unsafe and must be removed and replaced. Plans and specifications were developed requesting any proven, soft, non-slip surfacing products specifically designed and warranted to successfully perform under Illinois weather conditions and spray pad chlorinated aquatic environments. The removal and disposal of the existing surface was listed as Alternate # 1 in the bid documents. A legal

ad was placed in the local newspaper on February 17, 2017 announcing the availability of bid packets with specifications available at the Administrative Office and also electronically. To generate interest in the project, invitations for bids, with plans and specifications, were sent to eight companies that specialize in soft, commercial quality replacement safety surfacing specifically engineered and warranted for aquatic amusement applications. Two sealed bids were returned, opened and read publicly on March 9, 2017. A copy of the bid tally is attached. Spear Corporation of Roachdale, IN returned the lowest most responsible bid for this project. Spear proposes to use a splash pad/water surface product from No Fault Safety Surface. This rubber surface is non-slip and doesn’t get too hot making it more comfortable for users’ bare feet. Positive references for Spear Corporation were received from Southwestern High School, the City of Robinson Parks & Recreation and the Village of Plainfield Parks & Recreation Departments. The Spray Park Resurfacing Project is scheduled to begin mid-April and reach final completion by May 5, 2017. Staff is confident that Spear Corporation is a reputable company that possesses the experience and capabilities to successfully complete the work in accordance with the required specifications and schedule. A records search has been completed with the Illinois Department of Labor (IDOL) and Dun & Bradstreet, Inc. with no violations found. RECOMMENDATION That the Board of Park Commissioners (1) awards the Base Bid to Spear Corporation of Roachdale, IN in the amount of $38,000; (2) rejects Alternate #1 in the amount of $12,000; (3) approves the expenditure of $8,000 from the District’s Capital Fund Contingency line item for the project, and (4) authorizes the Executive Director to execute said contract accordingly. Thank you. Attached: Bid Tally Sheet

1.

2.

3.

4.

5.

""

·-·------------- ·-----~~~-~~


SPRAY PARK RESURFACING PROJE

Sid Opening- Thursday, March 9, 2017 -11oop.m.

~!2: a:: a:: TOTAL 0 w • Q<Jl (!);-SUBMITTED BY -"' t; .-;;;' "'t:- t;w- zu-

~~ <3; !{! ~ :JwiD u (!) :J <( ~

UI "'u"" <3; 2: btl -LLlro

"'"'"' <3; • ~ a::w"' ;;;:(!),_ BASEBlD wu a::<:>. Vl<O; 1-wa. cO[ij~ f-L.!...~ w<n i

gl= zU.ci ::>a::~ Zw- "'$..,.... 0 Oa:: OJ< u Vl Q.. u c.

\)~uJ ~~G¥4:;.ll:: J / J J J ?/3( CO->. <YO

I

7ft:~ [(),A.:\O~oW / / \ ./ v 13 '61 ooo

1: ;

' I i

I I I .

i I

TOTAL

ALTERNATE N0.1

5. Sod. oo

12. oOO. e<> '

I

Agenda #9b (3)


DATE: April 10, 2017 TO: Board of Park Commissioners FROM: James W. Rogers, Executive Director Angela Ferrentino, Director of Parks & Facilities Miranda Lovato, Landscape Architect RE: 2017 ADA IMPROVEMENTS

ISSUE Bids were requested for various ADA improvements at Eldridge Park and the Depot. This project meets the Board’s Strategic Plan Theme of Fiscal Agility Objective B: Take Care of What We Have. BACKGROUND Effective March 15, 2011, the Elmhurst Park District, along with more than 86,000 units of state and local governments, and 7,000,000 businesses and nonprofits, is subject to the newest ADA regulations set forth by the Department of Justice under Titles II and III of the Americans With Disabilities Act and the 2010 Standards for Accessible Design. On October 24, 2011, the Board of Park Commissioners approved an updated ADA Audit and Transition Plan. The report describes the specific barriers at each of the District’s park sites and facilities and the ways in which each specific barrier can be addressed, including the use of best practices. The barriers being addressed in this project were barriers identified in the 2011 ADA Audit. DISCUSSION The scope of the project includes removing and replacing asphalt and concrete paths and pavement at Eldridge Park and the Depot. A majority of the work at Eldridge Park is concentrated along the eastern edge of the park at Spring Road, and is further explained in the attached graphic. The work at the Depot involves replacing the concrete ramp on the south side of the building (to be coordinated with the replacement of brick pavers that was approved by the Park Board on February 27, 2017) as well as replacing a section of sidewalk that connects the Depot to South St. and adding detectable warning tiles to the street crossing. The work at the Depot and Eldridge Park were bid together based on the similarity within the scope of work for both projects. A request for sealed bids was advertised in the Elmhurst Suburban Life as well as posted on the Elmhurst Park District website on March 3, 2017. Staff sent 15 letters of invite/bid packages electronically to asphalt paving/concrete paving contractors in the Chicagoland area. Five sealed

bids were submitted and publicly opened on March 21, 2017. A copy of the bid summary sheet is attached. Advantage Paving Solutions, Inc. of Mokena, IL submitted the lowest responsible base bid in the amount of $40,553.90. Positive reference checks for Advantage Paving Solutions, Inc. were received from the College of DuPage, Manteno School District No. 5, DuPage Health Department, and EMG Corporation. A records search has been completed with the Illinois Department of Labor (IDOL) and Dun & Bradstreet, Inc. with no violations found. The work is scheduled to occur between May 15 and June 9. Funds for the project have been included in the 2017 Capital Plan. More specifically, $60,000 has been budgeted in the Special Recreation Association Fund for the Eldridge Park portion of the work while $6,000 has been budgeted in the Capital Fund for replacement of the concrete ramp and sidewalk at the Depot. Budget Breakdown: Budget Low Bid Eldridge ADA Improvements $60,000 $35,393.90 Depot Concrete Ramp and Sidewalk Replacement

$ 6,000 $ 5,160.00

Total: $40,553.90 RECOMMENDATION That the Board of Park Commissioners (1) accepts the base bid of $40,553.90 (2) authorizes the Executive Director to execute said contract to Advantage Paving Solutions, Inc., of Mokena, IL. Thank you. Attachments: ADA Improvements Graphic Bid Tally Sheet

2017 ADA IMPROVEMENTS PROJECTEldridge Park

April 10, 2017

AREA 4:Remove asphalt

pavement and replace with concrete

pavement along Harrison St.

Add detectable warning tiles at

crossing

AREA 5:Remove and replace concrete bench pad with additional space for companion seating.

AREA 1:Remove and replace concrete pavement at crosswalk and replace detectable warning tiles.Remove asphalt pavement path and replace with concrete pavement. Regrade to meet slope guiedlines for accessibility.Remove asphalt pavement in the parking area and regrade to meet slope guidelines for accessibility.Replace drinking fountain.

AREA 2:Remove asphalt pavement and replace with concrete pavement and add detactable warning tiles at curb ramp for accessible parking area.

AREA 3:Remove concrete depressed curb and replace with concrete mountable curb to discourage pedestrian traffic from crossing.

2017 ADA IMPROVEMENTS PROJECTThe Depot

April 10, 2017

Remove and replace concrete pavement at crosswalk and add detectable warning tiles.

Remove and replace concrete pavement ramp and regrade to meet slope guidelines for accessibility.

2017 ADA Improvements Project Bid Opening: March 21, 2017 at 10:00 a.m.

No. Contractor Bond Base Bid

1 .A ofVVL VL .f-vccy: fbtvt!Y] S'o I vhu-r1J· / LfO 1 S S 3 _ c:; o v

0 and ::1 LCLt/ld <;,c. cz p~ I

2 \/ Lfi 708, 00 /

3 O?L v 1 ~ {ovz c Jre k Lon 5'·/-rudu;-VJ \/ W 3 I J. (_p;J · d-0

4 H O.J?cl 5 flspha_ If Pt/LV; ~J J 2f9~ 909. uo .

·/ 5 f<ee .(-" ).e r Vt~e.r ~·f- ':U- 105/ ?03. oo

6

7

8

9

10

Witness (}U ~ ;7 •

Date: ? /?--I !17 I ;

----------------- ~ -

Agenda #10b

FUTURE AGENDA Revised 04/10/17

New/Expanded Facilities (02/10/16) New Indoor Facility (10/11/16), (10/24/16) Senior Center (12/16/15) Wagner Community Center expansion

Documents

R-03-17 Resolution Conveyance of Golden Meadows ... - epd… · * 3) 2016 Fourth Quarter Financial Report ... 11. STAFF ANNOUNCEMENTS ... Approval of Minutes of February 28th, 2017