2017 Budget. Village of Glen Ellyn, Illinois. Village of Volunteers

Transcription

1 2017 Budget Village of Glen Ellyn, Illinois Village of Volunteers Adopted: December 12, 2016

2 Village of Glen Ellyn Budget FISCAL YEAR 2017 (January 1, 2017 December 31, 2017) Adopted December 12, 2016 Elected Officials Alexander W. Demos, Village President Dean Clark John Kenwood Diane McGinley Trustees Peter F. Ladesic Tim O Shea Mark Senak Catherine Galvin, Village Clerk Village Management Mark Franz, Village Manager Albert Stonitsch, Assistant Village Manager Christina Coyle, Finance Director Julius Hansen, Public Works Director Staci Hulseberg, Director of Planning and Development Philip Norton, Police Chief Jeff Vesevick, General Manager Village Links/Reserve 22 i

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4 Table of Contents Title page... i GFOA Budget Award... ii Table of contents... iii I. INTRODUCTION Budget Transmittal Message... 1 Village Board Strategic Issues and Critical Goals... 9 Financial Policies II. FINANCIAL PLAN & BUDGET SUMMARIES Organizational Chart Budgetary Fund Structure Organizational Matrix Major Fund Descriptions Budget Summaries All Funds Village Wide Revenues Village Wide Expenditures Village Wide Projected Changes in Fund Balance/Net Position Schedule of Projected Changes in Cash Reserves General Fund Summary General Fund Revenue Key Revenue Analysis iii

5 III. Table of Contents ADMINISTRATION DEPARTMENT Organizational Chart Administration Department Narrative Village Board & Clerk Budget Village Manager s Office Budget Facilities Maintenance Budget Information Technology Budget Law Budget Senior Services Budget History Park Budget Economic Development Alliance of Downtown Glen Ellyn Tax Increment Financing Funds Narrative Central Business District (CBD) TIF Fund Roosevelt Road TIF Fund Residential Solid Waste Fund IV. FINANCE DEPARTMENT Organizational Chart Finance Department Narrative Finance Department Budget Insurance Fund Police Pension Fund V. PLANNING & DEVELOPMENT DEPARTMENT Organizational Chart Planning & Development Department Narrative Planning & Development Department Budget iv

6 VI. POLICE DEPARTMENT Table of Contents Organizational Chart Police Department Narrative Police Department Budget VII. FIRE / EMS Fire and EMS Services Narrative Fire and EMS Budget Summary General Fund, Fire Department Budget General Fund, Emergency Medical Service Budget Fire Services Fund Budget Glen Ellyn Volunteer Fire Company Budget Glen Ellyn Volunteer Fire Company District Map VIII. PUBLIC WORKS DEPARTMENT Organizational Chart Public Works Department Narrative Public Works General Fund Administration & Engineering Operations Narrative Operations- Streets Budget Operations- Forestry Budget Parking Fund Water & Sanitary Sewer Fund Equipment Services Fund v

7 Table of Contents IX. VILLAGE LINKS / RESERVE 22 Organizational Chart Village Links / Reserve 22 Narrative Village Links / Reserve 22 Budget X. CAPITAL PROGRAM Capital Program Summary Five Year Capital Improvement Plan Capital Projects Fund Facilities Maintenance Reserve Fund Corporate Reserve Fund Debt Service Fund Long-Term Debt History Last 10 Years Long-Term Debt Future Debt Service Motor Fuel Tax Fund XI. APPENDIX Community Information Budget Process Budget Calendar Five Year Forecast Property Assessment Information Personnel Staffing and Salary Tables Summary of Village Employer Retirement Contributions Interfund Transfer Recap Historical Water, Sewer, and Refuse Rates Glossary of Terms Acronym Glossary vi

8 January 1, 2017 Honorable President Demos and Village Board of Trustees Village of Glen Ellyn Subject: Budget Transmittal for Fiscal Year 2017 Introduction Transmitted with this letter is the adopted budget of the Village of Glen Ellyn for Fiscal Year 2017 (FY17), which runs from January 1, 2017 through December 31, This document presents a comprehensive look at major financial and non-financial goals and priorities for the Village both from a near-term as well as longrange perspective. This document, in many ways, acts as the corporate plan for the Village over the next twelve months. The budget formation was again conducted through a zero-based budget process. The FY17 budget process required all departments to justify all line items and summarize the need for all expenses incorporated in their respective department budgets. The budget consists of 16 different funds, many summarized below. The General Fund continues to be a main focus and is in balance with a small operating surplus of $15,173. This operating surplus is before a transfer of $300,000 from the General Fund to the Capital Projects Fund. This purpose of the transfer is to allocate forfeiture dollars to the Capital Projects Fund to fund the Police Station project, as approved by the Village Board. The capital budget includes projects that have been conceptually approved by the Village Board: completion of the Police Station and the Taylor Street underpass, general street work, CBD street and streetscape, purchase of a ladder truck for the Volunteer Fire Company, and other projects consisting of an overall capital budget of $28.4 million. By keeping the General Fund spending in line, keeping pace with aging infrastructure replacement and maintenance, the Village is able to maintain service levels and invest in the community in a responsible way. During this process, the Village Board and staff spent considerable time shaping and refining the budget plan to meet the community s demand for high quality services while delivering these services in an efficient and economical manner. Background (Financial Scorecard and Five Year Forecast) In order to provide context for the merits and challenges of the Village s financial standing as the Village prepares its budget for Fiscal Year 2017, it is important to review the highlights of the Village s Scorecard and Five Year Forecast. The Scorecard compares and contrasts the Village s financial performance to its peers. In the Scorecard, completed in 2014, the Village was identified to have a strong financial position with less debt and lower pension liabilities than its peers. The Village was also shown to have lower spending for fire, police, and administration as compared to the peer group. The Village also fared well in its ranking for property taxes going to the Village/Library for a median value home. The Scorecard did underscore the need for the Village to stimulate economic development to increase the non-residential property base. Increasing the non-residential property tax base would shift the property tax burden from the residential properties and may also increase sales tax and home rule sales tax revenues to the Village. 1

9 In contrast to the Scorecard which looks at current and historical trends, the Five Year Forecast is a look into the Village s financial future. It is important to note that the Five Year Forecast is not a prediction of the future; it is a financial model for the Village to identify and understand potential imbalances in revenues and expenditures in order to take strategic action to mitigate those imbalances. The Five Year Forecast identified that the General Fund revenues are growing at a slower rate than General Fund expenditures. Revenues are forecasted to grow at 3.0% while expenditures grow at 4%, which creates a forecasted imbalance in the General Fund. Personnel costs, including salaries, FICA, health insurance, and pension costs are the majority of expenditures in the General Fund (68% of General Fund Expenditures). Personnel costs are projected to increase 2-6%, depending on department, over the next five years. Also, the Five Year Forecast provides a warning with respect to unfunded pension liabilities estimated at over $20 million at the end of FY2017. The contribution required to the Police Pension Fund is estimated to grow by 5-18% over the next five years, due to anticipation of decreasing the investment return assumption. Increasing this contribution will put substantial pressure on the General Fund and will make providing a balanced General Fund budget each year increasingly difficult. A presentation of the Village s Five Year Forecast can be found in the FY2017 budget appendix. Budget Guidelines, Discussion Topics and Challenges The total budget (net of interfund transfers) is $67.6 million, about $0.5 million less than the FY16 revised budget (less than 1% decrease). The FY17 budget projects an overall net deficit of about $13.1 million overall. This is due to timing of the police station project. The Village issued $13.5 million in General Obligation Bonds in FY15, which creates an estimated surplus of $13.8 million for FY15. The majority of the payments for construction will occur in FY2017 (approximately $10.4 million of the facility s $13.5 million cost) and thus the costs will be realized in FY17. Budget Guidelines: Management developed the budget under the following guidelines: General Fund Balanced budget The General Fund must be balanced, on an operating basis, whereas other funds might be out-of-balance based on capital investment and timing of projects, provided the Village follows the long-range capital plans. Cash Reserves Maintain the same cash reserve policy. The General Fund policy is 30% of operating expenditures for FY17, increasing by one percentage point per year up to 35%. Water and Sewer Fund cash reserve policy will increase to $2.214M with a 0.9% CPI increase. For certain other funds, the policy calls for cash reserves of at least 25% of operating costs. Special service areas for economic development Rate will remain the same at 12.5 cents per $100 of EAV. Home Rule Sales Tax Home Rule Sales tax rate will remain unchanged. Personnel Costs - These costs are the largest expense for any municipality, so special attention is paid to all components of personnel. The Village continues to be one of the lowest users of full-time employees per capita in DuPage County. Job sharing and the utilization of seasonal employees and part-time employees allow us to control health insurance and pension costs. o The Facilities Maintenance Division includes the recent decision to hire a full-time Maintenance Worker to meet the demand of aging Village facilities and help manage the construction of the new Police Station, renovations of the Civic Center, as well as and to account for the added services being provided to the Fire Company and Historic Center over the last few years. The division is also budgeting to add another part-time Custodian to provide services at the new police station. This position is only budgeted for four months of FY17 to coincide with the opening of the new facility. 2

10 o o o Over the next two years, the Public Works department will see the retirement of several key employees. Management is actively structuring succession plans for those positions. In addition, the Village continues to see some turnover and vacancies in many department budgets. These savings and the sixth year of below-market health insurance cost increases, has allowed us to beat the Five Year Forecast projections again. The current police contract was extended for two years, providing for a 3.0% cost-of-living adjustment in November 2016 and a 2.50% increase in November The budget for other non-sworn Village employees includes a compensation merit pool of funds based on a 2.75% increase. The Village is in the third year of a merit based pay system that allows Management to establish a scale and reward top performers more effectively. The FY2017 budget does not include an increase to the pay range scales. In the current year, additional categories have been added at the low end of the scale to accurately classify the Village Links/Reserve 22 employees. Capital improvement plan (CIP) Management has updated the Five Year CIP, which is included in the budget document. The Village issued debt in 2015 to fund a new Police Station and Lake Ellyn stormwater improvements and will continue funding other capital projects on a pay-as-you-go basis. Unfunded/Unbudgeted projects include pedestrian bridge and train station improvements, vehicular underpass, fire station improvements, Civic Center improvements and potential downtown parking garage (likely as a public/private partnership). Other Highlights for the Fiscal Year 2017 Budget Process. In addition to the background presented on the Scorecard and Five Year Forecast, Management feels that several items are important to communicate regarding the Fiscal Year 2017 budget: Property Tax Typically, the Village voluntarily abides by the tax caps laws, meaning the Village historically increases the tax levy based on the lesser of CPI or 5%. In 2014, the Village Board did not increase property taxes towards the General Fund or the Capital Improvement Plan budget. In 2015, the Village Board only increased the levy to account for new growth/annexations, but did not increase the levy for a CPI factor. This created a savings of $213,500 to the taxpayers. The current budget includes a 1.1% growth factor for new construction and annexations. The 1.1% growth factor includes 0.1% for annexations and 1.0% for new construction. The annexation amounts were based on the most recent assessment data. For new construction, last year, the Village Board opined that the levy should be based on known growth from the prior year rather than estimate a growth factor for the current year. The levy was prepared with this approach to new construction. The budget does not include a CPI adjustment to the tax levy. This creates savings to the taxpayer for 2017 of $48,126 and savings over the past three years of $261,626. Fire Services Fee - The Village Board approved a new fire service fee that went into effect on May 1, 2014 that has sustained the volunteer model for the community. When it was approved, there was discussion about how the capital needs of the Fire Company, i.e., apparatus and facilities, were not fully addressed with the projected revenue. In addition, the Village had to exclude a portion of town, east of I-355, from the fire service fee because they are served by the Lombard Fire Department through a contract with a small paper Fire District. Therefore, the Village Board may want to consider an increase to this fee to meet some of the capital needs of the Fire Company. 3

11 Water and sewer rates In 2013, in response to increased rates from the City of Chicago and DuPage Water Commission, the Village formulated a multi-year plan to cover the increased costs, maintain our facilities and infrastructure and build cash reserves to an appropriate level. In FY2016, due to strong reserves in the Water & Sewer Fund, rates were not increased. A 1% rate adjustment will be effective starting on January 1, Village Operations make up 55% of the total budget for all funds in FY17. Operating costs typically are associated with the provision of day-to-day basic Village services. This includes all staffing costs, various contract and consulting services, the purchase of a number of materials and commodities, and expenditures related to the maintenance of Village owned assets and rights of way. Some examples of Village operating expenditures/expenses include: o Police and fire protection o Police and fire dispatch services o Purchase of Lake Michigan water o Treatment of sanitary sewage by the Glenbard Wastewater Authority o ED Awards o Weekly garbage pick-up o Volunteer Fire Company support o General, liability, property and workers compensation insurance o Golf course maintenance o Snow and ice control o Street sweeping o Water and sewer system maintenance o Tree planting, maintenance, removal o Pavement patching, line striping, and roadway signage o Parking facilities o Ambulance service contract o Employment benefits o Retirement benefits administration (Police Pension Fund) In many ways, these costs are non-discretionary, if the Village desires to maintain the same level of services that are currently provided. The discretionary portion of the budget: materials, dues and subscriptions, training, supplies, uniforms, postage, etc., has remained flat for many years which limits our ability to control overall costs. Economic Development - The Village continues to proactively seek economic development opportunities to increase sales tax revenues and create vibrant and diverse commercial districts. The Village established two TIF districts and enhanced the Award program. This year s budget uses $125,000 in TIF funding to support these award programs. In addition, the General Fund will continue to support $30,000 of requests in non-tif areas. Overall award funding will be increased by $25,000. Unbudgeted and Unfunded Capital Plans See above for list of unfunded/unbudgeted capital projects. Cost Control and Evaluation Service modifications or eliminations over the last few years include: o Health Insurance Pool o Eliminated Community Grants and eliminated separate Economic Development Corporation o Shifted legal in-house and consolidated Village Clerk operations o Shifted to a turnkey EMS Operation o Reduction in Force (RIF)-15 full-time positions in last 10 years (12% of workforce) o Shifted towards outsourcing GIS model Changes/Initiatives for FY17 o Implementing administrative adjudication for certain violations o Parking fund evaluation and automation o Overall fee/fine analysis throughout organization include building permits, parking permits, parking fines, etc. o Implementing online options for certain permits 4

12 Challenges/Opportunities. As the Village looks forward to 2017, there are several challenges on the horizon. State of Illinois: The State of Illinois continues to mismanage its finances and this has a potential to impact local governments. As the State of Illinois budget impasse continues, the potential property tax freeze and potential reduction of Local Government Distributive Fund (LGDF) will apparently not be determined leaving municipalities with a great deal of uncertainty. Building reserves and controlling costs in preparation for state decisions has been the Village s response to this. Management will continue to monitor this situation closely and take action through the DuPage Mayors and Managers Conference (DMMC) and Illinois Municipal League (IML) as necessary. Pension Liability: See Pension summary below. Unfunded/Unbudgeted capital projects: Several major capital projects do not have funding. A funding plan must be implemented if these capital projects are determined to move forward. o Fire Station(s) improvements - The Fire Services Fee implemented in 2014 did not fully fund improvements to the two fire stations. o Train Station and pedestrian bridge & Vehicular Underpass Due to increased train traffic, the Village is exploring the possibility of a pedestrian bridge or viaduct and/or a vehicular underpass. Both projects are currently unfunded. The Village is applying for various grants to assist in funding the project. o Civic Center improvements After the police department moves to their new station in summer 2017, the vacated space will need to be repurposed. The 2017 budget does include $310,000 to refurbish part of the Civic Center, but additional funds will likely be needed in subsequent budget years. o Downtown Parking Garage The Village would like to see development of a parking garage in the Central Business District (CBD), ideally as a public/private partnership. 5

13 General Fund As with other municipalities, the majority of General Fund costs are borne by the largest departments of Police and Public Works, as well as providing services to the Volunteer Fire Company including ambulance services. When totaled, these three departments make up 72% of General Fund expenditures. The expenditures in our General Fund are dominated by salaries, pensions, and benefits (68%). The Village of Glen Ellyn has a diverse revenue stream; however, much of the revenue base is derived from sales and home rule sales taxes, income tax, and property taxes (66%). The General Fund budget includes a $15,173 operating surplus before a transfer to the Capital Projects Fund. The FY2017 budget includes a $300,000 transfer from the General Fund to the Capital Projects Fund. This is to transfer Federal Forfeiture Dollars which are collected in the General Fund, to the Capital Projects Fund to fund construction of the police station. The Village Board allotted $1.2 million in Federal Forfeiture dollars to be designated to the police station. Management is budgeting to transfer the first $300,000 in FY2017 and continuing to transfer $300,000 per year until the full $1.2 million is transferred. Below is a comparison of the FY2017 budget to the FY2016 original budget (in thousands) FY16 Budget FY17 Budget Difference Percent Change Revenues* $17,275 $17,917 $ % Expenditures* $17,272 $17,902 $ % Transfer out to Capital Projects Fund (police $0 $300 $300 station)* Net* $3 $(285) $(288) *In thousands The increases in revenues are driven by an increase in sales tax (5.0%) and income tax (5.5%). Sales tax has grown 4-6% over the last three years and income tax has grown by 6-11% over the past 5 years. A small decline will be noted in income tax in FY2016 as many income tax filers received refunds in April The Illinois Department of Revenue cited this was due to many employers not updating their payroll systems to reflect a reduced Illinois income tax rates. Cable Franchise Fees are also anticipated to increase by 12.7% as current year taxes are trending well above the budgeted amount. Expenditures are budgeted to increase by 5.4%. The chart below by category highlights the changes from the prior year budget: (in thousands) Percent FY16 Budget FY17 Budget Difference Change Personnel Services $9,558 $9,642 $84 0.9% Contractual Services $3,236 $3,382 $ % Commodities $226 $235 $9 4.0% Capital Outlay $163 $192 $ % Transfers Out $4089 $4,751 $ % 6

14 Transfers out and capital spending represent the largest increases for the General Fund. Included in transfers out is an increase to the transfer to the Police Pension Fund of $321,000. The second transfer of $300,000, as mentioned before, is a transfer to the Capital Projects Fund of Federal Forfeiture dollars for the Police Station. Capital outlay includes replacing police in-car computers and ballistic helmets. The General Fund budget required a number of cuts in order to bring it into balance with projected revenues. At the time we developed our first revenue estimates and received our initial budget submissions from department directors, the preliminary General Fund budget was out of balance by approximately $472,000. By working with departments to decrease budgets and reviewing revenues, this budget gap was eliminated. Further changes were made during the budget deliberations with the Village Board to arrive at a small operating surplus. Water and Sanitary Sewer Fund From 2011 to 2015, the Village experienced rate increases due to a 115% increase in the cost to purchase water from the DuPage Water Commission. In FY2016, the Village did not increase rates. Rates will be increased 1.0% on January 1, based upon the rate analysis conducted for the Five Year Forecast. Management will update this analysis for rate discussions that will happen in late Fall. The Water/Sewer Fund continues to include capital replacement of infrastructure assets. This capital investment is closely correlated to the level of street infrastructure improvements funded through the Capital Projects Fund. The Five Year Capital Improvement Plan (CIP) has been updated and is included in this budget. Village Links Reserve 22 Fund The Village Links/Reserve 22 Fund continues to be a self-sustaining enterprise fund. Overall, the fund is budgeted to have a small surplus of $33,123. The Reserve 22 restaurant is budgeted to have $2.476 million in revenues. One of the key success factors in Reserve 22 is continuing to grow the revenue from banquets. Keeping the banquet spaces productive will increase the profit percentages for the restaurant, as parties and meetings generally carry a lower overall variable cost. The Village Links golf operations is budgeting almost $3.0 million in revenues. The course will continue to offer leagues, tournaments, and instructional schools and classes. The golf course continues to look for new revenue streams such as Foot Golf, which was introduced at the end of The Village Links is also scheduled to replace golf carts in Glen Ellyn Police Pension Fund The Village is committed to responsibly funding its pension programs. The Finance Commission and Police Pension Board have worked together to develop long-term strategies to address the growing pension cost liabilities. Over the past few years, the Village has been lowering the investment return assumption used to calculate the annual contribution from the General Fund to the Police Pension Fund. This has been done to address structural changes in the investment market following the 2008/2009 recession. In 2016, the Village Board also authorized an additional $400,000 contribution to the Police Pension Fund, which was in addition to the annual contribution. The 2017 budget incorporates the following elements: Set the assumption for long-term investment at 6.5% (down from 6.75%) with the goal of getting to 6.0%-6.25% over the next three years. The FY17 budget dedicates $1,613,000 to the Police Pension Fund from the General Fund, an increase of $321,000 over FY16. The continued increasing cost of this pension contribution continues to put pressure on the General Fund. The increased contribution in FY2017 forced reductions in other areas of the budget. 7

15 Conclusion The Village of Glen Ellyn s 2017 budget sustains the Village s current level of services, increases funding for pensions, and increases funding for economic development. Striking the right balance between service levels and taxes to pay for those services is debated and decided during the budget process. This process, allocating scarce resources and prioritizing programs and projects, is difficult each year because the demand for municipal services often exceeds the revenues available to pay for those services. We are pleased that the budget continues to be balanced despite the potential challenges cited in our Five Year Forecast. We hope to continue to surpass these projections to ensure we keep balanced annual budgets, invest in our infrastructure, and add to the overall cash reserves in various funds. Strong cash reserves protects the Village from unforeseen emergencies and strengthens our bond rating and overall financial position. In closing, we wish to extend a thank you to everyone for their hard work in preparing the 2017 budget. The development of the budget could not take place without the commitment and cooperation of many Village employees. Many management employees actively participate in developing and reviewing budget information which leads to an award-winning budget document for over 20 years. Management will continue to find ways to improve efficiency and control costs and work diligently to bring the 2017 in under budget. We would also like to thank the Village Board for their responsible and progressive manner in which it conducts the fiscal affairs of the Village. Difficult budget decisions are made each year during the budget process, but those decisions are critical in that they provide a game plan for what level of municipal service the Village can provide. The understanding, cooperation and resourcefulness of everyone helped to strengthen this year s budget. We look forward to working with the Village Board in implementing the initiatives outlined in this budget. Respectfully submitted, Mark Franz Village Manager Christina Coyle Finance Director 8

16 Village Strategic Issues and Critical Goals GOALS Strategic Issue I: DEVELOPMENT. Build consensus for 21st Century development and redevelopment of the Village, and take steps to attract and foster desirable development, increase the Village's footprint, add housing variety and increase downtown density. Target Date I-1 Educate the community on development and re-development needs and opportunities. Ongoing I-2 Update Comprehensive Plan to assist in guiding future development of the community. May, 2017 I-3 Review and consider annexation opportunities to increase the tax base and control future development. May, 2016 I-4 Improve downtown infrastructure including pedestrian accessibility and parking opportunities in conjunction with potential development projects in the CBD. May, 2017 Strategic Issue II: BUSINESS. Engage in proactive economic development to attract and GOALS retain key businesses downtown and other commercial corridors to achieve a thriving business community. Target Date II-1 Continue to implement strategic plan for Economic Development that focuses on overall commercial vitality, EAV and sales tax growth. Ongoing II-2 Target selected retailers and restaurants to increase shopping and dining options and improve the variety of businesses downtown. Ongoing II-3 Improve communication with the Village Board on economic development progress. Ongoing II-4 Eliminate unneeded codes and regulations that inhibit commercial development and business retention and make the approval process more user friendly. January, 2017 Strategic Issue III: ATTRACTIONS. Encourage a variety of events and shopping and dining GOALS options, and provide amenities that attract visitors to the Village and produce resident and Target Date visitor presence downtown, day and evening, weekdays and weekends. III-1 Encourage more special events in and around the Central Business District by partnering with the Chamber, the Alliance, Library, Park District, Schools, and COD. January, 2017 III-2 Embrace historic tourism. December, 2016 III-3 Make infrastructure improvements to encourage outdoor activities and special events in the CBD. September, 2017 III-4 Develop and implement marketing plan for CBD and other commercial corridors. May, 2017 III-5 Work with businesses to develop opportunities to become an 18 hour downtown. January, 2017 Strategic Issue IV: COMMUNICATIONS AND INVOLVEMENT. Communicate with, GOALS educate and involve the community and volunteers to support and act on the Village's high Target Date priority needs and opportunities. IV-1 Maintain an up to date communication plan for emergencies. November, 2016 IV-2 Evaluate efficiencies that continue to deliver high quality services to residents and businesses. December, 2016 IV-3 Develop and utilize a comprehensive communications plan to educate and inform the community and continue to implement a resident (customer) management strategy that mandates responsiveness and convenience. December, 2016 IV-4 Communicate the Strategic plan and priorities and ensure the Village Board and Boards and Commissions are aligned. December, 2017 IV-5 Recruit and identify meaningful roles for volunteers. January,

17 Village Strategic Issues and Critical Goals Strategic Issue V: INFRASTRUCTURE. Invest in infrastructure to meet key needs, GOALS including downtown access, Village facilities, storm water issues and technology Target Date improvement. V-1 Develop an implementation strategy to invest in Village facilities. September, 2017 V-2 Continue to evaluate pedestrian and vehicular traffic improvements in and around the community. May, 2017 V-3 Develop and continuously review the 5-year Capital Improvement Plan (CIP) and monitor and enhance funding options as necessary to implement plan. January, 2017 V-4 Consider developing a sustainability plan for the Village. August, 2016 V-5 Expand downtown parking in conjunction with downtown development projects. May, 2017 GOALS Strategic Issue VI: FINANCIAL SUSTAINABILITY. Grow revenue and focus spending in line with anticipated resources to meet the highest priority needs and maintain the Village's Target Date AAA bond rating. VI-1 Evaluate new revenue concepts and cost controls that continue to deliver high quality services and necessary capital investment. January, 2017 VI-2 Continue to utilize technology to consolidate functions, streamline work processes, and deliver services more efficiently January, 2017 VI-3 Complete financial monitoring including annual audits, five-year forecast, CIP, and Scorecard as appropriate. December, 2016 VI-4 Review staffing allocation and create succession plans for all departments focused on talent management and development. October, 2016 VI-5 Evaluate internal human resources improvements to assist in protecting the greatest organizational asset: employees. June,

18 Village of Glen Ellyn Financial Policies The annual budget is built upon a series of basic financial policies and guiding principles as established by the Village Board and Management. Although these policies are fundamental in nature, they have contributed significantly to the historical financial strength of the Village and demonstrate the Village s ongoing commitment to being a responsible steward of the public s finances. These Board approved policies have served the Village well, not just in good economic times, but particularly in periods of sustained economic downturn and uncertainty. Adherence to these principles help to maintain a position that ensures the Village is able to deliver uninterrupted basic government services on both a near-term and long-term basis. Further, well established and thoughtful policy development contribute toward ensuring services are delivered in a cost-effective manner, maintaining a well-diversified community and economic base, and distributing the cost of government fairly across those it serves. A. General The Village of Glen Ellyn embraces a tradition of sound financial management in the conduct of its financial affairs. The annual Village budget is founded on a set of fundamental policies and principles which contribute toward maintaining an organization with a strong financial condition and a proactive approach to serving the needs of its residents. B. Budget 1. A balanced budget shall be defined (at each individual fund level) as a budget where projected revenues are equal to budgeted expenditures within the current fiscal period. The adopted budget, on an individual fund basis, may or may not be balanced, depending on the availability and appropriateness of utilizing cash reserves. Use of cash reserves are generally determined to be acceptable for one-time or capital expenditures after minimum reserve levels are observed. 2. The Village shall publish an annual budget which serves as a communications tool which demonstrates the government s accountability for the sources and uses of public funds. Expansive narrative discussion should be included to communicate the organization s policies and objectives as well as detailed descriptions of revenue and expenditure line items. The budget should also serve as an operations guide to assist personnel in the responsible management and application of Village resources. 3. The Village desires to annually participate in the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Awards Program. 4. The Village shall approach the annual budget process in a spirit of openness which encourages public information and participation. To that end, the annual budget shall be provided in its entirety on the Village s web-site, and the Village will annually exceed statutory requirements for public discussion and deliberation on the budget. 11

19 Village of Glen Ellyn Financial Policies C. Revenue 5. Interim financial reports shall be distributed and reviewed with the Village Board on at least a quarterly basis which track actual experience against budgeted revenues and expenditures in the current fiscal period. 1. The Village endeavors to maintain a diverse and stable revenue base to protect operations from short-term fluctuations in any one revenue source. The mix of various revenues employed will include both elastic and inelastic revenue sources to minimize to the extent possible the effects of economic downturn. 2. The Village will employ, where appropriate, various available economic development incentive tools, which will add to long-term revenue stability and growth. 3. The Village will monitor changes in key revenues on, at a minimum, a quarterly basis, and report on significant changes in collections or emerging trends. 4. The Village will oppose State and/or Federal legislation that would result in unfunded expense mandates to units of local government without providing for compensating authority to increase available revenues to offset such mandates. 5. Village enterprise funds (e.g. Water and Sanitary Sewer, Recreation, Parking, Residential Solid Waste) shall have fees set in such a manner which fully support all direct and indirect (depreciation of capital) costs associated with providing the service. 6. The Village will avoid the use of one-time or otherwise intermittent revenues to support continuing operating expenses. 7. The Village will explore to the extent practicable the award of various local, State and/or Federal grants to support one-time capital or non-recurring expenditures. Consideration of grant opportunities shall include an evaluation of required local matching funds and possible on-going operating costs associated with accepting grant funding. D. Expenditure 1. The Village shall maintain a level of expenditures which will provide for the public well being and the safety of the residents of the community. 2. The Village shall pay for current operating expenses from available operating revenues where possible. 3. The Village should avoid budget practices which balance current costs at the expense or detriment of future years, such as deferring or postponing necessary expenses. 12

20 Village of Glen Ellyn Financial Policies 4. The Village should avoid the implementation of new programs or services without the identification of a dedicated revenue stream to pay for them. 5. The Village annual budget shall provide a systematic approach for the replacement of municipal equipment and facilities which includes funding replacement of these assets over their anticipated useful life. 6. The Village shall provide for the responsible and timely funding of required employee pension plans. 7. The Village shall prepare a long-term financial forecast for the systematic replacement of its public infrastructure assets. E. Debt Administration 1. It is the objective of the Village s debt policies that: a. The Village will issue debt only when necessary. b. The process of identifying the amount and timing of debt issuance is conducted as efficiently as possible, and c. The most favorable interest rate and other costs be obtained 2. The Village will seek the assistance and expertise of a qualified Financial Advisor when considering debt issuance. Selection of a Financial Advisor may be achieved through a request for proposals process. 3. Long-term debt obligations will be used to finance significant capital projects or improvements, not for operational purposes. 4. The duration of long-term debt obligations will not extend beyond the anticipated useful life of the projects financed. 5. Level or declining debt service shall be employed unless operational matters dictate otherwise, or unless to achieve overall level debt service considering other outstanding obligations. 6. The Village shall be mindful of the potential benefits of bank qualification and will strive to limit its annual issuances of debt to $10 million or less when such estimated benefits are greater than exceeding the benefits of exceeding the bank qualification limit. 7. When feasible and economical, obligations shall be issued through competitive versus negotiated sale. When circumstances dictate that a negotiated issuance take place, the reasons for such action shall be disclosed in a public meeting. 8. The criteria to select an underwriter in a competitive sale shall be the true interest cost. 13

21 Village of Glen Ellyn Financial Policies 9. The Village shall consider refunding debt whenever an analysis indicates the potential for present value savings in excess of 2% of the principal being refunded. 10. The Village shall strive to conduct its financial affairs in a manner which would maintain or improve its bond rating. 11. When a general obligation bond is issued, the Village will receive a rating from at least one national rating agency. 12. The Village will fully comply with all continuing disclosure requirements as established by SEC Rule 15c2-12 and shall upon completion of each year s audited financial statements, submit required continuing disclosures to all Nationally Recognized Municipal Information Repositories (NRMSIRs) and to any required State Information Depositories (SIDs). F. Reserve Policy Definitions Fund Balance the difference between assets and liabilities in a Governmental Fund. Nonspendable Fund Balance the portion of a Governmental Fund s fund balances that are not available to be spent, either short term or long term, in either form (e.g., prepaid assets) or through legal restrictions (e.g., endowments). Restricted Fund Balance - the portion of a Governmental Fund s fund balances that are subject to external enforceable legal restrictions as to what the fund balance can be spent on. Committed Fund Balance - the portion of a Governmental Fund s fund balances with self-imposed constraints or limitations that have been placed by formal action at the highest level of decision making. Assigned Fund Balance - the portion of a Governmental Fund s fund balances to denote an intended use of resources. Unassigned Fund Balance - available expendable financial resources in a governmental fund that are not the object of tentative management plan (i.e. assignments). (Only in the General Fund, unless negative.) Note: In non-governmental funds, management may decide to assign funds for a specific purpose. This will be done as an internal budgeting procedure rather than as a formal accounting entry. Creating a governmental fund automatically assigns fund balance in that fund to the purpose of the fund. 14

22 Village of Glen Ellyn Financial Policies 1. The Village will maintain adequate cash reserves (unassigned fund balance) in its operating funds (General Fund) in an amount equal to or greater than 25% of the current year fund operating expense budget (excluding capital) for FY2012/13. In following years, the target amount of cash reserves will increase by 1 percentage point growing to 35% of current year fund operating expense budget (excluding capital). [30% for CY17] Adequate reserve balances are maintained to: a. offset unexpected changes in operating revenues, b. provide sufficient cash flow for daily transaction volumes, and c. provide a buffer for unexpected or emergency expenditures. 2. The Village will spend the most restricted dollars before less restricted, in the following order: 1. Restricted, 2. Committed, 3. Assigned, 4. Unassigned. 3. The Finance Director will determine if a portion of fund balance should be assigned and will document said assignment by a memorandum to the Village Manager and appropriate disclosure in the audited financial statements. 4. ENTERPRISE FUNDS CASH RESERVES: a. The Village will maintain $2,000,000 in cash reserves in the Water and Sanitary Sewer Fund for FY2011/12, increased annually by the 12-month change in the CPI-U (December before the beginning of the fiscal year) or 3%, whichever is less. [For CY17, the amount of required cash reserves will be $2,214,000.] b. The Village will maintain adequate cash reserves in the Parking Fund and Village Links/Reserve 22 Fund in an amount equal to or greater than 25% of the current year fund operating expense budget (excluding capital) for FY2012/13. In following years, the target amount of cash reserves will increase by 1 percentage point growing to 35% of current year fund operating expense budget (excluding capital). [30% for CY17] c. The Village will maintain adequate cash reserves in the Residential Solid Waste Fund, in an amount equal to or greater than 25% of the current year fund operating expense budget (excluding capital). 15

23 Village of Glen Ellyn Financial Policies G. Cash Management 1. The Village shall invest public funds in a manner which will provide the highest investment return with the maximum security while meeting the daily cash flow demands of the Village and conforming to all state statutes governing the investment of public funds. 2. In order to maximize interest earnings, the Village comingles the cash of all funds (excluding those legally required to be kept separate e.g. Police Pension Fund). Interest revenue derived from comingled cash accounts is allocated to the participating funds monthly based on the relative cash balance of each fund. 3. Criteria for investment of funds, in the order of priority are as follows: a. Safety of principal is the foremost objective of the investment program. Investments of the Village of Glen Ellyn shall be undertaken in a manner that seeks to ensure the preservation of capital in the portfolio. b. The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. c. The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. H. Accounting, Auditing and Financial Reporting 1. The Village shall establish and maintain a high standard of accounting practices in conformance with Generally Accepted Accounting Principles (GAAP) for governmental entities as promulgated by the Governmental Accounting Standards Board (GASB). 2. The Village shall select a qualified firm of Certified Public Accountants to perform an annual audit in accordance with Generally Accepted Auditing Standards (GAAS) and issue an opinion on the financial statements. 3. The Village shall annually prepare a Comprehensive Annual Financial Report (CAFR) and submit it to the Government Finance Officers Association (GFOA) for consideration of a Certificate of Achievement for Excellence in Financial Reporting award. 4. The Village will utilize the modified accrual basis of accounting for its governmental funds (general, special revenue, capital projects and debt service funds). Revenues are recognized in the accounting period in which they become measurable and 16

24 Village of Glen Ellyn Financial Policies available. Expenditures are recognized in the accounting period in which the liability is incurred. 5. The Village will utilize the accrual basis of accounting for its proprietary funds (enterprise and internal service funds). Revenues are recognized in the accounting period in which they are earned. Expenses are recognized in the accounting period in which the liability is incurred. 17

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26 Table of Contents II. FINANCIAL PLAN & BUDGET SUMMARIES Organizational Chart Budgetary Fund Structure Organizational Matrix Major Fund Descriptions Budget Summary All Funds Village Wide Revenues Village Wide Expenditures Village Wide Projected Changes in Fund Balance/Net Position Schedule of Projected Changes in Cash Reserves General Fund Summary General Fund Revenue Key Revenue Analysis... 47

27 PEOPLE OF GLEN ELLYN Village President (1) & Board of Trustees (6) Village Clerk - Village Prosecutor Citizen Advisory Groups: Architectural Review Commission (9) Historic Preservation (9) Board of Fire and Police Commission (3) Plan Commission (11) Building Board of Appeals (5) Police Pension Board (5) Capital Improvements Commission (9) Recreation Commission (7) Environmental Commission (9) Zoning Board of Appeals (7) Finance Commission (9) Village Manager Administration FTE Board & Village Clerk Communications Code Review Economic Development Facilities Maintenance Risk Management History Park Human Resources Information Technology Senior Services Village Manager s Office Law Finance FTE Planning & Development FTE Village Links/Reserve FTE Accounts Payable Employee Benefits Adm. Payroll Utility Billing Building Permits Planning Banquet Facilities Golf Driving Range Cashier s Office Investments Risk Management Health Insurance Code Inspection Zoning Reserve 22 Restaurant Stormwater Management Grounds Maintenance Police FTE Administration Accidents Investigations Crossing Guards Parking Control Patrol Records Service Calls Traffic Control Public Works FTE Glenbard Wastewater Authority Volunteer Fire Company FTE Administration/Engineering Forestry Sanitary Sewers Water Distribution 17 full time employees Intergovernmental Agency Wastewater Treatment Plant Approx. 60 Volunteers Approx. 1,400 Alarms per Year Self-Governing Non-Profit Corporation 19 Equipment Services Parking Maintenance (downtown area) Streets & Storm Sewers FY17 Budget Employee Count FTE Full Time Personnel Part-Time Personnel Total Employees / FTEs (FTE = Full Time Equivalent)

28 Village of Glen Ellyn Budgetary Fund Structure Governmental Funds General Fund Special Revenue Funds Debt Service Fund Capital Projects Funds General (Major) Motor Fuel Tax Debt Service Capital Projects Fire Services (Major) Facilities Proprietary Funds Central Business District (CBD) Tax Increment Financing Roosevelt Road Tax Increment Financing (new) Maintenance Res. Corporate Reserve Enterprise Funds Internal Service Funds Water & Sanitary Insurance Sewer (Major) Equipment Services Village Links/Reserve 22 (Major) Parking Residential Solid Waste Fiduciary Funds Fiduciary Fund Police Pension All Village funds are subject to appropriation. All budgeted funds are included in the audited financial statements. Descriptions of major funds are found on the following page. 20

29 Village of Glen Ellyn Organizational Matrix - Department/Function Assignment by Fund FUND DEPARTMENT General Corporate Reserve Motor Fuel Tax Debt Service CBD TIF Roosevelt Road TIF Facilities Maintenance Reserve Fire Service Water/Sewer Parking Capital Projects Residential Solid Waste Village Links/Reserve 22 Insurance Police Pension Equipment Services Village Board & Clerk Village Manager's Office Facilities Maintenance Law Information Technology Economic Development Finance Planning & Development Police Public Works Administration & Eng. Operations Equipment Services Village Links/ Reserve 22 21

30 Village of Glen Ellyn Major Fund Descriptions Major Governmental Funds General Fund The General Fund is the Village s primary operating fund. It accounts for all financial resources of the general government, except for those which are required to be accounted for in another fund. Capital Projects Fund The Capital Projects Fund is used to account for the financing of general street and infrastructure projects. Major Proprietary Funds Water and Sanitary Sewer Fund The Water and Sanitary Sewer Fund accounts for the provision of water and sanitary sewer services to residents of the Village and other non-resident customers. All activities necessary to provide such services are accounted for within this fund, including, but not limited to, administration, operations, maintenance, financing and related debt services and billing and collection. Village Links/Reserve 22 Fund The Village Links/Reserve 22 Fund accounts for the operation and maintenance, including debt service and capital outlay, of the Village Links Golf Course, Reserve 22 restaurant, and other Village-owned parks and recreation areas. 22

31 VILLAGE OF GLEN ELLYN ALL FUNDS BUDGET SUMMARY FISCAL YEAR 2017 % CHG TO 2017 ORIGINAL BUDGET REVISED BUDGET PROJECTION BUDGET ORG BUD TAXES $ 20,756,570 $ 20,756,570 $ 20,782,420 $ 21,094, % LICENSES & PERMITS 1,296,950 1,296,950 1,209,150 1,302, % INTERGOVERNMENTAL 1,723,978 1,723,978 1,966,978 3,175, % CHARGES FOR SERVICES 24,052,422 24,052,422 23,672,772 24,742, % FEES & FINES 525, , , , % INVESTMENT INCOME 1,454,435 1,454,435 2,141,785 1,891, % MISC REVENUE 498, , ,032 1,782, % TRANSFERS IN (IFTS) 7,257,432 7,857,432 7,787,372 8,151, % TOTAL REVENUES $ 57,565,587 $ 58,165,587 $ 58,647,509 $ 62,655, % PERSONNEL SERVICES $ 13,411,264 $ 13,411,264 $ 12,959,797 $ 13,569, % CONTRACTUAL SERVICES 16,726,001 16,726,001 15,661,652 17,037, % COMMODITIES 6,797,043 6,797,043 6,198,562 6,355, % CAPITAL OUTLAY 24,643,971 24,994,491 11,679,622 28,380, % DEBT SERVICE 2,221,830 2,221,830 2,221,830 2,225, % TRANSFERS OUT (IFTS) 7,257,432 7,857,432 7,787,372 8,151, % TOTAL EXPENDITURES $ 71,057,541 $ 72,008,061 $ 56,508,835 $ 75,719, % CHANGE IN FUND BALANCE $ (13,491,954) $ (13,842,474) $ 2,138,674 $ (13,064,778) 23

32 Revenues by Source - All Funds 2017 Budget Fines/Forfeits, $515,000, 0.94% Investment Income, $1,891,050, 3.47% Miscellaneous, $1,782,600, 3.27% Taxes, $21,094,946, 38.70% Charges for Services, $24,742,647, 45.40% Licenses & Permits, $1,302,150, 2.39% Intergovernmental, $3,175,229, 5.83% The above chart and spreadsheet on the following page provide a summary of revenues by source for all funds. Taxes consist primarily of sales tax (6.5% of all revenues), home rule sales tax (3.6%), property tax (12.8%), and income tax (5.3%). Charges for Services reflect fees received from sources such as water and sewer bills (24.4% of all revenues), refuse bills (3.0%),and Village Links/Reserve 22 receipts (10%). Intergovernmental revenue consists of funds received from other governments, primarily for grants and capital projects. Licenses and permits include vehicle stickers ( 0.7% of all revenues) and building permits (1.2%). Fines and forfeits are derived from traffic fines and ordinance violations. Miscellaneous income is revenue that cannot be classified in other categories. 24

33 VILLAGE OF GLEN ELLYN SUMMARY OF REVENUES BY SOURCE - ALL FUNDS FISCAL YEAR Licenses Inter Charges Fines FY2017 FY2016 FY2016 FY2015 and Government for & Investment Misc. Budget Rev. Budget Est. Actual Actual Fund No. Fund Description Taxes Permits Revenues Services Forfeits Income Revenues Transfers Total Total Total Total 100 General $ 13,318,246 $ 1,302,150 $ 11,150 $ 961,872 $ 515,000 $ 30,000 $ 358,000 $ 1,420,650 $ 17,917,068 $ 17,274,818 $ 17,480,368 $ 17,337, Debt Service 508, ,044 1,462,352 1,467,360 1,466, , Motor Fuel Tax 719,000 2,200 6, , , , , Fire Services 1,021, ,022, , ,100 1,456, Central Business District TIF 131, ,950 93, ,140 85, Roosevelt Road TIF 24,780 24,780 7,200 23,600 6,915 Total Special Revenue Funds 1,177, ,000 3,050 6,000 1,906,030 1,721,535 1,817,990 2,225, Corporate Reserve ,000 41, ,600 41,500 41,560 63, Capital Projects 6,501,720 1,936,971 60, , ,000 9,651,691 7,028,524 7,368,256 20,058, Facilities Maintenance Reserve 2, , , , , ,449 Total Capital Projects Funds 6,501,720 1,936,971 62,600 1,253, ,500 10,445,791 7,517,524 7,856,506 20,273, Water & Sewer 97,000 14,788,900 30,000 23,600 14,939,500 14,597,150 14,186,800 14,148, Parking 376,500 3,500 1, , , , , Residential Solid Waste 1,667,400 1,200 1,000 1,669,600 1,601,500 1,649,845 1,618, Village Links / Reserve 22 5,376,500 4,000 92,000 5,472,500 5,586,600 5,271,400 5,280,394 Total Enterprise Funds 97,000 22,209,300 38, ,900 22,462,900 22,150,050 21,488,845 21,437, Insurance 1,173,575 3,500 27,700 2,041,000 3,245,775 3,006,500 2,922,240 2,804, Equipment Services 57,900 5,000 20,000 1,431,300 1,514,200 1,583,700 1,578,600 1,730,102 Total Internal Service Funds 1,231,475 8,500 47,700 3,472,300 4,759,975 4,590,200 4,500,840 4,534, Police Pension 340,000 1,748,000 1,613,000 3,701,000 3,444,200 4,036,000 1,540,261 ALL FUNDS 21,094,946 1,302,150 3,175,229 24,742, ,000 1,891,050 1,782,600 8,151,494 62,655,116 58,165,687 58,647,509 67,863,412 LESS INTERFUND TRANSFERS (8,151,494) (8,151,494) (7,857,432) (7,787,372) (6,047,332) ALL FUNDS, LESS INTERFUND TRANSFERS $ 21,094,946 $ 1,302,150 $ 3,175,229 $ 24,742,647 $ 515,000 $ 1,891,050 $ 1,782,600 $ $ 54,503,622 $ 50,308,255 $ 50,860,137 $ 61,816,080

34 Expenditures by Function - All Funds 2017 Budget Debt Service, $2,225,298, 3% Personnel, $13,569,232, 20% Capital, $28,380,686, 42% Contractual Services, $17,037,565, 25% Commodities, $6,355,619, 10% The above chart and spreadsheet on the following page provide a summary of expenditures by function for all funds. The Village's capital costs are the largest portion of the 2017 budget. Completion of construction of the new police station comprises $10.3 million or 37% of the capital budget and 15% of the overall 2017 budget. The remainder of the capital budget funds infrastructure improvements and facility needs. Please see the schedule titled "Summary of Capital Investment" for further information. Contractual services comprise 25% of the 2017 budget and includes sewage treatment by the Glenbard Wastewater Authority (5.20%) health insurance (3.77%), refuse and brush pick up (2.07%), and dispatch service (0.92%). Personnel services includes regular, part time, and seasonal employees including all associated overtime, FICA, and pension costs. The largest expense in the commodities category is the cost of purchasing Lake Michigan Water from the DuPage Water Commission (6.25% of overall budget). Debt Service includes the bond principal and interest payments on general obligation bonds and one Illinois Environmental Protection Agency loan. 26

35 VILLAGE OF GLEN ELLYN SUMMARY OF EXPENDITURES BY FUNCTION - ALL FUNDS FISCAL YEAR FY2017 FY2016 FY2016 FY2015 Personnel Contractual Capital Debt Budget Rev. Budget Est. Actual Actual Fund No. Fund Description Services Services Commodities Outlay Service Transfers Total Total Total Total 100 General $ 9,642,023 $ 3,382,348 $ 234,524 $ 192,000 $ $ 4,751,000 $ 18,201,895 $ 18,198,370 $ 17,515,154 $ 16,104, Debt Service 350 1,462,152 1,462,502 1,467,210 1,467, , Motor Fuel Tax 150, , , , ,000 1,195, , , Fire Services 48, , ,000,000 82,100 1,698, , ,310 1,448, Central Business District TIF 129, , , ,830 1, Roosevelt Road TIF 27,000 27,000 2,000 1, Total Special Revenue Funds 48, , ,100 1,200, ,100 2,735,590 1,984,889 1,650,640 2,314, Corporate Reserve 19,000 22,000 41,000 10,000 50, , Capital Projects 512,000 19,362,541 1,224,644 21,099,185 21,470,528 8,364,627 7,375, Facilities Maintenance Reserve 834, , , , ,878 Total Capital Projects Funds 531,000 20,219,141 1,224,644 21,974,785 22,015,018 8,747,127 8,037, Water & Sewer 1,239,000 4,583,950 4,261,850 5,881, ,000 1,053,300 17,127,600 17,971,396 13,531,152 12,684, Parking 80,060 3, , , , , , , Residential Solid Waste 1,440,495 15,500 90,000 1,545,995 1,545,702 1,497,035 1,517, Village Links / Reserve 22 2,289, ,837 1,375, , , ,500 5,439,377 5,425,188 5,234,783 5,006,663 Total Enterprise Funds 3,528,109 6,631,342 5,641,435 6,514, ,146 1,601,150 24,679,182 25,543,167 20,597,770 19,409, Insurance 3,248,950 3,248,950 2,988,400 2,969,510 2,813, Equipment Services 350, , , ,545 92,600 1,183,090 1,767,556 1,533,025 1,004,827 Total Internal Service Funds 350,600 3,384, , ,545 92,600 4,432,040 4,755,956 4,502,535 3,818, Police Pension 2,233,900 2,233,900 1,995,575 2,053,399 1,831,489 ALL FUNDS 13,569,232 17,037,565 6,355,619 28,380,686 2,225,298 8,151,494 75,719,894 75,960,185 56,533,835 52,031,440 LESS INTERFUND TRANSFERS (8,151,494) (8,151,494) (7,857,432) (7,787,372) (6,047,332) ALL FUNDS, LESS INTERFUND TRANSFERS $ 13,569,232 $ 17,037,565 $ 6,355,619 $ 28,380,686 $ 2,225,298 $ $ 67,568,400 $ 68,102,753 $ 48,746,463 $ 45,984,108 27

36 Expenditures by Fund 2017 Budget Police Pension Fund, $2,233,900, 3% Residential Solid Waste Fund, $1,545,995, 2% Fire Services Fund, $1,698,250, 2% All Other Funds, $3,662,240, 5% Insurance Fund, $3,248,950, 4% General Fund, $18,201,895, 25% Village Links/Reserve 22 Fund, $5,439,377, 7% Water & Sewer Fund, $17,127,600, 23% Capital Projects Fund, $21,099,185, 29% 28

37 VILLAGE OF GLEN ELLYN ALL FUNDS BUDGET SUMMARY PERSONNEL EXPENSES $ CHG 2016 % CHG 2016 ORIGINAL BUDGET REVISED BUDGET PROJECTION BUDGET ORG BUD ORG BUD SALARIES PENSIONABLE $ 6,296,676 $ 6,296,676 $ 6,007,681 $ 6,422,134 $ 125, % SALARIES POLICE SWORN 2 3,725,774 3,725,774 3,620,000 3,742,538 16, % SALARIES NON PENSIONABLE 1 860, ,725 1,378,444 1,369, , % SALARIES CROSSING GUARD 40,000 40,000 37,000 40, % OVERTIME 111, , , ,000 4, % POLICE OVERTIME 60,000 60,000 41,000 60, % SNOW 332, , , ,600 3, % TEMPORARY HELP 1 594, ,310 66,950 86,180 (508,130) 85.5% TEMPORARY HELP SNOW 24,500 24,500 18,000 24, % FICA 682, , , ,870 15, % IMRF 3 683, , , ,671 (8,959) 1.3% TOTAL EXPENDITURES $ 13,411,264 $ 13,411,264 $ 12,959,797 $ 13,569,232 $ 157, % 1. In 2016, Village Links/Reserve 22 regular part time staff was reclassified to Salaries Non Pensionable. Prior to the opening of Reserve 22, Food & Beverage staff were seasonal and classified temporary help. Now that staff are no longer seasonal, they were reclassified correctly to "Salaries Non Pensionable". When combined, the change in these two categories is an increase of $7,894 or 0.5%. 2. The retirement of three sergeants in 2016 and the resulting staffing transition has a positive effect on police salary expense overall. 3. The IMRF rate in 2017 will decrease from 10.82% to 10.34%. 29

38 VILLAGE OF GLEN ELLYN SUMMARY OF CAPITAL INVESTMENT Type Fund FY 2017 Budget General Public Infrastructure 1 Street Reconstruction & Resurfacing Capital Projects & Motor Fuel Tax $ 5,341,375 Taylor Avenue Pedestrian Tunnel Capital Projects 2,650,000 Sidewalk Program Capital Projects 213,971 Other Capital Projects 793,000 Special Purpose Public Infrastructure 2 Water Distribution System Water & Sewer 3,363,400 Sanitary Sewer Collection System Water & Sewer 2,518,100 Parking Lots Parking 339,000 Residential Solid Waste Residential Solid Waste 15,500 Village Links/Reserve 22 Village Links/Reserve ,000 Municipal Facilities & Equipment Village Fleet Equipment Services 255,545 Fire Fleet Fire Services 1,000,000 Municipal Buildings Facilities Reserve & Capital Projects 11,198,795 All Other Various 414,000 Total $ 28,380,686 Note: See individual fund schedules for detailed project descriptions. 1. Funding for General Public Infrastructure is obtained from general tax revenues and other sources such as grants, transfer taxes, and utility taxes. 2. Funding for Special Purpose Infrastructure is obtained from user charges from those who use the services (e.g. users who golf at the Village Links pay for improvements to the golf course or users of water & sewer system pay for capital improvements through the monthly water & sewer charges, etc.) 30

39 BUDGETED CAPITAL INVESTMENT FISCAL YEAR 2017 Village Links/Reserve 22, $278,000, 1% Residential Solid Waste, $15,500, 0% Parking Lots, $339,000, 1% Pedestrian Tunnel, $2,650,000, 9% All Other, $1,207,000, 4% Sanitary Sewer Collection System, $2,518,100, 9% Municipal Buildings, $11,198,795, 40% Water Distribution System, $3,363,400, 12% Sidewalks, $213,971, 1% Street Projects, $5,341,375, 19% Vehicle/Equipment Replacement, $1,255,545, 4% 31

40 VILLAGE OF GLEN ELLYN SCHEDULE OF PROJECTED CHANGES IN FUND BALANCE / NET POSITION Audited Change in Preliminary Fund Balance/ Estimated Estimated Fund Balance / Fund Balance / Net Position Revenues Expenditures Net Position Net Position % Fund No. Fund Description 12/31/2015 FY 2016 FY2016 FY /31/2016 Change 100 General (major) 10,500,280 17,480,368 17,515,154 (34,786) 10,465, % 300 Debt Service (major) 42,042 1,466,960 1,467,210 (250) 41, % 210 Motor Fuel Tax 616, , ,500 13, , % 240 Fire Services 1,061, , , ,790 1,186, % a 250 Central Business District TIF 172, , ,830 6, , % 260 Roosevelt Road TIF (41,678) 23,600 1,000 22,600 (19,078) 54.2% b Total Special Revenue Funds 1,808,498 1,817,990 1,650, ,350 1,975, % 200 Corporate Reserve 147,800 41,560 50,000 (8,440) 139, % 400 Capital Projects (major) 17,713,777 7,368,256 8,364,627 (996,371) 16,717, % 450 Facilities Maintenance Reserve 607, , , , , % c Total Capital Projects Funds 18,469,042 7,856,506 8,747,127 (890,621) 17,578, % 500 Water & Sewer 67,017,045 14,186,800 13,531, ,648 67,672, % 530 Parking 2,625, , ,800 46,000 2,671, % 540 Residential Solid Waste 473,213 1,649,845 1,497, , , % d 550 Village Links / Reserve 22 20,326,798 5,271,400 5,234,783 36,617 20,363, % Total Enterprise Funds 90,442,941 21,488,845 20,597, ,075 91,334, % 600 Insurance 2,098,284 2,922,240 2,969,510 (47,270) 2,051, % 650 Equipment Services 5,762,717 1,578,600 1,533,025 45,575 5,808, % Total Internal Service Funds 7,861,001 4,500,840 4,502,535 (1,695) 7,859, % 900 Police Pension 25,811,377 4,036,000 2,053,399 1,982,601 27,793, % ALL FUNDS 154,935,181 58,647,509 56,533,835 2,113, ,048, % Fund Balance: The difference between fund assets and fund liabilities in a governmental fund. Net Position: The difference between fund assets and fund liabilities in a proprietary fund. a. The fund is accumulating funds to purchase a ladder truck in FY17. b. The Roosevelt Road incurred start up costs in FY13/14. Those costs are repaid to the General Fund as increment is received. c. An additional transfer of $200,000 from the General Fund was made in FY16. d. Rates for garbage collection include an amount to be set aside for toter replacement and emergency preparedness. 32

41 VILLAGE OF GLEN ELLYN SCHEDULE OF PROJECTED CHANGES IN FUND BALANCE / NET POSITION Preliminary Change in Preliminary Fund Balance/ Estimated Estimated Fund Balance / Fund Balance / Net Position Revenues Expenditures Net Position Net Position % Fund No. Fund Description 12/31/2016 FY 2017 FY 2017 FY /31/2017 Change 100 General 10,465,494 17,917,068 18,201,895 (284,827) 10,180, % 300 Debt Service 41,792 1,462,352 1,462,502 (150) 41, % 210 Motor Fuel Tax 629, , ,000 (153,800) 476, % a 240 Fire Services 1,186,266 1,022,100 1,698,250 (676,150) 510, % b 250 Central Business District TIF 178, , ,340 2, , % 260 Roosevelt Road TIF (19,078) 24,780 27,000 (2,220) (21,298) 11.6% c Total Special Revenue Funds 1,975,848 1,906,030 2,735,590 (829,560) 1,146, % 200 Corporate Reserve 139, ,600 41, , , % d 400 Capital Projects 16,717,406 9,651,691 21,099,185 (11,447,494) 5,269, % e 450 Facilities Maintenance Reserve 721, , ,600 (582,100) 139, % f Total Capital Projects Funds 17,578,421 10,445,791 21,974,785 (11,528,994) 6,049, % 500 Water & Sewer 67,672,693 14,939,500 17,127,600 (2,188,100) 65,484, % 530 Parking 2,671, , ,210 (184,910) 2,486, % 540 Residential Solid Waste 626,023 1,669,600 1,545, , , % g 550 Village Links / Reserve 22 20,363,415 5,472,500 5,439,377 33,123 20,396, % Total Enterprise Funds 91,334,016 22,462,900 24,679,182 (2,216,282) 89,117, % 600 Insurance 2,051,014 3,245,775 3,248,950 (3,175) 2,047, % 650 Equipment Services 5,808,292 1,514,200 1,183, ,110 6,139, % Total Internal Service Funds 7,859,306 4,759,975 4,432, ,935 8,187, % 900 Police Pension 27,793,978 3,701,000 2,233,900 1,467,100 29,261, % ALL FUNDS 157,048,855 62,655,116 75,719,894 (13,064,778) 143,984, % Fund Balance: The difference between fund assets and fund liabilities in a governmental fund. Net Position: The difference between fund assets and fund liabilities in a proprietary fund. a. The MFT Fund will pay for a portion of the Crescent Boulevard project. b. A ladder truck is budgeted to be purchased in FY17. c. The Roosevelt Road incurred start up costs in FY13/14. Those costs are repaid to the General Fund as increment is received. d. It is anticipated that property will be sold in FY17. e. The new police station will be completed and paid for in FY17. f. Facility improvements planned in FY17 will decrease the fund balance. g. Rates for garbage collection include an amount to be set aside for toter replacement and emergency preparedness. 33

42 VILLAGE OF GLEN ELLYN SCHEDULE OF PROJECTED CHANGES IN CASH RESERVES Preliminary Budgeted Cash Projected Cash Inflow / Inflow / Projected Reserve Above Available (Outflow) (Outflow) Available Policy Reserve Policy Fund No. Fund Description 1/1/2015 FY 2016 FY /31/2017 Level 12/31/ General 8,943,630 (34,786) (284,827) 8,624,017 5,403,000 3,221, Debt Service 42,042 (250) (150) 41,642 N/A N/A 210 Motor Fuel Tax 606,269 13,650 (153,800) 466,119 N/A N/A 240 Fire Services 926, ,790 (676,150) 375,401 N/A N/A 250 Central Business District TIF 172,451 6,310 2, ,371 N/A N/A 260 Roosevelt Road TIF 22,600 (2,220) 20,380 N/A N/A Total Special Revenue Funds 1,705, ,350 (829,560) 1,043,271 N/A N/A 200 Corporate Reserve 50,492 (8,440) 500, ,652 N/A N/A 400 Capital Projects 17,892,176 (996,371) (11,447,494) 5,448,311 N/A N/A 450 Facilities Maintenance Reserve 618, ,190 (582,100) 151,000 N/A N/A Total Capital Projects Funds 18,561,578 (890,621) (11,528,994) 6,141,963 N/A N/A 500 Water & Sewer 9,285, ,648 (2,188,100) 7,752,693 2,214,000 5,538, Parking 1,373,083 46,000 (184,910) 1,234,173 69,000 1,165, Residential Solid Waste 300, , , , , , Village Links / Reserve 22 1,469,603 36,617 33,123 1,539,343 1,352, ,343 Total Enterprise Funds 12,428, ,075 (2,216,282) 11,103,499 4,017,700 7,085, Insurance 1,335,400 (47,270) (3,175) 1,284,955 N/A N/A 650 Equipment Services 3,737,774 45, ,110 4,114,459 N/A N/A Total Internal Service Funds 5,073,174 (1,695) 327,935 5,399,414 N/A N/A 900 Police Pension 25,797,118 1,982,601 1,467,100 29,246,819 N/A N/A Cash Reserve Policies for 2017: General Fund: Water & Sewer Parking Residential Solid Waste Village Links/Reserve 22 All Other Funds 30% of operating expenditures Reserve policy level increased annually by CPI 30% of operating expenses 25% of operating expenses 30% of operating expenses No specific policy set. The use of the funds are 100% reserved for specific programs or functions. 34

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44 VILLAGE OF GLEN ELLYN GENERAL FUND BUDGET SUMMARY FISCAL YEAR % CHG 2016 ACTUAL ORIGINAL BUDGET REVISED BUDGET PROJECTION BUDGET ORG BUD TAXES $ 12,887,705 $ 12,908,646 $ 12,908,646 $ 13,098,896 $ 13,318, % LICENSES & PERMITS 1,316,697 1,296,950 1,296,950 1,209,150 1,302, % INTERGOVERNMENTAL 9,597 12,650 12,650 11,150 11, % CHARGES FOR SERVICES 881, , , , , % FEES & FINES 541, , , , , % INVESTMENT INCOME 15,125 25,000 25,000 32,000 30, % MISC REVENUE 376, , , , , % TRANSFERS IN (IFTS) 1,309,600 1,313,800 1,313,800 1,313,800 1,420, % TOTAL REVENUES $ 17,337,836 $ 17,274,818 $ 17,274,818 $ 17,480,368 $ 17,917, % PERSONNEL SERVICES $ 8,986,601 $ 9,558,014 $ 9,558,014 $ 9,215,360 $ 9,642, % CONTRACTUAL SERVICES 2,821,533 3,236,487 3,560,457 3,287,720 3,382, % COMMODITIES 204, , , , , % CAPITAL OUTLAY 118, , , , , % TRANSFERS OUT (IFTS) 3,973,330 4,089,300 4,689,300 4,636,500 4,751, % TOTAL EXPENDITURES $ 16,104,869 $ 17,272,400 $ 18,198,370 $ 17,515,154 $ 18,201, % CHANGE IN FUND BALANCE $ 1,232,966 $ 2,418 $ (923,552) $ (34,786) $ (284,827) 36

45 Revenues by Source - General Fund Fiscal Year 2017 Budget TRANSFERS IN (IFTS) 8% INVESTMENT INCOME 0% MISC REVENUE 2% FEES & FINES 3% CHARGES FOR SERVICES 6% INTERGOVERNMENTAL 0% LICENSES & PERMITS 7% TAXES 74% The above chart and previous spreadsheet provide a summary of revenues by source for the Village's General Fund. Taxes consist primarily of sales tax (19.9% of General Fund revenues), home rule sales tax (11.2%), income tax (16.2%), and property tax (18.8%). Charges for services reflect fees from cable franchise fees (3.5% of General Fund revenues, police service reimbursements (0.8%), and reimbursements for other agencies (0.7%) Licenses and permits primarily include vehicle licenses (2.2% of General Fund revenues) and various building permits and fees (4.1%). Fees and Fines reflect revenue from traffic fines (1.8% of General Fund revenues) and police ordinance fines (1.1%). Interfund transfers are transfers from other Village funds for purposes such as facilities, public works, or administration reimbursements. Miscellaneous revenues represent revenue that cannot be classified under existing categories. Intergovernmental revenue is negligible and represents funds received from other units of government. Key General Fund revenues are discussed on the following pages. A detailed listing of General Fund revenues can be found later in this section. 37

46 VILLAGE OF GLEN ELLYN SUMMARY OF GENERAL FUND EXPENDITURES BY DEPARTMENT FISCAL YEAR FY2017 FY2016 FY2016 FY2016 Budget Orig. Budget $ % Rev. Budget $ % Est. Actual $ % Dept No. Department Description Total Total Change Change Total Change Change Total Change Change Village Board & Clerk 80,540 69,585 10, % 69,585 10, % 77,330 3, % Village Manager's Office 755, ,646 (3,907) 0.5% 759,646 (3,907) 0.5% 724,955 30, % Facilities Maintenance 636, ,830 65, % 770,830 (134,585) 17.5% 733,385 (97,140) 13.2% Information Technology 549, ,060 22, % 570,511 (21,369) 3.7% 508,550 40, % Senior Services 96,620 93,635 2, % 93,635 2, % 90,225 6, % 1216X0 History Park 40,830 42,830 (2,000) 4.7% 42,830 (2,000) 4.7% 30,763 10, % Law 313, ,700 14, % 298,700 14, % 312, % Finance Administration 555, ,045 (12,650) 2.2% 568,045 (12,650) 2.2% 560,717 (5,322) 0.9% Finance Cashiers Office 314, ,750 4, % 310,750 4, % 309,200 5, % Planning 544, ,600 37, % 506,600 37, % 507,100 37, % Building 848, ,600 8, % 839,600 8, % 770,402 77, % Economic Development/Mktg 451, ,100 54, % 454,835 (3,405) 0.7% 463,145 (11,715) 2.5% Police Administration 1,422,636 1,383,175 39, % 1,423,175 (539) 0.0% 1,366,200 56, % Police Operations 6,304,964 5,737, , % 6,039, , % 5,964, , % Police Investigations 1,168,688 1,084,299 84, % 1,144,299 24, % 1,139,100 29, % Fire 419, ,600 (21,540) 4.9% 440,600 (21,540) 4.9% 431,172 (12,112) 2.8% EMS 482, ,112 17, % 465,112 17, % 455,200 27, % Public Works Admin & Engineering 779, ,589 7, % 772,589 7, % 748,265 31, % Public Works Streets 1,344,095 1,267,945 76, % 1,329,863 14, % 1,210, , % Public Works Forestry 1,093,677 1,136,620 (42,943) 3.8% 1,297,486 (203,809) 15.7% 1,111,988 (18,311) 1.6% TOTAL 18,201,895 17,272, , % 18,198,370 3, % 17,515, , % 38

47 GENERAL FUND EXPENDITURES BY DEPARTMENT FISCAL YEAR Village Board & Clerk 0% Village Manager's Office 4% Facilities Maintenance 3% Information Technology 3% Public Works 18% Senior Services 1% History Park 0% Finance 5% Law 2% EMS 3% Fire 2% Planning & Development 8% Economic Development/Mktg 2% Police 49% 39

48 VILLAGE OF GLEN ELLYN SUMMARY OF GENERAL FUND EXPENDITURES BY DEPARTMENT AND FUNCTION FISCAL YEAR 2017 FY2017 Personnel Contractual Capital Budget Dept No. Department Description Services Services Commodities Outlay Transfers Total Village Board & Clerk 18,515 60,025 2,000 80, Village Manager's Office 582, ,639 4,000 22, , Facilities Maintenance 281, ,945 40, , , Information Technology 200, ,242 1,100 44,700 16, , Senior Services 53,070 34,950 8, , X0 History Park 13,900 26,930 40, Law 209,900 93,330 2,500 7, , Finance Administration 403, ,895 6,300 7,000 35, , Finance Cashiers Office 275,300 11,645 8,770 19, , Planning 461,220 27,500 4,000 51, , Building 594, ,000 5,800 10,000 91, , Economic Development/Mktg 57, , , , Police Administration 1,040,236 43,000 15, ,900 1,422, Police Operations 3,273, ,900 71,400 63,000 2,290,300 6,304, Police Investigations 712,188 27,300 7, ,400 1,168, Fire 77,760 1, , , EMS 480,750 1, , Public Works Admin & Engineering 602,380 46,885 7,254 5, , , Public Works Streets 505, ,920 34,575 53, ,100 1,344, Public Works Forestry 356, ,952 12,125 8, ,600 1,093,677 TOTAL 9,642,023 3,382, , ,000 4,751,000 18,201,895 GENERAL FUND EXPENDITURES BY FUNCTION FY Transfers 26% Capital Outlay 1% Personnel 53% Commodities 1% Contractual Services 19% 40

49 VILLAGE OF GLEN ELLYN GENERAL FUND REVENUES % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIGINAL BUDGET REVISED BUDGET PROJECTION BUDGET ORG BUD TAXES PROPERTY TAX 6,693,808 6,875,170 6,875,170 6,875,170 6,953, % OPERATING XFER PROPERTY TAX (3,454,422) (3,547,524) (3,547,524) (3,547,524) (3,587,720) 1.1% PROPERTY TAX SSA # 13 40,531 40,000 40,000 40,900 40, % PROPERTY TAX SSA # 14 86,997 90,000 90,000 87,700 87, % PROPERTY TAX SSA # 15 4,030 4,000 4,000 4,200 4, % PROPERTY TAX SSA # 16 1,921 1,900 1,900 1,900 1, % PROPERTY TAX SSA # % ROAD AND BRIDGE TAX 361, , , , , % PPRT 137, , , , , % SALES TAX 3,339,731 3,399,000 3,399,000 3,490,000 3,569, % % HOME RULE SALES TAX 1,933,614 1,980,000 1,980,000 1,940,000 1,998, % STATE USE TAX 604, , , , , % AUTO RENTAL TAX 30,577 25,000 25,000 30,000 30, % STATE INCOME TAX 2,927,803 2,748,000 2,748,000 2,876,000 2,900, % DEMOLITION TAX 13,400 14,000 14,000 14,000 14, % HOTEL TAX 166, , , , , % SUBTOTAL TAXES 12,887,704 12,908,646 12,908,646 13,098,896 13,318, % LICENSES & PERMITS VEHICLE LICENSES 379, , , , , % ANIMAL LICENSES 9,380 9,100 9,100 9,300 9, % BUSINESS REGISTRATION LICENSES 38,216 41,000 41,000 39,000 39, % LIQUOR LICENSES 110, , , , , % BUILDING PERMITS 608, , , , , % CONTRACTOR REGISTRATION 41,650 39,000 39,000 40,000 40, % STORMWATER ENGINEERING FEE 111,035 75,000 75,000 75,000 75, % ELEVATOR INSPECTIONS 17,850 17,850 17,850 17,850 17, % SUBTOTAL LICENSES & PERMITS 1,316,697 1,296,950 1,296,950 1,209,150 1,302, % INTERGOVERNMENTAL FEDERAL GRANT REVENUE 1,163 1,000 1,000 1,000 1, % FEDERAL GRANT RIDE DUPAGE 8,434 10,000 10,000 8,500 8, % STATE GRANT REVENUE 1,650 1,650 1,650 1, % SUBTOTAL INTERGOVERNMENTAL 9,597 12,650 12,650 11,150 11, % CHARGES FOR SERVICES AMBULANCE SERVICE FEES 21,992 3,000 3,000 51,000 40, % POLICE FINGERPRINTING FEES 5,005 22,000 22,000 42,000 22, % POLICE ACCIDENT REPORTS 3,344 2,700 2,700 3,300 3, % POLICE SERVICE REIMBURSEMENTS 135, , , , , % REIMBURSEMENT OTHER AGENCIES 127, , , , , % FACILITY RENTALS 12,540 12,000 12,000 12,000 12, % CABLE FRANCHISE FEES 575, , , , , % SUBTOTAL CHARGES FOR SERVICES 881, , , , , % FEES & FINES POLICE ORDINANCE FINES 225, , , , , % TRAFFIC COURT FINES 315, , , , , % SUBTOTAL FEES & FINES 541, , , , , % INVESTMENT INCOME INVESTMENT INCOME 15,125 25,000 25,000 32,000 30, % SUBTOTAL INVESTMENT INCOME 15,125 25,000 25,000 32,000 30, % MISC REVENUE POLICE TRAINING REIMBURSE 2,024 1,500 1,500 3,500 2, % FED DRUG FORFEITURE PROCEEDS 99, , ,000 98, , % PARKWAY REFORESTATION 19,094 12,000 12,000 15,000 15, % CELL TOWER RENTAL INCOME 148, , , , , % MISCELLANEOUS REVENUE 107,421 75,000 75,000 50,000 75, % MISCELLANEOUS OVER/SHORT (34) 0.0% SUBTOTAL MISC REVENUE 376, , , , , % 41

50 VILLAGE OF GLEN ELLYN GENERAL FUND REVENUES % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIGINAL BUDGET REVISED BUDGET PROJECTION BUDGET ORG BUD TRANSFERS IN (IFTS) REIMB MFT LABOR / EQUIP 400, , , , , % REIMB ACCOUNTING SERVICES 478, , , , , % REIMB STAFF ENGINEER 232, , , , , % REIMB PW SERVICE CHARGE 118, , , , , % REIMB FACILITIES MAINTENANCE 30,000 44,400 44,400 44,400 96, % REIMB PW OPERATIONS 50,800 42,700 42,700 42,700 24, % SUBTOTAL TRANSFERS IN (IFTS) 1,309,600 1,313,800 1,313,800 1,313,800 1,420, % SUBTOTAL GENERAL FUND 17,337,836 17,274,818 17,274,818 17,480,368 17,917, % 42

51 FUND: GENERAL FUND ORGANIZATION: REVENUES VILLAGE OF GLEN ELLYN 1000 GENERAL FUND REVENUES PROPERTY TAX 6,953,071 GENERAL FUND OPERATING LEVY LAST YEAR'S 3,365,351 NEW GROWTH CAPITAL LEVY LAST YEAR'S NEW GROWTH 3,587, PROPERTY TAX SSA # 13 40,900 ASSUME MINIMAL INCREASE DUE TO 2015 EAV 40, PROPERTY TAX SSA # 14 87,700 ANTICIPATE NO CHANGE FROM PRIOR YEAR DUE TO EAV 87, PROPERTY TAX SSA # 15 4,200 SMALL INCREASED BASED ON 2015 EAV 4, PROPERTY TAX SSA # 16 1,900 ANTICIPATE NO CHANGE FROM 2015 DUE TO EAV 1, PROPERTY TAX SSA # SMALL INCREASE BASED ON 2015 EAV ROAD AND BRIDGE TAX 363, PPRT 130,745 PER ESTIMATE FROM STATE OF ILLINOIS 130, SALES TAX 3,569,700 3% PROJECTED INCREASE LESS $25000 FOR POTENTIAL 3,569,700 MARIANO'S IMPACT % HOME RULE SALES TAX 1,998,200 PROJECT 3% INCREASE BASED ON PRIOR YEAR 1,998,200 PERFORMANCE STATE USE TAX 652,000 BASED OFF IML ESTIMATE OF $23.50 PER CAPITA 652, AUTO RENTAL TAX 30,000 ESTIMATE BASED OFF OF 2016 ESTIMATED ACTUAL 30,000 43

52 FUND: GENERAL FUND ORGANIZATION: REVENUES VILLAGE OF GLEN ELLYN STATE INCOME TAX 2,900,000 BASED ON 2016 ESTIMATED ACTUAL 2,900, DEMOLITION TAX 14,000 BASED OFF OF CURRENT YEAR ESTIMATED ACTUAL 14, HOTEL TAX 160,000 BASED ON ESTIMATED ACTUAL FOR , VEHICLE LICENSES 400,000 EVERY THIRD YEAR HAS HIGHER RECEIPTS DUE TO 3YR 400,000 STICKER ANIMAL LICENSES 9,300 BASED OFF 2016 ESTIMATED ACTUAL 9, BUSINESS REGISTRATION LICENSES 39,000 BASED OF 2016 ESTIMATED ACTUAL 39, LIQUOR LICENSES 120,000 BASED OFF HISTORICAL RESULTS 120, BUILDING PERMITS 601,000 BASED ON ANTICIPATED 2017 PROJECTS 601, CONTRACTOR REGISTRATION 40,000 BASED OFF HISTORICAL RESULTS 40, STORMWATER ENGINEERING FEE 75,000 BASED OFF HISTORICAL RESULTS 75, ELEVATOR INSPECTIONS 17,850 BASED OF 2016 ESTIMATED ACTUAL 17, FEDERAL GRANT REVENUE 1,000 BULLET PROOF VEST GRANT 1, FEDERAL GRANT RIDE DUPAGE 8,500 BASED OF HISTORICAL RESULTS 8,500 44

53 FUND: GENERAL FUND ORGANIZATION: REVENUES VILLAGE OF GLEN ELLYN STATE GRANT REVENUE 1,650 TOBACCO GRANT 1, AMBULANCE SERVICE FEES 40,300 REVENUES FROM PRIOR CONTRACT; SMALL AMOUNT 3,000 AMOUNT ANTICIPATED IN 2017 REVENUE SHARING UNDER CURRENT CONTRACT 37, POLICE FINGERPRINTING FEES 22,000 BASED OF HISTORICAL RESULTS 22, POLICE ACCIDENT REPORTS 3,000 BASED OFF HISTORICAL RESULTS 3, POLICE SERVICE REIMBURSEMENTS 135, , REIMBURSEMENT OTHER AGENCIES 129,572 REIMBURSEMENT FROM LIBRARY FOR ACCOUNTING 1,200 SERVICE REIMBURSEMENT FROM GWA FOR ACCOUNTING 128,372 SERVICE FACILITY RENTALS 12,000 ROOM RENTAL FEES AT CIVIC CENTER 12, CABLE FRANCHISE FEES 620,000 QUARTERLY FRANCHISE FEES ARE RECEIVED 620,000 FROM CABLE TELEVISION PROVIDERS POLICE ORDINANCE FINES 200,000 POLICE ORDINANCE FINES BASED ON HISTORICAL 200,000 RESULTS TRAFFIC COURT FINES 315,000 TRAFFIC COURT FINES BASED OFF HISTORICAL ACTIVITY 315, INVESTMENT INCOME 30, POLICE TRAINING REIMBURSE 2,000 45

54 FUND: GENERAL FUND ORGANIZATION: REVENUES VILLAGE OF GLEN ELLYN FED DRUG FORFEITURE PROCEEDS 118,000 FEDERAL FORFEITURE FUNDS EXPENDITURES 118,000 REIMBURSEMENT PARKWAY REFORESTATION 15, CELL TOWER RENTAL INCOME 148,000 RENTAL REVENUE FOR CELL TOWERS LOCATED 148,000 ON VILLAGE PROPERTY MISCELLANEOUS REVENUE 75, REIMB MFT LABOR / EQUIP 400,000 TRANSFER FROM MFT FUND 400, REIMB ACCOUNTING SERVICES 509,000 REIMBURSEMENT FOR ACCOUNTING SERVICES 509,000 FROM OTHER FUNDS/ENTITIES REIMB STAFF ENGINEER 270,600 REIMBURSEMENT FROM CAPITAL PROJECTS 270,600 FUND FOR VILLAGE ENGINEER PERSONNEL COSTS REIMB PW SERVICE CHARGE 119,800 PARKING FUND REIMBURSEMENT TO GENERAL 119,800 FUND FOR MAINTENANCE AND PERSONNEL COSTS REIMB FACILITIES MAINTENANCE 96,900 TRANSFER FROM OTHER FUNDS FOR THEIR SHARE OF 96,900 FACILITIES MAINTENANCE COSTS REIMB PW OPERATIONS 24,350 TRANSFER FROM PARKING FUND TO REIMBURSE 24,350 FOR PUBLIC WORKS COSTS OPERATING XFER PROPERTY TAX (3,587,720) TRANSFER OF CAPITAL PORTION OF PROPERTY (3,587,720) TAX LEVY TO CAPITAL PROJECTS FUND TOTAL GENERAL FUND REVENUES 17,917,068 46

55 Key Revenue Analysis General Fund Property Tax Description In accordance with statutory requirements, each November, the Village Board considers and approves a property tax levy ordinance which directs DuPage County to collect a specified number of dollars from property owners in Glen Ellyn. These taxes are apportioned among property owners based on the value of their property as determined by the township assessor. The assessor values properties on a quadrennial basis. Property taxes for the 2016 levy will be collected in fiscal year The Village levies for a general purpose levy and for a capital levy. The general purpose levy supports the General Fund and the capital levy supports the Capital Projects Fund. For Fiscal Year 2014 and prior, the Village also levied for Debt Service. As the bonds associated with the debt service levy were repaid, the property tax dollars were reallocated to the Capital Projects Fund to fund capital/street improvements on a pay-as-you-go basis. Analysis and Trends Historically, the Village has subjected itself to the tax cap philosophy. This means applying the CPI designated by the county and accounting for new growth. For the 2014 levy, the Village Board departed from this philosophy and did not increase the levy for either new growth or CPI. For the 2015 and 2016 levies, the Village Board did not increase the levy for CPI, but did increase the levy for new growth due to annexation and for last year s new construction value. $8,000 Total Property Tax Collections - All Funds (by Fiscal Year - In Thousands) $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $ Short Year Estimated 2017 Budget % Change 2.0% 3.4% 2.3% 2.3% 2.7% 3.7% 3.4% 0.3% 2.7% 1.1% Capital $- $933 $988 $1,527 $1,583 $2,740 $3,430 $3,454 $3,548 $3,588 Debt $3,139 $2,209 $2,189 $1,656 $1,659 $595 $- $- $- $- General Fund $2,459 $2,647 $2,743 $2,873 $2,975 $3,115 $3,240 $3,239 $3,328 $3,365 47

56 Sales Tax Description The Village receives 16% of the 6.25% state sales tax on general merchandise (or 1% of gross sales) from the State of Illinois. Sales tax is the largest revenue in the General Fund, comprising 20% of General Fund revenue. Analysis and Trends Subsequent to the economic downturn experienced in , the Village has seen a steady increase in sales tax revenue. The graph below depicts the changes in sales tax collections over the past 10 fiscal periods. The Short Year 2014 was an 8-month fiscal year which transitioned the Village from an April 30 fiscal year end to a calendar year fiscal year end and only includes 8 months of revenue rather than twelve. $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 -$500 SALES TAX COLLECTIONS (by Fiscal Year - In Thousands) Short Year CY16 Est. CY17 Budget Sales Tax $3,010 $2,986 $3,120 $3,112 $3,037 $3,112 $2,182 $3,340 $3,490 $3,570 % Change 0.5% -0.8% 4.5% -0.3% -2.4% 2.5% -29.9% 53.1% 4.5% 2.3% 48

57 Much of Glen Ellyn s retail sales base includes groceries and other everyday needs, which resulted in less volatility during the recent recession. Sales taxes from restaurants are a growing share of the Village s sales tax revenue. Auto sales also picked up during 2013 and SALES TAX BY TYPE (CALENDAR YEAR) 5% 4% 5% 4% 4% 20% 18% 15% 17% 18% 19% 11% 10% 8% 11% 17% 26% 27% 27% 27% 40% 43% 44% 40% 40% FOOD GENERAL RETAIL/DRUGS AUTO DURABLE GOODS OTHER

58 Home Rule Sales Tax: Description On July 1, 2009, the Village implemented an additional 1% home rule sales tax to compensate for wide-spread revenue losses stemming from significant downturns in the national and local economy as well as to prepare for future funding problems looming on the horizon, primarily relating to mandatory pension contributions. This tax is applicable to all sales except for food for human consumption that is to be consumed off of the premises where it is sold, prescription and nonprescription medicines, and titled vehicles. Analysis and Trends The Village s home rule sales tax was implemented during fiscal year The Short Year (SY) 2014 represents an 8-month fiscal year which transitioned the Village from an April 30 fiscal year end to a calendar year fiscal year. $2,200 HOME RULE SALES TAX COLLECTIONS $2,000 Revenue by fiscal year, in thousands $1,800 $1,600 $1,400 $1,200 $1, (started midyear) SY 2014 CY 15 CY 16 Est. CY 17 Budget Home Rule Sales Tax $1,013 $1,714 $1,763 $1,760 $1,778 $1,266 $1,934 $1,940 $1,998 % Change 2.9% -0.2% 1.0% -28.8% 52.7% 0.3% 3.0% % of Sales Tax Collections 54.9% 56.7% 57.9% 57.1% 58.0% 57.9% 58.1% 57.3% 50

59 Much of Glen Ellyn s retail sales base includes groceries and other everyday needs, which resulted in less volatility during the recent recession. The balance of home rule sales tax among the various categories has remained consistent over the past 5 calendar years. HOME RULE SALES TAX BY TYPE (CALENDAR YEAR) 9% 8% 8% 8% 7% 8% 8% 8% 7% 7% 19% 17% 14% 17% 20% 34% 37% 40% 38% 41% 30% 30% 30% 29% 26% FOOD GENERAL RETAIL/DRUGS AUTO DURABLE GOODS OTHER

60 Income Tax: Description State income taxes are distributed to municipalities on a per capita basis from the State of Illinois. Analysis and Trends Collections of State income taxes began a precipitous decline late in FY08/09 which continued through fiscal year Short Year (SY) 2014 represents an 8-month fiscal year from May 1, 2014 to December 31, 2015 which transitioned the Village from an April 30 fiscal year end to a calendar fiscal year. Collections have recovered with a record year for Income tax increased 11.4% from calendar year 2014 to calendar year At the end of 2014, the Village annexed approximately 150 homes into the Village and went through the process in 2015 of updating census data to increase the per capita number. This will increase the amount of income tax revenue that the Village receives. The State of Illinois has been at an impasse with its fiscal 2015/2016 budget. Proposals have been brought forth by the Governor which would decrease the Village s income tax revenue by up to 50%. No formal action has been taken to put this reduction into effect. The Village is monitoring legislation in Springfield to determine any impact on the Village s income tax revenue. Starting in 2016, the Village also noted a decline in its income tax which was not correlated to the economic indicators. The Village is investigating this issue with the Illinois Department of Revenue. $3,500 STATE INCOME TAX COLLECTIONS Annual revenue, in thousands $3,000 $2,500 $2,000 $1,500 $1,000 $500 $ SY2014 CY2015 CY2016 Est. CY2017 Budget Income Tax $2,460 $2,144 $2,105 $2,232 $2,474 $2,675 $1,688 $2,928 $2,876 $2,900 % Change -1.0% -12.8% -1.8% 6.0% 10.8% 8.1% -36.9% 73.4% -1.8% 0.8% 52

61 Table of Contents III. ADMINISTRATION DEPARTMENT Organizational Chart Administration Department Narrative Village Board & Clerk Budget Village Manager s Office Budget Facilities Maintenance Budget Information Technology Budget Law Budget Senior Services Budget History Park Budget Economic Development Alliance of Downtown Glen Ellyn Tax Increment Financing Funds Narrative Central Business District (CBD) TIF Fund Roosevelt Road TIF Fund Residential Solid Waste Fund

62 ADMINISTRATION DEPARTMENT FISCAL YEAR 2017 Village President and Board of Trustees Village Manager Village Board & Clerk s Office Village Manager s Office Senior Services Facilities Maintenance Information Technology Economic Development Law Environmental Commission (9) - Assistant Village Manager (1) - Communications Cord. (1 P.T. =.70 FTE) - Exec. Assistant/Deputy Clerk (1 F.T. =.75 FTE)* - Administrative Clerk II (2 P.T. = 1 FTE) - Administrative Intern (1 P.T. =.50 FTE) - Administrative Assistant (1 P.T. = 0.70 FTE) Coordinator (2 P.T. =.6 FTE) - Facilities Manager (1) - Maintenance Worker I (1) - Maintenance Worker II (1 P.T. = FTE) - Custodian (6 P.T. = 2.85 FTE) - Multimedia Specialist (1P.T. =.70 FTE) - IT Manager (1) - Multimedia Intern (1 P.T. =.40 FTE) -Economic Development Cord. (1 P.T. =.75 FTE) -Village Attorney (1) - Exec. Assistant/Deputy Clerk (1 F.T. =.25 FTE)* FY17 Budget Employee Count FTE Full Time Personnel Part-Time Personnel Total Employees / FTEs (FTE = Full-Time Equivalent) FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY17 Budgeted Full-Time Employees Village Manager s Office * Information Technology ** Law Facilities Maintenance Total FT * Exec. Assistant/Deputy Clerk is a full time position split.75/.25 between Village Manager s Office and Law. **Information Technology Manager was moved to Administration from Finance in FY13/14 53

63 ADMINISTRATION DEPARTMENT Overview For budgetary and accounting purposes, the Administration Department has seven main components in the General Fund: Village Board and Clerk, Village Manager's Office, Legal, Facilities Maintenance, Senior Services, Economic Development, Information Technology, and History Park (Stacy s Tavern/History Center). Primary oversight responsibilities also include the Residential Solid Waste Fund, which is found in the Administration section of this budget. In addition, this department coordinates the Facilities Maintenance Reserve Fund, which is found in the Capital Improvements section of this budget book. Village Board and Clerk The activities and expenses of the Village President, the Village Board and the Village Clerk comprise this budgetary area. All elected positions are part-time and receive nominal pay. Village Board business meetings are regularly held at 7:00 p.m. on the second and fourth Monday of each month in the Galligan Board Room on the third floor of the Civic Center. Regular Village Board Workshops are scheduled in Room 301 at 7:00 p.m. on the third Monday of each month. Special Workshops and Meetings are periodically convened on other dates, as needed. The Village President is elected for a term of four years. As the Chief Executive Officer, the Village President performs a variety of duties as required by State Statute and Village Code. These duties include, but are not limited to, serving as the presiding officer at Village Board meetings, serving as the Village's Liquor Commissioner, and, with the advice and consent of the Village Trustees, appointment of the Village Manager, Village Attorney, Village Prosecutor, Village Hearing Officer, Ethics Officer, and all members of citizen Boards and Commissions except the Village Board of Trustees. Compensation for the Village President is $50 per month. The Village Board of Trustees is comprised of six Trustees who are elected to four-year terms. Elections are held in odd numbered years such that the six Trustees are elected on a staggered basis, with three positions elected every two years. The Village Trustees, along with the Village President, make certain decisions to maintain and enhance the health, safety and welfare of the citizens of the Village of Glen Ellyn. These decisions include, but are not limited to, matters of Village finances including the approval of the annual Village Budget; approval of contracts; responding to citizen concerns; establishment of, and variations to, building, zoning, subdivision and traffic codes; and establishment of license fees and other charges. Trustees also serve as Village Board liaisons to the various other standing Boards and Commissions. Each Trustee receives compensation of $20 per month. The Village President and the Board of Trustees determine appointments to the standing and Ad Hoc citizen advisory Boards and Commissions that provide invaluable service to the Village of Glen Ellyn. These appointments are all volunteer positions with specific areas of responsibility such as the Plan Commission or the Zoning Board of Appeals. Citizen advisory boards and commissions meet throughout the year and most meetings are held during evening hours and are open to the public. 54

64 The Village Clerk is an elected official with a four-year term. This position is responsible for maintaining the official records of the Village. In doing so, the Village Clerk attends meetings of the Village Board, keeps a record of its proceedings, publishes and attests to all resolutions and ordinances passed by the Board and seals and attests to all contracts of the Village, as well as other licenses, permits, and documents. The Village Clerk receives compensation of $500 per month. Village Manager's Office The full-time Village Manager is the Chief Administrative Officer of the Village. The Village President and Board of Trustees oversee and give direction to the Village Manager. It is the Village Manager's responsibility to administer the programs and policies established by the Village Board, to direct and coordinate the operations of the Village departments, and to inform the Village Board of Village affairs and issues, including existing conditions and future requirements. The Village Manager s Office coordinates the Village s economic development initiatives as well as its external communications and public outreach. The Village Manager s Office also includes oversight of the Village s human resources and risk management functions, as well as the Senior Services and Facilities Maintenance Divisions respectively. Other duties include management of the Solid Waste Fund, and providing staff liaison support to the Village Board, Environmental Commission, and ad hoc Sister City Committee. Major Accomplishments for 2016 Recruited and on-boarded a newly created Communications Coordinator position in order to enhance the Village s marketing and public outreach efforts. Coordinated a comprehensive update to Village s Nicor Franchise Agreement via the DuPage Mayor s and Managers Conference. Hosted 2 nd Annual Market Francais event at the Civic Center in recognition of our Sister City relationship with Le Bouscat, FR. Continued to improve electronic file management by digitizing historical Village official Clerk/Village Manager documents. Coordinated the Year 1 audit for the Village s emergency medical services (EMS) contract with Metro. Coordinated contract amendment with the Village s electric aggregation supplier, FirstEnergy, which reduced residential electricity rates for another year, and also maintained the Village s commitment to renewable energy. Coordinated the Special Event Permit for the inaugural Intelligentsia Bike Race. Updated the Village s Special Event Permit Policy, and implemented a new Commercial Film Permit. Continued to serve as staff liaison to Environmental Commission, and assisted with a variety of projects, such as: o Developed the Commission s first-ever Strategic Alignment Plan o Implemented a pilot Curbside Composting Program. o Developed a Memorandum of Understanding with the DuPage Foundation in order to establish a community fund (the Glen Ellyn Fund) that would endow various initiatives that align with donor interests. o Implemented a Lambert Lake Stewardship Pilot Program initiative in partnership with Village Links/Reserve 22 staff. 55

65 Major Initiatives for Calendar Year 2017 Continue to achieve the Village Board s priorities that are identified in the Village s Strategic Plan. Initiate a Village-wide community satisfaction survey to help further inform the Village s strategic plan and annual budget process. Initiate a new RFP for the Village s residential refuse/recycling collection. Continue to build on the DuPage Foundation Glen Ellyn Fund initiative; initiate various marketing and donor outreach initiatives. Continue to provide timely staff liaison support with Environmental Commission projects and initiatives. Law Department: The Village of Glen Ellyn transformed the position of Village Attorney from independent outside counsel to full time on July 21, The Village Attorney serves as chief legal counsel to the Village Board, Village Manager, and Village management staff. He or she represents or advises the Village in legal proceedings and recommends outside counsel when required. The Village Attorney advises all Village departments, Boards and Commissions; prepares and reviews ordinances, resolutions and all legal documents; acts as advisor to and/or member of various municipal commissions and Village Board standing committees. He or she also participates in the development and implementation of Village goals, objectives, policies and priorities. A summary of accomplishments during Fiscal Year 2016 and objectives for Fiscal Year 2017 follows. Accomplishments for CY 2016 Integration of the new full time Village Attorney into the management team was accomplished and a good working relationship has been established with all departments which now more effectively incorporates legal advice at the outset of administrative implementation of Village policies set by the Village Board. A summary of several contributions made by the Village Attorney to the various Village Departments follows. Administration Worked with Police and Administration Departments on construction documents, GMP contracts, and ongoing monitoring of billing and progress against GMP numbers. Worked on revisions of system for handling awards for property improvements and installation of fire protection Reviewed and oversaw responses to multiple FOIA requests Worked on issues related to employee terminations Worked on various liquor license issues and oversaw administration of license program Reviewed and revised all agendas, ordinances, resolutions and memoranda Worked on reviewing and updating personnel manual Worked on revisions of Purchasing policy Worked on FOG Ordinance in collaboration with Village of Lombard and the Glenbard Wastewater Authority 56

66 Planning & Development Participated in negotiations related to the Opus Development project Worked on Springbank development concept proposal and property purchases Assisted with Hotel License requirements and enforcement efforts Worked on vendor License agreements Worked on revisions to tickets for ordinance violations Police Assisted in communications from residents regarding police matters Worked on Development Team and Agreement for new Police Department facility Worked on procedures for Administrative Adjudication of ordinance violations for Planning Department, Public Works and Police Department Worked on response to subpoenas/petition for mandamus Finance Assisted with various issues related to collection of Real Estate Transfer Tax and exemptions Handled relations with the MICA municipal risk pool including direction of claims management, the tender of defense in cases involving property damage and employee terminations to relieve the Village of direct responsibility for damages and attorney s fees Worked on collection of claims on behalf of the Village for damage to Village property Worked on and revised procurement policies Public Works Performed multiple contract and easement reviews for various projects Assisted in negotiating favorable terms related to contract disputes with contractors Worked on bid specifications and modified bid packages Monitored procedures for selection of engineering services providers Worked on purchase of properties, re-subdivision of lots and easements for stormwater control at Riford Rd. Major Initiatives for CY 17 In the upcoming year the Village Attorney, in cooperation with other Village Departments, will conduct further reviews of the Village Code and Safety Manual and implement amendments to ensure consistency and fair application of existing laws. In association with these reviews the Village Attorney will continue to review Loss Prevention recommendations made by our Insurance Risk Pool and assist in implementation as needed. The Village Attorney will also continue to review and modify procurement policies and provide updates in accordance with existing law and the recommendations of the Village Board. Revisions to the document retention system for legal assignments will also be implemented. 57

67 Economic Development/Marketing Division The Economic Development Division is responsible for developing, directing, and administering the economic development functions for the Village of Glen Ellyn. The primary goal of this department is to develop and execute strategies to enhance the economic viability of the Village through the implementation and oversight of programs and initiatives established by the Village Board and Village Manager that will attract new businesses and encourage expansion and retention of existing businesses to promote a stronger economic base. In 2016, a Communications Coordinator was hired as a new role for the Village. With this addition, the Village has been able to be more strategic in marketing the community as a place to work, dine and play, as well as take a proactive role in promoting various Village programs and initiatives. Major Accomplishments for 2016 Facilitated economic development award programs including a fire prevention, façade downtown retail interior improvement awards totaling $119,750 in Village investments. This Village investment supported over a half million dollars in private investment in the Glen Ellyn business community Facilitated the sale of Village owned property located at 825 N Main Street for redevelopment. Initiated dining platform pilot program in the Central Business District. Expanded Experience Glen Ellyn a campaign tailored to supporting Glen Ellyn s businesses via print and social media outlets Enhanced the Village s social media presence which included the addition of LinkedIn and Instagram. In addition, implemented Sprout Social, a social media management tool that has helped to improve upon social media publishing, engagement and analytics. Implemented an advertising plan which encompassed a variety of advertisements focused on Village events. These advertisements were seen in Chicagoland publications including West Suburban Living, Chicago Magazine and Naperville Magazine. Keeping a consistent, branded message, direct mail postcards were also sent to local households to showcase seasonal events. Redesigned Village s internal employee newsletter. Implemented a multi-media internship program with College of DuPage. Major Objectives for 2017 Continue real estate broker events partnering with Choose DuPage and area real estate brokers to promote business opportunities in Glen Ellyn Actively welcome new businesses to the Village and celebrate Glen Ellyn businesses success stories Review and update award and incentive programs to ensure that we are meeting Village goals and continuing to make Glen Ellyn a business friendly atmosphere Further promote and educate residents on Village programs with an enhanced new resident handbook and new marketing materials Increase branding initiatives across Village-wide printed materials, including brochures, signage and posters. Bring quarterly newsletter editing responsibilities in-house to reduce outside consulting costs. Issue and RFQ/RFP for website redesign services. 58

68 Continue to identify and evaluate alternative social media channels that best fit the Village s target audience. Completed a complete re-design of the Environmental Commission s website. Senior Services Division Staffed by two part-time positions at Grace Lutheran Church in downtown Glen Ellyn, the Senior Services Center offers support and referral services to Glen Ellyn senior citizens. The Senior Service Center is a Senior Health Insurance Program site, providing assistance with insurance questions and eligibility for low cost medications. Also assists in referring low-income senior to federal or state subsidy programs. The Center also coordinates all facets of the Village s participation in the Ride DuPage & Ride-to-Work subsidized public transportation program, which is available to Glen Ellyn seniors and individuals with disabilities. Major Accomplishments for 2016 Continued successful partnership with Wheaton, Naperville, and Milton Township in the DuPage County Ride to Work & Ride DuPage public transportation programs. Enhanced communication outreach efforts in partnership with Village s Communication Coordinator. Major Initiatives for Calendar Year 2017 Continue to service as many seniors as possible through the Senior Health Insurance Program. Provide seamless transportation to seniors and people with disabilities in Glen Ellyn in order to foster their independence and ability to participate fully in society. Maintain the 60/40 split on the transportation program in order to continue to keep the Village s program costs down. Information Technology Division The Information Technology (IT) Department is responsible for providing cost effective telecommunications, computing, security and network services to the Village Staff, Glen Ellyn Volunteer Fire Company, and Village Links Golf Course & Reserve 22 restaurant. The department also provides hosted ERP support for the Glen Ellyn Library and the Glenbard Wastewater Authority. Major Accomplishments for 2016 Integrated part-time Help Desk support via contractual staffing model in order to improve contingency IT staffing and support. Replaced MUNIS (ERP) Server, and coordinated the transition to the latest Munis software release. Implemented new virtual server environment as part of Munis software upgrade in order to reduce on-going server replacement costs. Installed web content filtering appliance to allow internet content control for PC workstations. Replaced Public Works facility security cameras and recording DVR. 59

69 Assisted Public Works with upgrading their remote monitoring capabilities for SCADA trouble alarms. Replaced the voic system at the Village Links/Reserve 22. Migrated Glen Ellyn Alerting to the Everbridge software system. Enhanced public WIFI at the Village Links/Reserve 22. Reconfigured Police telephone connection to DuComm in order to eliminate Village s reliance on a dedicated phone line, resulting in an approximate $6,500/year savings. Partnered with Facilities on implementing new A/V equipment and audio recording capabilities in Rm: 301 for Board Workshops and Commission meetings. Initiated an employee I.T. Committee to facilitate information sharing and to identify short and long-term I.T. needs. Continued integration of GIS services and on-going implementation of the 5-year plan. Replaced approximately 30 PCs (3 4 year life cycle). Worked with the consultants and the Police Department to design and implement IT infrastructure, including VoIP phone system, for the new Police Department building. Maintained computer, phone and network services with minimal downtime. Supported operating Departments with implementing and deploying new IT initiatives, as funded. Major Initiatives for CY17 Domain Controller Replacement Server Replacement The server provides file and print services and domain controller for the Police Department will be replaced. The current server is at end of life. Implementation of IT infrastructure for the new 28,000 sq. ft. Police Department. This will include network, telephony, security, and server relocation. Replacement of the Mobile Data Terminal (MDT) computers in the Police Squad cars. GIS Integration Continue to implement and update the Village s 5-Year GIS plan through its contract with MGP/GIS Consortium. PC Replacements Approximately 30 PCs will be replaced this period (3 4 year life cycle). Maintain computer, phone and network services with minimal downtime. 60

70 Facilities Maintenance Division The Facilities Maintenance Division is responsible for maintenance and custodial services to the Glen Ellyn Civic Center, Reno Public Works Center and both Fire Stations (approx.. 150,000 sq. ft). The Division is also responsible for coordinating and assisting in the use of the Civic Center meeting rooms and auditorium by outside groups (about 1,800 meetings and events per year). The Facilities Maintenance Division strives to emphasize preventative maintenance to mitigate the cost of unscheduled repairs and unplanned downtime of building mechanicals, while also maintaining the established standards of cleanliness for a professional work environment. The Division is also responsible for the development of the Village s multi-year Capital Replacement Plan for Village-owned facilities. Major Accomplishments for 2016 Recruited a new Facilities Manager to lead the Division. Oversaw bidding and contract management of the Riford Road, 81 S. Park, and 976 Stacy Ct, home demolitions. Coordinated unscheduled replacement of the Civic Center elevator s hydraulic pump, as well as safety-related retro-fits to elevator doors to ensure compliance with latest Fire Code requirements. Completed fire alarm and smoke detector testing at all Village facilities Recruited two new part-time Custodians and one new full-time Facilities Maintenance Worker Refinished Civic Center gymnasium wood floor and also main-level flooring at Fire Station #2. Coordinated unscheduled replacement of the Civic Center s outdated fire alarm panel. Coordinated sprinkler testing and associated system repairs at Public Works Reno Center. Scheduled and completed various Capital Improvement Projects, including: Completed Phase I tuck-pointing repairs at Fire Station #1. Completed lower level tile floor replacement at Public Works Reno Center Completed replacement of radiant heaters within the Public Works Wash Bay Completed Phase I exterior painting at Public Works Reno Center Installed overhead door optic sensors and warning lights at FD Station #2 to improve safety and reduce instances of collision with fire apparatus. Replaced carpeting in hallways and public areas on Civic Center 2 nd Floor Replaced Civic Center 30 Ton HVAC Roof Top Unit Replaced various windows and associated sashes Major Initiatives for Calendar Year 2017 Continue to refine multi-year CIP plan for Village buildings, and deliver related CIP projects on-time and on budget priority projects include: Initiate design-build contract for the renovation and relocation of the Finance Department at the Civic Center. Install fire suppression system in Civic Center I.T./server room. Replace flat roof at Fire Station #1. Replace 6.5 ton HVAC unit at Public Works Reno Center. Complete Phase II exterior painting project at Public Works Reno Center. 61

71 Replace garage door and radiant heaters in the Public Works Reno Center- Equipment Services Division Upfit garage bay. Initiate a Fire Department space needs analysis in order to identify current and future operational needs. Coordinate various roof repairs at Civic Center and Public Works Reno Center. Continue completing various tuck-pointing work at Civic Center and Fire Station #2. Refurbish Civic Center HVAC Unit Roof Top (East) Unit in order to extend its useful life. Assist Police Department within bringing new 28,000 sq. ft. Police Station on-line in September Implement a contract inspection/testing/preventative maintenance program for the Village s stand-by generators at each facility. Update and improve emergency procedure and evacuation manual for all municipal buildings. Update and revise the preventative maintenance schedules and custodial services program for the Village s facility assets, and develop performance measures to measure overall effectiveness. Implement and deploy a new Facilities Management software program in order to improve overall recordkeeping, measure compliance with performance measures, evaluate workload demands, and drive accountability for results. Develop a preventative maintenance program for the new downtown monument sign. Human Resources Division The Human Resources Division is responsible for recruitment and retention of Village employees, administering the Village s personnel policies, and assisting with the administration of the Village s employee benefits program. Major Accomplishments for 2016 Coordinated over a twenty (20) recruitments in partnership with operating departments. Conducted mandatory on-line ethics training for all regular part-time Village staff. Completed a comprehensive update to the Village s Personnel Manual. Completed a compensation/classification study of approximately one-fourth of the Village s positions. Updated Village s employment application to ensure continued compliance with Federal and State statutes. Implemented new payroll Roth IRA retirement savings option for Village employees. In partnership with Finance Department, assisted Village Links/Reserve 22 with creating a personnel salary schedule and new job classes. Major Initiatives for Calendar Year 2017 Complete comprehensive update to the Village s Safety Manual. Complete Village-wide EEO Training on Anti-Harassment and Discrimination. Implement Munis Personnel Actions module in order to automate payroll changes and reduce reliance on paper-based processes. 62

72 History Park (History Center/Stacy s Tavern) The History Park, located at Historic Stacy s Corners on the north end of Glen Ellyn, is operated by the Glen Ellyn Historical Society and maintained by the Village of Glen Ellyn. Maintenance of the property includes building and grounds, and is provided by both the Facilities Maintenance Division and the Public Works Department. The Facilities Maintenance Division provides maintenance labor, building maintenance repairs and utilities, while the Public Works Department provides maintenance and labor of the following items: flowers, trees, landscape, snow shoveling, watering, holiday decorations and lighting, among many others. Major Accomplishments for 2016 Coordinated HVAC equipment inspection and preventive maintenance. Major Initiatives for Calendar Year 2016 Construct a new refuse dumpster chorale to comply with Village Code. Initiate a roof inspection at Stacy s Tavern to assess probable timing of future replacement. Complete repaving of History Center parking lot. Coordinate various tuck-pointing repairs to History Center façade. Implement wireless alarm monitoring for fire alarm in order to reduce on-going contract costs. Continue to work with the Glen Ellyn Historical Society to ensure all maintenance needs are met and major capital project needs are planned for and ultimately addressed in a cost effective manner in accordance with the parties agreement. 63

73 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE BOARD & CLERK % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD VILLAGE BOARD & CLERK SALARIES NON PENSIONABLE $ 15,308 $ 15,260 $ 15,260 $ 14,100 $ 17, % FICA TAXES 616 1,200 1,200 1,100 1, % VILLAGE COMMISSIONS 9,217 3,000 3,000 16,355 11, % DUES SUBSCRIPTIONS REG FEES 22,749 28,625 28,625 28,100 28, % EMPLOYEE EDUCATION 2,208 3,500 3,500 2,200 3, % TRAVEL % PRINTING % PROFESSIONAL SERVICES OTHER 14,893 15,400 15,400 12,500 15, % PUBLIC RELATIONS % OFFICE SUPPLIES 1,877 2,000 2,000 2,000 2, % EQUIPMENT/CAPITAL OUTLAY 6, % TOTAL VILLAGE BOARD & CLERK $ 72,970 $ 69,585 $ 69,585 $ 77,330 $ 80, % 64

74 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE BOARD & CLERK VILLAGE BOARD & CLERK SALARIES NON PENSIONABLE $ 17,165 VILLAGE PRESIDENT STIPEND 600 TRUSTEE STIPEND ($20/MONTH/TRUSTEE) 1,440 VILLAGE CLERK STIPEND 6,000 RECORDING SECRETARY FEES FOR BOARD AND 9,125 COMMISSION MEETINGS FICA TAXES 1, VILLAGE COMMISSIONS 11,500 LANDMARK PLAQUES HISTORIC PRESERVATION 500 COMMISSION ANNUAL RECYCLING EXTRAVAGANZA EVENT 500 ENVIRONMENTAL COMMISSION INITIATIVES 8,500 (MARKETING & PROMOTIONAL EXPENSES) SISTER CITY COMMITTEE MARKET FRANCAIS EVENT 2, DUES SUBSCRIPTIONS REG FEES 28,625 DUPAGE MAYORS AND MANAGERS CONFERENCE 24,500 ANNUAL MEMBERSHIP DUES METROPOLITAN MAYORS CAUCUS ANNUAL 1,300 MEMBERSHIP DUES ILLINOIS MUNICIPAL LEAGUE ANNUAL 1,750 MEMBERSHIP DUES CHAMBER OF COMMERCE ANNUAL MEMBERSHIP 600 DUES CHICAGO METROPOLITAN AGENCY FOR 300 PLANNING (CMAP) ANNUAL MEMBERSHIP DUES MUNICIPAL CLERK'S ASSOCIATION ANNUAL 50 MEMBERSHIP DUES COMMUNITY RELATIONS OR INTERGOVERNMENTAL 125 FUNCTIONS INCIDENTAL EXPENSES EMPLOYEE EDUCATION 3,500 BOARD MEETING/WORKSHOP MEAL EXPENSES 3,500 65

75 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE BOARD & CLERK TRAVEL 150 INCIDENTAL EXPENSES RELATING TO OFFICIAL 150 VILLAGE BUSINESS PRINTING 150 PRINTING EXPENSES PROFESSIONAL SERVICES OTHER 15,150 ELECTRONIC AGENDA/VIDEO STREAMING SERVICES 9,300 ANNUAL LICENSE PUBLIC HEARING LEGAL NOTICES 100 FINGER PRINTING SERVICES LIQUOR LICENSE 750 APPLICATIONS ON LINE VILLAGE CODE ANNUAL LICENSE 500 VILLAGE CODE PERIODIC UPDATES TO ON LINE CODE 4, PUBLIC RELATIONS 950 PUBLIC RELATIONS MATERIALS (LOGO ITEMS, ETC) 300 ANNUAL CHAMBER OF COMMERCE STEAK FRY EVENT OFFICE SUPPLIES 2,000 MISC OFFICE SUPPLIES & AGENDA PACKET PAPER 2,000 SUPPLY TOTAL VILLAGE BOARD & CLERK $ 80,540 66

76 VILLAGE OF GLEN ELLYN FISCAL YEAR 2017 ANNUAL BUDGET PERSONNEL SCHEDULE VILLAGE BOARD & CLERK FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Village President elected** $600/yr Village Trustee elected** $240/yr Village Clerk elected** $6,000/yr TOTAL EMPLOYEES** (Full time Equivalents) Full time Number of Positions Part time Number of Positions Elected Positions * Information regarding salary ranges can be found in the appendix. ** Elected officials are not employees and are not included in the Village's Classification and Pay Plan. 67

77 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE MANAGER'S OFFICE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD VILLAGE MANAGER'S OFFICE SALARIES PENSIONABLE $ 383,618 $ 432,226 $ 432,226 $ 395,500 $ 456, % SALARIES NON PENSIONABLE 54,011 62,880 62,880 75,300 46, % OVERTIME % TEMPORARY HELP 9,320 32,000 32,000 24, % FICA TAXES 29,889 36,000 36,000 37,000 32, % IMRF EMPLOYER CONTRIBUTIONS 39,887 45,000 45,000 41,000 45, % GLEN ELLYN 4TH OF JULY COMMITTEE 5,000 5,000 5,000 5,000 5, % VILLAGE COMMISSIONS % TUITION REIMBURSEMENT 600 2,400 2,400 2, % EMPLOYEE RECOGNITION 4,797 5,400 5,400 11,000 7, % CITIZEN CORPS/MILTON TWNSP 3,750 4,000 4,000 3,750 4, % DUES SUBSCRIPTIONS REG FEES 5,852 5,480 5,480 5,400 6, % RECRUITING AND TESTING 23,744 27,000 27,000 27,000 38, % EMPLOYEE EDUCATION 16,218 11,225 11,225 11,225 11, % TRAVEL 904 2,775 2,775 2,640 2, % STATE UNEMPLOYMENT CLAIMS 6,692 12,000 12,000 7,000 8, % LEGAL HUMAN RESOURCES 6,988 10,000 10,000 7,000 8, % LEGAL HEARING OFFICER 1,650 4,000 4,000 2, % BAD DEBT EXPENSE % POSTAGE & SHIPPING 9,872 10,000 10,000 9,800 10, % PRINTING 12,304 11,000 11,000 11,500 11, % A/V/WEB COMMUNICATIONS SVC/SUP % MAINTENANCE EQUIPMENT (646) 0.0% PROFESSIONAL SERVICES OTHER 14,837 9,000 9,000 14,840 26, % TELECOMMUNICATIONS 1,560 1,560 1,560 2,600 1, % PUBLIC RELATIONS 3,705 4,000 4,000 5,500 4, % OFFICE SUPPLIES 3,139 4,000 4,000 4,000 4, % TRANSFER TO INSURANCE HEALTH 18,338 18,500 18,500 18,200 19, % TRANSFER TO INSURANCE GEN 5,100 3,700 3,700 3,700 3, % TOTAL VILLAGE MANAGER'S OFFICE $ 662,949 $ 759,646 $ 759,646 $ 724,955 $ 755, % 68

78 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE MANAGER VILLAGE OF GLEN ELLYN VILLAGE MANAGER'S OFFICE SALARIES PENSIONABLE $ 456,800 VILLAGE MANAGER 159,700 VILLAGE MANAGER AUTO ALLOWANCE 7,200 VILLAGE MANAGER MERIT/VARIABLE COMPENSATION 13,500 VILLAGE MANAGER DEFERRED COMPENSATION 10,000 VILLAGE MANAGER LOAN FORGIVENESS 10,000 ASSISTANT VILLAGE MANAGER 131,400 EXECUTIVE ASSISTANT (75% ALLOCATION 44,200 REMAINING 25% IS BUDGETED IN LEGAL) COMMUNICATIONS COORDINATOR (PART TIME) 44,800 ADMINISTRATIVE ASSISTANT (FORMERLY 36,000 NON IMRF) SALARIES NON PENSIONABLE 46,800 ADMINISTRATIVE CLERK II (2) 40,400 INTERN FORMERLY IMRF POSITION 6, OVERTIME FICA TAXES 32, IMRF EMPLOYER CONTRIBUTIONS 45, GLEN ELLYN 4TH OF JULY COMMITTEE 5,000 4TH OF JULY COMMITTEE VILLAGE ANNUAL 5,000 CONTRIBUTION TUITION REIMBURSEMENT 2,400 EMPLOYEE TUITION REIMBURSEMENT 2,400 69

79 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE MANAGER VILLAGE OF GLEN ELLYN EMPLOYEE RECOGNITION 7,600 HOLIDAY PARTY 1,500 EMPLOYEE APPRECIATION "LUNCH IN THE LOT" 500 COOK OUT FUNERALS/BABIES 500 RETIREMENTS 500 LONGEVITY 2,600 EMPLOYEE APPRECIATION SPRING BREAKFAST 2,000 GATHERING CITIZEN CORPS/MILTON TWNSP 4,000 C.E.R.T. ANNUAL DUES MILTON TOWNSHIP 4, DUES SUBSCRIPTIONS REG FEES 6,399 ICMA ANNUAL DUES (VM, ASST. VM & ADMIN INTERN) 2,300 ILCMA ANNUAL DUES (VM, AST VM, ADMIN INTERN) 600 IAMMA ANNUAL DUES (ASST. VM & ADMIN INTERN 100 CITY TECH/PUBLICSALARY.COM ANNUAL 400 MEMBERSHIP DUES IPELRA ANNUAL DUES (ASST. VILLAGE MANAGER) 250 SHRM ANNUAL DUES (ASSISTANT VILLAGE MANGER) 190 IPMA HR ANNUAL DUES (ASSISTANT VILLAGE MANGER) 400 ILCMA/IAMMA LUNCH SEMINARS 250 ROTARY CLUB ANNUAL DUES (VILLAGE MANGER) 600 KIWANIS CLUB ANNUAL DUES (ASSISTANT MANAGER) 190 CRAIN'S CHICAGO BUSINESS 119 SURVEY MONKEY 250 CONSTANT CONTACT SUBSCRIPTION FOR E NEWS RECRUITING AND TESTING 38,000 POLICE RECRUITMENT EXPENSES (WRITTEN EXAMS, 23,000 PHYSICALS, PSYCH TESTS, ASSESSMENT SERVICES) NON SWORN RECRUITMENT EXPENSES 15,000 (PRE EMPLOYMENT PHYSICALS, BACKGROUND CHECKS, JOB ADS) 70

80 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE MANAGER VILLAGE OF GLEN ELLYN EMPLOYEE EDUCATION 11,275 ICMA/ILCMA ANNUAL CONFERENCE (VILLAGE MANGER) 1,550 IPELRA ANNUAL CONFERENCE (ASST. VILLAGE MANAGER) 375 SUPERVISOR MEETINGS (TRAINING AND MEALS) 2,500 VILLAGE WIDE EMPLOYEE COMPLIANCE TRAINING 5,000 MORRISON LEADERSHIP TRAINING (VILLAGE MANGER) 1,200 EEO COMPLIANCE POSTERS 300 MISC. TRAINING (WEBINARS, WORKSHOPS, ETC) TRAVEL 2,775 ICMA CONFERENCE FLIGHT (VILLAGE MANAGER) 400 ICMA CONFERENCE HOTEL (VILLAGE MANAGER) 750 ICMA TAXI/TRANSPORTATION (VILLAGE MANAGER) 100 ILCMA SUMMER & WINTER CONFERENCE HOTEL 800 (VILLAGE MANAGER) IPELRA CONFERENCE HOTEL (ASSISTANT VILLAGE MGR) 475 MISC. TRAINING EVENTS STATE UNEMPLOYMENT CLAIMS 8,000 UNEMPLOYMENT CLAIMS 8, LEGAL HUMAN RESOURCES 8,000 EMPLOYMENT LAW AND COLLECTIVE BARGAINING 8,000 MATTERS POSTAGE & SHIPPING 10,000 QUARTERLY VILLAGE NEWSLETTER 10, PRINTING 11,100 QUARTERLY VILLAGE NEWSLETTER & SPRING 11,100 ENVIRONMENTAL INSERT PROFESSIONAL SERVICES OTHER 26,410 UPDATE TO WEBSITE ($20KN IN 2017 AND $20K IN 2018) 20,000 NEW NEWSLETTER EDITING SOFTWARE 250 ADMIN. INTERN 6,160 71

81 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: VILLAGE MANAGER VILLAGE OF GLEN ELLYN TELECOMMUNICATIONS 1,680 CELL PHONE STIPEND (VILLAGE MANAGER) 960 CELL PHONE STIPEND (ASSISTANT VILLAGE MANAGER) 600 CELL PHONE STIPEND (EXECUTIVE ASST./DEPUTY CLERK PUBLIC RELATIONS 4,000 BUSINESS MEETINGS & COMMUNITY RELATIONS 4,000 FUNCTIONS (INCL. RELATED MEAL EXPENSES) OFFICE SUPPLIES 4, TRANSFER TO INSURANCE HEALTH 19, TRANSFER TO INSURANCE GEN 3,100 TOTAL VILLAGE MANAGER'S OFFICE $ 755,739 72

82 VILLAGE OF GLEN ELLYN FISCAL YEAR 2017 ANNUAL BUDGET PERSONNEL SCHEDULE VILLAGE MANAGER'S OFFICE FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Village Manager FT Z Assistant Village Manager FT S Assistant to the Village Manager ADM FT P Communications Coordinator PT K Multimedia Specialist 1 PT J Economic Development Coordinator PT J Executive Assistant/Deputy Clerk 2 FT H Administrative Services Coordinator PT G Administrative Clerk II (2) PT B Administrative/Legal Assistant 3 PT F 0.45 Administrative Assistant 3 PT F 0.70 Administrative Intern PT N/A TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions The Multimedia Specialist was relocated to the Information Technology Department. 2 The Executive Assistant/Deputy Clerk is a full time position. However, 3/4 of the position is dedicated to serving the Village Manager's Department and 1/4 of the position is dedicated to serving the Law Department. 3 The Administrative/Legal Assistant position was restructured as the Administrative Assistant. * Information regarding salary ranges can be found in the appendix. 73

83 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: FACILITIES MAINTENANCE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD FACILITIES MAINTENANCE SALARIES PENSIONABLE $ 43,426 $ 85,280 $ 85,280 $ 72,000 $ 137, % SALARIES NON PENSIONABLE 147, , , , , % OVERTIME 5,090 5,000 5,000 2,000 2, % FICA TAXES 14,707 18,000 18,000 15,300 19, % IMRF EMPLOYER CONTRIBUTIONS 4,626 9,200 9,200 7,800 14, % DUES SUBSCRIPTIONS REG FEES % EMPLOYEE EDUCATION 888 2,250 2, , % TRAVEL % MAINTENANCE BUILDING & GROUNDS 78,034 42,000 42,000 50,000 48, % PROFESSIONAL SERVICES OTHER 1,951 10,320 10,320 7,210 10, % CONTRACT MAINT SERVICE 11,962 15,000 15,000 16,000 24, % TELECOMMUNICATIONS 1,255 1,400 1,400 1,400 1, % UTILITIES 20,456 22,500 22,500 15,600 15, % OFFICE SUPPLIES 531 1,000 1, , % OPERATING SUPPLIES 29,622 29,000 29,000 30,500 35, % PARTS PURCHASED 2,500 2,500 1,500 2, % UNIFORMS 56 1,505 1,505 1,200 2, % TRANSFER TO INSURANCE HEALTH 4,454 6,100 6,100 12,500 31, % TRANSFER TO INSURANCE GEN 6,000 6,600 6,600 6,600 6, % TRANSFER TO EQUIP FUND O&M 19,800 15,500 15,500 15,500 19, % TRANSFER TO EQUIP FUND REPL 8,800 7,300 7,300 7,300 3, % TRANSFER TO FACIL MAINT RESRV 150, , , , , % TOTAL FACILITIES MAINTENANCE $ 548,986 $ 570,830 $ 770,830 $ 733,385 $ 636, % 74

84 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: FACILITIES MAINTENANCE VILLAGE OF GLEN ELLYN FACILITIES MAINTENANCE SALARIES PENSIONABLE $ 137,000 FACILITIES MANAGER 87,000 NEW FULL TIME MAINTENANCE WORKER I 50, SALARIES NON PENSIONABLE 108,600 MAINTENANCE WORKER II 29,800 CUSTODIAN (4) 74,500 NEW FOUR MONTHS PT CUSTODIAN FOR 4,300 POLICE STATION OVERTIME 2, FICA TAXES 19, IMRF EMPLOYER CONTRIBUTIONS 14, DUES SUBSCRIPTIONS REG FEES 525 INTERNATIONAL FACILITY MANAGEMENT ASSOC. 310 MEMBERSHIP DUES (FACILITY MANAGER) IL/CHICAGO CHAPTER IFMA MEMBERSHIP DUES 215 (FACILITY MANAGER) EMPLOYEE EDUCATION 2,250 SPOT AWARDS/EMPLOYEE RECOGNITION INCENTIVES 400 STAFF TRAINING SEMINARS (LOCAL OR ONLINE 400 LEADERSHIP/MANAGEMENT TRAINING FOR 1,450 FACILITIES MANAGER TRAVEL 250 TRAINING SEMINARS

85 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: FACILITIES MAINTENANCE VILLAGE OF GLEN ELLYN MAINTENANCE BUILDING & GROUNDS 48,500 UNSCHEDULED/EMERGENCY ELECTRICAL REPAIRS 4,000 UNSCHEDULED/EMERGENCY OVERHEAD GARAGE 6,500 DOOR REPAIRS UNSCHEDULED/EMERGENCY HVAC SYSTEM REPAIRS 15,000 UNSCHEDULED/EMERGENCY FIRE 6,000 DETECTION/SPRINKLER SYSTEM REPAIRS UNSCHEDULED/EMERGENCY STAND BY 2,000 GENERATOR REPAIRS UNSCHEDULED/EMERGENCY BUILDING 15,000 MAINTENANCE REPAIRS PROFESSIONAL SERVICES OTHER 10,320 CARTEGRAPH IMPLEMENTATION OF FACILITIES 6,500 MAINTENANCE/WORK ORDER MODULE NEW PORTABLE TABLET FOR WORK ORDER 2,500 SYSTEM IMPLEMENTATION ENVIRONMENTAL TESTING 1,000 BID NOTICES NEWSPAPER PUBLICATION CONTRACT MAINT SERVICE 24,800 ELEVATOR INSPECTION/PREVENTATIVE 2,500 MAINTENANCE CIVIC CENTER OVERHEAD DOOR INSPECTION/PREVENTATIVE 3,000 MAINTENANCE ALL BUILDINGS EXTERMINATOR SERVICE ALL BUILDINGS 3,200 (SPLIT WITH HISTORY CENTER) FIRE EXTINGUISHERS ANNUAL 1,000 BACKFLOW/RPZ VALVE INSPECTIONS AND 1,000 PREVENTATIVE MAINTENANCE ALL BUILDINGS FIRE DETECTION/SPRINKLER SYSTEMS ANNUAL 1,000 INSPECTIONS AND PREVENTATIVE MAINTENANCE STAND BY GENERATORS PREVENTATIVE 6,000 MAINTENANCE. INSPECTIONS & LOAD TESTING WINDOW CLEANING ALL BUILDINGS 2,100 HVAC SPRING/FALL INSPECTIONS AND PREV. MAINT. 5,000 ALL BUILDINGS 76

86 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: FACILITIES MAINTENANCE VILLAGE OF GLEN ELLYN TELECOMMUNICATIONS 1,400 ANNUAL CELL PHONE EXPENSE (FACILITIES MANGER 1, UTILITIES 15,900 UTILITIES NATURAL GAS 7,200 UTILITIES WATER/SEWER 8, OFFICE SUPPLIES 1,000 OFFICE SUPPLIES 1, OPERATING SUPPLIES 35,000 CLEANING SUPPLIES, PAPER PRODUCTS AND 25,000 COFFEE SUPPLIES HARDWARE SUPPLIES 7,000 HVAC FILTERS, BOILER CHEMICALS AND SMALL TOOLS 3, PARTS PURCHASED 2,000 INVENTORY PARTS 2, UNIFORMS 2,400 SAFETY SHOES/BOOTS 1,200 UNIFORMS 1, TRANSFER TO INSURANCE HEALTH 31, TRANSFER TO INSURANCE GEN 6, TRANSFER TO EQUIP FUND O&M 19, TRANSFER TO EQUIP FUND REPL 3, TRANSFER TO FACIL MAINT RESRV 150,000 CONTRIBUTION TO FACILITIES MAINTENANCE 150,000 RESERVE FUND TOTAL FACILITIES MAINTENANCE $ 636,245 77

87 VILLAGE OF GLEN ELLYN FISCAL YEAR 2017 ANNUAL BUDGET PERSONNEL SCHEDULE FACILITIES MAINTENANCE DIVISION FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Facilities Supervisor FT I Facilities Manager 1 FT L Maintenance Worker I FT D 1.00 Maintenance Worker II PT F Custodian (6) 2 PT A TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions In the FY16 budget, the Facilities Supervisor position was re evaluated and re classified to a Facilities Manager. 2 A part time custodian is budgeted to be added for FY2017 to provide services for the new police station. * Information regarding salary ranges can be found in the appendix. 78

88 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: INFORMATION TECHNOLOGY % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD INFORMATION TECHNOLOGY SALARIES PENSIONABLE $ 155,524 $ 158,870 $ 158,870 $ 158,000 $ 163, % SALARIES NON PENSIONABLE 7,500 7,500 3,940 7, % FICA TAXES 11,645 13,000 13,000 12,100 13, % IMRF EMPLOYER CONTRIBUTIONS 16,456 17,200 17,200 17,100 17, % POSTAGE & SHIPPING % COPIER 14,723 23,500 23,500 23,500 25, % A/V/WEB COMMUNICATIONS SVC/SUP 1,804 1,850 1,850 1,855 1, % MAINTENANCE EQUIPMENT 105, , , , , % PROFESSIONAL SERVICES OTHER 38,334 78, ,105 78,000 92, % TELECOMMUNICATIONS 30,050 37,200 37,200 30,000 35, % OFFICE SUPPLIES % OPERATING SUPPLIES 1, % COMPUTER EQUIPMENT/PROJECTS 80,538 51,000 51,000 51,000 42, % A/V/WEB COMMUNICATIONS EQUIP 2,399 1,800 1,800 1,800 2, % TRANSFER TO INSURANCE HEALTH 12,535 13,200 13,200 13,000 14, % TRANSFER TO INSURANCE GEN 1,400 2,200 2,200 2,200 2, % TOTAL INFORMATION TECHNOLOGY $ 472,530 $ 527,060 $ 570,511 $ 508,550 $ 549, % 79

89 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY SALARIES PENSIONABLE $ 163,600 IT MANAGER 118,200 MULTI MEDIA SPECIALIST 45, SALARIES NON PENSIONABLE 7,300 MULTI MEDIA INTERNSHIP PROGRAM 7, FICA TAXES 13,000 EMPLOYER FICA TAXES 13, IMRF EMPLOYER CONTRIBUTIONS 17,000 EMPLOYER IMRF CONTRIBUTIONS 10.82% 17, POSTAGE & SHIPPING COPIER 25,400 POLICE DEPARTMENT COLOR COPIER (XEROX) 6,000 LEASE/USAGE VILLAGE COLOR COPIER (KONICA MINOLTA) 6,000 LEASE/USAGE VILLAGE B&W COPIER (CANON) USAGE/MTCE 2,000 PLANNING B&W COPIER (CANON) LEASE/USAGE 3,000 PUBLIC WORKS COLOR COPIER 7,000 (KONICA MINOLTA) LEASE/USAGE NEW POLICE STATION COPIER LEASE 1, A/V/WEB COMMUNICATIONS SVC/SUP 1,850 MEDIA RENEWALS 450 SOFTWARE SUBSCRIPTION RENEWAL (ADOBE) 900 CONSUMABLES (DVDS/CDs, ETC.)

90 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: INFORMATION TECHNOLOGY MAINTENANCE EQUIPMENT 130,886 IRONPORT ANTISPAM MTCE 4,000 JATHEON ARCHIVAL APPLIANCE ANNUAL 2,400 MTCE SENDTHISFILE LARGE FILE TRANSFER SERVICE 1,000 NINITE REMOTE SOFTWARE UPDATE SOFTWARE MTCE 220 VERITAS BACKUP SOFTWARE UPDATES/SUPPORT 2,000 BOARD HOSTED EXCHANGE (VILLAGE BOARD S) 1,300 CISCO SMARTNET ASA (FIREWALL SOFTWARE 300 UPDATES/SUPPORT) WHAT'S UP GOLD (SERVER MONITORING 800 SOFTWARE UPDATES/SUPPORT) ONBASE (DOCUMENT IMAGING SOFTWARE 10,140 MTCE/SUPPORT) GLEN ELLYN ALERTING SERVICE 13,000 MICROSOFT ACTION PACK SOFTWARE ANNUAL 475 RENEWAL MUNIS (ERP SOFTWARE UPDATES/SUPPORT) 85,000 SEAMLESS DOCS (ONLINE FILLABLE FORMS SERVICE) 5,000 EVANCED ROOM SCHEDULING SERVICE 551 ZENDESK HELP DESK TICKETING SERVICE 1,300 WEB FILTER UPDATES 1,400 ESRI SOFTWARE MTCE 2, PROFESSIONAL SERVICES OTHER 92,006 GIS SERVICES CONTRACTED FROM MGP 35,406 CONTRACTED IT SUPPORT NEW IN ,600 ONE TIME EXPENSE FOR SUPPORT FOR NEW 18,000 POLICE STATION TELECOMMUNICATIONS 35,800 LOCAL/LD SERVICE 20,000 INTERNET CONNECTIVITY (MULTIPLE SITES) 12,000 PHONE SYSTEM MTCE/SOFTWARE UPDATES 1,000 CELL PHONE REIMBURSEMENT (IT MANAGER) 600 PUBLIC WIFI 800 CC & PW MAINTENANCE 1, OFFICE SUPPLIES 300 OFFICE SUPPLIES

91 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: INFORMATION TECHNOLOGY OPERATING SUPPLIES 800 OPERATING SUPPLIES COMPUTER EQUIPMENT/PROJECTS 42,500 PC REPLACEMENTS (BASED ON 4 YEAR REPLACEMENT 18,000 CYCLE) REPLACEMENT PARTS 8,000 WINDOWS SERVER HARDWARE 7,000 CLIENT ACCESS LICENSES 4,000 WINDOWS SERVER 2012 R2 SOFTWARE 500 IRONPORT SPAM APPLIANCE REPLACEMENT 5, A/V/WEB COMMUNICATIONS EQUIP 2,200 REPLACEMENT TRIPOD 600 FIELD RECORDER + SPARE BATTERIES 1,500 REPLACEMENT HEADPHONES TRANSFER TO INSURANCE HEALTH 14, TRANSFER TO INSURANCE GEN 2,200 TOTAL INFORMATION TECHNOLOGY $ 549,142 82

92 VILLAGE OF GLEN ELLYN FISCAL YEAR 2017 ANNUAL BUDGET PERSONNEL SCHEDULE INFORMATION TECHNOLOGY FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Information Technology Manager FT S Multimedia Specialist 1 PT J I.T. Help Desk Technician 2 PT A Multimedia Intern PT N/A TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions The Multimedia Specialist was previously assigned to the Village Manager's Office. 2 The I.T. Help Desk Technician was a new position for FY15. The position was never filled as the Village pursued outsourcing of the position rather than hire an employee. * Information regarding salary ranges can be found in the appendix. 83

93 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: LAW % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD LAW SALARIES PENSIONABLE $ 185,567 $ 181,000 $ 181,000 $ 178,000 $ 181, % FICA TAXES 11,198 14,100 14,100 11,100 14, % IMRF EMPLOYER CONTRIBUTIONS 14,120 19,600 19,600 18,300 13, % DUES SUBSCRIPTIONS REG FEES 3,814 4,100 4,100 4,200 4, % EMPLOYEE EDUCATION % TRAVEL % LEGAL GENERAL COUNSEL 10,645 5,000 5,000 2,000 5, % LEGAL HEARING OFFICER 2, % LEGAL PROSECUTORIAL SERVICES 79,789 64,000 64,000 90,000 80, % TELECOMMUNICATIONS % PUBLIC RELATIONS % OFFICE SUPPLIES 120 2,100 2, , % TRANSFER TO INSURANCE HEALTH 5,732 6,000 6,000 6,000 6, % TRANSFER TO INSURANCE GEN 1,000 1,000 1,000 1, % TOTAL LAW $ 312,047 $ 298,700 $ 298,700 $ 312,450 $ 313, % 84

94 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: LAW VILLAGE OF GLEN ELLYN LAW SALARIES PENSIONABLE $ 181,900 VILLAGE ATTORNEY 167,100 EXECUTIVE ASSISTANT 14, FICA TAXES 14, IMRF EMPLOYER CONTRIBUTIONS 13, DUES SUBSCRIPTIONS REG FEES 4,530 WESTLAW SUBSCRIPTION 4,000 ATTORNEY REGISTRATION AND DISCIPLINARY 380 COMMISSION DUPAGE BAR ASSOCIATION EMPLOYEE EDUCATION 500 INSTITUTE OF CONTINUING LEGAL EDUCATION 500 TRAINING & RELATED LEGAL SEMINARS TRAVEL 250 CONTINUING LEGAL EDUCATION SEMINARS AND 250 SEMI ANNUAL MICA MEETINGS LEGAL GENERAL COUNSEL 5,000 OUTSIDE LEGAL COUNSEL 5, LEGAL HEARING OFFICER 2,000 OUTSIDE HEARING OFFICER 2, LEGAL PROSECUTORIAL SERVICES 80,000 VILLAGE PROSECUTOR OUTSIDE LEGAL SERVICES 80, TELECOMMUNICATIONS 900 CELL PHONE STIPEND (VILLAGE ATTORNEY) PUBLIC RELATIONS 150 INCIDENTAL EXPENSES BUSINESS MEETINGS 150 AND COMMUNITY RELATIONS FUNCTIONS 85

95 OFFICE SUPPLIES 2,500 OFFICE SUPPLIES 100 WORKFLOW SOFTWARE 2,400 VILLAGE OF GLEN ELLYN TRANSFER TO INSURANCE HEALTH 6, TRANSFER TO INSURANCE GEN 1,200 TOTAL LAW $ 313,330 86

96 VILLAGE OF GLEN ELLYN FISCAL YEAR 2017 ANNUAL BUDGET PERSONNEL SCHEDULE LAW FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Village Attorney FT Z Executive Assistant/Deputy Clerk 1 FT H TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions The Executive Secretary is a full time position. However, 3/4 of the position is dedicated to serving the Village Manager's Department and 1/4 of the position is dedicated to serving the Law Department. * Information regarding salary ranges can be found in the appendix. 87

97 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: SENIOR SERVICES % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD SENIOR SERVICES SALARIES NON PENSIONABLE $ 46,348 $ 46,710 $ 46,710 $ 48,975 $ 49, % FICA TAXES 3,546 3,575 3,575 3,800 3, % SENIOR TRANSPORTATION 22,247 30,000 30,000 25,000 30, % DUES SUBSCRIPTIONS REG FEES % EMPLOYEE EDUCATION % PROFESSIONAL SERVICES OTHER 2,100 2,100 2,100 2,100 2, % TELECOMMUNICATIONS 1,500 1,500 1,500 1,500 1, % OPERATING SUPPLIES 6,662 8,100 8,100 8,100 8, % EQUIPMENT/CAPITAL OUTLAY % TOTAL SENIOR SERVICES $ 82,673 $ 93,635 $ 93,635 $ 90,225 $ 96, % 88

98 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: SENIOR SERVICES VILLAGE OF GLEN ELLYN SENIOR SERVICES SALARIES NON PENSIONABLE $ 49,400 SENIOR SERVICES COORDINATOR 26,700 SENIOR SERVICES COORDINATOR 22, FICA TAXES 3, SENIOR TRANSPORTATION 30,000 RIDE DUPAGE/RIDE TO WORK PROGRAM SUBSIDY 30, DUES SUBSCRIPTIONS REG FEES 250 ILLINOIS SENIOR CENTER MEMBERSHIP DUES 100 (2 SENIOR SERVICES COORDINATORS) SENIOR NEWSLETTER ANNUAL SUBSCRIPTION EMPLOYEE EDUCATION 900 IL ANNUAL CONFERENCE ON AGING (2 SENIOR 300 SERVICES COORDINATORS) STATE MEDICARE SEMINARS 300 SENIOR ASSOC. TRAINING SEMINARS AND WORKSHOPS PROFESSIONAL SERVICES OTHER 2,100 OFFICE LEASE CUSTODIAL SERVICES FEE 2, TELECOMMUNICATIONS 1,700 OFFICE LEASE TELECOMM FEES 1, OPERATING SUPPLIES 8,100 COPIER MAINTENANCE CONTRACT 6,100 OFFICE SUPPLIES 1,500 SUPPLIES FOR SENIOR GATHERINGS & EVENTS EQUIPMENT/CAPITAL OUTLAY 500 OFFICE EQUIPMENT REPAIR OR REPLACEMENT 500 TOTAL SENIOR SERVICES $ 96,620 89

99 VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE SENIOR SERVICES FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Senior Services Coordinator (2) PT H TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions * Information regarding salary ranges can be found in the appendix. 90

100 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: HISTORY PARK % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD HISTORY PARK ADMIN/FACILITIES SALARIES NON PENSIONABLE $ $ 2,000 $ 2,000 $ 1,100 $ 2, % FICA TAXES % MAINTENANCE BUILDING & GROUNDS 6,767 8,000 8,000 6,000 8, % PROFESSIONAL SERVICES OTHER 1,780 1,580 1,580 1,600 1, % TELECOMMUNICATIONS % UTILITIES 9,158 12,000 12,000 9,000 9, % TOTAL HISTORY PARK ADMIN/FACILITIES $ 18,294 $ 24,130 $ 24,130 $ 18,388 $ 22, % HISTORY PARK PUBLIC WORKS SALARIES PENSIONABLE $ 4,204 $ 9,700 $ 9,700 $ 6,500 $ 9, % FICA TAXES % IMRF EMPLOYER CONTRIBUTIONS 458 1,200 1, , % MAINTENANCE BUILDING & GROUNDS 4,298 7,000 7,000 4,500 7, % TOTAL HISTORY PARK PUBLIC WORKS $ 9,282 $ 18,700 $ 18,700 $ 12,375 $ 18, % TOTAL HISTORY PARK $ 27,576 $ 42,830 $ 42,830 $ 30,763 $ 40, % 91

101 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: HISTORY PARK VILLAGE OF GLEN ELLYN HISTORY PARK ADMIN/FACILITIES SALARIES NON PENSIONABLE $ 2, FICA TAXES MAINTENANCE BUILDING & GROUNDS 8,000 UNSCHEDULED OR EMERGENCY REPAIRS AND 8,000 MAINTENANCE PROFESSIONAL SERVICES OTHER 1,580 BURGLAR ALARM MONITORING 772 FIRE ALARM MONITORING TELECOMMUNICATIONS 600 TELEPHONE SERVICE (CALL ONE) UTILITIES 9,750 ELECTRICITY 5,500 NATURAL GAS 2,750 WATER/SEWER 1,500 TOTAL HISTORY PARK ADMIN/FACILITIES 22, HISTORY PARK PUBLIC WORKS SALARIES PENSIONABLE 9,700 THIS REPRESENTS SALARY AND BENEFIT EXPENSES 9,700 FOR PUBLIC WORKS TO MAINTAIN THE HISTORY PARK FACILITIES FICA TAXES IMRF EMPLOYER CONTRIBUTIONS 1, MAINTENANCE BUILDING & GROUNDS 7,000 PROVIDES FUNDING FOR REGULAR MAINTENANCE 7,000 OF OUTDOOR FACILITES AND LANDSCAPING IN ALL SEASONS TOTAL HISTORY PARK PUBLIC WORKS 18,700 TOTAL GENERAL FUND $ 40,830 92

102 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: ECONOMIC DEVELOPMENT/MARKETING % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD ECONOMIC DEVELOPMENT/MARKETING SALARIES PENSIONABLE $ 38,913 $ 47,200 $ 47,200 $ 43,000 $ 48, % FICA TAXES 2,977 3,600 3,600 3,290 3, % IMRF EMPLOYER CONTRIBUTIONS 4,207 5,100 5,100 4,650 5, % ECONOMIC DEVELOPMENT INCENTIVE 90,675 86,000 86, , , % HOLIDAY DECORATIONS 29,184 37,500 51,485 41,184 45, % FACADE AWARD PROGRAM 62,500 30,000 73,750 73,750 30, % ALLIANCE OF DOWNTOWN GE 71,250 71,250 71,250 71,250 71, % DUES SUBSCRIPTIONS REG FEES 7,378 8,500 8,500 8,500 9, % EMPLOYEE EDUCATION 495 1,500 1,500 1,000 3, % TRAVEL , % POSTAGE & SHIPPING 5,979 15,000 15,000 15,000 15, % MARKETING/ADVERTISING 11,931 15,000 15,000 15,000 15, % PRINTING 10,387 13,000 13,000 13,000 14, % PROFESSIONAL SERVICES OTHER 1,862 5,000 5,000 5,163 7, % CBD APPEARANCE 15,000 15,000 15,000 15,000 15, % TELECOMMUNICATIONS , % PUBLIC RELATIONS , % OFFICE SUPPLIES % TRANSFER TO INSURANCE GEN 1,100 1,500 1,500 1,500 1, % OPERATING TRANSFER OUT 62,283 40,000 40,000 41,500 41, % TOTAL ECONOMIC DEVELOPMENT/MARKETING $ 417,777 $ 397,100 $ 454,835 $ 463,145 $ 451, % 93

103 FUND: GENERAL FUND DEPARTMENT: ADMINISTRATION ORGANIZATION: ECONOMIC DEVELOPMENT / MARKETING VILLAGE OF GLEN ELLYN ECONOMIC DEVELOPMENT/MARKETING SALARIES PENSIONABLE $ 48,600 ECONOMIC DEVELOPMENT COORDINATOR 48,600 (PART TIME) FICA TAXES 3, IMRF EMPLOYER CONTRIBUTIONS 5, ECONOMIC DEVELOPMENT INCENTIVE 119,100 HAGGERTY CHEVROLET 95,100 FRESH MARKET 24, HOLIDAY DECORATIONS 45,000 SEASONAL DECORATIONS 38,000 NEW CHRISTMAS TREE ORNAMENT PURCHASE 7,000 AND INSTALLATION FACADE AWARD PROGRAM 30,000 FACADE AWARDS FOR COMMERCIAL DISTRICTS 30,000 ON ROOSEVELT ROAD AND STACY'S HISTORIC CORNER ALLIANCE OF DOWNTOWN GE 71,250 FUNDING FOR THE ALLIANCE OF DOWNTOWN 71,250 GLEN ELLYN FOR EVENTS MARKETING AND GENERAL BUSINESS SUPPORT DUES SUBSCRIPTIONS REG FEES 9,080 3CMA MEMBERSHIP (1) 400 LEGACY MEMBERSHIP(2) 80 ICSC MEMBERSHIP 100 VILLAGE'S MEMBERSHIP TO DCVB 8, EMPLOYEE EDUCATION 3,200 3CMA NATIONAL CONFERENCE 700 LOCAL PROGRAMS SEMINARS AND WEBINARS 2,500 94

104 TRAVEL 1,200 3CMA LODGING & AIRFARE 800 MILEAGE 400 VILLAGE OF GLEN ELLYN POSTAGE & SHIPPING 15,000 POSTAGE: DIRECT MAILER POSTCARDS TO 15,000 COMMUNITY (3 TIMES THROUGHOUT YEAR) MARKETING/ADVERTISING 15,000 ADVERTISING CAMPAIGN 15, PRINTING 14,500 PRINTED MATERIALS FOR MARKETING CAMPAIGNS 8,000 (POSTCARDS) BIG BELLY POSTERS 2,000 EVENT BOOKMARKS 550 SHOP AND DINE 750 RESIDENT HANDBOOK 1,500 COLLATERAL 1, PROFESSIONAL SERVICES OTHER 7,000 GRAPHIC DESIGN: POSTCARDS, PRINT ADS, 6,000 RESIDENT HANDBOOK AND OTHER COLLATERAL MATERIALS PHOTOGRAPHY 1, CBD APPEARANCE 15,000 SNOW REMOVAL IN CBD 15, TELECOMMUNICATIONS 1,200 ECON DEVELOPMENT DIRECTOR CELL PHONE 600 STIPEND COMMUNICATIONS COORDINATOR CELL PHONE 600 STIPEND PUBLIC RELATIONS 4,250 PARTNERED ORGANIZATION EVENTS SUCH AS 1,000 CHAMBER, DCVG, CHOOSE DUPAGE, AND OTHER FOR BOTH COMMUNICATIONS AND ED PROMOTIONAL MATERIALS (GIVEAWAYS INCLUDING 2,000 LEATHER PORTFOLIOS) VILLAGE HOSTED COMMERCIAL REAL ESTATE 500 BROKER EVENTS SPROUT SOCIAL YEARLY SUBSCRIPTION

105 OFFICE SUPPLIES 400 MISC OFFICE SUPPLIES 400 VILLAGE OF GLEN ELLYN TRANSFER TO INSURANCE GEN 1, OPERATING TRANSFER OUT 41,500 TAFT AVENUE REIMBURSEMENT TRANSFER 41,500 ASSOCIATED WITH FRESH MARKET DEVELOPMENT TOTAL ECONOMIC DEVELOPMENT/MARKETING $ 451,430 96

106 Alliance of Downtown Glen Ellyn Proposed Budget 2017 Event Outside Event Event Net Events Revenues Marketing Printing Advertising Supplies License Fees Insurance Prizes Photography Vendors Other Expenses Gain/(Loss) Indoor Sidewalk Sale $ 150 $ 260 $ 75 $ 250 $ $ $ $ $ $ $ $ 585 $ (435) Beauty Palooza $ 1,075 $ 225 $ 70 $ 250 $ $ $ $ $ $ $ 530 $ 1,075 $ Wedding Walk $ 3,000 $ 680 $ 500 $ 1,100 $ $ $ $ $ 250 $ $ $ 2,530 $ 470 Wines & Finds $ 5,500 $ 505 $ 885 $ 750 $ 1,160 $ 320 $ 500 $ 175 $ 250 $ $ 25 $ 4,570 $ 930 Village Carnival $ 2,000 $ $ 2,000 Great Lake Ellyn Duck Race (50% w/gepd) $ 4,000 $ 250 $ 450 $ $ 200 $ $ $ 800 $ $ $ $ 1,700 $ 1,150 Shopping Cards (16 participants) $ 2,000 $ $ 1,000 $ $ $ $ $ $ $ $ $ 1,000 $ 1,000 Sidewalk Sale (50% with Chamber) $ 75 $ $ $ 500 $ $ $ $ $ $ 500 $ $ 1,000 $ 250 JazzUP (50% with Village) $ 40,000 $ 2,150 $ 5,000 $ 4, $ $ 20 $ 2,000 $ $ 250 $ 20,000 2,000 $ $ 36,020 $ 2,250 Sounds on the Street $ 4,000 $ 245 $ 150 $ 500 $ 190 $ 20 $ 1,500 $ $ $ 850 $ $ 3,455 $ 545 Fall Crawl A Girl's Shopping Weekend $ 1,500 $ 245 $ 150 $ $ $ $ $ $ 250 $ 450 $ $ 1,095 $ 405 Wheaton College Family Weekend $ 150 $ $ 150 $ $ $ $ $ $ $ $ $ 150 $ Ladies Night Out $ 3,500 $ 500 $ 150 $ 1,400 $ $ 320 $ 500 $ $ $ $ $ 2,870 $ 630 Christmas 2016 $ 2,000 $ $ 250 $ $ $ $ $ $ 150 $ 2,000 $ $ 2,400 $ (400) Event Sub Totals $ 68,950 $ 5,060 $ 8,830 $ 8,750 $ 2,150 $ 680 $ 4,500 $ 975 $ 1,150 $ 23,800 $ 2,555 $ 58,450 $ 8,795 $ *revenue sources may include sponsorship, ticket sales, vendor participation Revenue and Expense Summary Member Dues 20, Members $ 250 Village Funding 71,250 Snow Removal Funding 18,000 Event Revenue 68,950 Revenue Total 178,200 Website Management, Content & Design 12,000 Hosting, functionality and content creation Marketing Collateral 5,000 Open Flags, directories, kiosk signs, etc Executive Director 66,528 61, % 3% Base Salary Increase Payroll Process Fees 760 Ex Dir Cell Phone 1,320 Liability Insurance 2,000 Snow Removal 18,000 Accounting Fees 500 Other/Misc. 300 Office supp (po box, postage, misc) Event Expenses 58,450 Expense Total 164,858 Surplus/(Deficit) 13,342 Weather Reserve 5,000 Net Surplus/(Deficit) 8,342 97

107 TAX INCREMENT FINANCING FUNDS Illinois law allows municipalities the ability to designate areas within the municipality s jurisdiction as Tax Increment Financing (TIF) Districts. These districts are used by municipalities as a way to spur economic growth by dedicating additional property tax revenues generated within the TIF district for improvements within the district with the hope of encouraging economic development. Revenues from property tax increment and redevelopment expenditures are accounted for within the respective TIF Funds. The Village of Glen Ellyn has two Tax Increment Financing (TIF) Funds. Central Business District (CBD) TIF Fund: The CBD TIF Fund was established in early 2012 to provide for economic development within the Central Business District. TIF startup costs were incurred in FY2012 and were reimbursed with increment received in FY2014. The CBD TIF remains in its infancy; and thus little expenditures have occurred from inception to date. For FY2017, the Village is budgeting to continue the economic development incentive award programs. The Village also continues to evaluate potential redevelopment projects in the CBD. Roosevelt Road TIF Fund: The Village began the process of establishing a TIF district n Roosevelt Road between Main Street and Nicoll Way for the purpose of revitalizing this main thoroughfare in Glen Ellyn. The formal adoption of the TIF occurred in late TIF start up costs were incurred in FY2014 and are being repaid with TIF increment as it is received. This TIF is also in its infancy, and thus little expenditures have occurred from inception to date. FY2017, the Village is budgeting to utilize TIF resources to fund wayfinding signage for the TIF corridor. 98

108 FUND: DEPARTMENT: CENTRAL BUSINESS DISTRICT (CBD) TIF FUND ADMINISTRATION VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 2500 CBD TIF REVENUES PROPERTY TAX $ 85,274 $ 93,500 $ 93,500 $ 128,000 $ 131, % INTEREST INCOME % TOTAL CBD TIF REVENUES 85,287 93,510 93, , , % CBD TIF EXPENDITURES FACADE/RETAIL AWARD PROGRAM 100, ,000 95, , % AUDIT % PROFESSIONAL SERVICES OTHER 1,163 29,000 29,000 26,500 4, % TOTAL CBD TIF EXPENDITURES 1, , , , , % TOTAL CBD TIF FUND $ 83,795 $ (35,820) $ (35,820) $ 6,310 $ 2, % Available Cash Analysis Available, January 1, 2016 $ 172,451 Preliminary FY2016 inflow / (outflow) $ 6,310 Budgeted FY2017 inflow / (outflow) $ 2,610 Projected Available, December 31, 2017 $ 181,371 99

109 FUND: CENTRAL BUSINESS DISTRICT (CBD) TIF FUND DEPARTMENT: ADMINISTRATION VILLAGE OF GLEN ELLYN 2500 CBD TIF REVENUES PROPERTY TAX $ 131,800 BUDGETED AT A 5% INCREASE FROM 2015 TIF LEVY 131, INTEREST INCOME 150 TOTAL CBD TIF REVENUES 131, CBD TIF EXPENDITURES FACADE/RETAIL AWARD PROGRAM 125,000 FACADE AND INTERIOR AWARDS FOR CENTRAL 125,000 BUSINESS DISTRICT AUDIT 340 TIF AUDIT REQUIRED BY STATE STATUTE PROFESSIONAL SERVICES OTHER 4,000 FINANCIAL ANALYSIS/MODELING 4,000 TOTAL CBD TIF EXPENDITURES $ 129,

110 FUND: DEPARTMENT: ROOSEVELT ROAD TIF FUND ADMINISTRATION VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 2600 ROOSEVELT ROAD REVENUES PROPERTY TAX $ 6,915 $ 7,200 $ 7,200 $ 23,600 $ 24, % TOTAL ROOSEVELT ROAD REVENUE $ 6,915 $ 7,200 $ 7,200 $ 23,600 $ 24, % ROOSEVELT ROAD EXPENDITURES PROFESSIONAL SERVICES OTHER $ 350 $ 2,000 $ 2,000 $ 1,000 $ 27, % TOTAL ROOSEVELT ROAD EXPENDITURES $ 350 $ 2,000 $ 2,000 $ 1,000 $ 27, % TOTAL ROOSEVELT ROAD TIF $ 6,565 $ 5,200 $ 5,200 $ 22,600 $ (2,220) 142.7% Available Cash Analysis Available, January 1, 2016 $ (41,678) Preliminary FY2016 inflow / (outflow) $ 22,600 Budgeted FY2017 inflow / (outflow) $ (2,220) Projected Available, December 31, 2017 $ (21,298) 101

111 FUND: ROOSEVELT ROAD TIF FUND DEPARTMENT: ADMINISTRATION VILLAGE OF GLEN ELLYN 2600 ROOSEVELT ROAD REVENUES PROPERTY TAX $ 24,780 BASED ON 5% INCREASE FROM 2015 LEVY 24,780 TOTAL ROOSEVELT ROAD REVENUES 24, ROOSEVELT ROAD EXPENDITURES PROFESSIONAL SERVICES OTHER 27,000 TIF FINANCIAL MODELING/CONSULTING SERVICES 2,000 WAYFINDING SIGNAGE 25,000 TOTAL ROOSEVELT ROAD EXPENDITURES $ 27,

112 RESIDENTIAL SOLID WASTE FUND The Residential Solid Waste Fund was established in 1981, after the Village Board decided to contract with one hauler for single scavenger service for the entire community, in place of each property owner making their separate refuse collection arrangements with different refuse collectors. It identifies the cost of providing once-a-week solid waste collection and disposal services to the approximately 7,200 single family residences in Glen Ellyn (the Village refuse contract does not include commercial or multi-family housing units). The Solid Waste Fund is a stand-alone enterprise fund which means that adequate revenues must be produced through direct billing to users (included as a separate service charge on the monthly Village utility bill) and through other revenues, such as the sale of recyclable materials, to cover the cost of this service. No tax dollars are used or are required to help pay for the expenses of this program. Following an extensive competitive Request for Proposals process in early 2012, the Village signed a 5-year agreement with Republic Services (formerly Allied Waste) for refuse and recycling curbside collection services. The contract provides for weekly collection on Mondays, including yard waste collection from April through November of each year. The annual clean sweep curbside collection was eliminated in 2014 in order to reduce overall contract costs to the resident. The new contract with Republic also continues to provide the Village with 100% of revenues from the sale of recyclables. The market for recycled raw materials can fluctuate greatly. Although revenues from recycling have helped to offset the new contract service rates to residents, revenues derived from recyclables continues to steadily decline. Be that as it may, residents are encouraged to recycle in order to demonstrate the Village s leadership in environmental responsibility. Beginning in 2016, the Village implemented a curbside composting program, which was championed by the Village s Environmental Commission. The 2017 budget anticipates continuing this program. The Village Manager s Office is primarily responsible for the oversight of this contract service and Fund, while the billing and collection function is handled through the Finance Department. This Fund also handles the financing for the once-a-month parkway branch and brush removal program from May through October. Additionally, reserve funds are accumulated to cover the on-going replacement costs of damaged garbage or recycling containers, and to help fund post storm/flood debris curbside collections that may arise in emergency situations. 103

113 FUND: DEPARTMENT: RESIDENTIAL SOLID WASTE FUND ADMINISTRATION VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 5400 SOLID WASTE REVENUES TRASH DISPOSAL REVENUES $ 1,619,590 $ 1,600,000 $ 1,600,000 $ 1,630,000 $ 1,640, % CURBSIDE COMPOST 15,700 27, % INVESTMENT INCOME ,145 1, % MISC REV & RECYCLING REBATES (1,642) 1,000 1,000 3,000 1, % MISCELLANEOUS OVER/SHORT % TOTAL SOLID WASTE REVENUES 1,618,530 1,601,500 1,601,500 1,649,845 1,669, % SOLID WASTE EXPENSES BANKING SERVICES 21,989 22,920 22,920 21,575 22, % POSTAGE & SHIPPING 10,614 9,900 9,900 9,900 9, % PROFESSIONAL SERVICES OTHER 9,362 6,890 6,890 10,540 6, % ALLIED WASTE SERVICES 1,219,431 1,235,710 1,235,710 1,239,520 1,277, % BRUSH PICK UP SERVICE 139, , , , , % EQUIPMENT/CAPITAL OUTLAY 33,650 4,500 4,500 4,000 4, % TOTER REPLACEMENT 5,772 10,000 10,000 11,400 11, % ACCOUNTING SERVICE CHARGE 77,100 77,100 77,100 77,100 90, % TOTAL SOLID WASTE EXPENSES 1,517,148 1,545,702 1,545,702 1,497,035 1,545, % TOTAL RESIDENTIAL SOLID WASTE $ 101,382 $ 55,798 $ 55,798 $ 152,810 $ 123, % Available Cash Analysis Available, January 1, 2016 $ 300,875 Preliminary FY2016 inflow / (outflow) $ 152,810 Budgeted FY2017 inflow / (outflow) $ 123,605 Projected Available, December 31, 2017 $ 577,290 Cash Reserves (25% of operating expenses) $ 382,700 Projected Available above Reserve Policy, December 31, 2017 $ 194,

114 FUND: RESIDENTIAL SOLID WASTE DEPARTMENT: ADMINISTRATION VILLAGE OF GLEN ELLYN 5400 SOLID WASTE REVENUES TRASH DISPOSAL REVENUES $ 1,640,000 CHARGES FOR WEEKLY REFUSE PICK UP FOR APPROX 1,640, ADDRESSES CURBSIDE COMPOST 27,400 CURBSIDE COMPOSTING FOR 165 ACCOUNTS 27, INVESTMENT INCOME 1, MISC REV & RECYCLING REBATES 1,000 RECYCLING REBATE REVENUE OUR ESTIMATES 1,000 ARE GREATLY DECREASED DUE TO DISMAL RECYCLING MARKET TOTAL SOLID WASTE REVENUES 1,669, SOLID WASTE EXPENDITURES BANKING SERVICES 22,920 BANK COURIER SERVICES CONTRACT 1,044 BILLING LOCKBOX SERVICES CREDIT CARD FEES 21,876 AND ON LINE BANKING FEES POSTAGE & SHIPPING 9,900 POSTAGE FOR VILLAGE SERVICES BILLING 9,900 (33% PRO RATA SHARE WITH WATER/SEWER FUNDS) PROFESSIONAL SERVICES OTHER 6,890 VILLAGE SERVICES BILL PRINTING CONTRACT 4,140 (33% PRO RATA SHARE WITH WATER/SEWER) PRINTING STOCK BILLS 2, ALLIED WASTE SERVICES 1,277,785 WASTE HAULING SERVICES (6 MO; JAN JULY RATES) 717,220 WASTE HAULING SERVICES (5 MO.; AUG. DEC RATES; 527,665 3% CPI ESTIMATE) CURBSIDE COMPOSTING SERVICE FEES (8 MO.; APR NOV) 21,400 RESIDENTIAL CONTAINER PICK UP/DROP OFF CHARGES 11,500 CHARGES 105

115 FUND: RESIDENTIAL SOLID WASTE DEPARTMENT: ADMINISTRATION VILLAGE OF GLEN ELLYN BRUSH PICK UP SERVICE 123,000 BRANCH/BRUSH CURBSIDE COLLECTION 123,000 CONTRACTUAL SERVICE (MAY OCT) EQUIPMENT/CAPITAL OUTLAY 4,500 REPLACEMENT REFUSE CONTAINERS FOR CENTRAL 4,500 BUSINESS DISTRICT TOTER REPLACEMENT 11,000 NEEDED) ACCOUNTING SERVICE CHARGE 90,000 ACCOUNTING SERVICES REIMBURSEMENT 90,000 INTERNAL CHARGE/TRANSFER TO GENERAL FUND TOTAL SOLID WASTE EXPENDITURES $ 1,545,

116 Table of Contents IV. FINANCE DEPARTMENT Organizational Chart Finance Department Narrative Finance Department Budget Insurance Fund Police Pension Fund

117 FINANCE DEPARTMENT FISCAL YEAR 2017 Finance Director Finance Commission (10) a Police Pension Board (5) b Administration & Operations Accounting and budget Cash and investing Payroll Cash disbursements Employee benefits Liability & health insurance Cashiers Office Revenue collection General billing Utility billing Vehicle registration Parking permits Business registration - Assistant Finance Director (1) - Accounting Specialist (1) - Accounts Payable Coordinator (1 P.T. = 0.6 FTE) - Business Office Coordinator (1 P.T. = 0.45 FTE - Accounts Manager (1) - Accounts Receivable Specialist (4 P.T. = 1.8 FTE - Billing Specialist (4 P.T. = 1.8 FTE) - Water Meter Reader (5 P.T. = 1 FTE) Fiscal Year 2017 Budget Employee Count FTE Full Time Personnel Part-Time Personnel Total Employees / FTEs (FTE = Full-Time Equivalent) FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY17 Budgeted Full-Time Employees Operations 4* ** Cashiers Office Total FT a. Finance Commission is advisory to the Village Board, established by local ordinance, impaneled with resident experts, including business leaders and government auditors. b. Police Pension Board has specific statutory authority established in Article III of the Illinois Pension Code to oversee and manage the Glen Ellyn Police Pension Fund. Members include Village appointees, active police officers, and an annuitant. *Personnel Analyst position moved to Village Manager s Budget **I.T. Manager position moved to a separate Information Technology Division under Administration. 107

118 FINANCE DEPARTMENT The Finance Department serves internal and external customers, provides assistance to residents and customers, provides management reports and information to elected officials and management, and provides payroll and benefits services to employees. The Department provides service to the Village, Glen Ellyn Public Library (GEPL), Glenbard Wastewater Authority (GWA), and Glen Ellyn Volunteer Fire Company (GEVFC). The Finance Department is responsible for overseeing the fiscal operations of the Village. Primary responsibilities of the department include accounting, financial reporting, budgeting, long-term financial planning, capital financing, cash management, investment of Village funds, payment of bills, billing, collection of revenue, payroll, and pension administration. Starting in FY12/13, the Finance Department took on management and administration of employee benefits, such as health insurance, and managing liability insurance claims. In FY13/14, the Information Technology (IT) function was moved to the Village Manager s Office. In Short Year 14, the Finance Department was divided between Administration and Operations and the Cashiers Office to provide better delineation of the cost of the two operations. Many of the functions performed by the department represent an internal service to other departments. Additionally, the Department performs accounting and related administrative services for the Glen Ellyn Public Library (GEPL) and the Glenbard Wastewater Authority (GWA), and provides support to the Glen Ellyn Volunteer Fire Company (GEVFC). A service charge representing the cost of services provided to other Village funds, the GEPL and GWA is collected and recognized as revenue in the General Fund. The proposed staffing for Calendar Year 2017 includes 4 full-time employees, 10 part-time employees, and 5 meter readers. Administration and Operations - This segment of the department is staffed by three full-time employees, a Finance Director, Assistant Finance Director, and Accounting Specialist. This segment also includes two part-time employees, an Accounts Payable Coordinator and a Business Office Coordinator. Primary responsibilities of this area are general administration, accounting services, accounts payable, payroll processing, pension fund administration, insurance, and employee benefits services. The Business Office Coordinator specializes in coordinating accounting and financial reporting for the Village Links/Reserve 22. General administration of the department is the responsibility of the Finance Director. Primary duties include the coordination and management of staff resources, coordination of the Village s annual budget process, management of the Village s independent annual financial audit, cash management, investment of Village funds, and planning for long-term capital project financing. The accounting function records transactions in accordance with established policies and procedures. Monthly financial statements are prepared and distributed to department managers for review of current spending against budgeted amounts. The accounts payable function processes all disbursements for the Village, the Glenbard Wastewater Authority, and the Glen Ellyn Volunteer Fire Company. 108

119 Each year, in conformance with State statutes, the Village undergoes an audit of its financial statements and records by an independent audit firm for the purpose of obtaining an opinion as to whether the Village s financial statements are prepared in conformity with Generally Accepted Accounting Principles (GAAP). The department is responsible for the coordination and preparation of the Village s annual financial statements (Comprehensive Annual Financial Report or CAFR ) through its audit firm as well as preparing all documentation and records necessary to support the amounts and disclosures in the financial statements. For the past 27 years, the Village has received recognition for its CAFR in the form of a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA). This program requires preparation of financial statements in accordance with detailed program criteria, which help ensure a financial report that is well organized and easily readable as well as ensuring a spirit of complete disclosure and comparability with other local government financial statements. The Village received for the sixth time a Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for its Annual Budget for the fiscal year Cashiers Office - The Cashiers Office, located in the Civic Center lobby area, is staffed by a full-time Accounts Manager, four part-time Accounts Receivable Specialists, four part-time Billing Specialists and five Meter Readers. This segment of the department represents the main point of contact for many Village residents. The Cashiers Office collects and records all payments received via the mail, and in person at the Civic Center as well as receiving utility bill payments electronically from external financial institutions, which perform payment processing (lockbox and online bill pay) services for monthly Village utility bills. The Cashiers Office manages all facets of the Village s monthly combined utility billing program for water/sanitary sewer and residential solid waste collection services. The Village presently services approximately 8,200 water/sewer and 7,400 solid waste accounts through monthly billings and handles all related customer service and account maintenance. Additionally, the Cashiers Office administers the Village vehicle license program (approximately 16,000 transactions per year), the business registration program for approximately 1,000 businesses (which includes an annual fire inspection that is coordinated through the Planning and Development Department) and the parking permit renewal process which covers more than 800 customers parking in various lots throughout the Central Business District. Other transactions include the collection of building permit fees, real estate transfer taxes, dog licenses, and other miscellaneous fees. Accomplishments for Calendar Year 2016 In addition to the array of services provided to other departments and the public on an ongoing basis, the department was involved in a number of significant activities and projects during the fiscal year as itemized below. 1. Excellence in Financial Reporting For the twenty-seventh consecutive year, the Village s Comprehensive Annual Financial Report (CAFR) was awarded a Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association (GFOA). 109

120 2. Distinguished Budget Presentation Award For the sixth consecutive year, the Village received the Distinguished Budget Presentation Award from GFOA for the adopted Village budget for FY Completed the Annual Audit The annual audit was completed and was submitted for consideration for the Government Finance Officers Association s Award for Excellence in Financial Reporting. For the 2015 annual audit, GASB Statement Number 68, Accounting and Financial Reporting for Pensions, was implemented. 4. Completed the Five-Year Forecast In July, the Five Year Forecast was updated, focusing on the General Fund, Capital Projects Fund, Water & Sewer Fund, and debt and pension liabilities. This year, a Five Year Forecast for the Village Links/Reserve 22 Fund was also prepared. 5. Implemented e-billing for the Village Services Bill. 6. Began the process of automating the accounts payable cycle, which will be completed in Distributed and filed all Affordable Care Act forms and filings within the required deadlines. 8. Implemented the OpenGov financial transparency platform. 9. Reviewed vehicle sticker fees and vehicle sticker program. 10. Absorbed workload during the maternity leave of a key employee, with minimal impact to services provided. Goals and Objectives for Calendar Year 2017 Activities of the department will continue to focus on improving and enhancing operational efficiency and effectiveness both within the department and throughout the larger organization. Some of these undertakings include: 1. Maintain AAA rating by maintaining a diverse tax base, strong financial policies and healthy reserves. 2. Continue to improve ongoing operations: a. Oversee the overall budget and guide the organization to stay under budget annually as well as continue to evaluate and initiate cost control ideas and programs. b. Look for ways to reduce paper filing and paper distribution of reports and documentation. c. Achieve the Government Finance Officers Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award. 110

121 3. Complete the pre-budget analysis including the following: a. Five year forecast. b. Review and make recommendations to the home rule sales tax, special service assessments, new revenue ideas, and other improvements of Village Financial policies. 4. Implementation of new Government Accounting Standards Board Pronouncements. 5. Complete automation of the accounts payable process. 6. Review fund balance (cash reserve) policy. 7. Review permit and licensing fees to ensure they are commensurate with the cost of providing services and comparable to other communities. 8. Implement enhanced parking payment options for the daily commuter lot. 111

122 FUND: DEPARTMENT: GENERAL FUND FINANCE VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 122X00 FINANCE COMBINED 122X SALARIES PENSIONABLE $ 357,376 $ 372,500 $ 372,500 $ 371,030 $ 385, % 122X SALARIES NON PENSIONABLE 203, , , , , % 122X FICA TAXES 42,025 44,000 44,000 44,200 45, % 122X IMRF EMPLOYER CONTRIBUTIONS 36,638 40,250 40,250 40,100 40, % 122X EMPLOYEE RECOGNITION % 122X DUES SUBSCRIPTIONS REG FEES 2,686 2,150 2,150 2,100 2, % 122X EMPLOYEE EDUCATION 2,120 2,475 2,475 2,560 3, % 122X TRAVEL 2,061 2,450 2,450 1,170 3, % 122X PUBLIC NOTICES 2,819 2,850 2,850 2,850 2, % 122X AUDIT 30,032 30,035 30,035 30,032 30, % 122X BANKING SERVICES 15,813 15,490 15,490 18,150 18, % 122X POSTAGE & SHIPPING 26,669 31,900 31,900 29,512 31, % 122X PRINTING 8,661 8,505 8,505 7,810 8, % 122X MAINTENANCE EQUIPMENT 1,740 2,000 2,000 1,740 2, % 122X PROFESSIONAL SERVICES OTHER 3,775 13,500 13,500 10,675 7, % 122X TELECOMMUNICATIONS 600 1,800 1, , % 122X OFFICE SUPPLIES 4,261 7,900 7,900 7,200 7, % 122X OPERATING SUPPLIES 2,915 7,090 7,090 5,888 7, % 122X EQUIPMENT/CAPITAL OUTLAY 37,000 37,000 35,000 7, % 122X TRANSFER TO INSURANCE HEALTH 44,910 47,900 47,900 46,600 51, % 122X TRANSFER TO INSURANCE GEN 4,300 4,600 4,600 4,600 4, % TOTAL FINANCE DEPARTMENT $ 792,654 $ 878,795 $ 878,795 $ 869,917 $ 870, % 112

123 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: FINANCE ADMIN & OPERATIONS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD FINANCE ADMIN & OPERATIONS SALARIES PENSIONABLE $ 290,956 $ 302,500 $ 302,500 $ 301,000 $ 314, % SALARIES NON PENSIONABLE 32,918 27,000 27,000 29,300 29, % FICA TAXES 24,250 25,200 25,200 25,300 26, % IMRF EMPLOYER CONTRIBUTIONS 29,918 32,750 32,750 32,600 32, % EMPLOYEE RECOGNITION % DUES SUBSCRIPTIONS REG FEES 2,686 2,150 2,150 2,100 2, % EMPLOYEE EDUCATION 2,025 2,000 2,000 2,160 3, % TRAVEL 2,061 2,400 2,400 1,150 3, % PUBLIC NOTICES 2,819 2,850 2,850 2,850 2, % AUDIT 30,032 30,035 30,035 30,032 30, % BANKING SERVICES 15,367 14,700 14,700 17,500 18, % POSTAGE & SHIPPING 23,956 28,800 28,800 26,800 28, % PRINTING 1,807 2,160 2,160 1,810 2, % MAINTENANCE EQUIPMENT 1,740 2,000 2,000 1,740 2, % PROFESSIONAL SERVICES OTHER 3,775 13,500 13,500 10,675 7, % TELECOMMUNICATIONS 600 1,800 1, , % OFFICE SUPPLIES 2,138 4,000 4,000 4,000 4, % OPERATING SUPPLIES 2,108 2,300 2,300 2,300 2, % EQUIPMENT/CAPITAL OUTLAY 37,000 37,000 35,000 7, % TRANSFER TO INSURANCE HEALTH 28,677 31,600 31,600 30,500 33, % TRANSFER TO INSURANCE GEN 2,800 2,800 2,800 2,800 2, % TOTAL FINANCE ADMIN & OPERATIONS $ 500,693 $ 568,045 $ 568,045 $ 560,717 $ 555, % 113

124 FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: ADMINISTRATION & OPERATIONS VILLAGE OF GLEN ELLYN SALARIES PENSIONABLE 314,900 FINANCE DIRECTOR 126,400 ASSISTANT FINANCE DIRECTOR 89,600 PAYROLL & ACCOUNTING SPECIALIST 60,100 ACCOUNTS PAYABLE COORDINATOR 38, SALARIES NON PENSIONABLE 29,500 BUSINESS OFFICE COORDINATOR FOR VILLAGE 29,500 LINKS/RESERVE 22. COST TO THE GENERAL FUND IS OFFSET BY AN IFT FROM THE VILLAGE LINKS/RESERVE FICA TAXES 26, IMRF EMPLOYER CONTRIBUTIONS 32, EMPLOYEE RECOGNITION 500 MISCELLANEOUS EMPLOYEE RECOGNITION 500 EXPENDITURES DUES SUBSCRIPTIONS REG FEES 2,350 ILLINOIS GOVT FINANCE OFFICERS 420 MEMBERSHIP FOR DIRECTOR AND ASST DIRECTOR AMERICAN PAYROLL ASSOCIATION MEMBERSHIP 260 ILLINOIS CPA SOCIETY MEMBERSHIP FOR 320 DIRECTOR GFOA MEMBERSHIP FOR DIRECTOR AND ASST 350 DIRECTOR COMPREHENSIVE ANNUAL FINANCIAL REPORT 550 AWARD APPLICATION FEE BUDGET AWARD APPLICATION FEE EMPLOYEE EDUCATION 3,300 IGFOA TRAINING SEMINARS 680 PAYROLL SEMINAR 100 IGFOA STATE CONFERENCE FOR DIRECTOR AND 750 ASST DIRECTOR GFOA CONFERENCE FOR DIRECTOR 450 MISC TRAINING 300 GFOA WEBINAR 220 MUNIS CONFERENCE

125 FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: ADMINISTRATION & OPERATIONS VILLAGE OF GLEN ELLYN TRAVEL 3,600 IGFOA CONFERENCE TRAVEL FOR DIRECTOR 1,030 AND ASST DIRECTOR GFOA CONFERENCE TRAVEL FOR DIRECTOR 1,300 MISC TRAVEL COSTS 70 MUNIS CONFERENCE TRAVEL 1, PUBLIC NOTICES 2,850 BUDGET PUBLIC HEARING NOTICE 200 PROPERTY TAX LEVY PUBLIC HEARING NOTICE 650 ANNUAL TREASURER'S REPORT PUBLICATION 2, AUDIT 30,535 ANNUAL AUDIT 30,500 AUDIT CONFIRMATION FEES BANKING SERVICES 18, POSTAGE & SHIPPING 28,800 ALL GENERAL OUTGOING POSTAGE METERED AT 28,000 THE CIVIC CENTER POSTAL PERMITS 700 MISC FED EX COSTS PRINTING 2,160 COVERS AND TABS FOR ANNUAL AUDIT 300 BUSINESS CARDS (AS NEEDED) 60 PRINTING OF ANNUAL BUDGET 1, MAINTENANCE EQUIPMENT 2,000 POSTAGE MACHINE RENTAL ($500 PER 2,000 QUARTER) PROFESSIONAL SERVICES OTHER 7,000 OPEN GOV FINANCIAL TRANSPARENCY ONLINE 2,500 PLATFORM OPEB VALUATION FOR ANNUAL AUDIT 4, TELECOMMUNICATIONS 1,800 CELL PHONE STIPEND FOR DIRECTOR AND 1,800 ASST DIRECTOR OFFICE SUPPLIES 4,000 MISCELLANEOUS OFFICE SUPPLIES 4,

126 FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: ADMINISTRATION & OPERATIONS VILLAGE OF GLEN ELLYN OPERATING SUPPLIES 2,300 CHECK STOCK 1,100 YEAR END TAX FORMS 400 DOCUMENT DESTRUCTION COST 500 MISC OPERATING SUPPLIES EQUIPMENT/CAPITAL OUTLAY 7,000 SCANNERS FOR AP AUTOMATION 7, TRANSFER TO INSURANCE HEALTH 33,600 HEALTH INSURANCE CONTRIBUTION 33, TRANSFER TO INSURANCE GEN 2,200 GENERAL INSURANCE TRANSFER 2,200 TOTAL FINANCE ADMIN & OPERATIONS 555,

127 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: FINANCE CASHIERS OFFICE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD FINANCE CASHIERS OFFICE SALARIES PENSIONABLE $ 66,420 $ 70,000 $ 70,000 $ 70,030 $ 70, % SALARIES NON PENSIONABLE 170, , , , , % FICA TAXES 17,775 18,800 18,800 18,900 19, % IMRF EMPLOYER CONTRIBUTIONS 6,720 7,500 7,500 7,500 7, % EMPLOYEE RECOGNITION % EMPLOYEE EDUCATION % TRAVEL % BANKING SERVICES % POSTAGE & SHIPPING 2,712 3,100 3,100 2,712 3, % PRINTING 6,854 6,345 6,345 6,000 6, % OFFICE SUPPLIES 2,123 3,900 3,900 3,200 3, % OPERATING SUPPLIES 807 4,790 4,790 3,588 4, % TRANSFER TO INSURANCE HEALTH 16,234 16,300 16,300 16,100 17, % TRANSFER TO INSURANCE GEN 1,500 1,800 1,800 1,800 1, % TOTAL FINANCE CASHIERS OFFICE $ 291,960 $ 310,750 $ 310,750 $ 309,200 $ 314, % 117

128 FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: CASHIERS OFFICE VILLAGE OF GLEN ELLYN SALARIES PENSIONABLE 70,100 ACCOUNTS MANAGER 71, SALARIES NON PENSIONABLE 178,600 FOUR PART TIME BILLING COORDINATORS 91,700 FOUR PART TIME ACCOUNTS RECEIVABLE 86,900 COORDINATORS FICA TAXES 19, IMRF EMPLOYER CONTRIBUTIONS 7, EMPLOYEE RECOGNITION 350 VEHICLE STICKER LUNCH 120 EE RECOGNITION EMPLOYEE EDUCATION 475 MISC TRAININGS 200 IGFOA TRAINING SEMINARS 200 LEGACY CONFERENCE TRAVEL 50 MISC MILEAGE REIMBURSEMENTS (LOCAL 50 MEETINGS BANKING SERVICES 875 DUNBAR COLLECTIONS TIMES A WEEK PICKUP SPLIT BETWEEN FINANCE, WATER SEWER AND REFUSE POSTAGE & SHIPPING 3,100 VEHICLE STICKER MAILING 3,

129 FUND: GENERAL FUND DEPARTMENT: FINANCE ORGANIZATION: CASHIERS OFFICE VILLAGE OF GLEN ELLYN PRINTING 6,795 VEHICLE STICKER FORM PRINTING FOR 3,200 ANNUAL MAILING VEHICLE STICKER COUNTER FORMS 100 NEW RESIDENT APPLICATIONS 180 TRANSFER TAX FORMS 180 TRANSFER TAX REFUND FORMS 100 RETT STAMP DECALS 180 FINAL WATER/CHANGE OF OWNERSHIP 200 CART CHANGEOUT BOOKS 300 DAILY WORK BATCH SLIPS 345 RECEIPT BOOKS 400 YARD/REFUSE/LEAF STICKER SALE BOOKS 810 BUSINESS CARDS 400 BUSINESS LICENSE ANNUAL RENEWAL OFFICE SUPPLIES 3,980 TONER CARTRIDGES 1,800 COPY PAPER 180 OFFICE SUPPLIES 2,000 CASHIER CASH DRAWER OPERATING SUPPLIES 4,790 VEHICLE STICKER DECALS 2,300 BUSINESS REGISTRATION DECALS 600 MOTORCYCLE AND DOG TAGS 700 ENVELOPES 900 DEPOSIT SLIPS 90 DUNBAR DEPOSIT BOOK WITH LABELS TRANSFER TO INSURANCE HEALTH 17,400 HEALTH INSURANCE CONTRIBUTION 17, TRANSFER TO INSURANCE GEN 1,800 GENERAL INSURANCE CONTRIBUTION 1,800 TOTAL FINANCE CASHIERS OFFICE 314,

130 Administration & Operations VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE FINANCE DEPARTMENT FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Finance Director FT U Assistant Finance Director FT P Accounting Specialist FT I Accounts Payable Coordinator PT G Business Office Coordinator 1 PT F Cashiers Office Accounts Manager FT J Accounts Receivable Specialist (4) PT D Billing Specialist (4) PT D Water Meter Readers (5) PT N/A TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions The Business Office Coordinator is a new position in FY15 and will focus on finance operations for the Village Links Golf Course and Reserve 22 Restaurant. * Information regarding salary ranges can be found in the appendix. 120

131 INSURANCE FUND The Insurance Fund serves as a centralized cost center for the Village s health benefits plan and general liability/workers compensation insurance costs. The principle revenues of the Insurance Fund are transfers from other funds and departments based on their proportionate share of total costs. Health Benefits Plan The Village s health benefits plan provides medical, dental, prescription, vision, and life insurance benefits to full-time staff, to retired employees and a few others. The Glenbard Wastewater Authority and Glen Ellyn Public Library are also participants in the plan and contribute their proportionate share of costs each year. Employee participants pay 20% of the total plan costs, in addition to usage deductibles and co-payments, while retired employees pay 100% of the total cost. Prior to January 1, 2009, the health benefits plan was a self-funded plan, whereby the Village and its participants/beneficiaries contributed the total anticipated costs of health benefit claims, stop loss insurance, and plan administration each year. The Village retained a health benefits consultant to perform plan analysis, benefit reviews and cost projections, and hired a third party administrator to handle the payment of claims. Beginning January 1, 2009, the Village joined the Intergovernmental Personnel Benefit Cooperative (IPBC), a pool of approximately 80 Illinois municipalities who have joined together as an intergovernmental cooperative for the purpose of providing economies of scale and risk pooling among its members. Participation in this program was intended to offer the Village better price stability with respect to annual changes in its insurance costs, as well as offer a greater variety of choices (including lower cost programs) to participating employees. Liability/Workers Compensation Insurance This category includes all other types of insurance carried by the Village, other than the employee health benefits program, and includes coverages for property, liability, auto, workers compensation, boiler, public official s liability and the like. The Village participates in the Municipal Insurance Cooperative Agency (MICA), which pools general liability / workers compensation insurance coverages with other local governments. MICA is a privately administered insurance pool consisting of about 20 municipal and other local government agencies within Illinois. Annual premiums payable to MICA are determined through an allocation model which is based on each member s loss experience (2/3) and loss exposure (1/3) over the past four claim years. Premiums are paid in May of each year. Under this policy, the Village has a deductible of $1,000 for most claims. Other insurance paid includes public officials bond, excess crime, and underground storage claims. Wellness The Village also has a Wellness Program for its employees. The program includes an annual health screening each fall. The Village covers the cost of the screening for full-time employees and their spouses and retirees and their spouses and covers half of the cost of the screening for parttime employees. Flu shots are offered for free to all employees. Starting in FY13/14, our health insurance pool began paying $100 of the screening cost for each full time employee and spouse. Employees receive incentives such as premium adjustments for participating in the screening. In 2014, the health insurance pool also began offering wellness incentives based upon the structure of the wellness program and the participation in the annual screening. 121

132 VILLAGE OF GLEN ELLYN FUND: INSURANCE FUND DEPARTMENT: FINANCE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 6000 INSURANCE REVENUES HEALTH PLAN EMPLOYEE CONTRIB $ 421,279 $ 502,500 $ 502,500 $ 431,000 $ 473, % HEALTH PLAN RETIREE/OTHER CONT 141, , , , , % HEALTH PLAN CONTRIB LIBRARY 214, , , , , % HEALTH PLAN CONTRIB GWA 214, , , , , % INVESTMENT INCOME 13,286 3,500 3,500 3,400 3, % IRMA REFUND 9,880 #DIV/0! MISCELLANEOUS REVENUE 23,000 23,000 23,000 27, % IFT / LAW INSURANCE 5,593 7,000 7,000 7,000 7, % IFT/GEN ADMIN INSURANCE 23,577 22,200 22,200 21,900 22, % IFT / IT INSURANCE 13,935 15,400 15,400 15,200 16, % IFT/FINANCE ADMIN INSURANCE 31,476 34,400 34,400 33,300 35, % IFT/ FINANCE CASHIERS INSURANCE 17,734 18,100 18,100 17,900 19, % IFT/ PW ADMIN & ENG INSURANCE 62,894 66,700 66,700 58,200 70, % IFT/ EQUIPMENT SERV INSURANCE 59,769 62,600 62,600 60,400 63, % IFT/ BUILDING INSURANCE 56,643 70,000 70,000 72,900 84, % IFT/ PW STREETS 90,406 91,500 91,500 92, , % IFT/ PW FORESTRY INSURANCE 76,636 80,000 80,000 78,700 86, % IFT/FACILITIES MAINT INSURANCE 10,454 12,700 12,700 19,100 38, % IFT/ POLICE ADMIN INSURANCE 121, , , , , % IFT/ POLICE OPERATIONS INSURANCE 505, , , , , % IFT/PLANNING INSURANCE 42,840 42,500 42,500 44,100 51, % IFT / ECONOMIC DEVELOPMENT 1,100 1,500 1,500 1,500 1, % IFT/ PARKING INSURANCE % IFT/ POLICE INVEST INSURANCE 83,485 91,200 91,200 82,500 91, % IFT/ WATER DIVISION INSURANCE 127, , , , , % IFT/ SEWER DIVISION INSURANCE 105, , , , , % IFT/ RECREATION INSURANCE 155, , , , , % IFT/ FIRE INSURANCE 196, , , , , % TOTAL INSURANCE REVENUES $ 2,804,235 $ 3,006,500 $ 3,006,500 $ 2,922,240 $ 3,245, % INSURANCE EXPENSES RISK MANAGEMENT $ 12,088 $ 9,600 $ 9,600 $ 9,736 $ 8, % LIABILITY INSURANCE MICA 602, , , , , % WELLNESS/HEALTH INCENTIVES 10,814 23,000 23,000 23,000 27, % INSURANCE HOSPITAL GROUP LIFE 2,187,668 2,303,500 2,303,500 2,318,000 2,549, % PROFESSIONAL SERVICES OTHER 5,000 TOTAL INSURANCE EXPENSES $ 2,813,325 $ 2,988,400 $ 2,988,400 $ 2,969,510 $ 3,248, % TOTAL INSURANCE FUND $ (9,090) $ 18,100 $ 18,100 $ (47,270) $ (3,175) 117.5% Available Cash Analysis Available, January 1, 2016 $ 1,335,400 Preliminary FY2016 inflow / (outflow) $ (47,270) Budgeted FY2017 inflow / (outflow) $ (3,175) Projected Available, December 31, 2017 $ 1,284,

133 FUND: INSURANCE FUND DEPARTMENT: FINANCE VILLAGE OF GLEN ELLYN 6000 INSURANCE REVENUES HEALTH PLAN EMPLOYEE CONTRIBUTION 473,175 VILLAGE EMPLOYEE CONTRIBUTION 341,750 LIBRARY EMPLOYEE CONTRIBUTION 66,800 GWA EMPLOYEE CONTRIBUTION 64, HEALTH PLAN RETIREE/OTHER CONT 173,000 RETIREE PAYMENTS FOR HEALTH INSURANCE 173, HEALTH PLAN CONTRIBUTION LIBRARY 268,900 LIBRARY HEALTH INSURANCE CONTRIBUTION 268, HEALTH PLAN CONTRIBUTION GWA 258,500 GWA HEALTH INSURANCE CONTRIBUTION 258, INVESTMENT INCOME 3, MISCELLANEOUS REVENUE 27,700 WELLNESS INCENTIVE REIMBURSEMENT FROM 27,700 INSURANCE POOL IFT / LAW INSURANCE 7,600 HEALTH INSURANCE CONTRIBUTION 6,400 GENERAL INSURANCE CONTRIBUTION 1, IFT/GEN ADMIN INSURANCE 22,800 HEALTH INSURANCE CONTRIBUTION 19,700 GENERAL INSURANCE CONTRIBUTION 3, IFT / IT INSURANCE 16,200 HEALTH INSURANCE CONTRIBUTION 14,000 GENERAL INSURANCE CONTRIBUTION 2, IFT/FINANCE ADMIN INSURANCE 35,800 HEALTH INSURANCE CONTRIBUTION 33,600 GENERAL INSURANCE CONTRIBUTION 2, IFT/ FINANCE CASHIERS INSURANCE 19,200 HEALTH INSURANCE CONTRIBUTION 17,400 GENERAL INSURANCE CONTRIBUTION 1, IFT/ PW ADMIN & ENG INSURANCE 70,600 HEALTH INSURANCE CONTRIBUTION 62,600 GENERAL INSURANCE CONTRIBUTION 8, IFT/ EQUIPMENT SERV INSURANCE 63,500 HEALTH INSURANCE CONTRIBUTION 50,900 GENERAL INSURANCE CONTRIBUTION 12,

134 FUND: INSURANCE FUND DEPARTMENT: FINANCE VILLAGE OF GLEN ELLYN IFT/ BUILDING INSURANCE 84,900 HEALTH INSURANCE CONTRIBUTION 76,200 GENERAL INSURANCE CONTRIBUTION 8, IFT/ PW STREETS 118,200 HEALTH INSURANCE CONTRIBUTION 57,100 GENERAL INSURANCE CONTRIBUTION 61, IFT/ PW FORESTRY INSURANCE 86,900 HEALTH INSURANCE CONTRIBUTION 44,800 GENERAL INSURANCE CONTRIBUTION 42, IFT/FACILITIES MAINT INSURANCE 38,000 HEALTH INSURANCE CONTRIBUTION 31,300 GENERAL INSURANCE CONTRIBUTION 6, IFT/ POLICE ADMIN INSURANCE 118,400 HEALTH INSURANCE CONTRIBUTION 105,300 GENERAL INSURANCE CONTRIBUTION 13, IFT/ POLICE OPERATIONS INSURANCE 521,800 HEALTH INSURANCE CONTRIBUTION 428,200 GENERAL INSURANCE CONTRIBUTION 93, IFT/PLANNING INSURANCE 51,500 HEALTH INSURANCE CONTRIBUTION 49,200 GENERAL INSURANCE CONTRIBUTION 2, IFT / ECONOMIC DEVELOPMENT 1,300 GENERAL INSURANCE CONTRIBUTION 1, IFT/ PARKING INSURANCE 700 GENERAL INSURANCE CONTRIBUTION IFT/ POLICE INVESTIGATIONS INSURANCE 91,900 HEALTH INSURANCE CONTRIBUTION 71,200 GENERAL INSURANCE CONTRIBUTION 20, IFT/ WATER DIVISION INSURANCE 145,100 HEALTH INSURANCE CONTRIBUTION 86,600 GENERAL INSURANCE CONTRIBUTION 58, IFT/ SEWER DIVISION INSURANCE 116,700 HEALTH INSURANCE CONTRIBUTION 72,700 GENERAL INSURANCE CONTRIBUTION 44, IFT/ RECREATION INSURANCE 223,500 HEALTH INSURANCE CONTRIBUTION 146,900 GENERAL INSURANCE CONTRIBUTION 76,

135 FUND: INSURANCE FUND DEPARTMENT: FINANCE VILLAGE OF GLEN ELLYN IFT/ FIRE INSURANCE 206,400 GENERAL INSURANCE CONTRIBUTION 206,400 TOTAL INSURANCE REVENUES 3,245, INSURANCE EXPENSES RISK MANAGEMENT 8,900 EMPLOYEE DRUG TESTING 3,400 SAFETY PROGRAM 1,000 EMPLOYEE ASSISTANCE PROGRAM 2,700 MISC EXPENSES (INDEPENDENT MEDICAL EVAL 1,800 MICA TRAVEL LIABILITY INSURANCE MICA 657,850 MICA PREMIUM FOR LIABILITY 634,650 AND WORKERS COMPENSATION INSURANCE. ASSUMES A 4% INCREASE IN PREMIUM DEDUCTIBLE PAYMENTS 17,000 PUBLIC OFFICIALS BOND 1,000 EXCESS CRIME INSURANCE 1,200 UNDERGROUND STORAGE TANK INSURANCE 4, WELLNESS/HEALTH INCENTIVES 27,700 WELLNESS SCREENING EXPENSES 5,000 WELLNESS INCENTIVES 18,100 OTHER WELLNESS EVENTS/ACTIVITIES 1,000 HEALTHY OPTIONS ONLINE WELLNESS PORTAL 3, INSURANCE HOSPITAL GROUP LIFE 2,549,500 SWAHM HEALTH INSURANCE COSTS INCLUDES 2,546,000 3% INCREASE TO PREMIUM IN JULY 2017 FSA AND COBRA ADMINISTRATION 2,500 MISCELLANEOUS EXPENSES 1, PROFESSIONAL SERVICES OTHER 5,000 LIABILITY INSURANCE EVALUATION 5,000 TOTAL INSURANCE EXPENSES 3,248,

136 GLEN ELLYN POLICE PENSION FUND The Glen Ellyn Police Pension Fund is organized under state statute (40 ILCS 5/3-101) to provide for the benefit of its police officers and of their surviving spouses, children, and certain other dependents. Our Police Pension Fund is administered by a five-member Pension Board as defined by statute, and includes two members (typically residents) appointed by the Village Board, two active police officers, and one current beneficiary. Money used to pay for the benefits of retired police officers comes from three sources: Active Police Officers Police officers contribute 9.91 percent of their base salary in accordance with state statute. Note Police Officers do not participate or contribute to Social Security, but do pay a Medicare tax of 1.45% of salary. Investment Income Income generated by the Fund s investment holdings. The pension fund investment portfolio has a longer-term focus, and broader ranges of investments are permitted, than that used for general Village investments. Village Contribution According to calculations performed by an independent actuary, this is the amount needed to fully fund the plan (from a long-term time perspective) based on a set of interest earnings rate, salary rate increase, mortality, and other assumptions. For Fiscal Year 2017, we are budgeting a $1.613 million contribution. This is in anticipation of lowering the investment return assumption which will increase the required contribution to the fund. The contribution is made from the Village s General Fund to the Police Pension Fund. Retirement Benefits The Police Pension Plan, set by State law, provides retirement benefits at age 50, with a minimum of 20 years of service, at a rate of one half the annual salary attached to the rank held on the last day of service. The annual pension increases by 2.5% of the annual salary for each additional year of service over 20 years up to 30 years to a maximum of 75% of such annual salary. Generally, upon the attainment of age 55, retired Police Officers receive an annual compounded increase in their pension of 3% each January 1 st. Changes in law have modified this benefit for officers who began employment after January 1, These modified benefits include normal retirement age of 55, non-compounding CPI-based cost of living increases after age 60, and benefits based on the average salary over the last eight years. There are 37 beneficiaries receiving a monthly police pension from the Glen Ellyn Police Pension Fund at an estimated cost of about $2.12 million for FY

137 VILLAGE OF GLEN ELLYN FUND: POLICE PENSION FUND DEPARTMENT: FINANCE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 9000 POLICE PENSION REVENUES POLICE PENSION EE CONTRIBUTION $ 344,953 $ 362,000 $ 362,000 $ 345,000 $ 340, % INTEREST INCOME ,000 8, % INVESTMENT INCOME FIXED INC 456, , , , , % INVESTMENT INCOME DIV/CAP 136,753 50,000 50, , , % REALIZED GAIN/LOSS ON INVESTME 38,170 40,000 40,000 1,121,000 40, % UNREALIZED GAIN/LOSS ON INV (589,338) 1,000,000 1,000, ,000 1,200, % TRANSFER TO POLICE PENSION 1,153,000 1,292,000 1,692,000 1,692,000 1,613, % TOTAL POLICE PENSION REVENUE $ 1,540,261 $ 3,044,200 $ 3,444,200 $ 4,036,000 $ 3,701, % POLICE PENSION EXPENSES DUES SUBSCRIPTIONS REG FEES $ 975 $ 2,000 $ 2,000 $ 1,100 $ 2, % ASSOCIATION DUES % STATE OF IL FILING FEE 4,976 5,100 5,100 5,223 5, % TRAVEL 1,518 1,000 1,000 1,500 1, % LEGAL GENERAL COUNSEL % INVESTMENT MANAGER/ADVISOR 36,582 41,000 41,000 40,000 50, % CUSTODIAL ACCOUNT FEES 17,539 18,500 18,500 17,500 18, % ACTUARIAL FEES 1,450 1,500 1,500 1,600 5, % ACCOUNTING SERVICES FEES % FIDUCIARY INSURANCE 4,344 4,600 4,600 4,451 4, % PROFESSIONAL SERVICES OTHER % SERVICE PENSIONS 1,472,632 1,600,000 1,600,000 1,663,000 1,800, % DUTY DISABILITY PENSIONS 130, , , , , % SURVIVING SPOUSE PENSION 156, , , , , % EMPLOYEE CONTRIBUTION REFUND 2,891 30,000 30,000 6,000 30, % TOTAL POLICE PENSION EXPENSES $ 1,831,489 $ 1,995,575 $ 1,995,575 $ 2,053,399 $ 2,233, % TOTAL POLICE PENSION FUND $ (291,229) $ 1,048,625 $ 1,448,625 $ 1,982,601 $ 1,467, % Available Cash Analysis Available, January 1, 2016 $ 25,797,118 Preliminary FY2016 inflow / (outflow) $ 1,982,601 Budgeted FY2017 inflow / (outflow) $ 1,467,100 Projected Available, December 31, 2017 $ 29,246,

138 FUND: POLICE PENSION FUND DEPARTMENT: FINANCE VILLAGE OF GLEN ELLYN 9000 POLICE PENSION REVENUES POLICE PENSION EE CONTRIBUTION 340,000 PROJECTS A SMALL DECREASE IN 340,000 CONTRIBUTIONS DUE TO RETIREMENTS/TURNOVER INTEREST INCOME 8,000 CONSERVATIVE BUDGET ESTIMATE BASED UPON 8, ESTIMATED ACTUAL RESULTS INVESTMENT INCOME FIXED INC 400,000 ESTIMATE BASED ON 2016 ESTIMATED ACTUAL 400,000 AND ACHIEVING A 6.5% RETURN FOR INVESTMENT INCOME DIV/CAP 100,000 ESTIMATED BASED UPON ANTICIPATED ,000 ESTIMATED ACTUAL RESULTS AND ACHIEVING A 6.5% RETURN FOR REALIZED GAIN/LOSS ON INVESTME 40,000 BASED ON HISTORICAL RESULTS 40, UNREALIZED GAIN/LOSS ON INV 1,200,000 BASED UPON ACHIEVING A 6.5% INVESTMENT 1,200,000 RETURN TRANSFER TO POLICE PENSION 1,613,000 BASED UPON INVESTMENT RETURN OF 6.5% 1,613,000 AND SALARY ASSUMPTION OF 5% TOTAL POLICE PENSION REVENUES 3,701, POLICE PENSION EXPENSES DUES SUBSCRIPTIONS REG FEES 2,000 TRAINING FOR TRUSTEES REQUIRED BY 2,000 ILLINOIS STATUTES ASSOCIATION DUES 800 ILLINOIS PUBLIC PENSION FUND ASSOC 800 MEMBERSHIP WHICH ALLOWS TRUSTEES TO ATTEND TRAINING AT REDUCED RATES STATE OF IL FILING FEE 5,300 FEE FOR SUBMISSION OF ANNUAL REPORT TO 5,300 THE ILLINOIS DEPARTMENT OF INSURANCE 128

139 FUND: POLICE PENSION FUND DEPARTMENT: FINANCE VILLAGE OF GLEN ELLYN TRAVEL 1,500 COVERS TRAVEL EXPENSES FOR TRUSTEES 1,500 WHILE AT REQUIRED TRAINING LEGAL GENERAL COUNSEL 500 INCIDENTAL LEGAL EXPENSES INVESTMENT MANAGER/ADVISOR 50,000 THE PENSION FUND RETAINS AN INVESTMENT 50,000 ADVISOR TO MANAGE THE FUND'S INVESTMENTS POTENTIAL NEW ADVISOR IN CUSTODIAL ACCOUNT FEES 18,500 MB FINANCIAL IS THE CUSTODIAL ACCOUNT 18,500 FOR THE FUND WHICH CHARGES A QUARTERLY CUSTODIAL FEE ACTUARIAL FEES 5,000 ENROLLED ACTUARY ENGAGED TO CALCULATE 5,000 THE ANNUAL CONTRIBUTION TO PENSION FUND AND PROVIDE REQUIRED INFO FOR ANNUAL AUDIT ACCOUNTING SERVICES FEES 600 PREPARATION OF ANNUAL REPORT SUBMITTED 600 TO THE DEPARTMENT OF INSURANCE FIDUCIARY INSURANCE 4,700 ANNUAL INSURANCE PREMIUM BASED OF 4,700 PRIOR YEAR INCREASES OF 5 6% SERVICE PENSIONS 1,800,000 INCLUDES KNOWN PENSION PAYMENTS AN 1,800,000 ESCALATOR FOR ANY NEW RETIREMENTS DUTY DISABILITY PENSIONS 165,000 ESTIMATED DUTY DISABILITY PENSION 165,000 PAYMENTS FOR ASSUMES NO NEW OCCURRENCES SURVIVING SPOUSE PENSION 150,000 SURVIVING SPOUSE PENSION COSTS; ASSUMES 150,000 NO NEW PENSIONS IN EMPLOYEE CONTRIBUTION REFUND 30,000 CONTRIBUTION REFUNDS REQUIRED BY 30,000 STATUTES. REFUNDS HAVE RANGED FROM $20 $74,000 DEPENDENT ON NUMBER OF REQUESTS. TOTAL POLICE PENSION EXPENSES 2,233,

140 Table of Contents V. PLANNING & DEVELOPMENT DEPARTMENT Organizational Chart Planning & Development Department Narrative Planning & Development Department Budget

141 PLANNING AND DEVELOPMENT DEPARTMENT FISCAL YEAR 2017 Planning and Development Director - Director (1 FT = 1 FTE) Planning Division - Planner (1 FT = 1 FTE) - Associate Planner (1 FT = 1 FTE) - Planning Intern (2 PT = 1.0 FTE) - Administrative Assistant II (1 FT = 1 FTE) - Administrative Assistant I (1 PT = 0.7 FTE) Plan Commission (11) Architectural Review Commission (9) Historic Preservation Commission (9) Zoning Board of Appeals (7) Building Division Building Board of Appeals (7) - Building & Zoning Official (1 FT = 1 FTE) - Building Inspector (2 FT = 2 FTE) - Engineer (1 PT =.75 FTE) - Permit Clerk (4 PT = 2.0 FTE) - Plan Examiner (1 FT = 1 FTE) - Property Site Inspector (1 PT =.5 FTE) FY 2017 Budget Employee Count FTE Full-Time Personnel Part-Time Total Employees/FTEs (FTE = Full-Time Equivalents) FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY17 Budgeted Full-Time Employees Planning Zoning / Inspection Total FT

142 DEPARTMENT OF PLANNING AND DEVELOPMENT DEPARTMENT OVERVIEW The Planning and Development Department administers codes associated with land development and structure safety. The Department is responsible for coordinating, reviewing and monitoring private and public developments, primarily through the interpretation and administration of the Zoning Code, Building Code, Electric Code, Plumbing Code, Subdivision Regulations Code, Stormwater Ordinance, Appearance Review Guidelines, and Sign Code. DEPARTMENT RESPONSIBILITIES The Department provides direct staff support to the Plan Commission, Zoning Board of Appeals, Architectural Review Commission, Historic Preservation Commission, and Building Board of Appeals. The Department's responsibilities extend to participation on the Boards of the Chamber of Commerce and the Alliance of Downtown Glen Ellyn. With 13.5 full-time equivalent employees, the Department coordinates the review and analysis of all development projects, maintains land use and building records, issues building permits, provides building inspections, enforces codes, conducts occupancy inspections, assigns fees and deposits, coordinates license agreements, registers contractors, prepares right-of-way vacations, monitors various escrow accounts, prepares and oversees annexations and annexation agreements, and assists in the preparation of long term plans and planning policies. Four primary consultants provide plan review services and inspections of elevator, plumbing, tree preservation, wetland, building and traffic plans as well as legal expertise and assistance on special projects. Department employees, consultants, and volunteer Boards and Commissions also provide recommendations to assist the Village Board in making decisions about developments and Village Codes. 2015/2016 HIGHLIGHTS This narrative looks at projects completed between September 1, 2015 and August 31, During this time period, the Village completed 3 annexations, and two associated annexation agreements. This is down from 8 annexations and 4 agreements in the previous year. The Village saw a slight decrease in the number of building permits issued compared to the previous year from 1,447 to 1,412. Building permit value decreased from the previous year by approximately 6% - from $52.42 million to $49.43 million. Single-family new construction building permits issued totaled 38 during 2015/2016, down from the previous year s 59. Permits for single-family alterations slightly decreased from 191 to 189 while the value increased from $9.29 million to $9.38 million. Permits issued for commercial alterations/additions increased from 70 to 71, with value increasing from $8.11 million to $10.08 million. Additionally, 1 new commercial construction project occurred with a value of $1.09 million. The Department expects an increase in permit review in the upcoming year as FY 2015/16. As always, the Department continued to address a number of other necessary special projects in addition to coordinating the review of various building activities in 2015/2016. The following are just some of the Department s highlights between September 1, 2015 and August 31, Daily Activities. From September 1, 2015 to August 31, 2016, more than 4,401 customers visited the Planning and Development Department counter. This number does not include other interactions such as inspections, meetings, telephone calls, and letters in response to other questions and requests. A total of 4,319 building, elevator, site and other inspections were conducted, and a total of 1,412 permits of all types were issued in 2015/2016. In addition, the Department 131

143 coordinated the review of 54 petitions or requests, predominantly related to zoning and/or development projects that were ultimately acted on by the Village Board. Code Enforcement. The Planning and Development Department began issuing citations in To date the Department has issued a total of 250 citations, with 17 being issued in 2015/2016. Two fines were assessed by the Circuit Court. Scanning Update. In the 2015/2016 budget year, the Department continued its efforts to scan records, which began in This past year building permit files/addresses (4,740 total pages), 35 commission files (5,308 total pages), 549 pages of general property files, 208 pages of business registrations and 793 pages of minutes from the Zoning Board of Appeals, Architectural Review Commission and Plan Commission were scanned in-house. A total of 172 building permit files and 13 commission files were also prepared for scanning by an outside company. In addition, the last of the scanned microfiche consisting of fire prevention, miscellaneous microfiche, and commission file packets for the ARC and Plan Commissions were scanned and are still in the process of being indexed. Since beginning these efforts in 2002, a total of 1,309 commission files, 17,222 building permit files, 96 years of general property files, and more than 84 years of Commission minutes have been scanned. With approximately 94 boxes still in the attic and numerous large plans that need to be scanned, this is an effort that will continue for many years. SeamlessDocs Update. SeamlessDocs is a software which allows PDF forms to be converted into fillable forms that can be electronically signed and submitted directly through the Village of Glen Ellyn website to the predetermined department. The Department is currently working with SeamlessDocs on resolving issues and creating a program that will allow PDF conversion to the TIFF format for downloading into our archival database OnBase. The Planning and Development Department plans to continue to work with SeamlessDocs throughout 2017 to integrate the software with the Village s programs. The Department hopes to roll out a new Contractor webpage along with Contractor Registration forms that will allow for on-line application, attachment and payment submittal. Once the Department, in coordination with the IT Department, troubleshoots any major issues other departments will be trained on the software and workflow. MUNIS Update. In the interest of customer service and transparency, the MUNIS Citizen Self Service project was created to provide a way for customers to view building permit information, schedule on-line inspections and eventually submit small building permit applications online. This project began with training in the MUNIS Permit and Code Enforcement module, on-site visits to other municipalities, and later, contractor questionnaires were prepared and analyzed. Several Munis Implementation training classes were attended by staff. Inspection Type coding has been revised and tested internally. Permit Project Types are currently being analyzed and updated to reflect changes/additions to each default category. The new version of Munis will go live in November and the Permit and Code Enforcement module is in the process of being tested for any processing issues. The Department plans to continue to work on the project throughout Public Notice Portal. The Village launched a Public Notice Portal on the Village Website for Planning & Development. In this portal, all public notices for upcoming commission meetings ZBA, Plan Commission, ARC, and HPC will be posted on an ongoing basis. Village employees will be able to direct customers to this webpage which will hopefully answer many of the questions the public might have once a public notice sign is posted on a property. A link to this portal is located on the Village s home page. 132

144 Interactive Map of Current Development Projects. The Planning & Development Department also launched an interactive development map on the Village website. Citizens now have access to up-to-date information regarding ongoing development projects in the Village of Glen Ellyn. Freedom of Information Requests. From September 1, 2015 to August 31, 2016, the Planning and Development Department processed 182 Freedom of Information (FOIA) requests resulting in over 6,369 pages of documents being identified, located and copied. The average number of pages per request was 35 pages, with an average turnaround time of five days per request (maximum of five days permitted by law). Historically, the Department only received a handful of FOIA requests each year. The number of requests received by the Department continues to increase, and responding to these requests is taking up an increasingly large percentage of Department staff time. Community Signage and Wayfinding Plan. In the spring of 2013, the Village entered into a contract with The Lakota Group and Western Remac for completion of a community wayfinding study. The goal of the project was to develop a more cohesive signage design for the community and to better direct pedestrians, motorists and cyclists to and within the downtown and the Village. Feedback regarding the signage design was collected from a public online survey, the Architectural Review Commission and a Village Board review. The Village approved the final signage and wayfinding plan on 3/21/16. Annexation Agreements. The Village entered into multiple annexation agreements between September 1, 2015 and August 31, Enclaves of Glen Oak Subdivision. On March 21, 2016, the Village Board approved an Ordinance approving an Amended and Restated Annexation and Development Agreement which authorized the annexation of property and a recapture agreement for the Enclaves of Glen Oak Subdivision to be Located at 21W576 Hill Avenue, 0N208 Cumnor Avenue, and 0N220 Cumnor Avenue. On August 15, 2016, the Village Board approved an amended Subdivision Plat for these properties and approved a pedestrian easement agreements for pathways to be constructed as a part of the Enclaves of Glen Oak Subdivision. 23W135 St. Charles Road. On April 11, 2016, the Village Board approved an Annexation Agreement and annexed the existing home at 23W135 St. Charles Road. 22W411 Ahlstrand Road. On August 15, 2016, the Village Board approved an Ordinance annexing 22W411 Ahlstrand Road. Code Amendments. FOG Ordinance. The Federal EPA has enacted legislation that prohibits pollutants in amounts which will cause obstructions within the public sewer system. Of great concern is how much fat, oil and grease (FOG) is released into the public sewer system by local food service establishments. We have been working with the Village of Lombard and the Glenbard Wastewater Authority (GWA) to draft an ordinance to propose greater restrictions on the discharge of FOG into the public sewer system. GWA treats wastewater from both Villages. Proposed amendments to the State Plumbing Code, and related to the sizing of grease interceptors, have been submitted to the State for their review and approval in advance of finalizing the ordinance. This ordinance was approved by the Building Board of 133

145 Appeals on September 1, 2016 and submitted to the Illinois Department of Public Health for review on September 20, Once approved, this ordinance will be reviewed by the Village Board of Trustees. IDNR (Watersense Program). Watersense is a program sponsored by the EPA designed to protect our water supply by promoting and enhancing the market for water efficient products. Once the Illinois Department of Public Health has approved the FOG Ordinance mentioned above, it will be submitted to the Illinois Department of Natural Resources (IDNR). After IDNR approval, the ordinance will be reviewed by the Village Board of Trustees. Local Plumbing Amendments. Amendments to the State Plumbing Code have been proposed which will provide a higher level of water conservation at car wash facilities, protect homes from sewer backups during times when the local sanitary sewers are heavily charged, help prevent public nuisances caused by sump pump discharge water flowing across public sidewalks, driveways and streets, and clarify requirements for the inspection of plumbing work. The proposed amendments were sent to the Illinois Department of Public Health for review on September 20, Once approved, this ordinance will be reviewed by the Village Board of Trustees. Downtown Fire Alarms. Staff is currently working on proposed amendments to the Fire Code in the C5A Central Business District. The proposed amendment would require automatic fire alarm systems in all buildings and give a 2-year grace period for compliance. 21W551 Bemis Road. On October 26, 2015, the Village Board approved an Ordinance Authorizing a First Amendment to the License Agreement with TowerCo to Allow the Replacement of the Monopole and to Allow TowerCo to Enter into a Sublease with Verizon Wireless at the Glenbard Wastewater Authority Plant. SIGNIFICANT DEVELOPMENT APPLICATIONS A number of significant development applications were reviewed from September 1, 2015 to August 31, Planning and Development Staff spends a significant amount of time working with the applicants to help make sure these projects come to fruition and that the review process is as expedient as possible. The following is a list of many of the requests considered. Lake Ellyn Boat House. On September 14, 2015, the Village Board approved an Ordinance granting exterior appearance approval of a proposed renovation to the Lake Ellyn Boat House. Spaulding Point Memorial. On September 14, 2015, the Village Board approved an Ordinance granting approval of zoning variations to accommodate a War Memorial at Spaulding Point located at 671 Crescent Boulevard. ComEd Tower. On September 28, 2015, the Village Board approved an Ordinance granting approval of a Special Use Permit for Commonwealth Edison to allow an antenna support structure that exceeds the maximum height permitted to be located at 260 Pennsylvania Avenue. 134

146 Enclaves of Glen Oak Subdivision. On March 21, 2016, the Village Board approved an Ordinance approving an Amended and Restated Annexation and Development Agreement which authorized the annexation of property and a recapture agreement for the enclaves of Glen Oak Subdivision to be Located at 21W576 Hill Avenue, 0N208 Cumnor Avenue, and 0N220 Cumnor Avenue. Additionally, the Village Board granted approval for a Preliminary Plat Subdivision, Subdivision Variations and Zoning Variations for the Enclaves of Glen Oak Subdivision. On August 15, 2016, the Village Board approved an amended Final Plat of Subdivision, Annexation Agreement, and pedestrian easement agreements for pathways to be constructed as a part of the Enclaves of Glen Oak Subdivision. JAYNE: 476 N. Main St. On September 28, 2015, the Village Board approved an Ordinance granting an exterior appearance approval for JAYNE, located at 476 N. Main Street. Community Signage & Wayfinding Plan. On March 21, 2016, the Village Board approved an Ordinance adopting a Community Signage and Wayfinding Plan for the Village of Glen Ellyn. Marche. On April 11, 2016, the Village Board approved a license agreement with Marche, located at 496 N. Main Street, to allow tables and chairs in the public right-of-way Roosevelt Road. On April 25, 2016, the Village Board approved Ordinances Amending Ordinance 6300 and Granting Approval of Amendments to the Planned Unit Development Plan for Roosevelt Road and granting a Special Use Permit and Exterior Appearance approval for 1100 Roosevelt Road to Accommodate a Gas Station and Convenience Store. Police Department. On May 23, 2016, the Village Board approved four Ordinances associated with the construction of the new Glen Ellyn Police Department. The Ordinances vacated portions of the Pershing Avenue, Wilson Avenue, Ellyn Avenue, Exmoor Avenue and Harding Avenue right-of-ways, approved a Zoning Map Amendment for the property, and granted approval of a Special Use Permit, Zoning Variations, Subdivision Variations and the Exterior Appearance for the new Police Station. Javi s Burritos. On June 20, 2016, the Village Board approved a license agreement with Javi s Burritos, located on 544 Crescent Boulevard, to allow tables and chairs in the public rightof-way. Ackerman Park Light Poles. On July 11, 2016, the Village Board approved an Ordinance granting approval of zoning variations for light poles at 800 St. Charles Road (Ackerman Park). Sunshine Dance Project Studio. On July 25, 2016, the Village Board approved an Ordinance granting a Special Use Permit to the Sunshine Dance Project Studio to allow a dance studio to be located at 515 Crescent Boulevard. 2015/2016 CONSTRUCTION PROJECT SUMMARY From September 1, 2015 to August 31, 2016, the Department coordinated the review of multiple building permits and conducted a variety of inspections. Below is a brief summary of the building permits and inspections that were reviewed and/or approved by the building division during 2015/

147 Residential Construction. From September 2015 thru August 2016, permits were issued for the construction of 38 new single-family residences and 189 additions or alterations to single-family homes. New residential construction decreased slightly from the past year and the number of residential alterations/additions were down by approximately 1% from the previous year. Revenue from new single-family residential construction decreased slightly by 25%, from $26.09 million to $19.61 million. Information about some of the larger residential construction projects that occurred in FY 2015/2016 is below. o 344 Pennsylvania Townhomes. New Leaf Development Company is in the process of constructing a 4-unit, attached single-family row home development at 344 Pennsylvania Avenue. The 3-story units will range in size between 2,290 to 2,659 square feet. Nonresidential Construction. A summary of some of the more significant non-residential construction activity that occurred in 2015/2016 is below. o o o o Memory Care Facility. A new memory care facility is under construction at 750 South Park Boulevard (formerly 2S678). The new facility will be a 46-unit/65-bed, 33,947 square foot complex. As part of the project, the 3.84 acre property has been annexed into Glen Ellyn. Police Station. The recently approved new police station is under construction at 65 South Park. The building will be 2 stories and 29,000 square feet. Lake Ellyn Boathouse. The Lake Ellyn Boathouse was restored to resemble its original architectural style. A flood wall between 2.5 and 3 feet in height will surround the boathouse and a trellis with photovoltaic panels is being constructed. 369 Roosevelt Road. A new commercial building was completed at 369 Roosevelt Road, the former location of Grandma Sally s restaurant. The building currently houses a mattress company with another space available. The building has a total of 6,800 square feet. o Dunkin Donuts. Two new Dunkin Donuts were opened in the Village. One is located at 530 Crescent Boulevard and the other at 1090 Roosevelt Road. Miscellaneous Construction Projects. Approximately 512 miscellaneous building permits were issued for residential and commercial properties. This includes driveway approaches, signs, sheds, decks, pools, fences, garages, sewer, water, electrical, plumbing, and miscellaneous projects. Demolition Permits. A total of 26 demolition permits were issued during 2015/2016, a majority of which were for single-family homes. 136

148 PETITIONS REVIEWED From September 1, 2015 to August 31, 2016, the Department coordinated the preparation of 59 requests that resulted in Ordinances or Resolutions that were acted on by the Village Board. This number does not include other inquiries or petitions that may have been withdrawn prior to reaching the Village Board or that have not yet been acted on by the Village Board. The table below indicates the type and number of petitions acted on by the Village Board over the past 5 years. PLANNING AND DEVELOPMENT DEPARTMENT Petitions considered by the Village Board /13-8/14 9/14-8/15 9/15-8/16 Annexations Annexation and/or Recapture Agreements Exterior Appearance Review² Planned Unit Developments Right-of-Way Vacations Sign Variations Special Use Permits Subdivisions Zoning Map Amendments Zoning Text Amendments Zoning Variations Miscellaneous TOTAL Number of total ordinances approved, many of which include multiple properties. 2 These Planned Unit Development Ordinances were amendments to previous Ordinances (Georgetown by the River and Roosevelt Road). 3 Includes Ordinances regarding Landmark Designations and License Agreements. 137

149 BUILDING PERMIT ACTIVITY The assistance to customers provided by staff is partially related to the number of building permits that pass through the Planning and Development Department each year. The following table summarizes building permit activity for the past 5 years. PLANNING AND DEVELOPMENT DEPARTMENT Building Permit Activity Total Building Permits Number 1 Estimated millions $ 2 Single Family Residences New Construction Estimated millions $ Alterations/Additions Estimated millions $ Multiple Family Residences Number of Buildings Number of Units Estimated millions $ Alterations/Additions Estimated millions $ /13-8/14 4 9/14-8/15 4 9/15-8/16 1,481 $ $ $5.54 1,535 $ $ $6.99 1,377 $ $ $ $ $ $ $ Detached Garages (by themselves) New Commercial New Construction Estimated millions $ Alterations/Additions Estimated millions $ $ $ $ $ $ $8.11 1,470 $ $ $ $ $7.52 Demolition Permits Issued Demolitions Permits Applied For Counter Customer Contacts 4,626 4,426 4,145 4, Contractors Registered FOIA Requests FOIA Pages Produced 4,700 7, ,793 6,369 Citations Issued Citation Fines Assessed $1,100 $550 $0 $1,000 $400 Pages Scanned 19,677 20,763 19,768 19,587 11,59 Inspections Building Elevator Site Complaints/Referrals Drainage Complaints TOTAL 3, ,016 3, ,177 3, ,970 3, ,098 3, , Represents all types of permits, including miscellaneous permits and demolitions, such as fences, which are not separately listed in this chart. There were 1,111 miscellaneous permits issued in 2014/ Estimated millions $ is the total of construction costs submitted by the applicant on the permit application and 2013 FY numbers are based on the calendar year, while 2014 through 2016 FY numbers were collected from September 1 through August 31 due to the budget transition from the calendar year to the fiscal year. 138

150 UPCOMING PROJECTS In addition to its daily activities, the Department plans to work on the following projects during CY2017. Sign Code Amendments. The Department will begin to review sign variances granted for signs since the new Sign Code was adopted in February 2014 to determine if the current standards in the Sign Code need to be adjusted. Lot Coverage Restrictions. Over the last decade the Department has seen a large increase in drainage complaints resulting from an increase in impervious surfaces being added to single-family residential lots. Staff will review the current lot coverage restrictions and research potential regulations addressing hard surface coverage to minimize future drainage issues. Comprehensive Plan Update. The Village s Comprehensive Plan was adopted in A Comprehensive Plan should be updated every 10 years. Staff has pursued grants for an update the Comprehensive Plan for the last several years but has not been successful. Staff will continue to research and pursue grants available. However, if a grant is not received next year, an update will be budgeted for CY2018. This project will require extensive staff time and multiple public meetings. Consolidated Refuse Enclosure Program. Staff is working on an innovative program to address the lack of adequate space for refuse containers within Shock s Parking Lot in the downtown. Several unscreened dumpsters, recycling containers and grease traps are located in the alleys surrounding this parking lot and have negatively impacted the area. A compactor has been proposed to replace the existing dumpsters located in this area to alleviate this problem. Unincorporated Zoning. Staff will be working with the Village s Plan Commission on determining appropriate zoning districts for remaining unincorporated areas within the Village s Planning jurisdiction. The focus will be on areas expected to be annexed in the next decade. This will assist developers who are interested in annexing and developing in unincorporated properties. Annexation Planning. Over the last few years the Village processed a high number of annexations. With the pace of annexations increasing in the last few years, staff is working on prioritizing current annexations as well as looking into the costs and benefits of entering into new agreements. The Department is anticipating working on the following annexations over the upcoming budget year: o Hill Avenue Annexations. Two of three annexation agreements on Hill Avenue were approved in The last remaining agreement is still in progress, but is expected to be completed in the near future. These agreements resulted from the negotiations with Lombard related to boundary line amendments and repairs to the Hill Avenue bridge. Once the last agreement is finalized, all properties can be annexed. With the annexation of this area, the Village will establish its first industrial zoning district. o Glenbard Wastewater Authority. The Village will begin working on the annexation of the Glenbard Wastewater Authority Facility at 21W551 Bemis now that the Village is contiguous with the property. The annexation is expected in early 2017 once GWA completes some existing projects that were permitted by Lombard. A strip of land will remain un-annexed so that the Village of Lombard remains contiguous with Western Acres golf course. 139

151 Development Projects. The Department anticipates working on the following potential development projects in CY 17, among others. o Opus Project. A mixed-use development is expected to be proposed at the location of the former Giesche Shoe store. The development will include a Village owned parking lot on Main Street. The current concept plan shows the project to be 5 stories with 123 one and two bedroom apartments as well as 7,040 square feet of retail space on the ground floor. o o o o Springbank McChesney Property. A mixed-use development may also be proposed along both sides of Crescent Boulevard consisting of 165 multi-family units and about 67,000 square feet of retail on the ground floor. 486 Pennsylvania Avenue. A brew pub has been proposed at the former Schmid s Pharmacy building and will feature rooftop dining. The building is proposed to undergo an interior and exterior renovation. Roosevelt Glen. Staff has been working with the developer of the Roosevelt Glen office complex. Phase I of the redevelopment includes a new Panera Bread with a drive-thru. A future phase may include a pharmacy. 825 N Main Street. A 12-pump gas station is proposed for 825 North Main Street by True North. The 1.35 acre development will include a 4,200 square foot convenience store. The Village owns the property and has actively sought to develop the site since Construction Projects. The Department anticipates the following approved projects will begin construction in the next fiscal year. o 799 Roosevelt Glen. Part of the Roosevelt Glen redevelopment, construction is anticipated to begin in 2017 for the Panera Bread drive-thru location. o 462 Prospect Avenue. This property will be renovated to accommodate Glen Ellyn Dentistry. 140

152 FUND: DEPARTMENT: GENERAL FUND PLANNING & DEVELOPMENT DEPARTMENT SUMMARY VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 126X00 PLANNING & DEVELOPMENT DEPARTMENT SUMMARY 126X SALARIES PENSIONABLE $ 715,356 $ 761,000 $ 761,000 $ 736,400 $ 780, % 126X SALARIES NON PENSIONABLE 110, , ,700 93, , % 126X OVERTIME 1, % 126X TEMPORARY HELP 3,636 5,000 5,000 5,000 5, % 126X FICA TAXES 60,223 68,100 68,100 60,300 67, % 126X IMRF EMPLOYER CONTRIBUTIONS 74,328 83,000 83,000 77,900 81, % 126X DUES SUBSCRIPTIONS REG FEES 2,631 5,000 5,000 5,000 5, % 126X EMPLOYEE EDUCATION 3,925 8,500 8,500 8,000 9, % 126X TRAVEL 1,592 2,000 2,000 2,500 3, % 126X LEGAL PROSECUTORIAL SERVICES % 126X BAD DEBT EXPENSE (1,470) % 126X PRINTING 6,337 8,000 8,000 8,000 8, % 126X PROFESSIONAL SERVICES PLANNING 7,571 5,000 5,000 10, % 126X PLUMBING INSPECTIONS 20,487 20,000 20,000 20,000 20, % 126X ELEVATOR INSPECTIONS 11,613 15,000 15,000 12,000 15, % 126X FORESTRY AND LANDSCAPING 24,649 25,000 25,000 25,000 25, % 126X BUILDING REVIEWS 67,292 65,000 65,000 60,000 65, % 126X STORMWATER ENGINEERING 9,853 3,000 3,000 3, % 126X PROFESSIONAL SERVICES OTHER (20,083) 5,000 5,000 6,402 5, % 126X TELECOMMUNICATIONS 2,129 3,500 3,500 3,000 4, % 126X OFFICE SUPPLIES 5,955 9,000 9,000 9,000 9, % 126X UNIFORMS % 126X COMPUTERIZED PERMIT PROGRAM 199 5,000 5,000 5,000 5, % 126X EQUIPMENT/CAPITAL OUTLAY 5,070 10,000 10,000 11,000 5, % 126X TRANSFER TO INSURANCE HEALTH 89, , , , , % 126X TRANSFER TO INSURANCE GEN 9,700 10,800 10,800 10,800 11, % 126X TRANSFER TO EQUIP FUND O&M 4,300 5,500 5,500 5,500 6, % 126X TRANSFER TO EQUIP FUND REPL 7,600 4,400 4,400 4, % TOTAL BUILDING $ 1,224,754 $ 1,346,200 $ 1,346,200 $ 1,277,502 $ 1,392, % 141

153 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: PLANNING % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD PLANNING SALARIES PENSIONABLE $ 353,480 $ 361,300 $ 361,300 $ 363,400 $ 379, % SALARIES NON PENSIONABLE 7,000 9, % TEMPORARY HELP 3,636 5,000 5,000 5,000 5, % FICA TAXES 25,384 28,100 28,100 26,000 28, % IMRF EMPLOYER CONTRIBUTIONS 36,728 39,700 39,700 38,600 39, % DUES SUBSCRIPTIONS REG FEES 2,149 2,000 2,000 2,000 2, % EMPLOYEE EDUCATION 2,526 4,000 4,000 4,000 5, % TRAVEL 1,592 1,500 1,500 2,500 2, % PRINTING 1,751 3,000 3,000 3,000 1, % PROFESSIONAL SERVICES PLANNING 7,571 5,000 5,000 10, % PROFESSIONAL SERVICES OTHER (20,083) 5,000 5,000 3,000 5, % TELECOMMUNICATIONS 820 3,500 3,500 1,500 2, % OFFICE SUPPLIES 3,223 6,000 6,000 6,000 4, % EQUIPMENT/CAPITAL OUTLAY 1,095 1, % TRANSFER TO INSURANCE HEALTH 39,140 40,300 40,300 41,900 49, % TRANSFER TO INSURANCE GEN 3,700 2,200 2,200 2,200 2, % TOTAL PLANNING $ 462,711 $ 506,600 $ 506,600 $ 507,100 $ 544, % 142

154 FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: PLANNING VILLAGE OF GLEN ELLYN PLANNING SALARIES PENSIONABLE 382,030 DIRECTOR 142,900 PLANNER 69,500 ADMINISTRATIVE SECRETARY 69,000 ADMINISTRATIVE ASST I 28,600 PLANNING INTERN 18,720 ASSOCIATE PLANNER 50, SALARIES NON PENSIONABLE 9,600 PLANNING INTERN 9, TEMPORARY HELP 5,000 HOURLY RATE FOR SECRETARY TO PREPARE 5,000 MINUTES FOR PLAN COMMISSION AND ZBA. ZBA PETITIONERS DO NOT REIMBURSE THE VILLAGE FOR MINUTES FICA TAXES 28, IMRF EMPLOYER CONTRIBUTIONS 39, DUES SUBSCRIPTIONS REG FEES 2,000 APA/AICP CERTIFICATION FEES FOR DIRECTOR 1,200 AND PLANNER SUBSCRIPTION TO PLANNERS ADVISORY SERVICE EMPLOYEE EDUCATION 5,000 NATIONAL APA CONFERENCE FOR DIRECTOR 2,000 STATE APA CONFERENCE FOR PLANNER AND 1,600 ASSOCIATE PLANNER VARIOUS SEMINARS FOR DIRECTOR AND PLANNER 1,400 TO MAINTAIN CERTIFICATIONS TRAVEL 2,500 REIMBURSEMENT OF TRAVEL EXPENSES FOR 2,500 PLANNING DIVISION STAFF 143

155 FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: PLANNING VILLAGE OF GLEN ELLYN PRINTING 1,000 PRINTING OF ZONING MAPS, PLATS, CODES, AND 1,000 PLANS. INCLUDES THE PUBLICATION OF PUBLIC NOTICES, RECORDING OF DOCUMENTS, AND FOIA'S PROFESSIONAL SERVICES PLANNING 10,000 A PORTION OF INTERNS SALARY TO PAY NIU 10,000 WHO PAYS THE INTERN PROFESSIONAL SERVICES OTHER 5,000 SCANNING OF BUILDING PERMIT AND 5,000 DEVELOPMENT FILES TELECOMMUNICATIONS 2,000 CELL PHONE COSTS FOR DIRECTOR AND 2 PLANNERS 2,000 THAT MUST BE AVAILABLE BY PHONE OFFICE SUPPLIES 4,000 MISCELLANEOUS OFFICE SUPPLIES FOR 4,000 PLANNING DIVISION TRANSFER TO INSURANCE HEALTH 49, TRANSFER TO INSURANCE GEN 2,300 TOTAL PLANNING 544,

156 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: BUILDING % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD BUILDING SALARIES PENSIONABLE $ 361,876 $ 399,700 $ 399,700 $ 373,000 $ 400, % SALARIES NON PENSIONABLE 110, , ,700 86, , % OVERTIME 1, % FICA TAXES 34,839 40,000 40,000 34,300 39, % IMRF EMPLOYER CONTRIBUTIONS 37,599 43,300 43,300 39,300 41, % DUES SUBSCRIPTIONS REG FEES 482 3,000 3,000 3,000 3, % EMPLOYEE EDUCATION 1,399 4,500 4,500 4,000 4, % TRAVEL % LEGAL PROSECUTORIAL SERVICES % BAD DEBT EXPENSE (1,470) % PRINTING 4,586 5,000 5,000 5,000 7, % PLUMBING INSPECTIONS 20,487 20,000 20,000 20,000 20, % ELEVATOR INSPECTIONS 11,613 15,000 15,000 12,000 15, % FORESTRY AND LANDSCAPING 24,649 25,000 25,000 25,000 25, % BUILDING REVIEWS 67,292 65,000 65,000 60,000 65, % STORMWATER ENGINEERING 716 3,000 3,000 3, % STORMWATER ENGINEERING POLIC 9, % PROFESSIONAL SERVICES OTHER 3, % TELECOMMUNICATIONS 1,309 1,500 2, % OFFICE SUPPLIES 2,732 3,000 3,000 3,000 5, % UNIFORMS % COMPUTERIZED PERMIT PROGRAM 199 5,000 5,000 5,000 5, % EQUIPMENT/CAPITAL OUTLAY 3,975 10,000 10,000 10,000 5, % TRANSFER TO INSURANCE HEALTH 50,643 61,400 61,400 64,300 76, % TRANSFER TO INSURANCE GEN 6,000 8,600 8,600 8,600 8, % TRANSFER TO EQUIP FUND O&M 4,300 5,500 5,500 5,500 6, % TRANSFER TO EQUIP FUND REPL 7,600 4,400 4,400 4, % TOTAL BUILDING $ 762,041 $ 839,600 $ 839,600 $ 770,402 $ 848, % 145

157 FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: BUILDING VILLAGE OF GLEN ELLYN BUILDING SALARIES PENSIONABLE 400,900 BUILDING AND ZONING OFFICIAL 112,600 STORMWATER ENGINEER 64,000 PLAN REVIEWER 75,800 BUILDING INSPECTORS (2) 148, SALARIES NON PENSIONABLE 112,900 PART TIME PROPERTY MAINTENANCE 25,700 INSPECTOR PERMIT CLERKS (4) 87, FICA TAXES 39, IMRF EMPLOYER CONTRIBUTIONS 41, DUES SUBSCRIPTIONS REG FEES 3,000 AIA CERTIFICATION RENEWAL FOR B&Z OFFICIAL 1,400 AND PLAN REVIEWER MEMBERSHIPS FOR ICC, NFPA, IAEI, AND, AACE 1, EMPLOYEE EDUCATION 4,500 ICC SEMINARS AND TRAININGS FOR 10 4,500 BUILDING DIVISION STAFF TO OBTAIN AND MAINTAIN BUILDING CODE CERTIFICATION TRAVEL 500 MISCELLANEOUS TRAVEL REIMBURSEMENT FOR 500 BUILDING DIVISION STAFF LEGAL PROSECUTORIAL SERVICES 500 EXPENSES FOR VILLAGE PROSECUTOR TO PROCESS 500 BUILDING AND ZONING CODE CITATIONS IN TRAFFIC COURT. TO BE ELIMINATED WITH ADMIN ADJUDICATION 146

158 FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: BUILDING VILLAGE OF GLEN ELLYN PRINTING 7,000 PRINTING OF INSPECTION FORMS, PERMIT, 7,000 TRACKING FORMS, PUBLICATION OF PUBLIC NOTICES AND FOIA REQUESTS PLUMBING INSPECTIONS 20,000 INSPECTIONS FOR ALL COMMERCIAL AND 20,000 RESIDENTIAL CONSTRUCTION PROJECTS AS REQUIRED BY LAW. EXPENSES ARE REIMBURSED THROUGH PERMIT FEES ELEVATOR INSPECTIONS 15,000 PAYMENT FOR LICENSED ELEVATOR INSPECTOR 15,000 TO PERFORM ANNUAL ELEVATOR INSPECTIONS FOR APPROX 100 ELEVATORS. COST REIMBURSED BY OWNERS FORESTRY AND LANDSCAPING 25,000 COSTS FOR A CONSULTING FORESTER TO 25,000 PERFORM PLAN REVIEWS AND INSPECTIONS OF TREE PRESERVATION PLANS. MOST EXPENSES REIMBURSED BY FEES/ESCROW BUILDING REVIEWS 65,000 EXPENSES FOR A CONSULTANT TO PERFORM 65,000 BUILDING PLAN REVIEWS OF NEW COMMERCIAL BUILDINGS AND RENOVATIONS. REIMBURSED THROUGH BP FEES STORMWATER ENGINEERING 3,000 EXPENSES FOR A WETLAND SPECIALIST FOR PROJECTS 3,000 NOT COVERED BY ESCROWS. ALSO COVERS SPECIAL PROJECTS TO ASSIST STORMWATER ENGINEER TELECOMMUNICATIONS 2,500 CELL PHONE COSTS FOR B&Z OFFICIAL AND 3 2,500 INSPECTORS THAT MUST BE AVAILABLE BY PHONE AT ALL TIMES 147

159 FUND: GENERAL FUND DEPARTMENT: PLANNING & DEVELOPMENT ORGANIZATION: BUILDING VILLAGE OF GLEN ELLYN OFFICE SUPPLIES 5,000 MISCELLANEOUS OFFICE SUPPLIES FOR BUILDING 5,000 DIVISION UNIFORMS 800 INSPECTOR ALLOCATION FOR EQUIPMENT AND 800 ACCESSORIES AS NEEDED COMPUTERIZED PERMIT PROGRAM 5,000 PREPARE AND LAUNCH NEW MUNIS CUSTOMER 5,000 SERVICE MODULE TO ALLOW CUSTOMERS TO ACCESS PERMIT INFO ON THE VILLAGE WEBSITE EQUIPMENT/CAPITAL OUTLAY 5,000 PURCHASE OF KNOX BOXES FOR FIRE COMPANY 5,000 THAT ARE REIMBURSED BY CUSTOMER PURCHASES TRANSFER TO INSURANCE HEALTH 76, TRANSFER TO INSURANCE GEN 8, TRANSFER TO EQUIP FUND O&M 6, TRANSFER TO EQUIP FUND REPL 400 TOTAL BUILDING 848,

160 VILLAGE OF GLEN ELLYN FISCAL YEAR 2017 ANNUAL BUDGET PERSONNEL SCHEDULE PLANNING & DEVELOPMENT DEPARTMENT FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Planning & Development Director FT U Building & Zoning Official FT P Planner with AICP Cert FT K Planner FT J 1.00 Associate Planner FT H 1.00 Plan Examiner FT J Building Inspector (2) FT J Administrative Assistant II FT F Engineer PT K Permit Clerk (4) PT D Property Site Inspector PT B Administrative Clerk II PT B 0.50 Administrative Assistant I 2 PT D Planning Intern (2) PT N/A TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions The salary range for the Building & Zoning Official was re classified from M to P in the FY16 Budget. 2 Position was re classified in SY '14 from Admin Clerk to Admin. Assist. * Information regarding salary ranges can be found in the appendix. 149

161 Table of Contents VI. POLICE DEPARTMENT Organizational Chart Police Department Narrative Police Department Budget

162 POLICE DEPARTMENT FISCAL YEAR 2017 Board of Fire & Police Commissioners (3) Police Chief Assistant Chief of Police Deputy Chief Administration Operations Investigations - Administrative Sergeant (1) - Records Supervisor (1) - Records Clerk (4 F.T. + 5 P.T. = 6.75 FTE) - Property Officer (1) - Administrative Secretary (1 P.T. = 0.60 FTE) - Police Sergeant (5) - Police Officer (25) - Community Service Officer (2 F.T. + 2 P.T. = 2.9 FTE) - Crossing Guards (7 locations)** - Police Sergeant (1) - Police Officer (4) - Investigative Aid (1 P.T. =.60 FTE) - High School Liaison Officer (1) Fiscal Year 2017 Budget Employee Count FTE Full Time Personnel Part-Time Personnel Total Employees / FTEs (FTE = Full-Time Equivalent) FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY17 Authorized Full-Time Employees Sworn Officers * Community Service Officers Other Civilian Total FT *Starting in FY13/14, reporting for Police Officers changed from number of positions authorized to number of positions funded in the current year budget. There are 43 sworn officer positions authorized. These positions would increase the number of full time personnel from 48 to 51. **Crossing guards are not included in Employee FTE or Count as they are considered temporary employees 150

163 GLEN ELLYN POLICE DEPARTMENT SYNOPSIS In February 1995, the Police Department began a series of meetings to draft a Statement of Purpose and a Statement of Values. Five months later, the final version was presented to the whole department for approval. The process was open to all members of the department both sworn and civilian. Statement of Purpose The purpose of the Glen Ellyn Police Department is to keep the peace and maintain order in Glen Ellyn; to safeguard the community and prevent crime; to uphold the law and bring to justice those who break the law; to help the public, educate the community and encourage compliance with the law; and in fulfilling this purpose to exercise appropriate discretion and sound judgment based on the best interests of the community. Statement of Values The Glen Ellyn Police Department and its members honor these values: In all that we do, we must be honest and ethical; be reliable and trustworthy; be committed to excellence; and seek to be more effective through continued growth and learning. In serving the community, we must treat all people fairly, with respect and without prejudice; be prepared and vigilant; respond immediately when we are needed; be approachable and open but respect confidentiality; work with the community to maintain community values; strive to keep problems from arising and resolve situations without worsening them; and observe high standards of behavior. As members of the department, we value one another's contributions and need to work together and support one another. 151

164 Staff The Police Department is authorized FTE employees in the FY17 budget. Of this number, 31 positions are police officers, 10 are police supervisors and the remaining are civilian employees eight of whom are full time. Civilian employees include Community Service Officers, records personnel, and aides in Investigations and property control. Not all authorized positions are staffed. For example, in FY 12/13 four police officer positions were not filled due to budgetary constraints and remain vacant. In FY16 an additional police officer position was not filled for the majority of the year. Recruits in the academy and officers in field training do not count toward daily staffing requirements. Sometimes during FY16, the patrol division experienced a 20% in staffing. Full-time Police Department personnel work 40-hours per week. Police services, including records and clerical operations, are provided around the clock every day of the year. Sworn officers are hired and promoted up to the rank of Sergeant through and under the direction of the Glen Ellyn Board of Fire and Police Commissioners. This is a threemember group of community volunteers appointed by the Village Board for three-year terms. They serve without pay and are responsible for conducting entrance and promotional examinations for police officer and sergeant positions. In order to become a police officer in the Police Department, an applicant must pass a written examination, physical agility examination and a personality profile examination. Candidates also undergo a polygraph examination, a comprehensive background investigation, and interviews with both a psychologist and the members of the Board of Fire and Police Commissioners. The names of candidates who pass all of these tests are placed on an eligibility list, which remains valid for two years. In 1999, the Board of Fire and Police Commissioners authorized a team of police officers and civilian police employees to conduct the entire testing process in Glen Ellyn and again at Western Illinois University in Macomb, IL. This was a remarkable event. It was the first time the process was conducted away from Glen Ellyn, and it yielded the most productive police officer eligibility list in more than five years. This has continued since its inception and has included testing at other Universities as circumstances permit. After being hired, police officers spend about 24 months on probation. They are immediately sent to a 12-week basic law enforcement course. This course is available from a number of training agencies within the State of Illinois. However, we typically send officers to the Police Training Institute at the University of Illinois in Champaign. This academy provides the best all-around education available. After graduation from this basic 480-hour course, which is both practical and academic, the officer returns for sixteen weeks of field training with Department training officers. During this period the officer is evaluated and if he or she has performed satisfactorily, is allowed to work on his or her own during the balance of their probation (approximately one and one half years). The Department takes the probationary period for Police Officers very seriously. This is the time to decide whether a new officer s performance really matches the needs of the Department and the community. Throughout probation, the officer's performance is continually evaluated and a 152

165 decision is made whether to retain the officer. Since 2001 the Department has hired 61 Police Officers. As of January of 2016, twenty two (36%) of those officers did not satisfactorily complete the probationary phase of employment. While some may choose to leave because they chose the wrong career, most are asked to leave because of a failure to meet our standards. Assuming an officer completes probation, we expect it to take an average of about three years for a sworn officer to have sufficient skills through training and experience to be able to perform their duties with minimal supervision. New Police Facility In 2008, the Police Department began to undertake the process of a space needs analysis to the need for additional room. The architectural firm of Dewberry and Associates completed the study and determined the current police square footage of approximately 11,000 square feet should be closer to 43,000sf, based on community, activity and other factors. We then explored the feasibility of several options, including adding to the existing Civic Center, building new around the Civic Center and exploring alternative sites for a police facility. In 2015, the Village Board approved the sale of bonds to pay for among other capital expenses, a new police facility at Pan Fish Park. Programming work was completed with reductions to approximately 29,000 square feet in order to meet the budget set by the Village Board. Construction began in July 2016 and occupancy is expected in early August of Activity During calendar 2015, the Glen Ellyn Police Department handled 38,640 incidents of various kinds; an average of 106 incidents per day (compared to an average of 109 in 2010, 105 in 2011, 104 in 2012, 101 in 2013 and 108 in 2014). Incidents include both selfinitiated activity (an Officer observes something while on patrol and takes action) and complaints (an Officer is called to a scene and takes action). This drop in activity is likely associated with reduced staff. Typically, about 55 60% of patrol activity is self-initiated. The Department investigated 99 against persons, (which include homicide, assault, battery, robbery, sex and child endangerment crimes) and 892 crimes against property, (which include burglary, theft, criminal damage/trespass, narcotics and deceptive practices). The following table compares calendar 2015 total activity with previous years: Year 36,415 36,519 40,358 39,630 38,329 37,879 36,960 39,699 38,640 Total Incidents 153

166 The Chart below shows a categorical separation of calendar year 2015 activity. 39% 39% 5% 6% 2% 2% 3% 2% 1% 0% 1% General Police Service Activities 15,045 39% Traffic Enforcement Contacts 14,948 39% Traffic Services including Accidents 1,757 5% Quasi and Non Criminal Services 2,356 6% Burglar and Hold up Alarms 967 3% Crimes against Property 892 2% Suspicious Noises and Persons 1,005 3% Suspicious Autos 907 2% Domestic Disturbances 245 1% Animal Calls 419 1% Crimes against Persons 99 <1% General police services (15,045 39%) includes approximately 65 types of activities such as calls for people who have locked their keys in their car, building checks (primarily an overnight activity), assistance to other agencies (i.e. the Fire Company, ambulance, other police departments, County Sheriff, etc.), foot patrols and all of the other routine and extraordinary functions performed day-to-day. Quasi-criminal and non-criminal services (2,356 6%) include improper parking, juvenile problems, liquor complaints, disorderly conduct, investigating calls, suspicious circumstances, death investigations, weapon investigations and more. Crossing Guards The Police Department is responsible for staffing 7 school crossings within the Village. Civilian school crossing guards are paid on a daily-rate basis. Parking Control Another associated responsibility of the Police Department is that of parking control within the Central Business District. During calendar year 2015, 7,993 parking tickets were issued throughout the Village, with approximately 52% issued as a result of the parking control program within the Central Business District. Due to the high number of tickets issued each year, the fine structure was increased in May 2010 as a deterrent to parking offenders, especially repeat offenders in the CBD. The focus of our parking control program in the Central Business District is to provide as much convenient on-street and lot parking for customers visiting the Central Business District as possible. To accomplish this, we encourage business owners and their employees to park off of the street and in designated lots and discourage commuters from parking in the Central Business District, other than in designated commuter locations. 154

167 DuCOMM We receive our public safety communication services through DuCOMM, which is a central communication organization comprised of 22 member municipal police departments and 22 member municipal fire departments or independent fire protection districts in DuPage County. Our Department has been a member of DuCOMM since its formation in DuCOMM is mostly funded by each member s annual contribution. For police, the formula for this contribution is based on the number of officers. The Glen Ellyn Police presently receive all communication and communication staff services from DuCOMM for which we will pay $477,000 this year. They answer all Glen Ellyn calls and dispatch our officers, paramedics and Volunteer Fire Department. In calendar year 2015, DuCOMM handled 40,689 Glen Ellyn police dispatches, which includes calls for service and administrative duties and reflects a 7% decrease from In recent years, Glen Ellyn and several other communities have maintained a cooperative arrangement with DuCOMM and the Emergency Telephone System Board (ETSB) to enhance DuCOMM s level of service by integrating data between the Computer-Aided Dispatch system and the Records Management system. In January 2004, the ETSB approved a contract valued at over $1,300,000 that provides RMS services to our Police Department and all other DuPage County municipalities. Annual maintenance costs are paid to the ETSB for on-going technical support. This package enables us to perform wireless, paperless, in-car reporting which results in substantial man-hour savings. In 2016, the Board of Trustees approved a Letter of Intent to participate in a new county-wide RMS integrated system. Implementation of the new system is expected to occur in late 2018 Children Center Beginning in FY 86/87, the Village provided funds that allowed our Department to participate in the DuPage County State's Attorney's Children Center. This is a specially created, cooperative investigative unit, which handles sexual abuse crimes against children. The Children Center began operations on March 2, In 2015, the Children Center initiated 448 cases, of which 15 happened in Glen Ellyn. Glen Ellyn s financial contribution to the Center is $4,000 per year. We look forward to our continued participation as it results in greater staffing efficiency and reduced victim trauma. In addition, they routinely assist our Department in conducting victim-sensitive interviews related to other, nonqualifying cases. DARE/ School Safety Officer Beginning in 1992, we began teaching the DARE Program (Drug Abuse Resistance Education) for the fifth grade classes in School District 41. In 1995, we included St. James and St. Petronille School. Additionally, we teach the program in all four School District 41 elementary schools, and at Park View Elementary School (District 89). In 1994, we began teaching the Junior High School DARE program. In 2004, the State of Illinois stopped supporting DARE and its training due to financial reasons. Glen Ellyn has restructured our program and continued to provide this exceptional program to all fifth grade students attending both public and private schools within the community. In the school year, over 550 fifth grade students will participate in the elementary school DARE program and the alternative Too Good for Drugs program (District 89). We anticipate our DARE officers will spend over 1,000 hours in classroom teaching and preparation. 155

168 The fifth grade DARE and Too Good for Drugs programs last 12 weeks and involve a one-hour class presentation per week for each fifth grade class. The DARE curriculum was modified in 1995 to include violence resistance components. In 2007, we included a bullying presentation and an additional update began in the fall of The DARE program helps to satisfy the Illinois State Board of Education's fundamental requirements for health education and drug prevention. The unique aspect of DARE, which sets it apart from other school based drug education programs, is the fact that its curriculum is delivered by a uniformed police officer and not by a classroom teacher (which is a considerable benefit to both the student and the officer). The long-term goals of DARE include: A reduction in the supply of controlled substances as a result of reduced demand Violence resistance education including bullying A more positive identification of police officers by children Improved decision making in all life situations An overall reduction in criminality High School Liaison Beginning in school year 1996/97, we dedicated a police officer to serve as a full-time liaison for Glenbard West High School. The officer received special training including certification as a Juvenile Officer. The High School provides an office and secretarial services and, through an intergovernmental agreement, pays about 77% of the salary and related costs of our officer. This program has received very positive feedback from the school and community. In 2001, 2006, 2008 and 2009, we replaced the officer in this assignment to keep the perspective fresh and provide different opportunities within the Department. We expect this assignment to rotate among qualified officers about every 3 or 4 years. A new officer was assigned to the position for the school year. Senior Citizens Police Academy In 2007, we held a Seniors Police Academy with 25 senior citizens that lasted seven weeks. The Academy provided community members an opportunity to learn about the job of a police officer in their community. Through various guest speakers and meeting locations, they also gained insight into other areas such as: Village government, DuCOMM, Public Works and the Volunteer Fire Company. The graduates were overwhelmingly positive in their feedback concerning this experience. We held two sessions in 2008, 2009, 2010, and 2011 and one in 2013, 2014 and 2015, bringing our total number of graduates to 270. As part of the Senior Academy Alumni Program, U.S. Congressman Peter Roskam, Secretary of State Jessie White and Illinois Attorney General Lisa Madigan have spoken to our graduates and other residents at the Civic Center. We hope that these type of programs will continue to generate interest in other Department programs and result in establishing a corps of Police Department volunteers who can spend some time assisting us with various tasks. 156

169 Junior Police Academy In 2015, the Police Department completed the first annual Glen Ellyn Junior Police Academy, and the Department concluded its second Junior Police Academy in July This year s week long session had 16 participants comprised of middle school students entering 7 th or 8 th grade for the 2016 school year. The students met each day from 9:00 until noon. Instruction included traffic stops, crime scene processing, court process, and more. Tours included DuPage County Jail, and a court room where they visited with a Judge. Coffee with the Cops In December 2007, the Police Department began a new public outreach initiative dubbed Coffee with the Cops. On the first Saturday morning of each month, the Chief of Police hosts interested residents. Participants can talk about neighborhood issues such as traffic or parking; seek information on various police programs and learn about specific police duties and responsibilities, such as investigations, traffic reconstruction, evidence collections, etc. This popular forum allows residents and guests another opportunity to interact with law enforcement personnel in a non-enforcement environment. Administrative Adjudication In January 2012, The Village began Administrative Adjudication hearings for certain types of petty offenses, particularly parking tickets. The hearings are held in the evening on the third Wednesday of the month at the Civic Center. This is a more convenient option for people wishing to challenge a ticket before a hearing officer, rather than going to a daytime court proceeding Fine Revenue $6,980 $8,785 $13,865 $13,020 Hearing Officer $4,477 $3,352 $3,275 $1, Expenses Net Revenue $2,503 $5,433 $10,590 $11,

170 FUND: DEPARTMENT: VILLAGE OF GLEN ELLYN GENERAL FUND POLICE DEPARTMENT SUMMARY % CHG 2016 ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD SALARIES NON SWORN PENSIONABLE $ 580,149 $ 613,550 $ 613,550 $ 610,000 $ 627, % SALARIES SWORN 3,512,172 3,725,774 3,725,774 3,620,000 3,742, % SALARIES NON PENSION 88, , ,425 92, , % SALARIES CROSSING GUARD 35,703 40,000 40,000 37,000 40, % POLICE OVERTIME 382, , , , , % FICA TAXES 107, , , , , % IMRF EMPLOYER CONTRIBUTION 62,108 66,200 66,200 64,400 65, % CONTRIBUTION GE FAMILY 25,000 25,000 25,000 25,000 25, % DUES SUBSCRIPTIONS REG 17,445 16,000 16,000 16,900 22, % RECRUITING AND TESTING (2,970) 0.0% EMPLOYEE EDUCATION 21,200 40,000 40,000 30,500 40, % TRAVEL 5,341 9,000 9,000 10,000 9, % LEGAL PROSECUTORIAL (7,051) 0.0% PRINTING 6,295 10,000 10,000 8,000 10, % DU COMM 418, , , , , % GENERAL SERVICES 1, % FED DRUG FORFEITURE EX 10,179 20, % STATE DRUG FORFEITURE 1,369 4, % DARE PROGRAM EXPENSES 2, , % IMPOUND FEES 4,405 6,000 6,000 5,500 6, % SEIZED PROPERTY EXPENSE 9, % MAINTENANCE EQUIPMENT 11,114 21,400 21,400 20,400 26, % PROFESSIONAL SERVICES 30,733 35,000 35,000 35,000 35, % TELECOMMUNICATIONS 25,730 25,500 25,500 22,400 25, % OFFICE SUPPLIES 6,891 10,000 10,000 7,700 10, % OPERATING SUPPLIES 46,763 50,050 50,050 44,000 51, % UNIFORMS 34,713 33,150 33,150 32,200 33, % EQUIPMENT/CAPITAL OUTLAY 29,200 31,200 31,000 63, % TRANSFER TO CAPITAL PROJECTS FUND 300, % TRANSFER TO INSURANCE HEALTH 586, , , , , % TRANSFER TO INSURANCE GENERAL 124, , , , , % TRANSFER TO EQUIP FUND O&M 272, , , , , % TRANSFER TO EQUIP FUND REPLACEMENT 142, , , , , % TRANSFER TO POLICE PENSION FUND 1,153,000 1,292,000 1,692,000 1,692,000 1,613, % TOTAL POLICE $ 7,714,753 $ 8,205,153 $ 8,607,153 $ 8,470,200 $ 8,896, % 158

171 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE ADMINISTRATION % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD POLICE ADMINISTRATION SALARIES PENSIONABLE $ 424,655 $ 455,550 $ 455,550 $ 450,000 $ 463, % SALARIES POLICE FT 372, , , , , % SALARIES NON PENSIONABLE 65,848 82,725 82,725 70,000 81, % POLICE OVERTIME 14,865 8,599 8,599 15,000 8, % FICA TAXES 42,355 47,000 47,000 43,000 46, % IMRF EMPLOYER CONTRIBUTIONS 45,311 49,200 49,200 47,000 48, % DUES SUBSCRIPTIONS REG FEES 7,622 8,800 8,800 9,000 13, % RECRUITING AND TESTING (2,970) 0.0% EMPLOYEE EDUCATION 2,119 13,000 13,000 8,000 13, % TRAVEL 988 6,100 6,100 5,000 6, % LEGAL PROSECUTORIAL SERVICES (7,051) 0.0% PRINTING 1,217 1,900 1,900 1,500 1, % DU COMM 32, % SEIZED PROPERTY EXPENSES 2, % MAINTENANCE EQUIPMENT 286 1,400 1,400 1,400 1, % PROFESSIONAL SERVICES OTHER 4,163 5,000 5,000 5,000 5, % TELECOMMUNICATIONS 1,132 1,800 1,800 1,000 1, % OFFICE SUPPLIES 1,764 2,500 2,500 2,500 2, % OPERATING SUPPLIES 16,341 11,250 11,250 12,000 11, % UNIFORMS 2,878 1,750 1,750 3,200 1, % TRANSFER TO INSURANCE HEALTH 106, , ,700 98, , % TRANSFER TO INSURANCE GEN 14,900 11,700 11,700 11,700 13, % TRANSFER TO EQUIP FUND O&M 92,600 24,500 24,500 24,500 25, % TRANSFER TO EQUIP FUND REPL 48,400 5,200 5,200 5,200 13, % TRANSFER TO POLICE PENSION 86, , , , , % TOTAL POLICE ADMINISTRATION $ 1,377,264 $ 1,383,175 $ 1,423,175 $ 1,366,200 $ 1,422, % 159

172 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE ADMINISTRATION VILLAGE OF GLEN ELLYN POLICE ADMINISTRATION SALARIES PENSIONABLE 463,151 EVIDENCE CUSTODIAN 66,900 RECORDS F/T CLERK (4) 214,200 RECORDS SUPERVISOR 91,550 RECORDS CLERK PART TIME IMRF (2) 45,001 ADMINISTRATIVE ASSISTANT TO THE CHIEF 45, SALARIES POLICE FT 392,841 SERGEANT ADMINISTRATION 116,041 CHIEF OF POLICE 148,300 DEPUTY CHIEF OF POLICE ADMINISTRATION 128, SALARIES NON PENSIONABLE 81,599 COMMUNITY SERVICE OFFICER 18,899 FINGERPRINTING RECORDS CLERK PART TIME (3) 62, POLICE OVERTIME 8,645 COURT STAND BY PAY 1,645 HOLIDAY PAY RECORDS CLERKS 7, FICA TAXES 46, IMRF EMPLOYER CONTRIBUTIONS 48, DUES SUBSCRIPTIONS REG FEES 13,800 COVERS ASSOCIATION MEMBERSHIPS 13,800 LEXIPOL, RMS CONNECTIVITY EMPLOYEE EDUCATION 13, TRAVEL 6, PRINTING 1, MAINTENANCE EQUIPMENT 1, PROFESSIONAL SERVICES OTHER 5, TELECOMMUNICATIONS 1, OFFICE SUPPLIES 2, OPERATING SUPPLIES 11, UNIFORMS 1, TRANSFER TO INSURANCE HEALTH 105,300 HEALTH INSURANCE CONTRIBUTION 105,

173 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE ADMINISTRATION VILLAGE OF GLEN ELLYN TRANSFER TO INSURANCE GEN 13,100 GENERAL INSURANCE TRANSFER 13, TRANSFER TO EQUIP FUND O&M 25,600 TRANSFER TO EQUIPMENT SERVICES FOR O&M 25, TRANSFER TO EQUIP FUND REPL 13,900 TRANSFER TO EQUIPMENT SERVICES 13,900 VEHICLE REPLACEMENT TRANSFER TO POLICE PENSION 166,000 ANNUAL CONTRIBUTION TO THE POLICE 166,000 PENSION FUND TOTAL POLICE ADMINISTRATION 1,422,

174 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE OPERATIONS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD POLICE OPERATIONS SALARIES PENSIONABLE $ 121,838 $ 120,900 $ 120,900 $ 122,700 $ 122, % SALARIES POLICE FT 2,583,397 2,763,289 2,763,289 2,680,000 2,747, % SALARIES NON PENSIONABLE 22,345 22,700 22,700 22,700 22, % SALARIES CROSSING GUARDS 35,703 40,000 40,000 37,000 40, % POLICE OVERTIME 280, , , , , % FICA TAXES 53,764 54,000 54,000 54,500 53, % IMRF EMPLOYER CONTRIBUTIONS 13,169 13,000 13,000 13,600 13, % CONTRIBUTION GE FAMILY COUNS 25,000 25,000 25,000 25,000 25, % DUES SUBSCRIPTIONS REG FEES 3,788 4,000 4,000 3,400 4, % EMPLOYEE EDUCATION 16,262 21,900 21,900 19,000 21, % TRAVEL 3,823 1,300 1,300 4,000 1, % PRINTING 5,078 7,200 7,200 6,000 7, % DU COMM 320, , , , , % GENERAL SERVICES 1, % FED DRUG FORFEITURE EXPENSES 7,358 20, % DARE PROGRAM EXPENSES 2, , % IMPOUND FEES 4,405 6,000 6,000 5,500 6, % SEIZED PROPERTY EXPENSES 6, % MAINTENANCE EQUIPMENT 10,570 14,200 14,200 17,000 19, % PROFESSIONAL SERVICES OTHER 26,090 25,400 25,400 25,400 25, % TELECOMMUNICATIONS 22,352 19,400 19,400 19,400 19, % OFFICE SUPPLIES 3,734 6,300 6,300 4,000 6, % OPERATING SUPPLIES 28,050 33,600 33,600 30,000 35, % UNIFORMS 29,780 30,000 30,000 25,000 30, % EQUIPMENT/CAPITAL OUTLAY 29,200 31,200 31,000 63, % TRANSFER TO CPF 300, % TRANSFER TO INSURANCE HEALTH 413, , , , , % TRANSFER TO INSURANCE GEN 85,600 96,900 96,900 96,900 93, % TRANSFER TO EQUIP FUND O&M 152, , , , , % TRANSFER TO EQUIP FUND REPL 79, , , , , % TRANSFER TO POLICE PENSION 893, ,200 1,261,200 1,261,200 1,196, % TOTAL POLICE OPERATIONS $ 5,254,100 $ 5,737,679 $ 6,039,679 $ 5,964,900 $ 6,304, % 162

175 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE OPERATIONS VILLAGE OF GLEN ELLYN POLICE OPERATIONS SALARIES PENSIONABLE 122,000 COMMUNITY SERVICE OFFICER FULL TIME 2 122, SALARIES POLICE FT 2,747,743 PATROL OFFICER NEW HIRE (4) 237,092 PATROL OFFICER STEP 1 (2) 125,317 PATROL OFFICER STEP 3 (1) 70,220 PATROL OFFICER STEP 4 (2) 150,766 PATROL OFFICER STEP 5 (1) 80,652 PATROL OFFICER STEP 6 (1) 85,864 PATROL OFFICER STEP 8 (2) 185,706 PATROL OFFICER STEP 9 (12) 1,133,945 SERGEANTS (5) 542,981 ASSISTANT CHIEF OF POLICE 135, SALARIES NON PENSIONABLE 22,200 COMMUNITY SERVICE OFFICER PART TIME (1) 22, SALARIES CROSSING GUARDS 40,000 CROSSING GUARDS 7 FULL TIME, 2 40,000 SUBSTITUTES POLICE OVERTIME 275,421 COURT TRAFFIC, SUMMARY SUSPENSION 58,063 AND DUI/CRIMINAL COURT STAND BY PAY CONTRACTUAL 37,780 OBLIGATION EXTRA SHIFT 10,000 EXTRA DUTY/SCHOOL ACTIVITIES 5,000 REIMBURSED THROUGH CONTRACTUAL HIRE BACK TRAINING 2,000 MISCELLANEOUS SPECIAL EVENTS 5,000 UNEXPECTED CASES, SHIFT HANGOVER AND VACANCIES OFFICER IN CHARGE COMPENSATION 5,500 FIELD TRAINING OFFICER COMPENSATION 19,453 TACTICAL PATROL INCIDENTS 5,000 HOLIDAY PAY 127, FICA TAXES 53, IMRF EMPLOYER CONTRIBUTIONS 13, CONTRIBUTION GE FAMILY COUNSELING 25,

176 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE OPERATIONS VILLAGE OF GLEN ELLYN DUES SUBSCRIPTIONS REG FEES 4,000 ORGANIZATION MEMBERSHIPS, LANGUAGE LINE 4,000 LESO, ETC EMPLOYEE EDUCATION 21,900 ACCOUNTED FOR NEW STATE TRAINING 21,900 REQUIREMENTS TRAVEL 1, PRINTING 7,200 NEW LEGISLATION REQUIRING RECEIPT 7,200 ISSUANCE DU COMM 477, DARE PROGRAM EXPENSES IMPOUND FEES 6, MAINTENANCE EQUIPMENT 19,200 ANNUAL MAINT FEES INCLUDING LIVESCAN 19,200 NETRMS, ETSB, TASER, ETC PROFESSIONAL SERVICES OTHER 25,400 SERVICES SUCH AS DUMEG 25, TELECOMMUNICATIONS 19, OFFICE SUPPLIES 6, OPERATING SUPPLIES 35,100 COMMODITIES SUCH AS AMMUNITION AND 35,100 GENERAL OPERATIONAL SUPPLIES, NARCAN SUPPLIES UNIFORMS 30, EQUIPMENT/CAPITAL OUTLAY 63,000 PORTION OF REPLACEMENT SQUAD CAR COMPUTERS 25,000 ($30K IN 2016 AND $25K IN 2017) REPLACE BALLISTIC HELMETS 21,000 REPLACEMENT MICROFILM READER 12,000 SUBSCRIPTION TO NVLS 5, TRANSFER TO CAPITAL PROJECTS FUND 300,000 TRANSFER FORFEITURE DOLLARS TO CPF FOR 300,000 POLICE STATION PROJECT 164

177 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE OPERATIONS VILLAGE OF GLEN ELLYN TRANSFER TO INSURANCE HEALTH 428,200 HEALTH INSURANCE CONTRIBUTION 428, TRANSFER TO INSURANCE GEN 93,600 GENERAL INSURANCE TRANSFER 93, TRANSFER TO EQUIP FUND O&M 169,100 TRANSFER TO EQUIPMENT SERVICES FOR O&M 169, TRANSFER TO EQUIP FUND REPL 103,100 TRANSFER TO EQUIPMENT SERVICES 103,100 VEHICLE REPLACEMENT TRANSFER TO POLICE PENSION 1,196,300 ANNUAL CONTRIBUTION TO THE POLICE 1,196,300 PENSION FUND TOTAL POLICE OPERATIONS 6,304,

178 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE INVESTIGATIONS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD POLICE INVESTIGATIONS SALARIES PENSIONABLE $ 33,656 $ 37,100 $ 37,100 $ 37,300 $ 42, % SALARIES POLICE FT 556, , , , , % POLICE OVERTIME 86,658 50,015 50,015 75,000 51, % FICA TAXES 11,624 11,000 11,000 11,600 12, % IMRF EMPLOYER CONTRIBUTIONS 3,628 4,000 4,000 3,800 4, % DUES SUBSCRIPTIONS REG FEES 6,035 3,200 3,200 4,500 5, % EMPLOYEE EDUCATION 2,819 5,100 5,100 3,500 5, % TRAVEL 530 1,600 1,600 1,000 1, % PRINTING % DU COMM 64, % FED DRUG FORFEITURE EXPENSES 2, % STATE DRUG FORFEITURE EXPENSES 1,369 4, % SEIZED PROPERTY EXPENSES % MAINTENANCE EQUIPMENT 258 5,800 5,800 2,000 5, % PROFESSIONAL SERVICES OTHER 480 4,600 4,600 4,600 4, % TELECOMMUNICATIONS 2,246 4,300 4,300 2,000 4, % OFFICE SUPPLIES 1,394 1,200 1,200 1,200 1, % OPERATING SUPPLIES 2,372 5,200 5,200 2,000 5, % UNIFORMS 2,055 1,400 1,400 4,000 1, % TRANSFER TO INSURANCE HEALTH 66,150 72,900 72,900 64,200 71, % TRANSFER TO INSURANCE GEN 23,600 18,300 18,300 18,300 20, % TRANSFER TO EQUIP FUND O&M 27,300 58,900 58,900 58,900 61, % TRANSFER TO EQUIP FUND REPL 14,200 22,000 22,000 22,000 17, % TRANSFER TO POLICE PENSION 172, , , , , % TOTAL POLICE INVESTIGATIONS $ 1,083,389 $ 1,084,299 $ 1,144,299 $ 1,139,100 $ 1,168, % 166

179 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE INVESTIGATIONS VILLAGE OF GLEN ELLYN POLICE INVESTIGATIONS SALARIES PENSIONABLE 42,700 INVESTIGATIVE AID PART TIME 42, SALARIES POLICE FT 601,954 DETECTIVE STEP 9 (3) 283,718 SCHOOL RESOURCE OFFICER (1) 94,350 DETECTIVE STEP 9 ON LOAN TO DEA 107,857 SERGEANT INVESTIGATIONS 116, POLICE OVERTIME 51,534 TRAFFIC COURT 8,192 COURT STAND BY PAY 8,500 TRAINING 2,000 MISCELLANEOUS UNEXPECTED CASES 3,000 VACANCIES, SHIFT HANGOVER STIPEND FOR DETECTIVES 6,000 HOLIDAY PAY 23, FICA TAXES 12, IMRF EMPLOYER CONTRIBUTIONS 4, DUES SUBSCRIPTIONS REG FEES 5,000 LEADS ONLINE, COVERT TRACKING, EVIDENCE 5,000 SOFTWARE UPDATE EMPLOYEE EDUCATION 5,100 NEW LEGISLATIVE TRAINING REQUIREMENTS 5, TRAVEL 1, PRINTING MAINTENANCE EQUIPMENT 5,800 CELLEBRITE ANNUAL UPDATES 5, PROFESSIONAL SERVICES OTHER 4, TELECOMMUNICATIONS 4, OFFICE SUPPLIES 1, OPERATING SUPPLIES 5, UNIFORMS 1,

180 FUND: GENERAL FUND DEPARTMENT: POLICE ORGANIZATION: POLICE INVESTIGATIONS VILLAGE OF GLEN ELLYN TRANSFER TO INSURANCE HEALTH 71,200 HEALTH INSURANCE CONTRIBUTION 71, TRANSFER TO INSURANCE GEN 20,700 GENERAL INSURANCE TRANSFER 20, TRANSFER TO EQUIP FUND O&M 61,500 TRANSFER TO EQUIPMENT SERVICES FOR O&M 61, TRANSFER TO EQUIP FUND REPL 17,300 TRANSFER TO EQUIPMENT SERVICES 17,300 VEHICLE REPLACEMENT TRANSFER TO POLICE PENSION 250,700 ANNUAL CONTRIBUTION TO POLICE PENSION 250,700 FUND TOTAL POLICE INVESTIGATIONS 1,168,

181 VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE POLICE DEPARTMENT FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Police Chief FT V Assistant Chief of Police FT T Deputy Chief FT T Police Sergeant FT O Police Officer** FT Contract Records Supervisor/Tech FT L Property Officer FT G Administrative Assistant II PT F Community Service Officer FT E Community Service Officer (2) PT E Investigative Aide PT G Records Clerk (2) FT D Records Clerk (5) PT D Crossing Guards PT Daily Rate 8 locations 8 locations 7 locations 7 locations 7 locations TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions** Part time Number of Positions * Information regarding salary ranges can be found in the appendix. ** Starting in FY13/14, reporting for Police Officers changed from number of positions authorized to number of positions funded in the current year budget. There are 33 police officer positions authorized. 169

182 Table of Contents VII. Fire/EMS Fire and EMS Services Narrative Fire and EMS Budget Summary General Fund, Fire Department General Fund, Emergency Medical Service Fire Services Fund Glen Ellyn Volunteer Fire Company Budget Glen Ellyn Volunteer Fire Company Service District Map

183 GLEN ELLYN FIRE AND EMS SERVICES The Village of Glen Ellyn has been provided Fire protection service from the Glen Ellyn Volunteer Fire Company (GEVFC) for more than 100 years. Volunteers put in countless hours in serving the community, responding day or night, to provide excellent fire protection service to the community and surrounding areas. The GEVFC is a highly professional organization, and as such, requires modern equipment and support to continue to provide top notch fire service. Faced with declining voluntary donations, the Village and GEVFC evaluated various funding methods to provide reliable ongoing financial support of the Fire Company in Effective May 1, 2014, the Village has implemented a Fire Service Fee that is billed and collected on the monthly Village Services bill. This revenue, along with proceeds from the existing Fire Special Service Areas (SSAs) is accounted for in a Fire Services Fund, where the Village provides operational support to the GEVFC as well as accumulate dollars for equipment and facility needs. The Fire Department budget also has included paramedic service. Before 2009, the Village provided one 24 hour ambulance, plus one 12 hour ambulance. The services were provided by a contracted paramedic company, which retained all billed revenue, plus the Village provided supplemental funding. Following an RFP process in 2009, the village hired a paramedic company for two 24 hour ambulances, purchased ambulances, and hired a separate billing company. This arrangement expired June 15, Beginning on June 15, 2014, the Village returned to a turnkey model through a contracted paramedic company, which retained all billed revenue, plus supplemental Village funding. The new agreement does provide for the Village to receive a reimbursement of revenues above an agreed upon threshold. Under the new agreement, the Village does not own the ambulances. Starting in May 2014, the General Fund included two new cost centers, Fire Department and Emergency Medical Services to separately account for the cost of providing the respective services. 170

184 FIRE/EMS SUMMARY Village of Glen Ellyn 2017 Budget Object Code Account Description Actual Original Budget Revised Budget Est. Actual Budget Revenue General Fund Ambulance Service Charges $ 21,991 $ 3,000 $ 3,000 $ 51,000 $ 40,300 Total Fire related General Fund revenue 21,991 3,000 3,000 51,000 40,300 Fire Services Fund Fire SSA 193, , , , ,400 Fire Services Fee 800, , , , ,000 Interest Misc. (Transfer from GEVFC) 461,238 65,500 Total Fire Services Fund 1,456,138 1,019, , ,100 1,022,100 Total Revenues $ 1,478,129 $ 1,022,150 $ 956,650 $ 1,011,100 $ 1,062,400 Expenditures General Fund Fire Department 365, , , , ,060 EMS 427, , , , ,250 Total General Fund Expenditures 792, , , , ,310 Fire Services Fund Contribution to GEVFC 480, , , , ,050 Operations 45,790 69,100 69,100 39,000 84,100 Capital 922,476 94, ,310 1,057,100 Total Fire Services Fund 1,448, , , ,310 1,698,250 Total Expenditures $ 2,240,929 $ 1,469,812 $ 1,564,122 $ 1,721,682 $ 2,599,560 Fire Department Activity Net $ (762,800) $ (447,662) $ (607,472) $ (710,582) $ (1,537,160) 171

185 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: FIRE/EMS ORGANIZATION: FIRE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD FIRE ANNUAL FIRE INSPECTION PROGRAM $ 21,351 $ 30,000 $ 30,000 $ 30,000 $ 30, % DISCONNECTION TAXES 1,745 3,000 3,000 2,000 1, % DU COMM 27,244 30,000 30,000 28,000 30, % MAINTENANCE BUILDING & GROUNDS 1,394 2,000 2,000 1,000 2, % PROFESSIONAL SERVICES OTHER % TELECOMMUNICATIONS 4,888 6,500 6,500 5,000 4, % UTILITIES 8,553 10,200 10,200 6,500 10, % OPERATING SUPPLIES 3,221 1,000 1, , % TRANSFER TO INSURANCE GEN 196, , , , , % TRANSFER TO EQUIP FUND O&M 100, , , , , % TRANSFER TO EQUIP FUND REPL 6,600 6,600 6,600 6, % TOTAL FIRE $ 365,596 $ 440,600 $ 440,600 $ 431,172 $ 419, % 172

186 FUND: GENERAL FUND DEPARTMENT: FIRE/EMS ORGANIZATION: FIRE VILLAGE OF GLEN ELLYN FIRE ANNUAL FIRE INSPECTION PROGRAM 30,000 PAID TO VOLUNTEER FIRE COMPANY FOR FIRE 30,000 INSPECTIONS DISCONNECTION TAXES 1,000 DISCONNECTION FEES TO OTHER DISTRICTS 1,000 DUE IN ANNEXATIONS DU COMM 30,000 SHARE OF DUCOMM FEES 30, MAINTENANCE BUILDING & GROUNDS 2,000 LANDSCAPING AND MOWING FOR FIRE 2,000 STATIONS PROFESSIONAL SERVICES OTHER 300 DOCUMENT DESTRUCTION TELECOMMUNICATIONS 4,460 CALL ONE 3,300 ALARM 1, UTILITIES 10,000 NATURAL GAS 5,000 WATER & SEWER 5, OPERATING SUPPLIES 1, TRANSFER TO INSURANCE GEN 206,400 GENERAL INSURANCE TRANSFER 206, TRANSFER TO EQUIP FUND O&M 127,300 TRANSFER TO EQUIPMENT SERVICES O&M 127, TRANSFER TO EQUIP FUND REPL 6,600 TRANSFER TO EQUIPMENT SERVICES FUEL 6,600 ISLAND REPLACEMENT TOTAL FIRE 419,

187 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: FIRE/EMS ORGANIZATION: EMS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD EMS DU COMM $ 108,977 $ 117,600 $ 117,600 $ 109,000 $ 114, % AMBULANCE SERVICE 315, , , , , % AMBULANCE BILLING SERVICE % OPERATING SUPPLIES 1,227 1,500 1,500 1,000 1, % TOTAL EMS $ 427,067 $ 465,112 $ 465,112 $ 455,200 $ 482, % 174

188 FUND: GENERAL FUND DEPARTMENT: FIRE/EMS ORGANIZATION: EMS VILLAGE OF GLEN ELLYN EMS DU COMM $ 114,450 DUCOMM SERVICES ASSUMES 5% INCREASE 114, AMBULANCE SERVICE 366,200 EMS/AMBULANCE SERVICES CONTRACT 366, AMBULANCE BILLING SERVICE 100 RUN OFF OF AMBULANCE SERVICES FEES ON 100 PRIOR CONTRACT OPERATING SUPPLIES 1,500 MISCELLANEOUS OPERATING SUPPLIES 1,500 TOTAL EMS $ 482,

189 FUND: DEPARTMENT: FIRE SERVICES FUND FIRE / EMS VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 2400 FIRE SERVICES REVENUES PROPERTY TAX SSA 18 NORTH FIRE $ 103,140 $ 83,000 $ 83,000 $ 83,000 $ 133, % PROPERTY TAX SSA 19 SOUTH FIRE 90,701 72,600 72,600 73,400 85, % FIRE SERVICES FEE 800, , , , , % INTEREST INCOME % MISCELLANEOUS REVENUE 461, % MISCELLANEOUS OVER/SHORT (1) 0.0% TOTAL FIRE SERVICES REVENUES $ 1,456,136 $ 953,650 $ 953,650 $ 960,100 $ 1,022, % FIRE SERVICES EXPENDITURES SALARIES NON PENSIONABLE 17,932 45,000 45,000 18,200 45, % FICA TAXES 1,372 3,500 3,500 1,400 3, % FIRE COMPANY CONTRIBUTION 480, , , , , % EMPLOYEE EDUCATION % AUDIT 8,000 10,000 10,000 8,000 10, % PROFESSIONAL SERVICES OTHER 8,250 1, % OPERATING SUPPLIES % VEHICLES 922,476 94, ,310 1,000, % FACIL MAINT SERVICE CHARGE 57, % ACCOUNTING SERVICE CHARGE 10,000 10,000 10,000 10,000 25, % TOTAL FIRE SERVICES EXPENDITURES 1,448, , , ,310 1,698, % TOTAL FIRE SERVICES FUND 7, , , ,790 (676,150) Available Cash Analysis Available, January 1, 2016 $ 926,761 Preliminary FY2016 inflow / (outflow) $ 124,790 Budgeted FY2017 inflow / (outflow) $ (676,150) Projected Available, December 31, 2017 $ 375,

190 FUND: DEPARTMENT: FIRE SERVICES FUND FIRE / EMS VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD FIRE SERVICES FUND SUMMARY BY FUNCTION Operations Revenues 45,790 69,100 69,100 39,000 84, % Expenditures 45,790 69,100 69,100 39,000 84, % Annual Net 0.0% End of year balance 0.0% Contributions to GEVFC Revenues 480, , , , , % Expenditures 480, , , , , % Annual Net 0.0% End of year balance 0.0% Vehicle Replacement Beginning of year balance 607, , , , , % Revenues 0.0% Capital Contribution 400, , , , , % Transfers In 461, % Expenditures 922,476 94, ,310 1,000, % Annual Net (61,238) 400, ,690 98,690 (600,000) 250.0% End of year balance 546, , , ,952 44, % Facility Funding Beginning of year balance 311, , , , , % Revenues 69,108 (10,450) (10,450) 26,100 (19,050) 82.3% Expenditures 57, % Annual Net 69,108 (10,450) (10,450) 26,100 (76,150) 628.7% End of year balance 380, , , , , % Total Revenues 1,456, , , ,100 1,022, % Expenditures 1,448, , , ,310 1,698, % Annual Net 7, , , ,790 (676,150) 273.6% End of year balance 926,761 1,316,311 1,222,001 1,051, , % 177

191 FUND: FIRE SERVICES FUND DEPARTMENT: FIRE/EMS VILLAGE OF GLEN ELLYN 2400 FIRE SERVICES REVENUES PROPERTY TAX SSA 18 NORTH FIRE $ 133, ESTIMATED LEVY 133, PROPERTY TAX SSA 19 SOUTH FIRE 85, ESTIMATED LEVY 85, FIRE SERVICES FEE 803,000 PROJECTED FIRE SERVICES FEE BASED ON ,000 ESTIMATED ACTUAL INTEREST INCOME 700 TOTAL FIRE SERVICES REVENUES 1,022, FIRE SERVICES EXPENDITURES SALARIES NON PENSIONABLE 45,000 ADMINISTRATIVE CLERK II (2) 45, FICA TAXES 3, FIRE COMPANY CONTRIBUTION 557, EMPLOYEE EDUCATION 500 MISCELLANEOUS EMPLOYEE EDUCATION AUDIT 10, AUDIT COSTS FOR VOLUNTEER FIRE COMPANY 10,000 PAID FOR BY VILLAGE PER AGREEMENT OPERATING SUPPLIES 100 MISCELLANEOUS SUPPLIES VEHICLES 1,000,000 LADDER TRUCK 1,000, FACIL MAINT SERVICE CHARGE 57, ACCOUNTING SERVICE CHARGE 25,000 TOTAL FIRE SERVICES EXPENDITURES $ 1,698,

192 VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE FIRE/EMS FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Administrative Clerk II (2) PT B TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions * The Village of Glen Ellyn funds 2 part time administrative staff for the Volunteer Fire Company. Any other paid staff for the Volunteer Fire Company are paid by the Fire Company and not the Village. * Information regarding salary ranges can be found in the appendix. 179

193 Glen Ellyn Volunteer Fire Department Income Statement 2017 Budget ACCOUNT DESCRIPTION BUDGET FY Forecast 2017 Budget % Inc/Dec Revenues DONATIONS (1,175) FIRE SERVICES FEE (505,500) (505,500) (557,050) 9.3% IMPACT FEES (20,000) (27,000) (20,000) 35.0% 2% FOR FIRE TAX (35,000) (35,000) (35,000) 0.0% DONATIONS FF MEMORIAL (555) 0.0% CONTRIBUTIONS NOT FOR PROFIT (50) 0.0% FIRE INSPECTIONS (30,000) (30,000) (30,000) 0.0% INTEREST INCOME (500) (400) (500) 20.0% VENDING MACHINE SALES (540) 0.0% MISCELLANEOUS REVENUE (1,000) (1,000) (1,000) 0.0% Total Revenues (592,000) (601,220) (643,550) 6.6% Expenses PAYROLL ADMINISTRATORS 85,771 63, % PAYROLL FIREFIGHTERS 252,400 95,390 80, % PAYROLL FPB 12,993 13, % FICA TAXES 16,872 19, % FEDERAL UNEMPLOYMENT TAX 708 1, % STATE UNEMPLOYMENT TAX 6,761 7, % PAYROLL PROCESSING FEES 3,014 3, % subtotal personnel expenses 252, , , % METRO LABOR 65, , % PENSION EXPENSE 15,000 23,238 18, % PAYROLL OFFICERS 1,300 1,300 1, % TAX PREPARATION 2,000 2,625 2, % BANKING SERVICES % DUES & MEMBERSHIP 9,450 9,450 9, % HEALTH & WELLNESS 27,000 21,305 27, % INSURANCE 30,700 30,700 23, % MARKETING & PUBLIC RELATIONS 4,500 1,500 3, % HISTORICAL EXPENSES 2,000 2,000 2, % TECHNOLOGY & WEBSITE SERVICES 8,000 8,000 8, % DRILL & TRAINING 30,000 20,000 30, % FIRE PREVENTION 1,500 1,500 1, % MAINTENANCE AIRPACKS 13,000 13,000 13, % MAINTENANCE EQUIPMENT 3,300 4,500 4, % MAINTENANCE PAGERS/RADIOS 3,300 3,300 3, % BUILDINGS & GROUNDS 6,000 10,000 8, % SERVICE&RIDER, AWARDS 4,000 4,000 4, % SERVICE & RIDER, RECREATION 13,000 13,000 14, % SERVICE&RIDER, HOUSE 14,700 14,700 15, % UTILITIES CELL PHONE 6,800 7,174 7, % UTILITIES INTERNET 1, , % UTILITIES TELEPHONE 2,500 2,457 2, % OFFICE SUPPLIES 7,500 5,000 7, % OPERATING SUPPLIES 4,000 4,000 4, % HOSE & APPLIANCES 8,500 8,500 8, % PERSONAL EQUIPMENT 45,000 40,000 40, % PERSONAL EQUIPMENT: VOUCHER 3,000 2,033 3, % WATER RESCUE 1,500 1,500 1, % UNDESIGNATED EXPENSES 52,000 5,000 50, % LOOSE EQUIPMENT 19,000 19,000 21, % MISCELANEOUS EQUIPMENT (13,598) 100.0% Total Expenses 592, , , % Net Income / (Loss) 47, % 180

194 GIS Consortium MapOffice Page 1 of 2 1/19/2015 Fire District Map mi Map created on January 19, GIS Consortium and MGP Inc. All Rights Reserved. The GIS Consortium and MGP Inc. are not liable for any use, misuse, modification or disclosure of any map provided under applicable law. Disclaimer: This map is for general information purposes only. Although the information is believed to be generally accurate, errors may exist and the user should independently confirm for accuracy. The map does not constitute a regulatory determination and is not a base for engineering design. A Registered Land Surveyor should be consulted to determine precise location boundaries on the ground

195 Table of Contents VIII. PUBLIC WORKS DEPARTMENT Organizational Chart Public Works Department Narrative Public Works General Fund Administration & Engineering Narrative Administration & Engineering Budget Operations Narrative Operations- Streets Budget Operations- Forestry Budget Parking Fund Water & Sanitary Sewer Fund Narrative Water & Sanitary Sewer Fund Summary Water & Sanitary Sewer Fund Revenues Water Division Budget Sanitary Sewer Division Budget Equipment Services Fund Narrative Equipment Services Fund Budget Equipment Services Depreciation Schedule

196 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2017 Public Works Director Engineering - Registered Professional Engineer (1) - Senior Civil Engineer (1) - Civil Engineer (1) - Part-time Engineer (1 P.T. = 0.46 FTE) - Utilities Inspector (1) - Engineering Intern (1 P.T. = 0.21 FTE) Operations Division - Assistant Public Works Director (1) - Administrative Assistant II (1 F.T. + 1 P.T. = 1.5 FTE) - Operations Seasonal Staff = (43 Seasonal = 3.57 FTE) Capital Improvements Commission (9) Utilities Street/Forestry Equipment Services Glenbard Wastewater Authority*** - Utilities Superintendent (1) - Utilities Crew Leader (2) - Utilities Maintenance Worker (5) - Senior Plant Operator (1) - Water Plant Operator I (1) - Customer Service Worker (1) - Street/Forestry Superintendent (1) - Street Crew Leader (1) - Street Maintenance Worker (3 F.T. + 1 P.T. = 3.4 FTE) - Forestry Crew Leader (1) - Forestry Maintenance Worker (3) - Equipment Services Superintendent (1) - Equipment Mechanic II (2) - Fleet Assistant (1 P.T. =.4 FTE) Glenbard Wastewater Authority Executive Oversight Committee (8) FY17 Budget Employee Count FTE Full Time Personnel Part-Time Personnel Total Employees / FTEs (FTE = Full Time Equivalent) FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY17 Budgeted Full-Time Employees Administration / Engineering Equipment Services Streets / Forestry * Utilities * Operations * Total FT** * Street/Forestry and Utilities Divisions were combined into one Operations Division based on Public Works Reorganization Plan implemented in FY06/07. In FY12/13, the Utilities and Street/Forestry divisions were restored. ** In FY06, Public Works had a total of 32 FT employees. *** Separate intergovernmental agreement agency with 17 full-time staff who are not Village employees. Per agreement with the Village of Lombard, the GWA Wastewater Manager reports to the Glen Ellyn Public Works Director. 182

197 PUBLIC WORKS DEPARTMENT Overview The Public Works Department is responsible for a wide variety of programs that provide the basic services required by Village residents. The department handles the design, and construction of village infrastructure in addition to numerous maintenance activities. The work performed in the department includes the drinking water distribution system, sanitary sewage and storm water collection systems, streets, street signs and pavement markings, traffic signals, street lighting, public sidewalks, Central Business District (CBD) landscaping and parking lots, parkway trees, and snow removal operations. The management, purchase, and maintenance of the entire village fleet of trucks and equipment is conducted by Public Works. As the lead agency, the Public Works Director works closely with the Glenbard Wastewater Authority that is jointly owned and operated by the Villages of Glen Ellyn and Lombard. A major responsibility of the Public Works Department is development and implementation of the various capital projects to maintain and improve the water, sanitary sewer, storm sewer, street, and sidewalk systems. The water system provides safe water for drinking and water for fire-fighting. The sanitary sewers remove wastes from individual homes and enhanced treatment is provided at the Glenbard Wastewater Authority before discharge to the East Branch DuPage River. The storm sewer system transports rainwater from the village in order to reduce storm water flooding. The streets and sidewalks are constantly evaluated and maintained for safe travel. The Village of Glen Ellyn has continually updated and expanded these systems over the years. The systems are collectively in good operating condition and provide reliable service for all residents. The systems continue to need significant capital improvements on a yearly basis. This work is reflected in the budget for the Public Works Department. Capital expenditures make up over 50% of the expenditures for the Public Works Department. The other major responsibility of the Public Works Department is performing maintenance on the village infrastructure. Maintenance is performed and evaluated by the professional men and women that work in the department. Within the Public Works Department are six major Divisions: Administration, Engineering, Street, Forestry, Utilities, and Equipment Services (Fleet). Our Administration Division is the primary interface with the public providing excellent customer service by quickly responding to their needs in many different ways. The Engineering Division oversees our Capital Improvement Program as well as oversight of our Plant Operations that include water distribution and sanitary sewer collection facilities. Engineering provides the technical expertise on both the maintenance and construction associated with streets, water distribution and the storm and sanitary sewer systems. The Street Division, Forestry Division and Utilities Division are responsible for the daily planning, scheduling, and implementing of the required maintenance in their respective areas of expertise. The Equipment Services Division provides management of over 174 vehicles and numerous pieces of equipment for the Village (Police, Public Works, Planning and Development, and Facilities Maintenance), Fire Company, and Glenbard Wastewater Authority. 183

198 During weather related emergencies caused by snow storms, flooding, or gale force winds the entire department is dedicated to work 24 hours a day indefinitely until the situation is stabilized. The department has proven itself to be very effective helping residents while performing a variety of emergency operations associated with village streets, forestry, and water and sewer systems. Village assets maintained by the Public Works Department include: - 89 miles of roadway - approx. 950 street lights (Village owned) - approx. 13,933 parkway trees - approx. 4,250 street and traffic signs - Downtown benches, bike racks and trash receptacles - 70 miles of storm sewer mains - 3,165 storm sewer inlets, basins and manholes - 1,400 fire hydrants miles of water mains - 1,576 water main valves - approx. 8,200 water services - 2 one million gallon ground level water reservoirs - 2 elevated water storage tanks - 2 water pressure adjusting stations - 2 water pumping stations - 2 stand-by ground water wells - 85 miles of sanitary sewer mains - 4 sanitary sewer lift stations - approx. 2,000 sanitary sewer manholes 184

199 VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE PUBLIC WORKS DEPARTMENT FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Administration & Engineering Division Public Works Director FT V Assistant Public Works Director FT S Registered Professional Engineer FT T Senior Civil Engineer FT Q Civil Engineer FT O Part time Engineer PT TBD 0.46 Utilities Inspector FT J Engineering Intern PT N/A Administrative Assistant II FT/PT F Operations Division Street/Forestry Superintendent FT N Utilities Superintendent FT N Sr Water Plant Operator FT L Water Plant Operator I FT I Crew Leader II FT J Crew Leader I FT I Project Coordinator FT G Customer Service Worker FT G Maintenance Worker III FT G Maintenance Worker II FT/PT F Maintenance Worker I FT E Forestry Intern PT N/A Seasonal Staff PT N/A Equipment Services Division Equipment Services Superintendent FT N Equipment Mechanic II FT J Fleet Assistant I 1 PT E TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions * Information regarding salary ranges can be found in the appendix. 1 Previously titled Inventory Clerk 185

200 ADMINISTRATION / ENGINEERING DIVISION The Administration and Engineering Division is responsible for the administration of the Public Works department and the Village's public infrastructure capital improvements program. The Division's staffing plan consists of the Public Works Director, Assistant Public Works Director, Professional Engineer, Senior Civil Engineer, Civil Engineer, Utilities Inspector, and one full-time and one part-time Administrative Assistant. The Administration staff is the primary interface between Public Works and the public. Staff makes sure work is completed in a safe and timely manner. The administrative assistants are on the front line fielding phone calls from residents and tracking service requests for the operating divisions. This is in addition to work such as coordination of field activities, processing of all personnel paperwork, issuing water meters, scheduling meter readings and other on-site inspections, monitoring the status of tree preservation and other development plans with regard to right of way, monitoring tree inventories, managing the tree cost share program, processing invoices, completing required reports and handling of all department correspondence, requests for proposals and bid documents. The Public Works Director is responsible for the Glenbard Wastewater Authority, an intergovernmental agency that is operated by an Executive Director serving Glen Ellyn and Lombard. The engineering team of three full-time engineers is the primary technical resource for the Village in matters of public infrastructure. This group keeps records of public improvements; develops longterm capital plans and budgets for water, sewer and street infrastructure; initiates and coordinates infrastructure project design and construction activities; implements various infrastructure maintenance programs; oversees permits issued to utility companies for work in right-of-way; inspects developer roadway and utility improvements in the public right-of-way; and oversees public improvements related to private development projects. Administration Accomplishments for CY16 1. Snow removal operations were a significant part of administrative duties. 2. Committed to 100% salt purchase in collaboration with DuPage County as a money saving idea with improved contractual benefits beyond State Procurement. 3. Enhanced all data pertaining to Public Works on the new Village website. 4. Performance evaluations and yearend review process conducted. Public Work s Maintenance employee performance review forms are modified to be more task and equipment operation orientated to improve performance and create more meaningful goals and measurements. 5. Compile division budgets for management and village board presentations. 6. Supported operations and responded to resident inquiries and requests. 7. During 2016, 3 new employees were hired to fill open positions in Operations, and plan to hire 2 engineers for current vacancies. 186

201 8. Continued to implement new web based asset and work management software (OMS) through Cartegraph, Inc. All Street Light fixtures in Glen Ellyn were added as an asset and a tree appraisal value was implemented. OMS software is a key component in Public Works efforts to improve work management and cost accounting. Public Works utilizes wireless mobility in the field to track work and assets through OMS. 9. Obtained a new 3 year contract for Brush removal. 10. Obtained a new 3 year contract for Landscape work. 11. Assisted in Reno Facility Improvements: corridor floor resurfacing, painting of 2 exterior walls, and installation of training room flat screen TV. 12. Continued the Public Works Quarterly Staff meeting. These meetings are a combination of pertinent training for all employees and discussion of previous quarter accomplishments and the next quarter goals. Published quarterly reports focus on updating our team of departmental activities as well as monitoring Key Performance Indicators (KPI) for each Division. Administration Goals for CY17 1. Enhance customer service, improve work order tracking, and increase productivity on the many core functions Public Works performs. In order to accomplish this goal, we will continue monitoring a work management tool (Cartegraph) that will allow our team to generate, track, and ultimately share status of work orders with the residents to provide the best in customer service. This software package allows residents to report, submit, and track work request online and with mobile devices and gain access to status of work being performed through an online GIS System. 2. The Administration staff will continue to evaluate the organizational structure and make necessary changes as needed. 3. Continue to develop Key Performance Indicators (KPI) for the major functions performed by the division. 4. Develop Standard Operating Procedures (SOP) for tasks performed to include safety instructions and methods to produce high performance in all aspects of work. 5. Continue safety initiatives to maintain a good record of safety in driving and task performance. 6. Simultaneously reduce costs and improve service in all divisions. 7. Support all Village of Glen Ellyn Departments as needed. 8. Support Illinois Public Works Mutual Aid Network (IPWMAN) whenever emergencies occur in the region. Glen Ellyn Public Works is committed to assisting other municipalities Public Works Departments in time of need. 187

202 9. Train all new employees on policies and procedures. 10. Obtain a new snow hauling contract. 11. Continue Reno Center Improvements: painting west exterior wall, constructing driveway connected to Wilson, and expand Lambert parking lot for public and employee use. Engineering Division Activities in CY 16 and Planned for CY17 OVERVIEW The Year 2017 will be a time of transition for the Engineering Division with the advent of new staff and structure led by current Senior Civil Engineer Rich Daubert who will be assuming the head engineering position. While the fundamental purposes and responsibilities of the group will not change significantly, it is anticipated that even more design and construction oversight responsibilities will be brought in-house and various methodologies and support functions upgraded and refined based on the abilities and resources of the engineering staff. Both short-term and longterm capital improvement plans will be examined and updated in response to the evolving needs and priorities of the Village. The following narrative highlights the important roles, assignments, accomplishments and goals of the Engineering Division, featuring both current and future projects. 1. Technical Resource: Provided technical reviews, inputs, special support and/or inspection services for private or institutional development projects including: - Amber Ridge Subdivision - Glenbard West High School Expansion - Newton Avenue Row Houses - Enclaves of Glen Oak Subdivision - South Park Boulevard Memory Care Roosevelt Redevelopment - Glen Oak Country Club and 1100 Roosevelt Redevelopment - New South Park Blvd. Police Station - Roosevelt Glen Redevelopment - True North Service Station (Stacy Cor.) - General Assistance to Development teams - Baker Hill Improved Access - Brookhaven Development Geographical Information Systems (GIS): Interfaced with GIS Consortium project leader on a regular basis to discuss applications and work status Continued imaging and logging of engineering plans and documents; working with consultants to obtain project record drawings in digital format Continued updating of various assets including water valve sheets and b-box and sanitary sewer service line cleanout location data bases Assisted the Village s Stormwater Engineer and Development Department personnel with various grading and drainage issues associated with single-family home sites and/or redevelopment 188

203 Provided cost estimates and other technical input to the Planning and other Village departments for improvements including extensions of water and sanitary sewer mains and service connections, roadways, parking lots and other types of infrastructure Attended scheduled Planning Department Development Committee meetings Continued participation in the DuPage County Mayors and Managers Transportation Technical Committee and STP Methodologies Evaluation Task Force Continued to provide the Public Works operating divisions with mapping and plan preparation assistance and technical input and advice as requested / needed Coordinated the testing and certification of Department spoil materials as required by state legislation on the disposal of clean construction and demolition debris Coordinated the JULIE locating program for the Public Works Department Continued review of monthly Glenbard Wastewater Authority flow data for unusual activity or trends Reviewed utility company permit applications and interfaced with the utilities regarding field issues and undergrounding projects Provided monthly reports on construction and engineering projects As liaison to the Capital Improvements Commission, continued to provide pre-meeting information packets and other information as needed for the commissioners Continued participation in the DuPage County Stormwater Management presentations and ongoing learning seminars 2. Capital Improvements Planning/Future Projects/Funding/Grants: Continued making updates and refinements in the long-term capital improvements program for Village roadway / storm sewer rehabilitation, water system improvements, sanitary sewer system upgrades, and parking lot capital needs. Coordinated the 2016 effort to assess Village roadway conditions via the quadrennial pavement condition index rating project. The consultant imaged the entire street network and developed the PCI rating for each roadway segment. In addition roadway structures positions were geo-located for input into the Village GIS to obtain greater accuracy. The 2016 Pavement Condition Index values will be used to prioritize roadway improvements in the coming years. Continued coordination with the Illinois Department of Transportation for various federal aid projects including the Crescent Boulevard Reconstruction near Glenbard West (2015 construction), North Park Boulevard (anticipated 2018 construction date), Taylor Avenue Pedestrian Tunnel engineering (planned 2017 construction). Ongoing coordination with the Village of Lombard for the design and 2016 construction of the Hill Avenue Bridge over the East Branch of the DuPage River. Coordinated the submittal of applications in 2016 for federal funding through the Surface Transportation Program (administered locally by the DuPage Mayors and Managers Conference (DMMC)) for resurfacing of Central Business District Streets. Application has been submitted for consideration by the DMMC. In 2016 investigated the applicability of Community Development Block Grant Neighborhood Investment funding for the rehabilitation of water and sanitary sewer mains in the Royal Glen / Glen Terrace area. Additional funding of $24,000 was obtained in 2016 for the IDOT Crosswalks project supplementing previous CMAQ funds of $151,000 and RTA reimbursements of $37,000 (total grant funds of $212,000). 189

204 The 2016 Lake Ellyn Outlet Control Structure Replacement Project was funded principally through a CDBG-Disaster Relief grant totally $500,000. The initial 2015 grant of $245,000 was supplemented by a 2016 award of $255, Major Infrastructure Improvements Project Involvement In 2016, the following improvement projects were bid and constructed or further work authorized. Engineering staff coordinated project designs with consultants or defined the scope of work, bid and awarded construction contracts, and oversaw (either directly or with the assistance of consultants) project construction. Elm-Oak-Geneva Improvements (#16006) The project involved the reconstruction of Elm between Kenilworth and Western; the resurfacing of Oak between Kenilworth and Western; installation of storm sewer on Kenilworth between Oak and Elm; and a variety of drainage improvements on Geneva Road at the outlet of the Kenilworth Basin storm sewer system. A primary benefit of the project is the improvement of overland flow in the north portion of the Kenilworth drainage basin including some private property improvements incorporated based on a recommendation by the Capital Improvements Commission and approval of the Village Board. Elm Street underground infrastructure was significantly upgraded with the work. Project design and extensive multi-agency coordination and permitting efforts were handled exclusively in-house. The estimated total project costs for construction and resident engineering services are $3,150,000 with a construction cost of $3,000,000. Lake Ellyn Outlet Control Structure Replacement (#14001) Construction of a new outlet structure on the north side of Lake Ellyn was accomplished in 2016 to improve the Lake Ellyn outlet hydraulic capabilities. Estimated construction cost is $600,000 with the Park District covering $105,000 in dredging costs. Construction engineering expenses are $65,000. A Block Grant (Disaster Relief) will cover $500,000 in construction-related expenses. Hill Avenue Bridge (#16008) Glen Ellyn has agreed to partner with the Village of Lombard to replace the existing Hill Avenue bridge over the East Branch of the DuPage River. The project was bid in 2016 and construction is expected to be completed in late November The local share of project expenses are being split between the two communities, with the Glen Ellyn share capped at $300,000. Current total expenses are currently estimated to be $270,000 for the project. In 2017, the following major improvement projects are planned for implementation (Please refer to the accompanying map and project lists): Taylor Avenue Pedestrian Tunnel (#15009) Engineering will be completed in 2016 / early 2017 and the project bid through the Illinois Department of Transportation. Project construction costs are currently estimated at $2,400,000 with an STP grant covering 75% of construction. Construction oversight costs are estimated to be $250,000. The local share of $850,000 will be budgeted for CY

205 Kenilworth-Alley Improvements (#16009) Reconstruction of Kenilworth Avenue between Greenfield and Hill; reconstruction of three alleys: between Park and Annandale between Hillside and Duane and east of Lincoln: - Design Engineering $30,000 (performed in-house; all funds) - Construction Capital... $850,000; Water/Sewer... $355,000 - Resident Engineering.... $120,500 (consultant; all funds) 2017 Road and Utility Improvements (#17004) The following roadways are programmed for significant rehabilitation: Davis Terrace (Linden to south); East (Fairview to High); Montclair (Turner to Hill); and Smith (May to Spring) a total of 2,800 ft. of improvements including extensive water, sanitary and storm sewer upgrades: - Design Engineering $150,000 (consultant; all funds) - Construction Capital... $1,500,000; Water/Sewer... $1,475,000 - Resident Engineering.... $300,000 (consultant; all funds) 2017 Resurfacing Program (#16002 and #17002) An in-house engineering project to provide resurfacing of candidate street sections typically requiring limited concrete curb, driveway and sidewalk repairs and only nominal drainage improvements. The planned 2016 work will be combined with additional candidate sections scheduled for work in Sections include the Baker Hill subdivision, Glenbard Road, Sunnybrook Road, Lake (Crescent to Oak), Turner (Montclair to Taylor), Greenwood Court, Buena Vista (Park to Taylor), South Ellyn (south of Buena Vista), roadways north of St. Charles and West of Main Street (Highland, Stacy, Emerson, and Cherry) and the Spring-Grove-Lombard-DuPage area south of Route 53. The Spring-Grove project will necessitate complete curb and gutter replacement. Project costs are anticipated to be $2,030,000. CBD Improvements (#15006 and #16005) For the roadway and streetscape portion of the project, design engineering at a cost of $250,000 will take place in 2017 with work slated for Underground improvements will be implemented in 2017 for needed repairs and upgrades to the water distribution and sanitary sewer collection systems in the Central Business District prior to downtown roadway and streetscape projects. Detailed design, construction and resident engineering expenses are projected to be $1,000,000 ($500,000 each from the Water and Sanitary Sewer funds). Route 53 and Roosevelt Road Water Main Lining (#16015) Design engineering and installation of potable water lining systems in the 12-inch mains on the south side of Route 53 between Spring and Surrey and on the north side of Roosevelt Road under the East Branch DuPage River. Estimated cost is $1,100,000 from the Water Fund. Roosevelt Road Water Main Replacement (#13008) Detailed design and initial implementation of a multi-phase construction project to rehabilitate Roosevelt Road water mains between the Wheaton border and Route efforts will include design and implementation of the first phase of work, likely replacement of the water main between Nicoll and Route 53 and development of a comprehensive corridor plan. Estimated cost is $560,000 from the Water Fund. Memory Court Lift Station Rehabilitation (#16012) Design and construction phase related expenses for the replacement of existing mechanical and electrical systems and other upgrades at the lift station serving residents of Indian and Memory Court. Estimated expenses are $640,000 for engineering and construction. 191

206 Sidewalk Program - Anticipated projects include the annual Village sidewalk installation and replacement program; engineering and construction of sidewalk improvements on the west side of Ellyn Avenue adjacent to the Glenbard West High School parking lot, and through the lot connecting Ellyn and Glen Ellyn Place; and Lake Ellyn Park sidewalk on the east side of Lenox and the west side of Lake Road. CY 16 SIDEWALK PROJECTS Project Segment Estimated Cost 2017 Sidewalk Improvements (#17001) Glenbard West Parking Lot (#16007) Route 53 Sidewalk Study (#16014) Lake Ellyn Park Sidewalk (#16010) Village-wide replacement program $75,000 Extension of Sidewalk on Ellyn Avenue next to lot Connecting Sidewalk, Ellyn to Glen Ellyn Place Engineering Study and Design for 1,300 ft. of new sidewalk for the east side of IL 53 between Marston and Sheehan and west side of IL 53 between Glenbard and Pershing East side of Lenox between Hawthorne and Essex and west side of Lake between Glenbard West entryway north of Crescent to Lake Ellyn dam CY 16 SIDEWALK PROJECT TOTALS Capital Projects Fund $75,000 $10,000 $100,000 $255,000 Contract Street Maintenance Includes pavement preservation work to sustain and improve the condition of a roadway as well as extend its life between major rehabilitation events. Public Works develops an annual list of candidate street sections for various types of large scale maintenance work performed by private contractors under contracts written, let and supervised by staff. The contract street maintenance work proposed for CY 2017 includes: CY 17 Maintenance Activity or Procedure Estimated Cost A. Asphalt Street Major Patching Project $225,000 B. Asphalt Roadway Crack Sealing $50,000 C. Asphalt Roadway Surface Treatments $25,000 E. Concrete Pavement and Curb Repairs $200,000 TOTAL Capital Projects Fund $500,000 A. Large-scale patching efforts will continue with targeted streets identified and evaluated by engineering and operations staff prior to contract development. Targeted streets typically have spot repair needs and are 3-5 years away from major rehabilitation. Periodically, an entire block of a roadway is resurfaced if warranted. B. Another major maintenance effort on asphalt streets is crack sealing, with candidate street sections including both recently paved streets and somewhat older streets to fill developing cracks. C. The surface treatment program will consist of the application of a preservative seal to recently paved roadways. 192

207 D. The concrete curb and street pavement repair program consists of the replacement of deteriorated sections of pavement and miscellaneous curb replacements at spot locations throughout the Village. Candidate sections include Main Street between Fairview and Hillside, Hillside between Main and Prospect and Hill east of Main Street. In-house Project Coordination, Design and Construction Oversight of Projects In early 2015 the Village hired a Senior Civil Engineer with the express purpose of assuming more direct responsibilities for design and construction oversight of major public works infrastructure improvement projects. In 2016, the Senior Civil Engineer provided all design engineering services for the Elm-Oak-Geneva Improvements Project, saving the Village a minimum of $50,000 in consulting fees, and more importantly, coordinated extensive resident interactions for private property improvements and multi-agency permitting including Village, Park District, DuPage County, IEPA and Army Corps interactions. Design work on the Kenilworth-Alleys Reconstruction was substantially completed as well. Engineering staff in 2017 will continue to provide selected design and construction oversight services for suitable projects with all positions contributing toward these efforts. Village Public Works staff continues to obtain the best vendor prices for various annual municipal maintenance activities and other regular construction programs. This effort included participation in the Municipal Partnering Initiative (MPI), a consortium of DuPage County communities that are jointly bidding out projects. The summary and status of these endeavors, as of September 2015, are displayed on the following table: Project Estimated Glen Ellyn Cost Status Asphalt Roadway Crack Sealing Asphalt Roadway Skip Patching and Resurfacing 2015 Parking Lot and Prairie Path Paving Project Concrete Sidewalk And Roadway Repairs $35,000 (Contract Award) $100,000 (2016 budget) Project to be deferred to $122,700 (2015 award) $260,000 (2016 Budget, all funding sources and award recommendation) Competitively bid contract awarded to Denler on September 12, Work to be completed in Board award 9/28/15 to Schroeder Asphalt Services based on bids received in September 2015 for the as-bid scope of work. Work will be performed in Approximately 250 individual work sites are involved with this restoration effort. Work to be performed in fall of Hydrant Painting $34,800 (2016 award) MPI Process - Go Painters selected for project. Pavement Markings 2016 Sewer Lining (Project #16020) Asphalt Rejuvenators Spoil Hauling and Delivery of Aggregates $60,000 (2016 Budget, all funds and award) Contract with Superior Striping via the Suburban Purchasing Cooperative; Superior approved by Board on 2/2/16. Work is ongoing as requested. $450,000 (2016 project award) Lining operations by Hoerr are essentially complete. $100,000 (2016 budget) Project award to CAM by Village Board in August 2016 $51,000 (2016 award) $52,200 (2017 award) Marcott Enterprises is the contractor. The 2016 PO has been issued. 193

208 Closeout of various construction projects in 2016: Project close-outs include the 2014 Chidester-Elm-Lenox-Linden Improvements, 2013 Street Improvements, 2012 Lambert Road Right-turn Lane, 2015 Elm-Cottage-Geneva Connectors Improvements; 2015 Glenwood-Arbor- Ridgewood Improvements; and 2010 Riford Road projects. Coordination with Consultants Engineering staff play a key role in consulting engineer selection, project scope development, identification and resolution of project issues, and overall project coordination. Consultant work continued in 2016 on future projects and again will be required for many of the CY 2017 projects. Major upcoming efforts include: 1. CBD Roadway Rehabilitation and Streetscape (#15006) The currently envisioned project will consist of a combination of straightforward and enhanced resurfacing of the core roadways in the Central Business District including sections of Main, Duane, Prospect, Crescent, Pennsylvania, Glenwood and Forest as well as limited streetscape improvements focusing on Main Street and Crescent. The total budget for the project including all engineering phases is established at $4.5 million. CY 17 efforts will focus on engineering design with construction anticipated in The Village is seeking STP project funds for streets where simple resurfacing is programmed. 2. North Park Boulevard and North Main Street Rehabilitation STP Project (#13001) Costs for Phase II detailed design engineering to prepare contract documents for the reconstruction of Park between Roosevelt Road and Fairview; and resurfacing of Park north of Fairview to the railroad tracks and Main Street between Roosevelt and Fairview. 3. CBD Over / Underpass Pre-Phase I Engineering (#14006) Continued investigations of the feasibility and likely funding source(s) for a train station pedestrian tunnel and/or west side vehicle bridge / tunnel. 4. Train Station Over / Underpass Phase I Engineering (#16016) Development of preliminary engineering report assessing options and impacts for improved pedestrian access to the train station area, including a possible joint initiative with Metra. 5. Royal Glen Glen Terrace Design Engineering (#17005) Consulting services for the design of water main replacements and sanitary sewer rehabilitation in the area north of Roosevelt Road and west of Finley, adjacent to the Braeside Subdivision. Currently in this area, the water and sewer mains are privately owned and maintained, but are in poor condition. Work will include development of easements and agreements including project financing with property so that the Village can assume system ownership following the improvements project. A CBDG-NI grant is being pursued for the work. 6. Bemis Road Improvements (#17003) Bemis Road and a portion of Sunnybrook Road adjacent to the Glenbard Wastewater Authority Treatment Plant would be reconstructed to structurally upgrade the pavement and improve pedestrian accommodation. It is anticipated that GWA will partner with the Village on this project. Design engineering will be initiated in anticipation of 2018 or 2019 construction. $250,000 (Capital) $205,000 (Capital) $80,000 (Water and Sewer) $100,000 (Capital) $250,000 (Capital) $115,000 (Water and Sewer) $135,000 (Capital) $65,000 (Water and Sewer) 194

209 4. Public Improvements Inspections The Engineering Division, primarily in the person of the Utilities Inspector, inspects all water, sewer, driveway and sidewalk installations in the Village, ranging from single-family home renovations to complete sub-divisions. Additional inspections and services include fire flow test results and parkway irrigation system inspections. The Division responded to about 1,075 requests in 2016 for plan reviews (125), inspections (675), and work-in-parkway permits (110), refund of deposits (60), fire flow tests (70) and irrigation inspections (35). Engineering Goals for CY Develop and initiate an annual windshield survey to assess the condition of the Village s roadway network and aid in planning roadway maintenance activities. 2. Utilize the findings of the CY 16 PCI survey and CY 17 windshield survey of the Village s roadway network to fine tune the Village s ongoing and long term plan for street maintenance activities. 3. Develop and initiate an annual sidewalk survey to assess the condition of the Village s sidewalk network and aid in planning sidewalk maintenance activities. 4. Develop the engineering division to assume a modest amount of additional in-house design and construction oversight services for engineering projects. In unison, evaluate opportunities to capitalize on these capabilities to reduce project engineering expenses. 5. Complete the design and construction of the 2017 roadway program utilizing both in-house and external consultants. 6. Retain and oversee an engineering consulting firm to complete the design and construction of the CBD Underground Improvements. 7. Retain and oversee an engineering consulting firm to complete the design of the CBD Roadway/Streetscape Improvements. 8. Continue consultant oversight through Phase II Engineering for the STP funded Park Boulevard Rehabilitation and Main Street Resurfacing Project. 9. Implement the first phase of the multi-year Roosevelt Road water main rehabilitation program. 10. Prepare / update the ADA Transition Plan for the Village. 11. Continue working with IDOT to improve ingress/egress at the Baker Hill Shopping Plaza. 195

210 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: PUBLIC WORKS ADMIN & ENGINEERING % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD PUBLIC WORKS ADMIN & ENGINEERING SALARIES PENSIONABLE $ 469,489 $ 502,350 $ 502,350 $ 502,350 $ 465, % SALARIES NON PENSIONABLE 7,681 7,750 7,750 7,800 42, % OVERTIME 1,011 2,500 2,500 1,000 1, % TEMPORARY HELP 1,686 5,880 5, , % FICA TAXES 35,064 38,600 38,600 38,600 38, % IMRF EMPLOYER CONTRIBUTIONS 49,212 54,500 54,500 54,500 48, % EMPLOYEE RECOGNITION 2,021 2,150 2,150 2,150 2, % DUES SUBSCRIPTIONS REG FEES % EMPLOYEE EDUCATION 1,868 4,550 4,550 3,500 8, % TRAVEL % PRINTING % MAINTENANCE BUILDING & GROUNDS 658 1,200 1, , % MAINTENANCE EQUIPMENT 11,754 1,000 1,000 1,000 1, % PROFESSIONAL SERVICES OTHER 10,949 33,250 33,250 27,500 22, % TELECOMMUNICATIONS 8,080 7,200 7,200 7,200 9, % OFFICE SUPPLIES 1,843 4,000 4,000 3,000 4, % OPERATING SUPPLIES 1,560 1,250 1,250 1,000 1, % SAFETY SUPPLIES % UNIFORMS 1,180 1,504 1,504 1,250 1, % EQUIPMENT/CAPITAL OUTLAY 8,859 14,000 14,000 14,000 5, % TRANSFER TO INSURANCE HEALTH 55,194 57,500 57,500 49,000 62, % TRANSFER TO INSURANCE GEN 7,700 9,200 9,200 9,200 8, % TRANSFER TO EQUIP FUND O&M 21,100 18,500 18,500 18,500 20, % TRANSFER TO EQUIP FUND REPL 7,600 4,200 4,200 4,200 27, % TOTAL PUBLIC WORKS ADMIN $ 705,163 $ 772,589 $ 772,589 $ 748,265 $ 779, % 196

211 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: ADMIN & ENGINEERING VILLAGE OF GLEN ELLYN PUBLIC WORKS ADMIN & ENGINEERING SALARIES PENSIONABLE $ 465,700 PUBLIC WORKS DIRECTOR (60%) 83,300 ASSISTANT PUBLIC WORKS DIRECTOR (70%) 81,400 REGISTERED PROFESSIONAL ENGINEER (80%) 100,000 SENIOR CIVIL ENGINEER (80%) 75,000 CIVIL ENGINEER (80%) 63,000 UTILITIES INSPECTOR (20%) 14,900 ADMINISTRATIVE ASSISTANT II (70%) 48, SALARIES NON PENSIONABLE 42,800 ADMINISTRATIVE ASSISTANT II (34%) 7,800 PART TIME PROFESSIONAL ENGINEER 35, OVERTIME 1,500 OT FOR ADMINISTRATIVE ASSISTANT II AND 1,500 A PORTION OF THE UTILITIES INSPECTOR TEMPORARY HELP 5,380 ENGINEERING INTERN FOR 12 WEEKS (50%) 2,880 FRONT OFFICE COVERAGE (15 DAYS) 2, FICA TAXES 38,400 EMPLOYER FICA TAXES 38, IMRF EMPLOYER CONTRIBUTIONS 48,600 EMPLOYER IMRF 10.34% 48, EMPLOYEE RECOGNITION 2,150 SPOT AWARDS FOR EXEMPLARY PERFORMANCE 600 QUARTERLY DEPARTMENT MEETINGS 400 MISCELLANEOUS RECOGNITION 400 SEASONAL DEPARTMENT TEAM BUILDING DUES SUBSCRIPTIONS REG FEES 555 PE REGISTRATION (3 EMPLOYEES) 240 ILLINOIS PUBLIC WORKS MUTUAL AID 250 NETWORK (IPWMAN) DAILY HERALD SUBSCRIPTION

212 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: ADMIN & ENGINEERING VILLAGE OF GLEN ELLYN EMPLOYEE EDUCATION 8,350 CONTINUING EDUCATION FOR PROFESSIONAL 3,500 DEVELOPMENT FOR 7 EMPLOYEES CARTEGRAPH TRAINING 250 LEED CERTIFICATION 300 COMPUTER TRAINING 250 ACCREDITATION EDUCATION 250 ILLINOIS PUBLIC SERVICE INSTITUTE 800 SENIOR CIVIL ENGINEER AUTOCAD TRAINING FOR ENGINEERING 3, TRAVEL 800 IPASS 200 IPSI (HOTEL, FOOD, TRAVEL) SENIOR 600 CIVIL ENGINEER PRINTING 750 PUBLIC WORKS BROCHURES & POSTAGE MAINTENANCE BUILDING & GROUNDS 1,200 FLOOR MAT 1, MAINTENANCE EQUIPMENT 1,000 DEFIB MAINTENANCE 500 MOVEABLE STORAGE SHELVING YEARLY 500 MAINTENANCE PROFESSIONAL SERVICES OTHER 22,880 ADA TRANSITION PLAN ARCHIVE SCANNING 1,500 CARTEGRAPH HOSTING 3,000 CARTEGRAPH OMS ELA UNLIMITED LICENSES 25% 9,630 CARTEGRAPH TRAINING 25% 3,750 ENGINEERING MISC 5, TELECOMMUNICATIONS 9,200 CELL PHONE PUBLIC WORKS DIRECTOR 600 CELL PHONE ASSISTANT PUBLIC WORKS 400 DIRECTOR CELL PHONE PROFESSIONAL ENGINEER 400 CELL PHONE CIVIL ENGINEER 400 CELL PHONE PUBLIC WORKS UTILITY 1,000 INSPECTOR CELL PHONE ACCESSORIES 250 PHONE BILLS RENO CENTER LAND LINE (CALL 5,000 ONE) UNDER BUDGETED IN 2016 SERVICE FOR TABLETS (2) 750 CELL PHONE SENIOR CIVIL ENGINEER OFFICE SUPPLIES 4,

213 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: ADMIN & ENGINEERING VILLAGE OF GLEN ELLYN INCLUDES COPIER PAPER AND TONER AND 4,000 OFFICE MATERIALS OPERATING SUPPLIES 1,250 ITEMS FOR FIELD WORK AND FURNITURE 1,250 PARTS AND UPGRADES SAFETY SUPPLIES 500 SAFETY BOOTS ($200 UTILITIES INSPECTOR 500 AND $150 EACH NEW ENGINEER HIRES) UNIFORMS 1,504 PUBLIC WORKS DIRECTOR 188 ASSISTANT PUBLIC WORKS DIRECTOR 188 PROFESSIONAL ENGINEER 188 CIVIL ENGINEER 188 PUBLIC WORKS UTILITY INSPECTOR 188 FT ADMINISTRATIVE ASSISTANT II 188 PT ADMINISTRATIVE ASSISTANT II 188 SENIOR CIVIL ENGINEER EQUIPMENT/CAPITAL OUTLAY 5,000 UPGRADE OF TRAINING ROOM FOR TRAINING 2,000 AND PUBLIC WORKS INCIDENT COMMAND POST (MONITOR, A/V COMMUNICATIONS, ETC) ENGINEERING EQUIPMENT 3,000 (FIELD EQUIPMENT) TRANSFER TO INSURANCE HEALTH 62,600 HEALTH INSURANCE CONTRIBUTION 62, TRANSFER TO INSURANCE GEN 8,000 GENERAL INSURANCE TRANSFER 8, TRANSFER TO EQUIP FUND O&M 20, TRANSFER TO EQUIP FUND REPL 27,300 TOTAL PUBLIC WORKS ADMIN & ENGINEERING $ 779,

214 VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE PUBLIC WORKS DEPARTMENT ADMINISTRATION/ENGINEERING FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Public Works Director FT V Assistant Public Works Director FT S Registered Professional Engineer FT T Senior Civil Engineer FT Q Civil Engineer FT O Utilities Inspector FT J Part time Engineer PT TBD 0.46 Engineering Intern PT N/A Administrative Assistant II FT/PT F TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions * Information regarding salary ranges can be found in the appendix. 200

215 PUBLIC WORKS OPERATIONS GENERAL FUND (STREETS and FORESTRY) The Operations General Fund budget consists of Operational Maintenance of Village owned Rights-of-Way (ROW) and includes such items as maintenance of our streets and roadways, sidewalks, signs, streetlights, parkway trees, landscaping, and Central Business District (CBD) appearance. Operations General Fund is divided into two cost centers Street Division and Forestry Division. Some of the everyday activities performed under the Operations General Fund qualify for Illinois Department of Transportation reimbursement through the Motor Fuel Tax (MFT) Program. These tasks are monitored and documented for inclusion in annual MFT Resolutions to qualify for the MFT funding. Street and roadway activities include the maintenance of 89 lane miles of roadway. Responsibilities include: maintenance of streets, curbs, signs and pavement markings, snow and ice management, the sidewalk improvement program, line striping and pavement crack sealing programs, street sweeping, parking meter maintenance, and parking lot and street light maintenance. The Street Division serves in a support role for special events such as the Taste of Glen Ellyn, Fourth of July Parade, Jazz in Glen Ellyn, and the Holiday Walk. The Street Division focuses attention on the Central Business District (CBD) through twice a week street sweepings and sidewalk cleaning, executing the seasonal banner program, and removing snow during the winter, installation and maintenance of benches, trash cans and signs, and the maintenance of 950 Village owned street lights. A computerized sign inventory program is continually updated to meet federally mandated retro-reflectivity requirements. The Forestry Division activities include the maintenance of more than 13,933 trees on parkways and on Village-owned green space. The Comprehensive Forestry Management Program includes: annual winter pruning, tree removal and stump grinding, spring and fall tree planting, annual cable inspection, landscape maintenance, service request inquiry, organization of the annual Arbor Day Celebration, flower design planting and maintenance in the CBD, Parkway Reforestation Programs, disease and insect monitoring, educational tree seminars and oversight of the Tree Preservation Ordinance on right of way with regards to construction projects. The Forestry Division advises residents who seek assistance on private property tree issues. Our four certified arborists on staff are very knowledgeable at inspecting Village trees for insect and disease concerns. These include inspecting for the most threatening disease and insects: Dutch Elm and Oak Wilt disease, gypsy moth and Emerald Ash Borer (EAB) insects. Our in house administered Emerald Ash Borer (EAB) treatment program uses Tre-Age to treat a representative population of ash trees in the Village for future generations. A computerized tree inventory program is continually updated with each tree planted and removed as well as any significant maintenance performed to each village tree. Operations - Street Division General Fund Accomplishments for CY The Street Division continued to focus on a program to bring all traffic signs into compliance with the current State of Illinois traffic sign code. Work included installing 201

216 new signposts and sign faces on Village of Glen Ellyn streets that were paved during the during the recent construction season. 2. Public Works once again, successfully handled snow and ice removal during the past season. There were 20 snow events with a total of approximately 29 inches of snow. Snow plowing areas were rearranged to accommodate temporary staffing shortage. 1,725 tons of salt was used. 3. Continued implementation of the Cartegraph SignView software. This software tracks sign assets and establishes a plan to ensure all signs meet MUTCD standards as well as federal retro-reflectivity guidelines. 4. The Street and Forestry Divisions assisted in 38 special events throughout the Village. Water filled barriers were utilized during 8 of the special events. These barriers provide significant additional safety to the public during road closures due to events. Thirty aluminum pedestrian barriers were purchased in 2016 to increase public safety and to better assist pedestrian flow. These barriers were utilized during 5 events this season. 5. The wire event trash cans were replaced with industrial heavy plastic cans with lids and wheels to aid in event trash collection. 6. Glen Ellyn hosted the Intelligentsia Cup Bike Race for the first time this year. Staff successfully hosted this event in addition to Jazz in Glen Ellyn at the same time providing two all day support staff during both events as well as pre event set up and take down of barricades, barriers and additional parking regulation postings. 7. The Street Division completed a yearly in-house pavement assessment with Engineering. This clearly defined and prioritized efforts in addressing and maintaining roadways. Roads were categorized as one of the following: outside contractor for skip paving, inhouse paving, or in-house patching. This assessment focused Operations on the areas within our capabilities needing the most attention. 8. Filled maintenance worker vacancy bringing the division to full strength. 9. Central Business District improvements: a. Staff changed out banners for each of the four seasons of the year. b. Street Division took over the maintenance of the five locations where the Big Belly compacting recycling and refuse containers are located in the CBD. c. 60 new flag poles and American flags were purchased and used while the American Flags flew during the summer holidays. d. Street staff installed a number of LED streetlight prototypes in the CBD for viewing by the Village board. 202

217 Operation Street Division General Fund Goals for CY Continue to assist Engineering Division with the LED Initiative designed to convert metered street lights in the Village from high pressure sodium/mercury vapor lighting to LED. One of these projects is the conversion of 295 street lights in the Central Business District from high pressure sodium to LED lighting which will be done in phases. 2. Upgrade the components of two electrical control boxes for the CBD street light system. The two in need of this work are located at Main and Crescent and Pennsylvania west of Glenwood. 3. Continue to implement Cartegraph by tracking all Village owned street light location data as well as locations of all Village owned retaining walls and fences. 4. Continue the yearly CBD sidewalk pressure washing program that will maintain CBD sidewalks on an established rotational basis and contract the third phase of the program. 5. Perform efficient and effective snow removal on all Village-maintained roadways while reducing salt usage has been and will continue to be our goal. Plans for additional training of personal on specialized equipment (the CBD snow blower and the Wing Plow) to cover in the event of an emergency will resume. 6. Provide timely and reliable support to the Police and Fire Departments as needed throughout the year for both emergency and special events. Work cooperatively with all Departments in the Village as well as all other government agencies and business groups working in the Village. 7. Change out banners in the CBD (4 seasons) in a timely and cost effective manner. 8. Continue to evaluate and make maintenance repairs to the streets as required. The budget provides funding for asphalt and emulsion used as a primer before asphalt placement. The asphalt will be used for minor repairs and pothole patching throughout the year; permanent repairs are hot mix asphalt and temporary repairs are cold mix. The Village s more comprehensive street patching program will be contracted out and funded in the Capital Projects Fund. Operations - Forestry Division General Fund Accomplishments for CY In the past 12 months approximately 370 trees were removed by the contractor. Forestry s landscape maintenance contractor was utilized to excavate the stump debris and complete restoration of the parkway with soil and seed for 320 locations as a cost saving measure compared to the restoration cost of the stump removal contractor. The Forestry Division completed another 26 restorations of the parkway without contractor assistance as a further cost savings to the Village. 203

218 2. The Forestry Division (without contractor assistance) completed of 69 tree related work orders and 219 tree removals (including 35 Ash removals). A new removal contractor for forestry started the first year of a three year contract in April Removals by the contractor equaled 90 (including 51 Ash removals). 3. Certified Arborists responded to 464 Forestry Service requests. (1/1/16 to 9/8/16) 4. The Village received the Tree City USA award for the 32 year in a row. For Glen Ellyn s Arbor Day celebration, a tree was planted at 30 S. Lambert in honor of Bob Minix, Professional Engineer for 25 years of dedicated service to Public Works. 5. Planted 325 trees through the Reforestation Program using the Suburban Tree Consortium contractor. Of the 325 trees planted, 93 residents participated in the cost share program. 6. Forestry continued to work with DuPage County to improve the Illinois Prairie Path within the Village limits. 7. The current population of Ash trees in the Village is 547. This population contains Ash trees of various species, mostly White Ash and Green Ash. In 2016 Forestry staff inspected 258 Ash trees that were treated 2 years ago (289 Ash trees are treated in odd numbered years). Of those 258 trees, 134 were found to be in good condition and were treated with a Tree-Age injection. The remaining 124 were in poor condition and were either marked for removal or placed on the No Treat list to be removed at a later date. The No Treat list currently sits at roughly 100 trees. Village staff monitors these trees closely and removes them as needed. This year (2016) all treatments were completed by village staff using Tree-Age. Tree-Age is by far the best treatment option on the market. Treatments are administered by injection. Holes are drilled into the tree and a selfsealing plug is set in the tree, through which the injection occurs. The number of holes is based on the DBH of the tree and the amount of chemical needed to treat the tree. Treatments using Tree-Age provide two years of protection against EAB. Trees treated in 2016 will not be inspected/treated again until Pre EAB Ash population 1,955 Ash tree removals since EAB 1,408 Current Ash tree population 547 Trees currently treated with Tre-Age 423 Treated in odd years 289 Treated in even years 134 Ash trees on the no Treat or remove list

219 8. The Forestry Management Plan was updated. 9. The Forestry Division continued to work with residents to ensure all potentially hazards to right of way from private property Ash trees as well as other dead and dying species are removed in a timely manner. 10. The west portion of Manor Woods was cleared of all invasive species and dead trees by a contractor. All stumps were ground by in house staff and a tractor with Fecon mulching attachment was used to grind out remaining invasive roots and grade the area. A mix of perineal native grasses was planted. Late in the summer the west side was mowed to a length of one and a half feet and sprayed for weed control. The East side was spot mowed and sprayed in selective areas for weed control. A controlled burn is planned for the property 11. The Sign bed at Main and Crescent received a much needed facelift with the removal of all depleted plant material, replacing them with perennials designed by our in house horticulturist. The new plantings will provide continual color interest with low maintenance throughout the season. 12. Once again the Central Business District sidewalk floral displays generated a multitude of compliments. The sidewalk planters, planting beds and hanging baskets contained a diverse assortment of eye catching color and texture that was ever changing throughout the year. The total number of plants installed throughout the year is 10,152 not counting plants that are pre grown in the 28 hanging baskets. All the beds and planters are designed by our staff horticulturist and takes between 4-5 weeks to complete. The Forestry Division plants and maintains three seasons of annuals as well as winter interest comprised of the following: Season Total Plants # of Planting Beds #of Pots # of Hanging Baskets Spring 2, Summer 6, Fall Winter Operations Forestry Division General Fund Goals for CY Continue to monitor and remove infested Ash trees based on the guidelines identified in the EAB Management Program. Our goal is to maintain a healthy population of Ash trees in the village by using treatments to combat EAB infestation. Forestry staff plans to treat all Ash trees, that are worthy of treatment, in house using Tree-Age. Utilizing in house staff to perform treatments will save the Village an estimated $20,

220 every year in contractor expenses. The only expense for treatment will be purchasing the chemical. Because treatments are viable for two years, Forestry staff will be inspecting trees that were treated in 2015 roughly 289. Upon arriving to treat the tree, the applicator will inspect the tree and determine if the tree warrants treatment or not. If the tree is in poor condition it will either be marked for removal or placed on the No Treat list to be removed at a later date. Trees treated in 2017 will not be inspected/treated again until Continue to plant trees in the right-of-way through the Parkway Reforestation Program. Approximately 450 trees will be planted during the spring and fall planting seasons. 90 of these trees will be planted thru the Resident Cost- Share program (residents donate $100 per tree) All trees will be planted by a contractor. 3. Remove all stumps of removed trees in right of way and restore parkways with seed and soil. There are hundreds of stump sights due to the additional EAB removals. 4. Improve landscaping at Public Works Reno building as well as the Civic Center. 5. Continue the Manor Woods Native Plant and Tree Restoration Project, implementing a control burn (Fall 2016/ Spring 2017 weather depending) and following up with the planting of native trees and the introduction of flowering native plants. 6. Replace the 28 hanging basket containers in the CBD due to declining condition and add another 8 baskets expanding the current display areas in the downtown. This will be the first phase of 8 additional hanging baskets to be added over the next three years. 206

221 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: STREETS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD STREETS SALARIES PENSIONABLE $ 271,378 $ 286,475 $ 286,475 $ 257,000 $ 291, % SALARIES NON PENSIONABLE 18,900 22,650 22,650 20,000 23, % OVERTIME 14,030 14,600 14,600 14,600 14, % SNOW 67,461 60,000 60,000 41,000 60, % TEMPORARY HELP 21,422 18,790 18,790 7,000 21, % TEMPORARY HELP SNOW 25,662 24,500 24,500 18,000 24, % FICA TAXES 31,349 33,000 33,000 32,000 33, % IMRF EMPLOYER CONTRIBUTIONS 37,399 32,500 32,500 32,000 37, % DUES SUBSCRIPTIONS REG FEES % EMPLOYEE EDUCATION 203 2,000 2,000 1,000 2, % TRAVEL % ESDA EXPENSE 7,244 8,925 8,925 7,000 7, % MAINTENANCE BUILDING & GROUNDS 9,961 23,400 23,400 23,400 23, % MAINTENANCE EQUIPMENT 2,887 7,450 7,450 7,500 7, % MAINTENANCE SIGNS 30,765 24,000 24,000 26,000 25, % MAINTENANCE STREET PAINTING 69,196 52,000 96,432 96,432 52, % MAINTENANCE TRAFFIC SIGNALS 25,770 35,500 35,500 25,000 27, % MAINTENANCE STREET LIGHTS 36,980 45,000 45,000 40,000 45, % PROFESSIONAL SERVICES OTHER 4,005 9,100 9,100 9,100 28, % CBD APPEARANCE 1,431 8,800 8,800 8,800 10, % SNOW REMOVAL SERVICES 27,504 20,000 37,485 12,000 20, % LANDFILL FEES 13,334 25,000 25,000 15,000 15, % LEASED EQUIPMENT 876 1,500 1,500 1,500 12, % TELECOMMUNICATIONS 2,408 1,980 1,980 1,980 1, % OFFICE SUPPLIES 1,424 1,000 1,000 1,000 1, % OPERATING SUPPLIES 6,518 6,000 6,000 6,000 6, % OPERATING SUPPLIES, ASPHALT 24,683 19,500 19,500 19,500 19, % SAFETY SUPPLIES 4,272 6,750 6,750 9,000 5, % UNIFORMS 2,225 2,475 2,475 2,475 2, % EQUIPMENT/CAPITAL OUTLAY 12,557 10,100 10,100 10,100 53, % TRANSFER TO INSURANCE HEALTH 42,106 39,100 39,100 40,000 57, % TRANSFER TO INSURANCE GEN 48,300 52,400 52,400 52,400 61, % TRANSFER TO EQUIP FUND O&M 231, , , , , % TRANSFER TO EQUIP FUND REPL 240, , , , , % TOTAL STREETS $ 1,333,816 $ 1,267,945 $ 1,329,862 $ 1,210,107 $ 1,344, % 207

222 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: STREETS VILLAGE OF GLEN ELLYN STREETS SALARIES PENSIONABLE $ 291,400 (1) MAINTENANCE WORKER III 72,000 STREET/FORESTRY SUPERINTENDENT (50%) 48,400 CREW LEADER I 75,150 (1) MAINTENANCE WORKER I 43,400 (1) MAINTENANCE WORKER II 52, SALARIES NON PENSIONABLE 23,200 MAINTENANCE WORKER 23, OVERTIME 14,600 STREET DIVISION CALL OUT, CALL OUT COMP 14,600 FOR 1 CREW LEADER PLUS 50% SUPERINTENDENT SNOW 60,000 OVERTIME COVERS ALL PUBLIC WORKS STAFF 60,000 THAT WORK SNOW TEMPORARY HELP 21,200 2 SUMMER SEASONALS FOR 12 WEEKS $10.00 PER HR (HOURLY WAGE INCREASE) 1 EXTENDED SEASONAL FOR 24 11, PER HR PLUS $2000 FOR WORKING FULL 24 WEEKS TEMPORARY HELP SNOW 24,500 SEASONAL SNOW LABOR 24, FICA TAXES 33,300 EMPLOYER FICA TAXES 33, IMRF EMPLOYER CONTRIBUTIONS 37,000 EMPLOYER IMRF 10.34% 37, DUES SUBSCRIPTIONS REG FEES STREET EMPLOYEES / CDL 100 REIMBURSEMENT 208

223 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: STREETS VILLAGE OF GLEN ELLYN EMPLOYEE EDUCATION 2, STREET EMPLOYEES FOR REGIONAL APWA 200 SHOW AMERICAN PUBLIC WORKS ASSOCIATION TRADE SHOW MISCELLANEOUS EDUCATION 4.5 STREET 1,000 EMPLOYEES AND 50% STREET/FORESTRY SUPERINTENDENT MISC ELECTRICAL SEMINARS 4 STREET 800 EMPLOYEES TRAVEL STREET EMPLOYEES MISCELLANEOUS 150 TRAVEL EXPENSES ESDA EXPENSE 7,425 ESDA CONTRACT 1,925 MAINTENANCE EXPENSES 5, MAINTENANCE BUILDING & GROUNDS 23,400 MISCELLANEOUS MASONRY WORK 4,000 RT 38 BRICK PAVER MAINTENANCE OF 15,000 POTENTIAL TRIP HAZARDS SIDEWALK SALT (40% OF TOTAL PURCHASE) 2,400 RHINO LINING OF BIKE RACKS IN THE CBD 2, MAINTENANCE EQUIPMENT 7,890 REPAIRS OF SMALL EQUIPMENT 1,500 ETS PRO SOFTWARE ANNUAL MAINTENANCE FOR 1,575 SIGN MAKING EQUIPMENT CARTEGRAPH OMS PLATFORM SOFTWARE (12. 4,815 5%) MAINTENANCE SIGNS 25,000 ALUMINUM SIGN BLANKS AND ALUMINUM 8,500 HYDROSTRIPPING SIGN FABRICATION MATERIALS 9,500 SIGN POSTS AND HARDWARE 7, MAINTENANCE STREET PAINTING 52,000 PAINT, BEADS, THINNER FOR IN HOUSE 2,000 APPLICATIONS CONTRACT LINE STRIPING ASPHALT AND 50,000 CONCRETE MAINTENANCE TRAFFIC SIGNALS 27,000 IDOT SIGNAL INVOICES 14,000 OPTICOM MAINTENANCE 8,500 OPTICOM MAINTENANCE INSPECTION CONTRACT 4,

224 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: STREETS VILLAGE OF GLEN ELLYN MAINTENANCE STREET LIGHTS 45,000 REPLACEMENT PARTS 15,000 ELECTRICAL CONTRACTOR 15,000 SPARE FIXTURES FOR INVENTORY 5,000 SPARE LIGHT POLE FOR INVENTORY 10, PROFESSIONAL SERVICES OTHER 28,475 WEATHER FORECASTING 1,600 CBD ELECTRICAL NEEDS 5,000 CARTEGRAPH TRAINING/IMPLEMENTATION (12. 1,875 5%) NEW REBUILD OF 2 ELECTRICAL CONTROL 20,000 BOXES AT MAIN/CRESCENT & PENN./GLENWOOD CBD APPEARANCE 10,500 AMERICAN AND FRENCH FLAGS 2,500 FLAG POLES 2,000 MISCELLANEOUS SUPPLIES 1,000 PRESSURE WASH SIDEWALKS IN CBD 5, SNOW REMOVAL SERVICES 20,000 SNOW HAULING CONTRACT 20, LANDFILL FEES 15,000 DISPOSAL OF STREET SWEEPINGS AND 15,000 ASPHALT LEASED EQUIPMENT 12,000 BARRICADE RENTAL FOR SPECIAL EVENTS 2,000 NEW RENTING HEAVY CONSTRUCTION 10,000 EQUIPMENT FOR ROAD BUILDING TELECOMMUNICATIONS 1,980 PHONE SERVICES FOR 4 FT STREET 1,800 EMPLOYEES AND 50% S/F SUPERINTENDENT ACCESSORIES (10% OF PHONE SERVICES) OFFICE SUPPLIES 1,000 OFFICE SUPPLIES 1, OPERATING SUPPLIES 6,000 TOOLS AND MISCELLANEOUS SUPPLIES 6, OPERATING SUPPLIES, ASPHALT 19,500 ASPHALT 17,000 EMULSION 2,

225 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: STREETS VILLAGE OF GLEN ELLYN SAFETY SUPPLIES 5,600 BARRICADES: 25 W/LIGHTS/BATTERIES 3, WITHOUT LIGHTS TRAFFIC CONES 500 SAFETY HATS, GLASSES, GLOVES, ETC 750 REPLACEMENT SAFETY HARNESS FOR 250 ELECTRICAL TRUCK $200 SAFETY BOOT STIPEND FOR 5 STREET 1,100 EMPLOYEES AND 50% SUPERINTENDENT UNIFORMS 2,475 $450 PER EMPLOYEE 5 STREET EMPLOYEES 2,475 AND 50% OF S/F SUPERINTENDENT EQUIPMENT/CAPITAL OUTLAY 53,300 NEW 7 VILLAGE ENTRY SIGNS 21,000 SIGN MATERIAL CUTTER (REPLACEMENT) 8,700 SIGN MATERIAL ROLLER (REPLACEMENT) 8,000 GAS POWERED POST POUNDER 2,800 SMALL EQUIPMENT (2 RECIPROCATING SAWS 1,800 CIRCULAR SAW, CORDLESS DRILL) CBD XMAS TREE REPLACEMENT 11, TRANSFER TO INSURANCE HEALTH 57,100 HEALTH INSURANCE CONTRIBUTION 57, TRANSFER TO INSURANCE GEN 61,100 GENERAL INSURANCE TRANSFER 61, TRANSFER TO EQUIP FUND O&M 190,600 TRANSFER TO EQUIP SERVICES FOR O&M 190, TRANSFER TO EQUIP FUND REPL 164,300 TRANSFER TO EQUIPMENT SERVICES FOR 164,300 VEHICLE REPLACEMENT TOTAL PUBLIC WORKS STREETS $ 1,344,

226 VILLAGE OF GLEN ELLYN FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: FORESTRY % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD FORESTRY SALARIES PENSIONABLE $ 243,401 $ 255,675 $ 255,675 $ 249,200 $ 263, % OVERTIME 6,573 14,600 14,600 9,000 14, % TEMPORARY HELP 22,418 23,840 23,840 15,000 26, % FICA TAXES 20,055 22,500 22,500 22,400 23, % IMRF EMPLOYER CONTRIBUTIONS 25,911 29,200 29,200 27,000 28, % DUES SUBSCRIPTIONS REG FEES 1,486 1,775 1,775 1,700 1, % EMPLOYEE EDUCATION 3,642 4,600 4,600 4,600 4, % TRAVEL % SAFETY TRAINING 149 1,500 1,500 1,500 1, % MAINTENANCE BUILDING & GROUNDS 30,255 60,150 60,150 55,000 58, % MAINTENANCE EQUIPMENT 2,967 5,875 5,875 5,900 6, % PROFESSIONAL SERVICES OTHER 10,999 23,600 23,600 17,600 20, % CBD APPEARANCE 31,772 45,500 45,500 45,500 43, % TREE TRIMMING 48, , , ,000 70, % TREE REMOVAL 85, , ,000 85,000 81, % TREE REPLACEMENT 52,324 93,000 98,364 92, , % EMERALD ASH BORER PROGRAM 51,812 11,500 60,979 60,979 6, % LEASED EQUIPMENT 2,500 2,500 2,500 2, % TELECOMMUNICATIONS 2,866 1,980 1,980 1,980 1, % OFFICE SUPPLIES 1,089 1,000 1,000 1,000 1, % OPERATING SUPPLIES 5,659 6,200 6,200 6,000 6, % SAFETY SUPPLIES 1,813 1,750 1,750 1,900 2, % UNIFORMS 1,968 2,025 2,025 2,261 2, % EQUIPMENT/CAPITAL OUTLAY 3,056 4,450 4,450 4,450 8, % TRANSFER TO INSURANCE HEALTH 38,736 42,200 42,200 40,900 44, % TRANSFER TO INSURANCE GEN 37,900 37,800 37,800 37,800 42, % TRANSFER TO EQUIP FUND O&M 104, , , , , % TRANSFER TO EQUIP FUND REPL 107, , , ,000 98, % TOTAL FORESTRY $ 943,559 $ 1,136,620 $ 1,297,486 $ 1,111,988 $ 1,093, % 212

227 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: FORESTRY VILLAGE OF GLEN ELLYN FORESTRY SALARIES PENSIONABLE $ 263,800 STREET/FORESTRY SUPERINTENDENT (50%) 48,400 CREW LEADER I 60,100 (2) MAINTENANCE WORKER I 98,900 MAINTENANCE WORKER II 56, OVERTIME 14,600 FORESTRY DIVISION CALL OUT COMP FOR 14,600 1 CREW LEADER PLUS 50% SUPERINTEND TEMPORARY HELP 26,000 3 SUMMER SEASONALS FOR /HR 14,400 1 EXTENDED SEASONAL FOR 24 11,600 PLUS $2000 FOR WORKING FULL 24 WEEKS FICA TAXES 23,300 EMPLOYER FICA TAXES 23, IMRF EMPLOYER CONTRIBUTIONS 28,800 EMPLOYER IMRF 10.34% 28, DUES SUBSCRIPTIONS REG FEES 1,775 ILL. ARBORIST ASSOCIATION/ILL. SOCIETY 1,100 OF ARBORICULTURE 4 FORESTRY EMP. AND 50% S/F SUPERINTENDENT SUBURBAN TREE CONSORTIUM FORESTRY EMPLOYEES/CDL LICENSE REIMBURSE EMPLOYEE EDUCATION 4,600 ILLINOIS PUBLIC SERVICE INSTITUTE 1 CREW LEADER 1,200 THIRD YEAR 4 FORESTRY EMPLOYEES AND SUPERINTENDENT 1,250 IAA CONFERENCE AND TRADE SHOW $250 EACH MISC. SEMINARS / CLASSES FOR CONTINUING 2,150 EDUCATION HOURS 4 FORESTRY EMPLOYEES AND 1 SUPERINTENDENT 213

228 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: FORESTRY VILLAGE OF GLEN ELLYN TRAVEL FORESTRY EMPLOYEES AND 50% S/F SUPERINTEND SAFETY TRAINING 1,500 FORESTRY TREE WORK TRAINING 1, MAINTENANCE BUILDING & GROUNDS 58,307 LANDSCAPE MAINTENANCE VILLAGE OWNED AREAS 37,307 IPP PLANTINGS 5,000 MISCELLANEOUS PLANT REPLACEMENT (CIVIC 4,000 CENTER, TRAIN STATION, 5 CORNERS, ETC) ECOLOGICAL RESTORATION OF VILLAGE 12,000 MAINTAINED OPEN LAND FOR ENVIRONMENTAL IMPROVEMENT MAINTENANCE EQUIPMENT 6,315 REPAIR OF SMALL EQUIPMENT 1,500 CARTEGRAPH OMS PLATFORM SOFTWARE (12.5%) 4, PROFESSIONAL SERVICES OTHER 20,975 WEATHER FORECASTING 1,600 TREE PRESERVATION CONSULTANT 5,000 CONTRACTUAL PLANTING 5,000 CARTEGRAPH TRAINING / IMPLEMENTATION (12.5%) 1,875 TREE INVENTORY ZONE B 7, CBD APPEARANCE 43,000 CBD FLOWERS 29,000 PLANTING POT REPLACEMENT (5 POTS) 3,000 HANGING BASKET AND/OR HARDWARE REPLACEMENT (28 BASKETS) FLORAL CLOCK DISPLAYS 4,000 MISCELLANEOUS 2,000 CBD BED UPGRADES 5, TREE TRIMMING 70,000 CONTRACT PRUNING OF A PORTION OF ZONE A 70,000 AND ZONE B 214

229 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: FORESTRY VILLAGE OF GLEN ELLYN TREE REMOVAL 81,000 CONTRACT REMOVAL OF TREES 15" AND 46,000 GREATER INCLUDING CONTRACT STUMP REMOVAL PER THE CONTRACT PARKWAY RESTORATIONS FROM STUMP REMOVAL 35, TREE REPLACEMENT 132,500 PURCHASE ($250 TREE COST AND 132,500 $100 CONTRACTOR PLANTING);RESIDENT CONTRIBUTION IS $100 COST SHARE PROGRAM [9000] EMERALD ASH BORER PROGRAM 6,000 EAB CHEMICAL FOR IN HOUSE TREATMENTS 5,000 TREE INJECTION PLUGS AND MISC. SUPPLIES 1,000 (IN HOUSE) LEASED EQUIPMENT 2,500 MISC. LEASED EQUIPMENT 2, TELECOMMUNICATIONS 1,980 PHONE SERVICES 4 FORESTRY EMPLOYEES 1,800 AND 50% S/F SUPERINTENDENT ACCESSORIES (10% OF PHONE SERVICE) OFFICE SUPPLIES 1,000 OFFICE SUPPLIES 1, OPERATING SUPPLIES 6,200 TOP SOIL 1,000 TOOLS AND MISCELLANEOUS SUPPLIES 4,000 CLIMBING EQUIPMENT 1,

230 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: FORESTRY VILLAGE OF GLEN ELLYN SAFETY SUPPLIES 2,900 TRAFFIC CONES 500 SAFETY HARD HATS, CHAINSAW CHAPS, GLASSES, 1,250 GLOVES, ETC. SAFETY FUEL CAN 250 $200 SAFETY BOOTS STIPEND FOR 4 FORESTRY 900 EMPLOYEES AND 50% FOR SUPERINTENDENT UNIFORMS 2,025 $450 PER EMPLOYEE 4 FORESTRY EMPLOYEES 2,025 AND 50% OF S/F SUPERINTENDENT EQUIPMENT/CAPITAL OUTLAY 8,500 SAFETY STORAGE CABINET FOR PESTICIDES 8, TRANSFER TO INSURANCE HEALTH 44,800 HEALTH INSURANCE CONTRIBUTION 44, TRANSFER TO INSURANCE GEN 42,100 GENERAL INSURANCE TRANSFER 42, TRANSFER TO EQUIP FUND O&M 100,200 TRANSFER TO EQUIPMENT SERVICES FOR O&M 100, TRANSFER TO EQUIP FUND REPL 98,500 TRANSFER TO EQUIPMENT SERVICES FOR 98,500 VEHICLE REPLACEMENT TOTAL FORESTRY $ 1,093,

231 VILLAGE OF GLEN ELLYN FISCAL YEAR PERSONNEL SCHEDULE PUBLIC WORKS DEPARTMENT OPERATIONS DIVISION FY13/14 SY 14 FY15 FY16 FY17 Salary Budgeted Budgeted Budgeted Budgeted Budgeted Classification Status Range* Employees Employees Employees Employees Employees Street/Forestry Superintendent FT N Utilities Superintendent FT N Sr Water Plant Operator FT L Water Plant Operator I FT I Crew Leader I FT I Crew Leader II FT J Customer Service Worker FT G Maintenance Worker III FT G Maintenance Worker II FT F Maintenance Worker I FT E Forestry Intern PT N/A Seasonal Staff PT N/A TOTAL EMPLOYEES (Full time Equivalents) Full time Number of Positions Part time Number of Positions

232 VILLAGE OF GLEN ELLYN FUND: PARKING FUND DEPARTMENT: PUBLIC WORKS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 5300 PARKING REVENUE LEASED PARKING LOT FEES $ 278,002 $ 270,000 $ 270,000 $ 270,000 $ 270, % DUANE STREET PARKING LOT 85,155 70,000 70,000 85,000 85, % COIN COLLECTION VILLAGE LOTS 19,374 18,000 18,000 17,000 18, % COIN COLLECTION C.N.W. LOT 3,626 3,500 3,500 4,000 3, % INVESTMENT INCOME 1,694 2,000 2,000 3,500 3, % MISCELLANEOUS REVENUE 1,475 1,000 1,000 1,000 1, % LEASE AGREEMENT ORD % TOTAL PARKING REVENUE $ 389,627 $ 364,800 $ 364,800 $ 380,800 $ 381, % PARKING EXPENDITURES PRINTING $ $ 500 $ 500 $ 500 $ % MAINTENANCE BUILDING & GROUNDS 16,810 60,000 60,000 40,000 47, % MAINTENANCE OTHER 5, % RENTAL LEASE 18,522 23,500 23,500 23,800 23, % UTILITIES 3,829 3,500 3,500 3,500 3, % OPERATING SUPPLIES 3,693 4,500 4,500 3,000 3, % CAPITAL IMPROVEMENTS , , , , % EQUIPMENT/CAPITAL OUTLAY 24, % ACCOUNTING SERVICE CHARGE 11,000 11,000 11,000 11,000 13, % PW SERVICE CHARGE 104, , , , , % STREET FORESTRY SERVICE CHARGE 40,800 42,700 42,700 42,700 24, % TRANSFER TO INSURANCE GEN % TOTAL PARKING EXPENDITURES $ 201,248 $ 462,000 $ 600,881 $ 334,800 $ 566, % TOTAL PARKING FUND $ 188,379 $ (97,200) $ (236,081) $ 46,000 $ (184,910) 90.2% Available Cash Analysis Available, January 1, 2016 $ 1,373,083 Preliminary FY2016 inflow / (outflow) $ 46,000 Budgeted FY2017 inflow / (outflow) $ (184,910) Projected Available, December 31, 2017 $ 1,234,173 Cash Reserve Policy (30% operating exp.) $ 69,000 Amount Above Reserve Policy $ 1,165,

233 FUND: PARKING FUND DEPARTMENT: PUBLIC WORKS VILLAGE OF GLEN ELLYN 5300 PARKING REVENUE LEASED PARKING LOT FEES $ 270,000 PERMIT PARKING REVENUE; INCREASE DUE TO 270,000 DUANE/GLENWOOD LOT DUANE STREET PARKING LOT 85,000 DUANE LORRAINE DAILY LOT PARKING REVENUES 85, COIN COLLECTION VILLAGE LOTS 18,000 OTHER VILLAGE COIN LOT REVENUE 18,000 (CRESCENT/PENNSYLVANIA/MAIN) COIN COLLECTION C.N.W. LOT 3,500 TRAIN STATION COIN REVENUE 3, INVESTMENT INCOME 3, MISCELLANEOUS REVENUE 1,000 LATE FEES FOR PERMIT RENEWAL 1, LEASE AGREEMENT ORD RENT PURSUANT TO ORDINANCE NO TOTAL PARKING REVENUE $ 381,

234 FUND: PARKING FUND DEPARTMENT: PUBLIC WORKS VILLAGE OF GLEN ELLYN PARKING EXPENDITURES PRINTING $ 400 PARKING PERMIT ANNUAL RENEWAL MAINTENANCE BUILDING & GROUNDS 47,500 IRRIGATION SYSTEM MAINTENANCE 1,500 SIGNAGE 1,000 MISCELLANEOUS 2,500 LANDSCAPE MAINTENANCE CONTRACT 12,500 LINE STRIPING (AS NEEDED) 10,000 CRACK SEALING (AS NEEDED) 5,000 PARKING LOT PLANTING BED UPGRADES 5,000 (CRESCENT/GLENWOOD STEWART ETC) MASONRY REPAIRS (TUCK POINTING, CAULKING ETC.) 10,000 TO BRICK PLANTING BEDS AT LOT ENTRANCES MAINTENANCE OTHER 5,160 DATA COLLECTION FEES FOR PAY BOXES 960 MONTHLY MAINTENANCE FEES FOR PAY BOXES 4, RENTAL LEASE 23,500 UP PARKING LOT LEASE/RENTAL 17, PENNSYLVANIA 6, UTILITIES 3,500 WATER 2,000 COMED 750 MISCELLANEOUS OPERATING SUPPLIES 3,800 BATTERIES 600 MISCELLANEOUS PAINTING SUPPLIES 400 CASHIERS OFFICE DECALS 2,300 PRINTING

235 FUND: PARKING FUND DEPARTMENT: PUBLIC WORKS VILLAGE OF GLEN ELLYN CAPITAL IMPROVEMENTS 315,000 ASPHALT PATCHING AND RESURFACING 50,000 RESURFACE DUANE/LORRAINE LOT DEPENDENT 130,000 ON OVERPASS/VIADUCT PLAN WAYFINDING SIGNAGE 50,000 MAIN/GLENWOOD RETAINING WALL REPLACEMENT 85, EQUIPMENT/CAPITAL OUTLAY 24,000 ELECTRONIC PAY BOXES FOR DUANE LORRAINE 24, ACCOUNTING SERVICE CHARGE 13, PW SERVICE CHARGE 105,300 COST OF ONE FULL TIME WORKER PLUS 105,300 BENEFITS TO REIMBURSE GENERAL FUND FOR PARKING LOT MAINTENANCE AND STREET FORESTRY SERVICE CHARGE 24,350 ALLOCATION OF STREET SWEEPING COSTS TO THE 24,350 PARKING FUND TO COVER CLEANING OF LOT TRANSFER TO INSURANCE GEN 700 GENERAL INSURANCE TRANSFER 700 TOTAL PARKING EXPENDITURES $ 566,

236 OPERATIONS WATER/SEWER The Utilities Division is responsible for the operation and maintenance of the Village water distribution system, two pressure adjusting stations, two pumping stations, two underground storage reservoirs, two ground water wells and two elevated water towers. In addition, the division maintains the sanitary sewer collection systems, four sanitary sewer lift stations, and the storm water conveyance system. The storm sewer conveyance system and the sanitary sewer collection system are two separate standalone systems each requiring specialized independent maintenance. The Village has 8,138 residential water services and 418 commercial water services, for a total of 8,556 utility billing addresses, of which approximately 42 are for properties outside of the Village limits. Duties include: monitoring of distribution and storage of potable water and associated regulatory reporting requirements, repair of water mains, valves, hydrants, customer water service lines and valve boxes located in the public right-of-way, hydrant flow testing, water valve exercising, water meter installation, repair and testing, water quality testing, water and sewer utility structure repairs, sanitary sewer lift station maintenance, sanitary and storm sewer system cleaning and televising. Additional duties include responding to resident requests for service and assistance. Water Production, Pumping, Storage, and Distribution System Two pressure adjusting stations located where Glen Ellyn receives Lake Michigan water from the DuPage Water Commission. Two 1,000,000 gallon ground storage reservoirs and two elevated storage tanks of 500,000 and 750,000 gallon capacity. Two stand-by ground water wells and two water pumping stations miles of water mains; approximately 1,400 fire hydrants; 1,600 water main line valves; and oversee 2,167 RPZ backflow valves. Supervisory Control and Data Acquisition (SCADA) monitoring and control system. Sanitary Sewer System 85 miles of sanitary sewer mains. 4 sanitary sewer lift stations. Approximately 2,000 manholes. Storm Sewer System 70 miles of storm sewer mains. 3,165 storm sewer inlets and catch basins. 1,200 storm sewer manholes. Division Accomplishments for CY16 1. Completed the SCADA control and telemetry system upgrade project. 2. Current non-revenue water loss for the Village stood at 12.5%, just over the target goal of 12% set for the State. The new accounting method is different in the past where water loss did not take into consideration accounted for losses, such as fire protection, hydrant flushing, water main breaks, and unavoidable loss based on the length and age of the system but instead focuses only on the amount of water billed versus pumped. The goal by 2019 is to have less than 10% nonrevenue water loss. 222

237 3. Installed new intrusion alarm system for water pumping stations. 4. New LED lighting was installed at the Newton and Wilson pumping stations. 5. Wilson Reservoir fill valve was rebuilt. 6. South Park lift station was upgraded to a true 3 phase power supply. 7. Interior of Newton Avenue Water Tower was inspected as part of contractual services provided by a contractor. The outside of the tower was also washed, spot repaired for rust and painted. This is consistent with recommended best management practices by the American Water Works Association and the IEPA. A mixing unit was also installed to help maintain water quality and lower the chance of freezing during winter months. 8. The Cottage Avenue Water Tower interior was cleaned and inspected as part of the contractual services provided by a contractor. The outside of the tower was cleaned to help remove dirt and debris, to improve the appearance and help prolong the life of the paint. 9. Drained, disinfected and performed an engineering evaluation of Newton Avenue reservoir. 10. Cleaned all nine Lake Ellyn/Riford road storm sewer Vortex Separators. 11. Drained and cleaned all four lift station wet wells and continued bacterial treatment for fats, oils and grease (F.O.G.) to help control buildup at the lift stations and in the pipes. 12. This year on the water distribution system we pulled routine bacteria samples at a rate of 30 per month, collected all required new construction bacteria samples and collected water main break samples as needed. On the two emergency back-up wells we performed monthly bacteria samples and quarterly tests for volatile organic compounds, synthetic organic compounds, inorganic chemicals, nitrates/nitrites and radionuclide. 13. Met all state and federal drinking water regulatory requirements and reporting. Acted as liaison between the Village and a contracted program administrator for the first Biennial Water Use Site survey in regards to reduced pressure zone valves (RPZs). Compliance stands at 81% with the required annual testing for RPZs. 14. An inspection program was established for water projects for lead services. This information is used to help create an inventory of potential lead services in the community and helps provide possible sample sites for the triennial lead/copper sampling program. 15. Painted the remaining 600 of the approximately 1400 total fire hydrants in the Village. This completes the painting of all fire hydrants connected to the Village water system. 16. Completed the annual flushing and inspection program of the approximately 1,400 hydrants. All dead end hydrants were flushed an additional time at the end of summer to help maintain water system quality. 17. A water leak survey of the water distribution system was performed in February and March of 2016 by a contractor. Eleven hydrant leaks were identified, 10 of which were repaired or replaced 223

238 by Utility Division staff and the other was on a privately owned hydrant that required replacement. Two other leaks were identified, one that turned out to be a leaking tap saddle that needed to be tightened and the other a leak on a lead service line that required replacement of the Village owned portion of the service. 18. The water meter test bench was rehabbed and training conducted for employees on proper meter testing techniques. Meter testing was started on the stockpile of residential meters, with an anticipation of going through the meters available to test by the middle of Initial testing had shown that the majority of meters are still reading accurately. 19. The ISO Inspection of the Water system was conducted during September. The inspection returns a score that when combined with the rating of the Volunteer Fire Department provides a rating that is used for calculating insurance costs of residents and businesses throughout the Village water leaks (water main breaks, rotted tap saddles, service leaks) were repaired in-house, with another 3 repaired by a contractor due to depth or snow removal efforts. Another 6 leaks occurred on privately maintained parts of the system. 21. Half of the approximately 1,600 Water Distribution System main line valves were located and operated. Included in this program was collection of a GPS data point, as well as other asset information. This data will then be used to update the map and asset records, which will allow better decisions to be made for future capital improvement projects, preventative maintenance work and improved response times during emergencies. 22. A Village wide street survey was conducted by Engineering. As part of that, all stormwater assets in the roadways were marked with GPS. This data will then be used to update atlas and asset records for helping provide accurate records for maintenance and repair. 23. Televised over 35 miles of sanitary sewer and another 1+ mile of storm sewer main in-house and prioritized the maintenance and reconstruction needs of these mains. Areas identified for sewer lining were passed on to Engineering for including those sections in the lining project. Cleaned over 6 miles of sanitary and storm line identified by televising. Far exceeded the goal of 15 miles of sanitary sewer televised. 24. A correlator was purchased by the Utilities Division to determine where to dig for water main breaks and service leaks. In the past, a contractor was hired to perform this task, with an average cost of $600 per occurrence. The unit was used 19 times from February through August, saving contractor costs of an estimated $11,400. With a purchase price of just under $25,000, the unit will pay for itself in about 2 years. Added benefits are quicker restoration of water service by not needing to wait on a contractor to come in for an emergency, as well as smaller excavations that require lower restoration costs from more accurate location of leaks. 25. The piping for West Pressure Adjusting Station blow off valve was modified, allowing water to be put into the Wilson Avenue reservoir, instead of going to waste. This will reduce the unbilled water amount, as well as eliminate flooding and icing issues experienced on Wilson Avenue where the water currently is piped to. 26. Replacement of portions of the driveway at the North Pressure Adjusting Station (N PAS) due to 224

239 deterioration. 27. A chemical root control pilot study was conducted for assessing the ability of this tool to combat root intrusion in sanitary mains that can lead to backups in the Village owned mains. Results of this product are promising in the short-term, with further observation needed to see what the long-term results are. 28. Completed 3,116 tasks and responded to 246 requests. 29. Cleaned 300 catch basins. 30. Responded to 56 sanitary sewer back up calls on residential lines and cleared 5 back-ups on Village owned sanitary mains. 31. Marked sanitary sewer, storm sewer and water main locates for 6,577 JULIE requests hydrants were repaired or replaced, 8 water distribution main line valves repaired or replaced, 3 lead water service lines replaced, 28 B-box repairs, 15 storm sewer structures rebuilt, 35 storm sewer structure repairs, 2 culverts replaced, 120 ROW and Building/Zoning Permits completed and 1,133 tons of spoil hauled out. 33. Abandonment of water main at the NW corner of S. Park and Pershing, as well as removal of the hydrant on the east side of S. Park at this intersection. This water main needed to be abandoned to allow for the construction of the new Police Station building being constructed. 34. Two vacant positions that were budgeted for in 2016 were filled, bring the Utility Division up to the full complement of workers. Being fully staffed allows the division to perform routine maintenance required to upkeep the system as well as respond to emergencies in-house, with less reliance on outside contractors. 35. Training includes classes in water production plant operations, water distribution products, trenching and shoring, confined space entry, flagger training and NIMS/FEMA, Disaster Management for Water and Sewer Operations, and Water Operator Certification. Division Goals for CY17 1. Reduce the amount of non-revenue water (see below) in the LMO report. This will reduce overall water costs to the Village. Ways in which the division will work towards this goal is by: continuing to test residential meters in-house and a contractor for large diameter meters to ensure meter accuracy; continuing to repair water leaks quickly, helped by having a full complement of workers and equipment such as the leak correlator; investigation of accounted for but current non-revenue water use that could be billed for; leak detection in the Village to potentially identify leaks that are not surfacing; and other best practices for water loss conservation recommended by the American Water Works Association (AWWA). 2. Drain, clean and inspect the Wilson Avenue underground one million gallon distribution system reservoir. 3. Conduct an engineering study of the water distribution chlorination system. 225

240 4. Replace the starters and electrical panels at the Newton Pumping Station for the booster and well pumps. These are original components that are far past their life expectancy and parts are difficult to find or unavailable. An added benefit would be a soft start option that would allow the motor to slowly come up to speed, reducing stress on the water system and potentially reducing water main breaks. 5. Renovation of the South Park Lift Station. This will include new pumps, motors, valves and electrical components, extending the life of the existing station by a decade. This will delay the eventually necessary costs of a new lift station for this area. 6. Replace the roof of the North Pressure Adjusting Station (N PAS). Replace the windows of the Newton Pumping Station. 7. Update Newton valve vault by installing dehumidifier, heater, LED lighting and fresh air circulation system. Rebuild the Newton Reservoir fill valve. 8. Run new wiring and conduit to allow generator run status to be tied to the SCADA system for the Newton Pump Station generator. 9. Exercise the remaining half of the total 1,576 water distribution valves including the GPS location and collection of other data to update asset information in the GIS and Cartegraph OMS (asset management program). 10. Institute a program that will flow test fire hydrants on all parts of the system on a 5 year rotating basis to meet ISO requirements. 11. Clean and inspect 1/7 th of all catch basins to keep us on track with the amount required to meet our NPDES permitting. 12. In House televising and cleaning of sanitary sewers will continue this year to reduce contractor expenses for sewer inspections. Our goal is to televise all sanitary sewer overflows for timely reports to the IEPA. The division plans to televise 25 miles of sanitary sewer and 5 mile of storm sewer. This televising will then help determine what jetting or root cutting is needed, helping reduce the amount of water and hours required to keep the Village s sewers clear and flowing. 13. Clean the 9 storm sewer vortex separators in the Lake Ellyn / Riford Road storm sewer basin. 14. Continue training new employees, as well as advancing the skills and knowledge of current employees to help with employee development. 15. Continue training to meet FEMA / NIMS requirements, and to train with DuPage Department of Homeland Security as scheduled. 16. Continue to monitor problematic sump pump discharge issues within Village Right of Way and help address these problem areas in the Village. 17. Continue updating the Water, Sanitary Sewer and Storm Sewer maps. This process will involve using the data collector application from MGP, as well as requests for edits when discrepancies are discovered between field assets and what is shown on the maps. 226

241 18. Adapt the b-box inspection program started during 2016, utilizing tablets and GIS, to confirm location measurements and accessibility. Problems with tracking and assessing the work completed were encountered and some fine tuning of the process is needed. This will be a multiyear task, expecting to take 5-7 years to complete. 19. New driveway at Newton water tower and building of a garage for creating better storage for the necessary inventory to maintain the water and sewer systems. 20. Replacement of existing and future problem water meters that are difficult to read with new radio read water meters. 21. Investigation of advanced metering through pilot programs to assess what options are available for water metering and what product might best fit the needs of the Village. 227

242 VILLAGE OF GLEN ELLYN FUND: WATER & SEWER FUND DEPARTMENT: PUBLIC WORKS % CHG 2016 FUND SUMMARY ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD TAXES $ 96,901 $ 97,000 $ 97,000 $ 97,000 $ 97, % CHARGES FOR SERVICES 14,010,679 14,464,150 14,464,150 14,035,800 14,788, % INVESTMENT INCOME 13,872 13,000 13,000 30,000 30, % MISC REVENUE 47,561 23,000 23,000 24,000 23, % TOTAL REVENUES $ 14,169,013 $ 14,597,150 $ 14,597,150 $ 14,186,800 $ 14,939, % PERSONNEL SERVICES $ 1,111,124 $ 1,239,800 $ 1,239,800 $ 1,162,800 $ 1,239, % CONTRACTUAL SERVICES 4,213,894 4,687,193 4,762,937 4,302,952 4,583, % COMMODITIES 4,098,018 4,634,150 4,634,150 4,205,600 4,261, % DEBT SERVICE 107, , , , , % CAPITAL IMPROVEMENTS 2,289,167 4,844,200 6,242,408 2,786,400 5,881, % TRANSFERS OUT (IFTS) 864, , , ,400 1,053, % TOTAL EXPENSES $ 12,684,702 $ 16,497,443 $ 17,971,395 $ 13,531,152 $ 17,127, % CHANGE IN NET POSITION $ 1,484,311 $ (1,900,293) $ (3,374,245) $ 655,648 $ (2,188,100) Available Cash Analysis Available, January 1, 2016 $ 9,513,617 Preliminary FY2016 inflow / (outflow) $ 655,648 Budgeted FY2017 inflow / (outflow) $ (2,188,100) Projected Available, December 31, 2017 $ 7,981,165 Cash Reserve Policy $ 2,214,000 Amount Above Reserve Policy $ 5,767,

243 VILLAGE OF GLEN ELLYN FUND: WATER & SEWER FUND DEPARTMENT: PUBLIC WORKS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 5010 WATER REVENUE METERED WATER REVENUE $ 7,446,403 $ 7,448,000 $ 7,448,000 $ 7,500,000 $ 7,700, % SALE OF NEW METERS 56,147 50,000 50,000 35,000 35, % WATER MAIN CONSTR REIMB (313) 0.0% UTILITY INSPECTIONS 17,525 19,000 19,000 13,000 17, % WATER CONNECTION FEES 92,333 89,000 89,000 33,000 70, % INVESTMENT INCOME 6,936 9,000 9,000 15,000 15, % MISCELLANEOUS REVENUE 44,017 20,000 20,000 23,000 20, % MISCELLANEOUS OVER/SHORT (83) 0.0% TOTAL WATER REVENUE $ 7,662,966 $ 7,635,000 $ 7,635,000 $ 7,619,000 $ 7,858, % 5020 SEWER REVENUE PROPERTY TAX SSA#12 $ 96,901 $ 97,000 $ 97,000 $ 97,000 $ 97, % METERED SEWER REVENUE 5,057,521 5,400,000 5,400,000 5,080,000 5,590, % SEWER FEES ILLINOIS AMERICAN 421, , , , , % SEWER FEES DUPAGE COUNTY 544, , , , , % SEWER REPAIR REIMBURSEMENT FEE 286, , , , , % SEWER PERMITS 43,100 42,000 42,000 21,000 22, % UTILITY INSPECTIONS 17,425 15,150 15,150 15,000 16, % CLEARWATER INSPECTIONS 28,100 26,000 26,000 32,800 33, % INVESTMENT INCOME 6,936 4,000 4,000 15,000 15, % MISCELLANEOUS REVENUE 3,760 3,000 3,000 1,000 3, % MISCELLANEOUS OVER/SHORT (134) 0.0% TOTAL SEWER REVENUE $ 6,506,047 $ 6,962,150 $ 6,962,150 $ 6,567,800 $ 7,081, % 229

244 FUND: WATER AND SEWER DEPARTMENT: PUBLIC WORKS VILLAGE OF GLEN ELLYN 5010 WATER REVENUE METERED WATER REVENUE $ 7,700,000 CURRENT ESTIMATE SHOWS A 1.5% INCREASE 7,700,000 IN RATES SALE OF NEW METERS 35,000 NEW METER PURCHASES 35, UTILITY INSPECTIONS 17,500 UTILITY INSPECTIONS 17, WATER CONNECTION FEES 70,000 WATER CONNECTION FEES 70, INVESTMENT INCOME 15, MISCELLANEOUS REVENUE 20,600 MISC REVENUE INCLUDES LATE FEES, PENALTIES 20,600 AND OTHER MISC. REVENUE. BUDGETED $20K CONSERVATIVELY AS REVENUE IS VOLATILE TOTAL WATER REVENUE $ 7,858, SEWER REVENUE PROPERTY TAX SSA#12 $ 97,000 YEAR 11 OF 20 OF SSA ESTABLISHED IN ,000 TO REIMBURSE VILLAGE FOR CONSTRUCTION OF SEWER IN LAMBERT FARMS SUBDIVISION METERED SEWER REVENUE 5,590,000 PROJECT A 1.5% PROJECTED RATE INCREASE 5,590, SEWER FEES ILLINOIS AMERICAN 460,000 SEWER FEES COLLECTED FROM IL AMERICAN 460,000 THAT SERVES UNINCORP AREA SOUTH OF BUTTERFIELD. IL AMER REPRESENTS REPRESENTS APPROX 9% OF GWA FLOW 230

245 FUND: WATER AND SEWER DEPARTMENT: PUBLIC WORKS VILLAGE OF GLEN ELLYN SEWER FEES DUPAGE COUNTY 558,000 PROJECT APPROX 1.5% RATE INCREASE. 558,000 REPRESENTS 500 UNINCORPORATED ADDRESSES NORTH OF GLEN ELLYN SEWER REPAIR REIMBURSEMENT FEE 287,000 ANTICIPATE NO CHANGE TO REVENUE STREAM 287,000 IN CHARGE IS $1 PER MONTH ON VILLAGE SERVICES BILL SEWER PERMITS 22,000 BASED ON 2016 ESTIMATED ACTUAL 22, UTILITY INSPECTIONS 16,000 BASED UPON HISTORICAL RESULTS 16, CLEARWATER INSPECTIONS 33,400 REVENUE FROM CLEARWATER INSPECTIONS 33,400 REQUIRED FOR TRANSFER STAMP INVESTMENT INCOME 15,000 15, MISCELLANEOUS REVENUE 3,000 3,000 TOTAL SEWER REVENUE $ 7,081,

246 VILLAGE OF GLEN ELLYN FUND: WATER & SEWER FUND DEPARTMENT: PUBLIC WORKS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD WATER DIVISION EXPENSES SALARIES PENSIONABLE $ 463,064 $ 498,930 $ 498,930 $ 490,500 $ 499, % SALARIES NON PENSIONABLE 39,883 50,500 50,500 40,500 42, % OVERTIME 20,628 23,200 23,200 15,000 23, % TEMPORARY HELP 5,533 13,400 13,400 7,600 14, % FICA TAXES 38,655 45,000 45,000 40,000 46, % IMRF EMPLOYER CONTRIBUTIONS 49,618 55,000 55,000 51,000 54, % TUITION REIMBURSEMENT % EMPLOYEE RECOGNITION , % DUES SUBSCRIPTIONS REG FEES 2,401 2,400 2,400 2,600 2, % EMPLOYEE EDUCATION 1,530 8,300 8,300 5,000 6, % TRAVEL 2,846 3,900 3,900 3,200 4, % SAFETY TRAINING 1, % LEGAL GENERAL COUNSEL 3,000 3, % BANKING SERVICES 23,119 21,700 21,700 17,400 21, % POSTAGE & SHIPPING 11,178 11,500 11,500 13,700 17, % MAINTENANCE BUILDING & GROUNDS 24,708 40,250 46,264 39,000 65, % MAINTENANCE EQUIPMENT 24,744 23,750 23,750 27,000 26, % MAINTENANCE R.O.W. 23,449 59,500 59,500 38,000 60, % MAINTENANCE WATER METERS 90, , ,000 80, , % MAINTENANCE HYDRANTS 63,308 56,900 56,900 51,800 23, % MAINTENANCE VALVES 8,700 10,000 10,000 6,000 10, % MAINTENANCE OTHER 11,844 15,000 15,000 15,000 18, % PROFESSIONAL SERVICES OTHER 120, , ,012 98, , % JULIE 7,867 10,600 10,600 10,000 10, % TELECOMMUNICATIONS 5,579 5,800 5,800 8,800 9, % UTILITIES 43,998 43,800 43,800 35,000 40, % OFFICE SUPPLIES 1,617 2,200 2,200 1,400 2, % OPERATING SUPPLIES 7,817 7,000 7,000 3,000 7, % SAFETY SUPPLIES 2,224 3,100 3,100 3,100 4, % TREATMENT COSTS & PESTICIDES 8,000 8,000 5,000 8, % UNIFORMS 2,962 2,700 2,700 2,700 2, % LAKE MICHIGAN WATER 4,073,067 4,598,000 4,598,000 4,180,000 4,224, % CAPITAL IMPROVEMENTS 345, , , , % RIFORD RD RECONSTRUCTION PROJ 1,000 4, % HILL AVE WATER MAIN EXT 24, % SUNSET/TURNER 1, % PARK BLVD REHABILITATION 40,000 41,203 46, % CRESCENT BLVD RECONSTRUCTION 130, ,000 25, % LENOX LINDEN 51,031 3, % OAK EUCLID FOREST ALLEY % STREET IMPROVEMENTS 28,414 32, % ROOSEVELT ROAD WATER MAIN 400, , , % ELM GENEVA COTTAGE 334,678 30,548 6, % GLENWOOD ARBOR RIDGEWOOD 822,097 50,000 52,000 2, % CBD UNDERGROUND IMPROVEMENTS 250, , , % ELM OAK IMPROVEMENTS 398, , , % KENILWORTH ALLEY IMPROVEMENTS 112, ,500 2, , % ROUTE 53 WATER MAIN LINING 515, ,000 15,000 1,100, % BEMIS ROAD IMPROVEMENTS 0.0% MONTCLAIR EAST DAVIS SMITH IMP 759, % ROYAL GLEN INFRASTRUCTURE IMP 75, % EQUIPMENT/CAPITAL OUTLAY 8,010 48, , ,800 99, % FACIL MAINT SERVICE CHARGE 10,000 17,700 17,700 17,700 16, % ACCOUNTING SERVICE CHARGE 150, , , , , % TRANSFER TO INSURANCE HEALTH 72,602 77,600 77,600 68,100 86, % TRANSFER TO INSURANCE GEN 55,000 60,800 60,800 60,800 58, % TRANSFER TO EQUIP FUND O&M 66,100 59,100 59,100 59,100 63, % TRANSFER TO EQUIP FUND REPL 60,000 61,800 61,800 61,800 61, % TRANSFER TO FACIL MAINT RESRV 50,000 50,000 50,000 50, % TRANSFER TO CAPITAL PROJECTS FUND 50, % TOTAL WATER DIVISION EXPENSES $ 6,882,566 $ 8,596,330 $ 9,437,298 $ 6,785,500 $ 9,457, % 232

247 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN WATER DIVISION EXPENDITURES SALARIES PENSIONABLE $ 499,000 UTILITIES SUPERINTENDENT (50%) 49,000 CUSTOMER SERVICE WORKER (100%) 72,000 SENIOR PLANT OPERATOR (50%) 38,800 WATER PLANT OPERATOR I (50%) 31,000 CREW LEADER II (50%) 38,700 CREW LEADER I (50%) 28,900 MAINTENANCE WORKER II (50%) 34,300 (4) MAINTENANCE WORKER I (50%) 90,600 PUBLIC WORKS DIRECTOR (20%) 27,800 ASSISTANT PUBLIC WORKS DIRECTOR (15%) 17,600 REGISTERED PROFESSIONAL ENGINEER (10%) 12,500 CIVIL ENGINEER (10%) 8,000 SENIOR CIVIL ENGINEER (10%) 9,500 UTILITIES INSPECTOR (40%) 30,000 ADMINISTRATIVE ASSISTANT II (15%) 10, SALARIES NON PENSIONABLE 42,550 ADMINISTRATIVE ASSISTANT II (33%) 7,550 METER READERS (5) 35, OVERTIME 23,100 OVERTIME FOR UTILITY DIVISION EMERGENCIES (50%) 18,300 SCADA CALL OUT PAY 2 HRS/WK FOR 52 WKS 3,000 2 OPERATORS AND 17.3 WKS EACH (50%) CREW LEADER CALL OUT PAY 3 HRS/WK FOR 26 WKS 1,800 FOR 2 CREW 13 WKS EACH (50%) TEMPORARY HELP 14,500 SUMMER SEASONAL WORKERS 12 7,200 50%) EXTENDED SUMMER SEASONAL 24 5,800 + $2000 FOR WORKING 24 50%) ENGINEERING INTERN 12 (25%) 1, FICA TAXES 46, IMRF EMPLOYER CONTRIBUTIONS 54,

248 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN EMPLOYEE RECOGNITION 1,000 DINNER/LUNCH DURING EXTENDED HOURS OR 500 WEEKEND OVERTIME ANTICIPATED RETIREMENTS DUES SUBSCRIPTIONS REG FEES 2,800 AWWA INDIVIDUAL MEMBERSHIPS 200 APWA CORPORATE MEMBERSHIP 600 AWWA CORPORATE MEMBERSHIP 2, EMPLOYEE EDUCATION 6,500 AWWA/ISAWWA OPERATOR CLASSES FOR 10 (100%) 1,800 CROSS CONNECTION CONTROL CLASS (100%) 800 WATERCON ISAWWA CONFERENCE (50%) 300 IPSI (50%) 1,200 NIU GRADUATE CLASSES FOR MPA (50%) 1,200 INSTRUMENTATION AND CONTROL (100%) 1, TRAVEL 4,800 IPSI (50%) 900 METER READER MILEAGE 3,000 WATERCON ISAWWA (50%) SAFETY TRAINING 1,500 NEW TRENCH AND EXCAVATION TRAINING 1, BANKING SERVICES 21,800 FEES ASSOCIATED WITH PROCESSING CREDIT 21,000 CARD AND BANK CARD PAYMENTS OF WATER BILL BANK COURIER SERVICE POSTAGE & SHIPPING 17,100 WATER BILLS 13,600 CROSS CONNECTION CONTROL PROGRAM 2,000 OVERNIGHT CHARGES FOR SHIPPING WATER 1,500 CHEMICAL ANALYSIS SAMPLES TO IEPA LAB 234

249 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN MAINTENANCE BUILDING & GROUNDS 65,400 LANDSCAPE CONTRACT 7,200 ELECTRICAL SUPPLIES (FIXTURES, BULBS, WIRING, ETC.) 1,500 MAINTENANCE SUPPLIES (TOOLS, NUTS, BOLTS, ETC.) 1,000 DRIVEWAY REPLACEMENT FOR NEWTON PUMPING STATION DRIVEWAY REPLACEMENT FOR NORTH PRESSURE ADJUSTING STATION (NPAS) REPLACE ROOF AT NORTH PRESSURE ADJUSTING 15,000 STATION (N PAS) REPLACE WINDOWS AT NEWTON PUMPING STATION 10,000 ADD SECURITY COMPONENTS TO WINDOWS AT 2,000 NEWTON PUMPING STATION COMPATIBLE WITH EXISTING SYSTEM REPLACE THERMOSTATS AT NORTH AND WEST 2,000 PRESSURE ADJUSTING STATIONS (N PAS AND W PAS) PURCHASE OF STORAGE CABINETS FOR TOOLS 1,000 AND EQUIPMENT AT WATER FACILITIES PURCHASE OF LARGE TABLETOP VISE TO BE PLACED 500 IN WILSON OR WEST PRESSURE ADJUSTING STATION 280' OF 8' HIGH SECURITY FENCE WITH 2 PEOPLE 25,200 GATES FOR WILSON PUMP STATION/WEST PASS COMPOUND $90/FT MAINTENANCE EQUIPMENT 26,630 SPECIALIZED PARTS AND SUPPLIES TO MAINTAIN 15,000 EQUIPMENT SPECIFIC TO WATER DISTRIBUTION SYSTEM CARTEGRAPH OMS PLATFORM SOFTWARE (25%) ESRI 9,630 GIS ANNUAL SOFTWARE COST 2, MAINTENANCE R.O.W. 60,100 LANDSCAPE MATERIALS 3,000 GRAVEL DELIVERY AND SPOIL HAULING CONTRACT 26,100 CONCRETE RESTORATION CONTRACT 18,000 IEPA TESTING OF SPOIL 3,000 PAVEMENT CONTRACTORS 10,

250 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN MAINTENANCE WATER METERS 100,000 PURCHASE NEW WATER METERS (90% FOR NEW 80,000 CONSTRUCTION) CONVERSION TO RADIO READ OF DIFFICULT 10,000 METERS INCLUDING PURCHASE OF ADAPTOR PLATE FOR 2 TO 4 WIRE CONVERSION TO RADIO READ METERS PILOT PROGRAMS FOR ADVANCED METERING SYSTEMS 10, MAINTENANCE HYDRANTS 23,400 AVERAGE COST OF NEW MUELLER FIRE HYDRANT 17,400 (COST VARIES WITH DEPTH) HYDRANT REPAIR PARTS 6, MAINTENANCE VALVES 10,000 VALVES AND REPAIR PARTS AS NEEDED (BOLTS, 10,000 GASKETS, ETC.) MAINTENANCE OTHER 18,000 REPAIR CLAMPS, PIPES, COPPER TUBING, COUPLERS, 18,000 ROUND WAYS, B BOXES, VALVE BOXES AND PIPE FITTINGS 236

251 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN PROFESSIONAL SERVICES OTHER 215,850 ELECTRICAL MAINTENANCE 8,000 CHEMICAL ANALYSIS 6,500 BACTERIA ANALYSIS 10,000 TRAFFIC CONTROL 4,000 METER TESTING PROGRAM 10,000 GENERATOR MAINTENANCE 1,200 EMERGENCY EXCAVATION 30,000 CHLORINATION STUDY 40,000 ROOT PRUNING FOR DIGS 2,000 PRINT & DISTRIBUTE WATER BILLS 8,000 DEEP HIGHWAY SAW CUTS 1,000 LEAK LOCATION SERVICES 3,000 EXERCISE 700 VALVES (YEAR 2 OF 2) 15,000 WILSON RESERVOIR INSPECTION ICE PIG 1000' OF 15,000 OF 4" MAIN (TRAVERS AVENUE) EASEMENT INVESTIGATION (MAPPING ALL 20,000 RECORDED VILLAGE EASEMENTS PERTAINING TO PW INFRASTRUCTURE) GIS CONSORTIUM 35,400 CARTEGRAPH TRAINING/IMPLEMENTATION (25%) 3,750 BI ANNUAL CLEANING OF PUBLIC WORKS ICE 500 MACHINE (50%) ANNUAL TESTING OF PUBLIC WORKS RPZS 1,000 TRIENNIAL LEAD AND COPPER TESTING (LCR) PROGRAM 1, JULIE 10,600 PAYMENTS TO JULIE FOR COORDINATING ,900 LOCATES AT $1.31 EACH COST FOR THIRD PARTY VENDOR TO TRACK JULIES 1,700 FOR 6750 LOCATES AT $0.25 EACH TELECOMMUNICATIONS 9,400 PHONE SERVICE AT WATER FACILITIES 1,500 PHONE SERVICES 50% OF 11 UTILITIES STAFF 3,800 AND SERVICE FOR 4 TABLETS (50%) ACCESSORIES (10% OF PHONE SERVICES) 400 SERVICE FOR OPERATIONS' LAPTOP AIRCARD 300 NEW FIRE ALARM SERVICE FOR 4 WATER FACILITIES 2,200 NEW AT&T UVERSE INTERNET FOR SCADA AT WEST 1,200 PASS 237

252 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN UTILITIES 40,000 NATURAL GAS 4,300 ELECTRIC 35,500 GARBAGE PICK UP OFFICE SUPPLIES 2,200 COPIER SUPPLIES, PAPER, INK, PENS, 2,200 ENVELOPES AND TONER OPERATING SUPPLIES 7,000 HARDWARE 2,400 KITCHEN SUPPLIES 1,200 CLEANING SUPPLIES 800 LAUNDRY SUPPLIES 800 MARKING PAINT 1,000 MISCELLANEOUS SUPPLIES SAFETY SUPPLIES 4,000 SAFETY GLASSES 200 HARD HATS 200 FIRST AID SUPPLIES 900 BARRICADES & CONES 1,500 SAFETY POSTER PROGRAM 300 BOOTS $150 PER EMPLOYEE 10 50% 900 AND TREATMENT COSTS & PESTICIDES 8,000 CHLORINE BACK UP TO SUPPLY 4MD FOR 30 DAYS 5,000 SUPPLEMENTAL CHLORINE AT NPAS 3, UNIFORMS 2,700 $450 PER EMPLOYEE % AND 2, % LAKE MICHIGAN WATER 4,224,000 PURCHASE OF 880,000 MILLION GALLONS FROM 4,224,000 GALLONS CAPITAL IMPROVEMENTS 135,000 FUTURE STREET IMPROVEMENTS DESIGN 25,000 ENGINEERING CUMNOR MAIN 85,000 UTILITY SERVICES MAINTENANCE CONTRACT 25,

253 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN ROOSEVELT RD WATER MAIN 560,000 ROOSEVELT ROAD WATER MAIN REPLACEMENT 300,000 CONSTRUCTION (#13008) ROOSEVELT ROAD WATER MAIN REPLACEMENT 200,000 DESIGN ENGINEERING (#13008) ROOSEVELT ROAD WATER MAIN REPLACEMENT 30,000 EASEMENTS (#13008) ROOSEVELT ROAD WATER MAIN REPLACEMENT 30,000 RESIDENT ENGINEERING (#13008) CBD UNDERGROUND IMPROVEMENTS 500,000 CBD ROADWAY REHABILITATION AND 450,000 STREETSCAPE IMPROVEMENTS CONSTRUCTION (#16005) CBD ROADWAY REHABILITATION AND STREETSCAPE 50,000 IMPROVEMENTS ENGINEERING (#16005) KENILWORTH ALLEY IMPROVEMENTS 134,500 KENILWORTH ALLEY IMPROVEMENTS CONSTRUCTION 120,000 (#16009) KENILWORTH ALLEY IMPROVEMENTS DESIGN 2,500 ENGINEERING (#16009) KENILWORTH ALLEY IMPROVEMENTS RESIDENT 12,000 ENGINEERING (#16009) ROUTE 53 WATER MAIN LINING 1,100,000 ROUTE 53 AND ROUTE 38 WATER MAIN LINING 1,000,000 CONSTRUCTION (#16015) ROUTE 53 AND ROUTE 38 WATER MAIN LINING 50,000 DESIGN ENGINEERING (#16015) ROUTE 53 AND ROUTE 38 WATER MAIN LINING 50,000 RESIDENT ENGINEERING (#16015) MONTCLAIR EAST DAVIS SMITH IMP 759,000 MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 660,000 CONSTRUCTION (#17004) MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 33,000 DESIGN ENGINEERING (#17004) MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 66,000 CONSTRUCTION ENGINEERING (#17004) 239

254 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN ROYAL GLEN INFRASTRUCTURE IMP 75,000 ROYAL GLEN INFRASTRUCTURE IMPROVEMENTS 75,000 DESIGN ENGINEERING (#17005) EQUIPMENT/CAPITAL OUTLAY 99,900 STANLEY HYDRAULIC CHAINSAW FOR CUTTING 6,000 DUCTILE WATER MAIN CHANGE LIGHTING OVER TO ENERGY EFFICIENT L.E.D. 1,000 LIGHTING WILSON AND NEWTON PURCHASE OF NEW STHIL CUTOFF SAW (50%) 1,000 PURCHASE OF NEW DRINKING FOUNTAIN WITH 5,800 DOG BOWL FOR SPICELY PARK PURCHASE OF TWO NEW IPADS OR TABLETS TO USE 800 WITH CARTEGRAPH OMS IN THE FIELD REPLACEMENT AND UPGRADE OF STARTERS AND 65,000 ELECTRICAL PANEL FOR NEWTON BOOSTERS AND WELL PUMP REPLACEMENT OF UTILITY SAW TRAILER WITH 4,000 NEW TRAILER FOR DIG JOBS (BREAKER SHAKER CONES, ETC) 50% REPLACEMENT OF GENERATOR FOR POWERTOOLS 500 AND NIGHT DIGS (50%) REPLACEMENT OF 4" TRASH PUMP FOR MAIN BREAKS 1,300 AND EMERGENCY SITUATIONS (50%) PURCHASE OF R900 GATEWAY COLLECTOR FOR 13,500 ADVANCED WATER METER READING PURCHASE OF PROGRAMMING MOUSE FOR 1,000 HANDHELD METER READING UNITS FACIL MAINT SERVICE CHARGE 16,600 FACILITIES MAINTENANCE SERVICE CHARGE 16, ACCOUNTING SERVICE CHARGE 145, TRANSFER TO INSURANCE HEALTH 86, TRANSFER TO INSURANCE GEN 58, TRANSFER TO EQUIP FUND O&M 63, TRANSFER TO EQUIP FUND REPL 61, TRANSFER TO FACIL MAINT RESRV 50,

255 FUND: WATER AND SEWER FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: WATER DIVISION VILLAGE OF GLEN ELLYN TRANSFER TO CAPITAL PROJECTS FUND 50,000 TOTAL WATER DIVISION EXPENDITURES $ 9,457,

256 VILLAGE OF GLEN ELLYN FUND: WATER & SEWER FUND DEPARTMENT: PUBLIC WORKS % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD SEWER DIVISION EXPENSES SALARIES PENSIONABLE 388, , , , , % SALARIES NON PENSIONABLE 7,419 8,100 8,100 8,100 7, % OVERTIME 19,624 23,200 23,200 15,000 23, % TEMPORARY HELP 5,533 13,400 13,400 7,600 14, % FICA TAXES 30,660 36,000 36,000 32,000 41, % IMRF EMPLOYER CONTRIBUTIONS 41,830 48,000 48,000 43,000 46, % TUITION REIMBURSEMENT % EMPLOYEE RECOGNITION % DUES SUBSCRIPTIONS REG FEES 3,463 4,500 4,500 3,700 4, % EMPLOYEE EDUCATION 6,948 3,600 3,600 3,600 6, % TRAVEL , % LEGAL GENERAL COUNSEL 1,000 1, % BANKING SERVICES 22,830 21,700 21,700 19,000 21, % POSTAGE & SHIPPING 10,614 10,000 10,000 13,200 13, % MAINTENANCE BUILDING & GROUNDS 2,038 3,000 3,000 8,500 5, % MAINTENANCE EQUIPMENT 25,336 21,250 21,250 20,500 24, % MAINTENANCE R.O.W. 24,586 49,000 49,000 33,500 49, % MAINTENANCE STORM SEWERS 8,308 20,000 20,000 15,000 20, % MAINTENANCE SANITARY SEWERS 3,680 20,000 20,000 12,000 20, % MAINTENANCE OTHER % PROFESSIONAL SERVICES OTHER 75, , , , , % PAYMENT TO GWA 3,429,849 3,608,243 3,608,243 3,525,952 3,510, % SEWER REIMBURSE PLAN REPAIRS 39,188 50,000 50,000 40,000 50, % OVERHEAD SEWER PROGRAM 42,248 50,000 50,000 25,000 50, % SANITARY SEWER TELEVISING 41, % TELECOMMUNICATIONS 3,792 5,400 5,400 5,000 5, % UTILITIES 4,857 6,000 6,000 5,500 6, % OFFICE SUPPLIES 1,418 2,200 2,200 1,400 2, % OPERATING SUPPLIES 2,923 3,750 3,750 2,200 3, % SAFETY SUPPLIES 3,028 4,900 4,900 4,500 5, % UNIFORMS 2,962 2,300 2,300 2,300 2, % INTEREST LAMBERT FARMS IEPA 20,004 20,000 20,000 20,000 20, % PRINCIPAL LAMBERT FARMS IEPA 87,941 88,000 88,000 88,000 88, % CAPITAL IMPROVEMENTS 230,879 1,025, ,000 50, , % RIFORD RD RECONSTRUCTION PROJ 1,000 2, % HILL AVE 36, % SUNSET/TURNER 1, % PARK BLVD REHABILITATION 20,000 21,202 26, % LENOX LINDEN 1,210 9,386 1, % OAK EUCLID FOREST ALLEY % STREET IMPROVEMENTS 36,481 17, % SANITARY SEWER LINING 17, % ELM GENEVA COTTAGE 348, ,946 5, % GLENWOOD ARBOR RIDGEWOOD 385,898 30,000 31,377 1, % SANITARY SEWER LINING 430, , % CBD UNDERGROUND IMPROVEMENTS 250, , , % ELM OAK IMPROVEMENTS 470, , , % KENILWORTH ALLEY IMPROVEMENTS 222, ,500 2, , % MEMORY CT LIFT STATION REHAB 640, , % SANITARY SEWER LINING 500, , % BEMIS ROAD IMPROVEMENTS 0.0% MONTCLAIR EAST DAVIS SMITH IMP 937, % ROYAL GLEN INFRASTRUCTURE IMP 40, % EQUIPMENT/CAPITAL OUTLAY 7,767 27,200 29,288 3, , % FACIL MAINT SERVICE CHARGE 10,000 17,700 17,700 17,700 13, % ACCOUNTING SERVICE CHARGE 150, , , , , % PW OPERATIONS SERVICE CHARGE 10, % TRANSFER TO INSURANCE HEALTH 60,452 64,400 64,400 55,200 72, % TRANSFER TO INSURANCE GEN 45,500 50,000 50,000 50,000 44, % TRANSFER TO EQUIP FUND O&M 61,700 80,700 80,700 80,700 84, % TRANSFER TO EQUIP FUND REPL 113,200 94,300 94,300 94,300 61, % TRANSFER TO FACIL MAINT RESRV 50,000 50,000 50,000 50, % TRANSFER TO CAPITAL PROJECTS FUND 50, % TOTAL SEWER DIVISION EXPENSES $ 5,802,137 $ 7,901,113 $ 8,534,101 $ 6,745,652 $ 7,669, % 242 TOTAL WATER AND SEWER FUND $ 1,484,310 $ (1,900,293) $ (3,374,249) $ 655,648 $ (2,188,100)

257 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN SEWER DIVISION EXPENSES SALARIES PENSIONABLE $ 426,900 UTILITIES SUPERINTENDENT (50%) 48,900 SENIOR PLANT OPERATOR (50%) 38,800 WATER PLANT OPERATOR (50%) 31,000 CREW LEADER II (50%) 38,700 CREW LEADER I (50%) 28,900 MAINTENANCE WORKER II (50%) 34,300 (4) MAINTENANCE WORKER I (50%) 90,600 PUBLIC WORKS DIRECTOR (20%) 27,800 ASSISTANT PUBLIC WORKS DIRECTOR (15%) 17,600 REGISTERED PROFESSIONAL ENGINEER (10%) 12,500 CIVIL ENGINEER (10%) 8,000 SENIOR CIVIL ENGINEER (10%) 9,500 UTILITIES INSPECTOR (40%) 30,000 ADMINISTRATIVE ASSISTANT II (15%) 10, SALARIES NON PENSIONABLE 7,550 ADMINISTRATIVE ASSISTANT II (33%) 7, OVERTIME 23,200 OVERTIME FOR UTILITY DIVISION EMERGENCIES (50%) 18,300 SCADA CALL OUT PAY 2 HRS/WK FOR 52 WKS 3,100 2 OPERATORS AND 17.3 WKS EACH (50%) CREW LEADER CALL OUT PAY 3 HRS/WK FOR 26 WKS 1,800 FOR 2 CREW 13 WKS EACH (50%) TEMPORARY HELP 14,100 SUMMER SEASONAL WORKERS 12 7,200 50%) EXTENDED SUMMER SEASONAL 24 5,400 + $2000 FOR WORKING 24 WKS 50%) ENGINEERING INTERN 12 (25%) 1, FICA TAXES 41, IMRF EMPLOYER CONTRIBUTIONS 46,

258 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN EMPLOYEE RECOGNITION 500 ANTICIPATED RETIREMENTS DUES SUBSCRIPTIONS REG FEES 4,500 APWA CORPORATE MEMBERSHIP AND MISC DUES 1,000 FOR STAFF OF 11 DUPAGE RIVER SALT CREEK WORKGROUP (DRSCW) 3,500 DUES PER GWA (ESTIMATED) EMPLOYEE EDUCATION 6,500 WASTE WATER / STORM WATER TRAINING FOR 1,800 STAFF OF 10 (100%) NIU GRADUATE CLASSES FOR MPA (50%) 1,200 IPSI (50%) 1,200 TRAINING FOR PIPELINE ASSESSMENT AND 2,000 CERTIFICATION PROGRAM PACP (NEW AND RENEWALS) FOR USE WITH SEWER TELEVISING EQUIPMENT WATERCON ISAWWA TOTAL WATER CONFERENCE (50%) TRAVEL 1,800 IPSI (50%) 900 WATERCON ISAWWA TOTAL WATER CONFERENCE (50%) BANKING SERVICES 21,800 SEWER SHARE OF BANK FEES TO PROCESS CREDIT/BANK 21,000 USED TO PAY WATER/SEWER BILLS BANK COURIER SERVICES POSTAGE & SHIPPING 13,200 SEWER PORTION OF POSTAGE ASSOCIATED 13,200 WITH WATER/SEWER BILL 244

259 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN MAINTENANCE BUILDING & GROUNDS 5,000 ELECTRICAL SUPPLIES FOR PUMP STATIONS 4,000 (LIGHT BULBS, CONTROLLERS, DIALERS, ETC.) PLUMBING SUPPLIES FOR PUMP STATIONS 500 HARDWARE AND PAINT MAINTENANCE EQUIPMENT 24,600 AS NEEDED REPLACEMENT FOR SAFETY OF 4,000 HIGH PRESSURE FLUSHER HOSES FOR 242 AND 230 SAW REPAIRS 500 MAINTAIN TOOLS AND EQUIPMENT 500 MISCELLANEOUS CONSTRUCTION SUPPLIES 1,500 CARTEGRAPH OMS ELA UNLIMITED LICENSES (25%) 9,600 WINCAN ANNUAL SERVICE CONTRACT FOR 1,500 ROUTINE MAINTENANCE AND REPAIRS OF 5,000 SEWER TELEVISING CAMERA, PURCHASE NEW EQUIPMENT ESRI GIS ANNUAL SOFTWARE COST 2, MAINTENANCE R.O.W. 49,600 LANDSCAPE MATERIALS 3,000 GRAVEL DELIVERY AND SPOIL HAULING CONTRACT 26,100 CONCRETE RESTORATION CONTRACT 18,000 IEPA SPOIL TESTING 2, MAINTENANCE STORM SEWERS 20,000 STRUCTURES, FRAMES, GRATES, PIPE FITTINGS, 20,000 BRICK & MORTAR MAINTENANCE SANITARY SEWERS 20,000 STRUCTURES, FRAMES, GRATES, PIPE FITTINGS 20,000 BRICK & MORTAR 245

260 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN PROFESSIONAL SERVICES OTHER 159,900 COSTS ASSOCIATED WITH CREATION OF SEWER 8,000 UTILITIES BILL EMERGENCY FLUSHER 2,000 LIFT STATION REPAIR SERVICE 5,000 BACTERIA TREATMENTS 25,000 DEEP HIGHWAY SAW CUTS 1,000 CLEAN & TV CENTRAL BASIN SANITARY TRUNK SEWERS 25,000 RJN STUDY ELECTRICAL MAINTENANCE 4,000 GENERATOR MAINTENANCE 1,200 ROOT PRUNING 1,000 EMERGENCY EXCAVATIONS 20,000 CLEANING OF THE 9 VORTEX STORM WATER 9,000 CLEAN 4 SANITARY LIFT STATIONS 4,000 EASEMENT INVESTIGATION AND IDENTIFICATION 10,000 CARTEGRAPH TRAINING\IMPLEMENTATION (25%) 3,800 GIS CONSORTIUM 35,400 BI ANNUAL CLEANING OF PUBLIC WORKS ICE MACHINE 500 [50%] CHEMICAL ROOT CONTROL TREATMENT FOR SANITARY 5,000 MAINS PAYMENT TO GWA 3,510,270 BASED ON DRAFT GWA BUDGET 3,510, SEWER REIMBURSE PLAN REPAIRS 50,000 REIMBURSES RESIDENTS 50% OF COSTS 50,000 ASSOCIATED WITH REPLACEMENT/REPAIR OF SANITARY SEWER IN ROW OVERHEAD SEWER PROGRAM 50,000 COST SHARES UP TO 50% OF THE COSTS ASSOCIATED 50,000 WITH CONVERSION TO OVERHEAD SEWERS 246

261 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN TELECOMMUNICATIONS 5,400 PHONE SERVICE AT LIFT STATIONS ETC. 1,500 PHONE SERVICES 11 EMPLOYEES AT 50% + SERVICE 3,500 FOR 4 TABLETS (50%) ACCESSORIES (10% OF PHONE SERVICE) UTILITIES 6,000 ELECTRIC & NATURAL GAS EXPENDITURES 6, OFFICE SUPPLIES 2,200 PRINTER SUPPLIES, INK, PAPER, PENS, AND 2,200 GENERAL OFFICE SUPPLIES OPERATING SUPPLIES 3,750 HARDWARE 1,200 LAUNDRY SUPPLIES 300 MARKING PAINT 1,000 KITCHEN SUPPLIES 300 CLEANING SUPPLIES 200 MISCELLANEOUS SUPPLIES SAFETY SUPPLIES 5,700 DISINFECTANTS 400 BIO HAZARD GLOVES 1,600 SAFETY GLASSES 300 HARD HATS 300 BARRICADES & CONES 1,500 FIRST AID SUPPLIES 800 BOOTS $150 PER EMPLOYEE 10 50% UNIFORMS 2,300 UNIFORMS $450 PER EMPLOYEE 10 EMPLOYEES 2,300 AT 50% INTEREST LAMBERT FARMS IEPA 20,000 INTEREST PAID ON IEPA LOAN FOR SANITARY MAIN 20,000 IN LAMBERT FARMS 7TH OF 15 ANNUAL PAYMENTS 247

262 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN PRINCIPAL LAMBERT FARMS IEPA 88,000 PRINCIPAL PAID ON IEPA LOAN FOR SANITARY MAIN 88,000 IN LAMBERT FARMS 7TH OF 15 ANNUAL PAYMENTS CAPITAL IMPROVEMENTS 650,000 FUTURE STREET IMPROVEMENTS DESIGN ENGINEERING 50,000 CUMNOR SANITARY SEWER EXTENSION 100,000 SEWER LINING/SSES FOLLOW UP 500, CBD UNDERGROUND IMPROVEMENTS 500,000 CBD ROADWAY REHABILITATION AND STREETSCAPE 450,000 CONSTRUCTION (#16005) CBD ROADWAY REHABILITATION AND STREETSCAPE 50,000 DESIGN ENGINEERING (#16005) KENILWORTH ALLEY IMPROVEMENTS 261,000 KENILWORTH ALLEY IMPROVEMENTS CONSTRUCTION 235,000 (#16009) KENILWORTH ALLEY IMPROVEMENTS DESIGN 2,500 ENGINEERING (#16009) KENILWORTH ALLEY IMPROVEMENTS RESIDENT 23,500 ENGINEERING (#16009) MONTCLAIR EAST DAVIS SMITH IMP 937,500 MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 815,000 CONSTRUCTION (#17004) MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 41,000 DESIGN ENGINEERING (#17004) MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 81,500 CONSTRUCTION ENGINEERING (#17004) ROYAL GLEN INFRASTRUCTURE IMP 40,000 ROYAL GLEN INFRASTRUCTURE IMPROVEMENTS 40,000 DESIGN ENGINEERING (#17005) 248

263 FUND: GENERAL FUND DEPARTMENT: PUBLIC WORKS ORGANIZATION: SEWER VILLAGE OF GLEN ELLYN EQUIPMENT/CAPITAL OUTLAY 129,600 REPLACE PUMPS VALVES AND FITTINGS INCLUDING 85,000 INSTALLATION AND ELECTRICAL WORK AT S. PARK LIFT STATION (10 YR LIFE EXPECTANCY) REQUIRED PUMP AROUND FOR S. PARK LIFT STATION 35,000 UPGRADES PURCHASE OF TWO NEW IPADS OR TABLETS TO 800 USE WITH CARTEGRAPH OMS IN THE FIELD (50%) REPLACEMENT OF UTILITY SAW TRAILER FOR NEW 4,000 TRAILER FOR DIG JOBS (BREAKER TAMPER CONES. ETC) [ 50%] ELECTRICAL UPGRADES AT SURREY LIFT STATION 3,000 REPLACEMENT OF GENERATOR FOR POWER 500 TOOLS AND NIGHT DIGS (50%) REPLACEMENT OF 4" TRASH PUMP FOR MAIN BREAKS 1,300 AND EMERGENCY SITUATIONS (50%) FACIL MAINT SERVICE CHARGE 13,800 FACILITIES MAINTENANCE SERVICE CHARGE 13, ACCOUNTING SERVICE CHARGE 145, TRANSFER TO INSURANCE HEALTH 72, TRANSFER TO INSURANCE GEN 44, TRANSFER TO EQUIP FUND O&M 84, TRANSFER TO EQUIP FUND REPL 61, TRANSFER TO FACIL MAINT RESRV 50, TRANSFER TO CAPITAL PROJECTS FUND 50,000 TOTAL SEWER DIVISION EXPENSES $ 7,669,

264 EQUIPMENT SERVICES DIVISION The Equipment Services Division is comprised of three fulltime A.S.E. (Automotive Service Excellence) Certified Master Technicians and one Part-time Fleet Assistant. The Equipment Services Superintendent supervises the Division and provides direction to personnel who are responsible for performing or providing oversight of the following functions, duties and activities: 1. Automotive repairs and maintenance of trucks, tractors, automobiles, fire apparatus, and other specialized equipment for all Village departments including the Glenbard Wastewater Authority (GWA) and the Glen Ellyn Volunteer Fire Company. The majority of all repairs are performed in-house (with the exception of body work and warranty work performed by the authorized dealer). This includes about 174 vehicles/equipment (24 Police, 103 Public Works, 3 Planning and Development, 2 Facilities Maintenance, 28 for the Glenbard Wastewater Authority and 14 for the Fire Company). 2. Emergency twenty-four hour road service. 3. Fuel distribution, monitoring, and underground storage tank (UST) compliance. 4. Maintenance of the computerized fleet maintenance system that tracks all vehicle repairs and preventive maintenance histories as well as parts disbursements and inventories. 5. Preparation of detailed bid specifications for securing new vehicles and equipment; bid opening, tabulation and award. 6. Coordination of the legal disposition of all out-of-service Village-owned vehicles and equipment. 7. Acquisition of parts and processing all vendor invoices related to the Division. 8. Maintenance and servicing of all shop equipment and acquisition of approved new items. 9. Snow removal and ice control assistance, storm damage cleanup and emergency flood response, and other emergency operations with 24/7 capabililty. Equipment Services is funded as an internal service fund with each operating division paying an interfund transfer amount to the Equipment Services Fund for services, parts and fuel based on the average prior 2-year s history. Equipment replacement cost is also charged with amounts paid annually to the Equipment Services Fund in order to accumulate the financial resources needed for orderly equipment replacement when it has reached the end of its economic and/or useful life. The depreciation account does not include vehicles from the Glenbard Wastewater Authority or the Glen Ellyn Volunteer Fire Company. Equipment Services Accomplishments for FY16 1. Equipment Services Technicians maintained their A.S.E. Master Certified status and re-certified in areas where required. All Equipment Service Technicians hold double Master Certifications in the Automobile and Medium/Heavy Duty Truck Classifications. One technician is EVT certified while another tech is also an A.S.E. master certified truck equipment installer. 2. The Equipment Services Division received the ASE Blue Seal of Excellence award from the National Institute for Automotive Service Excellence for The program s emphasis is to 250

265 identify highly qualified repair facilities with a large percentage of ASE-certified professionals. This is the tenth consecutive year the division has been awarded this honor. 3. The Equipment Services Division completed 2,522 repair requests through August 31 st We anticipate the completion of almost 4000 repair requests by year end. 4. The Equipment Service Division has continued its endeavor to provide a more efficient fleet of equipment and vehicles that will reduce air pollution and our dependence on foreign oil by utilizing renewable fuel sources. The ESD maintains one compressed natural gas (CNG) bifuel powered Ford Transit Connect utility van. Natural gas burning vehicles produce fewer exhaust emissions and allow for extended service intervals. The entire fleet of diesel-powered vehicles and equipment runs on ultra-low sulphur diesel oil. The fleet also has a number of gasoline powered vehicles that are capable of running on an alternative fuel known as E85, which is made up of 85% ethanol. E85 is made from corn and is a renewable fuel source. In FY16 Equipment Services maintained five hybrid cars and SUVs. Hybrid vehicles utilize internal combustion engines coupled with electric generators/motors that drive vehicles with electric power. These vehicles are very fuel-efficient and provide zero-emissions when running on battery power only. The Equipment Services Division is committed to our goal of providing the Village with a Green Fleet. 5. The ESD completed the installation of back up camera systems into four (4) Public Works vehicles. 6. Equipment Services developed preventive maintenance (PM) checklists for all new vehicles placed into service. 7. Division personnel tore down old and setup one (1) new Police patrol car, one (1) unmarked Chief s car, and (1) unmarked detective s car. Equipment removed from the old marked/unmarked squad cars and subsequently installed in the new units included laptop computers complete with mounting doc s, mobile printers, new audio/video systems, AVL systems, LED light bars, communication radios, vehicle partitions, sirens, radars, emergency lighting, trunk boxes, electronic weapon racks, a graphics package, and other equipment as required. 8. Equipment Services vacuum tested and rebuilt the fire pump valves on four (4) Fire Engines and two (2) aerial Fire Trucks. The ESD also tore down and upfit one (1) Fire Deputy Chief s buggy and two (2) Fire Utility pickup trucks. Equipment removed from the old squads and buggy and subsequently installed in the new units included laptop computers complete with mounting doc s and communication radios. New sirens, emergency lighting and controller s, LED light bars, radio pack chargers, knox boxes, a graphics package, and other equipment as required were installed. 9. Equipment Services wrote specifications, advertised, and procured seven (7) new vehicles for the Glen Ellyn Public Works Department. Equipment Services personnel installed vehicle graphics, safety warning lighting, safety equipment, communication radios and any equipment necessary to satisfy the needs of the department on one (1) engineer s field service van, one (1) utility main break truck, two (2) utility division multipurpose pickup trucks, two (2) street/forestry division multipurpose pickup trucks, and one (1) loadall telehandler. 251

266 10. The ESD performed an annual inspection of vehicle fire extinguishers. Fire extinguishers were removed, inspected, serviced or replaced on all Village vehicles. 11. The ESD tore down and detailed out of service vehicles and equipment. Vehicles removed from service this year were sold through an on line auction. 12. The ESD completed the annual reconditioning of five v-box salt spreaders. The salt spreaders were installed into multipurpose dump bodies utilizing the IMT crane. This allowed for the safe and efficient transfer of equipment from storage racks to vehicle beds. 13. The ESD completed an inventory usage analysis and removed all obsolete inventories. Inventory has been consolidated and restocked. The CFA fleet analysis program has been updated to reflect all changes. 14. Continued laboratory analysis of lubricants used in the fleet of the Glen Ellyn Police Department and the various departments of Public Works to lower the cost of preventive maintenance and decrease downtime. 15. ESD staff continued to perform facility related projects at the Reno Center. Equipment Services replaced the shop air compressor with a computer controlled duplex unit and an auxiliary storage tank with a refrigerated air drier. The ESD also provided bids and oversight of the refinishing of the lower level hallway and locker room floors. 16. Equipment Services implemented and followed the established standards for the quality of repairs performed in the department and the accountability of staff time. Equipment Services Goals for FY17 1. The Equipment Service Division will meet the needs of operators and departments in an environmentally friendly way and will provide service in an efficient fiscally responsible manner. Personnel will ensure that the Division operates in a user friendly way and will strive to promote team spirit. 2. Division personnel will continue to improve upon its preventive maintenance programs, and through cost-effective measures maintain the current level of services provided. 3. Preventive maintenance checklists will be periodically reviewed and adjusted according to longterm vehicle & equipment repair and maintenance histories. 4. Conduct research in conjunction and cooperation with all Village departments and divisions for which the acquisition of new or the replacement of existing vehicles and equipment are scheduled during the fiscal year to ensure that accurate and detailed bid specifications are properly prepared. As delivery of these vehicles and equipment occur, Division personnel will install all specialized equipment and perform any other tasks necessary to place these vehicles into service. 5. Perform the annual teardown of old and setup of new police squad cars. 252

267 6. Complete the conversion of the obsolete paint booth into a useable vehicle repair bay and police vehicle up fit bay. 7. Continue the installation of back up camera systems into Public Works vehicles. 8. Continue to ensure that the Division s facility is in full compliance with all environmentalrelated laws and mandates. Re-examine all practices and procedures to ensure that the Division continues to operate in full compliance with all laws and mandates and in an environmentally safe manner. 9. Mechanic training will continue with both fee-based and free training courses offered by the National Association of Fleet Administrators (NAFA), Elgin Sweeper Company, Navistar Company, Allison Transmission, Emergency (fire) Vehicle Technician (EVT), Municipal Fleet Managers Association, Inland Diesel, etc. Emphasis will focus on Division personnel studying for and taking EVT certification tests (fire equipment) during the course of the year as well as Automotive Service Excellence (ASE) certifications. 10. Continue to perform cost effective tasks and services in an efficient manner for our customers (e.g., other Village departments and divisions) routinely and as special needs arise. 253

268 FUND: DEPARTMENT: EQUIPMENT SERVICES PUBLIC WORKS VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 6500 EQUIPMENT SERVICES REVENUES EQUIPMENT O&M GWA $ 41,200 $ 40,000 $ 40,000 $ 40,000 $ 37, % GAS SOLD TO GE PARK DISTRICT 33,031 30,000 30,000 20,000 20, % INVESTMENT INCOME 5,755 5,000 5,000 10,000 5, % MISC REVENUE / SALE OF EQUIP 41,503 20,000 20,000 20,000 20, % G/L ON DISP OF FIXED ASSETS 33, % EQUIP O&M/REPLC PW ADMIN 28,700 22,700 22,700 22,700 47, % EQUIP O&M/REPLC PW FORESTRY 211, , , , , % EQUIP O&M/REPLAC PW STR 471, , , , , % EQUIP O&M/REPLC FACILITIES 28,600 22,800 22,800 22,800 22, % EQUIP O&M/REPLAC POL OPS 232, , , , , % EQUIP O&M/REPLC POLICE AD 141,000 29,700 29,700 29,700 39, % EQUIP O&M/REPLAC POL INV 41,500 80,900 80,900 80,900 78, % EQUIP O&M/REPLC FIRE 100, , , , , % EQUIP O&M/REPLC PLANNING 11,900 10,000 10,000 10,000 6, % EQUIP O&M/REPLC WATER 126, , , , , % EQUIP O&M/REPLC SEWER 174, , , , , % EQUIP O&M/REPLC EQUIP MAINT 5,900 4,400 4,400 4,400 5, % TOTAL EQUIPMENT SERVICES REVENUES $ 1,730,102 $ 1,583,700 $ 1,583,700 $ 1,578,700 $ 1,514, % EQUIPMENT SERVICES EXPENSES SALARIES PENSIONABLE $ 257,710 $ 260,650 $ 260,650 $ 260,650 $ 265, % SALARIES NON PENSIONABLE 18,900 22,050 22,050 18,000 22, % OVERTIME 7,524 10,000 10,000 10,000 10, % FICA TAXES 20,778 22,500 22,500 22,100 23, % IMRF EMPLOYER CONTRIBUTIONS 27,318 29,000 29,000 29,300 30, % DUES SUBSCRIPTIONS REG FEES % EMPLOYEE EDUCATION 332 2,400 2,400 1,000 2, % TRAVEL 297 1,950 1,950 1,000 1, % MAINTENANCE BUILDING & GROUNDS 41,344 34,000 34,000 34,000 34, % PROFESSIONAL SERVICES OTHER 1,710 2,200 2,200 2,000 6, % DISPOSAL COST 315 1,500 1,500 1,500 1, % LEASED EQUIPMENT 3,999 4,100 4,100 4,000 4, % REPAIRS CONTRACTUAL/LABOR 35,982 40,000 40,000 40,000 40, % REPAIRS CONTRACTUAL/PARTS 23,592 25,000 25,000 25,000 25, % TELECOMMUNICATIONS 5,629 6,700 6,700 7,100 20, % OFFICE SUPPLIES 1,538 1,500 1,500 1,500 1, % OPERATING SUPPLIES 11,575 12,000 12,000 12,000 12, % SAFETY SUPPLIES ,000 1, % GAS AND OIL 193, , , , , % LICENSE PLATES 1,149 1,900 1,900 1,900 1, % PARTS PURCHASED 93,318 90,000 90,000 90,000 90, % TIRES 14,337 14,000 14,000 14,000 14, % UNIFORMS 1,117 1,575 1,575 1,575 1, % VEHICLES 126, , , , , % EQUIPMENT/CAPITAL OUTLAY 26,934 22,500 22,500 22,000 15, % FACIL MAINT SERVICE CHARGE 10,000 9,000 9,000 9,000 9, % PW SERVICE CHARGE 13,200 13,900 13,900 13,900 14, % TRANSFER TO INSURANCE HEALTH 47,869 49,200 49,200 47,000 50, % TRANSFER TO INSURANCE GEN 11,900 13,400 13,400 13,400 12, % TRANSFER TO EQUIP FUND O&M 4,600 3,300 3,300 3,300 4, % TRANSFER TO EQUIP FUND REPL 1,300 1,100 1,100 1,100 1, % TOTAL EQUIPMENT SERVICES EXPENSES $ 1,004,827 $ 1,450,900 $ 1,767,556 $ 1,533,025 $ 1,183, % TOTAL EQUIPMENT SERVICES FUND $ 725,276 $ 132,800 $ (183,856) $ 45,675 $ 331, % Available Cash Analysis Available, January 1, 2016 $ 3,737,774 Preliminary FY2016 inflow / (outflow) $ 45,675 Budgeted FY2017 inflow / (outflow) $ 331,110 Projected Available, December 31, 2017 $ 4,114,

269 FUND: EQUIPMENT SERVICES DEPARTMENT: PUBLIC WORKS ORGANIZATION: EQUIPMENT SERVICES VILLAGE OF GLEN ELLYN 6500 EQUIPMENT SERVICES REVENUES EQUIPMENT O&M GWA $ 37,900 EQUIPMENT O&M GWA 37, GAS SOLD TO GE PARK DISTRICT 20,000 FUEL SOLD TO GLEN ELLYN PARK DISTRICT 20, INVESTMENT INCOME 5,000 INVESTMENT INCOME 5, MISC REVENUE / SALE OF EQUIP 20,000 MISC REVENUE / SALE OF EQUIPMENT 20, EQUIP O&M/REPLC PW ADMIN 47,700 EQUIPMENT O&M/REPLACEMENT 47, EQUIP O&M/REPLC PW FORESTRY 198,700 EQUIPMENT O&M/REPLACEMENT 198, EQUIP O&M/REPLAC PW STR 354,900 EQUIPMENT O&M/REPLACEMENT 354, EQUIP O&M/REPLC FACILITIES 22,600 EQUIPMENT O&M/REPLACEMENT 22, EQUIP O&M/REPLAC POL OPS 272,200 EQUIPMENT O&M/REPLACEMENT 272, EQUIP O&M/REPLC POLICE AD 39,500 EQUIPMENT O&M/REPLACEMENT 39, EQUIP O&M/REPLAC POL INV 78,800 EQUIPMENT O&M/REPLACEMENT 78, EQUIP O&M/REPLC FIRE 133,900 EQUIPMENT O&M/REPLACEMENT 133,

270 FUND: EQUIPMENT SERVICES DEPARTMENT: PUBLIC WORKS ORGANIZATION: EQUIPMENT SERVICES VILLAGE OF GLEN ELLYN EQUIP O&M/REPLC PLANNING 6,700 EQUIPMENT O&M/REPLACEMENT 6, EQUIP O&M/REPLC WATER 125,200 EQUIPMENT O&M/REPLACEMENT 125, EQUIP O&M/REPLC SEWER 145,900 EQUIPMENT O&M/REPLACEMENT 145, EQUIP O&M/REPLC EQUIP MAINT 5,200 EQUIPMENT O&M/REPLACEMENT 5,200 TOTAL EQUIPMENT SERVICES REVENUES 1,514, EQUIPMENT SERVICES EXPENDITURE SALARIES PENSIONABLE 265,300 ESD SUPERINTENDENT 103,000 (2) ESD MECHANIC II 162, SALARIES NON PENSIONABLE 22,100 FLEET ASSISTANT 22, OVERTIME 10,000 OVERTIME 10, FICA TAXES 23,100 FICA 7.65% 23, IMRF EMPLOYER CONTRIBUTIONS 30,100 EMPLOYER IMRF 10.82% 30, DUES SUBSCRIPTIONS REG FEES 775 NATIONAL ASSOCIATION OF FLEET MANAGERS 500 MUNICIPAL FLEET MANAGERS ASSOCIATION 50 ASE 75 IFAMA DUES

271 FUND: EQUIPMENT SERVICES DEPARTMENT: PUBLIC WORKS ORGANIZATION: EQUIPMENT SERVICES VILLAGE OF GLEN ELLYN EMPLOYEE EDUCATION 2,400 TRAINING SUPERINTENDENT 600 ASE TESTING 3 TECHS 600 TRAINING MECHANIC II 600 TRAINING MECHANIC II TRAVEL 1,950 PW I PASS 600 TRAINING LODGING SUPERINTENDENT 450 TRAINING LODGING MECHANIC II 450 TRAINING LODGING MECHANIC II MAINTENANCE BUILDING & GROUNDS 34,000 FUEL ISLAND MAINTENANCE 3,000 YARD GATE MAINTENANCE 2,000 VEHICLE LIFT MAINTENANCE 3,000 REFINISH ESD 25,000 PRESSURE WASHER MAINTENANCE 1, PROFESSIONAL SERVICES OTHER 6,000 CFA FLEET SOFTWARE ANNUAL SUPPORT 1,800 NEW FORD TECH SUPPORT 4, DISPOSAL COST 1,500 SPECIAL WASTE DISPOSAL 1, LEASED EQUIPMENT 4,100 G & K SERVICES 2,000 HERITAGE CRYSTAL 1,800 TERRACE SUPPLY REPAIRS CONTRACTUAL/LABOR 40,000 SUBLET REPAIR LABOR 40, REPAIRS CONTRACTUAL/PARTS 25,000 SUBLET REPAIR PARTS 25,

272 FUND: EQUIPMENT SERVICES DEPARTMENT: PUBLIC WORKS ORGANIZATION: EQUIPMENT SERVICES VILLAGE OF GLEN ELLYN TELECOMMUNICATIONS 20,060 NETWORKFLEET GPS (NEW $13400 FOR ADDITIONAL 18, GPS UNITS) VERIZON 2 CELL PHONES 800 PHONE STIPEND PATSCH 360 GPS TRANSFER FEES OFFICE SUPPLIES 1,500 OFFICE SUPPLIES 1, OPERATING SUPPLIES 12,000 OPERATING SUPPLIES 12, SAFETY SUPPLIES 1,300 FIRST AID 200 SAFETY SHOES 800 MECHANICS SAFETY GLOVES GAS AND OIL 226,600 UNLEADED $ ,000 DIESEL $ ,000 OIL & GREASE 20,000 CNG 600 GAS GALLON EQUIVALENT $ LICENSE PLATES 1,585 SQUAD SQUAD SQUAD SQUAD POLICE RENEWALS 850 PW PW PW PARTS PURCHASED 90,000 VEHICLE AND EQUIPMENT REPLACEMENT PARTS 90,

273 FUND: EQUIPMENT SERVICES DEPARTMENT: PUBLIC WORKS ORGANIZATION: EQUIPMENT SERVICES VILLAGE OF GLEN ELLYN TIRES 14,000 REPLACEMENT TIRES 14, UNIFORMS 1,575 MECHANIC II 450 MECHANIC II 450 SUPERINTENDENT 450 FLEET ASSISTANT VEHICLES 240,000 REPLACE POLICE PATROL SQUAD 01 35,000 REPLACE POLICE PATROL SQUAD 03 35,000 REPLACE POLICE PATROL SQUAD 07 35,000 REPLACE POLICE PATROL SQUAD 18 35,000 LEASE POLICE H D PATROL MOTORCYCLE 10,000 REPLACE PW 212 DIRECTORS VEHICLE 35,000 REPLACE PW 222 ENGINEERS VEHICLE 30,000 REPLACE PW 245 UTILITY INSPECTOR VEHICLE 25, EQUIPMENT/CAPITAL OUTLAY 15,545 DIAGNOSTIC EQUIPMENT SOFTWARE UPDATE FORD IDS 1,600 INTERNATIONAL UPDATE 1,400 SNAP ON SCANNER UPDATE 2, GPS FLEET TRACKING MODULES 10, FACIL MAINT SERVICE CHARGE 9,400 FACILITIES MAINTENANCE SERVICE CHARGE 9, PW SERVICE CHARGE 14,500 IFT PUBLIC WORKS SERVICE CHARGE 14, TRANSFER TO INSURANCE HEALTH 50,900 HEALTH INSURANCE TRANSFER TO INSURANCE FUND 50, TRANSFER TO INSURANCE GEN 12,600 GENERAL INSURANCE TRANSFER TO INSURANCE FUND 12,

274 FUND: EQUIPMENT SERVICES DEPARTMENT: PUBLIC WORKS ORGANIZATION: EQUIPMENT SERVICES VILLAGE OF GLEN ELLYN TRANSFER TO EQUIP FUND O&M 4,100 IFT ESD O&M 4, TRANSFER TO EQUIP FUND REPL 1,100 IFT ESD REPLACEMENT FUND FOR FUEL ISLAND 1,100 TOTAL EQUIPMENT SERVICES EXPENDITURES $ 1,183,

275 EQUIPMENT SERVICES REPLACEMENT SCHEDULE Current year: 2016 Computes depreciation amounts for calendar year: 2017 Dept.Division Service Vehicle Vehicle Econ. Dep Repl Yrs Prior Contrib. Remaining & Vehicle No. Date Description Cost Life Rate Cost Left Contrib To Date Contrib Public Works - Administration Ford Expedition Director's vehicle 27, % 34, ,816 34, Ford Escape Asst. Dir. Vehicle 23, % 29, ,440 29, (new vehicle) Ford Transit connec Enginer's van 23, % 23, ,221 23,221 23, Ford Transit connec Enginer's van 23, % 32, ,251 32,509 3,251 3,251 3,251 3,251 3,251 3,251 3,251 3,251 3,251 3, Ford Taurus Wgn. Engineer's wagon 17, % 22, ,144 22, FUEL ISLAND , % 18, ,465 4,320 14, , ,130 89, ,192 70,265 27,327 4,106 4,106 4,106 4,106 4,106 4,106 4,106 4,106 4, Public Works - Streets / Forestry I.H wheel dump 96, % 134, , , wheel dump 195, % 273, , ,000 27,300 27,300 27,300 27,300 27,300 27,300 27,300 27,300 27,300 27, I.H wheel dump 155, % 217, , ,512 74,544 18,636 18,636 18,636 18, I.H wheel dump 157, % 220, , , ,827 19,832 19,832 19,832 19,832 19,832 19,832 19, I.H wheel dump 177, % 249, , ,016 85,392 21,348 21,348 21,348 21, Ford F550/Altec AT37G 42' aerial elect. truck 86, % 121, ,910 55,834 76,470 10,924 10,924 10,924 10,924 10,924 10,924 10, Snogo Snow blower 92, % 134, ,853 35, ,417 8,951 8,951 8,951 8,951 8,951 8,951 8,951 8,951 8,951 8,951 8,951 8, Ford F150 Pickup truck 26, % 29, ,568 29, Ford F450 1 ton dump truck 56, % 72, ,832 72, Ford F350 1 ton dump truck 62, % 83, ,871 47,828 47,829 11,957 11,957 11,957 11, Ford F350 1 ton dump truck 61, % 82, ,292 47,057 47,058 11,765 11,765 11,765 11, Ford F350 1 ton dump truck 54, % 70, ,016 70, DynaPac CC142 Roller 37, % 53, ,155 41,298 15,713 3,143 3,143 3,143 3,143 3, Ford F350 1 ton dump truck 48, % 62, ,543 62,208 6,665 6, Case 721D Front end loader 134, % 188, , , Vermeer SC60tx Stump Grinder 35, % 49, ,000 49, Ford F350 Pickup truck 31, % 40, ,778 40,448 5,778 5,778 5,778 5,778 5,778 5,778 5, Elgin Pelican NP Sweeper 180, % 243, , , ,242 34,811 34,811 34,811 34, Freightliner M ' Forestry bucket 135, % 190, , ,530 83,145 16,629 16,629 16,629 16,629 16, I.H wheel dump 157, % 220, ,108 88, ,252 22,036 22,036 22,036 22,036 22,036 22,036 22, John Deere X749 Tractor w/broom etc. 20, % 25, ,055 21,068 8,025 4,013 4, Ford F350 Pickup truck 31, % 40, ,778 40,448 5,778 5,778 5,778 5,778 5,778 5,778 5, Ford F350 Sign Truck 44, % 57, ,088 57, Ford F350 1 ton dump truck 54, % 70, ,272 70, JCB Loadall 106, % 170, ,440 40, ,440 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10, Bandit 1890 XP Brush Chipper 43, % 61, ,635 40,022 26,937 5,387 5,387 5,387 5,387 5, Ingersol comp. Compressor 0 1 3% Snow plow 11, % 16, ,764 12,168 5,616 1,404 1,404 1,404 1, Snow plow 11, % 15, ,396 11,752 5,424 1,356 1,356 1,356 1, Snow plow 11, % 15, ,396 11,752 5,424 1,356 1,356 1,356 1, Snow plow 11, % 16, ,764 12,168 5,616 1,404 1,404 1,404 1, Snow plow 12, % 16, ,040 12,480 5,760 1,440 1,440 1,440 1, Snow plow 11, % 15, ,396 11,752 5,424 1,356 1,356 1,356 1, Landoll Tilt Tag Trailer 9, % 13, ,448 10,226 3, Rayco Stumper Stump grinder 3% FUEL ISLAND , % 165, ,763 39, ,237 7,837 7,837 7,837 7,837 7,837 7,837 7,837 7,837 7,837 7,837 7,837 7,837 2,528,854 3,437,208 1,759,964 2,022,729 1,677, , , , , , , ,318 54,969 54,969 54,969 27,669 27,669 Facilities Maintenance Ford Transit ConnecVan 20, % 28, ,053 17,754 13,507 2,701 2,701 2,701 2,701 2, Dodge Sprinter Van 39, % 50, ,432 50, FUEL ISLAND , % 10, ,925 2,400 8, ,800 88,992 67,410 70,586 21,582 3,176 3,176 3,176 3,176 3, Police Ford Expedition Sergeant vehicle 30, % 34, ,608 34, Ford Explorer Patrol vehicle 34, % 37, ,507 37,387 12,880 12, Chevy Impala Patrol vehicle 22, % 24, ,634 24, Ford Explorer Patrol vehicle 32, % 35, ,845 23,690 23,689 11,845 11, Ford Explorer Patrol vehicle 36, % 39, ,244 39,731 13,244 13,244 13, Ford Explorer Patrol vehicle 34, % 37, ,507 37,387 12,880 12, Chevy Impala Patrol vehicle 22, % 24, ,307 24, Ford Explorer Patrol vehicle 32, % 35, ,845 23,690 23,689 11,845 11, Ford Explorer Patrol vehicle 33, % 36, ,733 36, Harley FLHTP Patrol Motorcycle 9, % 9, , , Ford F150 CSO vehicle 28, % 31, ,338 31, Chevy Impala Unmarked vehicle 21, % 27, ,458 27,686 9,228 9, Toyota Prius Unmarked vehicle 23, % 30, ,592 30, Dodge Grand CaravUnmarked vehicle 20, % 26, ,243 23,242 5,997 2,999 2, Ford Escape Unmarked vehicle 17, % 22, ,144 22, Ford Expedition Patrol vehicle 32, % 35, ,643 35, Ford Explorer Patrol vehicle 32, % 35, ,845 23,690 23,689 11,845 11, Ford Escape CSO vehicle 21, % 27, ,264 27, Chevy Impala Unmarked vehicle 22, % 27, ,104 27, Ford Explorer Dpty Chief vehicle 27, % 33, ,116 30,226 6,220 3,110 3, Ford Explorer Dpty Chief vehicle 31, % 38, ,042 16,553 27,557 5,511 5,511 5,511 5,511 5, Ford Expedition Chief's vehicle 37, % 43, ,690 43,452 8,690 8,690 8,690 8,690 8, FUEL ISLAND , % 444, , , ,530 21,090 21,090 21,090 21,090 21,090 21,090 21,090 21,090 21,090 21,090 21,090 21,090 1,051,334 1,137, , , , ,265 90,177 48,535 35,292 35,292 21,090 21,090 21,090 21,090 21,090 21,090 21,090 Fire Company FUEL ISLAND , % 139, ,758 33, ,242 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6, , ,000 26,758 33, ,242 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,602 6,

276 EQUIPMENT SERVICES REPLACEMENT SCHEDULE Current year: 2016 Computes depreciation amounts for calendar year: 2017 Dept.Division Service Vehicle Vehicle Econ. Dep Repl Yrs Prior Contrib. Remaining & Vehicle No. Date Description Cost Life Rate Cost Left Contrib To Date Contrib Planning & Development Toyota Prius Inspector 21, % 27, ,264 27, Ford Escape Inspector 16, % 21, ,504 21, Ford Escape Inspector 16, % 21, ,504 21, FUEL ISLAND , % 8, ,540 1,920 6, ,900 78,272 71,812 72,192 6, TOTAL GENERAL FUND 3,983,830 5,041,488 2,557,054 2,991,570 2,475, , , , , , , ,972 87,622 87,622 87,622 57,071 57,071 Parking Fund sold 24, % 29, ,040 29, ,000 29,040 29,040 29, Water Fund IH wheel dump 66, % 97, ,949 97, Ford Escape Util. Supt. Vehicle 23, % 29, ,824 29, JCB 3CX15 Backhoe 94, % 132, ,502 86,091 57,946 11,589 11,589 11,589 11,589 11, Ford Transit ConnecJULIE truck 31, % 38, ,609 16,995 26,930 5,386 5,386 5,386 5,386 5, Ford F350 Pickup truck 26, % 34, ,048 34, Ford F350 Pickup truck 32, % 41, ,989 41,920 5,989 5,989 5,989 5,989 5,989 5,989 5, Ford F550 Crane/utility truck 88, % 113, , ,024 12,109 12, Ford E250 Van 18, % 23, ,257 23,808 2,551 2, Ford F450 Utility vehicle 80, % 102, ,629 29,268 87,835 14,639 14,639 14,639 14,639 14,639 14, Ford F350 Pickup truck 32, % 41, ,920 5,989 5,989 5,989 5,989 5,989 5,989 5, Sullivan comp. Compressor 11, % 17, ,229 17, FUEL ISLAND , % 70, ,475 16,800 56,525 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3, , , , , ,736 61,576 46,916 46,916 46,916 46,916 29,941 15,302 3,325 3,325 3,325 3,325 3,325 Sewer Fund JCB Backhoe Backhoe 57, % 80, ,345 80, Caterpillar 938K Front end loader 180, % 369, ,881 98, ,529 24,627 24,627 24,627 24,627 24,627 24,627 24,627 24,627 24,627 24,627 24,627 24, IH 7400 Vactor Vactor , % 300, , , IH 7400 Dump 10 wheel dump 76, % 107, , ,516 8,064 8, IH 4300 Vactor Vactor Ramjet 174, % 244, , , ,177 21,435 21,435 21,435 21,435 21, Ford F450 1 ton dump truck 42, % 54, ,451 54, Ford F450 1 ton dump truck 40, % 52, ,352 52, Dodge Caravan Inspector vehicle 19, % 24, ,832 24, JCB 190 II Skid steer 37, % 52, ,685 44,763 12,235 4,078 4,078 4, FUEL ISLAND , % 74, ,245 17,760 59,755 3,515 3,515 3,515 3,515 3,515 3,515 3,515 3,515 3,515 3,515 3,515 3, ,211 1,361, , , ,760 61,720 53,656 53,656 49,578 49,578 28,142 28,142 28,142 28,142 28,142 28,142 28,142 Equipment Services Fund Ford 250 Service truck 32, % 39, ,174 39, FUEL ISLAND , % 23, ,428 5,520 18,572 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 55,375 62,174 43,602 44,694 18,572 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 1,092 TOTAL - ALL FUNDS 5,575,286 7,237,239 3,923,738 4,476,654 3,304, , , , , , , , , , ,182 89,631 89,

277 Table of Contents IX. VILLAGE LINKS/RESERVE 22 DEPARTMENT Organizational Chart Village Links/Reserve 22 Narrative Village Links/Reserve 22 Budget

278 VILLAGE LINKS/RESERVE 22 FISCAL YEAR 2017 General Manager Administration Recreation Commission (7) Golf - Director of Golf (1) - Head Golf Professional (1) - Regular Part-Time Staff (10.9 FTE) Reserve 22 - Food & Beverage Director/Executive Chef (1) - Assistant Restaurant Manager (1) - Event Planning & Sales Coordinator (1) - Sous Chef (1) - Regular Part-Time Staff (32.8 FTE) Grounds - Golf Course Superintendent (1) - Asst. Golf Course Superintendent (1) - Grounds Worker I (3) - Regular Part-Time Staff (9.2 FTE) Fiscal Year 2017 Budget Employee Count FTE Full-Time Personnel Part-Time Personnel Total Employees / FTEs (FTE = Full-Time Equivalent) FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY17 Budgeted Full-Time Employees Administration Golf Reserve Grounds Total FT

279 Facilities VILLAGE LINKS / RESERVE 22 - BUDGET Financial Overview The Village Links / RESERVE 22 operates 4 facilities on 280 acres. These facilities are incorporated into a sophisticated storm water detention system that detains 30% of Glen Ellyn's storm water and is a primary reason that the Village developed and operates these properties. 27-Hole Golf Course Village Links of Glen Ellyn Passive Use Parks Panfish Park Lambert Lake Nature Preserve Co-Op Park 240 acres 18 acres 22 acres 1 acre Village Green park (35 acres of athletic fields) is owned by the Village. Since 2003, it is operated by the Glen Ellyn Park District under a rolling 25 year lease. The Village Green does not impact this budget. Budget Organization The Village Links / RESERVE 22 has 3 operating divisions: Grounds, Golf, and RESERVE 22. The budget is divided into 7 accounting sections. Segregating expenditures by revenue center and by managerial responsibility allows us to monitor the financial performance of each revenue center and maintain managerial accountability for each line item. Grounds Division Division Head: Golf Course Superintendent Responsible for Budget Sections: Golf Course Grounds Stormwater Management 55 7x5 - Mechanical Maintenance for equipment and buildings in all Divisions Golf Division Division Head: Director of Golf Responsible for Budget Sections: Golf Services Pro Shop Merchandise Motorized Carts RESERVE 22 Division Division Head: Executive Chef / Food & Beverage Director Responsible for Budget Sections: RESERVE 22 Administration, 55700, includes line items not specific to an individual operating division, along with all capital expenditures and debt service. No tax dollars are used to maintain or operate Village Links/RESERVE 22, Lambert Lake, or Panfish Park. The Village Links / RESERVE 22 and Stormwater management operate solely from facility fees. Residents pay golf green fees at roughly a 40% discount off market prices. Golf Course/Restaurant profits are used to subsidize resident use of the golf course, park maintenance and the maintenance and operation of the storm water detention system. Financial Goals - Our financial goal is to be as profitable as possible. More specifically, our short-term goal is to generate enough revenue to cover operating expenses, $650,000 per year in debt service, $175,000 per year in capital replacement, and maintain adequate cash reserves to buffer against the whims of a weather dependent seasonal business. Another major goal is to provide significant resident green fee discounts. In 2016, residents will receive roughly $300,000 in discounts. Debt Service - The fund is scheduled to make a $340,000 annual debt service payment to retire bonds issued to fund the 2004 golf course renovation. The final debt service payment for that bond issue is due in The fund is scheduled to make a $310,000 annual debt service payment to retire bonds issued to fund the 2013 expansion of the driving range, parking lot, and clubhouse. The final debt service payment for that bond issue is due in The golf course has generated sufficient profits during every fiscal year of operation to fully cover all debt service was the first full year of operation with the expanded clubhouse. Cash reserves of more than $1,470,000 are available to cover any short falls, and to fund future capital projects. The cash reserves were accumulated from prior year profits. Profit - $5,300,000 in profits have been earned in the 12 years since the 2004 golf course renovation. Those profits were used to make $3,998,000 in debt service payments, reinvest $880,000 in routine capital 264

280 equipment replacement, and boost cash reserves for future capital replacement needs. Revenue - Nationwide demand for golf weakened after September 11, 2001, and fell even more sharply following the 2008 recession. Rounds played and golf revenues are relatively flat for 2016, as the decline seems to be leveling off. The number of golf rounds played at the Village Links and resulting revenues have varied widely in recent years, with weather being the main variable. Future golf revenues are uncertain. Golf demand is stagnant. Revenues are held down by significant price competition stemming from an excessive number of golf courses operating in the market. Most public courses in the market are not-for-profit, and are subsidized by tax dollars. The expanded food and beverage business has generated additional revenue, but much of this new revenue is offset by increased expenses. The track record of golf course food service operations in DuPage County is uneven, with virtually every golf course clubhouse requiring tax dollars to cover debt service. Expenses - Cost containment efforts started in 2002 have allowed us to remain virtually flat in golf operations expenses from year to year. This containment of operating expense has kept the golf course profitable in spite of declining revenues has been a good third full year of operations. Despite some unusual challenges, facility revenues have increased 17%. While golf has been relatively flat for the period, food and beverage operations have shown a steady increase, especially in the banquet business. We continue to refine cost efficiency in RESERVE 22, which will lead to maximization of profitability. We expect to be able to cover all expenses, including the restaurant portion of the debt service. Summary - The Village Links/RESERVE 22 is well positioned. The course is popular and has an active clientele. The physical plant and equipment are in generally solid condition, and the facility improvements added in 2013 have been well received by our guests. Storm Water Detention System The Village Links is a golf course and a storm water detention system. Built in 1966 and expanded in 1973, the storm water detention system consists of twenty-four interconnected ponds: one pond at Lambert Lake, two at Panfish Park and twenty-one on the golf course. Rain water entering the system at the northwest portion of the system flows from pond to pond via a series of underground storm drain pipes for more than a mile before leaving the golf course for the DuPage River. The storm water is slowed as it moves from pond to pond. Silt debris washed from streets and sidewalks settles in the ponds before it can pollute downstream rivers. The water stored in the detention ponds is used to irrigate the golf course. The golf course turf filters the mildly polluted storm run-off water, cleaning it before it replenishes the aquifers below. Since 1966, Village Links revenues have paid for the maintenance and operation of the storm water detention system. During the 2004 golf course renovation, $350,000 was spent on the main system, including pond expansion, silt removal, pipe replacement, and shoreline stabilization. In 2013, the capacity of the storm water detention system was increased to accommodate the expanded clubhouse. A pond was expanded, several acres of property were lowered, and new lake connector pipes were added at a cost of $200,000. Shoreline Stabilization - The storm water detention system has 6.4 miles of shoreline. Wave erosion causes the lake banks to fall into the water, increasing the water surface and reducing the water depth. Shoreline stabilization efforts initiated in the 1970's and 2000's have been effective. Shoreline - Village Links Ponds miles Shoreline - Panfish Park Ponds mile Shoreline - Lambert Lake -.5 mile Total Shoreline 6.4 miles Silt Removal - Silt removal is a potentially significant expense over the next 20 years. Disposal of detention pond silt is expensive because concentrations of metals and fuels dropped onto roads by vehicles require that it be treated as a hazardous material. Drain Pipe Replacement - Many of the original corrugated metal pipes that connect the golf course 265

281 ponds were replaced in The new drain pipes (concrete or composite plastic) should last indefinitely. Control Structure Replacement - Three concrete control structures are in fair condition for their age and will not be prohibitively expensive to replace in another years REVIEW 2014 was the first full season of operations in the new facility. Still refining our operations policies and practices, we were able to cover our debt, execute some capital needs, and make a small contribution to our cash reserves. This was particularly challenging due to significant changes in key management positions. By contrast, 2016 will be a profitable year for both golf and food services. Revenues are up, slightly in golf, and more significantly in food and beverage services. The community seems to have warmed to the facility, as community groups are increasingly booking events at RESERVE 22. Most of the earlier service challenges have been met, and the facility is well on its way to another profitable season. Grounds (Golf Course Maintenance) Following a relatively mild spring, the months of July and August presented course maintenance issues with periodic heavy down falls of rain, followed by seven straight weeks of high levels of humidity. With very little chance to dry out, the golf course, particularly the greens, was ripe for fungal diseases. Applications of fungicides relieved much of it, and by early September, the course was fast, firm, and in good condition. Golf Rounds of golf have remained relatively flat for the past three years. Extensive golf programming, in the form of nightly golf leagues, junior and adult lesson programs, and a variety of public events, keeps the Village Links as one of the busiest in the area. The newly expanded driving range has accommodated more patrons, as they appreciate the improved turf conditions. Since we began accepting golf outings in 2008, our business and reputation have grown at a steady rate. In 2016, we hosted 99 golf outings, the most ever. Many of our outings are less than 50 players, as groups struggled to fill their events. Still, golf outings improve our dollars per round, and offer advantageous exposure to many who are visiting for the first time. The Blue Heron Room has proven to be a good selling point, as many events take full advantage of the banquet facilities, and adjoining patio. The US Soccer Federation conducted a Foot Golf outing for the second consecutive year, and the American Foot Golf League hosted two qualifying events for its inaugural National Championship. Foot Golf generates about $10,000 annually, with minimal associated costs. Golf staff introduced PGA Jr. League golf in The initial summer league attracted 60 participants, and provided over $10,000 in additional revenue, notably in green fees and driving range. In the past two seasons, the summer league filled with 72 participants, while the added fall league attracts around 40 juniors. Pro Shop Revenues from Pro Shop sales have little impact on the bottom line, as there is a high variable cost associated with the sale of merchandise. It is very difficult to compete with the big box stores, who can offer a wider variety at more attractive prices. We are continuing with an inventory reduction plan, which will focus on carrying mostly products with a higher turn rate, such as gloves, balls, and apparel, and reduce products with a long shelf presence, like golf clubs and other equipment. Food and Beverage Revenues The popularity of RESERVE 22 continues to increase among Glen Ellyn residents, as well as nearby communities. The business has increased consistently, month to month, in each of the four main profit centers over calendar year Restaurant revenues took a significant hit in 2016, with the extreme weather conditions of July and August, hampering the attractiveness of outdoor dining, showing a relatively flat 1% increase. The banquet business, however, continues at a steady growth rate of 26% Expenses The most challenging expenses to cover in the Food and Beverage operation is the business' prime cost, consisting of product costs plus payroll. With ever rising food costs, menu construction and pricing will continue to be a main focus. While all businesses 266

282 struggle to comply with Affordable Care Act regulations, municipally owned facilities have the added challenge of managing pension regulations for its core staff. Limited available hours contribute to higher turnover, inconsistency in service levels, and training expenses. In addition, the Department of Labor is likely to impose an overtime expansion rule which will affect the way we compensate our management team. Exploring staffing alternatives, such as outsourcing labor, proved undesirable, as these types of arrangements carry high service costs, which negate the offset of pension, or overtime costs. Controlling prime costs will be a major component to continued profitability. Debt Service In 2002, the Village Links/RESERVE 22 Fund borrowed $4,500,000 through a 20-year general obligation bond issue to help finance the golf course renovation. In November 2010, a bond refinancing was conducted to restructure this debt and take advantage of lower interest rates. Interest rates for this bond issue are 2% initially and top out at 3.9%. Annual principal and interest payments remain unchanged at about $340,000. The bulk of the savings, about $225,000, will be realized at the end of the issue, with a reduced final payment on January 1, In October 2012, the Village Links/RESERVE 22 Fund borrowed an additional $5,000,000 through a second 20- year general obligation bond issue, to help finance the new restaurant, bar, banquet room, and driving range. Interest rates for this bond issue are 2% initially and top out at 2.5%. Annual principal and interest payments are about $310,000. The final payment on this bond issue will be made on January 1, PREVIEW 2017 It will be a challenge to cover the debt service that funded these improvements with revenues generated from the facility. Every publicly owned golf course clubhouse built in the last 25 years in DuPage County has been supported with tax dollars. We are committed to retiring all of the related debt service with Village Links / RESERVE 22 operating profits. It is expected that it could take a few years for the business to mature so we can take full advantage of all of the opportunities of the newly configured Village Links. In the meantime, golf course cash reserves will ensure that debt payments are made without the use of tax monies. Golf profitability will continue to be the key factor in the financial success of the Village Links. Green fees, cart fees, and driving range revenues will generate the bulk of the gross profits necessary to cover the outstanding debt service. Food service is playing a much larger role than in the past. Food service revenues will continue to grow, as banquet sales and catering will contribute. Food Service will generate a significant amount of the gross profits required to cover the debt service. The Village Links faces diverse competition from area golf courses. Many courses, desperate to generate cash flow, are offering green fees below their break-even point. Less drastic changes are expected from courses owned by local governments, many of whom subsidize golf like they do swimming pools and skating rinks. Some governments are getting out of the golf business, bringing in management companies that lower costs and/or services to the commodity level. At the other end of the spectrum, private clubs are dropping guest fees, member dues, and outing fees to compete with high end public courses. The Village Links remains an excellent golf value due to superior course conditions and layout. Successful programming strategies and green fee specials outside of prime time help keep the course busier than most others in the area. Primary Initiatives for 2017 Grounds We must continue to be a great value in golf, by offering consistently superior playing conditions, as demanded by the golfing public. This must continue to be done efficiently, as revenues will dictate the amount of resources available to maintain the optimal conditions. Our full-time staff members are trained in all areas of golf course and grounds maintenance, and having five full-time members will ensure continuity and consistency. Golf Programmed Golf - We will continue to offer an exceptional amount of programmed golf at the Village Links in 2017, including leagues, tournaments, and instructional schools and classes. The upkeep of these 267

283 events is crucial in guaranteeing a consistent revenue flow. We will also look for new revenue streams, such as Foot Golf, introduced at the end of 2014, to increase profitability. Course Maximization - We will continue to try to maximize golf course utilization. The Golf Division has the job of scheduling the proper number of tee times, filling the tee times, getting the customers in those tee times started on time, and helping them move around the course in a reasonable amount of time. This is particularly crucial when we book smaller outing groups, who choose a shotgun start. The challenge is that over the years, with the increased distance golf balls are travelling, golf course capacity has been reduced. While we have historically teed off eight groups per hour, it is difficult now to tee off seven groups per hour. Online Tee Times - Providing our guests 24/7 access to online tee times has been a popular addition. The use of this system is growing at a slow, but steady, rate. Our goal is to maximize the ease in which golfers can book our course. The electronic tee time system will help us automate communication with guests who have made tee time reservations. Golf Outings - We must continue to increase the size and number of golf outings held in Marketing efforts conducted in 2014 and over the winter months has built a strong base of returning outside events. We will continue to look for ways to raise the revenues, by looking to offer more value added services. We will continue to build a reputation in the area as conducting professional, well run events. We must be conscious of the number of outings we book each year, so as not to alienate our regular customers and resident golfers, while maximizing profits. Food & Beverage - RESERVE 22 Our new facility offers a variety of products to maximize revenues. We will continue to market and build RESERVE 22 as a destination restaurant that does not rely primarily on golfer traffic for its profits. Staffing - We look to fine tune staffing levels to match seasonal sales volume and lower our labor cost as a percentage of revenue. Hiring the right people in key positions will assure us of providing outstanding service levels. We will be challenged by the prohibitive costs and restrictions of the IMRF pension program, and ACA. Bar & Restaurant - We will continue to operate RESERVE 22 as a major bar and restaurant destination for lunch and dinner. We offer popular TV sports packages in the bar and live entertainment on weekends. Banquet Room - The 150 guest Blue Heron Room is available for golf outing banquets and non-golf private parties. This room is also used for overflow dining when available. Special brunches are planned for Easter, Mother's Day and Father's Day. One key factor in our success will be to make good use of our banquet and meeting rooms. Keeping those spaces productive will increase our profit percentages, as parties and meetings generally carry a lower overall variable cost as a percentage. Board Room - The Board Room is available for groups of 8-20 that combine meetings with golf and a meal or for stand-alone meetings. Stormwater Management This budget provides $38,500 to maintain three Village parks: Lambert Lake Nature Preserve, Co-Op Park and Panfish Park. These parks are part of the Village Links storm water detention system. Included in the maintenance of Panfish Park is maintenance of walkways that run through the Waters Edge Condominium Association and connect to the park. Also included are new maintenance requirements with the addition of the new police station at Panfish Park. Throughout the years, Village Links revenues have paid for over $1,000,000 in park maintenance. Staff will continue to collaborate with the Public Works Department to maintain these parks, and make improvements as necessary. Capital Projects Our goal is to earmark $175,000 annually for routine capital projects and equipment replacement. In 2017, $278,000 is budgeted in capital expenditures. Included in that figure is the replacement and expansion of our golf car fleet, and an additional beverage cart for oncourse service. While we have extended some equipment beyond their useful lives, our equipment and physical plant are in acceptable condition. If revenues permit, it will take 268

284 most of the coming decade to get our equipment replacement program back on schedule. IMRF - Retirement Fund Contributions The employer portion of retirement fund contributions budgeted for 2017 is $146,151, 10.34% of total regular wages. We have added a significant number of employees to IMRF in Food Services, in order to increase service consistency and minimize training costs and turnover. Personnel Costs The Department of Labor expanded the overtime regulations, which will re-define exempt status. This will have a significant impact on how we compensate our restaurant managers. We will continue to attempt to minimize our exposure to state unemployment benefit claims. We cannot control those costs, but we can influence them through a variety of means including helping seasonal staff find other employment in the off season. Proposed increases to the minimum wage will impact our cost for hourly employees. This will have a significant impact on Food and Beverage, and Golf. It will have a lesser impact in Grounds GOALS We have six major goals for 2017: 1 - Pace of Play - Have play move at a faster pace at the Village Links than at any comparable public golf course in the Chicago market. Improve customer awareness of their pace of play and our efforts to assist them on both the 18-hole and 9-hole courses. 5 - Constrain Expenditures - Constrain expenditures to match revenues, without customers noticing the cutbacks. 6 - Generate Profit - Generate a gross profit to cover $650,000 in debt service and $278,000 in capital replacement. Key Performance Indicators - We track the following Key Performance Indicators. Target performance levels are identified. Total Revenue - $5,500,000 Rounds Played - 72,000 Golf Revenue (Green Fees, Motor Carts, & Driving Range, & Pro Shop) - $3,000,000 Food Service - $2,500,000 Controllable Food Service Expenses - Wages for seasonal / part time employees is 28-29% of revenue. The cost of products for resale, including beer / wine, food, and beverages, is a combined 33% of revenue. Prime Costs total 65-69% of revenues. Keep Pace - 80% of golfers Keep Pace On Time - Be on time (within seven minutes) for 90% of all rounds. Stimpmeter (weekly) - Average 10.0, minimum 9.0 feet April 15 - November (9-hole course 1.0 foot slower). 2 - Course Conditions - Maintain the 18-hole course in superior condition. Maintain greens that are smoother and faster than those at most public golf courses. 3 - Revenue Growth - Rebuild golf revenues. 4 - Continue to Build the Food Service Business Increase restaurant, bar and banquet business that generates $2,500,000 in annual revenue. 269

285 VILLAGE OF GLEN ELLYN FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD VILLAGE LINKS GOLF REVENUES $ 3,061,417 $ 3,071,600 $ 3,071,600 $ 2,895,900 $ 2,997, % RESERVE 22 REVENUES 2,218,977 2,515,000 2,515,000 2,375,500 2,475, % TOTAL REVENUES 5,280,394 5,586,600 5,586,600 5,271,400 5,472, % ADMINISTRATION 933, , , , , % GOLF COURSE MAINTENANCE 776, , , , , % GOLF SERVICES 640, , , , , % FOOD SERVICES 2,094,650 2,070,468 2,097,968 2,135,974 2,176, % STORMWATER MANAGEMENT 25,494 38,080 38,510 27,165 38, % PRO SHOP MERCHANDISE 178, , , , , % MOTORIZED CARTS 52,437 50,680 50,680 48,003 51, % MECHANICAL MAINTENANCE 123, , , , , % TOTAL OPERATING EXPENSES 4,824,461 4,602,218 4,602,218 4,377,146 4,506,231 TOTAL OPERATING CHANGE IN NET POSITION 455, , , , , % DEBT SERVICE 167, , , , , % CAPITAL OUTLAY 14, , , , , % TOTAL CHANGE IN NET POSITION 273, , ,412 36,617 33, % Available Cash Analysis Available, January 1, 2016 $ 1,469,603 Preliminary FY2016 inflow / (outflow) $ 36,617 Budgeted FY2017 inflow / (outflow) $ 33,123 Projected Available, December 31, 2017 $ 1,539,343 Cash Reserve Policy (30% operating exp.) $ 1,352,000 Amount Above Reserve Policy $ 187,

286 271

287 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 5500 VILLAGE LINKS REVENUES SALES TAX $ 188,771 $ 221,100 $ 221,100 $ $ 100.0% GREEN FEES 1,815,689 1,800,000 1,800,000 1,825,000 1,850, % PRO SHOP SALES 192, , , , , % MOTOR CARTS 476, , , , , % DRIVING RANGE 261, , , , , % RESIDENT CARDS 36,155 37,000 37,000 35,000 36, % INVESTMENT INCOME 2, ,900 4, % MISCELLANEOUS REVENUE 80,408 83,000 83,000 89,000 92, % MISCELLANEOUS OVER/SHORT (1,137) 0.0% CONTRIBUTION OF FIXED ASSET 8, % TOTAL VILLAGE LINKS REVENUES $ 3,061,417 $ 3,071,600 $ 3,071,600 $ 2,895,900 $ 2,997, % 5520 RESERVE 22 REVENUES FOOD $ 1,230,177 $ 1,425,000 $ 1,425,000 $ 1,350,000 $ 1,405, % LIQUOR 206, , , , , % BEER 469, , , , , % WINE 182, , , , , % NA BEVERAGES 106, , , , , % CAFE 9, % ROOM CHARGES 178 1,500 1, % SERVICE CHARGES 14,202 25,000 25,000 19,000 24, % PAID TIPS (26) 0.0% TOTAL RESERVE 22 REVENUES 2,218,977 2,515,000 2,515,000 2,375,500 2,475, % 272

288 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: VILLAGE LINKS REVENUES VILLAGE OF GLEN ELLYN 5500 VILLAGE LINKS REVENUES GREEN FEES $ 1,850,000 INCLUDES OUTINGS, LEAGUES, FOOTGOLF AND OPEN PLAY PRO SHOP SALES 205,000 GOLF SHOP MERCHANDISE SALES MOTOR CARTS 545,000 INCREASE PLANNED FOR MOTOR CART RENTAL RATES DRIVING RANGE 265, RESIDENT CARDS 36, INVESTMENT INCOME 4, MISCELLANEOUS REVENUE 92,000 HANDICAPS 25,000 HAND CART RENTALS. INCREASE PLANNED 20,000 FOR HAND CART RATES. JUNIOR GOLF LESSONS 10,000 GOLF CLUB & FOOTGOLF SOCCER BALL 8,000 RENTALS PERMANENT TIME REGISTRATION 7,000 LOCKER RENTALS 5,000 ADULT GROUP GOLF LESSONS 4,000 CLUB REPAIRS 4,000 SALES TAX REVENUE (1.75% OF SALES TAX 4,000 COLLECTED) MISCELLANEOUS OUTING REVENUE 3,000 POND BALL RETRIEVAL 2,000 TOTAL VILLAGE LINKS REVENUES $ 2,997,

289 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: RESERVE 22 REVENUES VILLAGE OF GLEN ELLYN 5520 RECREATION RESERVE FOOD $ 1,405,000 INCLUDES SALES FROM RESTAURANT/BAR BANQUETS, OUTINGS, TAKE OUT, HALFWAY HOUSE BEVERAGE AND CATERING LIQUOR 250,000 INCLUDES SALES FROM RESTAURANT/BAR BANQUETS, OUTINGS, HALFWAY HOUSE AND BEVERAGE CART BEER 490,000 INCLUDES SALES FROM RESTAURANT/BAR BANQUETS, OUTINGS, HALFWAY HOUSE AND BEVERAGE CART WINE 195,000 INCLUDES SALES FROM RESTAURANT/BAR BANQUETS AND OUTINGS NA BEVERAGES 110,000 INCLUDES SALES FROM RESTAURANT/BAR BANQUETS, OUTINGS, HALFWAY HOUSE AND BEVERAGE CART ROOM CHARGES 1,500 FEES CHARGED FOR UNMET FOOD AND BEVERAGE MINIMUMS SERVICE CHARGES 24,000 BANQUET FEES FOR BARTENDING AUDIO VISUAL, DANCE FLOORS, TENT RENTALS, ETC. TOTAL RESERVE 22 REVENUES $ 2,475,

290 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD ADMINISTRATION SALARIES PENSIONABLE $ 100,564 $ 112,700 $ 112,700 $ 105,477 $ 113, % FICA TAXES 7,690 8,630 8,630 8,069 8, % IMRF EMPLOYER CONTRIBUTIONS 10,856 12,200 12,200 11,413 11, % DUES SUBSCRIPTIONS REG FEES 7,924 3,000 3,000 10,000 10, % RECRUITING AND TESTING 1, % EMPLOYEE EDUCATION % PAYING AGENT FEE 1,253 1,253 1, % SALES TAXES LINKS 186, , ,250 7, % PROFESSIONAL SERVICES OTHER 3,115 4,126 4, % OFFICE SUPPLIES 8,150 6,000 6,000 6,000 7, % DEPRECIATION 352, % AMORTIZATION (1,547) 0.0% REFUNDING BONDS PRINCIPAL 270, , , , % REFUNDING BONDS INTEREST 71,568 64,942 64,942 64,942 57, % GO BONDS PRINCIPAL 220, , , , % GO BONDS INTEREST 96,328 92,028 92,028 92,028 87, % PENSION EXPENSE 18, % BUILDINGS 50,000 50, % CAPITAL IMPROVEMENTS 550 4, % EQUIPMENT/CAPITAL OUTLAY 13, , , , , % ACCOUNTING SERVICE CHARGE 80,000 89,000 89,000 89,000 91, % TFR TO INSUR HEALTH 99, ,000 16,950 15,900 17, % TRF TO INSUR GEN 56,300 75,200 75,200 75,200 76, % TOTAL ADMINISTRATION $ 1,115,477 $ 1,453,450 $ 1,364,400 $ 1,191,961 $ 1,274, % 275

291 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: ADMINISTRATION VILLAGE OF GLEN ELLYN ADMINISTRATION SALARIES PENSIONABLE $ 113,268 GENERAL MANAGER 113, FICA TAXES 8,665 FICA (7.65%) 8, IMRF EMPLOYER CONTRIBUTIONS 11,712 IMRF (10.34%) 11, DUES SUBSCRIPTIONS REG FEES 10,000 PRO SHOPKEEPER COMPUTER SOFTWARE POS 5,000 & WEBSTORE ANNUAL SUPPORT MAIL CHIMP E MAIL PROCESSING 900 PGA ANNUAL MEMBERSHIP 750 ADOBE SUBSCRIPTION 540 NATIONAL GOLF FOUNDATION ANNUAL 225 MEMBERSHIP RESTAURANTOWNER.COM SUBSCRIPTION 180 USGA ANNUAL MEMBERSHIP 125 CRAIN'S CHICAGO BUSINESS SUBSCRIPTION 75 WGA ANNUAL MEMBERSHIP 50 IWGA ANNUAL MEMBERSHIP 40 OTHER 2, EMPLOYEE EDUCATION PAYING AGENT FEE 1,253 BOND PAYING AGENT FEES 1, PROFESSIONAL SERVICES OTHER 4,300 MISCELLANEOUS, INCLUDE BUILDING DESIGN 4,300 AND VALET SERVICES OFFICE SUPPLIES 7,000 XEROX COPIER MACHINE 5,400 OFFICE SUPPLIES AND OTHER 1, REFUNDING BONDS PRINCIPAL 285, BONDS PRINCIPAL DUE 1/1/ ,000 GOLF COURSE RENOVATION REFUNDING BONDS INTEREST 57, BONDS INTEREST DUE 7/1/17 & 1/1/18 57,518 GOLF COURSE RENOVATION GO BONDS PRINCIPAL 225, BONDS PRINCIPAL, DUE 1/1/18 225,000 CLUBHOUSE RENOVATION 276

292 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: ADMINISTRATION VILLAGE OF GLEN ELLYN GO BONDS INTEREST $ 87, BONDS INTEREST DUE 7/1/17 & 1/1/18 87,628 CLUBHOUSE RENOVATION EQUIPMENT/CAPITAL OUTLAY 278, MOTOR CARTS AND ONE BEVERAGE CART 245,000 NET OF SALVAGE FOR 87 MOTOR CARTS ONE GREENS ROLLER 15, HAND CARTS 13,000 ONE PLOTTER PRINTER (FOR GOLF OUTINGS) 5, ACCOUNTING SERVICE CHARGE 91,000 ACCOUNTING SERVICES INCLUDING ACCOUNTS PAYABLE 91,000 PAYROLL AND BUSINESS OFFICE COORDINATOR SALARY TFR TO INSUR HEALTH 17,300 HEALTH INSURANCE CONTRIBUTIONS 17, TRF TO INSUR GEN 76,600 GENERAL INSURANCE TRANSFERS 76,600 TOTAL ADMINISTRATION $ 1,274,

293 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD GOLF COURSE MAINTENANCE SALARIES PENSIONABLE $ 318,099 $ 282,500 $ 282,500 $ 348,311 $ 351, % SALARIES NON PENSIONABLE 49,262 51, % OVERTIME % TEMPORARY HELP 71, , , % FICA TAXES 27,991 32,100 32,100 30,414 30, % IMRF EMPLOYER CONTRIBUTIONS 31,847 30,600 30,600 37,687 36, % DUES SUBSCRIPTIONS REG FEES 1,134 1,000 1,000 1,100 1, % RECRUITING AND TESTING % EMPLOYEE EDUCATION 840 6,000 6,000 6,192 6, % STATE UNEMPLOYMENT CLAIMS 36,920 36,000 36,000 25,000 25, % MAINTENANCE BUILDING & GROUN 17,298 10,000 10,000 12,269 10, % MAINTENANCE DRAIN & IRRIG 9,707 7,000 7,000 7,087 9, % TELECOMMUNICATIONS 4,377 4,000 4,000 3,677 4, % UTILITIES 32,554 38,000 38,000 28,782 33, % OPERATING SUPPLIES 27,094 40,000 40,000 38,053 40, % GAS AND OIL 19,821 30,000 30,000 25,824 30, % FERTILIZER 16,725 45,000 45,000 34,388 45, % LANDSCAPE SUPPLIES 18,998 25,000 25,000 22,029 25, % SOD, SEED, SAND & GRAVEL 29,763 27,000 27,000 29,533 27, % TREATMENT COSTS & PESTICIDES 86,721 70,000 70,000 72,968 70, % UNIFORMS 555 1,500 1,500 1,462 1, % PENSION EXPENSE 24, % TRANSFER TO INSURANCE HEALTH 22,400 20,800 36, % TOTAL GOLF COURSE MAINTENANC $ 776,404 $ 822,700 $ 845,100 $ 795,463 $ 832, % 278

294 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: GOLF COURSE MAINTENANCE VILLAGE OF GLEN ELLYN GOLF COURSE MAINTENANCE SALARIES PENSIONABLE $ 351,000 GOLF COURSE SUPERINTENDENT (88%) ASST 351,000 GOLF COURSE SUPERINTENDENT (60%) AND GROUNDS WORKERS SALARIES NON PENSIONABLE 51,000 PART TIME GROUNDS WORKERS 51, FICA TAXES 30,753 FICA (7.65%) 30, IMRF EMPLOYER CONTRIBUTIONS 36,293 IMRF (10.34%) 36, DUES SUBSCRIPTIONS REG FEES 1,100 GCSAA ANNUAL MEMBERSHIPS (2) 375 MAGCS ANNUAL MEMBERSHIPS (2) 300 AUDUBON ANNUAL MEMBERSHIP (AUDUBON 300 COOPERATIVE SANCTUARY PROGRAM) OTHER RECRUITING AND TESTING 500 INCLUDES JOB ADS, BACKGROUND CHECKS 500 AND DRUG SCREENS EMPLOYEE EDUCATION 6,000 VARIOUS TRAINING CONFERENCES AND 6,000 TRADE SHOWS STATE UNEMPLOYMENT CLAIMS 25, MAINTENANCE BUILDING & GROUNDS 10, MAINTENANCE DRAIN & IRRIG 9,000 INCLUDES NEW IRRIGATION AT TAFT/LAMBERT 9,000 SIGN AND NORTH PARKING LOT TURF TELECOMMUNICATIONS 4,000 INCLUDES TELEPHONE, INTERNET AND WI FI 4,000 SERVICES UTILITIES 33,000 ELECTRICITY, GAS AND WATER FOR 33,000 MAINTENANCE BUILDING. ELECTRICITY TO OPERATE IRRIGATION SYSTEM. 279

295 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: GOLF COURSE MAINTENANCE VILLAGE OF GLEN ELLYN OPERATING SUPPLIES $ 40,000 INCLUDES OFFICE AND CLEANING SUPPLIES; 40,000 GREEN AND TEE EQUIPMENT; WASTE CAN BAGS; ETC GAS AND OIL 30, FERTILIZER 45,000 INCLUDES FERTILIZER FOR GREENS, TEES 45,000 DRIVING RANGE TEES, FAIRWAYS AND ROUGHS. TIED TO PETROLEUM COSTS AND CAN BE VOLATILE LANDSCAPE SUPPLIES 25,000 INCLUDES ANNUAL FLOWERS MULCH, TREES, 25,000 AND SHRUBS SOD, SEED, SAND & GRAVEL 27,000 INCLUDES SEED AND MIX TO REPAIR DIVOTS 27,000 (DRIVING RANGE, FAIRWAYS & TEES) AND BUNKER SAND TREATMENT COSTS & PESTICIDES 70,000 INCLUDES TURF GROWTH REGULATORS 70,000 FUNGICIDES, HERBICIDES, INSECTICIDES AND WETTING AGENTS UNIFORMS 1,500 INCLUDES WORK BOOTS, PANTS, JACKETS 1,500 COVERALLS, GLOVES, AND RAINSUITS TRANSFER TO INSURANCE HEALTH 36,300 HEALTH INSURANCE CONTRIBUTIONS 36,300 TOTAL GOLF COURSE MAINTENANCE $ 832,

296 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD GOLF SERVICES SALARIES PENSIONABLE $ 216,390 $ 245,900 $ 245,900 $ 248,573 $ 265, % SALARIES NON PENSIONABLE 89,327 94, % OVERTIME 1,065 2,500 2,500 2,500 1, % TEMPORARY HELP 92,297 99,000 99, % FICA TAXES 24,413 26,600 26,600 26,041 27, % IMRF EMPLOYER CONTRIBUTIONS 24,431 26,600 26,600 26,896 27, % DUES SUBSCRIPTIONS REG FEES 9,042 4,500 4,500 4,000 4, % RECRUITING AND TESTING 1,653 1,500 1,500 1,500 1, % EMPLOYEE EDUCATION 2,524 2,000 2,000 6, % STATE UNEMPLOYMENT CLAIMS 7,032 9,000 9,000 9,000 9, % CREDIT CARD FEES 56,393 62,000 62,000 51,130 52, % POSTAGE & SHIPPING 11,213 4,000 4,000 4,000 5, % MARKETING 41,563 45,000 45,000 45,000 42, % PRINTING 10,334 10,000 10,000 10,000 10, % REPAIRS CLUBS 1,457 2,000 2,000 5,500 2, % HANDICAPS FEES 21,160 20,000 20,000 20,000 20, % TELECOMMUNICATIONS 11,734 15,000 15,000 15,000 10, % UTILITIES 31,698 30,000 30,000 30,000 30, % OPERATING SUPPLIES 52,896 55,000 55,000 65,000 65, % UNIFORMS 3,121 3,000 3,000 3,000 3, % PENSION EXPENSE 20, % TRANSFER TO INSURANCE HEALTH 27,900 32,800 35, % TOTAL GOLF SERVICES $ 640,507 $ 663,600 $ 691,500 $ 689,267 $ 713, % 281

297 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: GOLF SERVICES VILLAGE OF GLEN ELLYN GOLF SERVICES SALARIES PENSIONABLE $ 265,000 DIRECTOR OF GOLF (90%), HEAD GOLF 265,000 PROFESSIONAL (90%), SIX ASST GOLF PROFESSIONALS & ONE SUPERVISOR SALARIES NON PENSIONABLE 94,000 PART TIME, INCLUDING RANGERS, HELPERS 94,000 CASHIERS, AND HOUSEKEEPING OVERTIME 1,000 1, FICA TAXES 27,540 FICA (7.65%) 27, IMRF EMPLOYER CONTRIBUTIONS 27,401 IMRF (10.34%) 27, DUES SUBSCRIPTIONS REG FEES 4,000 PGA ANNUAL MEMBERSHIPS (8) 4, RECRUITING AND TESTING 1,500 INCLUDES JOB ADS, BACKGROUND CHECKS 1,500 AND DRUG SCREENS EMPLOYEE EDUCATION 6,600 PGA OF AMERICA GOLF PROFESSIONAL 6,600 TRAINING PROGRAM (3) STATE UNEMPLOYMENT CLAIMS 9, CREDIT CARD FEES 52, POSTAGE & SHIPPING 5,000 US POST OFFICE POSTAGE FOR THREE 3,600 NEWSLETTERS UPS AND FEDEX SHIPPING (I.E. CLUBS) 1, MARKETING 42,750 CONTINUE MARKETING EFFORTS WITH 42,750 LEGENDARY MARKETING (I.E. WEBSITE SOCIAL MEDIA, MARKETING) AND FACEBOOK PRINTING 10,300 INCLUDES COST OF PRINTING THREE 10,300 NEWSLETTERS, BROCHURES, AND SCORE CARDS 282

298 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: GOLF SERVICES VILLAGE OF GLEN ELLYN REPAIRS CLUBS $ 2,000 CLUB REPAIRS REVENUE IS REPORTED IN 2,000 MISCELLANEOUS REVENUE ( ) HANDICAPS FEES 20,000 FEES CHARGED FOR HANDICAP CUSTOMERS BY 20,000 CDGA. HANDICAPS REVENUE IS REPORTED IN MISCELLANEOUS REVENUE ( ) TELECOMMUNICATIONS 10,000 TELEPHONE, INTERNET, WIFI, CABLE, AND 10,000 QUARTERLY ALARM SERVICES UTILITIES 30,900 ELECTRICITY, GAS AND WATER 30, OPERATING SUPPLIES 65,000 INCLUDES DRIVING RANGE BALLS AND 65,000 BASKETS, SCORE CARDS, OFFICE SUPPLIES, JANITORIAL SUPPLES & EQUIPMENT RENTALS FOR SPECIAL EVENTS UNIFORMS 3,000 INCLUDES STAFF SHIRTS, HATS, AND NAME 3,000 TAGS TRANSFER TO INSURANCE HEALTH 35,300 HEALTH INSURANCE CONTRIBUTIONS 35,300 TOTAL GOLF SERVICES $ 713,

299 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD RESERVE SALARIES PENSIONABLE $ 209,305 $ 653,200 $ 653,200 $ 451,540 $ 565, % SALARIES NON PENSIONABLE 431, , % OVERTIME 24,916 15,000 15,000 40,000 25, % TEMPORARY HELP 605, , , % TIPS PAID THROUGH PAYROLL (2,307) 0.0% FICA TAXES 85,639 86,550 86,550 95,950 96, % IMRF EMPLOYER CONTRIBUTIONS 23,299 67,200 67,200 50,000 58, % DUES SUBSCRIPTIONS REG FEES 7,926 6,000 6,000 12,000 12, % RECRUITING AND TESTING 8,878 5,500 5,500 7,000 5, % EMPLOYEE EDUCATION 1,161 2,000 2,000 2,000 3, % STATE UNEMPLOYMENT CLAIMS 17,414 4,000 4,000 2,700 2, % LEGAL HUMAN RESOURCES % CREDIT CARD FEES 47,775 41,539 41,539 45,135 47, % LIABILITY INS DEDUCTABLE 1,206 1,500 1,500 1,909 2, % MARKETING 57,010 45,000 45,000 38,000 40, % ENTERTAINMENT 40,900 30,000 30,000 30,000 25, % PRINTING ,000 1, % PROFESSIONAL SERVICES OTHER 1,500 1, % TELECOMMUNICATIONS 4,360 4,400 4,400 4,700 4, % UTILITIES 35,644 30,000 30,000 34,000 34, % OPERATING SUPPLIES 101,786 80,000 80,000 78,000 79, % COGS BEER 115, , , , , % COGS WINE 40,386 58,409 58,409 63,000 64, % COGS LIQUOR 38,980 45,220 45,220 40,000 40, % COGS NA BEVERAGES 46,312 41,500 41,500 40,000 40, % DRY GOODS 14,717 17,500 17,500 12,000 14, % COGS FOOD 464, , , , , % UNIFORMS 6,850 5,000 5,000 5,900 5, % LINENS AND RENTALS 31,630 20,000 20,000 30,000 20, % PENSION EXPENSE 65, % TRANSFER TO INSURANCE HEALTH 27,500 28,600 45, % TOTAL RESERVE 22 $ 2,094,650 $ 2,070,468 $ 2,097,968 $ 2,135,974 $ 2,176, % 284

300 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: RESERVE 22 VILLAGE OF GLEN ELLYN RESERVE SALARIES PENSIONABLE $ 565,000 FOOD & BEV DIRECTOR, SOUS CHEF 565,000 ASST. REST. MANAGER, BANQUET SALES COORDINATOR, SERVERS, BARTENDERS BUSSERS, COOKS & DISWASHERS SALARIES NON PENSIONABLE 340,000 PART TIME INCLUDING SERVERS 340,000 BARTENDERS, BUSSERS, COOKS, DISHWASHERS AND CONCESSIONS OVERTIME 25, FICA TAXES 96,720 FICA (7.65%). TIPS ARE ALSO TAXED. 96, IMRF EMPLOYER CONTRIBUTIONS 58,421 IMRF (10.34%) 58, DUES SUBSCRIPTIONS REG FEES 12,000 VILLAGE OF GLEN ELLYN LIQUOR LICENSE 2,500 MUSIC LICENSES (3) 3,500 PARTENDER BAR INVENTORY SUBSCRIPTION 1,800 DUPAGE COUNTY HEALTH DEPARTMENT FOOD 1,200 PERMITS SEATME ON LINE RESERVATION 900 SUBSCRIPTION ILLINOIS LIQUOR CONTROL COMMISSION 600 LIQUOR LICENSE OTHER 1, RECRUITING AND TESTING 5,000 INCLUDES JOB ADS, BACKGROUND CHECKS 5,000 AND DRUG SCREENS EMPLOYEE EDUCATION 3,000 ACF CERTIFIED EXECUTIVE CHEF TRAINING 600 PROGRAM CERTIFIED BEER CICERONE TRAINING (2) 600 NATIONAL RESTAURANT ASSOCIATION TRADE 500 SHOW (7) OTHER 1, STATE UNEMPLOYMENT CLAIMS 2, CREDIT CARD FEES 47,

301 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: RESERVE 22 VILLAGE OF GLEN ELLYN LIABILITY INS DEDUCTABLE $ 2,000 ANDERSON INSURANCE LIQUOR LIABILITY 2, MARKETING 40,000 CONTINUE MARKETING EFFORTS WITH RULE 29 40,000 (I.E. SOCIAL MEDIA, E MAIL, PRINT BROCHURES, ONSITE PROMOTIONS) FACEBOOK & INSTAGRAM ENTERTAINMENT 25,000 LIVE INDOOR/OUTDOOR ENTERTAINMENT 25, PRINTING 1,000 PRINTING OF MENUS AND POSTERS 1, PROFESSIONAL SERVICES OTHER 1,515 TEMPORARY LABOR SERVICES 1, TELECOMMUNICATIONS 4,794 TELEPHONE, INTERNET, WI FI, AND CABLE 4,794 SERVICES UTILITIES 34,680 ELECTRIC, GAS AND WATER 34, OPERATING SUPPLIES 79,560 INCLUDES TABLEWARE, GLASSWARE 79,560 KITCHENWARE, OFFICE SUPPLIES JANITORIAL AND SANITATION SUPPLIES COGS BEER 132,600 BEER COSTS ARE EXPECTED TO BE 25 28% 132,600 OF BEER REVENUES COGS WINE 64,260 WINE COSTS ARE EXPECTED TO BE 29 34% 64,260 OF WINE REVENUES COGS LIQUOR 40,800 LIQUOR COSTS ARE EXPECTED TO BE 18 40,800 22% OF LIQUOR REVENUES COGS NA BEVERAGES 40,800 NON ALCOHOLIC BEVERAGE COSTS ARE 40,800 EXPECTED TO BE 29 33% OF NA BEVERAGE REVENUES. 286

302 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: RESERVE 22 VILLAGE OF GLEN ELLYN DRY GOODS $ 14,280 INCLUDES DISPOSABLES INCLUDING NAPKINS 14,280 CUPS, STIRRERS AND TO GO CONTAINERS COGS FOOD 469,200 FOOD COSTS ARE EXPECTED TO BE 32 35% 469,200 OF FOOD REVENUES UNIFORMS 5,610 INCLUDES CHEF CLOTHES, STAFF SHIRTS 5,610 APRONS AND NAME TAGS LINENS AND RENTALS 20,400 INCLUDES RENTAL LINENS SUCH AS 20,400 TABLECLOTHS, NAPKINS, RUNNERS AND SPANDEX. DECREASED COSTS AS WE HAVE PURCHASED MANY ITEMS TRANSFER TO INSURANCE HEALTH 45,600 HEALTH INSURANCE CONTRIBUTIONS 45,600 TOTAL RESERVE 22 $ 2,176,

303 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD STORMWATER MANAGEMENT SALARIES PENSIONABLE $ 16,639 $ 15,100 $ 15,100 $ 20,808 $ 28, % TEMPORARY HELP ,000 16, % FICA TAXES 1,316 2,380 2,380 1,592 2, % IMRF EMPLOYER CONTRIBUTIONS 1,787 1,600 1,600 2,251 2, % OPERATING SUPPLIES 4, % SOD, SEED, SAND & GRAVEL 3,000 3,000 2,094 5, % PENSION EXPENSE % TRANSFER TO INSURANCE HEALTH % TOTAL STORMWATER MANAGEMENT $ 25,494 $ 38,080 $ 38,510 $ 27,165 $ 38, % 288

304 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: STORMWATER MANAGEMENT VILLAGE OF GLEN ELLYN STORMWATER MANAGEMENT SALARIES PENSIONABLE $ 28,000 GOLF COURSE SUPERINTENDENT (2%) 28,000 ASST GOLF COURSE SUPERINTENDENT (1%) AND GROUNDS EMPLOYEES. INCREASE DUE TO NEW POLICE STATION FICA TAXES 2,142 FICA (7.65%) 2, IMRF EMPLOYER CONTRIBUTIONS 2,895 IMRF (10.34%) 2, SOD, SEED, SAND & GRAVEL 5, TRANSFER TO INSURANCE HEALTH 500 HEALTH INSURANCE CONTRIBUTIONS 500 TOTAL STORMWATER MANAGEMENT $ 38,

305 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD PRO SHOP MERCHANDISE SALARIES PENSIONABLE $ 15,754 $ 16,400 $ 16,400 $ 16,776 $ 17, % FICA TAXES 1,147 1,260 1,260 1,283 1, % IMRF EMPLOYER CONTRIBUTIONS 1,621 1,780 1,780 1,815 1, % CREDIT CARD FEES 3,428 4,750 4,750 3,762 3, % POSTAGE & SHIPPING % COST OF GOODS SOLD 147, , , , , % TELECOMMUNICATIONS 1,821 2,500 2,500 1,800 1, % OPERATING SUPPLIES 1,593 3,000 3,000 1,500 1, % PENSION EXPENSE 5, % TRANSFER TO INSURANCE HEALTH 3,060 3,650 3, % TOTAL PRO SHOP MERCHANDISE $ 178,105 $ 174,140 $ 177,200 $ 180,076 $ 186, % 290

306 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: PROSHOP VILLAGE OF GLEN ELLYN PRO SHOP MERCHANDISE SALARIES PENSIONABLE $ 17,195 DIRECTOR OF GOLF (10%) AND HEAD GOLF 17,195 PROFESSIONAL (10%) FICA TAXES 1,315 FICA (7.65%) 1, IMRF EMPLOYER CONTRIBUTIONS 1,778 IMRF (10.34%) 1, CREDIT CARD FEES 3,895 3, COST OF GOODS SOLD 154,775 PRO SHOP COST OF GOODS SOLD IS EXPECTED 154,775 TO BE 75 80% OF PRO SHOP REVENUES TELECOMMUNICATIONS 1,800 1, OPERATING SUPPLIES 1,500 INCLUDES MERCHANDISE BAGS, GOLF CLUB 1,500 FITTING SYSTEMS, AND DISPLAY MATERIALS TRANSFER TO INSURANCE HEALTH 3,900 HEALTH INSURANCE CONTRIBUTIONS 3,900 TOTAL PRO SHOP MERCHANDISE $ 186,

307 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD MOTORIZED CARTS SALARIES NON PENSIONABLE $ $ $ $ 35,000 $ 35, % TEMPORARY HELP 37,353 35,000 35, % FICA TAXES 2,857 2,680 2,680 2,678 2, % GAS AND OIL 10,581 13,000 13,000 10,325 13, % PENSION EXPENSE 1, % TOTAL MOTORIZED CARTS $ 52,437 $ 50,680 $ 50,680 $ 48,003 $ 51, % 292

308 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MOTORIZED CARTS VILLAGE OF GLEN ELLYN MOTORIZED CARTS SALARIES NON PENSIONABLE $ 35,875 PART TIME INCLUDING RANGERS 35,875 CASHIERS, AND HELPERS FICA TAXES 2,744 FICA (7.65%) 2, GAS AND OIL 13,000 TOTAL MOTORIZED CARTS $ 51,

309 VILLAGE OF GLEN ELLYN 2017 FUND: VILLAGE LINKS / RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS / RESERVE % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD MECH MAINT ADMIN MAINTENANCE EQUIPMENT $ 163 $ 1,000 $ 1,000 $ $ 1, % PENSION EXPENSE 3, % TOTAL MECH MAINT ADMIN $ 4,040 $ 1,000 $ 1,000 $ $ 1, % MECH MAINT GROUNDS SALARIES PENSIONABLE $ 49,275 $ 53,300 $ 53,300 $ 53,144 $ 60, % FICA TAXES 3,664 4,100 4,100 4,066 4, % IMRF EMPLOYER CONTRIBUTIONS 5,178 5,800 5,800 5,750 6, % MAINTENANCE BUILDING & GROUN 292 2,000 2,000 1,792 2, % MAINTENANCE EQUIPMENT 18,232 20,000 20,000 29,986 28, % OPERATING SUPPLIES 11,225 23,000 23,000 19,127 20, % UNIFORMS % TRANSFER TO INSURANCE HEALTH 5,600 5,400 5, % TOTAL MECH MAINT GROUNDS $ 87,866 $ 108,700 $ 114,300 $ 119,265 $ 126, % MECH MAINT CLUBHOUSE SALARIES PENSIONABLE $ 2,359 $ 3,000 $ 3,000 $ 2,705 $ 3, % FICA TAXES % IMRF EMPLOYER CONTRIBUTIONS % MAINTENANCE BUILDING & GROUN 3,052 1,500 1,500 1,542 1, % MAINTENANCE EQUIPMENT 1,719 2,000 2, , % OPERATING SUPPLIES % TRANSFER TO INSURANCE HEALTH % TOTAL MECH MAINT CLUBHOUSE $ 7,574 $ 7,030 $ 7,460 $ 5,917 $ 7, % MECH MAINT RESERVE SALARIES PENSIONABLE $ 4,912 $ 15,100 $ 15,100 $ 10,000 $ 11, % FICA TAXES 2,383 1,150 1, % IMRF EMPLOYER CONTRIBUTIONS 506 1,600 1,600 1,082 1, % MAINTENANCE BUILDING & GROUN 3,379 2,000 2,000 6,900 3, % MAINTENANCE EQUIPMENT 3,261 2,500 2,500 8,900 4, % OPERATING SUPPLIES % TRANSFER TO INSURANCE HEALTH , % TOTAL MECH MAINT RESERVE 22 $ 14,542 $ 22,350 $ 23,280 $ 29,247 $ 21, % MECH MAINT PRO SHOP MAINTENANCE EQUIPMENT $ $ 300 $ 300 $ 160 $ % TOTAL MECH MAINT PRO SHOP $ $ 300 $ 300 $ 160 $ % MECH MAINT MOTORIZED CARTS SALARIES PENSIONABLE $ 5,250 $ 9,000 $ 9,000 $ 7,717 $ 6, % FICA TAXES % IMRF EMPLOYER CONTRIBUTIONS 546 1,000 1, % MAINTENANCE EQUIPMENT 3,383 2,000 2,000 2,073 1, % OPERATING SUPPLIES % TRANSFER TO INSURANCE HEALTH % TOTAL MECH MAINT MOTORIZED 9,567 12,690 13,490 12,285 8, % 294

310 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MECHANICAL MAINTENCANCE ADMIN VILLAGE OF GLEN ELLYN MECH MAINT ADMIN MAINTENANCE EQUIPMENT $ 1,000 TOTAL MECH MAINT ADMIN $ 1,

311 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MECHANICAL MAINTENANCE GROUNDS VILLAGE OF GLEN ELLYN MECH MAINT GROUNDS SALARIES PENSIONABLE $ 60,000 GOLF COURSE SUPERINTENDENT (5%), ASST. 60,000 GOLF COURSE SUPERINTENDENT (30%) AND GROUNDS EMPLOYEES FICA TAXES 4,590 FICA (7.65%) 4, IMRF EMPLOYER CONTRIBUTIONS 6,204 IMRF (10.34%) 6, MAINTENANCE BUILDING & GROUNDS 2, MAINTENANCE EQUIPMENT 28,000 GROUNDS EQUIPMENT REPAIR AND PARTS 28, OPERATING SUPPLIES 20,000 INCLUDES BATTERIES, FASTENERS, CLEANING 20,000 SOLVENTS, CUTTING TORCH, WELDING, SHOP SUPPLIES TRANSFER TO INSURANCE HEALTH 5,700 HEALTH INSURANCE CONTRIBUTIONS 5,700 TOTAL MECH MAINT GROUNDS $ 126,

312 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MECHANICAL MAINTENANCE CLUBHOUSE VILLAGE OF GLEN ELLYN MECH MAINT CLUBHOUSE SALARIES PENSIONABLE $ 3,000 GOLF COURSE SUPERINTENDENT (2%) 3,000 ASST GOLF COURSE SUPERINTENDENT (1%) AND GROUNDS EMPLOYEES FICA TAXES 230 FICA (7.65%) IMRF EMPLOYER CONTRIBUTIONS 310 IMRF (10.34%) MAINTENANCE BUILDING & GROUNDS 1,500 HVAC AND BUILDING COMPONENT REPAIRS 1, MAINTENANCE EQUIPMENT 2,000 REPAIRS TO BALL PICKER, RANGE BALL 2,000 WASHER, AND RANGE TRACTOR TRANSFER TO INSURANCE HEALTH 500 HEALTH INSURANCE CONTRIBUTIONS 500 TOTAL MECH MAINT CLUBHOUSE $ 7,

313 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MECHANICAL MAINTENANCE RESERVE 22 VILLAGE OF GLEN ELLYN MECH MAINT RESERVE SALARIES PENSIONABLE $ 11,000 GOLF COURSE SUPERINTENDENT (2%) 11,000 ASST GOLF COURSE SUPERINTENDENT (4%) AND GROUNDS EMPLOYEES FICA TAXES 842 FICA (7.65%) IMRF EMPLOYER CONTRIBUTIONS 1,137 IMRF (10.34%) 1, MAINTENANCE BUILDING & GROUNDS 3,000 HVAC AND BUILDING COMPONENT REPAIRS 3,000 RESTAURANT SYSTEM REPAIRS MAINTENANCE EQUIPMENT 4,000 RESTAURANT EQUIPMENT REPAIR AND PARTS 4, OPERATING SUPPLIES TRANSFER TO INSURANCE HEALTH 1,000 HEALTH INSURANCE CONTRIBUTIONS 1,000 TOTAL MECH MAINT RESERVE 22 $ 21,

314 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MECHANICAL MAINTENANCE PROSHOP VILLAGE OF GLEN ELLYN MECH MAINT PRO SHOP MAINTENANCE EQUIPMENT $ 300 TOTAL MECH MAINT PRO SHOP $

315 FUND: VILLAGE LINKS/RESERVE 22 FUND DEPARTMENT: VILLAGE LINKS/RESERVE 22 ORGANIZATION: MECHANICAL MAINTENANCE MOTORIZED CARTS VILLAGE OF GLEN ELLYN MECH MAINT MOTORIZED CARTS SALARIES PENSIONABLE $ 6,000 GOLF COURSE SUPERINTENDENT (1%) 6,000 ASST GOLF COURSE SUPERINTENDENT (4%) AND GROUNDS EMPLOYEES FICA TAXES 459 FICA (7.65%) IMRF EMPLOYER CONTRIBUTIONS 620 IMRF (10.34%) MAINTENANCE EQUIPMENT 1,000 GOLF CART REPAIRS, DECREASED FROM ,000 DUE TO NEW FLEET ACQUIRED TRANSFER TO INSURANCE HEALTH 800 HEALTH INSURANCE CONTRIBUTIONS 800 TOTAL MECH MAINT MOTORIZED CARTS $ 8,

316 Table of Contents X. CAPITAL PROGRAM Capital Program Summary Five Year Capital Improvement Plan Capital Projects Fund Facilities Maintenance Reserve Fund Corporate Reserve Fund Debt Service Fund Long-Term Debt History Last 10 Years Long-Term Debt Future Debt Service Motor Fuel Tax Fund

317 CAPITAL PROGRAM SUMMARY The infrastructure built and maintained by the Village provides backbone or grid for the community to operate. This infrastructure is created through the planning and execution of a capital projects program, which includes design, construction, and significant maintenance of streets, water and sanitary infrastructure, storm and water sewers, street lights, public facilities, and sidewalks. Capital projects give rise to large, tangible Village assets. Municipal governments need to identify long-term capital needs and create an effective plan in which to maintain and enhance infrastructure. CAPITAL PROGRAM GOALS Capital planning and budgeting is a continual process for the Village. Successful project completion relies upon the execution of the goals that the Village has targeted. This coming year, the Village plans to execute the following goals: Implement a plan to address unfunded and/or unscheduled capital projects including village facilities, central business district over/underpass, downtown street and streetscape, fire station(s), and a downtown parking structure. Execute the Fiscal Year 2017 capital budget. 10-YEAR CAPITAL PLAN In November 2012, the Village updated its 10-year capital improvements plan to detail the investment into its infrastructure over the next 10 years. This plan was presented to the Village Board at the November 19, 2012 board workshop and detailed the anticipated investment for all of the Village funds. At a Village Board Workshop on July 21, 2014, a proposed revision to the 10- year capital improvement plan was presented to the Village Board. This revision included deferring reconstruction of curb-less roadways in favor of only resurfacing those roads to provide funds for major unfunded/unscheduled capital projects including a police station, storm water improvements, a central business district parking structure and central business district roadway and streetscape improvements. As part of the discussions for the 2017 budget, the Village can determine how to continue implement and revise this plan. The 10-year Capital Plan addresses the following funds: Capital Projects Fund for the design, construction, and significant maintenance of streets, storm sewers, and sidewalks within the Village. Facilities Maintenance Reserve Fund for capital replacement and enhancement of Village buildings, including staff facilities, fire stations, and properties purchased for Glen Ellyn History Park. Motor Fuel Tax Fund for capital projects which meet the narrow parameters established by state statute. General Fund for information technology replacement and enhancement as well as incidental capital equipment purchased by Village General Fund departments. Water & Sewer Fund for replacement and enhancement of the Village s Water & Sewer infrastructure. Parking Fund for significant maintenance and construction/reconstruction of the Village parking lots. Recreation Fund for capital replacement and enhancement of the Village Links golf course, clubhouse, and fleet, as well as any improvements necessary to Panfish Park, Lambert Lake Nature Preserve, and Co-Op Park. An important component in the 10-year capital plan is the identification of unfunded and unscheduled projects. Identification of these projects helps begin or continue the process of prioritizing these projects with other Village needs. 5-YEAR CAPITAL IMPROVEMENT PLAN Each year as part of the budget process, the Village updates its 5-year capital improvement plan (CIP). This 5 year plan also includes all funds of the Village. The 10 year capital plan provides the blueprint to assemble the 5 year plan. Modifications are then made to reflect changes in priority, scope, timing, and availability of financial resources and staff to complete the projects. The Village budget for the current year is then honed to the 5-year CIP, and those projects included in the upcoming budget year are approved conceptually by the Village Board through the Budget Approval process. 301

318 CAPITAL IMPACT TO ONGOING MAINTENANCE The 2017 budget includes a mixture of both capital and ongoing maintenance projects. When developing its capital program, the Village takes into account the cost of repairing capital assets as opposed to replacing them. Each asset is evaluated independently to determine if it is in the best interest of the Village to repair or replace the asset. The major assets of the Village are its infrastructure including streets, water infrastructure and sewer infrastructure. By their nature, these assets require ongoing maintenance, whether it be patching potholes or repairing water leaks and main breaks. In 2017, the construction will be complete on the new police station. Additional maintenance costs are included in the Facilities Maintenance budget for the cost of maintaining this new facility. 302

319 Village of Glen Ellyn 5-Year Capital Improvement Plan ALL FUNDS Governmental Funds* CY2016 CY2017 CY2018 CY2019 CY2020 CY2021 Capital Fund PROJECTED FORECAST FORECAST FORECAST FORECAST FORECAST Revenues Capital Projects Fund $ 6,623,756 $ 7,339,553 $ 6,715,750 $ 6,847,076 $ 6,983,670 $ 7,125,676 Bond Proceeds $ $ $ $ $ $ Water & Sewer Contribution for Police Project $ $ 100,000 $ $ $ $ Forfeiture Funds To reimburse police station project $ $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ Minor capital investment/other expenditures $ 16,000 $ 28,000 $ 20,500 $ 16,000 $ 16,000 $ 16,000 Pavement Preservation Program 140, , , , , ,000 Pavement Condition Survey 26,200 25,000 Non Roadway Construction Projects: Village Green Storm Sewer Replacement 75,000 Riford Road Drainage Improvements 70,000 GF1 Lake Ellyn Improvements 666,000 Lake Road Undergrounding 1,000 Hill Avenue Bridge 147,000 30,000 Hill Avenue Roadway Improvements Reno Center Parking Lot and Access Improvements 30,000 20,000 Reno Center Salt Storage Facility 500,000 Street Lighting Improvements CBD and 5 Corners 180, ,000 Street Lighting Improvements 5 Corners 52,000 Other Projects: Stormwater, Traffic, etc. 50,000 50,000 50,000 50,000 50,000 50,000 Streetscape and Signage 50,000 45,000 Special Engineering Projects GF2 Taylor Avenue Pedestrian Tunnel 200,000 2,650,000 Train Station/Pedestrian Bridge Phase I 250,000 CBD Over/Underpass Feasibility Study 10, ,000 GF3 Sidewalk Program 92,900 77, ,000 75,000 75,000 75,000 IDOT Crosswalks 61, ,971 Police Station 3,000,000 10,364,195 Roadway Rehabilitation Program Baker Hill Ingress/Egress Improvements 100,000 GF4 Crescent Boulevard Reconstruction (Project costs to right already account for grants) 99,000 GF5 Elm Geneva Connectors Cottage 41,000 Glenwood Arbor Ridgewood 26, Street Resurfacing Baker Hill, Glenbard, Sunnybrook, Pleasant 1,472,750 Elm Oak Geneva Improvements 1,867,000 Kenilworth Alley Improvements 15, ,000 Montclair East Davis Smith Improvements 1,725,000 GF6 North Park Boulevard STP Reconstruction Project (Roosevelt to Fairview) No Bike Lane 239,695 3,300,000 GF7 Main Street STP Resurfacing (Roosevelt to Fairview) 285,000 Bemis Road Reconstruction (Route 53 to Sunny Brook) 135,000 1,635,665 DuPage (Nicoll to Bryant) & Nicoll (Roosevelt to DuPage) STP Resurfacing 700, Annexation Areas Glen Crest Subdivision 1,415,700 Future Street Resurfacing/Skip Patching Projects 553,625 1,083,622 4,466,015 1,959,562 4,641,780 Concrete Street Patching and Rehabilitation Program 550,000 CBD Roadway and Streetscape ,000 4,500,000 Sheehan Avenue Improvements 10,000 Misc. Project Close Outs 257,200 IFT / General Fund Engineering 220, , , , , ,000 Engineering for Future Projects 2,000 70,000 Total Improvements Capital Projects Fund $ 7,408,095 $ 20,145,141 $ 11,015,122 $ 7,724,680 $ 4,879,262 $ 6,376,780 Bond Repayments $ 956,533 $ 954,044 $ 953,544 $ 952,844 $ 956,494 $ 954,544 Total Expenditures Capital Projects Fund $ 8,364,628 $ 21,099,185 $ 11,968,666 $ 8,677,524 $ 5,835,756 $ 7,331,324 Anticipated Grants $ 744,500 $ 1,936,971 $ 2,037,000 $ $ $ 490,000 Change in Fund Balance, Capital Projects Fund $ (996,372) $ (11,422,661) $ (2,915,916) $ (1,530,448) $ 1,447,914 $ 284,352 Capital Projects Fund Balance, Beginning of Year $ 16,485,551 $ 15,489,179 $ 4,066,518 $ 1,150,602 $ (379,847) $ 1,068,068 Capital Projects Fund Balance, End of Year $ 15,489,179 $ 4,066,518 $ 1,150,602 $ (379,847) $ 1,068,068 $ 1,352,420 GF# Grant Funded Project And Corresponding Number Code 303

320 Village of Glen Ellyn 5-Year Capital Improvement Plan ALL FUNDS Governmental Funds (continued)* CY2016 CY2017 CY2018 CY2019 CY2020 CY2021 PROJECTED FORECAST FORECAST FORECAST FORECAST FORECAST Facilities Maintenance Reserve Fund Revenues Facilities Maintenance Reserve Fund $ 446,690 $ 252,500 $ 302,500 $ 302,500 $ 302,500 $ 302,500 Facilities Maintenance Plan: Professional Services Other $ 5,000 $ 30,000 $ $ $ $ Civic Center Rehabilitations 214, ,000 1,043, ,000 40,000 32,000 Civic Center Emergency Repairs Fire Station Rehabilitations 45, , ,000 84, ,000 35,500 Fire Station #1 Emergency Repairs Reno Center Rehabilitations 43,900 99,400 66,500 84,500 30,000 35,000 Reno Center Emergency Repairs Stacy's Museum and History Center 16,000 33,000 38,000 14,200 Other Facilities 8,000 Historical Society Parking Lot Resurfacing Downtown Electronic Sign Links/Reserve 22 General Fund Cost Share Finance Department Relocation Civic Center Space Needs Total Improvements: Facilities Maintenance Reserve Fund $ 332,500 $ 909,300 $ 1,292,500 $ 479,150 $ 245,200 $ 102,500 Change in Fund Balance, FMR Fund $ 114,190 $ (656,800) $ (990,000) $ (176,650) $ 57,300 $ 200,000 FMR Fund Balance, Beginning of Year $ 618,910 $ 733,100 $ 76,300 $ (913,700) $ (1,090,350) $ (1,033,050) FMR Fund Balance, End of Year $ 733,100 $ 76,300 $ (913,700) $ (1,090,350) $ (1,033,050) $ (833,050) Motor Fuel Tax Fund Capital Revenues Motor Fuel Tax Fund $ $ $ $ $ $ Crescent Boulevard Reconstruction 31, ,000 Total Improvements MFT Fund 31, ,000 $ Information Technology Plan: Office Suite Replacement $ $ $ $ $ $ 50,000 Server Replacement 15,000 SQL Server Replacement 15,000 Security DVR Replacement (Police Department) 10,000 Document Imaging Server 8,000 Finance Server (MUNIS) 7,500 8,000 New MUNIS Server for document archiving 7,500 Replacement Network Printer, Repair Parts 8,000 8,000 Network Content Filter 10,000 Fire Department Server 10,000 Village Links Server 10,000 Windows Server Hardware & Software 7,500 Client Access Licenses 4,000 Village Domain Controller Replacement PD domain Controller Replacement 8,000 Ironport ( Spam/Virus Filter) 5,000 5,000 Archiver 8,000 Backup Server Replacement 15,000 Communication Equipment PC Replacements 18,000 18,000 26,000 26,000 26,000 26,000 Subtotal: Information Technology Plan $ 51,000 $ 42,500 $ 54,000 $ 66,000 $ 57,000 $ 89,000 Total Governmental Capital Improvements $ 8,779,128 $ 22,181,985 $ 13,315,166 $ 9,222,674 $ 6,137,956 $ 7,522,824 * This schedule is project based and excludes the purchases of vehicles and equipment; totals may not tie to the Summary of Budgeted Capital Investment. 304

321 Village of Glen Ellyn 5-Year Capital Improvement Plan ALL FUNDS Enterprise Funds* CY2016 CY2017 CY2018 CY2019 CY2020 CY2021 PROJECTED FORECAST FORECAST FORECAST FORECAST FORECAST Water & Sanitary Sewer Fund Capital Revenues Water & Sewer Fund $ 3,213,000 $ 3,920,000 $ 3,920,000 $ 3,920,000 $ 3,920,000 $ 3,920,000 Water Projects: Street Program subject to change projects are itemized, if known CBD Underground Improvements $ $ 500,000 $ $ $ $ Crescent Boulevard Reconstruction 25,000 Elm Geneva Connectors Cottage 6,900 Glenwood Arbor Ridgewood 2,000 Elm Oak Improvements 465,000 Kenilworth Alley Improvements 2, ,500 Montclair East Davis Smith Improvements 759,000 North Park Boulevard STP Reconstruction Project (Roosevelt to Fairview) 46, ,987 Bemis Road Reconstruction (Route 53 to Sunny Brook) 30, ,013 Misc. Project Close Outs 39,500 Future Street Projects 1,694, ,612 $ 1,190,691 Non Roadway Projects: Standalone Main Replacements: Cumnor Main 85,000 Roosevelt Road Water Main 560, ,000 Roosevelt Road and Route 53 Water Main Lining 15,000 1,100,000 Hill Avenue Water Main (Cumnor Extensions in CY15) Royal Glen Infrastructure Improvements 75,000 Other Projects: Utility Services Maintenance Contract Cottage Water Tank 25,000 25,000 25,750 26,523 27,318 28,138 Utility Services Maintenance Contract Newton Water Tank 53,100 54,693 Newton & Cottage Water Tank Recoating 136, , ,000 Wilson & Newton Pumping Station Rehabilitation 800,000 WPAS & NPAS Rehabilitation 200,000 Standby Well Rehabilitation Reservoir Rehabilitation 200,000 Police Station 50,000 Route 53 Culvert Main Retirement / Relocation SCADA Reinstrumentation 150,000 Water Meter Replacement 1,200,000 1,200,000 Reno Center Material Storage Bins 70,000 Reno Center Vehicle Storage Area On North Side of Building 50,000 COD Water Main Acquisition/Looping 50,000 Engineering for Future Projects 25,000 Subtotal Water Projects $ 763,400 $ 3,313,500 $ 2,688,737 $ 2,723,778 $ 1,979,030 $ 2,823,522 Sewer Projects: Street Program subject to change projects are itemized, if known CBD Underground Improvements $ $ 500,000 $ $ $ $ 2014 Elm Geneva Connectors Cottage 5,200 Glenwood Arbor Ridgewood 1,000 Elm Oak Improvements 775,000 Kenilworth Alley Improvements 2, ,000 Montclair East Davis Smith Improvements 937,500 North Park Boulevard STP Reconstruction Project (Roosevelt to Fairview) 26, ,700 Main Street STP Resurfacing (Roosevelt to Fairview) 46,085 Bemis Road Reconstruction (Route 53 to Sunnybrook) 35, ,353 General Spots Repairs (Other Streets) Miscellaneous Project Close Outs 20,000 Future Street Projects 24,255 1,033, ,031 1,097,857 Engineering for Future Projects 50,000 Non Roadway Projects: Cumnor Sanitary Sewer Extension $ 100,000 I/I Reduction (Lining + Repairs) 876, , , , , ,000 Hill Avenue Sanitary Sewer (Cumnor Extension in CY15) Lift Station Rehab Memory Court 640,000 Surrey 450,000 South Park 1,000,000 Orchard Place Police Station Utilities 50,000 Royal Glen Infrastructure Improvements 40,000 Newton Site Improvements 50,000 Reno Center Material Storage Bins 70,000 Reno Center Vehicle Storage Area On North Side of Building 50,000 Subtotal Sewer Projects $ 1,756,200 $ 2,438,500 $ 1,996,040 $ 2,271,344 $ 2,326,031 $ 1,597,857 Total Improvements Water & Sewer Fund $ 2,519,600 $ 5,752,000 $ 4,684,777 $ 4,995,122 $ 4,305,061 $ 6,019,236 Change in Capital Fund Balance, Water & Sewer Fund $ 693,400 $ (1,832,000) $ (764,777) $ (1,075,122) $ (385,061) $ (2,099,236) Water & Sewer Capital Fund Balance, Beginning of Year $ 3,741,922 $ 4,435,322 $ 2,603,322 $ 1,838,545 $ 763,424 $ 378,362 Water & Sewer Capital Fund Balance, End of Year $ 4,435,322 $ 2,603,322 $ 1,838,545 $ 763,424 $ 378,362 $ (1,720,873) 305

322 Village of Glen Ellyn 5-Year Capital Improvement Plan ALL FUNDS Enterprise Funds (continued)* CY2016 CY2017 CY2018 CY2019 CY2020 CY2021 PROJECTED FORECAST FORECAST FORECAST FORECAST FORECAST Parking Fund Train Station North Parking Lot Patching/Resurfacing $ $ $ $ $ 34,000 Duane/Lorraine Parking Lot Resurfacing 130,000 Main/Penn Lot Resurfacing 116,000 Main/Glenwood Lot Resurfacing (west portion of lot) 40,000 General Parking Lot Maintenance 74,000 50,000 35,000 35,000 35,000 $ 35,000 Reno Center Parking Improvements 50,000 Wayfinding Signage 50,000 Electronic Payboxes in Duane/Lorraine Lot 24,000 CBD Surface Parking Lot Light Conversion HPS to LED 30,000 Total Improvements Parking Fund $ 104,000 $ 254,000 $ 85,000 $ 35,000 $ 191,000 $ 69,000 Village Links/Reserve 22 Fund Clubhouse Generator $ $ $ $ $ Turf Runabout Electric 17,000 Restaurant Interior Upgrades 15,000 Kitchen and Bar Equipment 53,967 ProCore Fairway Aerator 40,000 Fairway Sprayer 36,000 Cabinet/Door 4,700 ProCore Greens Aerator 24,000 Replace hand Carts 13,000 Replace Golf Cart Fleet 245,000 Greens Roller 15,000 15,000 Plotter Printer 5,000 Top Dressing Brush 5,000 Air Lock Doors Hallway, Pro Shop 50,000 Riding Greens Mowers 62,000 Taft/Lambert Electronic Sign 50,000 Triplex Trimmer 84" Reel 31,000 Fairway Mower 48,000 Computers 38,000 Turf Truckster w/ Dump 27,000 Rotary Mower 72" Deck 26,000 Pickup Truck 27,000 Halfway House Renovation 50,000 Restroom w/ Storm Shelter #4 100,000 Replace Carpet 20,000 Turf Runabout Electric 19,000 Triplex Trimmer 84" Reel 33,000 Fairway Mower 50,000 Rotary Mower 72" Deck 29,000 Patio Furniture 50,000 Restaurant Equipment 50,000 Dump Truck 45,000 Turf Truckster w/ Dump 29,000 Self Contained Sprayer 32,000 Core Harvester 8,000 Bunker Rake Gas 24,000 Turf Runabout Electric 21,000 Fairway Mower 53,000 Fertilizer Spreader 5,000 Turbine Blower 9,000 Wide Area Rough Mower 18,000 Restaurant Furniture 80,000 Re Pave Parking Lot 80,000 HVAC 80,000 Total Improvements Village Links/Reserve 22 Fund $ 210,667 $ 278,000 $ 359,000 $ 301,000 $ 214,000 $ 370,000 Total Enterprise Capital Improvements $ 2,834,267 $ 6,284,000 $ 5,128,777 $ 5,331,122 $ 4,710,061 $ 6,458,236 Grants GF6 North Park Boulevard STP Reconstruction No Bike Lane $ $ $ 1,362,000 $ $ $ GF7 Main Street STP Resurfacing (Roosevelt to Fairview) 200,000 GF1 Lake Ellyn OCS Community Development Block Grant Disaster Recovery Funds 606,000 GF8 Central Business District Lighting Grant 25,000 GF9 Central Business District STP LAFO Grant 475,000 GF4 Crescent Boulevard Reconstruction Park to Lake GF4 Crescent Boulevard Irrigation System Reimbursement from District 87 GF4 Crescent Boulevard Park to Lake ITEP (Enhancement) GF3 CMAQ Crosswalk Improvements 53/Pershing; Nicoll/Rvlt; Lambert/Rvlt. 61, ,971 Duane/Lorraine Lot County WQIP ($53,340) GF5 Geneva Road Sidewalk Cost Share With DuPage County Geneva Road Stormwater Improvements 52,500 GF2 Taylor Street Underpass 1,800,000 Newton Storm Sewer DCEO Grant Total Grants $ 744,500 $ 1,936,971 $ 2,037,000 $ $ $ 490,000 GF4 The project costs for Crescent Boulevard already account for the associated grants Summary: Total Governmental Capital Improvements $ 8,779,128 $ 22,181,985 $ 13,315,166 $ 9,222,674 $ 6,137,956 $ 7,522,824 Total Enterprise Capital Improvements $ 2,834,267 $ 6,284,000 $ 5,128,777 $ 5,331,122 $ 4,710,061 $ 6,458,236 Associated grant revenue $ (744,500) $ (1,936,971) $ (2,037,000) $ $ $ (490,000) Net Village Investment in Capital $ 10,868,895 $ 26,529,014 $ 16,406,943 $ 14,553,796 $ 10,848,017 $ 13,491,060 * This schedule is project based and excludes the purchases of vehicles and equipment; totals may not tie to the Summary of Budgeted Capital Investment. **Revenues are included for those funds that have dedicated capital revenue streams. 306

323 CAPITAL PROJECTS FUND The Capital Projects Fund is used primarily for the design, construction, and significant maintenance of streets, storm sewers and sidewalks within the Village. Funding is primarily obtained through taxes on the use of natural gas, electricity and telecommunications services. A real estate transfer tax was added in December of 2000 in connection with a 20 year street and storm sewer improvement plan. Beginning in FY09/10, the use of a portion of the Village property tax has been allocated to continue our investment in public infrastructure assets and to provide a stable revenue source into the future. Other revenues include a stormwater fee in lieu which is collected on developments that add impervious surface area and are unable to provide adequate on-site detention of storm-water runoff. These impact fees are to be used to fund storm sewer system improvements in the Village. The Capital Projects Fund also generates some additional revenues through the periodic sale of unneeded Village-owned land / rights of way and applies these funds toward future Village property purchases, where desirable. Fiscal Year 2017 Budget Summary: The Capital Projects Fund budget includes a full complement of projects and initiatives which continue our strong emphasis on reinvestment in the maintenance of the public infrastructure. Most of these programs also have a significant impact our Water and Sanitary Sewer Fund as we generally address many of these infrastructure components in concert, to optimize efficiency and minimize cost. 307

324 FUND: DEPARTMENT: CAPITAL PROJECTS FUND CAPITAL VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 4000 CAPITAL PROJECTS REVENUES PROPERTY TAX $ 3,454,422 $ 3,547,524 $ 3,547,524 $ 3,547,524 $ 3,587, % TELECOMMUNICATIONS TAX 930, , , , , % ELECTRICITY USE TAX 958,623 1,000,000 1,000, , , % NATURAL GAS USE TAX 324, , , , , % REAL ESTATE TRANSFER TAX 734, , , , , % FEDERAL GRANT REVENUE 190, ,000 61,000 1,936, % COM DEVELOPMENT BLOCK GRANT 350, , , % STATE GRANT REVENUE 33,750 77, % INVESTMENT INCOME 10,342 10,000 10,000 54,000 60, % VACATION OF RIGHT OF WAY 23,406 11, % BOND PROCEEDS 13,435, % BOND PREMIUM 137, % MISCELLANEOUS REVENUE 16,014 3,000 3,000 83, , % OPERATING TFR GENERAL FUND 300, % OPERATING TFR WATER & SEWER 100, % TOTAL CAPITAL PROJECTS REVENUES $ 20,058,436 $ 7,028,524 $ 7,028,524 $ 7,368,256 $ 9,651, % CAPITAL PROJECTS EXPENDITURES AUDIT FEES $ $ 4,500 $ 4,500 $ $ 4, % CONTRACT STREET MAINTENANCE 149, , , , , % MAIN ST DIAMOND GRINDING 180, , % PROFESSIONAL SERVICES OTHER 403 7, % POLICE STATION PROF SVCS OTH 2, % BOND ISSUANCE FEES 68, % CONSTRUCTION PROJECTS 77, , , , , % RIFORD RD RECONSTRUCTION PROJ 1,400 1, % SALT DOME STORAGE FACILITY 500, , % NICOLL LAND BRIDGE REPAIRS 15, % LAKE ELLYN OUTLET 34, , , , % CBD UNDER/OVERPASS 20, , ,000 10, , % GENEVA ROAD CULVERT EXT 4,550 50, % POLICE STATION 145,805 11,800,000 11,800,000 3,000,000 10,364, % TAYLOR AVE PEDESTRIAN TUNNEL 36, , , ,000 2,650, % LAKE ELLYN RIFORD ROAD IMPROV 1,219,264 70, % CBD LIGHTING IMPROVEMENTS 105, , , , % HILL AVENUE BRIDGE 195, , ,000 30, % TRAIN STATION/PEDESTRIAN BRIDG 50,000 50, , % VILLAGE GREEN STORM SEWER REPL 75,000 75, % LAKE ROAD UNDERGROUND UTILITY 1, % SIDEWALK IMPROVEMENTS 170,166 68,464 4, % IDOT CROSSWALKS 14, , ,200 61, , % SIDEWALK IMPROVEMENTS 75,000 75,000 85, % GLENBARD WEST PARKING/SIDEWALK 75,000 75, % LAKE ELLYN PARK SIDEWALK 50,000 50, % RT 53 SIDEWALK (BEMIS MARSTON) 7,000 7,000 3,600 2, % ROUTE 53 SIDEWALK STUDY 5,000 5, % SIDEWALK IMPROVEMENTS 75, % STREET IMPROVEMENTS 54, , ,000 2, , % RIFORD ROAD RECONSTRUCTION PRO 5,255 23, % LAMBERT RD TURN LANE 62,296 82, % SUNSET/TURNER 3, % PARK BLVD REHABILITATION 1, , , , % CRESCENT BLVD RECONSTRUCTION 756, , ,467 99, % LENOX LINDEN 12, ,959 26, % OAK EUCLID FOREST ALLEY % STREET IMPROVEMENTS 31, , , % STREET IMPROVEMENTS 573, % ELM GENEVA COTTAGE 1,656, ,672 41, % GLENWOOD ARBOR RIDGEWOOD 2,084, , ,782 26, % CBD ROADWAY REHAB & STREETSCAPE 7, , , , % PAVEMENT CONDITION INDEX 25,000 25,000 26, % RESURFACING PROGRAM 1,051,071 1,051,071 1,472, % ELM OAK IMPROVEMENTS 1,107,500 1,157,500 1,867, % KENILWORTH ALLEY IMPROVEMENTS 791, ,000 15, , % STREET IMPROVEMENTS 553, % MONTCLAIR EAST DAVIS SMITH IMP 1,725, % SHEEHAN AVENUE IMPROVEMENTS 10, % 308

325 FUND: DEPARTMENT: CAPITAL PROJECTS FUND CAPITAL VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD PW ENGINEERING SERVICE CHARGE 232, , , , , % TRANSFER TO DEBT SERVICE ABATE 956, , , , % TOTAL CAPITAL PROJECTS EXPENDITURES $ 7,375,332 $ 20,063,903 $ 21,470,528 $ 8,364,627 $ 21,099, % TOTAL CAPITAL PROJECTS FUND $ 12,683,104 $ (13,035,379) $ (14,442,004) $ (996,371) $ (11,447,494) 12.2% Available Cash Analysis Available, January 1, 2016 $ 16,485,551 Preliminary FY2016 inflow / (outflow) $ (996,371) Budgeted FY2017 inflow / (outflow) $ (11,447,494) Projected Available, December 31, 2017 $ 4,041,

326 FUND: CAPITAL PROJECTS FUND DEPARTMENT: CAPITAL VILLAGE OF GLEN ELLYN 4000 CAPITAL PROJECTS REVENUES PROPERTY TAX LEVY BASED ON CPI $ 3,587,720 OF 0.7% AND LAST YEAR'S NEW GROWTH 3,587, TELECOMMUNICATIONS TAX 804,000 BASED OF MONTHLY COLLECTIONS OF 804,000 APPROXIMATELY $67,000 PER MONTH ELECTRICITY USE TAX 960,000 BASED ON 2015 AND 2016 RESULTS 960, NATURAL GAS USE TAX 335,000 BASED ON 10 YEAR REVENUE PROJECTIONS. 335,000 REVENUE VARIES WITH SEVERITY OF WINTER REAL ESTATE TRANSFER TAX 815,000 BASED UPON A MARKET INCREASE OF 2.2% 815,000 FROM 2016 ESTIMATED ACTUAL FEDERAL GRANT REVENUE 1,936,971 CMAQ CROSSWALK GRANT 136,971 TAYLOR ST UNDERPASS GRANT 1,800, INVESTMENT INCOME 60, MISCELLANEOUS REVENUE 753,000 SALE OF 725 RIFORD 750,000 MISCELLANEOUS INCOME 3, OPERATING TFR GENERAL FUND 300,000 TRANSFER OF FORFEITURE DOLLARS FOR 300,000 POLICE STATION PROJECT OPERATING TFR WATER & SEWER 100,000 TRANSFER OF DOLLARS FOR POLICE STATION PROJECT 100,000 TOTAL CAPITAL PROJECTS REVENUES $ 9,651,

327 VILLAGE OF GLEN ELLYN FUND: CAPITAL PROJECTS FUND DEPARTMENT: CAPITAL CAPITAL PROJECTS EXPENDITURES AUDIT FEES $ 4,500 SINGLE AUDIT REQUIRED BY FEDERAL STATUTES 4, CONTRACT STREET MAINTENANCE 500,000 ASPHALT ROADWAY CRACK SEALING 50,000 ASPHALT ROADWAY SURFACE TREATMENTS 25,000 ASPHALT STREET MAJOR PATCHING PROJECT 225,000 CONCRETE PAVEMENT AND CURB REPAIRS 200, PROFESSIONAL SERVICES OTHER 7,500 ENGINEERING SOFTWARE (AUTOCAD 7,500 SUBSCRIPTIONS CONSTRUCTION PROJECTS 193,000 MISCELLANEOUS EXPENSES 15,000 MISCELLANEOUS STORM SEWER IMPROVEMENTS 50,000 NPDES GENERAL STORMWATER PERMIT 1,000 RENO CENTER ACCESS IMPROVEMENTS 30,000 WAYFINDING SIGNAGE 45,000 LED FIXTURE REPLACEMENT FOR 5 CORNERS 52, CBD UNDER/OVERPASS 100,000 CBD VEHICULAR UNDER/OVERPASS 100,000 PRE PHASE I ENGINEERING (#14006) POLICE STATION 10,364, TAYLOR AVE PEDESTRIAN TUNNEL 2,650,000 TAYLOR AVENUE PEDESTRIAN TUNNEL 2,650,000 CONSTRUCTION AND ENGINEERING (#15009) LAKE ELLYN RIFORD ROAD IMPROV 70,000 RIFORD ROAD DRAINAGE IMPROVEMENTS (#15011) 70, CBD LIGHTING IMPROVEMENTS 350,000 CENTRAL BUSINESS DISTRICT LIGHTING 350,000 IMPROVEMENTS (#16004) HILL AVE BRIDGE 30, TRAIN STATION/PEDESTRIAN BRIDGE 250,000 TRAIN STATION/PEDESTRIAN BRIDGE PHASE I 250,000 ENGINEERING (#16016) 311

328 FUND: CAPITAL PROJECTS FUND DEPARTMENT: CAPITAL VILLAGE OF GLEN ELLYN IDOT CROSSWALKS 136, RT 53 SIDEWALK (BEMIS MARSTON) 2,000 ROUTE 53 SIDEWALK (BEMIS MARSTON) IDOT 2,000 COST SHARE (#16013) SIDEWALK IMPROVEMENTS 75, SIDEWALK IMPROVEMENTS (#17001) 75, STREET IMPROVEMENTS 170,000 FUTURE STREET IMPROVEMENTS PROJECTS 50,000 DESIGN ENGINEERING GEOTECHNICAL ENGINEERING (TO SUPPORT 20,000 IN HOUSE DESIGN ENGINEERING) BAKER HILL INGRESS/EGRESS IMPROVEMENTS 100, CBD ROADWAY REHAB & STREETSCAPE 250,000 CBD ROADWAY REHABILITATION AND 250,000 STREETSCAPE DESIGN ENGINEERING (#15006) RESURFACING PROGRAM 1,472, RESURFACING PROGRAM CONSTRUCTION 1,370,000 (#16002) 2016 RESURFACING PROGRAM RESIDENT 102,750 ENGINEERING KENILWORTH ALLEY IMPROVEMENTS 960,000 KENILWORTH ALLEY IMPROVEMENTS 850,000 CONSTRUCTION (#16009) KENILWORTH ALLEY IMPROVEMENTS DESIGN 25,000 ENGINEERING (#16009) KENILWORTH ALLEY IMPROVEMENTS 85,000 RESIDENT ENGINEERING (#16009) 312

329 FUND: CAPITAL PROJECTS FUND DEPARTMENT: CAPITAL VILLAGE OF GLEN ELLYN STREET IMPROVEMENTS 553, STREET RESURFACING CONSTRUCTION 515,000 (#17002) 2017 STREET RESURFACING RESIDENT 38,625 ENGINEERING (#17002) MONTCLAIR EAST DAVIS SMITH IMP 1,725,000 MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 1,500,000 CONSTRUCTION (#17004) MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 75,000 DESIGN ENGINEERING (#17004) MONTCLAIR EAST DAVIS SMITH IMPROVEMENTS 150,000 CONSTRUCTION ENGINEERING (#17004) SHEEHAN AVENUE IMPROVEMENTS 10,000 SHEEHAN AVENUE IMPROVEMENTS STP 10,000 APPLICATION (#17006) PW ENGINEERING SERVICE CHARGE 270,600 ENGINEERING SERVICE CHARGE TRANSFER 270,600 TO GENERAL FUND TRANSFER TO DEBT SERVICE ABATE 954,044 TRANSFER TO DEBT SERVICE FOR 2015 GO BONDS 954,044 TOTAL CAPITAL PROJECTS EXPENDITURES $ 21,099,

330 FACILITIES MAINTENANCE RESERVE FUND The Facilities Maintenance Reserve Fund is the capital replacement fund for most Village buildings, including Village staff facilities, fire stations and Glen Ellyn History Park properties. The fund was created in 1990 with an infusion of dollars available from the General Fund cash reserves. Funding was based on an analysis of building components performed by an engineering firm (Reserve Study), and then updated with additions in 1998 and Since its inception, the Fund has been the expense point for most major building projects. Components covered include building envelope (roofs, siding, etc.), environmental controls and equipment, interior finishes (paint, carpet, etc.), plumbing and fire protection, and site elements such as landscape, fencing, parking lots and flag poles. The Reserve Study also assesses the current condition and future replacement costs for critical industrial components such as garage doors, automatic yard gates, vehicle repair lifts and fueling stations. BUILDING Glen Ellyn Civic Center 535 Duane St. Reno Public Works Center 30 S. Lambert Rd. Fire Station #1 Main & Pennsylvania Fire Station #2 681 Taft Ave. Stacy s Tavern Museum 557 Geneva Rd History Center 800 N. Main Police Station 65 S. Park SERVICE AREAS Planning & development, building & zoning, administration, finance, civic center SQUARE FOOTAGE BUILT 42, streets/ forestry, utilities, equipment services 36, fire service 9, fire service 11, Historical Society History Park 4, Historical Society History Park c s Police 29, The building components covered by the fund are assigned a life span and their major component replacement costs are amortized over that span. The fund is supported through annual contributions from the General Fund. Buildings supported by enterprise funds (e.g. water/sewer facilities) are also included. In 2012, the Administration Department conducted an updated Facilities Maintenance Reserve Study to reconsider timeframes for maintenance and repair of building components, as well as funding needed to support the Fund. All projects planned in the study for a particular year are scrutinized annually and determined if they should be completed---or deferred to a future year based on actual need. 314

331 FUND: DEPARTMENT: FACILITIES MAINTENANCE RESERVE FUND CAPITAL VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 4500 FACILITIES RESERVE REVENUES INVESTMENT INCOME $ 1,449 $ 2,500 $ 2,500 $ 1,690 $ 2, % FACILITIES MAINT GEN FUND 150, , , , , % FACILITIES MAINT WATER 50,000 50,000 50,000 50, % FACILITIES MAINT SEWER 50,000 50,000 50,000 50, % TOTAL FACILITIES RESERVE REVENUES $ 151,449 $ 247,500 $ 447,500 $ 446,690 $ 252, % FACILITIES RESERVE EXPENDITURES PROFESSIONAL SERVICES OTHER $ $ 30,000 $ 30,000 $ 5,000 $ 100.0% CIVIC CENTER RENOVATION 133, , , , , % CIVIC CENTER EXTERIOR PAINT 10,000 10,000 10, % CC NORTH RETAINING WALL 15,000 15, % FIRE STATION RENOVATION 239,841 74, ,570 45, , % RENO CENTER RENOVATION 23,133 17,000 51,000 43,900 99, % STACY'S AND HISTORY CENTER 16,000 16,000 33, % OTHER VILLAGE FACILITIES 58,991 15,920 8, % CAPITAL CONTRIBUTION TRANSFER 8, % TOTAL FACILITIES RESERVE EXPENDITURES $ 463,878 $ 286,950 $ 534,490 $ 332,500 $ 834, % TOTAL FACILITIES MAINTENANCE RESERVE $ (312,429) $ (39,450) $ (86,990) $ 114,190 $ (582,100) Available Cash Analysis Available, January 1, 2016 $ 618,910 Preliminary FY2016 inflow / (outflow) $ 114,190 Budgeted FY2017 inflow / (outflow) $ (582,100) Projected Available, December 31, 2017 $ 151,

332 VILLAGE OF GLEN ELLYN FUND: FACILITIES MAINTENANCE RESERVE FUND DEPARTMENT: CAPITAL 4500 FACILITIES RES REVENUES INVESTMENT INCOME $ 2, FACILITIES MAINT GEN FUND 150, FACILITIES MAINT WATER 50, FACILITIES MAINT SEWER 50,000 TOTAL FACILITIES RESERVE REVENUES $ 252, FACILITIES RES EXPENDITURES PROFESSIONAL SERVICES OTHER $ 30,000 CONSULTING SERVICES ROOF STRUCTURAL 5,000 MECHANICALS ETC. FD ST. #2 SPACE NEEDS ANALYSIS 25, CIVIC CENTER RENOVATION 543,000 ROOF TOP HVAC UNIT COMPRESSOR 16,000 REPLACEMENTS (2 OF 5) EXTERIOR PAINT FINISHES ALLOWANCE PHASED 30,000 TUCK POINTING ALLOWANCE PHASED 20,000 ROOF REPAIRS ALLOWANCE 25,000 NEW CLAYTON CONF ROOM CHAIRS FOR PUBLIC 5,000 MEETINGS WINDOW REPLACEMENTS ALLOWANCE 3,000 CONSULTING SERVICES MECHANICALS 10,000 BUILDING ENVELOPE ETC. THREE (3) NEW FLAT SCREEN MONITORS FOR 2,000 PUBLIC ENTRANCES/HALLWAYS I.T. SERVER ROOM NEW FIRE SUPPRESSION SYSTEM 10,000 FINANCE DEPARTMENT REMODEL/ 280,000 RELOCATION CONSTRUCTION ADMINISTRATION WALL BUILD OUT 12,000 CARPENTRY & SPRINKLER HEAD RELOCATION PLANNING & DEVELOPMENT RELOCATION TO 130,000 1ST FLOOR RECONSTRUCT COUNTER OFFICE PAINTING AND CARPET REPLACEMENT 316

333 VILLAGE OF GLEN ELLYN FUND: FACILITIES MAINTENANCE RESERVE FUND DEPARTMENT: CAPITAL FIRE STATION RENOVATION 159,200 ST #1 VIDEO CAMERA SECURITY SYSTEM 2,500 ST #1 ROOF REPLACEMENT 65,000 ST #1 ELECTRIC HOIST FOR HOSE STORAGE 2,500 ST. #1 BRICK TUCK POINTING ALLOWANCE PHASED 12,000 ST. #2 VIDEO CAMERA SECURITY SYSTEM 2,500 ST. #2 EXTERIOR PAINT ALLOWANCE 10,000 ST. #2 BRICK TUCK POINTING ALLOWANCE 20,000 ST. #2 NEW BUNKROOM LOCKERS 3,000 ST. #1 BRONZE FIREFIGHTER STATUE BRONZE 1,700 REFINISH BUILDING SPACE NEEDS STUDY CONSULTING 40,000 SERVICES RENO CENTER RENOVATION 99,400 OVERHEAD GARAGE DOOR REPLACEMENT 12,000 EQUIP SERV UPFIT BAY SECURITY SYSTEM EQUIPMENT SERVICES GARAGE 5,000 RADIANT HEAT UNIT REPLACEMENTS EQUIP. 15,500 EXTERIOR CORRUGATED SIDING REPAIRS PHASED 15,000 EXTERIOR PAINT FINISHES PHASE II 15, TON HVAC REPLACEMENT UNIT 15,000 ENERGY EFFICIENT RETROFIT KITS 8 TOILETS 600 ENERGY EFFICIENT SLOAN VALVES 8 TOTAL 1,300 REPLACEMENT WATER FOUNTAIN LOWER LEVEL 1,000 WATER FOUNTAIN RETRO FIT KIT UPPER LEVEL 500 ROOF AND DECK MEMBRANE COATING 7,500 EQUIP SERVICES WASH BAY CEILING REPAIRS / 6,000 REFINISH LUNCHROOM CABINET & COUNTER REPLACEMENT 5,

334 VILLAGE OF GLEN ELLYN FUND: FACILITIES MAINTENANCE RESERVE FUND DEPARTMENT: CAPITAL STACY'S AND HISTORY CENTER 33,000 EXTERIOR FACADE REPAIRS/BRICK TUCK POINTING 15,000 HISTORY CENTER ROOF REPAIR ALLOWANCE HISTORY CENTER 3,000 NEW BRICK PARKING LOT TRASH ENCLOSURE 15,000 AND CONCRETE PAD TOTAL FACILITIES RESERVE EXPENDITURES $ 864,

335 CORPORATE RESERVE FUND The Corporate Reserve Fund was established by Ordinance #2072 in 1976, funded by a Federal grant reimbursement of about $407,000 for the Village Green (open space) project that was received several years after the work was completed. The Fund may be used for emergency needs ( rainy day reserve ), and as a "revolving loan fund" to assist Village departments and Village activities in financing major projects. Loans made to assist departments and activities generally include a rate of interest, and include a pay-back schedule as determined by a Village Board resolution or ordinance. In FY91/92 the Village Board directed that interest earned on Corporate Reserve Fund balances would be transferred to the General Fund as an ongoing and important revenue source. Beginning in FY10/11 and in conjunction with the review and update of a number of financial policies, the Corporate Reserve Fund will accumulate and retain interest earnings on its invested balances as a means of reestablishing reserve balances which have been drawn on heavily during the past several years. The Corporate Reserve Fund has historically been utilized for loans for a variety of Village projects and activities. This has allowed the Village to avoid the cost of borrowing through the issuance of bonds or bank loans. Recent uses of Corporate Reserve Fund balances include: Glen Ellyn Park District - During fiscal year 2000/01, the Village extended a $1,000,000 interest-free loan to the Glen Ellyn Park District to assist with their demolition of the Maryknoll Seminary buildings at the southeast corner of Route 53 and Pershing. This loan was set up to be re-paid in annual installments of $100,000 over a 10 year period, with the first $100,000 received in December, The terms of the loan agreement were modified by Ordinance 5124 adopted January 13, 2003 (in follow-up to the long-term lease of the Village Green to the Park District approved in December, 2002) which provided for the deferral of the $100,000 annual loan repayments due in December, 2003, 2004 and 2005 until December, 2011, 2012, and The loan was fully repaid in Fiscal DuPage Mayors and Managers Conference - Also during fiscal year 2000/01, the Village Board was one of 12 DuPage home-rule communities to each provide a $125,000 loan to the DuPage Mayors and Manager s Conference to assist in the $1.5 million acquisition and renovation of their facility in Oak Brook. This loan was fully repaid during Short Fiscal Year Glen Ellyn Historical Society - The Corporate Reserve Fund provided funding for the Village purchase and ownership of the building at 800 N. Main Street (now named the History Center and located at the NW corner of Main and Elm) in November, 2002 for the benefit of the Glen Ellyn Historical Society. The $1,050,000 purchase price was paid from an initial deposit of $325,000 from the Historical Society, with the remaining $725,000 loaned from the Corporate Reserve Fund. The Historical Society reimbursed the Village the 319

336 remaining $725,000 with an annual payment each November over a five year period with interest at the average Illinois Funds rate. Rental income received by the Village from leased space in the building was credited against the loan re-payments due from the Historical Society. Just like Stacy s Tavern Museum, the Village owns and maintains this property and building and depends on the Historical Society for its use and operation for public benefit. Similarly, the Village completed purchases of properties at N. Main Street (December, 2005) and 820 N. Main Street (January, 2008) for further future development at the History Park site. Volunteer Fire Company - A March, 2003 request of the Volunteer Fire Company was approved which extended equipment financing assistance totaling $550,000 for their purchase of 2 replacement fire engines costing $832,000. Terms of the loan agreement called for annual re-payments each April 1 st by the Fire Company over a three year period (beginning April 1, 2004) with interest charged at the average Illinois Funds rate. Transfer to Capital Projects Fund In FY07/08, a total of $2.5 million was transferred to the Capital Projects Fund to keep pace with our 20 year street program which had fallen behind due to lagging revenues and increases in the scope of scheduled improvement projects and construction pricing. IMRF Early Retirement Incentive In FY08/09, the Village paid the final installment of its obligation under an early retirement incentive program offered in 2006 through the Illinois Municipal Retirement Fund (IMRF). This program was offered as a means of further reducing staffing costs through the elimination of positions in the Public Works Department and by rehiring replacement staff at lower pay rates. The early retirement of this obligation in FY08/09 provided the Village an estimated present value savings of $200,000 as opposed to financing this obligation with IMRF over a period of 10 years. Purchase of 825 N. Main Street The Village purchased 825 N. Main Street with the intent to guide redevelopment of this entryway property. Economic development funding As part of an economic development project, the Corporate Reserve Fund is scheduled to loan $793,000 for improvements to a public road (Taft Avenue) and extraordinary stormwater improvements as part of a larger redevelopment project. New sales tax receipts are scheduled to repay the corporate reserve fund. Purchase of Park Boulevard Properties The Village purchased properties at 55, 59, and 81 S. Park Boulevard. 320

337 FUND: DEPARTMENT: CORPORATE RESERVE FUND CAPITAL VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 2000 CORP RESERVE REVENUES INVESTMENT INCOME $ 1,090 $ 1,500 $ 1,500 $ 60 $ % MISCELLANEOUS REVENUE 500, % IFT / ECONOMIC DEVELOPMENT 62,283 40,000 40,000 41,500 41, % TOTAL CORP RESERVE REVENUES $ 63,373 $ 41,500 $ 41,500 $ 41,560 $ 541, % CORP RESERVE EXPENDITURES LOAN FORGIVENESS $ 32,692 $ $ $ $ 0.0% PROFESSIONAL SERVICES OTHER 19, % REAL ESTATE PURCHASES 165,448 10,000 10,000 50,000 22, % TOTAL CORP RESERVE REVENUES $ 198,140 $ 10,000 $ 10,000 $ 50,000 $ 41, % TOTAL CORPORATE RESERVE FUND $ (134,767) $ 31,500 $ 31,500 $ (8,440) $ 500,600 Available Cash Analysis Available, January 1, 2016 $ 50,492 Preliminary FY2016 inflow / (outflow) $ (8,440) Budgeted FY2017 inflow / (outflow) $ 500,600 Projected Available, December 31, 2017 $ 542,

338 FUND: CORPORATE RESERVE FUND DEPARTMENT: CAPITAL VILLAGE OF GLEN ELLYN 2000 CORPORATE RESERVE REVENUES INVESTMENT INCOME $ MISCELLANEOUS REVENUE 500, N MAIN PROCEEDS 500, IFT / ECONOMIC DEVELOPMENT 41,500 TAFT AVENUE REIMBURSEMENT ASSOCIATED 41,500 WITH FRESH MARKET DEVELOPMENT TOTAL CORPORATE RESERVE REVENUES $ 541, CORPORATE RESERVE EXPENDITURES PROFESSIONAL SERVICES OTHER $ 19,000 COMMUNITY SURVEY CONSULTING FIRM 19, REAL ESTATE PURCHASES 22,000 CONTRACTUAL REAL ESTATE LOAN FOREGIVENESS 22,000 OVER SERVICE PERIOD OF THE EMPLOYEE TOTAL CORPORATE RESERVE EXPENDITURES $ 41,

339 DEBT SERVICE FUND The purpose of the Village s Debt Service Fund is to accumulate funds for the payment of principal and interest on the Village s outstanding bonds issued for governmental purposes. The Debt Service Fund does not include the payment of principal and interest on debt associated with the Village s enterprise activities, which includes the debt issued for the Village Links/Reserve 22 facility. The debt accounted for in the Debt Service Fund includes: 2010 Build America Bonds: The Village of Glen Ellyn issued debt on behalf of the Glen Ellyn Public Library. The proceeds of these bonds were used to fund repairs and improvements to the Glen Ellyn Public Library. Payment of principal and interest on the bonds is made by the Glen Ellyn Public Library. In this budget document, there is revenue budgeted for the payment received from the Glen Ellyn Public Library to offset the payment of principal and interest to bondholders General Obligation Bonds: In 2015, the Village issued debt to fund stormwater improvements and to build a new police facility. Principal and interest are funded by a transfer from the Capital Projects Fund rather than funded by property tax dollars. In 2015, the Village also was upgraded to a AAA rating by S&P. This was a positive for the Village economically as a higher credit rating lowers the interest cost. The AAA rating is also a testament to the sound financial practices and management of the Village. The Village has not budgeted to issue additional debt in fiscal year

340 FUND: DEPARTMENT: DEBT SERVICE FUND CAPITAL VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 3000 DEBT SERVICE REVENUES LIBRARY DEBT PAYMENT 2010 $ 515,326 $ 510,328 $ 510,328 $ 510,328 $ 508, % INVESTMENT INCOME % ABATEMENT TRANSFER CPF 956, , , , % TOTAL DEBT SERVICE REVENUES $ 515,357 $ 1,467,360 $ 1,467,360 $ 1,466,960 $ 1,462, % DEBT SERVICE EXPENDITURES PAYING AGENT FEE $ $ 350 $ 350 $ 350 $ % GO TAXABLE PRINCIPAL LIB 400, , , , , % GO TAXABLE INT LIBRARY 115, , , ,328 83, % G.O. BONDS PRINCIPAL 345, , , , % G.O. BONDS INTEREST 611, , , , % TOTAL DEBT SERVICE EXPENDITURES $ 515,326 $ 1,467,210 $ 1,467,210 $ 1,467,210 $ 1,462, % TOTAL DEBT SERVICE FUND $ 31 $ 150 $ 150 $ (250) $ (150) Available Cash Analysis Available, January 1, 2016 $ 42,042 Preliminary FY2016 inflow / (outflow) $ (250) Budgeted FY2017 inflow / (outflow) $ (150) Projected Available, December 31, 2017 $ 41,

341 VILLAGE OF GLEN ELLYN FUND: DEBT SERVICE FUND DEPARTMENT: CAPITAL 3000 DEBT SERVICE REVENUES LIBRARY DEBT PAYMENT 2010 $ 508,108 REIMBURSEMENT FROM LIBRARY FOR ,108 TAXABLE BONDS DEBT SERVICE PAYMENTS INVESTMENT INCOME ABATEMENT TRANSFER CPF 954,044 TRANSFER FROM CAPITAL PROJECTS FUND TO 954,044 FUND THE DEBT SERVICE PAYMENTS FOR 2015 GO BONDS TOTAL DEBT SERVICE REVENUES $ 1,462, DEBT SERVICE EXPENDITURES PAYING AGENT FEE $ 350 PAYING AGENT FEE FOR 2015 GO BONDS GO TAXABLE PRINCIPAL LIB 425,000 PRINCIPAL PAYMENT DUE JANUARY 1 425, GO TAXABLE INTEREST LIBRARY 83,108 INTEREST PAYMENTS DUE JULY 1 AND JAN 1 83, G.O. BONDS PRINCIPAL 525,000 PRINCIPAL PAYMENT DUE JANUARY 1 525, G.O. BONDS INTEREST 429,044 INTEREST PAYMENTS DUE JULY 1 AND JAN 1 429,044 TOTAL DEBT SERVICE EXPENDITURES $ 1,462,

342 VILLAGE OF GLEN ELLYN LONG TERM DEBT PRINCIPAL AND INTEREST PAYMENTS LAST 10 FISCAL YEARS FY09 FY10 FY11 FY12 FY13 FY14 SY14 FY15 FY16 FY G.O. (10 yr) 270, , G.O. (10 yr) 504, , , A Refunding 1,371, G.O. (10yr) 1,087,129 1,092,099 1,089, G.O. (20 yr) 338, , , A G.O. (10 yr) 582, , , , , , G.O. Refunding (Village Infrastructure) 1,064,856 1,065, G.O. Refunding (Village Links) 335, , , , , , , G.O. Refunding (Glen Ellyn Public Library) 374, , Build America Bonds (Glen Ellyn Public Library) 128, , , , , , G.O. (Village Links) 310, , , , , G.O. (Police Station) 956, , ,155,589 2,799,360 2,509,070 1,984,566 2,494,696 1,749,118 1,166,924 1,163,222 2,113,830 2,117,298 Less Abatements: 1987 Pledge* (430,000) Others (609,723) (609,349) (340,420) (335,050) (841,096) (1,154,568) (1,166,924) (1,163,222) (1,157,298) (1,163,254) Total paid by Property Taxes 3,115,866 2,190,011 2,168,650 1,649,516 1,653, , , ,044 1 District #87 purchase of Memorial Park. District #87 pays debt service requirements to the Village and property taxes are abated. 2 First issue ($4 million) of 2000 $18 million referendum bonds for storm sewer improvement projects. 3 Refunded the 1992 refunding bonds to obtain lower interest rates. 4 Second issue ($9 million) of 2000 $18 million referendum bonds for storm sewer improvement projects. 5 Village Links renovation bonds (2003 G.O.) All debt service to be paid from golf course revenues; all property taxes are abated. 6 Third (and final) issue ($5 million) of 2000 $18 million referendum bonds for storm sewer improvement projects. 7 Refunded the 2002 G.O. Bonds to obtain lower interest rates. 8 Refunded the 2003 G.O. Bonds y to obtain lower ( interest rates. ) to obtain lower interest rates. Prior to FY14, these bonds were not included in the budget. 10 Build America Bonds were issued for Library building renovations. 11 General obligation bonds were issued to fund a portion of the cost of the Village Links clubhouse and driving range renovation. 12 General obligation bonds were issued to fund a new police station, property acquisition, and stormwater improvements. Prior to the 1987 $15 million infrastructure improvement bond referendum, the Village Board made a pledge to abate $10 million over the 20 year life of the bonds. Atotal of $10,705,390 was abated over a 21 year period. * 326

343 VILLAGE OF GLEN ELLYN LONG TERM DEBT FUTURE PRINCIPAL AND INTEREST PAYMENTS Budget year TOTAL Tax levy year G.O. Refunding (Village Links) Principal 285, , , , , ,000 1,645,000 Interest 57,518 48,968 39,542 28,868 17,056 4, ,628 Total P & I 342, , , , , ,676 1,841, G.O. (Village Links) Principal 225, , , , ,000 3,005,000 4,175,000 Interest 87,628 83,128 78,528 73,828 69, , ,574 Total P & I 312, , , , ,028 3,418,434 4,980, G.O. (Police Station/Capital Projects) Principal 525, , , , ,000 10,340,000 13,090,000 Interest 429, , , , ,544 3,033,415 5,054,884 Total P & I 954, , , , ,544 13,373,415 18,144,884 3 Village Total Principal 1,035,000 1,055,000 1,085,000 1,120,000 1,150,000 13,465,000 18,910,000 Interest 574, , , , ,628 3,451,525 6,057,086 Total P & I 1,609,190 1,605,640 1,610,914 1,614,190 1,610,628 16,916,525 24,967,086 Less Planned Abatements: (1,609,190) (1,605,640) (1,610,914) (1,614,190) (1,610,628) (16,916,525) (24,967,086) Total paid by Property Taxes Refunding of Village Links renovation bonds (2003 G.O.) All debt service to be paid from golf course revenues; none from Village tax dollars. Bonds ($5.05 million) issued for renovating the Village Links Clubhouse. All debt service to be paid from golf course revenues; not from Village tax dollars. Bonds ($ million) issued for a new police station, property acquisition and stormwater improvements. All debt service to be paid from Capital Projects Fund revenues. NOTE: This schedule does not include debt for the Glen Ellyn Public Library. Debt Limits The Village, under its home rule authority, does not have a legal debt limit. 327

344 MOTOR FUEL TAX FUND The Village receives an allocation of State motor fuel tax (MFT) dollars based upon its population. Use of motor fuel tax dollars is restricted to specific road-related construction and maintenance activities as administered by the Illinois Department of Transportation (IDOT). The Village has traditionally allocated the majority of its share of motor fuel tax dollars to the General Fund as a reimbursement to pay for street maintenance activities (including snow and ice control). Costs for street light electricity and road salt are directly charged to the MFT Fund. Also, the Village does occasionally use accumulated motor fuel tax dollars for capital projects, in accordance with IDOT guidelines. 328

345 FUND: DEPARTMENT: MOTOR FUEL TAX FUND CAPITAL VILLAGE OF GLEN ELLYN % CHG 2016 ORG OBJECT ACCOUNT DESCRIPTION ACTUAL ORIG BUDGET REV BUDGET PROJECTION BUDGET ORG BUD 2100 MFT REVENUES MOTOR FUEL TAX ALLOTMENT $ 673,770 $ 661,000 $ 661,000 $ 701,000 $ 719, % INVESTMENT INCOME ,150 2, % MISCELLANEOUS REVENUE 2,811 6,000 6,000 3,000 6, % TOTAL MFT REVENUES $ 676,865 $ 667,175 $ 667,175 $ 706,150 $ 727, % MFT EXPENDITURES STREET LIGHTING/ENERGY COST $ 146,767 $ 138,000 $ 138,000 $ 146,500 $ 150, % OPERATING SUPPLIES, SALT 148, , , , , % CAPITAL IMPROVEMENTS 200, ,000 31, , % CRESCENT BLVD RECONSTRUCTION 168, , % TRANSFER TO GENERAL FUND MFT 400, , , , , % TOTAL MFT EXPENDITURES $ 864,384 $ 896,440 $ 1,195,149 $ 692,500 $ 881, % TOTAL MOTOR FUEL TAX FUND $ (187,519) $ (229,265) $ (527,974) $ 13,650 $ (153,800) Available Cash Analysis Available, January 1, 2016 $ 606,269 Preliminary FY2016 inflow / (outflow) $ 13,650 Budgeted FY2017 inflow / (outflow) $ (153,800) Projected Available, December 31, 2017 $ 466,

346 FUND: MOTOR FUEL TAX DEPARTMENT: CAPITAL VILLAGE OF GLEN ELLYN 2100 MFT REVENUES MOTOR FUEL TAX ALLOTMENT $ 719,000 BASED ON IML ESTIMATE OF $25.90 PER CAPITA 719, INVESTMENT INCOME 2, MISCELLANEOUS REVENUE 6,000 TOTAL MFT REVENUES $ 727, MFT EXPENDITURES STREET LIGHTING/ENERGY COST $ 150, MONTHS COMED COSTS FOR STREETLIGHTS 150, OPERATING SUPPLIES SALT 131, $56.35 FOR JAN MAR , $60 FOR NOV DEC ,000 PRE WET LIQUID 15, CAPITAL IMPROVEMENTS 200,000 CRESCENT BLVD ROAD PROJECT ($ ,000 TOTAL CHARGED TO MFT FOR PROJECT) TRANSFER TO GENERAL FUND MFT 400,000 SUPPORTS GEN FUND FOR SWEEPINGS, 400,000 TRAFFIC SIGNALS, STREET LIGHTS, CATCH BASIN CLEANING, STORM CLEANUP, SNOW REMOVAL TOTAL MFT EXPENDITURES $ 881,

347 XI. APPENDIX Table of Contents Community Information Budget Process Budget Process Budget Calendar Five Year Forecast Property Assessment Information Personnel Tables Five Year History of Job Classifications (with ranges) Salary Tables Full-Time Budgeted Personnel History Summary of Village Employer Retirement Contributions Interfund Transfer Recap Historical Water, Sewer, and Refuse Rates Glossary of Terms Acronym Glossary

348 About Glen Ellyn Welcome to Glen Ellyn! Glen Ellyn, Illinois, offers big city amenities with a small town feel. The Village of Glen Ellyn is located just 23 miles west of Chicago and is one of the area s premier suburbs. Glen Ellyn residents enjoy access to local amenities, great employment opportunities, arts and entertainment and unique retail. And all of this comes without even leaving Glen Ellyn. Glen Ellyn is situated around beautiful Lake Ellyn, once a renowned vacation destination. Today this scenic Village offers homes with a variety of architectural styles set among rolling woodland hills and surrounded by mature trees. Known as the Village of Volunteers, Glen Ellyn has small-town charm and a sense of civic pride. Many organizations, churches and volunteer groups make up the fabric of this community of 27,450 residents. Glen Ellyn is centrally located in DuPage County. Its proximity to Chicago makes it an ideal place to get the best of both city and suburban life. Glen Ellyn has access to major highways, interstates and airports, making it easy to reach your destination no matter how far. Nature lovers can enjoy Glen Ellyn s 29 parks, the Willowbrook Wildlife Preserve, the Village Links Golf Course and access to the Illinois Prairie Path. Those who are looking for something unique can find an appealing mix of specialty boutiques and national retail outlets right in Glen Ellyn. The pedestrian-friendly downtown is full of local shops and restaurants, while shopping along Roosevelt Road features many nationally recognized stores. Glen Ellyn also offers excellent education opportunities. Glenbard West and Glenbard South, two of four Glenbard High Schools, rank among the best in the state. Glen Ellyn is home to the College of DuPage, one of the largest community college campuses in the U.S. And don t forget about the Glen Ellyn Public Library, which offers many activities and programs for anyone from small children to senior citizens. The Village of Glen Ellyn is rich in opportunity and community. If you re looking for something special, try Glen Ellyn. 331

349 Glen Ellyn Community Profile Nature of: Population*: Glen Ellyn is a residential/business/retail community with virtually no industry. It is located 23 miles west of Chicago, adjacent to rapidly growing suburban areas. Glen Ellyn is located in DuPage County, Illinois. 27, ,170 female, 13,280 male. 7,650 under age 18 (27.9%) 534 age (1.9%) 1,209 age (4.4%) 2,564 age (9.3%) 6,174 age (22.5%) 5,718 age (20.8%) 3,601 age 65 and over. (13.1%) Population by Ethnicity*: 25,649 non-hispanic or Latino, 1,801 Hispanic or Latino. Population by Race*: 23,810 White, 1,780 Asian, 810 African American, 36 American Indian and Alaska Native, 3 Native Hawaiian and Pacific Islander, 564 Other, and 447 identified by two or more. Per capita money income*: $49,850 ( ) Median household income*: $90,820 ( ) Persons below poverty level*: 5.4% Housing*: 11,051 housing units; 10,424 are occupied. 7,872 owner occupied making up 21,720 residents; 2,552 renter occupied making up 5,725 residents. Median value of owner-occupied housing units*: $433,200 ( ) Neighbors: Schools: East: Lombard; West: Wheaton; North: Glendale Heights; South: Downers Grove and Lisle. Grade schools: 8 public, 2 private (through 8 th grade) Junior High: 2 public High School: 2 public Junior college: 1 Education of residents*: 95% of persons over 25 are high school graduates 62.2% of persons over 25 hold a bachelor s degree or higher. 332

350 Nearby four-year colleges: Elmhurst College, Wheaton College, Benedictine University (Lisle), North Central College (Naperville). Culture: Government: Transportation: Airports: Glen Ellyn Historical Society and Stacy s Tavern Museum, McAninch Arts Center at College of DuPage, Anima children s chorus, Village Theater Guild, more than 30 churches. Elected president and six trustees supported by advisory boards and commissions. Elected Village Clerk. The DuPage County seat is located in Wheaton. Mass Transit: The Metra Union Pacific West line runs through Glen Ellyn. The line reaches from Elburn in the West to Ogilvy Transportation Center in Chicago. The Metra Station is located on Crescent Boulevard in downtown Glen Ellyn. PACE buses also serve areas of Glen Ellyn. DuPage Airport is located 13.2 miles away in West Chicago; O Hare International Airport is 25 miles from Glen Ellyn; Midway International Airport is 22 miles from Glen Ellyn. Major Highways: I-88; I-355; IL-64 (North Ave); IL-38 (Roosevelt); IL-56 (Butterfield); IL- 53. Hospitals: Shopping: DuPage Medical Group Glen Ellyn Clinic located in Glen Ellyn; Central DuPage Hospital Convenient Care Center (Wheaton), Northwestern Medicine Central DuPage Hospital (Winfield); Advocate Good Samaritan Hospital (Downers Grove); Glen Oaks Medical Center (Glendale Heights); Elmhurst Memorial Hospital (Elmhurst; Immediate Care Center in Lombard); Marionjoy Rehabilitation Hospital (Wheaton). Glen Ellyn features a pedestrian-friendly Central Business District with shopping and restaurants and The Glen Movie Theater. Auto-oriented shopping along Roosevelt Road. Nearby large shopping centers: Yorktown, Stratford Square, Oak Brook Mall, Woodfield Mall, Danada Shopping Center and Town Square. 333

351 Recreation: Water: Climate: Park District with 28 outdoor recreation areas, including lake Ellyn Park, two indoor facilities, fitness facilities, pool, tennis courts, senior program and indoor sports complex planned; family YMCA; Village Links Golf Course; Glen Oak Country Club; College of DuPage Sports and Recreation Center; Willowbrook Wildlife Center; Morton Arboretum. Water supplied from Lake Michigan through DuPage Water Commission. Average rainfall: 36 inches; Average snowfall: 38 inches; Average July high temperatures: 83 degrees; Average January high temperature: 29.6 degrees. Fire Protection: Provided by the Glen Ellyn Volunteer Fire Company, which has 60 volunteers, a volunteer Fire Chief, and a part-time Fire Administrator. Two fire stations located in Glen Ellyn, each staffed 24 hours a day. Utilities: Commonwealth Edison, or ComEd, provides electric utility services. Nicor supplies natural gas. Cable provided by Comcast and WOW. AT&T provides telephone and television services. Village of Glen Ellyn oversees water and sewage billing and infrastructure. *Data from the 2010 U.S. Census, unless otherwise noted. 334

352 BUDGET PROCESS Budgetary Basis All individual fund budgets are prepared on a cash basis. This basis recognizes revenues when received and expenditures when paid. Accounting Basis For the purpose of internal interim reporting and budgetary control on a monthly and quarterly basis, the Village generally reports on a cash basis, consistent with its budgetary basis. For purposes of external annual financial reporting, governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. The Village considers revenues to be available if they are collected within 60 days of the end of the current fiscal period, except for sales taxes and telecommunication taxes which use a 90 day period. Expenditures generally are recorded when a fund liability is incurred. However, debt service expenditures are recorded only when payment is due. Proprietary fund and fiduciary fund financial statements are reported using the economic resources measurement focus and the accrual basis of accounting. Revenues and additions are recorded when earned and expenses and deductions are recorded when a liability is incurred. Operating revenues/expenses include all revenues/expenses directly related to providing enterprise fund services. Incidental revenues/expenses are reported as non-operating. Budget Process The annual budget process begins each year with a review of the current year financial report as of the end of the second quarter. From this point, revenue estimates for the current year are extended through the close of the year and preliminary revenue projections for the new year are prepared. The Finance Department prepares and distributes budget templates to all departments which contain updated actual results from the previous fiscal year and revised current year budget amounts. Also distributed are some base assumptions to be used for various payroll and benefit line items. Department representatives are requested to provide estimates of current year final expenditure amounts as well as line-item proposals for the new budget year with supporting details included. The budget team, which consists of the Finance Director, Village Manager, Village Attorney, Assistant Village Manager and Assistant Finance Director, meets with individual department managers and their support staff to review departmental budget proposals, department goals and organizational objectives. The budget team reviews total budget requests against anticipated revenue streams by fund to determine the extent to which available resources match requests. Follow-up 335

353 departmental meetings are convened as necessary to modify and refine the budget. The Village Board conducts budget workshop meetings in October. Copies of the draft budget are made available for public inspection at the Civic Center, library and on the Village s website. A public hearing is conducted on the proposed budget according to state statutes. Approval of the final budget is done at a Village Board meeting following a public hearing to allow additional input opportunity. Budget Transfers and Amendments The annual budget ordinance authorizes the Village Manager to make budget transfers within a department which do not exceed $20,000. As a regular practice however, the Village does not record transfers of budgetary authority between accounts so as not to detract from original budget projections. The budgetary level of control is defined at the individual fund level. The budget may be amended by the adoption of a budget amendment ordinance at any time during the fiscal year. At the onset of each new fiscal year, a budget amendment ordinance is adopted which is composed of total unliquidated encumbrances at the close of the previous fiscal year. Most encumbrances relate to previously Village Board approved contracts or projects which exceed $20,000 and involve progress payments as the project is completed. Additional budget amendments may be considered as the fiscal year draws to a close to account for any significantly unbudgeted or unforeseen expenditures/expenses that took place during the year. 336

354 VILLAGE OF GLEN ELLYN PREPARATION CALENDAR Item Timeline Salary Schedules, Insurance Schedules July 2016 Su Mo Tu We Th Fr Sa Mid Year Financial Report July 25, Five Year Forecast Finance Commission August 12, Departments able to enter budget into MUNIS 8/1/16 9/1/16 Preliminary revenue projections to Village Manager (General Fund) Departmental budget requests due to Finance (with support and footnotes) September 1, 2016 September 2, 2016 Su Mo Tu We Th Fr Sa Departmental / Manager budget review meetings 9/6/16 9/9/ Departmental narratives due September 16, 2016 October Additional Departmental meetings as needed 9/12/16 9/16/16 Su Mo Tu We Th Fr Sa Budget Kick off Meeting Five Year Forecast September 19, Distribution of draft budget October 5, Village Board Workshop October 13, August September 1 Village Board Workshop October 17, 2016 November Su Mo Tu We Th Fr Sa Village Board Workshop October 24, Village Board Workshop November 7, Village Board Meeting Public hearing on proposed budget followed by first reading of Budget ordinance (hearing notice must be published at least one week before the hearing) November 14, Second reading/adoption of the budget ordinance December 12, 2016 December Next fiscal year begins January 1, 2017 Su Mo Tu We Th Fr Sa

355 Five Year Forecast Goals of Five Year Forecast Understand long term financial trends in revenues and expenditures/expenses. Identify future imbalances (deficits). Identify potential areas where programs can be implemented now to avoid future deficits. Understand how this forecast aligns with past forecasts. Compare past forecasts with actual results. 338

356 Facts on the Five Year Forecast Developed annually as a tool for the budget process. Forecast is a model to project future activity and is not a prediction of what will happen. Each year s experience will vary. ~ The goal is that annual budgets will be balanced. ~ Each year s actual results will vary. Historical results includes FY2012, FY2013, FY2014, FY2015 and Budget The Short Fiscal Year (May 1, 2014 December 31, 2014) is excluded as it was an 8 month period. 1. General Fund 2. Water & Sewer Fund 3. Capital Projects Fund 4. Long Term Liabilities Content of Five Year Forecast The Five Year Forecast is divided into four main areas. The first two areas are the largest operating funds of the Village, the General Fund and the Water & Sewer Fund. The last two areas focus on the Village s infrastructure and long term liabilities, including debt and pension liabilities. 339

357 GENERAL FUND Building the General Fund Forecast: Key Assumptions Revenues FY16 Budget (thousands) Average Historical Growth ( ) Projected Annual Growth ( ) Property Taxes $3,464 6% 2.5%1 Sales Tax $3,399 1% 3.0%2 Home Rule Sales Tax $1,980 3% 3.0%3 Income Tax $2,748 6% 3.0%4 Other Revenues (combined) $5,683 3% 3.0%5 Footnotes: 1. Assumes 1.5% growth in CPI and 1% growth in new construction/annexations. Historical growth rates do not include property taxes for Fire Service Areas as those were moved to the Fire Services Fund in SY2014. Historical growth is due to primarily new growth. 2. Sales tax increased 4% in 2014 and 6% in 2015 as the economy rebounds. 3% is a conservative estimate for future performance. A $25,000 reduction was also factored into 2017 to account for Mariano s opening in Lombard. 3. Home Rule Sales Tax increased 3% in 2014 and 8% in 2015 as the economy rebounds. 3% is a conservative estimate. 4. Income tax lists 3% as the projected growth rate as a conservative figure. 5. Other revenues includes all other revenues of the general fund. Ambulance fees have been excluded in the historical growth rate as a change in contract model makes historical growth rates incomparable to projected future growth. 340

358 Building the General Fund Forecast: Key Assumptions Expenditures FY16 Budget (thousands) Average Historical Growth ( ) Projected Annual Growth ( ) Salaries public safety $3,726 4% 4.0% 1 Salaries all other $4,591 5% 2.0% 2 Pension public safety $1,292 7% 5.0% 12.0% 3 Pension all other $403 3% 2.0% 4 Health Insurance $962 3% 4.0% 5 Contractual Services $3,236 2% 3.0% 6 Commodities $226 4% 3.0% 6 Capital Outlay $163 14% 5.0% 7 Transfers $1,835 1% 3.0% 2 Footnotes: 1. Based upon current contract structure. Also includes a factor for vacancies. 2. Average increase has ranged from 2 3% over the last several years. Historical growth includes positions added with Board approval. Assumed 3% increase with a 1% reduction for vacancies. Transfers are closely tied to changes in personnel expenses as other funds reimburse the general fund. 3. Projects continued movement downward of investment return assumption in 2017 and Afterwards a 5% assumption is used. 4. IMRF pension costs are stabilizing and are expected to trend closely to salary increases in the future. 5. The Village s insurance pool has helped to beat the market increases for health insurance. 6. Commodities and Contractual Services are anticipated to increase at a conservative 3%. 7. Capital replacement was deferred during the economic downturn; recent purchases have been meeting deferred needs. Annual General Fund Forecast $25,000,000 $1,500,000 $20,000,000 $1,000,000 Revenue and Expenditures $15,000,000 $10,000,000 $500,000 $ $(500,000) Change in Fund Balance $5,000,000 $(1,000,000) $ Revenues $15,921,600 $16,105,939 $16,886,658 $17,290,193 $17,337,822 $17,274,818 $17,701,567 $18,184,533 $18,640,205 $19,105,629 $19,594,589 Expenditures $14,736,501 $15,869,009 $15,820,651 $16,394,227 $16,104,865 $18,198,370 $18,084,045 $18,777,828 $19,384,212 $20,011,978 $20,661,935 Change in Fund Balance $1,185,099 $236,930 $1,066,006 $895,966 $1,232,957 $(923,552) $(382,478) $(593,295) $(744,007) $(906,349) $(1,067,346) $(1,500,000) Revenues are forecast to grow at approximately 3% per year while expenditures grow at 4%, which would decrease the General Fund s fund balance by $3.7 million over the next 5 years. 341

359 General Fund Balance Projections Millions $10.0 $9.0 $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 General Fund Cash Reserves $9.4 $8.5 $8.2 $8.1 $7.3 $7.5 $6.8 $6.0 $6.2 $5.9 $4.8 70% 60% 50% 40% 30% 20% General Fund Cash Reserves, as a Percent of Expenditures 49.8% 46.0% 40.5% 39.1% 58.4% 46.6% 44.8% 40.0% 34.9% 29.2% 23.2% $1.0 10% $ Cash Reserves Policy Level 0% Cash Reserve Policy Projected Cash Reserve Percentage Composition of General Fund Revenues All Other Revenues 15% 2011 ACTUAL Property Taxes 18% 2021 PROJECTION All Other Revenues 11% Projects a greater reliance on property taxes and income taxes if user fees remain flat User Fees 13% Property Taxes 20% User Fees 17% Sales Tax 20% All Other Taxes 8% Sales Tax 20% All Other Taxes 6% Income Tax 13% Home Rule Sales Tax 11% Income Tax 16% Home Rule Sales Tax 12% 342

360 Challenges in Revenue Streams Several challenges and decision points are on the horizon regarding General Fund Revenues: The Village relies heavily upon performance of sales tax, home rule sales tax, and income tax to provide for known increases in costs. The Village has little direct control over these revenues that are highly influenced by the economy. Legislation in Springfield may limit the Village s ability to increase the property tax levy. It is still unknown if any reduction will be made to the income tax by the State. User fees have not been increased which puts pressure on taxes to increase or perform well to maintain revenue levels. What would a property tax freeze cost the Village over 5 years? The Village is a home rule community that is not legally bound by tax caps. $450,000 $400,000 $350,000 However, the Village traditionally holds itself to the tax cap philosophy, which means the Village increases its levy for new growth and CPI only. This philosophy favors gradual increases over time rather than creating spikes in property tax rates. $300,000 $250,000 In 2014, the Village did not increase the levy and in 2015 the Village only increased the levy for new growth (no CPI factor). $200,000 $150,000 The Village levies one general operating levy for the General Fund. The Capital levy goes to the Capital Projects Fund, which will be addressed in subsequent slides. $100,000 $50,000 Legislation in Springfield may limit the Village s ability to increase the levy. $ Yearly Cummulative This slide shows the yearly and cumulative impact if the Village could not increase its tax levy. Over 5 years, the Village would forego $411,000 of revenue in the General Fund that would have to be made up from other revenue sources or through reductions in service. 343

361 General Fund Expenditures by Type Thousands $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $ Personnel Other Operating Capital Personnel expenditures comprise approximately 68% of General Fund expenditures. The Village functions accounted for in the General Fund are highly service oriented; therefore, it is expected that personnel expenditures would be the main expenditure type. Personnel expenditures grow at a faster rate than capital or other operating costs. Personnel Expenditures by Category Thousands $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 Personnel Expenditures by Category Public safety personnel costs are projected to grow at a faster rate (5.6%) than general government (2.1%). Police pension costs are also forecast to grow at a higher rate (12 18% in next two years then 5% thereafter) than municipal pension costs (2%). Forecasts reducing the investment return assumption for the police pension to 6.5% in 2017 and 6.25% in $1,000 $ General Government Public Safety 344

362 Personnel Expenditures by Type Relative Growth $2.30 Relative Growth Personnel Costs Chart at left portrays the growth rate of personnel expenditures. $2.10 Pension costs grow at the highest rate. $1.90 $1.70 $1.50 $1.30 The Village has been fortunate through its health insurance pool to mitigate health insurance cost increases seen in the marketplace. The next hurdle is to avoid Cadillac taxes in $1.10 $0.90 $0.70 $ Salaries Overtime FICA Pension Heath Insurance Health Insurance The Village is a member of a health insurance risk sharing pool. Health insurance costs have increased by 3% over the past 5 years, beating the market place trend. Our pool administrators project 4% annual increases, assuming avoidance of the Cadillac Tax. The chart at right evaluates the difference in cost between a 4% trend and a 10% trend. As can be seen, it is important to our financial future to control our healthcare costs to the best of our abilities. 4% Growth Rate 10% Growth Rate Difference 2015 Cost $962,000 $962,000 $ Cost $1,170,000 $1,549,300 $379,300 Cumulative Cost over 5 Year Forecast $5,418,900 $6,460,400 $1,041,

363 How does this General Fund Forecast Compare? $ Annual Surplus (Deficit), in thousands $10,000 Projected Cash Reserves, in thousands $ $(500.00) Year 1 Year 2 Year 3 Year 4 Year 5 $8,000 $6,000 $4,000 $(1,000.00) $2,000 $(1,500.00) $ Year 1 Year 2 Year 3 Year 4 Year 5 $(2,000.00) $(2,000) $(2,500.00) November 2010 November 2012 January 2014 August 2015 August 2016 $(4,000) November 2010 November 2012 January 2014 August 2015 August 2016 This year s forecast shows improvement over the prior year. Similar challenges in the later years of declining fund balances. Better starting cash position has improved the 5 year outlook. The Cash Reserves graph demonstrates that each year the Village has been successful at meeting some of the challenges identified in the Five Year Forecast. Forecast Versus Actual November 2010 Forecast In Thouosands $10,000 $8,000 $6,000 $4,000 $2,000 $ $(2,000) $(4,000) 2010 Forecast vs. Actual Fund Balance is the first forecast with completed actual results. Actual results fared better then forecast. Sales, Home Rule Sales, and Income tax have far outperformed expectations. Lower salary increases than anticipated. Lower healthcare cost increases than anticipated. Annual balanced budgets and good fiscal management have allowed cash reserves to increase. Forecast Actual 346

364 Forecast Versus Actual/Current Forecast November 2012 Forecast $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $ 2012 Forecast vs. Actual/Current Forecast Fund Balance, in thousands and 2015 are actual results and are updated forecast balances. Actual results fared better then forecast. Sales, Home Rule Sales, and Income tax have far outperformed expectations. Lower salary increases than anticipated. Lower healthcare cost increases than anticipated. Annual balanced budgets and good fiscal management have allowed cash reserves to increase. Forecast Actual/Updated Forecast Highlights of General Fund 5 Year Forecast Personnel costs comprise 68% of General Fund expenditures. It will be necessary for the Village to be focused on controlling and meeting the challenges health care and pension costs. The budget deficit in 2017 is largely due to the increase in sworn pension costs associated with reducing the interest rate assumption. While the state budget is uncertain, it could impact the Village negatively. The Village has little direct control over three revenue sources (sales tax, home rule sales tax, and income tax) which are directly impacted by the economy. The Village has made very few changes to user fee scales in the past several years. The Village s AAA bond rating that it received recently cited strong reserve balances as a key reason for the rating. It is important to maintain the healthy reserve levels to maintain the AAA rating. 347

365 WATER & SEWER FUND Historical Water Usage Thousands Rolling Average Monthly Water Purchases Gallons Purchased May 2004 Sep 2004 Jan 2005 May 2005 Sep 2005 Jan 2006 May 2006 Sep 2006 Jan 2007 May 2007 Sep 2007 Jan 2008 May 2008 Sep 2008 Jan 2009 May 2009 Sep 2009 Jan 2010 May 2010 Sep 2010 Jan 2011 May 2011 Sep 2011 Jan 2012 May 2012 Sep 2012 Jan 2013 May 2013 Sep 2013 Jan 2014 May 2014 Sep 2014 Jan 2015 May 2015 Sep 2015 Jan 2016 May 2016 Sep 2016 Jan 2017 May 2017 Sep 2017 Jan 2018 May 2018 Sep 2018 Jan 2019 May 2019 Sep 2019 Jan 2020 May 2020 Graph depicts a 12 month rolling average water usage. Linear dotted line highlights projected continued trend in water usage. Due to conservation through energy efficiency efforts as well as improvements to the water infrastructure, gallons purchased has decreased over the past 10 years. The spike in 2013 was due to a summer drought and a major water main break. Water usage is projected to decrease, on average, by 2% annually. Usage decreases have been greater than 2% in some years over the past 5 years. The Village will need to monitor usage closely to ensure our rates are appropriate. 348

366 Historical and Projected Water Costs $4.50 Cost to Village per 1,000 Gallons of Water $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $ Chicago DuPage Water Commission Sharp increases in rates were experienced from 2012 to 2015 as the City of Chicago raised the rates it charged for water. DuPage Water Commission announced a decrease in its cost for delivering water as of May 1, City of Chicago projects rates shall be increased effective June 1, 2016 and every year thereafter by CPI (max of 5%). Future years are projected to increase each June 1 by 3% for both City of Chicago rates and DuPage Water Commission rates. Building the Water & Sewer Fund Forecast: Key Assumptions Revenues Metered Water & Sewer Revenue Intergovernmental Sewer Fees FY16 Budget (thousands) Average Historical Growth ( ) Projected Annual Growth ( ) $12,848 8% % 1 $1,090 10% % 2 Connection Fees $89 15% 2.0% 3 Sewer Repair Fee $285 0% 0.0% 4 Inspections & Permits $102 11% 2.0% 5 Other Revenues (combined) $183 23% 1.0% 6 Footnotes: 1. Assumes a 1.5% rate increase in 2017; 2% in 2018; and 3% annually thereafter. 2. Intergovernmental fees are effected by Village rates as well as projected GWA budget. 3. Connection fees occur from new development or annexation agreements. A conservative 2% is projected. 4. This fee is a flat fee added to the Village Services Bill and is not anticipated to increase. 5. Inspections & Permit performance is tied to the performance of the housing market and building permits. 6. Includes SSA taxes, interest income, and other miscellaneous revenue. A conservative projection of 1.0% is used as these revenues tend to be incidental in nature. SSA taxes will remain flat. 349

367 Building the Water & Sewer Fund Forecast: Key Assumptions Expenditures Salaries, Overtime and FICA FY16 Budget (thousands) Average Historical Growth ( ) Projected Annual Growth ( ) $1, % 3.0% 1 Pension $ % 2.0% 2 Health Insurance $ % 4.0% 3 Water Purchases $4, % 4.8% 4 Glenbard Wastewater $3, % 4.3% 5 Contractual Services $1, % 3.0% 6 Commodities $ % 3.0% 7 Capital Outlay $4, % 23.1% 8 Transfers $ % 3.0% 1 Debt Service $ % 0.0% 9 Footnotes: 1. Average salary increase has ranged from 2 3% over the last several years. Transfers are closely tied to changes in personnel expenses. 2. IMRF pension costs are stabilizing and are expected to trend closely to salary increases in the future. 3. The Village s insurance pool has helped to beat the market increases for health insurance. 4. In this model, a decrease is shown in year 1, small increases thereafter. 5. Based upon a 3% operating increase and capital increases according to GWA capital plan. 6. Historical increases based upon adding GIS capabilities and upgrades to software systems. 7. Assumed escalator of 3.0% 8. Several large projects are on the horizon including Roosevelt Road Water Main and Water Meter Replacement. 9. Debt service for the Lambert Farms IEPA loan will remain consistent over the forecast. Annual Water & Sewer Fund Forecast Millions $25 $20 $15 $10 $5 $ $(5) Total Revenues $14,833,978 $14,970,480 $15,124,950 $15,361,641 $15,662,556 Total Expenses $15,392,334 $16,353,838 $15,531,764 $19,545,114 $15,653,928 Fund Position End of Year $5,391,566 $4,008,208 $3,601,393 $(582,080) $(573,452) Total Revenues Total Expenses Fund Position End of Year Volatility is experienced due to the timing of capital projects throughout the lifetime of the forecast. Current forecast shows that rate increases will be needed to keep pace with the capital program. Water meter replacement slotted for

368 Water & Sewer Cash Reserve Projections Millions $9 $8 $7 $6 Water & Sewer Fund Cash Reserves Cash reserve policy grows by CPI each year, assumed 2%. Amortized capital line straight lines capital budget over the next 9 years into a consistent spend each year. $5 $4 Forecasted capital line includes anticipated actual cost of the projects. $3 $2 $1 $ Cash reserve policy does not take into account the savings needed to fund capital improvements. There may be years the cash reserves need to be above policy in order to meet future capital needs. $(1) Net Position, End of Year, Amortized Capital A drought in 2013 increased the cash reserves. Cash Reserve Policy Net Position, End of Year, Forecasted Actual Capital Next Steps for Water & Sewer Fund The Village will revisit the capital plan in preparation for the 2017 budget. This rate forecast will be updated again in the Fall to prepare for rate discussions. A rate study may be warranted in future years to examine options for setting rates and to determine if changes should be made from the current model. 351

369 CAPITAL PROJECTS FUND Building the Capital Projects Fund Forecast: Key Assumptions Revenues FY16 Budget (thousands) Average Historical Growth ( ) Projected Annual Growth ( ) Property Taxes $3, % 3.0% 1 Telecommunications Tax $ % 2.5% 2 Electricity Use Tax $1, % 0.0% 3 Natural Gas Use Tax $ % 1.4% 3 Real Estate Transfer Tax $ % 4.0% 4 Interest Income $ % 1.0% 5 Other Revenues $543 N/A N/A 6 Footnotes: 1. Assumes 2% growth in CPI and 1% growth in new construction/annexations. 2. Telecommunication taxes have decreased due to a decline in the number of land lines. The Village anticipates this revenue will continue to decrease. 3. Electricity and Natural Gas Use Taxes are anticipated to grow at their historical rates. 4. Real Estate transfer tax is $3 per $1,000 of the sales price of the house. This revenue stream is affected by increases in housing prices and increased sales volume. The assumption is based upon a 3% increase in housing values and 2% increase in sales volume. Zillow indicates the median house value has gone up 9% over the past year and predicts a 0.5% increase in the coming year. There was a 23% increase in number of stamps issued from 2013 to Only a very minor increase in interest income is anticipated as interest rates are anticipated to rise very gradually. 6. Other revenues include grant revenue and miscellaneous revenue, which can not be predicted in future years. Major grants which the Village reasonably believes it will receive are included in the forecast. 352

370 Capital Projects Fund Expenditures Expenditure Type 2016 Budget Ancillary expenditures $4,500 $16,000 $16,000 $16,000 $41,000 $16,000 Pavement Preservation $618,700 $500,000 $500,000 $500,000 $500,000 $500,000 Non Roadway Construction Projects $1,383,000 $3,275,000 $375,000 $375,000 $375,000 $375,000 Police Station* $11,800,000 $11,800,000 $0 $0 $0 $0 Roadway Program $5,988,000 $2,953,000 $8,274,006 $6,801,680 $3,925,262 $5,441,780 Engineering $220,300 $225,000 $230,000 $235,000 $240,000 $245,000 Debt Service $956,600 $954,044 $953,544 $952,844 $956,494 $954,543 Total $20,971,100 $19,623,953 $10,348,550 $8,880,524 $6,037,756 $7,532,324 *Only $1.5 million is anticipated to be spent for the police station in Thus, the remainder of the project is anticipated to be spent in 2017 and has been slotted accordingly. Capital Projects Fund Forecast Thousands $25,000 $20,000 $15,000 $10,000 $5,000 $ $(5,000) Revenues $7,028,524 $9,605,770 $8,062,958 $6,855,217 $6,987,680 $7,615,485 Expenditure $11,170,528 $19,723,953 $10,348,550 $8,880,524 $6,037,756 $7,532,324 Fund Balance EOY $13,750,167 $3,631,984 $1,346,392 $(678,915) $271,009 $354,170 Revenues Expenditure Fund Balance EOY In the Capital Projects Fund, expenditures vary year to year dependent upon the types of projects that are undertaken is projected to have a negative fund balance. Projects will need to be adjusted or deferred to eliminate this negative balance. 353

371 What would a property tax freeze cost the Village over 5 years in the Capital Projects Fund? The Village is a home rule community that is not $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ Yearly Revenue Foregone Cumulative Revenue Foregone legally bound by tax caps. However, the Village traditionally holds itself to the tax cap philosophy, which means the Village increases its levy for new growth and CPI only. This philosophy favors gradual increases over time rather than creating spikes in property tax rates. Legislation in Springfield may limit the Village s ability to increase the levy. Over 5 years, the Village would forego $565,000 of revenue that would have to be made up from other revenue sources or through reductions to our capital plan. Funding for capital projects will be compromised if property taxes are frozen. Comparison of Ending Fund Balance with Property Tax Freeze $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 Fund Balance Year 2021 $854,170 This slide shows the yearly and cumulative impact in the year 2021 if the Village could not increase its tax levy. Fund Balance in the Year 2021 would be projected to be $289,142 if property taxes were frozen versus $854,170. $300,000 $289,142 $200,000 $100,000 $ Fund Balance Without Property Tax Freeze Fund Balance With Property Tax Freeze 354

372 Unscheduled/Unfunded Projects Several projects remain unscheduled and unfunded, namely those projects in the chart at right. Future planning will need to address how to fund these needs. Grant funds will be sought to address some of the funding needs, particularly for the Pedestrian Tunnel and Viaduct/Underpass. Project Estimated Cost Notes CBD Pedestrian Bridge/Train Station $10,000,000 Unscheduled/Unfunded Viaduct/Underpass $50,000,000 Unscheduled/Unfunded CBD Parking Structure(s)?? Village portion of mixed use private development Fire Station(s) $5 10 million Unscheduled/Unfunded Civic Center $ million Unscheduled/Unfunded Next Steps for Capital Project Fund The Five Year Capital Plan will be updated as part of the budget cycle. The Village must await decisions in Springfield on any property tax freeze that is passed and must respond accordingly to update its Capital Projects Fund forecast and methodology. The Village Board must provide direction on the increase to the 2016 property tax levy. The Village Board must provide direction on unscheduled/unfunded projects and how to proceed forward. 355

373 LONG TERM LIABILITIES Village Debt Thousands $25,000 $20,000 $15,000 $10,000 Village Debt Issuance of General Government Bonds for police station project in Gradual debt repayment over the five year forecast. $5,000 $ General Government Bonds Village Links Bonds IEPA Loan 356