pdop · park district of oak park annual budget january 1st 2015 – december 31st 2015 board of...

PARK DISTRICT OF OAK PARK Annual Budget

January 1st 2015 – December 31st 2015

BOARD OF PARK COMMISSONERS Jessica Bullock, President

Paul Aeschleman, Vice President Victor Guarino, Treasurer

Sandy Lentz, Secretary David Wick, Commissioner

Leadership Team

Jan Arnold, Executive Director Kyle Cratty, Director of Finance

Maureen McCarthy, Superintendent of Recreation Mike Grandy, Superintendent of Buildings and Grounds

Bill Hamilton, Superintendent of Revenue Facilities Diane Stanke, Director of Communications and Marketing

Paula Bickel, Director of Human Resource

Budget Editor Mitch Bowlin, Finance Manager

Table of Contents

History of the Park District of Oak Park ............................................................................................................................................... 1 Budget Letter ............................................................................................................................................................................................. 3 Revenues .................................................................................................................................................................................................. 15

Taxes..................................................................................................................................................................................................... 17 Fees and Charges ................................................................................................................................................................................ 19 Integovernmental Revenue ................................................................................................................................................................ 21 Rental Income...................................................................................................................................................................................... 23 Miscellaneous Revenue ....................................................................................................................................................................... 25 Sponsorship and Donations ................................................................................................................................................................ 27 Other Financing Sources .................................................................................................................................................................... 29 Program Revenues .............................................................................................................................................................................. 31

Expenses ................................................................................................................................................................................................... 33 Payroll .................................................................................................................................................................................................. 35 Contractual Services ........................................................................................................................................................................... 37 Materials and Supplies ....................................................................................................................................................................... 39 Benefits ................................................................................................................................................................................................. 41 Miscellaneous Expense ....................................................................................................................................................................... 43 Debt Service Expense .......................................................................................................................................................................... 45 Utilities ................................................................................................................................................................................................. 47 Other Financing Uses ......................................................................................................................................................................... 49 Capital Improvements ........................................................................................................................................................................ 51

Corporate Fund ....................................................................................................................................................................................... 53 General Fund Administration ........................................................................................................................................................... 56 Communications & Marketing .......................................................................................................................................................... 59 Conservatory ....................................................................................................................................................................................... 62 Buildings and Grounds ....................................................................................................................................................................... 65

IMRF Fund .............................................................................................................................................................................................. 68 Liability Fund .......................................................................................................................................................................................... 71 Audit Fund ............................................................................................................................................................................................... 74 Recreation Fund ...................................................................................................................................................................................... 77

Recreation Administration ................................................................................................................................................................. 80 Customer Service ................................................................................................................................................................................ 83

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

Facilities ............................................................................................................................................................................................... 86 Sports and Fitness ............................................................................................................................................................................... 89 General Recreation ............................................................................................................................................................................. 92

Museum Fund.......................................................................................................................................................................................... 95 Special Recreation Fund......................................................................................................................................................................... 98 Revenue Facilities Fund ....................................................................................................................................................................... 101

Aquatics ............................................................................................................................................................................................. 104 Ice Arena ............................................................................................................................................................................................ 107 Dog Parks ........................................................................................................................................................................................... 110 Gymnastics......................................................................................................................................................................................... 113

Health Insurance Fund ......................................................................................................................................................................... 116 Capital Projects Fund ........................................................................................................................................................................... 119 Cheney Mansion Fund.......................................................................................................................................................................... 123 Budget to Budget Comparisson ........................................................................................................................................................... 126 Overview and Financial Policies .......................................................................................................................................................... 132

Fund Balance Policy ......................................................................................................................................................................... 132 Investment Policy .............................................................................................................................................................................. 135 Debt Management Policy ................................................................................................................................................................. 142 Revenue Policy .................................................................................................................................................................................. 144 Procurement Policy ........................................................................................................................................................................... 146 Fixed Asset Policy ............................................................................................................................................................................. 148

2015 Budget Timeline ........................................................................................................................................................................... 152 Organizational Chart ........................................................................................................................................................................... 155 Grant Index ........................................................................................................................................................................................... 156 CIP Projects ........................................................................................................................................................................................... 157 Glossary ................................................................................................................................................................................................. 158 2015 Budget and Appropriation Ordinance ....................................................................................................................................... 164


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

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

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

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

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

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

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

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

December 2014 Honorable Commissioners Park District of Oak Park We are pleased to submit to you a copy of the 2015 Budget. This document provides a detailed outline for the allocation of financial resources staff will use to implement the Board’s strategic initiatives. This budget will be used as a resource in partnership with the community to provide quality parks and recreation experiences for the community of Oak Park. Customer Focused Community input was influential in forming the Master Plans of all of the District’s parks. These plans identified future park renewal, meeting the recreational needs of our community. Programs and services offered should be memorable experiences creating customer loyalty. Surveys are conducted during and after programs to receive customer input. Financial Strength Because of sound financial policies, the District is able to budget for growth in programs and services at a time when many other governments are cutting back on services. Strong fund balances have assisted the District in providing consistent and quality services in a difficult economy. One way the District strives to remain financially strong is by seeking out partnerships in the community, which allows the District to share the financial burden of projects as well as fulfill part of its overall mission. Moody’s Investment Service assigned the Park District a debt rating of Aa2. This rating reflects the solid financial operations with revenue raising flexibility and strong reserves.

Organizational Excellence The District is committed to improving the use of technology to meet the needs of the customer as well as reach new participants. Wireless internet was rolled out to a number of district facilities in 2014. Innovative approaches to providing programs and services are ongoing. Staffing deployment is continually examined to provide the most effective and efficient service. Ongoing Infrastructure, Maintenance and Enhancements Additional funding has been included in the 2015 budget to bring all landscaping and mowing of district facilities in house. An intergovernmental agreement with Elementary School District 97 will see the district manage with maintenance of the school district’s athletic fields with reimbursement from District 97. The five-year Capital Improvement Plan is set to be updated on an annual basis with the intent to keep abreast prioritizing Master Plan improvements on a real time basis as the community’s focus and needs change. Projects included in the 2015 budget are improvements at Austin Gardens, Maple Park, Rehm Pool, The Oak Park Conservatory, and Stevenson Park.

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

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

2015 BUDGET HIGHLIGHTS Overview The financial condition of the Park District of Oak Park continues to improve. 2014 year-end estimates of the District’s funds indicate stable balances well within the District’s Fund Balance Policy. Significant capital improvements are scheduled, and fund balances will be spent down in the Capital Projects Fund. With the full year of operation of the Ridgeland Common Recreation Complex as well as additions to the district’s afterschool program, the 2015 Budget shows strong revenue growth above and beyond the 2013 budget which was the last year of full operations. The estimated fund balances for each fund in 2016 is above 25% for all funds excluding Cheney Mansion, Health Insurance Fund and Audit Fund, within the District’s Fund Balance Policy. Significant items included in the 2015 Budget are:

Numerous capital projects including improvements to Maple Park, the Oak Park Conservatory, Stevenson Park, and the creation of an environmental learning center at Austin Gardens.

Beginning in April of 2015, the district will take all mowing and plant maintenance in house.

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Intergovernmental agreement with Elementary School District 97 which will see the district maintain the school district athletic fields.

Implementation of the district’s Comprehensive Master Plan including a re-launch of the district’s fitness programs and signage changes.

Addition of another afterschool site in the Fall of 2015 Movement to in-house programming in both fitness and many youth sports programs Full year operation of Ridgeland Common Recreation complex as a year-round ice arena.

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

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

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

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

70% of program transactions processed via the internet with credit cards Use of procurement cards instead of checks with an annual rebate of approximately $15,000. Shifting from antiquated connectivity options to faster cheaper options Green initiatives, i.e. electronically saving required files and reports, improved utilities (lighting and boilers), and

leveraging software to improve efficiency (work orders, surveys, and electronic payroll) Property Taxes The District levies an annual property tax to support its parks, recreation, and facilities. Fifty-three percent of the District operations are funded with property taxes. Annually the Board must approve a property tax levy ordinance and file it with the County no later than the last Tuesday in December. The December tax levy ordinance provides funds for the next year’s operations (ordinance approved in November 2014 funds the 2015 Budget). The Property Tax Extension Lamination Law (PTELL) limits the dollar amount of the tax levy increase to an amount equal to the consumer price index (CPI) or 5%, whichever is less. The 2014 tax year levy PTELL limit 1.5%. This will equal an approximate $4.50 increase for each $100,000 of assessed value.

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The mechanics behind levying property taxes based on PTELL can be confusing because at the time the District is approving its levy, the equalized assessed value (EAV) of the District is not known. This requires the dollar amount of the property tax levy be estimated above the CPI amount to allow the District to be assured the minimum amount of the tax levy is extended and collected by the County. The County Clerk adjusts the dollar amount levied by the district once the EAV has been determined. There are seven lines or levies comprising the total tax levy. Four of the seven levies have statutory rate limits, while three do not. The following shows the tax levy lines, 2013 extended rates and dollar amounts per levy line.

2013 Extended 2014 2014 Levy toPTELL capped levies Levy Rate Max Rate Levy 2013 Extension

Corporate $3,922,804 0.2865 0.3500 $4,016,537 $93,733

Recreation $3,572,284 0.2609 0.3700 $3,729,401 $157,117for CIP (bonds) $1,592,644 $1,997,969

for CIP $1,095,944 $796,688

IMRF $345,042 0.0252 n/a $356,849 $11,807Audit $15,061 0.0011 0.0050 $18,632 $3,571Liability Insurance $286,166 0.0209 n/a $261,812 ($24,354)Museum $76,676 0.0056 0.0700 $81,108 $4,432

Total capped levies $8,218,033 0.600 $8,464,339 $246,3063.00%

PTELL non-capped leviesSpecial Recreation $441,613 0.0323 0.0400 $443,272 $1,659Bonds & Interest $0 0.0000 n/a $0 $0Total non-capped levies $441,613 $443,272 $1,659

Total Levy $8,659,646 0.632 $8,907,611 $247,9652.86%% Change

% Change

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Fund Balance The District’s Fund Balance Policy sets a targeted balance level of 25% for operating funds. The practice of the District when budgeting is to have the budgeted year’s ending fund balance meet the policy. In other words, the 2015 ending fund balance for each fund must be at or above the Fund Balance Policy’s percentage minimum. Furthermore, each fund’s balance is projected two ensuing fiscal year as a “gut” check to see if the fiscal policies implemented with the current budget continue to keep the District fiscally sound. If an operating fund (Corporate, Recreation, Revenue Facilities) has met the targeted goal for fund balance retention, any revenue generated in excess of annual expenses can be transferred to the Capital Project Fund as a means to accelerate park improvements, or to address unforeseen conditions when the CIP was developed. District funds that require a minimum 25% fund balance to expenditures are the Corporate, Recreation, Audit, IMRF, Liability, Health Insurance, Cheney Mansion, Special Recreation and Revenue Facilities. The Museum Fund is a hybrid operating and capital fund, and its fund balance minimum has been established as a 75% to expenditure ratio. The Capital Projects Fund does not have a minimum fund balance requirement, other than that each year when adopting the budget the ending fund balance cannot be negative. As of the end of 2013, the District had an operating fund balance of $4,581,530. The 2014 year end fund balance is estimated to increase to $5,440,744 as the district continues to bring the operation fund balance closer to parameters set out in the fund balance policy.

Audited Audited Audited Estimated ProjectedFund Balance Fund Balance Fund Balance 2014 Fund 2015 Fund

FUND 12/31/2011 12/31/2012 12/31/2013 % AMT VARIANCE Balances BalancesCORPORATE FUND 1,805,626 1,976,085 2,092,409 25% 1,107,252 776,192 1,883,444 1,602,439 IMRF FUND 224,275 191,495 176,434 25% 91,211 59,651 150,862 130,221 LIABILITY FUND 126,430 92,333 52,893 25% 62,823 22,198 85,020 81,920 AUDIT FUND 15,519 12,365 6,020 25% 4,250 (30) 4,220 5,700 RECREATION FUND 1,161,470 1,152,087 1,765,577 25% 1,347,874 928,759 2,276,633 2,361,770 MUSEUM FUND 56,143 136,267 186,819 75% 92,050 53,178 145,228 123,897 SPECIAL RECREATION FUND 218,689 239,167 126,198 25% 110,595 6,003 116,598 110,991 REVENUE FACILITIES FUND 348,572 634,931 308,279 25% 559,841 300,963 860,804 1,150,389 CHENEY FUND (175,532) (150,774) (133,098) 25% 34,660 (116,724) (82,064) (20,118) TOTAL OPERATING 3,781,192 4,283,955 4,581,530 3,016,793 1,564,738 5,440,744 5,547,208 HEALTH INSURANCE FUND - - 104,635 25% 193,204 (31,501) 161,703 196,853 CAPITAL PROJECT FUND 12,280,923 19,127,592 13,801,616 0% - 3,931,540 3,931,540 853,228 TOTAL 16,062,115 23,411,547 18,487,781 3,209,997 5,464,776 9,533,987 6,597,289

RecommendedFund Balance

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2012 2013 2014 Estimated 2015 Budget 2016 Projected 2017 ProjectedRevenuesCorporate $5,941,530 $4,173,905 $4,220,041 $4,396,619 $4,574,859 $5,045,844IMRF $295,112 $320,536 $339,270 $344,359 $349,524 $359,767Liability $213,586 $207,663 $283,417 $254,149 $257,939 $261,785Audit $11,046 $7,755 $15,200 $17,980 $17,250 $16,616Recreation $3,756,602 $5,706,504 $5,902,550 $6,305,238 $6,249,115 $5,981,362Museum $110,593 $128,716 $81,142 $84,269 $99,443 $90,935Special Recreation $435,572 $412,328 $432,780 $434,407 $448,923 $451,657Revenue Facilities $2,204,653 $1,763,198 $2,791,887 $3,393,167 $3,497,131 $3,604,299Cheney Mansion $158,989 $159,021 $189,675 $214,523 $218,417 $224,819Health Insurance Fund $0 $728,343 $829,883 $907,329 $979,915 $1,058,309Capital Projects $13,031,113 $13,647,538 $1,844,415 $3,097,688 $1,695,183 $1,565,021

Total Revenues $26,158,796 $27,255,506 $16,930,261 $19,449,728 $18,387,700 $18,660,414

ExpensesCorporate $5,827,327 $4,060,890 $4,429,006 $4,677,624 $4,916,819 $5,063,026IMRF $327,892 $335,597 $364,842 $365,000 $370,475 $376,032Liability $247,680 $247,103 $251,290 $257,249 $261,728 $266,294Audit $14,200 $14,100 $17,000 $16,500 $16,748 $16,999Recreation $3,634,342 $5,093,010 $5,391,494 $6,220,101 $6,286,866 $6,432,304Museum $30,468 $78,164 $122,733 $105,600 $108,111 $110,715Special Recreation $408,672 $525,296 $442,380 $440,014 $446,614 $453,313Revenue Facilities $1,872,540 $2,089,850 $2,239,363 $3,103,582 $3,393,593 $3,687,456Cheney Mansion $134,233 $141,343 $138,641 $152,577 $157,339 $162,283Health Insurance Fund $0 $623,708 $772,815 $872,179 $940,328 $1,013,905Capital Projects $6,184,444 $18,973,514 $11,914,491 $6,376,000 $1,705,000 $1,430,000

Total Expenses $18,681,798 $32,182,576 $26,084,055 $22,586,426 $18,603,621 $19,012,328

NetCorporate $114,203 $113,015 ($208,965) ($281,005) ($341,960) ($17,182)IMRF ($32,780) ($15,061) ($25,572) ($20,641) ($20,951) ($16,265)Liability ($34,094) ($39,440) $32,127 ($3,100) ($3,789) ($4,509)Audit ($3,154) ($6,345) ($1,800) $1,480 $502 ($383)Recreation $122,260 $613,494 $511,056 $85,137 ($37,751) ($450,942)Museum $80,125 $50,552 ($41,591) ($21,331) ($8,668) ($19,781)Special Recreation $26,900 ($112,969) ($9,600) ($5,607) $2,309 ($1,656)Revenue Facilities $332,112 ($326,652) $552,525 $289,585 $103,538 ($83,157)Cheney Mansion $24,756 $17,678 $51,034 $61,946 $61,078 $62,536Health Insurance Fund $0 $104,635 $57,068 $35,150 $39,587 $44,403Capital Projects $6,846,669 ($5,325,976) ($10,070,076) ($3,278,312) ($9,817) $135,021

Total Net $7,476,997 ($4,927,070) ($9,153,794) ($3,136,698) ($215,921) ($351,914)

Fund BalanceCorporate $1,976,085 $2,092,409 $1,883,444 $1,602,439 $1,260,479 $1,243,297IMRF $191,495 $176,434 $150,862 $130,221 $109,270 $93,005Liability $92,333 $52,893 $85,020 $81,920 $78,131 $73,622Audit $12,365 $6,020 $4,220 $5,700 $6,202 $5,820Recreation $1,152,087 $1,765,577 $2,276,633 $2,361,770 $2,324,019 $1,873,077Museum $136,267 $186,819 $145,228 $123,897 $115,229 $95,448Special Recreation $239,167 $126,198 $116,598 $110,991 $113,300 $111,644Revenue Facilities $634,931 $308,279 $860,804 $1,150,389 $1,253,927 $1,170,770Cheney Mansion ($150,774) ($133,098) ($82,064) ($20,118) $40,960 $103,496Health Insurance Fund $0 $104,635 $161,703 $196,853 $236,440 $280,843Capital Projects $19,127,592 $13,801,616 $3,731,540 $453,228 $443,411 $578,432

Total Fund Balance $23,411,547 $18,487,781 $9,333,987 $6,197,289 $5,981,367 $5,629,453

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Bonds & Interest The District issued three $9.995 million bond in 2011, 2012 and 2013. These bond issues were done to pay for rebuilding Ridgeland Common, the Gymnastics and Recreation Center, as well as to improve the Building and Grounds and Administrative facility. The District’s 2011 bond issue was structured to include bonds with the longest maturities in order to lock in rates that were at historic lows. This approach protected the District significantly from the risk of rising interest rates. The 2012 issue sold bonds that had intermediate maturities, and the 2013 bonds have the shortest maturities. This structure also took advantage of the Bank Qualified IRS provision, which that allows banks to purchase the District’s bonds under more favorable tax terms if an issue’s aggregate bonds are less than $10 million; perhaps resulting in lower interest rates for the District. The district does not anticipate issuing any bonds in 2015 for capital projects. Capital Maintenance 2015 will see the completion of the park Master Planning process. The proposed 2015 capital budget includes appropriations to complete of improvements to the Hedges Administrative Center, and master plan improvements to various sites. Capital improvements continue to be processed and implemented throughout the District, as highlighted below: Completion of the redevelopment of the Hedges Administration Center Construction of an environmental learning center and other Master Plan Improvements at Austin Gardens Master Plan Improvements at Maple Park Construction of the Elsie Jacobsen Discovery Garden on the East Side of the Oak Park Conservatory Redevelopment of the front entrance to the Oak Park Conservatory Capital improvements at Rehm Pool Master Plan Improvements at Stevenson Park

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Staffing During 2013, the District updated the Salary and Wage program to ensure the district is paying within the 50th percentile of like positions at comparable park districts. All of the district’s positions fell within the 50th percentile showing the district is paying employee’s market wages. For 2015, the district will continue the compensation strategy that began in 2014. During the budget process annually, the board will approve a wage increase pool that is to be divided based on the performance of staff. In 2015, the wage increase pool was set at 3.3%. A non-union employee will be eligible to receive an increase ranging between 0% and 6% based on overall performance. Union employees will be eligible for a defined 3.0% increase.

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

2011 2012 2013 2014 2015Administration 8 8 9 9 10

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

Buildings & Grounds 12 12 13 14 14Cheney 1 0 1 1 1

Recreation 10 10 7 7 8Customer Service 4 4 4 4 3

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

Total 51 50 50 50 51

The programs and services offered by the District can require many people doing the same job at the same time or require people with specialized skills for short periods of time. To meet these needs the District relies on approximately 450 part-time staff throughout the year to provide the recreation programs and services offered.

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Health Insurance Beginning in 2012 the District utilized the PDRMA health insurance program, rather than the Village of Oak Park’s plan. The 2015 budget is the third year for the Health Insurance Fund. This fund was established to provide additional fund balance stabilization. PDRMA premiums will be paid from this fund, and each service area will pay into the fund. These costs are budgeted at a 10% increase, which will establish a fund balance for the new fund. Employees pay 15% of the total health insurance cost (medical, dental, and vision). Employees may also opt out of the District’s health insurance program, and in doing so receive a FSA reimbursement dependent on the amount of contribution the employee makes as a match. Pensions All full-time and part-time employees, whose positions are deemed to be scheduled for more than 1,000 hours annually, are required to be members of the Illinois Municipal Retirement Fund (IMRF). The District is required to contribute a percentage of the employee’s salary (see below), while the employee is required to contribute 4.5% of their salary.

2011 2012 2013 20149.52% 10.27% 10.73% 10.98%

The District levies a property tax for IMRF purposes. Additionally, the District must pay Social Security (6.2%) and Medicare (1.45%) for each employee. The total pension (IMRF and FICA) for 2015 is projected to be 13.7% of the total payroll. For 2014 this was estimated to be 15.3%. The District is continuing to take steps to mitigate the impact of wages and benefits on future budgets by reviewing job descriptions of all positions to limit the number of employees required to participate in IMRF. The below chart shows the average number of IMRF employees for each year.

2011 2012 2013 2014 201570 65 66 68 69

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BUDGET SUMMARY The 2015 Budget for the operating funds is increasing by 11.15% to $15.3 million from the 2014 Budget. Revenue Facilities increase is based on a full year of the Ridgeland Common Recreation Complex. The large increase is also based on larger capital transfers in 2015. The Capital Projects Fund is decreasing 67.62% as the larger capital projects including Ridgeland Common Recreation Complex and the Gymnastics and Recreation Center are now complete.

2012 2013 2014 Estimated 2015 Budget 2016 Projected 2017 Projected

Revenue $26,158,796 $27,255,506 $16,930,261 $19,449,728 $18,387,700 $18,660,414Expenditures $18,681,798 $32,182,576 $26,084,055 $22,586,426 $18,603,621 $19,012,328Fund Balance $23,411,547 $18,487,781 $9,533,987 $6,597,289 $6,781,367 $6,629,453

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

2012 2013 2014 Estimated 2015 Budget 2016 Projected 2017 Projected

Revenue

Expenditures

Fund Balance

13


Fund 2014 Budget 2015 Budget Percent ChangeCorporate 4,522,282$ 4,677,624$ 3.44%IMRF 369,300$ 365,000$ -1.16%Liability 242,740$ 257,249$ 5.98%Audit 17,000$ 16,500$ -2.94%Recreation 5,635,760$ 6,220,101$ 10.37%Museum 91,430$ 105,600$ 15.50%Special Recreation 436,000$ 440,014$ 0.92%Revenue Facilities 2,338,927$ 3,103,582$ 32.69%Cheney Mansion 145,955$ 152,577$ 4.54%

Total Operating Funds 13,799,394$ 15,338,247$ 11.15%

Health Insurance 781,179$ 872,179$ 11.65%Capital Projects 19,688,155$ 6,376,000$ -67.62%

Total Non-Operating 20,469,334$ 7,248,179$ -64.59%

Grand Total 34,268,728$ 22,586,426$ -34.09% CONCLUSION The pursuit of the Park District of Oak Park’s mission continues as this budget forecasts the District’s ability to provide quality and safe recreation programs, parks and facilities to our community during the 2015 Fiscal Year beginning January 1, 2015 and ending December 31, 2015. Respectfully submitted, Park District of Oak Park Staff

14


Revenues

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

Taxes44.23%

Intergovernmental Rev6.04%

Rental Income2.82%

Miscellaneous Revenue0.88%

Sponsorship & Donations1.41%

Fees and Charges7.04%

Program Revenue23.32%

Other Financing Sources14.27%

15


Revenue Distribution Comparison Capital Projects receives 15.93% of all revenue due to transfers from other funds, as well as grants used to fund various infrastructure improvements. General Fund, IMRF, Liability, and Audit Fund revenues are made up of Property Tax revenues used to support the general administration of the Park District. The Recreation Fund receives revenue from Property Tax and program revenues to support the programs within this fund. The Museum Fund and Special Recreation Fund are primarily funded though Property Taxes. The Revenue Facilities Fund revenues are derived solely from fees and program revenues which completely support the programs and facility maintenance included in this fund. The Health Insurance Fund is financed though transfers made from other funds to help pay for health insurance premiums. The Cheney Mansion Fund receives a mix of rental income and program revenues.

Corporate Fund22.61%

IMRF1.77%

Liabil ity1.31%

Audit0.09%

Recreation 32.42%

Museum Fund0.43%

Special Recreation2.23%

Revenue Facil ities17.45%

Health Insurance Fund4.66%

Capital Projects15.93%

Cheney Mansion1.10%

16


Taxes

Description The District levies an annual property tax, which is limited by the Property Tax Extension Limitation Law (PTELL). PTELL limits the annual property tax change to the lesser of the consumer price index (CPI) or 5%. For the 2015 budget, the tax levy approved in November 2014 (2014 tax year levy) will fund 2015 operations. The CPI for the 2014 tax year levy is 1.5%.

2015 Property Tax Distribution

Corporate45.06%

IMRF4.00%

Liability2.94%

Audit0.21%

Recreation41.84%

Museum0.91%


17


Historical Analysis

$7,400,000

$7,600,000

$7,800,000

$8,000,000

$8,200,000

$8,400,000

$8,600,000

$8,800,000

2011 2012 2013 2014 Estimated 2015 Budget


Corporate $5,575,067 $5,349,903 $3,801,155 $3,844,348 $3,875,958IMRF $641,176 $295,112 $320,536 $339,270 $344,359Liability $231,932 $197,267 $206,163 $280,442 $252,649Audit $12,665 $11,046 $7,755 $15,200 $17,980Recreation $937,225 $1,788,033 $3,575,803 $3,524,012 $3,598,872Museum $96,702 $97,844 $122,716 $75,142 $78,269Special Recreation $419,323 $435,572 $412,328 $432,780 $434,407Total Property Tax $7,914,090 $8,174,778 $8,446,455 $8,511,194 $8,602,494

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

18


Fees and Charges Description The Park District of Oak Park charges fees for facility usage and sale of products. These fees are charged for pool passes, ice rink usage, dog park usage, field usage, tours and program participation. Employee contributions for health insurance premiums are also accounted for under fees and charges. 2015 Fees and Charge Distribution

Corporate4%

Revenue Facil ities85%

Health Insurance10%

Cheney Mansion1%

19


Historical Analysis

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000


2011 2012 2013 2014 Estimated 2015 BudgetCorporate $67,616 $61,497 $52,766 $42,659 $48,750Revenue Facilities $1,065,432 $972,489 $685,435 $1,043,211 $1,169,648Health Insurance $0 $0 $91,399 $119,403 $134,185Cheney Mansion $15,100 $14,233 $17,000 $16,000 $17,000Total Fees and Charges $1,148,148 $1,048,219 $846,599 $1,221,273 $1,369,583

Budget Assumptions Increases in fees and charges for 2015 were to be kept at a 3.1% increase which will help meet program expenses. In some cases, revenues were adjusted to reflect market conditions and to cover program expenses which may be anticipated to be more or less than 3.0%. The drop in 2013 was due to no ice arena and operating with only one pool since Ridgeland Common was closed.

20


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

2015 Intergovernmental Distribution

Corporate23.73%


21


Historical Analysis

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

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



Corporate $578,359 $371,924 $162,954 $158,772 $278,729Capital Projects $500,000 $400,000 $1,713,267 $630,000 $896,000Total Intergovenmental $1,078,359 $771,924 $1,876,221 $788,772 $1,174,729

Budget Assumptions The large spike in revenue in 2013 is related to money the district received in 2013 from a PARC Grant for Scoville Park as well as a reclassification of TIF Revenue received from the Village of Oak Park in the Capital Projects Fund. The 2015 budget includes grants for various construction projects, as well an Intergovernmental Agreement with payment from Oak Park School District 97 in exchange for field maintenance.

22


Rental Income Description The Park District receives rental income for facility usage including special events, meetings, weddings, and movie shoots. The Cheney Mansion Coach House is leased for residential purposes. 2015 Rental Income Distribution

Corporate8.22%

Recreation17.84%

Museum1.10%

Revenue Facilities41.00% Cheney Mansion

31.84%

23


Historical Analysis

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000



Corporate $37,925 $43,617 $42,619 $44,145 $45,000Recreation $62,948 $77,491 $75,608 $88,407 $97,740Museum $6,000 $6,000 $6,000 $6,000 $6,000Revenue Facilities $29,260 $122,754 $47,791 $177,795 $224,580Cheney Mansion $104,718 $123,176 $123,729 $158,925 $174,420Total Rental Income $240,851 $373,038 $295,747 $475,272 $547,740

Budget Assumptions The rental rates charged are to be competitive to market and must include the wages of the onsite Rental Attendant. The number of rentals is based upon current rate structure and historical usage.

24


Miscellaneous Revenue

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

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

2015 Miscellaneous Revenue Distribution

Corporate19.90%

Liabil ity0.88%

Recreation31.52%




25


Historical Analysis

$0$50,000

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



Corporate $39,911 $59,806 $49,413 $51,185 $34,000Liability $1,500 $16,319 $1,500 $2,975 $1,500Recreation $64,213 $64,776 $43,601 $56,279 $53,850Revenue Facilities $65,337 $66,576 $77,198 $65,118 $76,519Health Insurance Fund $0 $0 $42,103 $21,000 $0Capital Projects $3,882 $32,922 $251,827 $49,699 $5,000Total Miscellaneous $174,844 $240,399 $465,642 $246,256 $170,869

Budget Assumptions The Park District budgets conservatively for Miscellaneous Fees. 2012 and 2013 revenues were higher than usual due to premiums received on bonds issued in those years. The fees for vending machine revenue are budgeted based on the contract. Overall miscellaneous revenue is budgeted to decrease in 2015 because the remainder of the bond funds issued in 2013 will be spent, and thus no longer earning interest revenue.

26


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

2015 Sponsorship and Donation Distribution

Corporate24%

Recreation3%

Capital Projects73%

Cheney Mansion0%

27


Historical Analysis

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000



Corporate $27,989 $33,710 $40,955 $49,404 $64,750Recreation $6,519 $2,940 $4,457 $8,800 $8,850Capital Projects $0 $25,250 $29,000 $0 $200,000Cheney Mansion $0 $1,350 $0 $0 $0Total Sponsorship and Donations $34,508 $63,250 $74,412 $58,204 $273,600

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

28


Other Financing Sources

Description The Park District uses this budget area to include debt service proceeds, capital transfers, operating transfers, transfers for debt service payments, and transfers to the Health Insurance Fund. The district sold $10 million in bonds in 2011, 2012 and 2013. In 2013 the district began transferring money from the Recreation Fund to the Capital Projects Fund and less from the Corporate Fund due to the District coming close to the Corporate Fund rate limit. Historically, the district has transferred money from the Corporate Fund, Recreation Fund, and Revenue Facilities Fund to the Capital Projects Fund to help numerous projects. In 2013 the District started transferring to the Health Insurance Fund to create the fund and work towards a 25% fund balance. 2015 Other Financing Sources Distribution

Health Insurance27.86%


Cheney Mansion0.19%

29


Historical Analysis

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000


2011 2012 2013 2014 Estimated 2015 BudgetHealth Insurance $0 $0 $594,841 $689,480 $773,144Capital Projects $13,180,630 $12,572,941 $11,653,444 $1,164,716 $1,996,688Cheney Mansion $2,730 $2,209 $2,773 $3,000 $5,319Total Other Financing Sources $13,183,360 $12,575,150 $12,251,058 $1,857,196 $2,775,151

Budget Assumptions The large decrease from 2013 is due to the District not selling bonds in 2014. The difference between 2010 and 2015 is that the District is now allocating monies to debt service for the bonds issued in 2011, 2012, and 2013, in addition to the capital projects and health insurance transfers.

30


Program Revenues

Description Program revenues are fees paid from residents and non-residents to take part in programs that Park District puts on yearly. Program revenues are received in the Corporate, Recreation, Revenue Facilities, and Cheney Mansion Fund. Most of the revenues are received in the Recreation and Revenue Facilities fund. Programs are expected to minimally cover its cost but may also help cover overheard and capital costs for the district. 2015 Program Revenue Distribution

Corporate1.09%

Recreation56.13%


Cheney Mansion0.39%

31


Historical Analysis

$0$500,000

$1,000,000$1,500,000$2,000,000$2,500,000$3,000,000$3,500,000$4,000,000$4,500,000$5,000,000


2011 2012 2013 2014 Estimated 2015 BudgetCorporate $18,772 $21,072 $24,043 $29,528 $49,432Recreation $1,822,829 $1,823,362 $2,007,035 $2,225,062 $2,545,926Revenue Facilities $1,089,580 $1,042,834 $952,775 $1,505,763 $1,922,420Cheney Mansion $14,508 $18,021 $15,519 $11,750 $17,784Total Program Revenue $2,945,689 $2,905,289 $2,999,372 $3,772,103 $4,535,562

Budget Assumptions The 2015 budget assumes a 3.1% increase in program revenues to cover the expected increase in direct and indirect costs. Economic factors are taken into account for programs that see increases higher or lower than 3.0%. The steady increases from 2013 through 2015 are a result of the Gymnastics and Recreation Center opening in October of 2013, and Ridgeland Common Recreation Complex reopening in June of 2014.

32


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

Payroll25.61%

Contractual Service10.64%

Materials &Supplies3.24%

Benefits7.19%

Misc Expense1.72%

Debt Service9.20%

Util ities2.72%Other Financing Uses

11.43%


33


Expense Distribution Comparison The Capital Projects Fund is responsible for 28.26% of all District expenses. This is a decrease from previous years due to the completion of the Gymnastics Recreation Center and the Ridgeland Common renovation project. The Recreation Fund is the second largest portion of expenses because this is where the District makes its principal and interest payments on debt issued in previous years.

Corporate20.73%

IMRF1.53%

Liabil ity1.14%

Audit0.07%

Recreation27.56%

Museum0.47%Special Recreation

1.95%Revenue Facil ities

13.75%



Cheney Mansion0.68%

34


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

2015 Payroll Distribution

Corporate41.04%

Liabil ity0.60%

Recreation29.61%

Revenue Facil ities 27.28%

Cheney Mansion1.48%

35


Historical Analysis

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000


2011 2012 2013 2014 Estimated 2015 BudgetCorporate $1,706,259 $1,850,372 $1,933,000 $2,068,807 $2,371,465Liability $23,648 $25,404 $23,325 $31,412 $34,449Recreation $1,552,251 $1,430,674 $1,334,281 $1,398,277 $1,710,922Revenue Facilities $1,104,888 $1,152,620 $1,005,959 $1,214,193 $1,576,296Cheney Mansion $111,097 $86,559 $85,677 $79,350 $85,760Total Wages $4,498,143 $4,545,629 $4,382,241 $4,792,039 $5,778,891

Budget Assumptions Illinois voters approved an advisory measure on increasing state minimum wage, but as of January 1st, 2015, it will remain at $8.25 per hour. Also, all part time wage increases were held at a maximum increase of 3.5% based upon performance. Full time wage will increase 3.5% based upon the district’s salary and wage structure. This increase is dependent on a satisfactory or above on their performance review. Wages decreased in 2013 due to closing Ridgeland Common, and the increase in 2014 is due to Ridgeland reopening, and increased customer service hours with additional locations such as the new GRC. Increases in 2015 are due shifts from contractual providers to employing additional staff, and a full 12 months of ice programing at Ridgeland Common.

36


Contractual Services

Description The contractual service expenses include payment for all services provided to the District. 2015 Contractual Services Distribution

Corporate34.78%

Liabil ity8.29%

Audit0.69%

Recreation25.08%

Museum3.54%



37


Historical Analysis

$2,000,000

$2,100,000

$2,200,000

$2,300,000

$2,400,000

$2,500,000

$2,600,000



Corporate $706,939 $737,651 $718,785 $973,615 $834,820Liability $161,321 $174,009 $177,506 $192,182 $199,000Audit $11,400 $14,200 $14,100 $17,000 $16,500Recreation $590,390 $621,807 $660,933 $654,253 $602,030Museum $96,828 $16,099 $49,268 $102,542 $85,000Special Recreation $420,640 $408,672 $525,296 $442,380 $440,014Revenue Facilities $199,862 $198,410 $237,759 $154,135 $191,261Cheney Mansion $29,303 $17,800 $21,328 $28,472 $31,812Total Contractual $2,216,683 $2,188,648 $2,404,975 $2,564,579 $2,400,437

Budget Assumptions Contractual services are budgeted to decrease in 2015 because of landscaping services, fitness, and sports programming transitioning to employee provided services.

38


Materials and Supplies Description Materials and Supplies Expense include all items with an expected life of less than three years. 2015 Materials and Supplies Distribution

Corporate31.16%

Liabil ity0.93%

Recreation27.16%


Cheney Mansion1.90%

39


Historical Analysis

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000



Corporate $193,051 $269,950 $227,100 $179,839 $227,912Liability $11,768 $30,580 $20,749 $5,696 $6,800Recreation $102,941 $113,763 $145,240 $161,654 $198,699Revenue Facilities $256,564 $216,500 $156,348 $226,571 $284,186Cheney Mansion $15,496 $14,679 $17,293 $11,375 $13,870Total Materials and Supplies $579,820 $645,472 $566,730 $585,135 $731,467

Budget Assumptions The 2015 budgeted amounts assume an increase of the current CPI of 1.5% and program participation expectations. The decrease in 2013 and 2014 costs are related lower maintenance supply costs due to the closure of Ridgeland Common. Ridgeland Common will be open for a full 12 months in 2015, which along with the CPI increase will raise costs.

40


Benefits

Description This expense covers the employer portion of all benefits including employee insurance, IMRF, and FICA. 2015 Benefits Distribution

Corporate26.18%

IMRF22.23%

Recreation0.00%



Cheney Mansion0.00%

41


Historical Analysis

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

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



Corporate $279,814 $648,003 $320,897 $372,958 $430,000IMRF $624,781 $327,892 $335,597 $364,842 $365,000Recreation $137,969 $141,058 $0 $0 $0Revenue Facilities $57,529 $73,270 $0 $0 $0Health Insurance $0 $0 $615,236 $758,306 $847,179Cheney Mansion $2,648 $0 $0 $0 $0Total Benefits $1,100,093 $1,190,223 $1,271,730 $1,496,106 $1,642,179

Budget Assumptions The Park District estimated a 8% increase in health insurance costs for 2015, which is consistent with health insurance trends. The Health Insurance Fund, and internal service fund, was established in 2013 for the District to pay for employee health insurance expenses. The Fund is supported by transfers from the Corporate, Recreation, Revenue Facilities, and Cheney Mansion funds. Prior to that, each fund with eligible employees paid the expenses directly from an expense line.

42


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

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

2015 Miscellaneous Expense Distribution

Corporate33.10%

Liabil ity4.37%

Recreation24.28%



Cheney Mansion0.39%

43


Historical Analysis

$0$50,000

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


2011 2012 2013 2014 Estimated 2015 BudgetCorporate $74,285 $85,271 $134,382 $132,659 $128,773Liability $21,820 $17,687 $25,523 $22,000 $17,000Recreation $44,471 $79,428 $77,691 $88,882 $94,480Revenue Facilities $26,625 $34,373 $85,103 $102,155 $122,295Health Insurance Fund $0 $0 $8,472 $14,509 $25,000Cheney Mansion $811 $1,151 $638 $920 $1,535Total Miscellaneous $168,012 $217,910 $331,809 $361,125 $389,083

Budget Assumptions The 2015 budget includes a commitment to send employees to state and local conferences and various training. Due to an accounting change in 2014 the revenue facilities fund is showing a large increase because of gymnastics booster club expenses. There are offsetting revenues to those expenses. There is also a larger increase in full time unemployment expense due to current recipients.

44


Debt Service Expense Description The Park District pays the principal and interest as scheduled on debt and capital leases. 2015 debt expense includes payment of bonds issued in 2011, 2012, and 2013 for Ridgeland Common, Gymnastics and Recreation Center, and 218 Madison Street. 2015 Debt Service Distribution

Recreation100.00%

45


Historical Analysis

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000


2011 2012 2013 2014 Estimated 2015 BudgetRecreation $0 $1,022,128 $1,574,075 $2,002,843 $2,076,956Capital Projects $108,279 $162,646 $76,485 $0 $0Total Debt Service $108,279 $1,184,775 $1,650,560 $2,002,843 $2,076,956

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

46


Utilities Description The Park District pays for electricity, heating gas, water and telephone for all of its facilities as well as a limited amount of security monitoring. 2015 Utilities Distribution

Corporate35.14%

Recreation15.16%

Museum3.36%


Cheney Mansion2.81%

47


Historical Analysis

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000



Corporate $120,472 $141,474 $175,211 $198,283 $215,398Recreation $115,413 $60,461 $78,984 $86,398 $92,900Museum $13,291 $14,369 $15,774 $19,415 $20,600Revenue Facilities $208,230 $197,371 $121,056 $186,745 $266,858Cheney Mansion $15,165 $14,044 $16,407 $16,124 $17,200Total Utilities $472,571 $427,719 $407,432 $506,965 $612,956

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

48


Other Financing Uses

Description The Park District transfers money from three major funds (Corporate, Recreation, and Revenue Facilities) to three other funds (Capital Projects, Cheney Mansion, and the Health Insurance Fund). The transfers help to pay for major capital improvements, operating for community programs at Cheney Mansion, and health insurance expenses for eligible employees. 2015 Other Financing Uses Distribution

Corporate18.20%

Recreation56.01%

Revenue Facil ities 25.70%

Cheney0.09%

49


Historical Analysis

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000


2011 2012 2013 2014 Estimated 2015 BudgetCorporate $2,945,486 $2,402,197 $551,515 $502,845 $469,256Recreation $141,965 $306,081 $1,221,806 $999,187 $1,444,114Revenue Facilities $135,427 $73,266 $483,627 $355,566 $662,687Cheney $0 $0 $0 $2,400 $2,400Total Other Financing Uses $3,222,878 $2,781,544 $2,256,948 $1,859,998 $2,578,457

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

50


Capital Improvements

Description The capital project expense includes park and building improvements, site planning, technology improvements and vehicle replacement. 2015 Capital Improvements Distribution

Nonsite Specific1.38%

Vehicle/Equipment/Tech1.62%

Park/Master Improvements

53.93%

Ridgeland Common0.00%

Buildings and Ground/Admin

43.07%

51


Historical Analysis

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

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


2011 2012 2013 2014 Estimated 2015 BudgetNonsite Specific $222,468 $85,155 $220,000 $237,777 $85,000Vehicle/Equipment/Tech $134,891 $135,906 $430,102 $265,000 $100,000Park/Master Improvements $3,933,939 $2,877,550 $1,478,034 $2,725,000 $3,331,000Ridgeland Common $71,416 $1,841,981 $12,799,978 $7,343,349 $0Buildings and Ground/Admin $0 $0 $26,600 $1,140,000 $2,660,000Gymnastics and Recreation Center $13,486 $1,045,056 $3,922,433 $3,365 $0Total Capital Expense $4,376,200 $5,985,648 $18,877,147 $11,714,491 $6,176,000

Budget Assumptions This budget assumes that all projects in the 2015-2019 capital improvement plans will progress on schedule. The large increases in 2013 and 2014 spending are due to the projects at the Gymnastics and Recreation Center, Ridgeland Common, and the Buildings and Grounds/Admin center.

52

Corporate Fund

The Corporate Fund is a governmental fund, operating on the modified accrual basis of accounting. The Corporate Fund is the main operating fund for governmental units. This is a taxing fund, which includes Administration, Communications and Marketing, Conservatory, Buildings and Grounds, and other financial transactions, which are not directly attributable to any other fund. Budgeted revenues for the Corporate Fund in 2015 are $4.27 million. Taxes represent the majority of Corporate Fund revenues. The remainder of revenue for the Corporate Fund comes from investment income, conservatory programs and building rental fees and other miscellaneous income. Personal Property Replacement Taxes are estimated to decrease in 2015. Budgeted expenditures for the Corporate Fund in 2014 are $4.71 million. Personnel Full time staff levels have remained stable from an agency wide perspective, but there have been interdepartmental changes. In 2014 a full time position was moved from Revenue Facilities to Buildings and Grounds. In 2015 the position was moved back to Revenue Facilities based on agency needs.

2011 2012 2013 2014 2015 Administration 8 8 9 9 9

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

Buildings & Grounds 12 12 13 14 13 Total 25 25 27 28 27

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

53

Corporate Fund con’t

Historical Analysis

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net

2015 Expense Distribution

Wages51.9%

Contractual18.3%

Materials and Supplies

5.0%

Benefits10.8%

Miscellaneous Expense

7.1%

Util ities4.9%

Other Financing Uses2.1%


54

Corporate Fund con’t

Budget Detail 2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 Projected

Tax Receipts $5,349,903 $3,801,155 $3,844,348 $3,875,958 $4,044,097 $4,504,759Fees and Charges $61,497 $52,766 $42,659 $48,750 $50,261 $51,819Intergovernmental Revenue $371,924 $162,954 $158,772 $153,000 $155,295 $157,624Rent $43,617 $42,619 $44,145 $45,000 $46,395 $47,833Miscellaneous Revenue $59,806 $49,413 $51,185 $34,000 $34,510 $35,028Sponsorship & Donations $33,710 $40,955 $49,404 $64,750 $65,721 $66,707Program Revenue $21,072 $24,043 $29,528 $49,432 $50,964 $52,544Total Revenue $5,941,530 $4,173,905 $4,220,041 $4,270,890 $4,447,244 $4,916,315

Wages $1,850,372 $1,933,000 $2,086,732 $2,155,594 $2,226,729 $2,300,211Contractual $737,651 $718,785 $967,615 $982,129 $976,561 $991,210Materials and Supplies $269,950 $227,100 $179,839 $182,537 $185,275 $188,054Benefits $457,163 $320,897 $524,112 $566,041 $611,324 $660,230Miscellaneous Expense $85,271 $134,382 $137,479 $139,541 $141,634 $143,759Utilities $141,474 $175,211 $198,283 $210,180 $222,791 $236,158Other Financing Uses $2,383,636 $506,554 $328,982 $459,764 $450,000 $325,000Total Expenses $5,925,518 $4,015,929 $4,423,042 $4,695,786 $4,814,314 $4,844,621

Net $16,012 $157,972 ($203,001) ($424,896) ($367,070) $71,693

Fund Balance $1,976,085 $2,137,366 $1,934,365 $1,509,469 $1,142,400 $1,214,093

33%

53%

44%

32%

24% 25%

0%

10%

20%

30%

40%

50%

60%

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 Projected

Fund Balance


55

Corporate Fund Administration

Description Corporate Fund Administration includes the Executive Director’s Office, Business Operations, and Human Resources. Corporate Fund Administration is responsible for directing the daily operations, strategic planning, budget implementation and preparation, annual financial audit, and employee relations. Based on the results of an IMRF audit conducted in 2010, the district began to levy for and pay all employer related FICA costs out of this budget area. 2014 Assessment

• The District approved a contract with Illinois Paper and Copier for new copiers for the district. • The District examined contractual IT support through a help desk, but decided it was more effective to hire a new part time

staff member • A system to automate HR forms with e-signatures is being pursued with planned implementation in 4th quarter 2014 • Wi-Fi access has been offered at the new Ridgeland Common Recreation Complex and Field Center will be added in 2014

2015 Goals

• Replace the District’s financial software with a new program that will better integrate with other systems o Performance Measure: Implement a new software package at the beginning of 2015 o Strategic Initiative: Maintain Infrastructure

• Identify and conduct “just in time” training and developmental training using internal and external resources o Performance Measure: Implement first quarter 2015 o Strategic Initiative: Staff Excellence

• Apply for Gold Medal Review in 2015 o Performance Measure: Complete application for evaluation in 2015 o Strategic Initiative: Organizational Excellence


56

Corporate Fund Administration con’t

Historical Analysis

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2011 2012 2013 2014 Estimate 2015 Budget

Revenue

Expense

Net


Wages44.7%

Contractual15.4%


1.9%

Benefits23.2%


3.6%

Util ities0.3%


10.9%


57

Corporate Fund Administration con’t

Budget Detail

2011 2012 2013 2014 Estimated 2015 BudgetTax Receipts $5,575,067 $5,349,903 $3,801,155 $3,844,348 $3,875,958Intergovernmental Revenue $578,359 $371,924 $162,954 $145,772 $153,000Miscellaneous Revenue $39,911 $59,806 $49,413 $51,185 $34,000Sponsorship & Donations $0 $0 $0 $0 $0Total Revenue $6,193,337 $5,781,633 $4,013,522 $4,041,305 $4,062,958

Wages $593,156 $616,628 $672,359 $714,399 $828,059Contractual $191,834 $226,378 $274,338 $339,996 $286,145Materials and Supplies $20,373 $66,596 $28,419 $30,739 $34,650Benefits $340,411 $320,897 $372,958 $430,000Miscellaneous Expense $41,936 $57,627 $53,587 $57,427 $66,954Utilities $10,067 $19,206 $21,603 $22,181 $5,520Other Financing Uses $3,053,021 $2,211,357 $315,714 $244,335 $201,254Total Expenses $3,910,387 $3,538,203 $1,686,917 $1,782,035 $1,852,582Net $2,282,950 $2,243,430 $2,326,605 $2,259,270 $2,210,376


58

Communications & Marketing Description Communications and Marketing is responsible for all communication efforts including site planning and capital improvement projects and marketing efforts including four seasonal program catalogues, website management, newsletters and various promotional materials. Also included in this area is grant administration and sponsorships. The majority of this area is funded by revenues of the general fund with a small amount of revenues generated by the sale of donations and sponsorships. 2014 Assessment

• A marketing plan was completed for the renovated Ridgeland Common Recreation Complex prior to the grand opening • The opening for Ridgeland Common was successfully launched with over 3,500 attendees • The District has solicited quotes for a redesign of the Park District Logo • The District is updating park rules signage throughout parks to better communicate with residents and users

2015 Goals

• Introduce proposed new logo throughout the District, including logos for park signs, vehicles, business cards, letterhead, apparel, and name tags

o Performance Measure: Implement by end of first quarter 2015 o Strategic Initiative: Organizational Excellence

• Update the online park maps with mileage information o Performance Measure: Implement by end of second quarter 2015 o Strategic Initiative: Customer Focus

• Improve the online presence of rental information with photographs and virtual tours o Performance Measure: Better communication of available facilities should show an increase in rental revenue o Strategic Initiative: Customer Focus

• Create strategic target marketing programs to enhance participation in underserved areas and identify needs from non-users o Performance Measure: Increased participation in programs along with drawing new users from all areas o Strategic Initiative: Customer Focus


59

Communications and Marketing con’t

Historical Analysis

$(400,000)

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages52.8%

Contractual25.5%


9.2%



60

Communications and Marketing con’t

Budget Detail

2011 2012 2013 2014 Estimated 2015 BudgetSponsorship & Donations $14,500 $23,755 $25,680 $38,500 $48,350Total Revenue $14,500 $23,755 $25,680 $38,500 $48,350

Wages $139,457 $168,093 $167,802 $182,524 $201,620Contractual $96,625 $97,135 $87,749 $91,336 $97,218Miscellaneous Expense $20,229 $16,497 $67,810 $58,750 $35,028Other Financing Uses $32,867 $36,843 $40,795 $42,823 $47,821Total Expenses $289,178 $318,568 $364,155 $375,433 $381,687Net ($274,678) ($294,813) ($338,475) ($336,933) ($333,337)


61


Conservatory

Description The Edwardian-style glass structure, built in 1929, houses a botanical collection of more than 3,000 plants, some of which date back to the Conservatory’s founding. Over the years the building fell into neglect. In 1970, a group of concerned citizens led a drive to preserve this unique resource. In 1986, the Friends of the Oak Park Conservatory was established with the mission to promote interest in the Oak Park Conservatory, offer educational and recreational opportunities and support projects that benefit the Oak Park Conservatory. In June of 2000, the Conservatory Center was opened to provide expanded space and facilities for educational programming, operations and public events. Starting in 2002, the park district began the process of refurbishing each showroom and production greenhouse that culminated in 2010 with the renovation of the Tropical Room. In 2004, the Oak Park Conservatory was designated an Oak Park Landmark, and was added to the National Register of Historic Places in 2005. The Conservatory staff is responsible for growing plants for monthly floral displays within the facility. They also design and install the summer plant displays throughout the park system, maintain the landscape at Cheney Mansion, oversee the maintenance of native perennials, and will assume duties of weeding all plant beds and tree rings on 2015.

2014 Assessment The Oak Park Conservatory assumed the care of landscape maintenance at Cheney Mansion in 2014 As of June 30, 2014 year to date program revenue is 22% higher than 2013 year to date program revenue Summer camps were expanded to 4 days with an additional extra hour per day

2015 Goals Create Oak Park Conservatory service level manual to document and standardize operational procedures at the facility,

including programming, rentals, plant production and maintenance, as well as other services provided o Performance Measure: Documentation and standardization of operation procedures will result in a decrease of 5% in

overall operational costs. Efficiency and effectiveness of service provided by the Conservatory will increase. o Strategic Initiative: Organizational Excellence

Establish new programming that includes: one new camp, four new one-day programs, and one new special evento Performance Measure: Increase program revenue by 15% vs 2013o Strategic Initiative: Customer Focus and Financial Strength

Move the District’s landscaping services from a contractual service to an internally performed service. This will improve thequality of service without any additional cost to the District

o Performance Measure: Start performing all landscaping duties at the beginning of second quarter 2015o Strategic Initiative: Organizational Excellence

62


Conservatory con’t

Historical Analysis

$(400,000)

$(300,000)

$(200,000)

$(100,000)

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

2011 2012 2013 2014Estimate

2015 Budget

Revenue

Expense

Net


Wages63.9%Contractual

4.1%

Materials and Supplies8.5%

Miscellaneous Expense0.9%

Util ities11.7%


63

Conservatory con’t

Budget Detail

2011 2012 2013 2014 Estimated 2015 BudgetFees and Charges $7,039 $13,463 $19,321 $15,125 $19,750Intergovernmetnal $0 $0 $0 $13,000 $0Rental Income $37,925 $43,617 $42,619 $44,145 $45,000Sponsorship & Donations $13,439 $9,955 $15,275 $10,904 $16,400Program Revenue $18,772 $21,072 $24,043 $29,528 $49,432Total Revenue $77,175 $88,107 $101,258 $112,702 $130,582

Wages $225,571 $243,823 $262,377 $245,743 $293,069Contractual $25,379 $19,937 $23,493 $18,087 $18,890Materials and Supplies $25,683 $32,965 $44,703 $36,247 $38,800Miscellaneous Expense $1,499 $3,099 $1,947 $2,509 $4,001Utilities $49,696 $35,660 $37,261 $47,038 $53,880Other Financing Uses $39,450 $42,255 $49,888 $51,905 $50,221Total Expenses $367,278 $377,739 $419,669 $401,529 $458,861Net ($290,103) ($289,632) ($318,412) ($288,827) ($328,279)


64

Buildings & Grounds Description Buildings and Grounds is responsible for the upkeep and repair of all buildings and grounds owned by the park district. During the spring, summer, and fall, program seasons, this includes maintenance on athletic fields, including daily determination of field conditions and playability. During the winter, Buildings and Grounds deals with the task of keeping 6.5 miles of sidewalk usable for the residents, performing daily checks on sled hills. Building Systems include; HVAC, plumbing, electrical, drainage, roofing, lighting, roofing, in-house painting and facility custodial tasks. Grounds Systems include maintaining trees, shrubs, turf, walkways, fences, exterior lighting systems, irrigation systems, daily trash removal, and inspection cycles for all playground equipment.

These responsibilities are handled via a variety of methods including full time staff, permanent part time staff, seasonal staff, multi-year contracts, job specific contracts and time and material hiring of various tradesmen. Buildings and Grounds fills a major role in the CIP program starting with the planning process, and following through with facilitation, coordination, and review of specialized contractors. Facilitation of special events is also part of our duty, which includes support for the 4th of July, Day in Our Village, Frank Lloyd Wright 10K, and numerous smaller special events.

2014 Assessment • A one year landscape maintenance contract was awarded• Renovations were made at Lindberg Park, Longfellow Park, Fox Park, Carroll Park, Stevenson Center, and the newly purchased property at

947 Ridgeland• Bids have been received for the 218 Madison renovation project and awarded to Walter Daniels Construction in October.

2015 Goals • Support staff as admin employees and department heads return after the 218 remodel is complete

o Performance Measure: Smooth transition with no loss of service to external or internal customerso Strategic Initiative: Maintain Infrastructure

• Transition the landscaping services to an in-house program rather than a contracted serviceo Performance Measure: Bringing landscaping in-house will improve the quality of service and park appearanceo Strategic Initiative: Maintain Infrastructure

• Solicit bids for high volume services and supplies such as tree removal and HVACo Performance Measure: Have master contracts negotiated and in place by September 1, 2015o Strategic Initiative: Financial Strength


65

Buildings and Grounds con’t

Historical Analysis

$(2,500,000)

$(2,000,000)

$(1,500,000)

$(1,000,000)

$(500,000)

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages52.8%

Contractual21.8%


7.8%


1.1%

Util ities7.9%



66

Buildings and Grounds con’t

Budget Detail

2011 2012 2013 2014 Estimated 2015 BudgetFees and Charges $60,577 $48,034 $33,445 $27,534 $29,000Intergovernmental $0 $0 $0 $0 $125,729Total Revenue $60,577 $48,034 $33,445 $27,534 $154,729

Wages $748,075 $821,828 $830,462 $926,141 $1,048,717Contractual $393,101 $394,201 $333,205 $524,196 $432,567Materials and Supplies $146,995 $170,389 $153,978 $112,853 $154,462Miscellaneous Expense $10,621 $8,048 $11,038 $13,973 $22,790Utilities $60,709 $86,608 $116,347 $129,064 $155,998Other Financing Uses $99,962 $111,742 $145,118 $163,782 $169,960Total Expenses $1,459,463 $1,592,816 $1,590,148 $1,870,009 $1,984,494


67

IMRF Fund

Description

The IMRF Fund is a special revenue fund, operating on the modified accrual basis of accounting.

The IMRF Fund budget accounts for the district’s (employer’s) contribution to the Illinois Municipal Retirement Fund (IMRF). All full-time, and part-time employees intended to work more than 1,000 hours annually, are required to be members of IMRF. The district contributes a percentage of the employee’s salary (see below), while the employee is required to contribute 4.5% of their salary. IMRF’s financial stability it tied to investment income, employer contributions, and member census. The district levies a property tax for IMRF purposes.

Budgeted expenditures for IMRF in 2014 are $369,300. This is only slightly more than the 2013 budgeted expenditures, and the property tax levy is also remaining close to the same in an effort to bring the fund balance to its 25% fund balance target.

2014 Assessment o The IMRF Fund is projected to drop from 53% fund balance at the end of 2013 to 41% at the end of 2014. This drop

was budgeted with the ultimate goal being to bring the fund to a 25% fund balance in accordance with fund balance policy

2015 Goals • Continue work on bringing the IMRF Fund’s fund balance within the 25% fund balance target

o Performance Measure: Have a fund balance closer to the 25% fund balance target at the end of 2015o Strategic Initiative: Financial Strength

• Begin paying down the District’s unfunded pension liability with any budget surpluso Performance Measure: Decrease the agency’s pension liability by the end of 2015o Strategic Initiative: Financial Strength


68

IMRF Fund con’t

Historical Analysis

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Benefits100.0%


69

IMRF Fund con’t


Tax Receipts $295,112 $320,536 $339,270 $344,359 $349,524 $359,767Total Revenue $295,112 $320,536 $339,270 $344,359 $349,524 $359,767

Benefits $327,892 $335,597 $364,842 $365,000 $370,475 $376,032Total Expenses $327,892 $335,597 $364,842 $365,000 $370,475 $376,032

Net ($32,780) ($15,061) ($25,572) ($20,641) ($20,951) ($16,265)

Fund Balance $191,495 $176,434 $150,862 $130,221 $109,270 $93,005

58%53%

41%36%

29%25%

0%

10%

20%

30%

40%

50%

60%

70%


Fund Balance


70

Liability Fund

Description

The Liability Fund is special revenue fund, operating on the modified accrual basis of accounting.

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

2014 Assessment • The Liability Fund’s fund balance is projected to increase from 21% to 34% at the end of the year• The District will apply for the PDRMA Risk Management Grant in 2014

2015 Goals • Continue work on bringing the Liability Fund’s fund balance within the 25% fund balance target


• Apply for PDRMA Risk Management Grant and Recognition Programo Performance Measure: Apply in 2015o Strategic Initiative: Staff Excellence


71

Liability Fund con’t

Historical Analysis

$(100,000)

$(50,000)

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages13.4%

Contractual76.3%


2.6%


6.6%


72

Liability Fund con’t


Tax Receipts $197,267 $206,164 $280,442 $252,649 $256,439 $260,285Miscellaneous Revenue $16,319 $1,500 $2,975 $1,500 $1,500 $1,500Total Revenue $213,586 $207,664 $283,417 $254,149 $257,939 $261,785

Wages $25,404 $23,325 $31,412 $34,449 $35,586 $36,760Contractual $174,009 $177,508 $192,182 $199,000 $201,985 $205,015Materials and Supplies $30,580 $20,749 $5,696 $6,800 $6,902 $7,006Miscellaneous Expense $17,687 $25,523 $22,000 $17,000 $17,255 $17,514Total Expenses $247,680 $247,105 $251,290 $257,249 $261,728 $266,294

Net ($34,094) ($39,441) $32,127 ($3,100) ($3,789) ($4,509)

Fund Balance $92,333 $52,892 $85,019 $81,919 $78,130 $73,621

37%

21%

34% 32% 30% 28%

0%5%

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


Fund Balance


73

Audit Fund

The Audit Fund is a special revenue fund, operating on the modified accrual basis of accounting.

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

2014 Assessment • The Audit Fund’s fund balance is projected to drop from 43% to 22% at the end of 2014. The District budgeted to

decrease the fund balance, but it has decreased more than originally planned

2015 Goals • Continue work on bringing the Audit Fund’s fund balance within the 25% fund balance target



74

Audit Fund con’t

Budget Detail

$(10,000)

$(5,000)

$-

$5,000

$10,000

$15,000

$20,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Contractual100.0%


75

Audit Fund con’t


Tax Receipts $11,047 $7,756 $15,200 $17,980 $17,750 $18,016Total Revenue $11,047 $7,756 $15,200 $17,980 $17,250 $17,516

Contractual $14,200 $14,100 $17,000 $16,500 $16,748 $16,999Total Expenses $14,200 $14,100 $17,000 $16,500 $16,748 $16,999

Net ($3,153) ($6,344) ($1,800) $1,480 $502 $517

Fund Balance $12,365 $6,021 $4,221 $5,701 $6,203 $6,720

87%

43%

25%35% 37% 40%

0%10%20%30%40%50%60%70%80%90%

100%


Fund Balance


76

Recreation Fund

The Recreation Fund is a special revenue fund, operating on the modified accrual basis of accounting. The Recreation Fund accounts for recreation program operations and has budgets detailed by program areas. Program fees are the leading revenue source for the Recreation Fund. For 2015 program fees are budgeted to generate $2.5 million. Property taxes, although representing a larger number than program fees, have just over $225,000 budgeted for operations, with $3.37 million allocated for debt service or transferred to the Capital Projects Fund to be used for capital projects. Personnel Staffing has been stable in the recreation fund over the last few years. The change in 2015 is due to a Facilities position being moved from Customer Service into Recreation.

2011 2012 2013 2014 2015 Recreation 10 10 7 7 8

Customer Service 4 4 4 4 3 Total 14 14 11 11 11


77

Recreation Fund con’t

Historical Analysis

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2011 2012 2013 2014 Estimate 2015 Budget

Revenue

Expense

Net


Wages27.6%

Contractual9.7%


3.2%Miscellaneous

Expense1.5%

Debt Service33.5%

Util ities1.1%


23.3%


78

Recreation Fund con’t

Budget Detail 2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 Projected 2018 Projected

Tax Receipts $1,788,033 $3,575,803 $3,524,012 $3,598,872 $3,459,855 $3,121,653 $2,958,978Rental Income $77,491 $75,608 $88,407 $97,740 $100,770 $103,894 $107,115Miscellaneous Revenue $64,777 $43,601 $56,279 $53,850 $54,658 $55,478 $56,310Sponsorship & Donations $2,940 $4,457 $8,800 $8,850 $8,983 $9,117 $9,254Program Revenue $1,817,849 $2,007,035 $2,225,062 $2,545,926 $2,624,850 $2,706,220 $2,790,113Total Revenue $3,751,090 $5,706,504 $5,902,550 $6,305,238 $6,249,115 $5,996,362 $5,921,769

Wages $1,430,674 $1,334,281 $1,398,277 $1,710,921 $1,767,381 $1,825,705 $1,885,953Contractual $621,807 $660,933 $654,253 $602,031 $611,061 $620,227 $629,531Materials and Supplies $113,763 $145,240 $161,654 $198,699 $201,679 $204,705 $207,775Miscellaneous Expense $79,428 $77,691 $88,882 $94,480 $95,897 $97,336 $98,796Debt Service $1,022,128 $1,574,075 $2,002,843 $2,076,955 $1,997,970 $1,997,971 $1,997,972Utilities $45,323 $62,265 $65,567 $92,900 $98,474 $104,382 $110,645Other Financing Uses $306,081 $1,221,806 $999,187 $1,444,114 $1,629,526 $1,448,311 $1,269,654Total Expenses $3,619,204 $5,076,291 $5,370,663 $6,220,100 $6,401,989 $6,298,637 $6,200,326

Net $131,886 $630,213 $531,887 $85,138 ($152,874) ($302,275) ($278,557)

Fund Balance $1,152,087 $1,782,296 $2,314,183 $2,399,321 $2,246,447 $1,944,172 $1,665,615

32%35%

43%39%

35%31%

27%

0%5%

10%15%20%25%30%35%40%45%50%

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 Projected 2018 Projected

Fund Balance


79

Recreation Administration

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

2014 Assessment • The District began transitioning fitness instructors to employee status and plans to have the process completed by 2015• The District has moved fitness classes into the new facilities at GRC and Ridgeland Common. Program evaluation will

continue in an effort to provide residents quality programs at the best possible locations

2015 Goals • Identify and utilize resources needed to help staff become aware of trends. Resources will include periodicals, outside

networking opportunities such as IPRA meetings, training opportunities, as well as a list of websites to be reviewed regularly

o Performance Measure: Implementation of new ways of doing business as well as new program ideas, resulting inincreased participation

o Strategic Initiative: Customer Focus• Develop a training design that can be used by staff to on-board volunteers to ensure a good experience for both the

volunteer as well as participants the volunteers may interact with during programso Performance Measure: Improved satisfaction from volunteerso Strategic Initiative: Organizational Excellence

• Develop and implement guidelines for program marketing to help maximize enrollmento Performance Measure: Marketing plans developed and implemented, resulting in increased participationo Strategic Initiative: Financial Strength


80

Recreation Administration con’t

Historical Analysis

$(1,000,000)

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net

2015 Expense Distribution Wages12.8%

Contractual0.2%


0.1%Miscellaneous

Expense2.2%

Debt Service50.3%

Util ities0.5%


33.8%


81

Recreation Administration con’t

Budget Detail 2011 2012 2013 2014 Estimated 2015 Budget

Tax Receipts $937,225 $1,788,033 $3,575,803 $3,524,012 $3,598,872Miscellaneous Revenue $59,987 $61,674 $40,430 $52,569 $50,200Sponsorship & Donations $6,519 $2,940 $4,457 $8,800 $8,850Total Revenue $1,003,731 $1,852,647 $3,620,688 $3,585,381 $3,657,922

Wages $662,881 $649,646 $489,968 $449,704 $528,716Contractual $12,297 $20,095 $3,435 $3,616 $8,400Materials and Supplies $8,075 $6,150 $8,305 $3,570 $4,645Miscellaneous Expense $41,578 $77,330 $75,645 $85,082 $91,116Debt Service $0 $1,022,128 $1,574,075 $2,002,843 $2,076,956Utilities $50,486 $15,138 $16,719 $20,831 $22,000Other Financing Uses $235,165 $268,507 $1,178,485 $950,752 $1,395,690Total Expenses $1,010,482 $2,058,994 $3,346,632 $3,516,398 $4,127,523Net ($6,750) ($206,347) $274,056 $68,983 ($469,601)


82

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

2014 Assessment • Customer service transitioned completely out of the John Hedges Admin Center in 2014. They are now headquartered at

the Gymnastics and Recreation Center and Ridgeland Common Recreation Complex • Customer service staff implemented quarterly surveys of patrons in 2014, along with additional in-person surveys using

tablets, and written survey requests within printed materials

2015 Goals • Create online registration tutorials to help assist our customers in registration efforts. Online tutorials will be screen shot

captures linked through our registration help page to YouTube video “How-to” tutorials o Performance Measure: Increase in the amount of online registrationso Strategic Initiative: Customer Focus

• Research, acquire, and implement a new residency verification tool and train staff on how to use it. This will providecustomer service staff with an additional tool and flexibility to assist new customers with registration

o Performance Measure: Implementation by end of second quarter 2015o Strategic Initiative: Customer Focus

• Communicate and launch information regarding our Universal Card declining balance option for concessions and dailyadmissions. Roll out this feature in the Spring Brochure and communicate its uses through online and in person passregistration process

o Performance Measure: Implement during second quarter 2015o Strategic Initiative: Customer Focus


83

Customer Service con’t

Historical Analysis

$(400,000)

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages82.9%

Contractual0.3%


1.9%


1.0% Other Financing

Uses13.9%


84

Customer Service con’t

Budget Detail

2011 2012 2013 2014 Estimated 2015 BudgetMiscellaneous Revenue $0 $0 $0 $0 $0Total Revenue $0 $0 $0 $0 $0

Wages $192,631 $200,371 $220,626 $266,768 $287,680Contractual $31 $677 $796 $59 $950Materials and Supplies $1,252 $954 $4,554 $6,266 $6,745Miscellaneous Expense $2,893 $2,084 $1,998 $3,764 $3,364Other Financing Uses $44,769 $37,574 $43,321 $48,435 $48,424Total Expenses $241,577 $241,659 $271,295 $325,292 $347,163Net ($241,577) ($241,659) ($271,295) ($325,292) ($347,163)


85

Facilities

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

2014 Assessment • Tablets have been purchased for each community center location. These tablets are used to acquire feedback from patrons,

and responses are being tabulated through the District’s Dashboard system • Staff developed a comprehensive schedule of fees for rental options to evaluate the District’s pricing for services compared

to competitors

2015 Goals • Add the Lindberg Park Pavilion to our rental offerings and install rental signage at all of our existing picnic shelter/patio

spaces promoting rental opportunities o Performance Measure: Successful integration and set up of rental system for our patrons and implementation of the

signage by working with the Communications and Marketing team o Strategic Initiative: Financial Strength

• Offer a series of BMX bike days at Stevenson Parko Performance Measure: Introduce a monthly BMX bike only day at the skate park and promote these days via the

program brochure, fliers, banners, the website, and email blastso Strategic Initiative: Customer Focus


86

Facilities con’t

Historical Analysis

$(300,000)

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages33.6%

Contractual34.6%


10.5%


0.0%

Util ities21.3%


87

Facilities con’t

Budget Detail

2011 2012 2013 2014 Estimated 2015 BudgetRental Income $62,948 $77,491 $75,608 $88,407 $97,740Miscellaneous Income $4,226 $3,102 $3,171 $3,710 $3,650Total Revenue $67,174 $80,593 $78,779 $92,117 $101,390

Wages $129,615 $100,231 $120,668 $100,674 $111,783Contractual $78,854 $72,950 $92,815 $105,885 $114,787Materials and Supplies $470 $344 $34,282 $28,581 $34,737Miscellaneous Expense $0 $14 $48 $36 $0Utilities $62,948 $45,323 $62,265 $65,567 $70,900Total Expenses $271,311 $218,862 $310,075 $300,743 $332,207Net ($204,137) ($138,269) ($231,296) ($208,626) ($230,817)


88

Sports and Fitness

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

2014 Assessment • New adult soccer and basketball leagues were offered in 2014• New youth t-ball leagues and basketball leagues were offered as in-house programs in 2014• A new minor league camp was offered in 2014 to serve as a feeder program for kids into full day sports camps• Two tennis professionals were hired in 2014 to offer lessons and lead summer camps

2015 Goals • Introduce an introduction to flag football league for K-5th grade, and a plan to grow the program in 2016

o Performance Measure: Enrolling a minimum of 72 youth in the programo Strategic Initiative: Financial Strength and Customer Focus

• Transition all fitness classes to a punch pass system in 2015 and market the change to reverse the declining participation trendo Performance Measure: Punch pass sales and class participationo Strategic Initiative: Customer Focus

• Transition all youth sports classes to staff lead instead of contractualo Performance Measure: Increased net income with successful programs and decreased expenseso Strategic Initiative: Financial Strength

• Offer private tennis lessons to adultso Performance Measure: Revenue and increased participation numberso Strategic Initiative: Financial Strength


89

Sports and Fitness con’t

Historical Analysis

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2011 2012 2013 2014 Estimate 2015 Budget

Revenue

Expense

Net


Wages42.8%

Contractual49.1%


8.0%


90

Sports and Fitness con’t


Program Revenue $987,290 $923,421 $974,212 $967,199 $1,096,110Total Revenue $987,290 $923,421 $974,212 $967,199 $1,096,110

Wages $213,326 $127,837 $114,795 $148,686 $271,535Contractual $367,167 $408,654 $415,876 $387,434 $311,184Materials and Supplies $25,423 $30,584 $20,437 $41,641 $50,980Total Expenses $605,916 $567,075 $551,108 $577,761 $633,699Net $381,374 $356,346 $423,104 $389,438 $462,411


91

General recreation

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

2014 Assessment • Birthday party rentals were introduced at Barrie Center, and in the fall will be offered at Stevenson Center• Volunteer hours have been tracked and posted on the District’s dashboard system• A third afterschool site has been added• Both the Circus and Counselor-In-Training programs have been reformatted

2015 Goals • Utilize data from surveys to identify new opportunities for senior and teen programming

o Performance Measure: 3% increase in active adult and teen participationo Strategic Initiative: Customer Focus

• Structure the dance program to be competitive with the community market and increase revenueo Performance Measure: Increase participation by 5%o Strategic Initiative: Financial Strength

• Evaluate and restructure afterschool offerings so they meet the varying needs of residents by allowing greater flexibility withenrollment dates

o Performance Measure: Increase participation and customer satisfactiono Strategic Initiative: Customer Focus

• Partner with Revenue Facilities to increase family participation through various program offerings including, but not limited toevenings on the ice

o Performance Measure: Increased participationo Strategic Initiative: Customer Focus

• Restructure SCAW to expand day to day operations and academic offerings to serve more participantso Performance Measure: Increased participation and revenueo Strategic Initiative: Financial Strength and Customer Focus


92

General Recreation con’t

Historical Analysis

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2011 2012 2013 2014 Estimate2015 Budget

RevenueExpenseNet


Wages 65.6%

Contractual 21.4%

Materials and Supplies 13.0%


93

General Recreation con’t


Program Revenue $830,559 $899,941 $1,032,823 $1,257,863 $1,449,816Total Revenue $830,559 $899,941 $1,032,823 $1,257,863 $1,449,816

Wages $353,140 $352,589 $388,224 $432,445 $511,208Contractual $131,834 $119,431 $148,011 $157,259 $166,709Materials and Supplies $66,618 $75,731 $77,662 $81,596 $101,592Total Expenses $551,592 $547,751 $613,897 $671,300 $779,509Net $278,967 $352,190 $418,926 $586,563 $670,308


94

Museum Fund

Description The Museum Fund is a special revenue fund, operating under the modified accrual basis of accounting.

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

2014 Assessment • The Museum Fund’s fund balance is projected to drop from 239% to 112% at the end of 2014. This drop was budgeted as a

plan to bring the fund balance ultimately down to 75% per the District’s fund balance policy

2015 Goals • Continue work on bringing the Museum Fund’s fund balance within the 75% fund balance target

o Performance Measure: Have a fund balance that is closer to 75% at the end of 2015o Strategic Initiative: Financial Strength

• Restore the second floor of Pleasant Home once it is vacatedo Performance Measure: Have the necessary improvements completed in 2015.o Strategic Imitative: Maintain Infrastructure

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

95

Museum Fund con’t

Historical Analysis

$(60,000)

$(40,000)

$(20,000)

$-

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Contractual80.5%

Util ities19.5%


96

Museum Fund con’t

Budget Detail

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 ProjectedTax Receipts $97,844 $122,717 $75,142 $78,269 $99,443 $100,935Rental Income $6,000 $6,000 $6,000 $6,000 $0 $0Sponsorship and Donations $6,749 $0 $0 $0 $0 $0Total Revenue $110,593 $128,717 $81,142 $84,269 $99,443 $90,935

Contractual $16,099 $62,391 $102,542 $85,000 $86,275 $87,569Utilities $14,369 $15,776 $19,415 $20,600 $21,836 $23,146Total Expenses $30,468 $78,167 $121,957 $105,600 $108,111 $110,715

Net $80,125 $50,549 ($40,815) ($21,331) ($8,668) ($19,781)

Fund Balance $136,267 $186,816 $146,001 $124,670 $116,002 $96,221

447%

239%

120% 118% 107% 87%

0%

100%

200%

300%

400%

500%


Fund Balance


97

Special Recreation Fund

Description The Special Recreation Fund is a special revenue fund, operating on the modified accrual basis of accounting.

The Special Recreation Fund accounts for expenditures made to the West Suburban Special Recreation Association (WSSRA) as well as implementation of the ADA Transition Plan.

WSSRA provides opportunities for people with physical and mental disabilities of all ages to participate in year round programming specifically designed to meet their individual needs. The ADA Transition Plan’s intent is to increase accessibility to the participants of the WSSRA programming. WSSRA also provides inclusion services for individuals with disabilities that wish to participate in park district programs.

2014 Assessment • The Special Recreation Fund’s fund balance is projected to increase from 24% to 26% by the end of 2014

2015 Goals • Continue work on bringing the Special Recreation Fund’s fund balance within the 25% fund balance target

o Performance Measure: Have a fund balance of 25% at the end of 2015o Strategic Initiative: Financial Strength


98

Special Recreation Fund con’t

Historical Analysis

$(200,000)

$(100,000)

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Contractual100.0%


99

Special Recreation Fund con’t

Budget Detail

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 ProjectedTax Receipts $435,573 $412,328 $432,780 $434,407 $448,923 $455,657Total Revenue $435,573 $412,328 $432,780 $434,407 $448,923 $451,657

Contractual $415,095 $525,296 $442,380 $440,014 $446,614 $453,313Total Expenses $415,095 $525,296 $442,380 $440,014 $446,614 $453,313

Net $20,478 ($112,969) ($9,600) ($5,607) $2,309 ($1,656)

Fund Balance $239,167 $126,198 $116,598 $110,991 $113,300 $111,644

58%

24% 26% 25% 25% 25%

0%

10%

20%

30%

40%

50%

60%

70%


Fund Balance


100

Revenue Facilities Fund

The Revenue Facilities Fund accounts for the operation of recreation programs that require specialized facilities. These facilities include the Ridgeland Common (ice arena, pool, athletic fields, dog park), Rehm Pool, Gymnastics and Recreation Center (opening in Fall 2013) and the Maple Park Dog. Program fees and admission charges are the only revenue source for the operations of these facilities. There is no property tax support allocated for funding the operations of these programs. However, that said, the revenue facilities do receive tax support for capital improvements and indirect expenses such as liability insurance and pension obligations.

Personnel Beginning in 2013, the Superintendent of Revenue Facilities is being paid out of the Revenue Facilities Fund instead of the Recreation Fund.

2011 2012 2013 2014 2015 Pools/Ice Arena 6 6 7 6 7

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


101

Revenue Facilities Fund con’t

Historical Analysis

$(1,000,000)

$(500,000)

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages50.8%

Contractual6.2%


9.2%


3.9%

Util ities8.6%


21.4%


102

Revenue Facilities Fund con’t

Budget Detail

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 Projected 2018 ProjectedFees and Charges $972,489 $685,435 $1,043,211 $1,169,649 $1,205,908 $1,243,291 $1,281,833Rental Income $122,754 $47,791 $177,795 $224,580 $231,542 $238,720 $246,120Miscellaneous Revenue $66,576 $77,198 $65,118 $76,519 $77,667 $78,832 $80,014Program Revenue $1,042,834 $952,776 $1,505,763 $1,922,420 $1,982,015 $2,043,458 $2,106,805Total Revenue $2,204,653 $1,763,199 $2,791,887 $3,393,168 $3,497,132 $3,604,300 $3,714,772

Wages $1,152,621 $1,005,961 $1,214,192 $1,576,297 $1,628,315 $1,682,049 $1,737,556Contractual $198,410 $237,760 $154,135 $191,261 $194,130 $197,042 $199,997Materials and Supplies $216,500 $156,348 $226,571 $284,189 $288,451 $292,778 $297,170Miscellaneous Expense $34,230 $85,311 $102,155 $122,297 $124,131 $125,993 $127,883Utilities $197,371 $121,056 $186,745 $266,858 $282,869 $299,842 $317,832Other Financing Uses $73,266 $483,627 $355,566 $662,689 $945,226 $1,134,272 $1,134,272Total Expenses $1,872,398 $2,090,061 $2,239,362 $3,103,589 $3,463,123 $3,731,975 $3,814,710

Net $332,254 ($326,862) $552,526 $289,579 $34,009 ($127,675) ($99,938)

Fund Balance $634,931 $308,069 $860,595 $1,150,173 $1,184,183 $1,056,508 $956,570

34%

15%

39% 37%34%

28%25%

0%5%

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

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 Projected 2018 Projected

Fund Balance


103

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

2014 Assessment • Four new programs were researched as new offerings for 2014, with two of the four (Aqua Zumba and Aqua Yoga) being

offered• A tracking system was implemented for the swim academy to make sure participants were placed in the correct sessions• With the reopening of Ridgeland Common Pool, staff created a comprehensive pool schedule to ensure that opportunities were

maximized at both pool locations

2015 Goals • Through marketing and value added programming, increase pool pass sales by 10%

o Performance Measure: A 10% increase in pass sales will create an additional $50,000 in revenueo Strategic Initiative: Financial Strength

• Improve the quality and simplicity of the Learn to Swim Programo Performance Measure: Determine success, quality, and satisfaction through detailed surveys to customers and staffo Strategic Initiative: Customer Focus

• Improve staff/patron safety and operational efficiency with the installation of Accutab Erosion Chlorine Feed System at RehmPool

o Performance Measure: Elimination of miscellaneous chlorine leaks, difficulty in filling wading pool chlorine tank andhazards of bringing a large tanker truck to the facility

o Strategic Initiative: Ongoing Infrastructure and Maintenance Enhancements


104

Aquatics con’t

Historical Analysis

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2011 2012 2013 2014Estimate

2015 Budget

Revenue

Expense

Net


Wages46.4%

Contractual6.6%

Materials and Supplies13.8%

Miscellaneous Expense2.0%

Util ities10.5%



105

Aquatics con’t


Fees & Charges $759,001 $802,132 $516,069 $732,611 $786,732Rentals $20,905 $15,999 $7,137 $20,510 $22,504Miscellaneous Revenue $55,089 $42,069 $62,800 $58,328 $61,388Program Revenue $80,916 $100,181 $79,056 $126,553 $145,713Total Revenue $915,911 $960,379 $665,059 $938,002 $1,016,337

Wages $452,546 $505,336 $380,530 $439,618 $450,056Contractual Services $77,783 $82,306 $93,288 $61,801 $64,247Materials and Supplies $113,358 $117,221 $78,874 $100,825 $133,758Miscellaneous Expense $11,838 $13,000 $7,838 $12,751 $19,075Utilities* $92,338 $90,730 $55,008 $82,155 $101,910Other Financing Uses $13,905 $16,498 $189,238 $110,996 $199,959Total Expenses $761,768 $825,091 $804,776 $808,147 $969,005Net $154,143 $135,289 ($139,717) $129,855 $47,332


106

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

2014 Assessment • With the opening of Ridgeland Common Ice Arena in 2014, the District also implemented a new vending system with healthy food options• The District began using the Micro Main system to document all maintenance and repairs to the new facility• For the first time, Skate and Swim camps were offered during the summer• Hockey and figure skating development camps were also offered in the summer with the new year-round ice programs• Ice programs at the new facility have been marketed to neighboring communities as well as Oak Park residents

2015 Goals • Improve ice rink member’s convenience by implementing an annual pass membership purchase/renewal period based on the month the

individual purchased their passo Performance Measure: Implement new system and conduct customer service and satisfaction surveyso Strategic Initiative: Customer Focus

• Redesign Summer Ice Rink Party Program resulting in increased participation and revenue generatedo Performance Measure: Demonstrate a significant increase in summer party bookings and increased revenueo Strategic Initiative: Customer Focus and Financial Strength

• Increase camp participation and revenue generated in camp programs by 20%o Performance Measure: Grow the number of participants in these programs and increase revenueo Strategic Initiative: Customer Focus


107

Ice Rink con’t

Historical Analysis

$(400,000)

$(200,000)

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages51.3%

Contractual7.2%


8.3%


1.6%

Util ities10.8%


20.7%


108

Ice Rink con’t


Fees & Charges $266,866 $133,062 $51,880 $169,130 $236,316Rental Income $8,355 $106,755 $40,654 $125,285 $181,076Miscellaneous Revenue $3,627 $18,550 $5,989 $1,400 $8,131Sponsorship & Donations $5,000 $0 $0 $0 $0Program Revenue $519,624 $439,788 $259,872 $600,210 $934,588Total Revenue $803,472 $698,155 $358,395 $896,025 $1,360,111

Wages $325,011 $331,776 $219,370 $345,310 $621,989Contractual Services $103,011 $109,056 $119,355 $59,303 $87,791Materials and Supplies $118,466 $79,148 $43,969 $81,876 $100,474Miscellaneous Expense $7,330 $11,053 $3,426 $11,857 $19,593Utilities* $105,972 $98,371 $50,114 $74,790 $131,048Other Financing Uses $13,905 $15,272 $158,348 $100,497 $250,592Total Expenses $673,695 $644,676 $594,582 $673,651 $1,211,487Net $129,777 $53,479 ($236,187) $222,374 $148,625


109

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

2014 Assessment • Staff continues to research new programming opportunities at the dog parks

2015 Goals • Improve Dog Park member’s convenience by implementing an annual membership purchase/renewal period based on the

month the individual purchased their pass o Performance Measure: Implement new system and conduct customer service and satisfaction surveyso Strategic Initiative: Customer Focus

• Partner with the Forest Preserve District of Cook County to offer Oak Park residents a combination Dog Park Pass for the ParkDistrict Dog Parks and Miller’s Meadow Dog Grove

o Performance Measure: Develop a combination pass that will feature a discounted rate on a pass for Oak Park residentsvalid for both Park District and Cook County Dog Grove facilities

o Strategic Initiative: Customer Focus


110

Dog Park con’t

Historical Analysis

$(15,000)

$(10,000)

$(5,000)

$-

$5,000

$10,000

$15,000

$20,000

$25,000

2011 2012 2013 2014Estimate

2015 Budget

Revenue

Expense

Net


Wages31.2%

Contractual23.6%


45.2%


111

Dog Park con’t


Fees and Charges $18,733 $16,840 $9,428 $18,000 $15,300Total Revenue $18,733 $16,840 $9,428 $18,000 $15,300

Wages $5,566 $0 $10,593 $5,500 $3,744Contractual Services $1,276 $3,065 $5,934 $1,763 $2,838Materials & Supplies $3,898 $2,125 $1,887 $3,600 $5,423Total Expenses $10,740 $5,190 $18,414 $10,863 $12,005Net $7,993 $11,650 ($8,986) $7,137 $3,295


112

Gymnastics

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

2014 Assessment • The gymnastics program completed its first full year of operations in October 2014. Staff continues to evaluate operational

needs and looks for new programming opportunities with the additional space• Staff is still working towards a 35% cost recovery goal• Two new spring programs were offered: Flippin’ Fiesta for Flip Flops, and a one day spring break camp

2015 Goals • Develop and offer a minimum of two single day programs at the GRC

o Performance Measure: Market, register and hold programs in 2015 as well as survey participants to evaluate worthand demand for the same programs in the future

o Strategic Initiative: Customer Focus• Improve the second level rail at the GRC by raising the height four to six inches

o Performance Measure: Make alterations to the rail, using a qualified metal/fence fabricator, that fits the original raildesign

o Strategic Initiative: Ongoing Infrastructure and Maintenance Enhancements• Research furniture concepts, order and install for customer viewing and waiting areas on both floors at the GRC

o Performance Measure: Research, purchase, and installo Strategic Initiative: Customer Focus


113

Gymnastics con’t

Historical Analysis

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

2011 2012 2013 2014Estimate

2015 Budget

Revenue

Expense

Net


Wages54.9%

Contractual4.0%


4.9%


9.2%

Util ities3.7%



114

Gymnastics con’t


Fees and Charges $20,832 $20,454 $108,057 $123,470 $131,300Rentals $0 $0 $0 $32,000 $21,000Miscellaneous Revenue $6,621 $5,957 $8,409 $5,390 $7,000Program Revenue $489,040 $502,865 $613,847 $779,000 $842,119Total Revenue $516,493 $529,275 $730,311 $939,860 $1,001,419

Wages $321,765 $315,508 $395,465 $423,765 $500,507Contractual Services $17,792 $3,983 $19,182 $31,268 $36,385Material & Supplies $20,842 $18,006 $31,618 $40,270 $44,531Miscellaneous Expense $7,457 $10,320 $73,838 $77,547 $83,627Utilities $9,920 $8,270 $15,934 $29,800 $33,900Other Financing Uses $29,718 $41,496 $136,041 $144,073 $212,136Total Expenses $407,494 $397,583 $672,079 $746,723 $911,083Net $108,999 $131,692 $58,232 $193,138 $90,336


115

Health Insurance Fund

Description The Health Insurance Fund is an internal service fund, operating on the full accrual basis of accounting.

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

2014 assessment • The Health Insurance Fund’s fund balance is projected to increase from 17% to 21% at the end of 2014• The District has applied for the PDRMA wellness grant for 2014

2015 Goals • Continue work on bringing the Health Insurance Fund’s fund balance within the 25% fund balance target

o Performance Measure: Have a fund balance that is closer to 25% at the end of the yearo Strategic Initiative: Financial Strength

• Apply for a Wellness Grant through PDRMA in 2015o Performance Measure: Apply for the grant during 2015o Strategic Initiative: Staff excellence


116

Health Insurance Fund con’t

Historical Analysis

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Benefits97.1%


2.9%


117

Health Insurance Fund con’t

Budget Detail

2012 Actual 2013 Actual 2014 Estimated 2015 Budget 2016 Projected 2017 ProjectedTotal Revenue $0 $728,343 $829,883 $851,222 $919,320 $992,865

Total Expenses $0 $623,708 $772,815 $824,792 $889,150 $958,633

Net $0 $104,635 $57,068 $26,430 $30,169 $34,232

Fund Balance $0 $104,635 $161,703 $188,133 $218,302 $252,534

0%

17%

21%23%

25%26%

0%

5%

10%

15%

20%

25%

30%


Fund Balance


118

Capital Projects Fund

Description The Capital Projects Fund accounts for purchases and construction expenditures related to the acquisition and improvement of major capital facilities and equipment. Every year the Capital Improvement Plan (CIP) is updated projecting capital costs for the next 5 years. In 2014 the CIP was updated, and projects included in the 2015 budget contain previously allocated projects.

The proposed budget includes almost $6.4 million in expenditures. Capital improvements continue to be processed and implemented throughout the district, as highlighted below:

• A multi-purpose environmental learning center, discovery garden, and other building improvements at Austin Gardens• Improvements to the comfort station, playground, ball field and walking paths at Maple Park• Master Plan improvements to the Garfield entrance at the Oak Park Conservatory as well as the East Garden if a PARC Grant is

awarded• Improved ADA entries, roof repairs, and if a PARC Grant is received a new splash pad at Rehm Pool• Synthetic turf, sports lighting, and an ADA entrance at Stevenson Park & Center

Per capita spending for capital improvements can be a useful tool to compare the investment being made in the capital infrastructure of the District to other park districts. The following chart shows the district’s per capita spending from the Capital Projects Fund for 2011-2016.

2012 2013 2014 Estimated 2015 Budgeted 2016 Projected 2017 ProjectedCapital Project Expense $6,184,444 $18,973,514 $11,914,491 $6,376,000 $1,705,000 $1,430,000

Per Capita Amount $120 $367 $231 $123 $33 $28


119

2014 Assessment • The Lakota Group has been contracted for an update to the District’s Comprehensive Master Plan• The Ridgeland Common Recreation Complex renovation was successfully completed• Renovations begin at the John L. Hedges Admin and Buildings and Grounds Center in the fall• Master Plan improvements were completed at Lindberg Park, for which the District received an OSLAD grant• The Cheney Greenhouse renovation was successfully completed

2015 Goals • Complete capital projects in accordance with the 2015-2019 CIP

o Performance Measure: Have all projects completed or in process at the end of 2015o Strategic Initiative: Financial Strength

• Update the Strategic Plan (2016-2018) based on the recommendations of the Comprehensive Master Plano Performance Measure: Update in 2015o Strategic Initiative: Organizational Excellence


120

Capital Projects Fund con’t

Historical Analysis

($15,000,000)

($10,000,000)

($5,000,000)

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net




121

Capital Projects Fund con’t


Intergovernmental $400,000 $1,713,267 $630,000 $896,000 $350,000 $150,000Miscellaneous Revenue $32,922 $251,827 $49,699 $5,000 $5,000 $5,000Donations $25,250 $29,000 $0 $200,000 $0 $0Property Tax Contribution $1,812,397 $1,095,944 $699,716 $796,688 $855,183 $910,021Bond Issue $10,265,544 $9,995,000 $0 $0 $0 $0Operating Funds' Transfers $495,000 $562,500 $465,000 $1,200,000 $485,000 $500,000Total Revenue $13,031,113 $13,647,538 $1,844,415 $3,097,688 $1,695,183 $1,565,021

Debt Service $162,646 $76,485 $0 $0 $0 $0Property Acquisition $36,150 $19,882 $200,000 $200,000 $400,000 $200,000Nonsite Specific $85,155 $220,000 $237,777 $85,000 $50,000 $50,000Vehicle/Equipment/Tech $135,906 $430,102 $265,000 $100,000 $60,000 $90,000Park/Master Improvements $2,877,550 $1,478,034 $2,725,000 $3,331,000 $1,195,000 $1,090,000RC (2011,12,13 Bonds) $1,841,981 $12,799,978 $7,343,349 $0 $0 $0BG/Admin (2013 Bond) $0 $26,600 $1,140,000 $2,660,000 $0 $0Gymnastics (2011 Bond) $1,045,056 $3,922,433 $3,365 $0 $0 $0Total Expenses $6,184,444 $18,973,514 $11,914,491 $6,376,000 $1,705,000 $1,430,000

Net $6,846,669 ($5,325,976) ($10,070,076) ($3,278,312) ($9,817) $135,021

Fund Balance Available For Projects $19,127,592 $13,801,616 $3,731,540 $453,228 $443,411 $578,432

$19,127,592

$13,801,616

$3,731,540

$453,228 $443,411 $578,432 $0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000


Fund Balance Available For Projects


122

Cheney Mansion Fund

DESCRIPTION The Cheney Mansion Fund is a special revenue fund, operating on the modified accrual basis of accounting.

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

2014 Assessment • As of August 1, 2014 projected rental revenue is 40% higher than 2013• A community garden has been established on the north side of the property, and cared for in part by WSSRA participants. The

proceeds are being donated to the OPRF Food Pantry• A 5-year plan for necessary infrastructure/maintenance of Cheney Mansion was developed

2015 Goals • Increase Event Rental revenue by 10% over year end 2014

o Performance Measure: Analyze at end of 2015o Strategic Initiative: Financial Strength

• Work in conjunction with the recreation department to develop 3 new (1-day) programs specifically for adults or familieso Performance measure: One new program offered per season except for summero Strategic Initiative: Customer Focus

• Develop a clear plan for the north garden area. Including sustainability programs for the home gardener, farm to tableprograms. Either using recreation department/conservatory staff or developed with an outside agency

o Performance measure: Analyze success at end of "outdoor growing season"o Strategic Initiative: Customer Focus


123

Cheney Mansion Fund con’t

Historical Analysis

$(100,000)

$(50,000)

$-

$50,000

$100,000

$150,000

$200,000

$250,000

2011 2012 2013 2014Estimate

2015Budget

Revenue

Expense

Net


Wages56.8%

Contractual21.1%


9.2%

Util ities11.4%



124

Cheney Mansion Fund con’t


Fees and Charges $14,233 $17,000 $16,000 $17,000 $17,255 $17,514Rental Income $123,176 $123,731 $158,925 $174,420 $179,827 $185,402Donations $1,350 $0 $0 $0 $0 $0Other Financing Sources $2,209 $2,774 $3,000 $5,319 $3,000 $3,000Program Revenue $18,021 $15,519 $11,750 $17,784 $18,335 $18,904Total Revenues $158,989 $159,023 $189,675 $214,523 $218,417 $224,819

Wages $86,562 $85,681 $79,350 $85,760 $88,590 $91,514Contractual Service $18,155 $21,330 $28,472 $31,812 $32,289 $32,774Materials & Supplies $14,687 $17,299 $11,375 $13,870 $14,078 $14,289Miscellaneous Expense $1,151 $639 $920 $1,535 $1,558 $1,581Utilities $14,044 $16,409 $16,124 $17,200 $18,232 $19,326Other Financing Uses $0 $0 $2,400 $2,400 $2,592 $2,799Total Expenses $134,599 $141,358 $138,641 $152,577 $157,339 $162,283

Net $24,391 $17,665 $51,034 $61,946 $61,078 $62,536

Fund Balance ($151,140) ($133,477) ($82,443) ($20,497) $40,581 $103,117

-112%-94%

-59%

-13%

26%

64%

-140%-120%-100%-80%-60%-40%-20%

0%20%40%60%80%


Fund Balance


125

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

DESCRIPTION REVENUE EXPENSE NET REVENUE EXPENSE NET REVENUE EXPENSE NETCORPORATE

ADMINISTRATION $3,949,443 $1,784,555 $2,164,888 $3,996,849 $1,804,871 $2,191,978 $4,062,958 $1,852,582 $2,210,376COMMUNICATIONS 22,900 374,769 (351,869) 31,750 383,378 (351,628) 48,350 381,687 (333,337)CONSERVATORY 93,419 425,521 (332,102) 98,445 408,667 (310,222) 130,582 458,861 (328,279)BUILDINGS & GROUNDS 34,718 1,826,156 (1,791,438) 27,000 1,925,366 (1,898,366) 154,729 1,984,494 (1,829,765) TOTAL CORPORATE $4,100,480 $4,411,001 ($310,521) $4,154,044 $4,522,282 ($368,238) $4,396,619 $4,677,624 ($281,005)

IMRF $320,000 $368,850 ($48,850) $335,171 $369,300 ($34,129) $344,359 $365,000 ($20,641)LIABILITY $206,800 $315,432 ($108,632) $279,278 $242,740 $36,538 $254,149 $257,249 ($3,100)AUDIT $7,750 $16,400 ($8,650) $15,409 $17,000 ($1,591) $17,980 $16,500 $1,480

RECREATIONADMINISTRATION $3,682,047 $3,412,295 $269,752 $3,537,563 $3,587,219 ($49,656) $3,657,922 $4,127,523 ($469,601)CUSTOMER SERVICE 0 296,186 (296,186) 0 348,715 (348,715) 0 347,163 (347,163)FACILITY OPERATIONS 70,682 357,043 (286,361) 77,426 343,125 (265,699) 101,390 332,207 (230,817)SPORTS AND FITNESS 1,021,225 708,731 312,494 1,059,196 689,448 369,748 1,096,110 633,699 462,411GENERAL RECREATION 975,189 653,690 321,499 1,092,122 667,256 424,867 1,449,816 779,509 670,308 TOTAL RECREATION $5,749,143 $5,427,945 $321,198 $5,766,307 $5,635,763 $130,544 $6,305,238 $6,220,101 $85,137

MUSEUM $128,500 $185,610 ($57,110) $80,900 $91,430 ($10,530) $84,269 $105,600 ($21,331)SPECIAL RECREATION $424,000 $524,000 ($100,000) $411,600 $436,000 ($24,400) $434,407 $440,014 ($5,607)

REVENUE FACILITIESADMIN $0 $0 $0 $0 $0 $0 $0 $0 $0POOLS 754,803 778,601 (23,798) 973,108 831,569 141,540 1,016,337 969,005 47,332ICE ARENA 390,155 617,520 (227,365) 886,107 721,963 164,145 1,360,111 1,211,487 148,625DOG PARK 15,175 11,704 3,471 13,800 13,709 91 15,300 12,005 3,295GYMNASTICS 589,748 640,767 (51,019) 814,759 771,689 43,070 1,001,419 911,083 90,336 TOTAL REVENUE FACILITIES $1,749,881 $2,048,592 ($298,711) $2,687,774 $2,338,929 $348,845 $3,393,167 $3,103,579 $289,588

HEALTH INSURANCE $870,742 $763,224 $107,518 $845,969 $781,179 $64,790 $907,329 $872,179 $35,150CAPITAL PROJECTS $13,486,944 $29,607,714 ($16,120,770) $1,802,216 $19,688,155 ($17,885,939) $3,097,688 $6,376,000 ($3,278,312)CHENEY MANSION $169,699 $153,313 $16,386 $176,184 $145,955 $30,229 $214,523 $152,577 $61,946

TOTAL $27,213,939 $43,822,081 ($16,608,142) $16,554,853 $34,268,733 ($17,713,881) $19,449,728 $22,586,423 ($3,136,695)

BUDGET 2015BUDGET 2014BUDGET 2013

126

PARK DISTRICT OF OAK PARKREVENUE AND EXPENSE COMPARISON - BY SOURCE

REVENUE COMPARISON BUDGETED BUDGETED BUDGETED VARIANCE % CHANGESOURCE 2013 2014 2015 2014-2015 2014-2015

Property Taxes 8,497,755$ 8,415,170$ 8,602,494$ 187,324$ 2.23%Fees and Charges 953,702 1,231,152 1,369,583 138,431 11.24%Intergovernmental Revenue 1,950,000 775,000 1,174,729 399,729 51.58%Rentals 244,496 438,353 $547,740 109,387 24.95%Miscellaneous 173,547 196,769 $170,869 (25,900) -13.16%Donations and Sponsorship 53,000 48,430 $273,600 225,170 464.94%Other Financing Sources 12,397,251 1,859,515 $2,775,151 915,636 49.24%Program Revenue 2,944,188 3,590,463 $4,535,562 945,100 26.32% TOTAL 27,213,939$ 16,554,853$ 19,449,728$ 2,894,875$ 17.49%

EXPENSE COMPARISON BUDGETED BUDGETED BUDGETED VARIANCE % CHANGEFUNCTION 2013 2014 2015 2014-2015 2014-2015

Wages 4,657,445$ 5,028,843$ 5,778,891$ 750,048$ 14.91%Contractual Services 2,815,939 2,654,989 $2,400,437 (254,552) -9.59%Materials & Supplies 558,426 628,144 $731,467 103,323 16.45%Benefits 2,056,915 2,221,173 $1,642,179 (578,994) -26.07%Miscellaneous 453,033 399,073 $389,083 (9,990) -2.50%Debt Service 1,592,643 2,002,843 $2,076,956 74,113 3.70%Utilities 415,522 474,798 $612,956 138,158 29.10%Other Financing Uses 1,664,444 1,170,715 $2,578,457 1,407,742 120.25%Capital Projects 29,607,714 19,688,155 $6,176,000 (13,512,155) -68.63% TOTAL 43,822,081$ 34,268,733$ 22,386,426$ (11,882,307)$ -34.67%

127

2013 2014 2015 VARIANCE % TOTALDESCRIPTION BUDGET BUDGET BUDGET 2014-2015 BUDGET

CORPORATEADMINISTRATION $3,949,443 $3,996,849 $4,062,958 1.65% 20.89%COMMUNICATIONS $22,900 $31,750 $48,350 52.28% 0.25%CONSERVATORY $93,419 $98,445 $130,582 32.64% 0.67%BUILDINGS & GROUNDS $34,718 $27,000 $154,729 473.07% 0.80% TOTAL CORPORATE $4,100,480 $4,154,044 $4,396,619 5.84% 22.61%

IMRF $320,000 $335,171 $344,359 2.74% 1.77%LIABILITY INSURANCE $206,800 $279,278 $254,149 -9.00% 1.31%AUDIT $7,750 $15,409 $17,980 16.69% 0.09%

RECREATIONADMINISTRATION $3,682,047 $3,537,563 $3,657,922 3.40% 18.81%CUSTOMER SERVICE $0 $0 $0 0.00% 0.00%FACILITY OPERATIONS $70,682 $77,426 $101,390 30.95% 0.52%SPORTS AND FITNESS $1,021,225 $1,059,196 $1,096,110 3.49% 5.64%GENERAL RECREATION $975,189 $1,092,122 $1,449,816 32.75% 7.45% TOTAL RECREATION $5,749,143 $5,766,307 $6,305,238 9.35% 32.42%

MUSEUM $128,500 $80,900 $84,269 4.16% 0.43%SPECIAL RECREATION $424,000 $411,600 $434,407 5.54% 2.23%

REVENUE FACILITIESADMIN $0 $0 $0 0.00% 0.00%POOLS $754,803 $973,108 $1,016,337 4.44% 5.23%ICE ARENA $390,155 $886,107 $1,360,111 53.49% 6.99%DOG PARK $15,175 $13,800 $15,300 10.87% 0.08%GYMNASTICS $589,748 $814,759 $1,001,419 22.91% 5.15% TOTAL REVENUE FACILITIES $1,749,881 $2,687,774 $3,393,167 26.24% 17.45%

HEALTH INSURANCE FUND $870,742 $845,969 $907,329 7.25% 4.66%CAPITAL PROJECTS $13,486,944 $1,802,216 $3,097,688 71.88% 15.93%CHENEY MANSION $169,699 $176,184 $214,523 21.76% 1.10%

TOTAL $27,213,939 $16,554,853 $19,449,728 17.49% 100.00%

PARK DISTRICT OF OAK PARK

REVENUE COMPARISON - ALL FUND TYPES

128

BUDGETED PERCENT BUDGETED PERCENT BUDGETED PERCENT SOURCE 2013 OF TOTAL 2014 OF TOTAL 2015 OF TOTAL

Property Taxes 8,497,755 31.2% 8,415,170 50.8% 8,602,494 44.2%Fees and Charges 953,702 3.5% 1,231,152 7.4% 1,369,583 7.0%Intergovernmental Revenue 1,950,000 7.2% 775,000 4.7% 1,174,729 6.0%Rentals 244,496 0.9% 438,353 2.6% 547,740 2.8%Miscellaneous 173,547 0.6% 196,769 1.2% 170,869 0.9%Donations & Sponsorship 53,000 0.2% 48,430 0.3% 273,600 1.4%Other Financing Sources 12,397,251 45.6% 1,859,515 11.2% 2,775,151 14.3%Program Revenue 2,944,188 10.8% 3,590,463 21.7% 4,535,562 23.3% TOTAL 27,213,939 16,554,853 19,449,728


REVENUE - BY SOURCEFISCAL YEARS 2013, 2014, 2015

BUDGETED 2015 REVENUE BY SOURCE

Property Taxes 44.23%

Fees and Charges 7.04%

Intergovernmental Revenue 6.04% Rentals

2.82%

Miscellaneous 0.88%

Donations & Sponsorship 1.41%

Other Financing Sources 14.27%

Program Revenue 23.32%

129

2013 2014 2015 VARIANCE % TOTALDESCRIPTION BUDGET BUDGET BUDGET 2014-2015 BUDGET

CORPORATEADMINISTRATION $1,784,555 $1,804,871 $1,852,582 2.64% 8.20%COMMUNICATIONS $374,769 $383,378 $381,687 -0.44% 1.69%CONSERVATORY $425,521 $408,667 $458,861 12.28% 2.03%BUILDINGS & GROUNDS $1,826,156 $1,925,366 $1,984,494 3.07% 8.79% TOTAL CORPORATE $4,411,001 $4,522,282 $4,677,624 3.44% 20.71%

IMRF $368,850 $369,300 $365,000 -1.16% 1.62%LIABILITY INSURANCE $315,432 $242,740 $257,249 5.98% 1.14%AUDIT $16,400 $17,000 $16,500 -2.94% 0.07%

RECREATIONADMINISTRATION $3,412,295 $3,587,219 $4,127,523 15.06% 18.27%CUSTOMER SERVICE $296,186 $348,715 $347,163 -0.45% 1.54%FACILITY OPERATIONS $357,043 $343,125 $332,207 -3.18% 1.47%SPORTS AND FITNESS $708,731 $689,448 $633,699 -8.09% 2.81%GENERAL RECREATION $653,690 $667,256 $779,509 5.48% 3.45% TOTAL RECREATION $5,427,945 $5,635,763 $6,220,101 10.37% 27.54%

MUSEUM $185,610 $91,430 $105,600 15.50% 0.47%SPECIAL RECREATION $524,000 $436,000 $440,014 0.92% 1.95%

REVENUE FACILITIESADMIN $0 $0 $0 0.00% 0.00%POOLS $778,601 $831,569 $969,005 16.53% 4.29%ICE ARENA $617,520 $721,963 $1,211,487 67.80% 5.36%DOG PARK $11,704 $13,709 $12,005 -12.43% 0.05%GYMNASTICS $640,767 $771,689 $911,083 18.06% 4.03% TOTAL REVENUE FACILITIES $2,048,592 $2,338,929 $3,103,579 32.69% 13.74%

HEALTH INSURANCE $763,224 $781,179 $872,179 100.00% 3.86%CAPITAL PROJECTS $29,607,714 $19,688,155 $6,376,000 -67.62% 28.23%CHENEY MANSION $153,313 $145,955 $152,577 4.54% 0.68%

TOTAL $43,822,081 $34,268,733 $22,586,423 -34.09% 100.00%

PARK DISTRICT OF OAK PARKEXPENDITURE COMPARISON - ALL FUND TYPES

130

BUDGETED PERCENT BUDGETED PERCENT BUDGETED PERCENT SOURCE 2013 OF TOTAL 2014 OF TOTAL 2015 OF TOTAL

Wages 4,657,445 10.63% 5,028,843 14.67% 5,778,891 25.81%Contractual Services 2,815,939 6.43% 2,654,989 7.75% 2,400,437 10.72%Materials & Supplies 558,426 1.27% 628,144 1.83% 731,467 3.27%Benefits 2,056,915 4.69% 2,221,173 6.48% 1,642,179 7.34%Miscellaneous 453,033 1.03% 399,073 1.16% 389,083 1.74%Debt Service 1,592,643 3.63% 2,002,843 5.84% 2,076,956 9.28%Utilities 415,522 0.95% 474,798 1.39% 612,956 2.74%Other Financing Uses 1,664,444 3.80% 1,170,715 3.42% 2,578,457 11.52%Capital Projects 29,607,714 67.56% 19,688,155 57.45% 6,176,000 27.59%TOTAL 43,822,081 34,268,733 22,386,426


BUDGETED 2015 EXPENSE BY SOURCE

EXPENDITURES - BY SOURCEFISCAL YEARS 2013, 2014, 2015

Wages 26%

Contractual Services 11%

Materials & Supplies 3%

Benefits 7% Miscellaneous

2%

Debt Service 9%

Utilities 3%

Other Financing Uses 11%

Capital Projects 28%

131

Fund Balance Policy

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

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

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

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

132

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

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

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

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

Unrestricted Fund Balance is made up of three components:

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

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

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

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

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

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

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

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

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

improvement plan may be adjusted

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Investment Policy

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

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

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

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

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

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

2. Liquidity - The District's investment portfolio shall remain sufficiently liquid to enable the District to meet all operatingrequirements, which may be reasonably anticipated in any District fund. Maturities of investments of all funds shall not exceed two years, unless the Board of Park Commissioners approves a temporary extension of maturities, maturities of investment of Capital Funds shall not exceed three years.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Qualified Financial Institutions 1. Depositories - Demand Deposits

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Debt Management Policy

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

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

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

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

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

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Revenue Policy

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

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

Taxes

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

Fees and Charges

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

Intergovernmental Revenue

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

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Rental Income

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

Miscellaneous Revenue

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

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

Sponsorship and Donations

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

Other Financing Sources

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

Program Revenues

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

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Procurement Policy

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

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

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

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

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

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

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

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

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

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

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

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

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

purchased

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

45 $15,000.00 $1,000.00

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

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

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

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

Building Improvements

Vehicles and Tractors

Machinery & Equipment

Furniture & Fixtures

Fixed AssetLandLand Improvements

Buildings

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2015 Budget TimelineJune 24, 26, 27, 2014 Budget Goals and Trainings led by Business Operations (Finance Manager will schedule meetings/vice

versa)

July 8, 2014 Board Strategic Initiatives Retreat

July 14, 2014 Leadership Team Retreat

July 21, 2014 Business Operations to be done entering salary and benefits

July 25, 2014 Budget Goals, 2014 Assessment and Narrative due to supervisor

August 1, 2014 Budget Goals, Narrative and Assessment and New Account numbers due to Business Operations

August 4, 2014 Business Operations to be done entering utilities

August 4-7, 2014 Department and Supervisors to meet with Executive Director and Finance Director about 2014 budget goals

August 11, 2014 Business Operations to be done assembling draft narrative available on the P-drive

August 15, 2014 Staff deadline for entering budgets in MSI (Superintendents and Department Heads will have access).

August 19, 2014 All MSI changes due to Business Operations (Everyone but Business Operations locked out of MSI)

August 22, 2014 Business Operations to be done with graphs and tables for the draft budget

August 26, 2014 Business Operations done entering draft property tax levy. Calculations to be reviewed by Board Treasurer and Executive Director

August 29, 2014 Draft Budget distributed to Director and Superintendents

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September 2-12, 2014 First draft review meetings with the Executive Director, Finance Director and Department Heads

September 10, 2014 Communications to be done with review of draft narratives

September 17, 2014 Draft Budget Letter completed by Business Operations

September 17, 2014 Business Operations to be done with Revenue and Expense

September 19, 2014 Draft Budget Letter and select items Distributed to Board

September 25, 2014 Special budget working meeting with Committee of the Whole – Abstract Discussions on tax levy, wage increases, and fee increases

October 2, 2014 Preliminary Tax Levy discussed at Committee of the Whole

October 3, 2014 First draft of Budget distributed to Board Commissioners

October 9, 2014 Special budget working meeting with Committee of the Whole – Staff presentations on Budget Detail

October 17, 2014 Proposed Budget and Appropriation Ordinance available for 30 day Public Review

October 29, 2014 Publish notice of Public Hearing on Truth-in-Taxation IF REQUIRED

November 6, 2014 Truth-in-Taxation Public Hearing on Levy Ordinance (immediately prior to Committee of the Whole meeting)

November 12, 2014 Publish notice of Public Hearing on Budget and Appropriation Ordinance

November 20, 2014 Public Hearing on Budget and Appropriation Ordinance (first action of Board Meeting)

November 20, 2014 Approval of the Tax Levy and Budget and Appropriation Ordinance (Must have Quorum Present)

November 26, 2014 Tax Levy and Budget and Appropriation Ordinance to be filed with County

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December 30, 2014 Last Day to file Property Tax Levy Ordinance (Last Tuesday of December)

December 31, 2014 Final Budget Distributed to Staff

March 31, 2015 Last day to pass Budget and Appropriation Ordinance

March 31, 2015 Last day to submit Budget for GFOA Distinguished Budget Award

Bold – Board Action Required

Italics – Public Hearings and Legal deadlines

Underlined – Published Notices

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Citizen Committees: PDCC, GAC, SAC, AAC

Park Board of Commissioners

Executive Director

Conservatory Manager Director of FinanceSupt. Of Bldgs. &

GroundsHuman Resources

Manager

Cheney Mansion Operations Supervisor

Comm, Mktg & Customer Service

MGRSupt. Of

Recreation

Executive Assistant

Sponsor Coord.

Comm. & Marketing Coordinator

Web Design

Comm. & Marketing Assistant

Bldgs. & Grounds Assistant

Bldg. Maint. Superv.

Project Manager

Grounds Supervisor

Bldg. Maint. Tech

General Maint. Worker

Grounds Maint. Tech


Conserv. Grower

Conserv. Tech Project Manager

Finance Manager

Information Technology Mgr.

Payroll Clerk

Accounts Payable Clerk

Safety Coord.

HR Assistant

Gymnastics Manager

Programs & Operations Manager

Ice Show Coord.

Maint. & Operations Supervisor

Dog Park Coord.

Concession Coord.

Facility Op Coord.

Program Coordinator

Choreographers

General Maint.

Facility Specialist

PT. Summer Maint. Coord.

PT Maint. Workers

Concession Workers

Aquatic Facility Coord.

Facility Attend.

Security

Lifeguards

Skate Shop

Skate Guard

Skate Specialist Hockey SpecialistSwim Specialist

Instructors Instructors Instructors

Coach/Program Specialist

Customer Service Manager

Program Manager & Adult Athletics

Recreation Assistant Program Manager

& Special Events/Arts

Registration Coord.

Registers

Cashiers

Facility Sched. & Park Coord.

Facility Attendants

Adult League Coord.

Program Supervisor Youth

Athletics

Program Supervisor Health

& Fitness

Site Supervisor

Field Attendant

Youth Leagues & Sports Camp

Coord.

Counselors/Coaches

SCAW & Circus Staff

Class Instructors

Program Supervisor

Early Childhood

Program Supervisor Teens

Preschool/Playschool Teachers

Preschool Sports

Afterschool Program Supervisor Active

Adult/Special Interest

Camp Coord.

Site Supervisor

Counselors

Supt. Of RevenueFacilities

Instructors

Admin Assistant

PT & Seasonal Staff

PT and Seasonal Staff

Sports Field Manager


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Grant Index

Grant Facility Amount District Match

Applied Awarded

Illinois Department of Natural ResourcesMuseum Grant

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

Illinois Department of Natural Resources OSLAD Program

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


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


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

Illinois State Museum Department Grant Pleasant Home Summer Dining Porch Repair

$80,455 $80,455 2012 2013

Illinois Department of Commerce and Economic Opportunity Grant

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

Illinois Department of Natural Resources PARC Grant

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


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


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

Illinois Department of Commerce and Economic Opportunity Grant

Euclid Square Park Master Plan

$100,000 $100,000 2010 2010

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CIP Programs

2015 2016 2017 2018 2019 TotalAndersen Park & Center -

Austin Gardens 940,000 940,000 Barrie Park & Center 700,000 700,000

Carroll Park & Center - Elizabeth F. Cheney Mansion -

Dole Center - Euclid Square Park 725,000 725,000 Field Park & Center 350,000 350,000 Fox Park & Center 300,000 300,000

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

Lindberg Park - Longfellow Park & Center 300,000 440,000 740,000

Maple Park 625,000 575,000 1,200,000 Mills Park -

Oak Park Conservatory 495,000 65,000 560,000 Pleasant Home 800,000 800,000

Rehm Park 250,000 250,000 Rehm Pool 215,000 320,000 535,000

Ridgeland Common Recreation Complex - Scoville Park -

Stevenson Park & Center 1,300,000 1,300,000 Taylor Park -

Wenonah Park - Randolph Park -

Vehicles/Technology/Repairs/Nonsite 50,000 60,000 90,000 260,000 105,000 565,000

ADA/Surveys 50,000 50,000 50,000 50,000 50,000 250,000

Reserve for Property Acquisition - 400,000 200,000 200,000 200,000 1,000,000

Project Costs 3,675,000$ 1,705,000$ 1,430,000$ 1,750,000$ 1,655,000$ 10,215,000$

Debt Service 2,000,519 1,997,969 2,000,194 2,002,119 1,998,744 9,999,545

Total CIP Costs 5,675,519 3,702,969 3,430,194 3,752,119 3,653,744 20,214,545

2015-2019 Capital Improvement Plan by Park

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Glossary

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

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

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

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

Asset – Resources owned or held which have monetary value.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Interfund Transfers - The movement of monies between funds.

ISI – Ice Staking Institute.

Levy - The imposition of taxes for various governmental services.

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

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

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

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

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Municipal Software Inc. (MSI) – The financial software used by the Park District of Oak Park.

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

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

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

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

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

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

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

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

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

Policy - A plan or course of action.

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

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

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

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

Revenue - Sources of income financing our operations.

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

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

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

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

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

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

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

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

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

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

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pdop · park district of oak park annual budget january 1st 2015 – december 31st 2015 board of...

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