EXPENDITURES BY FUNCTION 1

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1 EXPENDITURES BY FUNCTION 1 Summary Expenditures by Function Function Difference Percent Change Actual 2007 Budget 2008 Budget 2009 ('08 to '09) ('08 to '09) Administration 2 479, , ,497 21, % Marketing and Communications 453, , ,970 (21,050) -4.3% Finance and Human Resources 821, , ,880 13, % Information Technology 362, , ,704 35, % Park and Recreation Services: Parks 3 1,725,791 1,392,509 1,432,172 39, % Park and Recreation Services: Facilities 3 1,171,784 2,124,098 2,242, , % Park and Recreation Services: Recreation 3 3,090,274 2,809,110 3,014, , % Enterprise Services: Courts Plus and Hospitality 3,295,608 3,276,897 3,549, , % Sugar Creek Golf Course 902, , ,866 34, % Total 12,302,628 12,66,860 13,587, , % Percent of 2009 Expenditures by Function Market ing and Sugar Creek Golf Park Board/ Admin. 4% Communicat ions 4% Course 6% Finance and Human Resources 7% Enterprise Services: Court s Plus/ Hospit alit y 26% Inf ormat ion Technology 4% 14,000,000 13,500,000 13,000,000 12,500,000 Three Year Comparison of Total Expenditures by Function Park and Recreat ion Services: Recreat ion 22% Park and Recreat ion Services: Facilities 17% Park and Recreat ion Services: Parks 11% 12,000,000 11,500,000 Actual Budget Budget Excludes capital, transfers and debt expenses 2 Includes Park Board expenses such as continuing education, dues, and public relations. Board policy states that the Executive Director must budget no less than $20,000 for Board expenses. 3 Starting in the 2008 budget, the Facilities function budget is reported separately. In previous budgets, the Facilities function was included in the Parks and Recreation functions. Also, prior to the 2008 budget, pool staff were included in the Recreation function, but are now part of the Facilities function Elmhurst Park District Budget 111

2 2009 Percent of Full-time Equivalents by Function Golf Course 6.8% Enterprise Services 31.7% Administration 2.0% Finance/HR 3.9% Marketing 2.4% IT 1.5% Parks 10.7% Facilities 17.6% Recreation 23.4% Full-time equivalents Administration 5 4 Finance/Human Resources 8 8 Marketing and Communications 6 5 Information Technology 3 3 Parks Facilities Recreation Enterprise Services Sugar Creek Golf Course In the 2008 budget, the Facilities function budget is reported separately. In previous budgets, the Facilities function was included in the Parks and Recreation functions. 5 Prior to 2008, pool staff were included in the Recreation function, but are now part of the Facilities function Elmhurst Park District Budget 112

3 ADMINISTRATION Mission To provide oversight and direction to the operational and policy functions of the District based on the policies of the Board through the Board s means and ends statements, long-range plans and budget. Description This function facilitates the execution of Board policies as established in the Board s Executive Limitation policies and long-range objectives as articulated in the Board s Strategic and Comprehensive Plans. Administration is responsible for coordinating the budget and capital planning processes, providing staff support for the Board of Park Commissioners, maintaining legal documents and contracts, conducting elections, acting as the District s legal, legislative and intergovernmental liaison, and overseeing the day-to-day operations of the District. Funding Sources The funding sources for Park Board/Administration are property taxes and interest income. Administrative revenues and expenses are in the General (includes the IMRF, FICA, Liability, and Audit Departments), Recreation (includes Special Recreation Association and Museum Departments), Enterprise Services, and Capital Improvement Funds Accomplishments 6 Strategic Priority One: Maintain Current Facilities Created an Environmental Committee to address the Strategic Plan goal of studying and implementing green management practices. Strategic Priority Two: Create Green Space Annexed thirteen South Prospect Street parcels into the District. Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space Hired SRBL Architects to evaluate and recommend program, service, office and storage space needs; SRBL prepared its analysis of alternatives and presented them to the Board. Completed the Wilder Mansion redevelopment and formal landscape plan ($3.9 million). 6 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 113

4 Strategic Priority Four: Ensure Organizational Health Conducted a staffing level analysis as part of short- and long-range financial planning (as part of the budget process). Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Established regular meetings with the City, School District, Elmhurst College, Chamber and other agencies to continually review common issues. Worked with Elmhurst District #205 and Elmhurst YMCA to come to an agreement where the agencies allowed Courts Plus members access at specified times to their pools during the Courts Plus locker room construction. Negotiated with the City of Elmhurst an agreement to lease property at York Commons for the City to build a new Fire Station site in exchange for $405,000 and a 100-year lease. Saved $15,000 on concrete expenses for the Wilder Mansion redevelopment via an agreement with the City of Elmhurst to include the project in their annual public works projects bid. Began working with the City of Elmhurst to provide street way bike paths that enhance bicycle access to all parks and facilities. Implemented new district-wide streamlined participant evaluation survey for programs. Worked with the City of Elmhurst to have them install a sidewalk on the westside of Wilder Park at no cost to the District. Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices During the 2009 budget process, developed performance measurement program to track achievement of the Strategic Plan priorities. Began developing formulas for compiling the total cost of District programs and services for future program planning and budgeting. Other Solicited quotes and negotiated a new three year agreement for the lease of six copiers. Strategic Priority Two: Create Green Space 2009 Objectives 7 Create a decision matrix to determine what factors will drive the acquisition of new property. Adopt a master plan for Wilder Park that respects the historic character of the Park and creates a program for maintaining and enhancing existing open space. Conduct a survey on the residents level of support for acquiring additional green space and a tax increase to fund the acquisition of land. 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 114

5 Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space Evaluate and prioritize Facility Study recommendations into an action plan that can be integrated into the District s Long-range Capital Plan. Strategic Priority Four: Ensure Organizational Health Review and update, where necessary, the District s revenue and expenditure policies and implement these policies in the 2010 Budget. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Form a Customer Service Committee to develop a consistent approach to public procedures and services that will allow front-line staff to address customer relations consistently. Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices Visit park and recreation sites/facilities as part of NRPA conference Budget Highlights Facility Study Based on the Board s direction, staff will be prioritizing and developing cost estimates for the 2008 Facility Study recommendations and integrating projects into the District s Long-range Capital Plan Expenditure Increases/Decreases by Object Contractual Services Services reflect an increase of $9,843 in Health Care Expenses due to a projected 15% increase in insurance premiums along with adjusting the budget to reflect new employees choosing different medical plan coverage than his/her predecessor Elmhurst Park District Budget 115

6 Expenditures by Object: Administration 9 Expense Object Difference Percent Change Actual 2007 Budget 2008 Budget 2009 ('08 to '09) ('08 to '09) Wages 272, , ,508 4, % Contractual Services 181, , ,891 16, % Repairs % Supplies 25,217 24,650 25, % Total 479, , ,497 21, % Park Board/Administration Expenditures 1,000, , , , ,000 - Actual Budget Budget Park Board/Administration Percent of Expenditures by Object Supplies 4% Repairs 0% Contractual Services 44% Wages 52% 9 Includes Park Board expenses such as continuing education, dues, and public relations. Board policy states that the Executive Director must budget no less than $20,000 for Board expenses Elmhurst Park District Budget 116

7 Elmhurst Park District Park Board/Administration For Budget Year Proposed 2009 Proposed Account Number Account Title Actual Budget Budget Appropriation Full-Time Employees Salary & Wages 84, , , , Full-Time Employees Salary & Wages 63,771 66,435 67,878 81, Full-Time Employees Salary & Wages 47,309 45,960 47,156 56, Full-Time Employees Salary & Wages 7,156 6,642 6,841 8, Full-Time Employees Salary & Wages 7,157 6,642 6,841 8, Full-Time Employees Salary & Wages 14,314 13,284 13,683 16, Program Staff Wages 44,661 54,077 52,787 63, Program Staff Wages 1,622 1,700 1,785 2, Program Staff Wages 1,622 1,700 1,785 2,142 Total Salaries & Wages 272, , , , Health Care Expenses 14,012 15,402 19,579 23, Health Care Expenses 9,854 10,442 13,268 15, Health Care Expenses 4,975 4,550 6,403 7, Health Care Expenses , Health Care Expenses , Health Care Expenses 1,452 1,232 1,727 2, IMRF Expense 4,754 4,275 4,196 5, IMRF Expense 21,664 19,096 18,686 22, FICA Expense 2,895 3,646 3,744 4, FICA Expense 14,388 19,534 19,627 23, Legal Fees 17,948 20,000 20,000 24, Consulting Services 19,384 55,000 50,000 60, Dues 6,225 6,971 6,600 7, Dues 860 2,125 2,200 2, Dues Dues Dues Dues Books & Subscriptions Continuing Education 2,573 5,000 5,000 6, Continuing Education 5,287 3,725 4,225 5, Continuing Education 2,984 5,000 5,000 6, Continuing Education 2,065 5,000 5,000 6, Travel Travel Travel 1,994 4,125 7,155 8, Travel 1, Elmhurst Park District Budget 117

8 Travel 2,097 1,300 1,300 1, Travel Travel Ads & Notices 880 1,140 1,440 1, Ads & Notices Ads & Notices Postage & Shipping 7,674 9,725 10,725 12, Postage & Shipping 9,714 7,825 8,825 10, Postage & Shipping 3,742 3,825 4,825 5, Printing 2,992 1,325 1,325 1, Printing Printing Equipment Rental 0 1,400 1,450 1, Equipment Rental 0 1,400 1,450 1, Equipment Rental Telephone 4,034 3,020 7,320 8, Nextel Phones & Service 1,184 1,289 1,517 1, Computer & Hardware Services Contract Services 1,884 4,560 4,560 5, Contract Services 371 5,500 5,500 6, Contract Services 371 3,650 3,650 4, Public Relations , Public Relations 2, , Public Relations , Public Relations Public Relations Public Relations Employee Relations Employee Relations 2,357 1,700 1,950 2, Employee Relations 362 1,150 1,400 1, Employee Relations 510 1,150 1,400 1,680 Total Contractual Services 181, , , , Office Supplies 6,441 6,400 6,400 7, Equipment & Furniture Equipment & Furniture 17,981 18,000 18,448 22, First Aid Supplies/Pers Prot Equipment Total Supplies 25,217 24,650 25,098 30,118 Total Expenses 479, , , , Elmhurst Park District Budget 118

9 MARKETING AND COMMUNICATIONS Mission To provide communication and education internally and externally for local, regional, and state citizens and professionals for the Elmhurst Park District; to support and manage the use of volunteers; to provide a resource for the People for Elmhurst Parks Foundation; and to seek alternate sources of revenue such as grants, corporate donations, and fundraisers. Description To plan, develop, manage and maintain strategic goals and objectives; provide creative guidance to execute marketing/business plans and fundraising activities for the District; to create graphic designs, produce news releases and other written materials, edit various publications and assist in planning and promotion schedules; to assist with publicity, community relations, volunteer and sponsorship opportunities, and to work with PEP Foundation and special events; to provide customer service and public relations to park users through promotion assistance and education at District facilities. Funding Sources The funding sources for Marketing and Communications are property taxes, donations, grants, sponsorships and interest income. Marketing and Communications revenues and expenses are in the General (includes the IMRF, FICA, and Liability Departments in the General Fund), Recreation (includes SRA and Museum Departments in the Recreation Fund), and Enterprise Services Funds Accomplishments 10 Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices Completed 2008 Gold Medal award application and video and were a finalist in Category 4 (25,000 to 50,000 population). Completed and distributed four seasonal brochures, an annual report, two Update newsletters, six Courts Plus Fitness Express newsletters, a Splash Times newsletter, five Fun Times school newsletters, six Abbey newsletters, and twelve ComChannel newsletters. Completed four e-town publications for the teen community utilizing a $10,000 grant from the City of Elmhurst for printing and distribution. Promoted Enterprise Service facilities such as the Hub, Sugar Creek Golf Course and Courts Plus including developing and implementing targeted marketing pieces for Courts Plus. 10 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 119

10 Informed local media of District events, programs, and photo opportunities through press releases and media relations. The District has been featured in 167 news articles and 100 pictures within local newspapers and magazines (for the first nine months of 2008). Restructured the Department and divided the Park Ambassador tasks between the Marketing and Communications and the Facilities Division. Completed four mystery-shopping studies at District facilities to evaluate customer service, averaging a 90% rating. Enhanced promotions of on-line registration through cross-promotion in brochure, newsletters, and electronic sign. Promoted the use of recycled paper in the seasonal brochure, which is 100% recycled paper on interior pages. Marketed and promoted the grand openings of the Berens Park synthetic turf athletic fields and the Wilder Mansion. Created branded promotional and sponsorship materials and website for the Wilder Mansion. Redesigned The Abbey Newsletter and ComChannel. Created targeted promotional pamphlets for corporate rentals, Strategic Plan, Kids Plus, and The Hub at Berens Park. Implemented and tracked customer surveys about Park District programming, facilities/parks, and services. Developed and implemented a business plan and promotions for the Wilder Mansion rentals. Received $135 (in-kind); $41,422 (donations); $1,667 (grants); $4,100 (advertising); and $9,900 (sponsorships) (for the first nine months of 2008). Saved the District $145,369 through the use of volunteers working 7,451 hours (for the first nine months of 2008). Held volunteer recognition event at East End Pool for volunteers with 5 hours or more of service over a one-year period (approximately 80 volunteers and guests attended). Helped PEP/Kiwanis Club with the 15 th Annual Golf Outing, which raised $3,545 for the Elmhurst Park District s recreation assistance program. Coordinated participation in the St. Patrick s Day and Memorial Day parades. Hosted the Elmhurst Chamber of Commerce breakfast at Courts Plus Objectives 7 Strategic Priority Two: Create Green Space Promote internally and externally District-wide environmental practices. Promote enhancement and sell sponsorships for the Wilder Mansion formal gardens. 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 120

11 Strategic Priority Four: Ensure Organizational Health Continue promotion and marketing for the Wilder Mansion rentals and other Enterprise Services facilities. Continue sponsorship and grant opportunities for the District. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Broaden scope of e-newsletters sent to targeted markets. Continue to enhance promotions of on-line registration to the community. Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices Continue promotions of family oriented programming Budget Highlights Marketing Function Restructuring As the Park Ambassador function has grown over the years, staff have been performing duties that support both the Facilities and Marketing Functions. To provide improved oversight to the Park Ambassador program, staff shifted the facility related responsibilities to the Facilities Division such as serving as the liaison with the Athletic Advisory Committee and assisting with field scheduling, maintenance, and special use and picnic permits. The Marketing and Communications Department will continue to coordinate special events, adopt-a-park program, surveys and media related to the park ambassador function (AFAC Newsletter, press releases etc.) 2009 Expenditure Increases/Decreases by Object Wages Full- and part-time Wages are decreasing due to shifting the management of the Park Ambassador program to the Facilities function. Full-time wages are increasing due to the addition of a second Marketing Specialist position to assist with the tasks described in the Budget Highlights section above. The net affect of these changes along with merit increases is a decrease in salaries and wages of $13, Elmhurst Park District Budget 121

12 Expenditures by Object: Marketing and Communications Expense Object Difference Percent Change Actual 2007 Budget 2008 Budget 2009 ('08 to '09) ('08 to '09) Wages 215, , ,537 (13,550) -5.9% Contractual Services 222, , ,759 (6,958) -2.9% Repairs % Supplies 16,173 18,216 17,674 (542) -3.0% Total 453, , ,970 (21,050) -4.3% Marketing and Communications Expenditures 1,000, , , , ,000 - Actual Budget Budget Marketing and Communication Percent of Expenditures by Object Repairs 0% Contractual Services 50% Supplies 4% Wages 46% 2009 Elmhurst Park District Budget 122

13 Elmhurst Park District Marketing and Communications For Budget Year Proposed 2009 Proposed Account Number Account Title Actual Budget Budget Appropriation Full-Time Employees Salary & Wages 78,824 85,044 82,615 99, Full-Time Employees Salary & Wages 71,512 75,382 82,615 99, Full-Time Employees Salary & Wages 39,241 42,522 41,307 49, Program Staff Wages 11,830 13,123 6,700 8, Program Staff Wages 7,753 5,683 2,800 3, Program Staff Wages 2,958 4, Program Staff Wages 2,958 4, Total Salaries & Wages 215, , , , Health Care Expenses 14,083 21,975 17,836 21, Health Care Expenses 13,040 19,878 17,836 21, Health Care Expenses 7,042 10,989 8,918 10, IMRF Expense 3,811 4,084 3,623 4, IMRF Expense 14,543 15,147 14,615 17, FICA Expense 3,072 3,584 3,198 3, FICA Expense 12,609 14,017 13,367 16, Dues 665 1,575 1,665 1, Books & Subscriptions Books & Subscriptions Continuing Education 3,211 3,200 3,750 4, Continuing Education Travel 490 1,900 2,700 3, Travel Travel Ads & Notices 1,992 2,130 2,200 2, Ads & Notices 2,164 2,460 2,760 3, Ads & Notices 8,685 8,100 9,000 10, Postage & Shipping 4,542 7,905 6,980 8, Postage & Shipping 9,526 9,665 9,665 11, Postage & Shipping 1,813 1,850 1,850 2, Postage & Shipping Postage & Shipping Printing 15,842 16,250 8,900 10, Elmhurst Park District Budget 123

14 Printing 5,295 5,850 8,000 9, Printing 12,671 14,450 17,550 21, Brochure 2,229 2,420 3,100 3, Brochure 34,288 37,768 38,768 46, Brochure 6,975 7,760 8,000 9, Brochure , Brochure Telephone 2,321 2,409 2,520 3, Nextel Phones & Service 1,980 2,156 2,663 3, Contract Services Public Relations 26,307 10,200 8,200 9, Public Relations 1,207 1,000 1,000 1, Public Relations 4,705 5,200 8,100 9, Employee Relations 1,733 1,450 1,450 1, Employee Relations 956 1,200 1,200 1, Employee Relations 914 1,200 1,200 1,440 Total Contractual Services 222, , , , Office Supplies 6,499 6,978 5,478 6, Office Supplies Office Supplies Equipment & Furniture 1, ,800 2, Computer Supplies Computer Supplies 711 1,871 1,871 2, Computer Supplies Computer Supplies Computer Supplies Uniforms 1,980 3,938 3,596 4, Uniforms 1,941 1,700 1,700 2, Uniforms 2,042 1,450 1,450 1, First Aid Supplies/Pers. Prot. Equipment Total Supplies 16,173 18,216 17,674 21,209 Total Expenses 453, , , , Elmhurst Park District Budget 124

15 FINANCE AND HUMAN RESOURCES Mission To provide efficient, quality service for the internal and external customers of the Elmhurst Park District regarding District s financial and human resources operations, on a timely basis in accordance with Federal, State, and local regulations, District policies, the Strategic Plan and sound business practices. Description Finance Division: To plan, develop, manage and maintain the financial operations of the District in the areas of finance, auditing, investments and accounting. Human Resources/Risk Management Division: To plan, develop, manage and maintain human resources (compensation, benefits administration, employee relations, training) and safety functions (risk management, safety claims) for the District. Funding Sources The funding sources for this function are property taxes and interest income. Finance and Human Resource revenues and expenses are in the General (includes the IMRF, FICA, Liability, Audit Departments in the General Fund), Recreation (includes SRA and Museum Departments in the Recreation Fund), Enterprise Services, Sugar Creek Golf Course, and Debt Service Funds Accomplishments Strategic Priority Four: Ensure Organizational Health Continued to expand/formalize employee training program by offering first aid training, re-introducing job shadowing program, developing a recorded new hire orientation presentation and researching the funding allocation for employee continuing education. Investigated the feasibility and expanded, where appropriate, the employee benefits program including researching a paid time off program (different options for providing vacation, sick, personal time off), offering Brown Bag seminars and shopping for a new benefits broker. Strategic Priority Six: Forecast, Evaluate, and Implement Best Practices Enhanced and submitted the annual Audit to Government Finance Officers Association s Excellence in Government Reporting Program (CAFR program) Elmhurst Park District Budget 125

16 Other Conducted physical inventory counts at Sugar Creek Golf Course Pro Shop and Courts Plus Pro Shop. Conducted petty cash audits at all District locations. Through an ad hoc committee, established new purchasing level authorities and new purchasing forms. Created purchasing manual as a quick reference guide for employees. Cross-trained staff on payroll processing. Conducted a wage and hour audit. Recruited, hired and trained Human Resources Specialist. Managed and completed tasks related to the Park District Risk Management Agency s Loss Control Review and are expected to maintain the highest level of accreditation. Preformed audiometric testing on appropriate staff (impact of decibel levels on hearing) and developed annual testing schedule. Created applicant tracking and response system. Created written tort levy fund plan to document the District s risk management activities that fall under the Tort Immunity Act, which authorizes local public entities to levy taxes for the cost of insurance, judgments, settlements and loss prevention and loss reduction (745 ILCS 10/9-107(b)). Reviewed and revised emergency operations plan. Conducted FALL protection program assessments. Conducted part-time/short-term salary audit. Conducted lockout/tagout inventory Objectives 7 Strategic Priority Four: Ensure Organizational Health Engage residents and local business professionals with specific expertise to speak to employee groups on job-specific topics, or assist instructors as guest speakers. Continue to expand/formalize training program (i.e. training university, safety, wellness). Continue to investigate the feasibility and expand, where appropriate, the employee benefits program (i.e. wellness program). 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 126

17 2009 Expenditure Increases/Decreases by Object Contractual Services Contractual Services are increasing by $2,744 as a result of an increase in the District s Business Insurance ($17,871) primarily in the property and employment practice rates netted with a decrease in Finance/Bank Charges ($14,550) as a result of the change in software relating to Courts Plus membership billing (allowing the District to eliminate bank fees relating to EFT (electronic fund transfers) payments for monthly customers) Elmhurst Park District Budget 127

18 Expenditures by Object: Finance and Human Resources Expense Object Difference Percent Change Actual 2007 Budget 2008 Budget 2009 ('08 to '09) ('08 to '09) Wages 336, , ,813 9, % Contractual Services 472, , ,867 1, % Repairs % Supplies 12,871 16,456 19,200 2, % Total 821, , ,880 13, % Finance and Human Resources Expenditures 1,000, , , , ,000 - Actual Budget Budget Finance and Human Resources Percent of Expenditures by Object Repairs 0% Supplies 2% Wages 40% Contractual Services 58% 2009 Elmhurst Park District Budget 128

19 Elmhurst Park District Finance and Human Resources For Budget Year Proposed 2009 Proposed Account Number Account Title Actual Budget Budget Appropriation Full-Time Employees Salary & Wages 51,490 54,980 59,627 71, Full-Time Employees Salary & Wages 70,521 75,405 75,255 90, Full-Time Employees Salary & Wages 55,546 58,810 57,273 68, Full-Time Employees Salary & Wages 4,383 4, Full-Time Employees Salary & Wages 18,752 19,601 19,859 23, Full-Time Employees Salary & Wages 4,383 4,436 4,658 5, Full-Time Employees Salary & Wages 5,948 6,076 7,814 9, Full-Time Employees Salary & Wages 23,553 24,861 24,943 29, Full-Time Employees Salary & Wages 26,806 41,067 43,380 52, Full-Time Employees Salary & Wages 29,730 40,582 43,092 51, Full-Time Employees Salary & Wages 19,991 27,054 28,727 34, Full-Time Employees Salary & Wages 12,833 13,041 14,076 16, Full-Time Employees Salary & Wages 9,997 13,528 14,364 17, Program Staff Wages Program Staff Wages ,048 1, Program Staff Wages Program Staff Wages Program Staff Wages Program Staff Wages Program Staff Wages Total Salaries & Wages 336, , , , Health Care Expenses 1, Health Care Expenses 5,467 6,895 7,494 8, Health Care Expenses 7,448 9,697 9,651 11, Health Care Expenses 5,859 7,662 6,673 8, Health Care Expenses Health Care Expenses 894 2,729 2,099 2, Health Care Expenses Health Care Expenses 708 1,076 1,079 1, Health Care Expenses 2,458 3,207 3,049 3, Health Care Expenses 2,378 6,127 5,789 6, Health Care Expenses 1,973 4,983 4,746 5, Health Care Expenses 1,320 3,322 3,164 3, Health Care Expenses Elmhurst Park District Budget 129

20 Health Care Expenses 658 1,661 1,582 1, IMRF Expense 5,341 5,395 5,033 6, IMRF Expense 15,023 15,100 14,638 17, IMRF Expense 2,263 2,282 2,196 2, IMRF Expense 1,912 2,470 2,502 3, IMRF Expense 6,694 8,656 8,775 10, IMRF Expense 956 1,235 1,251 1, Business Insurance 151, , , , Business Insurance 50,481 60,384 65,686 78, Business Insurance 11,798 14,053 17,771 21, FICA Expense 4,133 4,541 4,450 5, FICA Expense 1,756 1,923 1,942 2, FICA Expense 1,433 2,070 2,198 2, FICA Expense 5,022 7,282 7,749 9, FICA Expense 716 1,035 1,099 1, FICA Expense 11,668 12,763 13,033 15, Safety Incentive Program Consulting Services 5,950 10,000 9,000 10, Consulting Services 1, Legal Fees 0 5,000 5,000 6, Auditing Expense 7,547 10,362 12,163 14, Auditing Expense 2,516 2,987 2,879 3, Auditing Expense 3,848 3,996 3,896 4, Finance/Bank Charges Finance/Bank Charges 30,999 37,600 42,050 50, Finance/Bank Charges 53,186 65,500 44,950 53, Finance/Bank Charges Finance/Bank Charges 11,569 9,750 11,300 13, Finance/Bank Charges Dues , Dues Dues Books & Subscriptions Books & Subscriptions Books & Subscriptions 0 0 1,004 1, Books & Subscriptions 1,242 1, Occupational Health 18,557 17,648 17,698 21, Continuing Education Continuing Education 2,410 12,800 15,000 18, Continuing Education 713 4,100 2,100 2, Travel Travel Travel Elmhurst Park District Budget 130

21 Travel Travel Travel Ads & Notices 1,599 1,200 1,500 1, Ads & Notices 775 1,200 1,500 1, Ads & Notices 615 1,200 1,500 1, Printing , Printing , Printing , Printing Equipment Rental Telephone 4,838 4,815 2,160 2, Telephone ,440 1, Nextel Phones & Service , Contract Services Public Relations Employee Relations Employee Relations 6,306 6,725 5,975 7, Employee Relations 5,015 5,500 5,750 6, Employee Relations 5,000 5,500 5,750 6,900 Total Contractual Services 472, , , , Office Supplies 2,465 2,452 1,920 2, Office Supplies 1,364 1,407 1,920 2, Office Supplies 1,364 1,407 1,920 2, Office Supplies Equipment & Furniture 2,468 2, Equipment & Furniture 1, ,000 2, Equipment & Furniture 433 1,000 2,800 3, First Aid Supplies/Pers. Prot, Equipment 3,491 3,450 3,000 3, First Aid Supplies/Pers. Prot, Equipment 0 3,450 5,000 6,000 Total Supplies 12,871 16,456 19,200 23,040 Total Expenses 821, , ,880 1,189, Elmhurst Park District Budget 131

22 INFORMATION TECHNOLOGY Mission To provide a secure, productive, and progressive information systems environment to internal and external customers; to provide creative and informed long term planning for the District to ensure an adaptable and resilient environment for the future; to enhance internal and external customer s experience through technology and user-oriented service. Description Information Technology is responsible for the purchase, support and maintenance of the District s hardware devices, software applications, wide area network (WAN) connections, local area networks (LAN), telecommunication systems, and security systems. Funding Sources Expenses for the Information Technology function are reported in an Internal Service Fund. The expenses of the fund are reimbursed (charged back) by the operating funds using the information technology functions of the District Accomplishments 11 Strategic Priority One: Maintain Current Facilities Created preventative maintenance standards and schedules for information technology devices. Strategic Priority Four: Ensure Organizational Health Investigated registration software system options. Installed security cameras at Sugar Creek Golf Course and Wilder Park Conservatory. Reviewed and updated the District s three-year Strategic Technology Plan. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Hired one full-time staff person with web skills to enhance and maintain District websites and provide additional software and hardware support. Other Replaced the file server at Courts Plus. 11 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 132

23 Connected Wilder Mansion to the District s wide area network. Replaced a third of the District s aging PC workstations. Installed an additional domain controller at Courts Plus in order to increase redundancy. Tested all major District software application s compatibility with the Windows Vista operating system. Configured a wireless hotspot in order to offer free Wi-Fi access to patrons at the Courts Café Objectives 7 Strategic Priority Four: Ensure Organizational Health Complete investigation of and determine registration system options. Update the District s phone system to a Voice over Internet Protocol (VoIP) system. Acquire and install GIS (geographic information systems) software. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Begin video streaming Board meetings on the Internet. Other Replace the main file server Budget Highlights IP Telephony With the goal of replacing the District s analog Centrex phone system with a VoIP system, staff budgeted $76,573 for this capital project. Besides its scalability, other reasons to change to VoIP include increased functionality along with eventual lower operating costs. Staff also budgeted operating costs ($13,550) for additional T1 circuits, as well as a PRI circuit for connecting to the PSTN (publicly switched telephone network). GIS Staff budgeted $10,000 in the capital budget to implement Geographic Information Software (GIS) to assist with park redevelopment and maintenance, as well as offering the ability to graphically track and display District statistics. Staff also budgeted $5,000 in the operating budget for software maintenance. 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 133

24 2009 Expenditure Increases/Decreases by Object Contractual Services Contractual Services in the MIS Fund is increasing $25,790 mainly due to an increase of $13,650 in Computer and Hardware services (maintenance fees), an increase of $11,970 in Internet Connectivity and a small decrease in regular analog telephone charges Elmhurst Park District Budget 134

25 Expenditures by Object: Information Technology Expense Object Difference Percent Change Actual 2007 Budget 2008 Budget 2009 ('08 to '09) ('08 to '09) Wages 156, , ,799 2, % Contractual Services 141, , ,155 25, % Repairs % Supplies 64,559 74,200 80,750 6, % Total 362, , ,704 35, % Information Systems Expenditures 500, , , , ,000 - Actual Budget Budget Information Systems Function Expenditures by Object Supplies 16% Repairs 0% Wages 41% Contractual Services 43% 2009 Elmhurst Park District Budget 135

26 Elmhurst Park District Information Technology For Budget Year Proposed 2009 Proposed Account Number Actual Budget Budget Appropriation Full-Time Employees Salary & Wages 133, , , , Program Staff Wages 22,912 30,050 30,050 36,060 Total Salaries & Wages 156, , , , Health Care Expenses 24,413 32,181 34,521 41, IMRF Expense 13,012 15,683 15,221 18, FICA Expense 11,280 15,516 15,667 18, Consulting Services 20,880 28,000 28,000 33, Internet Connectivity 20,868 27,000 38,970 46, Dues Books & Subscriptions Continuing Education 2,081 1,700 2,400 2, Travel 2,230 2,940 3,660 4, Telephone 4,362 5,964 2,160 2, Nextel Phones & Service 1,190 1,356 1,531 1, Computer & Hardware Services 40,950 58,525 72,175 86,610 Total Contractual Services 141, , , , Equipment & Furniture 18,311 29,300 18,700 22, Computer Software 11,144 15,500 19,850 23, Computer Hardware 35,104 29,400 42,200 50,640 Total Supplies 64,559 74,200 80,750 96,900 Total Expenses 362, , , , Elmhurst Park District Budget 136

27 PARK AND RECREATION SERVICES: PARKS Mission To provide, through committed service and planning, quality outdoor spaces consisting of open space, natural areas, and developed park areas that are a model of quality and cleanliness while proactively and consistently meeting the needs of the Elmhurst community. Description Parks Division: To handle the day-to-day maintenance and care of the Parks and Grounds including: mowing, tree care, trash removal, turf care, snow removal, litter collection, etc. The Parks Division coordinates the planting and upkeep of all flower beds and landscape displays within the District. Other responsibilities include coordination of care for the Elmhurst Great Western Prairie, Veterans Memorial and the Wilder Park Conservatory (that hosts a variety of shows and museum displays throughout the year) and managing the District s fleet of vehicles and equipment including the procurement of new equipment and replacement of fleet vehicles, coordination of repairs with the City of Elmhurst mechanics and the repair and replacement of small engine equipment. Park Planning: To plan and design new facilities and parks. Park planning also coordinates the purchase of replacement site amenities, playground renovations, utility work, accessibility improvements, new tree planting and the District s memorial tree and brick paver programs. Funding Sources The funding sources for Parks Division and Park Planning consist of a combination of property taxes, user fees and interest income. Parks revenues and expenses are in the General (including IMRF and FICA Departments), Recreation (including the Museum Department), and Enterprise Services Funds Accomplishments 13 Strategic Priority One: Maintain Current Facilities Created preventative maintenance standards and schedules for grounds maintenance (i.e. landscaping park amenities, athletic fields). Initiated development of preventative maintenance standards and schedules for vehicles and equipment maintenance (i.e. fitness, maintenance, and Information Technology). Researched and developed a plan for using "green" management practices including coordinating the staff committee to assess and make recommendations for Green Issues. The Committee reviewed the environmental report card developed by IPRA and developed a list of short term goals, revised the District s environmental policy, and created a five year action plan. 13 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 137

28 Replaced aging vehicles according to the District s fleet replacement schedule making the final payment in January on the 2006 Installment contract with Suburban Bank and Trust ($37,100). Purchases made in 2008 included a Kubota RTV and an artificial turf groomer to conduct on-going maintenance of the artificial turf fields ($15,000). Reconfigured Eldridge Park Lagoon outflow structure and pipe liner ($35,000). Rejuvenated Glos Park floral plantings by replacing the roses in the beds near the mausoleum to create a formal perennial bed. Installed flowerbeds to accompany new park signs at Glos, Pioneer, Grebin Soccer field at Berens Park, Golden Meadows East and West and reconfigured the beds on Wild Meadows Trace at Poplar and Spring Road. Revamped the flower and shrub beds outside the multipurpose room at Courts Plus by changing the planting from native prairie to a mix of annual and perennial flowers. Strategic Priority Two: Create Green Space Created greater shade areas in parks by planting over 100 trees ($40,000). Following public input and the development of a Board approved park master plan, constructed new playground at York Commons ($365,000). Developed and supervised construction of phase one of the Wilder Mansion Formal Gardens landscape plan. Investigated greater use of native plant materials and buffers to reduce plant maintenance and dependency on mechanical maintenance and, as a result, created a number of natural buffer areas at Eldridge Park. Strategic Priority Three: Comprehensively and Strategically Optimize Current and Future District Facility Space Developed plans and specifications for re-skinning the Wilder Park Conservatory. As a result of the bids being much higher than budgeted, the Board approved staff s recommendation to postpone the project until completion of the Indoor Facility Study. Completed construction of the Salt Creek Greenway Trail, with the exception of the segment between the Illinois Prairie Path and Madison, following the Park Board s direction. Strategic Priority Four: Ensure Organizational Health Hired and trained full-time Assistant Park Planner. Hired and trained full-time Parks/Facilities Operations Assistant for the 985 Riverside Drive Maintenance Facility. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Worked with City of Elmhurst staff to ensure safe pedestrian access around the Wilder Mansion through the construction of sidewalks, crosswalks and ADA ramps where access had previously been limited Elmhurst Park District Budget 138

29 Strategic Priority One: Maintain Current Facilities 2009 Objectives 7 Construct a maintenance storage garage in proximity to Berens Park for storage of mowers and equipment used on the north side of Elmhurst, thus reducing fuel consumption and time lost in transport, lowering emissions and increasing productivity ($300,000). Develop costs associated with preventative maintenance standards and schedules for grounds maintenance (i.e. landscaping park amenities, athletic fields). Finalize creation of preventative maintenance standards and schedules for vehicles and equipment maintenance (i.e. fitness, maintenance, and Information Technology) and develop associated costs. Continue Green Team committee implementation of short term action plan and five year Action Plan Determine the next steps in continuing to replace the District s aging vehicles according to the District s fleet replacement schedule. Installment contracts and other means will be considered ($100,000). Redesign and repave main (east) parking lot at the Wagner Community Center ($160,000). Complete second phase of York Commons master plan consisting of new skate park ramps ($100,000) and seal coating of parking lot ($10,000). Replace deteriorating fire escape stairway on Eldridge Recreation Building ($30,000). Crackfill, colorcoat and stripe tennis and roller hockey courts at Eldridge Park ($15,000). Strategic Priority Two: Create Green Space Create greater shade areas in parks by planting at least 100 trees ($40,000). Evaluate creative parking solutions that would recapture green space in District parks. Prepare and implement a redevelopment plan for Marjorie Davis Park ($300,000). Continue to investigate greater use of native plant materials and buffers to reduce plant maintenance needed and dependency on mechanical maintenance. Strategic Priority Five: Optimize Relationships with Organizations, Individuals and the Community Continue to work with the City of Elmhurst staff to ensure safe pedestrian access to all parks through the development of sidewalks, crosswalks and ADA ramps where access is currently limited. 7 The Accomplishments and Objectives sections may include capital projects or revenue that are not reflected in function expenses as revenue and capital, transfers and debt service expenses are omitted from all the Function budgets Elmhurst Park District Budget 139