Elmhurst Park District Documents April 10

Agenda #9a (1)
E L M H U R S T P A R K D I S T R I C T
B O A R D O F P A R K C O M M I S S I O N E R S
M E M O R A N D U M
DATE: April 10, 2017
TO: Board of Park Commissioners
FROM: James W. Rogers, Executive Director

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

TIME: 7:00PM
LOCATION: Park District Administration Office
INVITEES: Elmhurst Park District Board of Commissioners
Jim Rogers, Elmhurst Park District (EPD)
Laura Guttman, Elmhurst Park District (EPD)
Cassandra Rice, The Lakota Group
Neelay Bhatt, PROS Consulting, Inc.
RE: Strategic Planning Board Meeting #2
ITEMS TO BE DISCUSSED:
1. Review and Discussion of Staff Values, Vision and Mission
2. Confirm Overall EPD Values, Vision and Mission Statements
3. Review Strategic Priorities (from staff work session)
4. Board Feedback / Approval on Strategic Priorities and Next Steps
MEMORANDUM
TO: Elmhurst Park District Board of Commissioners

FROM: Cassandra Rice, The Lakota Group
CC: Jim Rogers, Elmhurst Park District
Laura Guttman, Elmhurst Park District
Siraj Asfahani, The Lakota Group
Valerie Poulos, The Lakota Group
RE: Vision 2020 Strategic Planning Summary
The following memo summarizes the process and findings of the Strategic Planning process to date. The chart
below outlines the steps in this process.
2/13 3/22 4/10

11/15- Board 2/22 Vision2020 Board
12/2 Workshop Vision2020 Workgroup Meeting #2
Org #1 / Workgroup Workshop / Strategic
Culture Overview / Workshop #2 / Action Action
Survey Values #1 / Values Plan Plan
2/9 2/22 3/14, 3/18, 3/22-4/3

Executive All Full- 3/22 Part-Time
Staff Time Staff Part-Time Staff
Workshop Workshop Staff Online
/ SWOT / Values Workshops Survey /
Analysis / Values Values
ORGANIZATIONAL CULTURE SURVEY
Evaluating the organizational culture allows for better understanding of how well an organization functions. By
understanding the culture of the organization, it is easier to build, maintain, and/or implement change within the
organization. A strong knowledge of employees needs and concerns will aide in the professional development of
individual staff and improve the overall resiliency and agility of the organization. One hundred and seventy (170)
staff members participated in this survey, which provides a snapshot of current employee opinion regarding the
organizational culture at a point in time. These surveys were conducted from November through early-December
of 2016. The seven Criteria Categories reviewed include:
1. Leadership
2. Strategic Planning
3. Customer and Market Focus
4. Measurement, Analysis, and Knowledge Management
5. Workforce Focus
6. Process Management
7. Cultural Results
Employee Profile
Over half of those surveyed were part-time employees, along with
36% represented as full-time and 12% were seasonal employees of
the Park District.
Seasonal
12% Over two-thirds of employee respondents work in the recreation or
enterprise services area within the Park District. Thirteen percent
Full Time work in facilities, 10% in other areas and 9% in parks.
36% Sixty-one percent of employee respondent do not have supervisory
responsibilities while 39% of employee respondents do.
Part Time
52%
According to the survey, the Opportunities exist to improve: Categories trending positively
Districts strengths are: include:
Strategic Planning
Workforce Focus Leadership
Cultural Results
Process Management Customer and Market
Focus
Measurement, Analysis,
and Knowledge
Management
2
EXECUTIVE STAFF WORKSHOP
The purpose of the executive staff workshop was to review the results of the Community Needs Assessment,
including the statistically-valid survey, staff workshops, stakeholder interviews, and community open house #1.
During the workshop the planning team also reviewed the SWOT analysis staff put together and discuss additions
and revisions to the initial SWOT matrix. The planning team and executive staff conducted this workshop on
February 9, 2017.
Based on the workshop discussion, the following draft SWOT matrix was developed:
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Well respected in Inequitable partnerships Elmhurst Demographics Limited future tax

community (certain partnerships need (high household income revenue (tax-cap,
review) and educated community) potential property tax
freeze, comparatively low
tax rate, low CPI)
Partnerships Limited resources to Growth potential from Competition (new private
invest in major growth new residents moving into health clubs, dance
opportunities community studios, recreation
programs)
Sound, conservative Lack of profitability at Expanded partnerships Governmental mandates
financial policies, and Courts Plus and Sugar (e.g. Affordable Care Act,
goals Creek FLSA, minimum wage)
Supportive and engaged Lack of process for Strong local economy Limited grant
park board performance reporting opportunities
(i.e. structuring
databases/software for
data mining, creating and
using dashboards,
reporting and using
results)
Strong core programs Innovation (Lack of staff Current low interest rates Limited investment
with revenue growth incentives to innovate and growth (low interest
(gymnastics, rec, station, slow to implement rates)
performing arts, summer innovations (overly
camps) deliberate))
Depth of the offerings Lack of interest and Large sponsorship $ Mistrust in government,
compared to size of options for active adult (naming rights) i.e., State of IL
community and nature and
environmental
programming
Clean and safe parks and Aging infrastructure Non-traditional revenue Lack of engagement with
facilities opportunities the outdoors (tech-based
culture)
Committed to Lack of indoor recreation New indoor space/facility Proliferation of social
preservation of open facilities (e.g. sports, programming) media
space
Solid system servers Span of control for some Performing arts center to Land-lock community;
managers grow performing arts development pressure
offerings
3
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Brand awareness Part-time communications New senior center Difficulty with recruiting
sufficient number of
qualified part-time staff
Effective communication Playgrounds for all ages
and outreach
Experience and Invest and divest in
knowledge of staff programs based on PROS
program assessment
outcomes
Hiring process which Grow community events
results in quality staff
(skills, knowledge,
attitudes, aptitudes,
values (esp. caring,
responsive))
Virtual programming
(subscription offerings,
fitness on demand)
High-level competitive
sports
Ability to offer
preschool/kindergarten
daycare
Rewilding younger
generation
Combine tech and
outdoor experiences
Virtual experiences
Non-traditional outreach
methods (App for park
district (communication,
info, reg. pool pass, etc.))
4
BOARD WORKSHOP #1
As a part of the Strategic Planning process for the Elmhurst Park District, the planning team engaged the Board
and Senior Leadership in a Strategic Planning workshop on February 13, 2017.
The workshop included:
1. Community Needs Assessment (Statistically-Valid Survey) Findings
2. Organizational Culture (Internal Staff) Malcolm Baldrige Criteria Assessment
3. Visioning Work Session
4. Determining Organizational Values
5. Reviewing Vision and Mission Statements
The intent of the workshop was to share the internal customer (staff) and external customer (community) vision
and needs for the future and allow the Board / leadership to use that information to develop the road map for the
future. The previous Strategic Plan outlined the following:
VISION: We aspire to be a customer-centered organization through innovation and sustainability
MISSION: We provide experiences for the lifetime enjoyment of people who live and play in Elmhurst
STRATEGIC PLAN AREAS:
Customer: Customer Centered
Financial: Fiscal Agility
Internal Business: Improvement through Collaboration and Innovation
Growth & Development: Continuous Improvement through an Empowered Team
Process and Findings

The Board and key leadership reviewed findings and embarked upon a breakout exercise to determine key values.
Each one was provided 5 blank sticky notes to note their values and stick them on the wall. Following this, a few
compiled and aggregated the values into overarching ones based on similarity and overlap of intent.
5
The summary values identified (in no order of priority) were:
Empathy (teamwork, value for all, excellence etc.)
Stewardship (powerful impact of nature, green, protect open space for future generations)
Safety (safety, safety, safety)
Community (collaboration, community-minded, community focused)
Customers (responsiveness, customer centric, people matter)
Fun (excitement, friendly, play-oriented)
Fiscal (fiscally responsible, agile, spend wisely)
Integrity (ethics, transparency, honesty)
ALL FULL-TIME STAFF WORKSHOP

The purpose of the all staff workshop was to review the Needs Assessment and Organizational Culture results and
facilitate a brainstorming process to develop staffs initial values. Once staff selected their initial values, the
planning team presented the Boards initial values and led a discussion to compare the results. The planning team
facilitated this workshop with 60 full-time staff on February 22, 2017.
During this meeting, staff were organized into group of 5-6 individuals. The planning team facilitated a
brainstorming workshop where they first wrote down their top 3-5 values on a sheet of paper. Once they
completed their individual brainstorming, the tables were encouraged to discuss the values that each person wrote
down, and narrow their choices down to their top three. These values were presented to the overall group,
discussed, and categorized by similarities. Finally, each staff member used stickers to vote for their top values.
Preferred values for the all-staff workshop were:
Fun Community
Integrity Excellence
6
VISION 2020 WORKGROUP WORKSHOP #1
Following the all-staff workshop, the Vision 2020 workgroup met to review the preferred values from the all-staff
meeting and the preferred values from the Board meeting. Twenty-seven full-time staff members participated in
this meeting and all departments were represented. This meeting was held on February 22, 2017.
First, the planning team led a discussion on the values identified by the Board and full-staff staff, and asked the
Vision 2020 workgroup to narrow the values down to 8-10. Once the top 10 values were identified, the planning
team wrote each value on post-it notes, one per note, for each table. Staff at each table then worked together to
eliminate values, one by one, until they were left with their top five choices. The planning team had each table
present their top five values and identify which of the original 10 values were the easiest and hardest to eliminate.
The table below outlines the results of the exercise.
Combined Values (Top 10) Overall Consensus (Top 5) Easiest to Eliminate Hardest to Eliminate
Fun Fun Safety Inclusive
Integrity Integrity Fiscal Responsibility Innovative
Customer Customer Service Excellence Collaboration

(Collaboration?)
Community Community Focused

(Inclusive included here)
Inclusive Innovative?
Innovative
Excellence
Collaboration
Safety
Fiscal Responsibility
7
PART-TIME STAFF WORKSHOPS & ONLINE SURVEY
The planning team facilitated a series of three part-time staff workshops on March 14th, 18th, and 22nd. The purpose
of these workshops was to dig deeper into the results of the organizational culture survey, specifically, the results
of three questions that received low marks from part-time staff. In addition to the three in-person workshops held
at Courts Plus and The Hub, staff received a follow-up survey that consisted of the same four open-ended response
questions and a value ranking exercise.
In all, more than 120 staff members participated in the three in-person workshops. Another 37 staff members
participated in the online survey. Because two of the in-person workshops were schedule to coincide with already-
scheduled Courts Plus all staff meetings, most in-person workshop participants were Enterprise Services (Courts
Plus) employees. Online survey respondents came from all departments 35.1% were Recreation staff, 35.1% were
Enterprise Services staff, 24.3% were Parks & Facilities staff, and 5.4% were staff from other areas
(Administration, Finance, IT, Human Resources, and Marketing and Communications).
During the three staff workshops, the planning team presented a brief overview of the process to date, and
explained the goals for the workshop. Six overview boards that provided information and results from the
statistically-valid survey and park and facility analysis were setup throughout the room for staff to review in a self-
guided setting. In addition to the overview boards, staff had the opportunity to provide responses to four open-
ended questions:
1. What New Ideas do you have for the future?
2. How can the Park District improve Internal Communications?
3. What kind of Professional Development Opportunities would you like to see?
4. What type of Staffing or Operational Improvements would make the organizational run more smoothly?
Question 1: What New Ideas do you have for the future?
1. Expand fitness floor 8. Higher wages.
2. Food/caf. 9. Community events.
3. Dog park. 10. Nutrition classes.
4. Twitter, Instagram, blog, interactive apps 11. Training.
5. Prize incentives for most inputs. 12. Update the Preschool facilities
6. Ping-Pong in the parks (indoor-outdoor). 13. House youth sport leagues.
7. Ice skating indoor-outdoor.
8
Question 2: How can the Park District improve Internal Communications?
1. Walkie Talkie 10. Emails.
2. All staff email address 11. In person communication, no email if issues.
3. Bike messengers. 12. Send out weekly emails.
4. Survey. 13. Staff app
5. Blog. 14. No apps
6. Postcards in mailboxes to get info. 15. Yammer
7. Community (aka the workers) pizza 16. Wi-Fi for sites.
gathering once a month
17. Recreation station needs computer of iPad
8. All staff message board. email easier for parents.
9. Text messages.
Question 3: What kind of Professional Development Opportunities would you like to see?
1. Interactive meetings that engage 8. Fitness education programs.
employees allow them to discuss common
9. Special interest groups for staff to join/lead.
problems and brainstorm different ideas
and solutions with co-workers, especially 10. More classes on areas of expertise.
others that have different schedules.
11. Resume building help
2. Bigger and better facility.
12. Software system tutorials. (software that
3. Continued education reimbursement. relates to Sugar Creek system)
4. Training incentives (Reduced or money to 13. As an instructor, it would be nice to provide
use for continued certification). an annual amount of money to instructors
for them to use towards training classed to
5. Internet (Promoting within the entre park
keep their licenses.
district).
14. I'd love a seminar on how to market
6. More fitness trainings on site.
recreation skills in a resume, cover letter, or
7. Insurance offered to part-time employee. interview.
Question 4: What type of Staffing or Operational Improvements would make the organizational run more
smoothly?
1. Proper staffed departments. 9. Increase hourly wages
2. Increased full time staffing. Create more 10. It would be nice to get to know other people
jobs. from different departments.
3. Higher pay. 11. Increase the communication with what the
requirements are and how are we going to
4. 100% discount on classes & programs (etc.
achieve specific goals that are set.
kids programs).
12. Standardized protocols and decreasing the
5. Fair pay for staff that have been working a
overlap of jobs and employees.
lot of years versus brand new staff.
13. I feel the staffing is also handled very well.
6. Electronic scheduling and time keeping.
14. Pay seasonal staffing more so that they are
7. Collaborative planning to avoid things
more inclined to come back the following
getting unorganized.
summer.
8. More staff - when the ratio at rec station is
closer to 1:10 (or even above) makes it
harder to maintain the order.
In addition to the open-ended questions, part-time staff had the opportunity to vote on their top three values out of
ten presented at the meeting. The ten values presented were the result of previously Board and staff workshops.
The online survey also provided an opportunity for part-time staff to vote on their top three values. The results of
the in-person workshops and online survey are summarized below.
Values Exercise
Fiscally-Responsible
Empathy
Stewardship
Innovative
Inclusive
Integrity
Community
Fun
Collaboration
Excellence
0 20 40 60 80 100
Group 1 Group 2 Online
VISION 2020 WORKGROUP WORKSHOP #2

On March 22, 2017, the Elmhurst Park District staff (comprised of the leadership
Values (review) team and a cross section of employees across functional areas) participated in
a visioning workshop with the consultant team. The goal of the workshop was
to:
Vision (review) Review and Affirm Core Values (Staff developed v. Board
Developed)
Review and Revise (if needed) Districts Vision and Mission
Statements
Mission (review)
Discuss and Discuss Strategic Priorities (Overall and by Functional
Areas)
Identify Next steps for Board review and Tactics Development for
Strategic Priorities
3-year Strategic Plan
(tbd TODAY)
The chart to the left was the overall outline and flow of the strategic planning
process that was shared with the staff to identify overall steps in the process
Tactics and progress to date.
(PROS and staff post meeting)
In addition, in conjunction with District staff, the consulting team has developed
Functional Areas for which strategic priorities and, subsequently, tactics would
Timelines be developed. These functional areas are:
(PROS and staff post meeting)
Land and Facilities
Programs
Performance Metrics Communications (Internal and External)
Finance
Internal Operations (Employee Relations, Technology etc.)
Visioning Process
During the process, staff viewed a video by Simon Sinek and participated in a discussion on Creating a World-Class
Organization and how the District viewed itself in that context. This was followed by a review and comparison of
developed values by the Board and the Staff in their separate meetings. These were the overall values that
emerged from the process.
Values
Fun
Integrity
Customer Service Excellence
Community Focused
There was a lot of discussion on both Innovation and Collaboration was core values too, though at that point, due
to lack of true consensus, it was mutually decided to revisit this after the Board presentation.
Vision
Using the values to underpin the Districts vision statement, the team developed the following updated vision
statement.
To be nationally renowned / national leader in providing memorable parks and recreation experiences
Mission
Staff desired to further simplify the mission statement while also conveying the team culture and internal
customer focus through the mission statement. That resulted in the following statement being agreed upon.
We enhance / enrich lives and have fun doing it
With the values, vision and mission statements in front of them, each work group member was asked to write 5
District-wide strategic priorities. The list below is an aggregated list of similar strategic themes based on staff
input.
Implement sustainable revenue strategy and resource funding options
Improve existing indoor recreation space and develop new indoor facility space
Enhance employee growth and development
Provide exceptional and consistent guest experience
Balance active with passive offerings and open space
Continue to provide innovative programming to meet community needs
Key Takeaways
The following are the takeaways by functional areas based on staff feedback:
11
Land and Facilities
Improve current condition of aging facilities
Large indoor facility space
Additional opportunities for passive recreation and open space
Continue to invest and improve environment
Programs
Need quality, innovative, and customer driven recreation programs
Communications (Internal and External)

Enhance employee development and communication
Use technology to support communication and operations
Internal Operations (Employee Relations, Technology Etc.)

Intentionally investing in staff for personal and organizational growth
Develop a culture of service excellence by creating a customer service training program
Customer centered organization
Finance
Generating new revenue opportunities to improve existing offerings and meet the communitys increased
expectations
Next Steps
These priorities will be shared with the Board for feedback and approval to proceed. Staff will utilize the overall
strategic priorities and develop tactics including, but not limited to, the ones above to identify appropriate ways to
address the strategic priorities. These will be tied to specific timelines with performance metrics to ensure
accountability and define what success looks like for each of the priorities.
Appendix - Complete List of Vision 2020 Responses
Leadership development- intentionally investing in staff for personal and organizational growth
Developing key staff and the ability to keep them
Every employee needs to be equipped and on board with enriching lives and having fun doing it
Streamline HR process from hire to retire
Develop district-wide culture
Developing the internal/external community by investing in education and training
Develop a culture of service excellence by creating a customer service training program
Create opportunities for all staff to provide input and feedback
Break through barriers created by internal process
Create a culture of catching people doing the right thing
Quality, innovative, and customer drive rec programs
Consistent customer experience
Customer-centered- make decisions that benefit the customer
Customer centered organization
Improve communications
Great place to work
Modernizing technology
New and updated facilities to meet community needs
New facilities
12
Build a community center that allows us to offer innovative programming
Tennis courts- winter platform tennis courts and summer/winter tennis club
Dog Park & Update/expand/remodel or new building for seniors
Enhance facilities
Upgrade current facilities and invest in new facility that creates community feel
Take care of what we have
Facility improvements
Improve current condition of aging facilities
Utilize current facilities more efficiently
Large indoor facility that meets parks and rec. indoor and outdoor learning
Quality, equally balanced facilities (offering opportunity)
Safe, beautiful, sustainable facilities
Indoor facility space
Additional opportunities for passive recreation (i.e. Park space thats not playgrounds)
More open space (less trees)- we already have beautiful parks, need more room for activities/visiting
enjoyment (i.e. Frisbee golf, archery)
Maximize programming space
Evaluate usable space
Commitment (not choice) to environment sustainability
Continue to invest and improve environment
Resource funding
Create revenue strategy to open up resources for improvements
Generating revenue to improve facilities
New revenue to meet the communities increased expectations
Maximize resources without exceeding budget
Strengthen finances
13
Agenda #9a (2)
M E M O R A N D U M

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

Elmhurst Park District Strategic Plan
2016 Year-end Progress Report
January 1 to December 31
2016 Year-end Strategic Plan Progress Report
Executive Directors Message
I am pleased to present the Elmhurst Park Districts fourth Year-end Strategic Plan Progress
Report (SPPR). This report is staffs method of demonstrating accountability with how we are
taking action and achieving results to effectively implement your Strategic Plan. Our goal has
been to provide the Board and community a readable and understandable report that monitors
long-term strategy so the Strategic Plan remains a useful and relevant tool for future planning.
The SPPR is compiled and submitted to the Board bi-annually at mid-year and year-end, and
after Board approval, it is available on the Districts website (epd.org) for public review. The 2016
Year-end SPPR has the same format and approach as the 2015 Year-end SPPR and includes
the tracking and performance reporting of new registration and financial performance measures.
As District staff is fully engaged with the Strategic Plan, this report illustrates how your vision for
2016 was executed and will drive the last year of this Strategic Plan. It continues to evolve based
on your feedback and our ongoing implementation of the Plan. For example, due to changing
District priorities over the first three-years of the Plan, staff recommended, and the Board
approved, an updated 2016 Strategic Work Plan (SWP) on April 27, 2016 so that it continued to
be realistic for work planning and decision-making in the final two years of the Plan. By focusing
on addressing the highest priorities identified during SWP review in April, the Board can be
assured that its long-term strategy (which are the Strategic Themes and Objectives listed on the
Districts Strategy Map on page 8) is being addressed as reflected in this report.
On behalf of the staff, we appreciate your continued support and involvement in shaping the
Districts future.
Thank you,
James W. Rogers
Executive Director
2
Table of Contents
Introduction and Overview - 4
Why Do Strategic Planning? - 5

Understanding the Strategic Plan Progress Report - 5
District Strategy: What do we need to accomplish? - 6
Strategic Planning Process and Balanced Scorecard Framework - 7

Mission and Vision and District Strategy - 8
Strategic Work Plan: Initiatives and Tactics - 9
Strategic Work Plan Progress: How are we doing? - 10
Qualitative Strategic Initiative Status Reports - 11

Quantitative Performance Measures - 31
Definition of Key Terms - 47
Attachment A: 2016 Strategic Work Plan - 50
3
Introduction and Overview
4
Why do Strategic Planning?

If our Mission and Vision Statements are to have any meaning, they must be accompanied by
deliberate planning efforts to move the organization and the community toward a desired future.
This requires clearly defined goals, actionable objectives, committed leadership and effective
management. Above all, it requires managing the forces of change. Those forces include
community demographics, fiscal constraints, government mandates, economic conditions,
emerging technologies and many other influences on our operations. High performing
organizations are those that learn to anticipate and adapt to change. The best tool for
accomplishing these objectives is strategic planning.
Along with utilizing community input, multiple levels of staff were engaged in providing feedback
and developing strategy throughout the 2013-17 Strategic Planning process, which has and will
create a greater awareness and ownership of the Strategic Plan. Staff continue to be involved
in implementing the Plan to ensure that Department initiatives and budget proposals reflect the
necessary steps and resources for addressing the Boards priorities. The Board and staffs
ongoing review of the Plan sustains its integrity and relevancy over time and facilitates the
Districts responsiveness to the communitys needs as Elmhurst grows and changes.
Furthermore, for strategic planning to be effective and dynamic, District staff continually measure
and assess performance. To evaluate achievement of the Strategic Plan priorities, staff compiles
the Strategic Plan Progress Report (SPPR) to provide a snapshot of progress toward addressing
and achieving the Districts 2016 Strategic Work Plan from January 1 to December 31. This
Year-end report along with the Mid-year SPPR assist the Board and staff with a continued
evaluation of achievement of long-term strategy for decision-making, resource allocation and
work plan development. Our ultimate goal is to ensure that we are providing experiences for the
lifetime enjoyment of people who live and play in our community.
Understanding the Strategic Plan Progress Report
This SPPR provides an evaluation of the Districts year-end progress toward accomplishing the
2016 Strategic Work Plan, which is available on the Districts website and in Attachment A of
this report. This report begins with an overview of the process used in 2012 to develop the 2013-
17 Strategic Plan along with an explanation of the Balanced Scorecard Framework, the tool
utilized to define the Districts strategy. The introductory sections provide the Districts mission
and vision statements and the overall five-year strategy approved by the Board along with
overviews of the 2016 Strategic Work Plan (SWP). The main body of the report is organized by
the Strategic Themes approved by the Board and includes a qualitative status report on
addressing SWP initiatives and then an analysis of performance measure outcomes to monitor
accomplishment of this strategy. At the end of the report is a list of key terms and their definitions
to provide clarity to the Districts Strategic Plan terminology.
5
District Strategy
What Do We Need to Accomplish?
This section provides an overview of the Districts 2013-17 Strategic Plan strategy and the
2016 Strategic Work Plan for implementing this strategy.
6
Strategic Plan Process and Balanced Scorecard Framework

Since 1992, the Elmhurst Park District has committed to developing and implementing a
Strategic Plan, and in August 2012, the Board approved the Districts fifth Plan. The Plan assists
the Board and staff with anticipating future community desires and needs along with clarifying
organizational direction for decision making. Since its inception, the Board and staff have
selected and implemented projects, programs and initiatives based upon the priorities articulated
in the Plan.
To develop the Plan, the Board and staff reviewed the 2011 Customer Attitude and Interest
Survey, District long-range planning documents, performance reports and employee feedback
to gain an understanding of the current operating environment and future needs. To more
accurately define our business purpose and vision for the future, the Board and staff also
reviewed and reworded the Districts mission and vision statements.
After revising the mission and vision statements, the Board and staff participated in a workshop
to identify key organizational strengths, weaknesses, opportunities and threats and brainstormed
the key focus areas for the next three to five years. These key focus areas were then built into
a foundation for the development of strategic themes based on the Balanced Scorecard, a
strategic planning and management framework used to align business operations with vision
and strategy, communicate strategy internally and externally and monitor organizational
performance against strategic objectives. It emphasizes the cause and effect relationships
among distinct yet interrelated perspectives: customer needs, financial performance, internal
support processes and organizational learning and growth.
To further define what the District must accomplish to execute its themes, the staff developed
and the Board approved strategic objectives. Based on the objectives, staff developed
initiatives (specific activities, projects and actions to be taken) with two- to five-year assigned
timelines and key performance measures to allow for ongoing tracking of progress. Furthermore,
each year, staff reviews and develops detailed action steps, or tactics, which ensure the
completion of the strategic initiatives by focusing decision making and the allocation of resources
on implementation of District strategy.
Mission, Vision, and Values
Strategic Themes
Strategic Objectives
Measurements
Strategic
Initiatives
7
Mission, Vision and District Strategy

As described on the previous page, all of the Districts Strategic Themes and Objectives are
aligned with the Districts Mission and Vision and the four Balanced Scorecard perspectives as
represented on the Strategy Map below. The Map lists the four perspectives on the left side and
the supporting Themes and Objectives adjacent to the list of perspectives. Refer to pages 11-
30 for the Districts definition of each Theme and Objective.
Mission Statement
We provide experiences for the lifetime enjoyment of people
who live and play in our community.
Vision Statement
We aspire to be a customer centered organization through innovation and sustainability.
8
Strategic Work Plan Initiatives and Tactics

Developed by staff and approved by the Board annually, the 2016 Strategic Work Plan (SWP)
in Attachment A outlines the specific broad goals (initiatives) and tasks (tactics) which will be
implemented to address District strategy. To allow for focused direction and concise tracking of
this strategy, the SWP includes all initiatives during the five-year duration of the Strategic Plan.
Since long-range strategy takes time to address, the implementation of each of the initiatives is
over a two- to three-year period unless it will occur during all five years of the Plan. Therefore,
the timing of initiatives is defined as follows: short-term (2013-15); mid-term (2014-16); long-
term (2015-17) and continuous (2013-17). To foster additional accountability, the SWP also
includes the lead staff position and/or team responsible along with the targeted deadline for
completing each tactic. The SWP format is illustrated at the bottom of this page.
Moreover, the SWP includes initiatives and tactics that relate to planning, acting and evaluating.
Planning relates to the Districts ability to plan the future and involves gathering of information
and conducting an assessment before taking action and making changes (e.g., program plan,
staffing study). While these initiatives can be challenging to measure quantitatively, they are
important because they lay the foundation for the Districts future success. Acting initiatives
relate to the Districts ability to meet desired operations and service levels. They often involve
implementing elements from the planning phase. These activities are important because they
have tremendous impact on whether tasks or projects will have successful outcomes (e.g.,
process improvements, new fee structures). Evaluating initiatives relate to the effectiveness of
both our planning and actions. These initiatives are important because they let us know whether
our planning and actions are producing the desired outcomes (e.g., gather internal customer
feedback). On pages 11-30, staff provide status reports regarding implementation of 2016 SWP.
9
Strategic Work Plan Progress

How Are We Doing?
This section provides the definition of each Strategic Theme and its related Objectives along
with a listing of the initiatives in the 2016 Strategic Work Plan (SWP). For initiatives scheduled
to begin prior to year-end 2016, staff describes the status of work completed to date and future
plans for accomplishing those initiatives. Following the status reports, staff summarize the
performance measure outcomes, which track accomplishment of District strategy.
10
Customer Centered Theme
About this Theme: Customers are defined as resident and business taxpayers, resident and
non-resident users of services, and partners. Elements of the theme include engaging customers
for long-term marketplace success through listening to the voice of the customer, building
relationships, and using customer knowledge to improve services. This customer-focused
structure puts customers needs at the center of decision making.
Objective A: Nurture Community Connections

About this Objective: The District will continue its strong orientation toward community
connections and partnership development. This will also assist in augmenting service delivery.
Important to this objective will be identifying the goals, costs, and benefits of existing and future
partnerships and to evaluate their effectiveness.
Initiative One: Create process for reviewing existing and potential partnerships according to
established criteria (mid- and long- term: 2014-17).
Year-end Status Update: In 2015, staff continued working on identifying and defining types of
District partners (e.g., affiliate groups, independent contractor, facility use, programming, etc.)
and compiling a comprehensive list of all District partnerships. Staff also researched decision
making and evaluation tools for potential and existing partnerships. In 2016, the Management
Team decided to postpone the review of these tools to 2017 to complete higher priority strategic
plan initiatives.
Initiative Two: Develop, nurture and evaluate existing affiliates and partnerships
(continuous: 2013-17).
Year-end Status Update: In 2016, the District continued nurturing and evaluating existing and
potential partnership agreements as described in other Year-end status updates in this Report,
including working with the City of Elmhurst on agreements related to its request to use of District
property for stormwater management and with District stakeholders and affiliate groups to gather
feedback for the Indoor Sports Facility Study and Vision 2020 process (to update the Districts
strategic and comprehensive plans).
11
Initiative Three: Develop and identify new opportunities based on Strategic Plan, Program
Plan and facility needs (mid- and long-term: 2014-17).
Year-end Status Update: In March 23, 2016, the Park Board approved the expenditure to hire
Conventions, Sports, and Leisure International (CSL), to conduct an Indoor Sports Facility
Market Analysis and Financial Feasibility Study (jointly with the City of Elmhurst) to assess the
viability of developing and operating an indoor sports facility with aquatics, gymnasiums, turf and
ice. Staff addressed Initiatives Three during implementation of the first phase of the Study, which
consisted of stakeholder interviews and meetings with many of the Districts affiliates and
partners, including the Elmhurst Chamber of Commerce, Elmhurst College, DuPage Convention
and Visitors Bureau, Edwards-Elmhurst Health, District 205, Immaculate Conception Schools,
and YMCA along with local baseball/softball, football, swim team, hockey, soccer, lacrosse,
volleyball and basketball groups. In total, thirty-seven (37) individuals representing twenty-two
(22) organizations and institutions attended these meetings (11 meetings overall). One of the
purposes of these meetings was to identify potential partners for indoor sport athletic facilities.
In addition, to gather additional feedback from the affiliate group stakeholders and the
community, CSL conducted a voluntary, non-scientific online survey in late-June to mid-July via
a web link, which included questions on the respondents use of these types of facilities in and
outside of Elmhurst, his/her level of interest in new indoor sports facilities in Elmhurst, and the
types of funding that he/she would support to fund this type of facility (e.g. property taxes, user
fees, and tournament rental revenue).
The results of the meetings and survey were utilized to develop the Study outcomes and were
summarized in CSLs final report. CSL presented its findings and report to the Park Board and
the Citys Development, Planning and Zoning (DPZ) Committee at the October 11, 2016 Board
meeting. The report included an overview of stakeholder/partner needs for indoor facility space
and both the Board and DPZ Committee acknowledged at the meeting the importance of
continuing discussions with potential partners to assist with determining the viability and
feasibility of a new indoor sports facility.
Objective B: Improve Customer Experience
About this Objective: An important element in operational excellence includes the ability to
improve the customer experience. Building a systems approach to service delivery will be
achieved through a cross-functional service team. This includes development of standards,
implementing District-wide service training, knowledge of customers, and measuring customer
satisfaction.
Initiative One: Create a cross-departmental team to analyze and develop a customer service
plan, including a training and measurement plan (short- and long-term: 2013-14 and 2016-
17).
12
Year-end Status Update: In 2013, staff formed a cross-departmental Customer Service Team
of ten (10) full-time employees, which met bimonthly for four months and identified key
characteristics of people and companies that provide great service, developed a customer
service vision statement (a credo to our customers) and broad-based standards of service for
all employees, and defined the next steps to improve customer service.
In the third quarter of 2013, the Customer Service Teams outcomes were shared with the
Management Team. During 2014 to 2016, other District priorities such as the implementation of
the new registration system have required staff time to be focused on training and understanding
the new system and providing customer service to system users. Therefore, further
implementation of the Customer Service initiative has been deferred. However, in 2016, staff did
survey Courts Plus members and Pool Pass holders to gather feedback and implement
improvements to enhance the customer experience at both those facilities. In 2017, staff will
also research and evaluate options and related software to gather, track and report customer
feedback on a more consistent basis.
Initiative Two: Enhance and develop technological solutions to communicate with

customers to provide greater access and communication (short-term: 2013-15). This initiative
was completed in 2015.
Objective C: Optimize Program and Facility Mix

About this Objective: The District wants to ensure the delivery of the right array of services
and programs. The right array is determined by matching customer needs, demand,
marketplace trends and District capabilities. This also includes reviewing service and facility
offerings to optimize facility space.
Initiative One: Develop a District Program Plan (short-term: 2013-15). This initiative was
completed in 2015.
Initiative Two: Develop a process to best position core services in the marketplace (mid-
term: 2014-15). This initiative was completed in 2015.
Initiative Three: Create a process for review of the external market to determine duplication,
opportunities, needs, pricing, etc. (mid-term: 2014-15). This initiative was completed in 2015.
13
Initiative Four: Optimize Current and Future Facility Space (continuous: 2013-17).
Year-end Status Update: The top priorities for addressing this initiative include stormwater
negotiations with the City, the Indoor Sports Facility Study, and Vision 2020 process to update
the comprehensive and strategic plans.
Stormwater: Significant negotiations continued with the City of Elmhurst during the first half of
2016 concerning its request to utilize multiple park properties for stormwater retention. Following
the Park Boards December 16, 2015 approval of an Intergovernmental Agreement (IGA)
allowing for the construction of a twelve (12) acre foot detention basin in York Commons with a
shutoff valve in exchange for a 72-year extension of the lease of the Citys Maintenance Facility
for use by the District, staff reviewed and refined multiple drafts of the final design plans for the
site along with the Boards subcommittee and the Districts engineering firm, V3. Following
approval of the final design plans by the District last summer, the City began construction on the
detention basin at York Commons, and it is expected to be functional in spring 2017.
Concurrently, consensus was reached regarding a plan for Golden Meadows in which the District
will deed the western portion of the site to the City for use as stormwater detention and, in
exchange, the City will compensate the District for the value of the site, to a maximum of one
and one-half times its appraised value, so that replacement property can be purchased in
accordance with Illinois Department of Natural Resources (IDNR) open space land acquisition
grant requirements. Following receipt of approval from IDNR to deed over the west portion of
the park to the City in exchange for the appraised value, the Board approved an
Intergovernmental Agreement (IGA) at the July 25, 2016 Board meeting by a unanimous vote
of 6-0 with 1 absence. Shortly thereafter, a property appraiser was sought by the District and
City to determine the value of the property per terms of the IGA.
Lastly, the Boards subcommittee reiterated the Boards position regarding the other three parks
under consideration (East End, Crestview and Wild Meadows Trace) that the Park Board is not
interested in encumbering additional open space with detention basins to provide relief for
approximately eleven (11) remaining homes that would be impacted without first discussing
alternative ideas for the sites, similar to those the City has already utilized in other locations.
Thus far, the City has not indicated an interest in having those discussions.
With the Districts responses to the Citys stormwater requests provided, and formal agreements
reached where possible, this Strategic Plan tactic has been addressed and will be part of the
Boards ongoing work plan in 2017.
Indoor Sports Facility Market Analysis and Financial Feasibility Study: As noted on page
12, on March 23, 2016, the Board approved the expenditure to hire Conventions, Sports, and
Leisure International (CSL), to conduct an Indoor Sports Facility Market Analysis and Financial
Feasibility Study jointly with the City of Elmhurst. The District and City underwent a qualifications
based selection process to select CSL as the best firm to perform the work.
The primary purpose of this study was to assess the viability of developing and operating a
potential new indoor sports facility with aquatics, gymnasium space, indoor turf and indoor ice
14
through a comprehensive market and financial analysis and feasibility study. The study involved
the following steps:
assessing market conditions that may have an impact on potential facility use and total
revenue and operational costs along with information regarding current trends for indoor
sports facilities in the area, the demographics of the area, inventory of other similar facilities,
and potential economic impact of the facility in the community.
based on the market analysis, analyzing different facility business and operating models to
assess the best fit for the market and to recommend models that provide for the highest and
best use and return on investment.
making recommendations based on this assessment regarding what facility uses would be
financially viable for the District and City to pursue.
The project was kicked-off on May 12, 2016 with CSL meeting with District and City staff to
finalize the project timeline, scope of work and data collection needs and taking a tour of the
community. On May 12 and 13, CSL also started sports facility stakeholder and staff interviews
to gather feedback on current and potential sports facility use. As noted on page 12, CSL met
with additional stakeholders in June to gain a comprehensive understanding of the local market
and potential use of an aquatic, gymnasium, turf and ice facility along with conducting a
community survey from late-June to mid-July.
To collect the data necessary for the market analysis besides the stakeholder meetings and
community survey, CSL also compiled the following:
inventoried other competitive/regional sports facilities and followed up with each one to
gather comprehensive event space information and other information the facilities were
willing to share on event activity/usage levels, rental rates and financial operations.
identified a list of comparable national facilities from each of the four different facility types
and available space, event, financial, and demographic data from each.
surveyed local, regional, state and national tournament/competition organizers among users
of each of the four different types of facilities.
The results of the market and financial feasibility analysis were utilized to develop the study
outcomes as summarized in CSLs final report. CSL presented its findings and report to the Park
Board and the Citys Development, Planning and Zoning (DPZ) Committee at the October 11,
2016 Board meeting. The report included an overview of stakeholder/partner needs for indoor
facility space and at the meeting, both Board and DPZ Committee acknowledged the demand
for increased indoor facility use and agreed that given the size of the potential capital investment
and questions over funding, further consideration was needed to move forward. The Board had
a follow-up discussion at its October 24, 2016 meeting on the next steps for determining the
viability and financial feasibility of a new facility, including surveying the level of support and
willingness to pay for a facility in the Community Needs Assessment survey and beginning
discussions with potential partners.
15
In 2017, as part of the Vision 2020 process, the outcomes of this study along with the results of
the Vision 2020 needs assessment and community needs assessment survey will be utilized to
develop long-range facility priorities for the District.
Vision 2020 Process: The Board conducted its last comprehensive planning process in 2005-
07, community survey in 2011 and strategic planning process in 2012. On June 8, 2016, the
Board approved undergoing a joint comprehensive and strategic planning process in 2016-17 to
determine District priorities for the next three to five years (named the Vision 2020 process).
Following Board approval and to conduct a qualifications based selection process, staff
developed, posted online and in a legal advertisement, and distributed a Request for Proposal
(RFP) to solicit proposals from qualified professional services firms. The District received six (6)
proposals, and after the Selection Committee met and discussed which firms satisfactorily met
the criteria outlined in the RFP, the Committee agreed that four (4) firms should continue in the
selection process. The Committee interviewed those firms on August 15 and 16, 2016 and based
on the interviews, two (2) firms stood out as offering processes and a project team that have the
experience to perform the work; possess an understanding of and could meet the goals of the
project; and will foster a high level of community, Board and staff engagement throughout the
process.
At its August 22, 2016 meeting, the Board interviewed the two staff recommended firms and
selected The Lakota Group as the preferred firm to conduct the Vision 2020 process. After staff
negotiated with the firm to reach an agreement on an appropriate fee for the project, the Board
approved the project expense at the September 12, 2016 Board meeting.
At the end of 2016, project work completed to date included the following:
Held a kick-off meeting and tour with the project team led by The Lakota Group to confirm
project goals, timelines and expectations and data collection needs;
Launched a project website (created and maintained by PROS Consulting the firm leading
the Strategic Planning portion of the process);
Submitted to the project team the requested documents and data necessary to conduct the
planning process (e.g. GIS maps, program, financial, planning, marketing documents/data,
etc.);
Held an Open House on October 19, 2016, providing the community the opportunity to learn
about the process and additional ways to be involved and provide feedback on the future of
District parks, facilities and programs (facilitated by The Lakota Group with 15 individuals
participating);
Held interviews and focus groups with individuals representing various community groups,
public organizations, educational institutions, sports groups, etc. (facilitated by The Lakota
Group; 34 individuals participated from 27 organizations);
Interviewed Park Board Commissioners (facilitated by The Lakota Group);
At October 24, 2016 Board meeting, reviewed the project milestones completed, project
timeline and draft community needs assessment survey (presented by The Lakota Group);
Conducted a community needs assessment survey (overseen by the survey firm, ETC) and
received a total 328 completed statistically valid mailed surveys, which was three (3) above
the goal of 325; 374 individuals completed the non-statistically valid survey online;
16
Distributed an anonymous Organizational Culture web survey (via PROS Consulting), which
provided full- and part-time and seasonal employees the opportunity to submit feedback on
the Districts organizational/work culture; completed by 170 employees;
Held seven full-time staff meetings and eight interviews with the management team to gather
ideas and aspirations for the next five-years (facilitated by The Lakota Group); ninety-three
percent (93%) of full-time staff were able to attend a meeting/interview and all full-time staff
were sent a follow-up questionnaire to provide the opportunity to submit additional feedback
or feedback if they could not attend a meeting;
Completed the majority of the park assessment work, including on-site visits (The Lakota
Group and Recreation Results) and all the facility assessment tours (Dewberry Architects);
and
Finished (The Lakota Group) the preliminary draft State of the Park District report, including
the District profile, Engagement Phase feedback summary and analysis of the regional and
local context.
Fiscal Agility Theme
About this Theme: This theme suggests the Districts ability to respond nimbly and quickly to
ever changing business demands, to re-prioritize agency resources to meet customer demands
for service, and the ability to take advantage of opportunities as they arise. This also requires
the District to have just-in-time financial information and results for good decision making.
Objective A: Align Resources with Community Need

About this Objective: The District will rely on statistically valid survey information and ongoing
resident feedback in deciding capital priorities. Decisions will be based on providing for the
strategic greater good of the community rather than randomly selecting tactical approaches in
response to special interests. This objective also emphasizes the importance of using
sophisticated pricing approaches based on financial targets and market demands.
Initiative One: Improve the capital project review and development process (short-term:
2013-14). This initiative was completed in 2014.
17
Initiative Two: Develop a consistent approach to the pricing of services (mid-term: 2014-
17).
Year-end Status Update: The first step towards developing a consistent approach towards the
pricing of programs/services was the development of a cost recovery/subsidy allocation strategy
which identified what services/programs to subsidize and at what level. During the program plan
and service analysis process, staff developed models for tax-supported programs and enterprise
programs based on the Districts revenue policies. Staff also researched the elasticity of pricing
and services to understand customer pricing thresholds and developed a consistent fee
structure. In 2017, staff will undergo a comprehensive review of the Districts revenue policies to
ensure that they reflect these models and fee structures.
Initiative Three: Ensure transparency by communicating ethics and values to community

and internally (continuous: 2013-17).
Year-end Status Update: Since 2013, the District has been communicating the following
information and initiatives related to the Districts ethics, values and financial policies:
Included in the 2013 Annual Report (sent to all District households) were overviews of how
tax dollars are spent and what the strategy is for using tax funds. In addition, the Report
provided an overview of every park and facility along with the 2014 proposed capital projects
and envisioned future improvements.
Featured the program plan process as a news item on the EPD website and in the e-
newsletter to stress the Districts commitment to providing programs and services that
customers value, need and contribute to the Districts future sustainability.
Dedicated additional publicity (web, e-news, etc.) to explaining and reporting on the financial
assistance program, including how changing economics have resulted in an increased
demand for assistance.
Presented to the Board an overview of the Districts ethics policies and procedures (June 11,
2014 Board meeting).
Created a Stormwater Management section on the Districts website to communicate
information and updates to our constituents about this important topic. It continues to provide
residents timely and comprehensive information on meetings, proposed sites and the
decisions reached as well as extensive background information on the issue. The District
also communicates stormwater information and status reports via news articles.
Created a Playground for Everyone section on the Districts website to communicate the
Districts vision and announce fundraising goals to the public.
Conveyed in the Districts 2014 and 2015 Annual Reports (sent to all District households),
Board and District priorities, accomplishments and financials.
Developed and presented to the Park Board (April 27, 2016) an updated communication plan
for the District and Board, including updates to website content, press release strategy, and
stormwater communications and an overview of the Explore Elmhurst initiative lead by the
City of Elmhurst.
Presented (Board President Spaeth and Executive Director Rogers), the first State of the
Park District to the community on September 29, 2016. The presentation provided a current
18
look at District projects, accomplishments and future plans, while also serving as an
introduction and overview of how the Park Board and District serve the Elmhurst community.
As part of the Vision 2020 process, the District gathered feedback on the effectiveness of
communications in the community needs assessment survey. Results illustrated that
residents two most preferred ways to receive information about the District is the program
guide and website, which aligns with the top two ways survey respondents learn about District
programs and activities.
As noted above, this initiative has been addressed and in future years, will become part of the
Marketing and Communications Departments ongoing work plan.
Objective B: Take Care of What We Have
About this Objective: The Elmhurst community expects the District to adequately care for
current assets before investing in new parks and facilities. As growth and unmet user needs are
addressed, the District will also ensure continued maintenance and investment in the existing
infrastructure. This includes identifying the operating and maintenance costs for proposed new
facilities and developing plans for replacement of existing assets.
Initiative One: Based on the priorities outlined in District planning documents, maintain the
Districts infrastructure to continue to support high quality offerings (continuous: 2013-17).
Year-end Status Update: Capital improvements enhance, expand or maintain the infrastructure
that the District needs to provide programs and services to the community and support new
growth and development. To ensure a high quality of services and amenities, infrastructure
expansion and improvements must continue as the Districts demographics change and facilities
age. The Districts 2016-25 Capital Improvement Plan (CIP) details long-range capital
improvement needs by outlining $45.21 million in infrastructure and equipment improvements
and expansions that the District plans to implement during a multi-year period and is annually
reviewed and modified as funds and priorities change.
To ensure that the Capital Plan is not merely a wish list, but rather a schedule of realistic needs
based on available funding and long-range planning documents, staff use project evaluation
criteria to effectively establish a relative priority for assessing and prioritizing projects based on
their level of immediacy, impact and necessity. This prioritization process provides a consistent
and fair method for assessing projects during the capital planning process.
Therefore, to confirm that the most critical capital needs are met based on funding resources
available, staff reviewed if the highest and high priority projects (based on the capital plan criteria
rankings) proposed for 2016 were funded and completed. The 2016 Capital Budget proposed
by staff and approved by the Board did include the highest and high priority projects. At the end
of 2016, the District was accountable for taking care of the community assets by completing the
following highest and high priority projects funded in the 2016 capital budget:
19
Butterfield Park and Playground for Everyone Redevelopment;

Ben Allison Park Sled Hill Redevelopment/Construction
Courts Plus Tennis Area Lighting Replacement
Eldridge Park Court Resurfacing
Parks and Facilities Grounds Equipment Replacement
SAN (Storage Area Network) and Hosts Upgrade
Maintenance Facility Overhead Garage Door Replacement
Wagner Community Center Gymnastic Center Office
Sugar Creek Parking Lot Improvements
Crestview Recreation Building Furnace Replacement
Wagner Community Center Security Camera Replacement
Depot HVAC Replacement
Two highest/high priority projects were not completed: the Salt Creek Greenway connector
construction and The Abbey LED lighting and ceiling upgrades. For the Salt Creek Greenway
project, phase two engineering was completed; however, ongoing discussions with adjacent
property owners have caused delays for the project (it has been in the capital budget since
2013). Staff is optimistic that the work will proceed in 2017. While the engineering assessment
for future Abbey capital projects was completed (including carpeting/flooring replacement,
classroom and registration area improvements, and a restroom expansion to meet facility
demands and ADA standards), the Abbey LED lighting and ceiling upgrades were postponed
until completion of the community needs assessment survey in late 2016 and the completion of
the Vision 2020 process to update the Districts Comprehensive and Strategic Plans in June
2017. The priorities in those Plans and the community survey will drive future capital planning
and facility development, including at The Abbey so staff deferred funding this project until
completion of those Plans.
Initiative Two: Create a comprehensive asset management plan that is linked to Capital
Plan (Deferred).This initiative is deferred.
Objective C: Invest In The Future
About this Objective: The District desires to be flexible and nimble in order to take advantage
of opportunities that arise. The goal is to position the agency in its ability to meet future demand
and customer preferences. At the same time, there will be continued effort in identifying
efficiencies throughout operations, such as utility consumption.
Initiative One: Seek opportunities that will positively impact the District's finances
20
Year-end Status Update: To address this initiative, staff have focused on fundraising, exploring
new or expanding current programs and facilities/amenities which improve cost recovery, and
implementing new retention strategies. Outcomes for 2016 are as follows:
Fundraising: In 2015, staff initiated fundraising for the Playground for Everyone project in
Butterfield Park. The goal was to raise the additional funds needed to build a universal
playground ($250,000 higher than budgeted). With generous donations from numerous
community groups and individuals along with the funds raised at the February Be a Kid Again
fundraiser, the People for Elmhurst Parks (PEP) Foundation was able to contribute $150,000
toward the project. The donation was presented to the Board in June 2016, and the District
utilized an additional $100,000 from existing donations to complete the project.
Explore New or Expand Programming and Facilities/Amenities to Improve/Maintain Cost

Recovery:
Examples for the first six months of 2016 include the following:
As staff continue to refine the scheduled use of Multipurpose Room A at the Wagner
Community Center, participation in youth and preschool seasonal sports continued to grow,
along with the associated program revenue.
Dance Company participation/revenue grew, as the group added major events/competitions
to ensure participants continue to be challenged.
With the conversion of the preschool storage area at the Wagner Community Center into
Music Room 4 and the focus on improved curriculum/resources, music program
participation/revenue continued to increase.
To provide an opportunity for parents and tots to swim without older children in the pool and
at a time of day that is conducive to preschoolers schedules (pre-nap and lunch time),
aquatic staff offered a new Tot Time Open Swim at Smalley Pool on Saturday mornings from
9 a.m. to 12:00 p.m., which has been well attended with an average of 200 swimmers per
session who pay regular admission prices.
Examples for the second six months of 2016 include the following:
Refined the schedule in the Gymnastics Center to ensure the quality of programming while
also meeting the diverse needs of both the recreation and competitive classes/teams,
resulting in a considerable increase in program net income in this area.
Continued investing in the Sunbeams and Rainbows Preschool program, including
addressing aging furniture, interest center equipment and learning materials, leading to a
slightly lower net income in 2016 as compared to 2015.
Moved to a contractual provider from in-house staff run programs for Princess/Superhero
Camps, realizing a considerably higher net income in 2016.
Added new fitness and visual arts programs at the Abbey in 2016, which dramatically grew
senior program revenue.
Added value to the Courts Plus membership by offering special amenities and programs,
including serving ice water on the Fitness Floor at various times of the day and providing
21
umbrellas to use on rainy days along with hosting free presentations with Elmhurst/Edwards
Health.
Added and expanded tennis programs (e.g. Mixed Doubles Drill, Drop In Drill, High School
Tournament Group, and Beginner Private Group Lessons), realizing increased revenue in
this program area in 2016.
Began hosting Weight Watchers Meetings, a new service, resulting in $7,650 a year in new
revenue in 2016.
Offered Santas Workshop, a new special event at the Wilder Mansion, with 119 participants
and positive feedback from the attendees.
Replaced tennis court lighting with modern LED lighting to provide a better visual
environment for tennis players as well as significantly reduce costs in both electricity
consumption and staff time with reduced frequency of replacing light bulbs.
Evaluate and Improve Retention Strategies: Based on work with Atwood Consulting (the firm
hired to conduct a business assessment of Courts Plus and provide recommendations), Courts
Plus staff instituted a sales focused on-boarding system in 2015. The new system, along with
improved target marketing, resulted in a record year in 2016 for both new members and canceled
members, resulting in a decrease in net total members of 250 (versus net gain of 35 members
in 2015). However, since the average number of monthly-fee paying members improved by 2.8%
(7,513 vs 7,307), membership revenue increased by $31,542 as compared with 2015. Courts
Plus staff continues to focus on increasing new membership revenue through improved sales
performance and overall membership revenue through higher retention and creating a positive,
results driven culture with staff functioning as a committed team.
Initiative Two: Develop, implement and track cost recovery goals (mid- and long-term: 2014-
17).
Year-end Status Update: One of the outcomes of the program plan and service analysis
process was the classification of programming and services into different categories based on
community benefit levels and the determination of specific cost recovery goals (enterprise and
tax-supported), ranging from 0% to 125% for each of these categories (e.g., social and
educational, community events, beginning/intermediate skill based, special events, rentals, etc.).
The program/service categorizations have been compared to the current account structure in
the general ledger system. In many cases, general ledger accounts contain multiple programs
with varying cost recovery goals.
For the 2017 budget, staff added new general ledger accounts for program and service
categories to ensure that an account series has a single defined cost recovery goal. In addition,
staff assigned Departments an indirect cost percentage in the budget based on historical actual
Department indirect expenses to apply to programs to ensure that each are budgeted at the
appropriate cost recovery goal. The Boards 2017 Quarterly Financial Reports will report on each
Departments actual performance as compared to cost recovery goals.
22
Improvement through Collaboration and Innovation Theme
About this Theme: The Districts tenet of pursuing operational excellence will be achieved
through an inclusive and participative team-based environment. In addition, the District, rather
than make decisions based on the status quo, will rely on best practice approaches founded on
innovative techniques that result in sustainable organizational improvement.
Objective A: Create a Borderless Organization

About this Objective: Effective communication across the organization results in efficient
internal service, in support of providing excellent external service. Internal seamlessness and
ongoing communication is vitally important and requires identification of workplace barriers and
standard operating procedures to guide staff in working effectively with others.
Initiative One: Conduct methods to gather internal customer feedback and improve internal
business performance (deferred). This initiative is deferred.
Initiative Two: Evaluate and implement opportunities for employees to collaborate

Year-end Status Update: The Districts cross-departmental/functional teams are intended to

foster an exchange of ideas and the collaborative development and implementation of work
plans. A new cross-functional team was formed and met in the first half of 2016 to review the
full-time performance evaluation system (see page 30) and another was formed in the second
half of 2016 to evaluate and determine training needs. The District also has two ongoing
Employee Committees (Employee Relations and Safety) and cross-functional teams for
registration, capital planning, environmental planning (green team) and performance
management/job description review. In 2017, a cross-function team will be formed to update the
Strategic Technology Plan and for the Vision 2020 process, consisting of staff from all
Departments and levels in the organization.
Initiative Three: Evaluate and enhance communication among District employees (short-
term: 2013-15). This initiative was completed in 2015.
23
Objective B: Excellence in Innovative Operational Management

About this Objective: The District will efficiently and effectively leverage labor resources in
operations. Furthermore, the District will identify and continuously improve key processes and
work toward adopting industry best practices.
Initiative One: Complete a work analysis/staffing review to determine the best allocation of
labor dollars (mid- and long-term: 2014-17).
Year-end Status Update:
Staffing Study: To conduct an objective and comprehensive analysis of the appropriate level
of staffing and departmental organizational structure to utilize resources in the most effective
manner, staff hired a professional services firm with expertise in completing these types of
studies. The District selected the firm by utilizing a qualifications based selection process in June
2014 and chose Matrix Consulting Group based on their qualifications and experience with
government operations and their professional and analytical approach tailored to address issues
specific to the District. In August 2014, the Board approved the expenditure of $37,000 for Matrix
Consulting Group to complete the analysis of full- and part-time staffing.
After Board approval, the firm completed the following tasks to conduct the analysis (from July
2014 to June 2015):
collected the Districts staffing and organizational data, including conducting interviews with
department managers, supervisors and front line staff, observing selected parks and
facilities, and reviewing of department workloads and budgets.
compiled the Districts draft descriptive profile, organizational structure, and job specific key
roles and responsibilities.
completed a draft diagnostic assessment of the Districts staffing, highlighting performance
targets and potential operational alternatives to current practices.
submitted the final report with recommendations and a documentation of the process.
presented the report to the Management Team and the Division Manager Human
Resources and Risk Management. At a subsequent meeting, staff preliminarily reviewed and
discussed the recommendations.
In April 2016, the Management Team and Division Manager of Human Resources and Risk
Management comprehensively assessed the feasibility, status, and follow-up necessary to
address the forty-six (46) recommendations to determine which have been accomplished,
require additional analysis or should not be pursued (if unrealistic to implement). After this
evaluation, staff determined that 33% of the recommendations had been accomplished, 33% will
not be pursued based on feasibility of implementation or due to other options being implemented
to address the recommendation and 35% require further research, analysis and discussion in
2016 based on their potential operational and financial impact.
24
At year-end, the District had implemented an additional seven (7) recommendations with only
20% (9 of 46) remaining outstanding. To date, some of the major outcomes of the study include
the following:
restructured the Marketing and Communications Department to provide improved focus on

sponsorships, event management and social media efforts;
during Vision 2020 process, conducted Organizational Culture Survey of full- and part-
time/seasonal staff;
shifted Financial Operations Supervisor position from Enterprise Services Department to
Finance and Human Resources Department to improve reporting relationship between
Finance and Courts Plus;
Began 360 Degree Leadership Training program with mid-level managers;
changed the Program Manager-Inclusion position to full-time to address the growing need
for inclusion services for the population with disabilities; and
transferred oversight of Sugar Creek Golf Course from the Executive Director to the Director
of Enterprise Services for more optimal organizational alignment;
Compensation Study: A compensation analysis was originally planned to occur with the
staffing analysis in 2014-15. However, it was cost prohibitive to complete at that time. Therefore,
staff deferred the project and the Board approved it as part of the 2016 Budget. The purpose of
this analysis is to review the Districts salary classification structures to ensure fair, equitable
and competitive wages. Staff prepared a Request for Proposal (RFP) to solicit firms to complete
the analysis, and in May 2016, advertised availability of the RFP on the Districts website and in
the Daily Herald. Utilizing a qualifications based selection process, staff reviewed proposals and
interviewed and selected the best firm to complete the Study. At the July 25, 2016 Board
meeting, staff recommended, and Board approved, the expenditure to hire GovHR, LLC of
Northbrook, Illinois.
To kick-off the project, GovHR held a meeting with Human Resources staff, followed by
employee meetings and interviews to gather more details about positions and responsibilities.
A salary survey of comparable Districts was also conducted to gage market ranges. GovHR is
compiling the data and targets completing the Study in April 2017. Staff will then review and
assess report outcomes, including any impact to the 2018 Budget and determine next steps and
timelines for implementation.
Initiative Two: Develop a dashboard of key indicators to assess and improve organizational
performance (long-term: 2015-17).
Year-end Status Update: The Management Team continues to report new Strategic Plan
performance measures so that the Board and staff can effectively monitor the achievement of
District strategy. For example, staff began tracking and reporting additional financial measures
in the 2015 Year-end Strategic Plan Progress Report and new registration and financial
measures in the 2016 Mid-year and Year-end Reports. In 2017, staff will research dashboard
software that will facilitate the reporting and tracking of strategic measures and develop metrics
25
based on the feedback and performance data developed and collected during the Vision 2020
process. For a list of the Strategic Plan performance measures, see pages 31-46.
Initiative Three: Institutionalize sustainable internal operations (continuous: 2013-16).
Year-end Status Update: In 2016, the Green Team created an action plan and assigned tasks
to members to achieve an 8% score improvement on the Illinois Park and Recreation Association
(IPRA) Environmental Report Card by the end of the year (the Districts score was 61% at the
end of 2015). The Report Card is a tool utilized by Park Districts to assess their sustainability
and environmental initiatives. At the conclusion of 2016, the Green Teams action plan and
review of 2015 scoring resulted in the District earning additional points on the Report Card that
brought the Districts total score to 70%. Some of the initiatives implemented by the Green Team
include:
Prepared and posted five Environmental Tips posters in the break rooms at all District
facilities;
Added a new recreation staff representative to Green Team;
With the Employee Relations Committee, hosted a staff park cleanup event on Earth Day at
East End Park;
Organized the installation of a Paper Retriever (paper recycling bin) in the Abbey parking lot
and a second bin at the Courts Plus parking lot;
Updated the Commitment to the Environment statement for bid documents and included it
in four bid documents;
Reviewed and updated the Environmental Guidelines for Plant Healthcare & Pest
Management and the Green Cleaner Product & Vendor List;
Implemented and managed battery, paint, aerosol, pen/marker, holiday lights, and tennis ball
recycling throughout the District;
Created and installed no idling stickers in all District vehicles, along with educating staff
about the impact of idling vehicles; and
Educated public and staff on wildlife issues through signs in parks regarding the emerald ash
borer and red-winged black birds, along with updated information on the Districts website
regarding coyotes and cicada killer wasps.
Initiative Four: Utilize and improve technology for efficiency and reporting (continuous:
2014-17).
Year-end Status Update:
Strategic Technology Plan: As technology continues to be a necessary part of conducting

business, the District places a high priority on developing and implementing a Strategic
Technology Plan (STP). A new plan is developed every three years to allow for maximum
productivity. The current plan was completed in 2014 by a cross-functional Strategic Information
Technology Committee consisting of representatives from all departments and will be updated
in 2017 by a cross-functional committee.
26
The Strategic Technology Plan initiative implemented in 2016 was the Storage Area Network
(SAN) project. Within a virtualized environment, numerous virtualized servers reside on a host
(small physical server). All the virtualized servers then access a SAN (storage area network). A
SAN connects multiple servers to a centralized pool of disk storage. The Districts current SAN
was installed in 2012 and industry trends call for replacement every 3-5 years to avoid failure.
Therefore, the Board approved replacing the current model on March 23, 2016 based on this
schedule and to also add more space for storage. All of the Districts financial software, payroll,
registration, email, file services and directory services operate using the SAN. The SAN project
was completed by April 2016 for $46,771.
Other 2016 technology improvements included the following:

renewed and updated Barracuda firewall hardware and software/security application
definitions to provide security across the infrastructure for inbound and outbound
connections;
renewed and updated link balancer hardware and application software to run balanced
internet connectivity between web site traffic and failover protection between internet
providers; and
renewed and updated mail archiver hardware and application software to offer an email
archiving solution that optimizes email storage, meets regulatory compliance and
anytime/anywhere access to old emails.
New Registration System: RecTrac, the Districts program registration system, was purchased
in February 2015. Since then, the District has installed the RecTrac and WebTrac servers,
additional hardware and software, and completed implementation, design, and preliminary
training. Courts Plus transferred the membership database in November 2015 and program
registration went live in December 2015.
As of March 2016, the District had gone through two high volume online registration dates.
During both of these dates, customers experienced long delays online in the registration
process. As a result, steps were taken to eliminate the delays and improve the softwares
performance, which included organizing the ad hoc technology committee, contracting with
Sterling Network Integration to assist with system analysis, and moving forward with the
approved Storage Area Network (SAN) project described in the previous section.
The configuration of the new SAN included increasing the number of CPU cores for RecTrac
from 8 to 24. In April 2016, after the network changes were made, the District completed load
testing of the RecTrac database with support services from Vermont Systems. Prior to the SAN
upgrade, CPU usage ranged from 40%-99%, and after the upgrade, CPU usage ranged from
3%-20%. Load testing produced only 49 minor error requests out of 19,895 total requests and
was considered successful. Summer online registration was on May 7, 2016 and as a result of
the changes, customers did not experience any online registration delays.
Vermont Systems continues to release upgraded builds to the registration software, which are
carefully reviewed prior to implementation. Vermont Systems conducted a load test to ensure
that customers did not experience difficulties during fall 2016 registration. Fall registration ran
smoothly as staff continued to monitor CPU utilization, load balancing, and bandwidth
27
consumption for inbound connections to the Rectrac server. Community confidence continues
to grow as the opening day lines for registration decrease and on-line registrations have
increased from 698 in February 2016 to 883 in February 2017. Even though this project is
completed, system performance will continue to be monitored in future years.
Continuous Improvement through an Empowered Team Theme
About this Theme: Continuous improvement is an ongoing effort to improve products, services,
and processes. These improvements will be accomplished through both Board members and
staff by providing the tools and opportunities necessary to work together as a team and make
decisions in the best interest of the District.
Objective A: Develop an Empowered Staff

About this Objective: Leadership competencies will include a participative leadership style and
team based approaches. In addition, leaders will define empowerment and provide guidelines
and boundaries for employee decision making.
Initiative One: Strengthen District training to facilitate the empowerment of staff (long-term:
2015-16).
Year-end Status Update: In June 2015, Human Resources staff asked managers and
supervisors to take an inventory of current training practices, including what types of training the
District provides new staff to prepare them for their role, what training is provided to current staff
to ensure that they are aware of current practices and procedures and how the District further
develops employee skills. Managers and supervisors were also asked to provide feedback on
additional training that they would like offered to staff.
During the second half of 2016, Human Resources staff formed a cross-functional team (with
ten (10) employees), which discussed the inventory findings, determined any deficiencies and
recommended the additional training needed to address those deficiencies. Several of the
Committees recommendations were addressed in 2016 and will continue to be implemented in
2017. For example, a training page was created on the Districts intranet site to provide a central
location for the sharing of resources, including videos and documents. In addition, staff continue
28
to videotape internal trainings so they can be captured for future use and will investigate
implementing an annual new training topic for all staff.
Initiative Two: Develop leaders (long-term: 2015-17).
Year-end Status Update: During 2015, staff completed a review of leadership training materials
to utilize John C. Maxwells 360 Leader training program. In September 2016, sixteen mid-level
supervisory staff began a six-session Lunch and Learn workshop program using John C.
Maxwells book, The 360 Degree Leader. The program illustrates to participants how to have
greater impact in the organization by utilizing the law of influence - how to lead up, lead down,
and lead across, to impact subordinates, peers, and supervisors. In 2017, the program will
conclude during the first part of the year, and a participant evaluation of the program will be
conducted to gauge its effectiveness.
Objective B: Create a Culture of Continuous Improvement

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

governance (long-term: 2015-17).
Year-end Status Update In April 2016, the Board undertook a self-evaluation process that was
facilitated by Peter Murphy of the Illinois Association of Park Districts (IAPD). Mr. Murphy
provided the board with several handouts including a compiled listing of board responses to a
questionnaire regarding commissioner responsibilities and a recommended reading list geared
toward leadership competencies. During the session, the board also undertook an additional
questionnaire to gain insight to any areas needing improvement. Thereafter, in May, the Board
held a follow up on the self-evaluation, which included a discussion of ways to operate more
efficiently and effectively.
In 2017, staff will develop an exit interview for outgoing Board members to effectively transfer
knowledge to current and new members. This questionnaire will be utilized for the first time with
Commissioner Pelosi at the end of his term.
Initiative Two: Formalize a process for management of organizational knowledge

(Deferred). This initiative is deferred.
29
Objective C: Foster a Culture of Innovation
About this Objective: Innovation requires a work culture that embraces change and is
supported by encouraging staff to try new processes and services. Alignment exists between
agency systems such as recruitment, hiring, reward and recognition, and performance feedback
in support of adopting innovation. Changes in programs and services result from knowledge of
industry trends and future customer requirements.
Initiative One: Research industry trends and identify ways of integrating new ideas into
programs, facilities and services (long-term: 2017).
Year-end Status Update: In 2016 and 2017, the data collected and the planning workshops
for the Vision 2020 process will provide District employees current national and local community
and industry trends and use of this data for planning programs, facilities and services. The
outcomes of the process and the data collected (e.g. community needs assessment survey,
national and local trend analysis, park scorecard assessments, program assessments, etc.) will
be used to continue the implementation of strategic and comprehensive plan priorities and for
annual program and facility planning to enhance staff knowledge and use of current on industry
trends and customer preferences.
Initiative Two: Establish organizational systems to promote innovation (long-term: 2016-17)
Year-end Status Update: To address this initiative of establishing organizational systems to

promote innovation, the Executive Director felt the Districts current full-time performance
management system required review. In March 2016, Human Resources staff formed a cross
functional team to evaluate the Districts full-time performance management system. Consisting
of fifteen (15) employees from all District departments, members met to discuss the Districts
current performance appraisal system and new approaches which could be considered for
implementation. To support the Committees discussions, Human Resources staff evaluated and
provided recommendations to assist with determining the best system for the District.
After much discussion, the Committee recommended and the Executive Director concurred that
the District will continue to utilize the system currently in place with a few minor adjustments.
First, instead of a District-wide pool, merit pools will be divided by department to improve
imbalances in the distribution of the pool (e.g. dissimilar job positions evaluation outcomes will
not be compared across Departments). Human Resources staff also will provide additional
training to new employees to explain the Districts system, as well as to new managers to help
them understand and effectively implement it.
To continue to address this initiative in 2017, staff will review the Districts current employee
recognition and reward program and best practices and innovations to improve the Districts
current recognition and reward system.
30
Performance Measures
Performance measurement provides data to complement decision making, improve
performance, communicate progress and foster accountability. Using the Strategic Plan Strategy
Map (see page 8), the Management Team develops measures for monitoring the impact of
implementing the Strategic Objectives. The charts on pages 32-46 illustrate the measures that
are tracked and reported semi-annually or annually in the Strategic Plan Progress Report
(SPPR) or will be tracked in future years of the Strategic Plan.
As staff continues implementation of the 2013-17 Strategic Plan, some of the performance
measures are a work in progress and will be further refined as staff determine if and when it is
feasible to begin tracking each measure, the frequency each should be tracked (semi-annually
or annually) and the availability of historical data for assessing long-term trends. Some of the
proposed measures may also change or new ones added after the completion related initiatives.
In 2016, staff started tracking new registration and financial measures based on best practices
in performance reporting and the capabilities of the new registration system (i.e., total unique
registrations, program revenue per unique participant, participation by age group and percent of
unique resident households completing a transaction). Staff continues developing and refining
performance targets for new measures to provide a snapshot of how actual performance
compares to the annual goal along with adding charts to communicate changes in performance
levels over time. In 2017, staff will also research dashboard software, which will facilitate
improved reporting and tracking of Strategic Plan measures and develop metrics based on the
feedback and performance data developed and collected during the Vision 2020 process.
Performance Reporting
For measures that are tracked on semi-annual basis (as indicated in the last column of the charts
on pages 22-46), staff provide year-end actual performance data in the performance measure
outcome tables. Staff developed the symbols below to convey how actual performance
compares to the performance target. The parenthesis after each performance category defines
the outcome range for that category. By tracking achievement of performance targets, the Board
and staff can assess the effectiveness of the current SWP toward achieving District strategy and
make adjustments to work plans and the allocation of resources to ensure the future success of
the Plan.
Significantly Above Target At Target Below Target Significantly

Above Target (0.01% to 10%) (0%) (-.01% to -10%) Below Target
(>10%) (<-10%)
31
Performance Measures by Theme
Customer Centered Theme
Timing of Reporting
Performance Lead
Performance Measure and Year to Begin
Target Department(s)
Tracking
Program Success Rate 80% or higher Semi-annually 2013 Enterprise/Recreation
Total Unique Registrants 8,800 Semi-annually 2016 Finance

Percent of Program and Pass Registrants by To be
Age Group determined Semi-annually 2016 Finance
Percent of Unique Resident Households

Completing a Transaction 50% Annually 2016 Finance
Customer Satisfaction Standards (park & To be

facility, services, membership and programs) determined Annually 2017 Marketing
Bold Text: Reporting moved to 2017 based on the timing of Vision 2020 process.
The District serves the community in many ways, many of which can be difficult to track such as
attendance at non-registered community events. In 2016, the Park District conducted a
Community Needs Assessment survey in which 88% of respondents indicated that they or a
member of their household has visited a park in the past year and 45% registered for a program.
Staff also surveyed Courts Plus members and pool pass holders to gather feedback and
implement improvements to enhance the customer experience at both those facilities and
continues to conduct participant program evaluations. In 2017, staff will assess what measures
can be added to this report to assess overall customer satisfaction and will continue to track the
customer measures in this section, which highlight the District's efforts in reaching members of
the community and participation levels.
Program Success Rate
One indicator of the Districts success with matching the right array of programs and services
to meet customer interest and demand along with marketplace trends is the success rate of
programs (total number of courses offered versus the total number of courses that ran).
Recreation Programs: As illustrated in the chart on the following page, in 2016, the recreation
program average success rate of 88.7% is above the Districts performance standard of 80.0%
and a 0.8% decrease as compared to the year-end 2015 success rate of 89.4%. Program areas
with success rates below 80.0% include: Adult Special Interest, Mind and Body, Nature and
Youth/Teen Special Interest.
32
Adult Special Interest and Mind and Body program areas traditionally have low interest levels,
with enrollments of 59 and 13 respectively. Success rates in these areas are 33% (Adult Interest)
and 25% (Mind/Body). Youth/Teen Special Interest programming is quite trendy.
Consequently, we continue to offer a variety of opportunities to meet the ever-changing interests
in this area. As a result, we experienced only 67% success rates, accommodating 546
participants.
Currently Nature programming is offered through a cooperative agreement with the Lakeview
Nature Center at the Oakbrook Terrace Park District and of the 114 programs offered to
Elmhurst, 73 programs ran (64%). Beginning in fall 2017, the Districts agreement with the
Lakeview Nature Center will be modified to mirror the Districts current agreement with the
Elmhurst Art Museum (EAM). The District will continue to feature Lakeview programs in each
seasonal brochure. However, the Oakbrook Terrace Park District will plan, implement and
manage these nature programs at the Center and as was the case with EAM, we anticipate that
fully incorporating these programs within the Nature Center will both improve program offerings
and participation in environmental programming for both communities.
Enterprise Programs: As illustrated below, in 2016, the Enterprise program average success
rate of 77.9% is slightly below the Districts performance standard of 80.0% and a 1.4% decrease
as compared to 2015 success rate. Enterprise program areas that experienced success rates
below 80.0% include fitness programs (74.4%), mind/body programs (64.1%) and Kids Plus
programs (68.9%) due to increased competition and climbing wall programs (60%) due to limited
interest. Staff are monitoring if this is a trend to determine if changes need to be made to increase
success rates.
2015 Year-end 2016 Year-end Annual

2016 Year-end
Category Program Program Performance
Performance Trend
Success Rate Success Rate Target
Significantly
Recreation Above Target
89.4% 88.7% 80.0% or above
Programs (>10%)
10.9%
Below Target
Enterprise
79.0% 77.9% 80.0% or above (-.01% to -10)
Programs
1.4%
Data Source: Class Registration System (2015) & RecTrac Registration Software (2016)
33
Total Unique Registrants
One indicator of the success of the reach and participation in program offerings is the total of
unique individuals registering for programs. Unique registrants is defined as the total number of
individuals registered for at least one recreation or enterprise services program (residents and
non-residents). Each individual is counted only once regardless of the number of programs that
individual was registered for during the measurement period. Programs from Sugar Creek were
not included in this measure along with participation in programs not requiring registration,
including events. Additionally, registration for adult sports leagues counts as one registration per
team.
For 2016, the number of unique registrants was 8,597 as compared to 8,761 in 2015 (a 1.9%
decrease) and 2.3% below the performance target. With another year of data available, staff will
assess trends for this measure in the 2017 Strategic Plan Progress Reports.
2015 Year-end 2016 Year-end Year-end

2016 Year-end
Category Total Unique Total Unique Performance
Performance Trend
Registrants Registrants Target
Below Target
Total Unique
8,761 8,597 8,800 (-.01% to -10)
Registrants
2.3%
Data Source: Class Registration System (2015) and RecTrac Registration Software (2016)
Percent of Program and Pass Registrants by Age Group
One indicator of the Districts reach in the community among the youth, adult and senior
populations is the number of unique individual District residents registered for at least one
recreation and enterprise services program or that purchased a pass divided by the number of
residents in Elmhurst in that age group as indicated by the 2010 Census data. This measure
does not include Sugar Creek programs and passes or participation in programs which do not
require registration such as community events. The chart below illustrates 2016 Year-end
percent of unique registrations by each age group. In 2017, staff will have an additional year of
data to develop a sound performance target and assess trends in performance.
2015 Year-end 2016 Year-end

Percent of Percent of Year-end
2017 Year-end
Category Unique Unique Performance
Performance Trend
Registrants by Registrants by Target
Age Group1,2 Age Group1,2
0-4 N/A 36% N/A N/A
5-9 N/A 32% N/A N/A
34
10-14 N/A 17% N/A N/A
15-19 N/A 3% N/A N/A
20-34 N/A 1% N/A N/A
35-49 N/A 2% N/A N/A
50-64 N/A 3% N/A N/A
65 & Older N/A 8% N/A N/A
Total N/A 9% N/A N/A
1Total unique participants in age category/total 2010 Elmhurst population in age category
2Removed registrants that had no birthdate (.04% of total population)
Data Source: RecTrac Registration Software and 2010 United States Census
Percent of Unique Resident Household Completing a Transaction
Another indicator of the Elmhurst household involvement in District programs and activities is
assessing the percent of unique resident households completing a transaction to register for a
program, purchase a facility pass or point of sale item, or rent a facility. This measure illustrates
the Districts reach in the community as it relates to activities and programs which require
payment and/or registration.
The measure is calculated by dividing the unique resident household accounts which have
completed a transaction processed through the Districts RecTrac software by the total number
of households in Elmhurst as indicated by census data. Each resident household account is
counted only once regardless of the number of individuals in that household or transactions
processed for that household during the measurement period. Programs from Sugar Creek were
not included in this measure along with participation in programs not requiring registration,
including events. Additionally, registration for adult sports leagues counts as one registration per
team.
As illustrated in the chart on the next page, for 2016, the percent of unique resident households
that completed a transaction was 40.8%, which is 0.3% higher than 2015 and 18.4% below the
performance target. With another year of data available, staff will assess trends for this measure
in the 2017 Year-end Strategic Plan Progress Report.
35
2015 Percent of 2016 Percent of

Unique Resident Unique Resident Year-end
2016 Year-end
Category Households Households Performance
Performance Trend
Completing a Completing a Target
Transaction Transaction
Percent of
Unique Significantly
Resident Below Target
40.7% 40.8% 50.0%
Households (<-10%)
Completing a 18.4%
Transaction
Data Source: Class Registration System (2015), RecTrac Registration Software (2016) and 2010 United States
Census
Fiscal Agility Theme

Timing of
Reporting and Lead
Performance Measure Performance Target
Year to Begin Department(s)
Tracking
Percent of Non-tax Revenue 60% or higher Annually 2013 Finance

Met Board Reserve Policy
Met Reserve Targets 1st Tier Targets Annually 2013 Finance
Met Reserve Targets 2nd Tier Met Budget Target Annually 2013 Finance
Capital Assets Condition Ratio 50% Annually 2015 Finance
Debt Service Ratio 20% Annually 2015 Finance

Fund Balance as a Percentage of
Expenditures Met Board Fund Balance Policy Annually 2017 Finance
Program Revenue Per Unique
Registrant $500 Semi-annually 2016 Finance
Percent of Profit Earned-Courts Plus 15% Annually 2017 Finance/Enterprise

Higher than the previous six-
Average Dollar of Round per Golfer year average Annually 2013 Golf Course
Cost Recovery Goals Met Cost Recovery Goals Annually 2017 Finance
Bold Text: Reporting moved to 2017 based on the timing of the Audit.
36
Staff has continued adding measures to track achievement of the Fiscal Agility theme and will
track a few new measures in 2017, including cost recover goals. In this report, staff added
performance targets for the capital assets condition ratio, debt service ratio and program
revenue per unique registrant.
Percent of Non-tax Revenue
The Board has a policy that 60% of revenue be received from other sources besides taxes.
Examples of non-tax revenue include user and membership fees, retail sales, interest income,
grants, contractual receipts, sponsorships and donations. As illustrated in the chart below, 2015
year-end revenue was a split of 42% taxes and 58% non-tax revenue, which was 3.3% below
the Board policy (due primarily to the District receiving 4% higher tax revenue than budgeted
($380,000)). In the 2016 Budget, staff projected a split of 41% tax revenue to 59% non-tax
revenue at year-end. Actual 2016 revenue was a split of 40% taxes and 60% non-tax revenue,
which meets Board policy and was due primarily to the District receiving OSLAD grant proceeds
of $400,000 and $156,190 in donation revenue for the redevelopment of Butterfield Park and
the Playground for Everyone.
Staff continue to review and implement revenue pricing strategies based on trends and market
conditions and evaluate and pursue partnership and grant opportunities to ensure that the
performance target is met in future years.
2015 Percent 2016 Percent Annual

2016
Category of Non-tax of Non-tax Performance
Performance Trend
Revenue Revenue Target
Percent of Non- At Target

58% 60% 60% or above
Tax Revenue (0%)
Data Source: Eden Financial System
Cash and Investment Targets 1st Tier
To ensure that the District remains fiscally strong in future years, the Board has a Reserve Policy
with a two-tiered level for its cash and investments for all operating funds. The first-tier target
levels are in place to ensure that the District is able to meet cash flow obligations and emergency
or unanticipated expenditures or revenue shortfalls. The policy states that the budget must
provide for cash and investments of not less than the percent of projected expenses established
for each of the major funds/departments based on their cash flow (e.g. General Fund is 35% of
expenses). As illustrated in the chart on the next page, the District exceeded its target levels in
2016 in all funds except the Sugar Creek Golf Course Fund. The percent or amount of expenses
for each fund/department that is required in the policy is in the first column, the amount of cash
and investments projected in the 2016 Budget for meeting the target is in the second column,
37
the actual level of cash and investments at year-end is in the third column and the percentage
of cash and investments above/below the target is in the fourth column.
The Sugar Creek Golf Course Fund is below its performance target due to the spending of
income to pay the debt to redevelop the clubhouse, make course improvements and purchase
and develop the driving range. In 2015 and 2016, Sugar Creek paid the full principal and interest
payments on both debt instruments without incurring any additional intergovernmental long-term
debt. Staff continue to look critically at spending and maximizing revenue through enhanced
marketing efforts, increased programs and market-driven pricing.
2016 Budget 2016 Actual Cash and

2016
Category Performance Investments 1
Performance Trend
Target 1st Tier
General Fund (35%) $1,192,362 $2,878,878 141.4%
Recreation Fund (10%) $534,469 $3,072,553 474.9%
Enterprise Services (15% & 42.4%

$2,008,795 $2,838,298
$1.2 million)
IMRF Department (50%) $183,695 $203,426 10.7%
FICA Department (50%) $185,845 $419,897 125.9%
Liability Department (10%) $24,307 $258,516 963.5%
Audit Department (50%) $25,120 $51,840 106.4%

Special Recreation 72.4%
$209,360 $360,902
Department (25%)
Museum Department (25%) $67,335 $196,553 191.9%
Sugar Creek Golf Course -91.2%

$300,000 $26,535
($300,000)
Cash and Investment Targets 2nd Tier
To ensure that the District remains fiscally strong in future years, the Board has a Reserve Policy
with a two-tiered level for its cash and investments for all operating funds. If the first tier targets
are achieved as described on the previous page, the budget must provide the surplus funds
necessary to implement the Capital Improvement Plan (current or future projects) or fund future
debt. As illustrated in the chart on the next page, the District exceeded its projected second-tier
1
Unaudited
38
levels at year-end in all funds except the IMRF, Enterprise Services and Sugar Creek Golf
Course Funds. The amount of cash and investments projected in the 2016 Budget above the
first-tier targets is in the second column, the actual level of cash and investments at year-end
above the first-tier targets is in the third column and the percentage of cash and investments
above/below the second-tier targets is in the fourth column.
The second tier cash and investment balance is 222% higher in the General Fund and 25%
lower in Enterprise Services Fund primarily due to a variance from the 2016 budgeted beginning
balance of cash and investments in both funds related to the transfer of the Sugar Creek
investment from the Enterprise Services Fund to the General Fund. In addition, projected year-
end revenue over expenses for 2016 in the General Fund is $232,613 versus $18,103 in the
2016 Budget. The IMRF second-tier target is 75.5% lower than budget also due to a variance in
the beginning of the year cash and investments due to 2015 tax receipts being lower than
projected in the budget. The Sugar Creek Golf Course Fund does not have second-tier reserves
due to the spending of income to pay the debt to redevelop the clubhouse, make course
improvements and purchase and develop the driving range. Staff continue to look critically at
spending and maximizing revenue through enhanced marketing efforts, increased programs and
market-driven pricing to build reserves.
2016 Budget
2016 Actual Cash and 2016
Category Performance
Investment 2nd Tier 2 Performance Trend
Target
General Fund $523,226 $1,686,516 222.3%
Recreation Fund $1,279,967 $2,538,084 98.3%
Enterprise Services $1,132,666 $844,503 -25.4%
IMRF Department $80,591 $19,732 -75.5%
FICA Department $163,139 $234,209 43.5%
Liability Department $215,076 $234,209 8.9%
Audit Department $24,200 $26,720 10.4%

Special Recreation 109.9%
$72,206 $151,542
Department
Museum Department $103,647 $129,218 24.7%
Sugar Creek Golf Course $0 $0 N/A
2 Unaudited
39
Capital Assets Condition Ratio
It is important to annually review capital needs in order to plan for future funding. One quantitative
barometer for assessing the need for facility and equipment upgrades is the capital asset
condition ratio. A higher ratio suggests an organization is making investments on a routine basis.
The measure specifically considers the remaining useful life of facilities and equipment based
on depreciation and is calculated by dividing the remaining value of the Districts depreciable
assets by the original value of those assets. The District does record capital assets separately
for the Governmental, Enterprise Services, and the Sugar Creek Golf Course Funds.
The Districts 2015 and 2016 capital asset condition ratios are illustrated in the chart below. In
2016, net depreciation for governmental assets was $1,610,441, for Enterprise Services assets
was $362,578 and for Sugar Creek assets was $81,212. The performance target identified for
the Capital Asset Condition Ratio is 50% set to ensure the District invests sufficient dollars to
offset the annual depreciation of the Districts assets. Both Enterprise Services Fund and Sugar
Creek fall below the target as the District is conservatively investing in assets at these facilities
to assist in also meeting profit and cash and investment goals.
2015 Capital 2016 Capital Annual

2016 Year-end
Category Asset Asset Performance
Performance Trend
Condition Ratio Condition Ratio Target
Significantly
Governmental Above Target
57.1% 56.3% 50.0%
Funds (>10%)
12.6%
Significantly
Enterprise Below Target
42.6% 40.9% 50.0%
Services (<-10%)
-22.2%
Significantly
Below Target
Sugar Creek 38.2% 36.0% 50.0%
(<-10%)
-28.0%
Debt Service Ratio
The debt service ratio is used to analyze an organizations service flexibility with the amount of
expenses committed to annual debt service. The ratio divides total debt service principal and
interest by total expenses plus principal. As the ratio increases, service flexibility decreases
because more resources are being committed to a required financial obligation. For this ratio,
transfers between funds are not included in total expenses. The chart on the next page illustrates
the 2015 and 2016 debt service ratios for the Governmental funds, Enterprise Services, and the
40
Sugar Creek Golf Course funds. The performance target identified for the Debt Service Ratio is
20% which allows for operational flexibility by limiting committed resources.
Sugar Creek is currently below target due to its obligations on two debt instruments which were
used to improve the golf course and clubhouse. One is debt certificates through Elmhurst Park
District with an outstanding balance of $572,500 and the second is through the Village of Villa
Park with a balance of $675,000. Both are scheduled to be retired in 2022.
2016 Debt Annual

2015 Debt 2016 Year-end
Category Service Performance
Service Ratio Performance Trend
Ratio 3 Target
Significantly
Governmental Above Target
15.7% 13.1% 20.0%
Funds (>10%)
34.5%
Significantly
Enterprise Above Target
1.5% 1.5% 20.0%
Services (>10%)
92.5%
Significantly
Sugar Creek Golf Below Target
30.3% 30.28% 20.0%
Course (<-10%)
-51.4%
Program Revenue per Unique Registrant
One indicator of the Districts success with maintaining or increasing non-tax program revenue
is the program revenue per unique registrant. This measure is calculated by dividing total
revenue generated from recreation and enterprise services programs by the number of unique
registrants (residents and non-residents). Unique registrants is the total number of individuals
registered for at least one recreation or enterprise services program. Each individual is counted
only once regardless of the number of programs that individual was registered for during the
measurement period. Programs and revenue from Sugar Creek were not included in this
measure. Additionally, registration for adult sports leagues counts as one registration per team.
As illustrated in the chart on the next page, in 2016, the average program revenue earned per
participant was $492 as compared to $487 in 2015 (a 1.0% increase) and 1.6% below the
performance target. After another year of data is available, staff will assess trends for this
measure in the 2017 Year-end Strategic Plan Progress Report.
3 Unaudited
41
2015 Year-end
2016 Year-end
Program Year-end
Program Revenue 2016 Year-end
Category Revenue Per Performance
Per Unique Performance Trend
Unique Target
Registrant
Registrant
Program
Below Target
Revenue Per
$474 $492 $500 (-.01% to -10%)
Unique
1.6%
Registrant
Data Source: RecTrac Registration Software
Sugar Creek Golf Course Average Dollar of Round per Golfer
The most realistic measure in determining performance in golf is the average dollar of round per
golfer. Any golfer who tees off the first hole sets the cost for that round of golf. The most basic
revenues generated from that round, comparable on a yearly basis, are greens fees, riding/pull
cart rentals and golf club rentals as they directly result from a round of golf. Many other items
such as pro shop sales, driving range sales and food and beverage sales can also be attributed
to a round of golf, but since these revenues may not always result primarily from a round of golf,
staff track and measure them separately.
Since 2009, the 2016 golf season resulted in the highest dollar earned per round at $19.63, an
increase of $0.66 per round (3.4%) over 2015 (see charts on the next page). This trend marks
the seventh consecutive year of a steady increase in the average dollar per round of golf.
As compared to 2015, the total number of rounds played in 2016 dropped by 1,279 as a result
of ten fewer playable days as compared to 2015. Eight and a half of the ten lost days due to
weather occurred in July, August and September, which is the height of the golf season. In 2016,
there were 172 playable days recorded (March to October) as compared to 182 in 2015.
Additionally, the bulk of those decreased rounds were in August when 1,144 fewer rounds were
played as compared to August 2015, mainly due to high heat and humidity along with above
average rainfall.
Overall, total greens fees, riding/pull cart rentals and golf club rentals decreased as compared
to 2015. However, revenue on riding car rentals continued to grow due to adding eight new carts
to the rental fleet in 2016. The percentage of golfers renting riding carts increased by 8.3% in
2016 as compared to 2015 (36% from 33% in 2015).
42
2015 Average 2016 Average Annual

Category Dollar Per Dollar Per Performance 2016 Performance Trend
Round Round 4 Target
Significantly
Higher than the
Golf Dollar Above Target
$18.97 $19.63 previous six-year
Per Round (>10%)
average of $16.78
17.0% above
Annual Dollar Earned per Round from 2010 to 2016
Year Revenue 5/Total Rounds Average Dollar Per Round

2010 $573,412/37,665 $15.22
2011 $498,533/32,330 $15.42
2012 $586,748/36,292 $16.17
2013 $523,310/30,679 $17.06
2014 $525,464/28,411 $18.50
2015 $589,238/31,057 $18.97
Average from 2010-15 $549,450/32,739 $16.78
2016 $584,717/29,778 $19.63
Data Source: Eden Financial System, Microsoft Excel Spreadsheet and Golf Now P.O.S. Software.
4 Unaudited
5 Unaudited
43
Improvement through Collaboration and Innovation Theme
Timing of Reporting
Performance Lead
Tracking
Percent of full-time staff involved in cross-

functional teams 75% or higher Semi-annually 2013 Admin
Environmental Report Card Results 80% Annually 2015 Admin
Satisfaction with internal communications To be Admin and

and internal services determined Annually 2017 Marketing
To be Admin and
Borderless Satisfaction Survey determined Annually 2017 Marketing
Bold Text: Reporting moved to 2017 based on the timing of the extensive employee feedback collected during the Vision
2020 process (e.g. Organizational Culture Survey, full- and part-time focus groups, etc.).
Performance measures for this Theme will continue to be developed as part of the Vision 2020
process to update the Districts strategic and comprehensive plans. Extensive employee
feedback was collected (e.g. Organizational Culture Survey, full- and part-time focus groups,
strategic planning workshops, etc.), including ways to improve collaboration and innovation. The
feedback will be utilized to develop new performance metrics such as the outcomes provided in
Organizational Culture Survey results. In this report, staff continues to report on staff involvement
in cross-functional teams and the IPRA Report Card.
Percent of Full-time Staff Involved in Cross-functional Teams
As one indicator to assess the level of formal cross-departmental interaction, staff tracks the
percentage of employees serving on cross-functional committees and teams. To successfully
foster a borderless organization, the Districts standard for the effective level of engagement and
involvement of District employees is that at least 75% of full-time employees participate on a
cross-functional team. At year-end, 68% (52) of full-time employees were on one of the two
ongoing employee committees and/or on a project, policy and/or planning team or task force
(51% (39 employees) excluding the Safety and Employee Relations committees), which is an
increase of 10.3% as compared to year-end 2015 and 9.3% below the performance target (see
chart on the next page). In 2017, the Management Team will continue to determine if employees
who currently do not serve on a committee or cross-functional team could serve, where
appropriate, on a current or newly created cross-functional team. One example is a new cross-
functional team to provide feedback during the Vision 2020 process.
44

Year-end
Percent of Staff Percent of Staff 2016 Year-end
Involved in Cross- Involved in Cross- Performance Trend
Target
functional Teams functional Teams
Percent of Below Target

Full-time 61% 68% 75% or higher (-.01% to -10%)
Staff 9.3% below
Data Source: Abra (HRIS System) and Microsoft Excel
Environmental Report Card Results
The Illinois Park and Recreation Association (IPRA) Environmental Report Card is a tool utilized
by Park Districts to assess their sustainability and environmental initiatives. In 2015, the Green
Team reviewed and assessed the Districts Report Card score of 61% and developed objectives
to improve deficient areas and move the District closer to meeting the multi-year performance
target of 80% or higher. By implementing these objectives, the Green Teams goal was to
increase the overall Report Card score by 8% in 2016 (69% overall score) and by 6% in 2017
(75% overall score).
At the conclusion of 2016, the Green Teams action plan and review of 2015 scoring resulted in
the District earning additional points on the Report Card, bringing the Districts total score to 70%
(a 12.9% increase as compared to 2016). In 2017, the Green Team will continue implementing
its action plan to increase the Districts total score and move closer to the 80% performance
target.
2015 IPRA 2016 IPRA Multi-year

2016 Performance
Category Environmental Environmental Performance
Trend
Report Card Score Report Card Score Target
Significantly
IPRA Report Below Target
61% 70% 80% or higher
Card Score (<-10%)
12.5% below
Data Source: IPRA Report Card score tabulation in Microsoft Excel
45
Continuous Improvement through an Empowered Team Theme
Timing of Reporting
Performance Lead
Tracking
Percent of full-time employees utilizing

continuing education 80% or higher Semi-annually 2013 Finance/HR
To be
Employee satisfaction determined Annually 2017 Admin/HR/Marketing
To be
Training program satisfaction determined Annually 2017 HR
Bold Text: Reporting moved to 2017 based on the timing of the extensive employee feedback collected during the Vision
2020 process (e.g. Organizational Culture Survey, full- and part-time focus groups, etc.).
Performance measures for this Theme will continue to be developed as part of the Vision 2020
process to update the Districts Strategic and Comprehensive Plans. As noted in the previous
section, extensive employee feedback was collected (e.g. Organizational Culture Survey, full-
and part-time focus groups, strategic planning workshops, etc.), including ways to empower
employees. This feedback will be utilized to develop new performance metrics, including the
Organizational Culture Survey outcomes. In this report, staff continues to report on the percent
of full-time employees utilizing continuing education.
Percent of Full-time Employees Utilizing Continuing Education
To provide staff with the tools and knowledge to perform their job successfully and expose them
to innovative ideas and industry trends, the District encourages full-time staff at every level in
the organization to participate in external training (the annual performance target is at least 80%
of full-time employees). As illustrated on the following chart, 80% of full-time employees (59 out
of 74) took advantage of continuing education opportunities by attending or viewing at least one
seminar/webinar training during 2016 provided by an outside organization/individual and
submitting required documentation to the Human Resources Division. This percentage is the
same as the 2015 year-end percentage of 80% (61 out of 76 full-time employees) and meets
the annual performance target of 80% or higher. Supervisors continue to encourage and provide
opportunities for staff to attend training to meet the performance target annually.

Year-end
Percent of Staff Percent of Staff 2016 Year-end
Utilizing Continuing Utilizing Continuing Performance Trend
Target
Education Education
Percent of Full- At Target
80% 80% 80% or higher
time Staff (0%)
Data Source: Abra (HRIS System)
46
Definition of Key Terms
47
Definition of Key Terms

The following list of key words describes the definition of the terminology used for the Strategic
Plan.
Visiondesired future of the organization. The vision should be a stretch for the organization,
but possible to achieve in approximately five years. It should state a measurable achievement.
Missiondescribes the business of the organization. The mission also defines the core purpose
of the organization and why it exists.
Valuesdescribe the way the District operates. Values are meaningful expressions of
describing what is important in the way we treat our employees and our guests and relates to
the internal culture of the organization.
Balanced Scorecard Perspectivesthe four perspectives include Customer, Financial,

Internal Business Process, and Learning and Growth. They demonstrate cause and effect
relationships in the completion of strategy. All of the Strategic Initiatives are aligned with these
four perspectives.
Major Focus Areasas part of the planning workshop, staff members were asked to brainstorm
ideas about areas of major focus the Department should concentrate on during the next five
years. While the focus areas are not part of the strategy map, they do become an important part
of strategy formulation. Within the list of objectives and initiatives, references are made
throughout the Plan to ensure focus on the five most critical areas.
Performance Measuresa standard used to evaluate and communicate performance against

expected results. Measures are normally quantitative indicators and capture numbers, dollars,
percentages, etc. Measures assist the staff with the ability to determine organizational
performance.
Performance Targetwhat the District is trying to achieve to measure accomplishment of the

Strategic Objective
Strategic Themesbroad brushed macro-oriented organizational sense of direction that

relates to the four Balanced Scorecard perspectives of customer, financial, internal business,
and growth and development.
Strategic Objectivesconcise statements describing the specific elements an organization

must perform to execute its strategy.
Strategic Initiativesthe specific programs, activities, projects, or actions an organization will

undertake in an effort to meet performance targets. The strategic initiatives are specifically
detailed with specific tactics, which are not included within the body of the Strategic Plan, but
will exist in separate documentation.
48
Tacticsare subordinate to the initiatives and detail the steps necessary to complete an
initiative. Staff members will identify the tactics for the initiatives before the start of each fiscal
year.
Variancedifference between the expected result and the actual result.
49
Attachment A
2016 Strategic Work Plan
50
2016 Strategic Work Plan Updated 4_2016
CUSTOMER THEME: CUSTOMER CENTERED

OBJECTIVE A: NURTURE COMMUNITY CONNECTIONS
Initiatives and Tactics Timeline Status Lead Dept.
Initiative One: Create process for reviewing existing and potential partnerships according to established criteria (Mid- and long-term)
Tactic a. Define types of partnerships and conduct research on partnership assessment tools 2014-15 In Progress Administration
Tactic b. Create assessment tool and process 2015-16 In Progress Administration
Tactic c. Pilot new assessment tool 2017 Administration
Initiative Two: Develop, nurture and evaluate existing affiliate and partnerships (Continuous)
Tactic a. Develop an inventory of existing partnerships 2015-16 In Progress Administration
Tactic b. Work with partners on agreements requiring updating 2013-17 In Progress Administration
Initiative Three: Develop and identify new opportunities based on Strategic Plan, Program Plan and facility needs (Mid- and long-term)
Tactic a. Pursue opportunities to nurture community connections identified in the programming plan process 2014-15 Completed Rec, Ent., P&F
Tactic b. Evaluate opportunities for shared volunteer base and recruitment among community non-profits 2015-16 Completed Marketing & Comm
Tactic c. Identify new local partnerships for athletic field/facility usage as part of the Indoor Sports Facility Study 2016-17 Administration
OBJECTIVE B: IMPROVE CUSTOMER EXPERIENCE

Initiative One: Create a cross-departmental team to analyze and develop a customer service plan, including a training and measurement plan (Short- and
long-term)
Tactic a. Define a customer service vision and standards for all levels of the agency 2013-14 Completed Marketing & Comm
Tactic b. Develop and implement customer service training Deferred Marketing & Comm
Tactic c. Develop and implement system-wide customer service measurement system Deferred Marketing & Comm
Tactic d. Research and evaluate options and related software to gather, track, and report customer feedback 2016-17 Marketing & Comm/IT
Initiative Two: Enhance and develop technological solutions to communicate with customers to provide greater access and communication (Short-term)
Tactic a. Evaluate what technologies the District uses for communicating and reporting information and which technologies the District should continue to use or add in the future 2013 Completed Marketing & Comm
Tactic b. Implement newly emerging technologies 2014 Completed Marketing & Comm
Tactic c. Continue to evaluate e-communication platforms, including goal and measurement for each one 2014 Completed Marketing & Comm
Status Color Highlight Key - Completed in Yellow; In Progress in Green; Future Year in Blue; Deferred to Future Strategic Plan in Purple
Timelines: Short Term (2013-15); Mid-Term (2014-16); Long-Term (2015-17); Continuous (2013-17) / High Priority tactics shaded in tan 1 7/26/2016
OBJECTIVE C: OPTIMIZE PROGRAM AND FACILITY MIX

Initiative One: Develop a District Program Plan (Short- and mid-term)
Tactic a. Determine process to comprehensively assess the District's program portfolio to determine a strategy for long-term sustainability 2013-14 Completed Administration
Tactic b. Form cross-department team and provide training to conduct this assessment 2013-14 Completed Administration
Tactic c. Conduct this assessment and create action plan 2013-14 Completed Administration
Tactic d. Collaborate District-wide to optimize program offerings 2014-15 Completed Program Departments
Tactic e. Identify methods to engage underserved populations 2014-15 Completed Program Departments
Tactic f. Develop an annual review to evaluate program/service offerings according to needs assessment results and make adjustments to services as needed 2014-15 Completed Administration
Initiative Two: Develop a process to best position core services in the marketplace (Mid-term)
Tactic a. Identify core services and best practice approaches 2014 Completed Administration
Tactic b. Evaluate core services 2014-15 Completed Administration
Tactic c. Based on the results of b. above, maintain, improve and/or divest services for future sustainability 2015 Completed Service Departments
Initiative Three: Create a process for review of the external market to determine duplication, opportunities, needs, pricings, etc. (Mid-term)
Tactic a. Review the external market as part of the program planning and core services review processes 2014-15 Completed Administration
Tactic b. Develop business plans for core programs, services and facilities based on results of tactic a. above 2015 Completed Administration
Initiative Four: Optimize Current and Future Facility Space (Continuous)
Tactic a. Assess/review facility usage needs based on program and core service plans, Indoor Facility Study and Long-range Capital Plan 2014-17 In Progress Facility & Rec Departments
Tactic b. Conduct Indoor Sports Facility Market Demand and Financial Feasibility Study with the City of Elmhurst 2015-17 In Progress Administration
Tactic c. Evaluate options and negotiate with the City of Elmhurst concerning its request to utilize multiple park properties for stormwater retention 2013-17 In Progress Administration
Tactic d. Update Comprehensive Plan, including gathering feedback from community (e.g. public meetings, survey) 2016-17 Administration
FINANCIAL THEME: FISCAL AGILITY

OBJECTIVE A: ALIGN RESOURCES WITH COMMUNITY NEED
Initiative One: Improve the capital project review and development process (Short-term)
Tactic a. Review the project evaluation process, including the criteria ranking and determining the rate of return of future capital projects 2013 Completed Administration
Tactic b. Implement the process improvements developed in a. above 2013-14 Completed Administration
Initiative Two: Develop a consistent approach to the pricing of services (Mid-term)
Tactic a. Research elasticity of pricing and services to understand customer pricing threshold 2014-15 Completed Marketing & Comm
F&HR, ENT, REC, P&F,
Tactic b. Establish a consistent fee structure based on program plan/service analysis outcomes 2014-15 Completed
M&C, GC
Tactic c. Review and update revenue/expense policies 2015-17 In Progress Administration
Initiative Three: Ensure transparency by communicating ethics and values to community and internally (Continuous)
Tactic a. Develop an education process to enhance understanding of the District's ethics, values and financial policies and practices 2014-15 Completed Marketing & Comm
Tactic b. Communicate the District's ethics, values and financial policies and practices 2013-17 In Progress Marketing & Comm
Tactic c. Gather feedback on the effectiveness of communications and education process in the District's community-wide survey 2016 Marketing & Comm
OBJECTIVE B: TAKE CARE OF WHAT WE HAVE

Initiative One: Based on the priorities outlined in District planning documents, maintain the District's infrastructure to continue to support high quality
offerings (Continuous)
Tactic a. Based upon the District's long-range financial plan, develop a comprehensive funding plan for financing the highest/high priority projects in the Capital Plan 2013-17 In Progress Administration
Tactic b. Implement the highest/high priority projects in the Capital Plan 2013-17 In Progress Administration
Initiative Two: Create a comprehensive asset management plan that is linked to Capital Plan (Deferred)
Tactic a. Determine scope, goals and work plan Deferred Administration
Tactic b. Conduct RFP process to retain consultant to assist with development of plan Deferred Administration
Tactic c. Develop plan and integrate it into Capital Plan Deferred Administration
Tactic d. Create ongoing process to update and monitor plan Deferred Administration
OBJECTIVE C: INVEST IN THE FUTURE

Initiative One: Seek opportunities that will positively impact the District's finances (Continuous)
Tactic a. Explore new or expand programs and facilities/amenities to improve and maintain cost recovery goals 2014-17 In Progress P&F, ENT, REC
Tactic b. Continue to seek outside financial support 2014-17 In Progress Administration, M&C
Tactic c. Evaluate and improve retention strategies and programs 2015-16 In Progress P&F, ENT, REC, SC, M&C
Tactic d. Attract non-users for select District services and programs 2014-15 Completed P&F, ENT, REC, SC
Initiative Two: Develop, implement and track cost recovery goals (Mid- and long-term)
Tactic a. Establish a cost recovery/subsidy allocation strategy that identifies what services/programs to subsidize and at what level (for recreation and enterprise programs) 2014-15 Completed Administration
Tactic b. Enhance internal cost accounting practices for cost recovery tracking and reporting 2016-17 Finance & HR
Tactic c. Track cost recovery goals 2016-17 P&F, ENT, REC, SC
INTERNAL BUSINESS THEME: IMPROVEMENT THROUGH COLLABORATION AND

INNOVATION
OBJECTIVE A: CREATE A BORDERLESS ORGANIZATION
Initiative One: Conduct methods to gather internal customer feedback and improve internal business performance (Deferred)
Tactic a. Develop and implement internal customer survey Deferred HR/M&C
Tactic b. Evaluate survey findings and develop and modify policies, procedures and practices based on feedback Deferred HR/M&C
Initiative Two: Evaluate and implement opportunities for employees to collaborate (Continuous)
Tactic a. Implement cross-functional teams that address Strategic Plan initiatives 2013-17 In Progress Administration
Tactic b. Create cross-functional teams that foster interaction and involve all levels of the organization 2015-17 In Progress Administration
Initiative Three: Evaluate and enhance communication among District employees (Continuous)
Tactic a. Review all communication vehicles and research how employees would prefer information (full- and part-time) 2013 Completed Finance & HR
Tactic b. Investigate and implement, where appropriate, innovative methods/tools for employee communication 2013-15 Completed Finance & HR
Tactic c. Survey employees to evaluate effectiveness of ongoing and new communication vehicles 2015 Completed Finance & HR
OBJECTIVE B: EXCELLENCE IN INNOVATIVE OPERATIONAL MANAGEMENT

Initiative One: Complete a work analysis/staffing review to determine the best allocation of labor dollars (Mid- and long-term)
Tactic a. Determine scope of review 2014 Completed Finance & HR
Tactic b. Conduct RFP process to retain consultant to assist with review 2014 Completed Finance & HR
Tactic c. Conduct review 2014-15 Completed Finance & HR
Tactic d. Assess the feasibility of and implement recommendations 2015-17 In Progress Finance & HR
Tactic e. Conduct compensation study 2016 Finance & HR
Initiative Two: Develop a dashboard of key indicators to assess and improve organizational performance (Long-term)
Tactic a. Develop indicators and determine performance targets 2015-16 In Progress Administration
Tactic b. Begin tracking and reporting outcomes and next steps if targets are not met 2015-17 In Progress Administration
Tactic c. Research and implement technology that will support tracking and reporting indicators on dashboard software 2016-17 Administration/IT
Initiative Three: Institutionalize sustainable internal operations (Continuous)

Tactic a. Review the mission, purpose and structure of the employee Environmental Committee and how the District identifies and implements sustainable practices 2013-14 Completed Green Team
Tactic b. Utilize green building products and technologies in building and site development projects where applicable and feasible 2013-15 Completed P&F, ENT, GC
Tactic c. Create action plan for addressing deficient areas of IPRA Environmental Report Card 2015-16 In Progress Green Team
Initiative Four: Utilize and improve technology for efficiency and reporting (Continuous)
Tactic a. Implement Strategic Technology Plan priorities 2014-17 In Progress IT
Tactic b. Evaluate options and implement new registration software 2014-16 In Progress Finance & HR
LEARNING AND GROWTH THEME: CONTINUOUS IMPROVEMENT THROUGH

AN EMPOWERED TEAM
OBJECTIVE A: DEVELOP AN EMPOWERED STAFF
Initiative One: Strengthen District training to facilitate the empowerment of staff (Long-term)
Tactic a. Evaluate current practices 2015-16 In Progress Finance & HR
Tactic b. Develop and implement plan of action based on outcomes of tactic a. above 2016 Finance & HR
Initiative Two: Develop leaders (Long-term)
Tactic a. Develop competencies 2015-16 In Progress Administration
Tactic b. Create and implement training program 2016 Administration
Tactic c. Test effectiveness and provide support to new leaders 2016-17 Administration
OBJECTIVE B: CREATE A CULTURE OF CONTINUOUS IMPROVEMENT

Initiative One: Consider a Board assessment process to continuously improve Board governance (Long-term)
Tactic a. Determine assessment process 2015 Completed Administration
Tactic b. Conduct assessment process 2016 Completed Administration
Tactic c. Implement recommended outcomes of process 2016 Administration
Tactic d. Transfer knowledge between outgoing and incoming Board members 2017 Administration
Initiative Two: Formalize a process for management of organizational knowledge (Deferred)
Tactic a. Collect and transfer workforce knowledge Deferred Administration
Tactic b. Document and share best practices within the District Deferred Administration
OBJECTIVE C: FOSTER A CULTURE OF INNOVATION

Initiative One: Research industry trends and identify ways of integrating new ideas into programs, facilities and services (Long-term)
Tactic a. Conduct bi-annual service/program/facility analysis trainings specifically designed to discuss the macro operating environment, including social and demographic,
2017 Administration
technological, economic and political trends
Tactic b. Integrate trend analysis review into the budget, capital, work plan development and program/service analysis processes 2017 Administration
Initiative Two: Establish organizational systems to promote innovation (Long-term)
Tactic a. Review employee reward and recognition systems 2017 Administration
Tactic b. Review full-time employee performance appraisal process 2016 Administration
Agenda #9a (3)
M E M O R A N D U M

Christi Jacobson, Director of Finance and Human Resources
RE: 2016 FOURTH QUARTER FINANCIAL REPORT
ISSUE
The 2016 Fourth Quarter Financial Report provides an overview of financial trends
through December, 2016. Distribution and review of this Quarterly Report reflects Board
Policy 4.16 Monitoring Executive Performance, which requires the Executive Director
to prepare a quarterly management and budget report.
DISCUSSION
The Quarterly Financial Report is designed to give the Board an overview of the Districts
financial performance compared to budget, an update on capital project(s), and a
summary of investments.
RECOMMENDATION
That the Board of Park Commissioners reviews the attached report and provides any
questions or comments to staff.
Thank you.
Attachment: 2016 Fourth Quarter Financial Report

Elmhurst Park District Financial Report
4th Quarter 2016
2016 Revenues and Expenditures Actual Year-to-Date Comparison....................................Page 1
2016 Budget Compared to Actual Year-to-Date by Fund ......................................................Page 2
Revenues by Source .............................................................................................................Pages 3 - 5
Expenditures by Object .........................................................................................................Pages 6 - 8
Capital Improvement Plan Overview .....................................................................................Pages 9 - 11
Cash and Investments ...........................................................................................................Pages 12
2016 Revenues and Expenditures Actual Year-to-Date Comparison
* Includes departments (General Fund includes General, IMRF, FICA, Liability and Audit Departments; Recreation Fund includes
Recreation, SRA and Museum Departments)
1
4th Quarter 2016
2016 Budget Compared to Actual Year-to-Date by Fund
Budget 4th Qtr Actual
% of Budgeted % of Budgeted
Revenues Expenditure Net Revenues Revenues Expenditures Expenditures Net
General Fund 3,424,851 3,406,748 18,103 3,439,503 100% 3,206,890 94% 232,613
IMRF Department 385,081 367,389 17,692 388,735 101% 353,039 96% 35,696
FICA Department 380,984 371,690 9,294 385,329 101% 338,759 91% 46,570
Liability Insurance Department 253,887 243,074 10,813 256,319 101% 223,852 92% 32,467
Audit Department 51,111 50,240 871 51,199 100% 48,287 96% 2,912
Recreation Fund 4,927,733 5,344,690 (416,957) 5,131,459 104% 4,931,268 92% 200,191
Special Recreation Association Dept. 655,234 837,440 (182,206) 670,116 102% 817,710 98% (147,594)
Museum Department 276,171 269,340 6,831 281,569 102% 262,268 97% 19,301
Enterprise Services Fund 4,840,310 5,291,965 (451,655) 4,428,231 91% 4,758,255 90% (330,024)
Sugar Creek Golf Course Fund 1,056,752 1,055,721 1,031 1,029,254 97% 945,685 90% 83,569
Total Operating 16,252,114 17,238,297 (986,183) 16,061,713 99% 15,886,013 92% 175,700
Debt Service Fund 1,654,912 1,654,912 - 1,668,213 101% 1,653,346 100% 14,867
Early Bond Repayment Fund 0 75,715 (75,715) 2,220 100% 75,937 100% (73,717)
Capital Improvement Fund 1,304,977 3,099,977 (1,795,000) 1,826,392 140% 2,889,064 93% (1,062,672)
Paving & Lighting Department 135,027 161,650 (26,623) 135,660 100% 147,505 91% (11,845)
Total Debt and Capital 3,094,916 4,992,254 (1,897,338) 3,632,485 117% 4,765,852 95% (1,133,367)
Total 19,347,030 22,230,551 (2,883,521) 19,694,197 102% 20,651,865 93% (957,668)
2
4th Quarter 2016
2015 and 2016 Revenues by Source Year-to-Date Actual as Compared to Budget
2015 2016 2015 2016 2015 2016
Budget Budget 4th Qtr Actual 4th Qtr Actual % of Budget % of Budget
Taxes (Property and Corporate Replacement)1 7,419,800 7,989,244 7,772,731 7,971,808 105% 99.8%
2
Donations, Advertising, Scholarships 61,400 340,375 202,878 458,494 330% 135%
3
Grants 2,213,600 1,100 10,076 400,000 0.5% 36363.6%
Program Fees 4 4,064,404 4,365,203 4,261,931 4,330,881 105% 99%
Rentals, Leases 5 782,325 780,391 782,155 753,351 100% 97%
6
Passes, Memberships, Daily Uses 3,743,126 3,895,505 3,641,719 3,722,419 97% 96%
7
Merchandise Sales 332,254 320,547 323,803 307,248 97% 96%
8
Transfers 1,191,862 977,654 804,362 977,654 67% 100%
Bond, Insurance Proceeds 9 671,920 665,511 680,299 714,517 101% 107%
10
Interest 13,500 11,500 20,173 57,827 149% 503%
Total Revenues 20,494,191 19,347,030 18,500,127 19,694,198 90% 102%
1 Taxes totaling $7,971,808 are 99.8% of budget ($17,436 lower) due to the County approved property tax levy being slightly lower than what was
originally requested.
2 Donation, advertising and sponsorship revenue is 135% of budget and 126% ($255,616) higher than in the prior year due to increased fundraising
efforts for the Playground for Everyone generating $216,125 more in donations in 2016, increased advertising revenue of $18,140 and increased
event sponsorship of $21,010.
3 Grant revenue totaling $400,000 was received in the 4th quarter for the redevelopment of Butterfield Park and the Playground for Everyone.
4 Program Fees are 99% of budget and increased by $79,283 or 1.9% from the prior year due to increases in the Recreation Fund ($84,942) and
Sugar Creek Golf Course Fund ($4,838), and partially offset by decreases in the Enterprise Service Fund ($10,350).
Recreation Fund: Increased enrollment and fees from RecStation ($50,115), youth and preschool music lessons ($20,672), senior programs
and trips ($19,471), dance programs ($17,807), and early childhood programs ($10,506) and was partially offset by decreased enrollment in
recreational gymnastics ($12,287), softball leagues ($10,218), and swim programs ($8,692).
Enterprise Services: Decreased revenue from Kids Plus programs ($38,096), Industrial Athlete ($26,850), Youth Karate ($13,127), personal
training ($10,159), and adult fitness ($5,697) partially offset by increased revenue from Summer Camp ($43,167) and Tennis programs
($35,715).
Sugar Creek: Increased fee for the Jr. Golf program by 10% from the prior year.
3
4th Quarter 2016
5 Rental revenue is 97% of budget and decreased from prior year by 3.7% ($28,804) primarily due decreased facility rentals at Wilder Mansion ($17,711),
the Hub ($10,998), and Sugar Creek ($3,732), partially offset by increased facility rental at Courts Plus ($7,173) due to the addition of Weight Watcher
meetings.
6 Passes, Memberships, and Daily Use is 96% of budget and 2% greater than the prior year ($80,700) overall; $58,497 higher in the Recreation fund
and $31,542 higher in the Enterprise Services Fund, but $8,882 lower at Sugar Creek.
Recreation Fund: Increase in the pool pass rate from $34 pre-season resident /$49 regular season to $39 pre-season resident /$59 regular
season generating an additional $33,977. 2016 was also greater than last year due to increased pool punch cards and daily admission revenue
($17,585)
Enterprise Services: Increased membership and joining fees ($30,333) partially due to maintaining a higher monthly member average (2.8%
greater).
Sugar Creek: Decreased daily use ($8,464) and driving range ($3,694) revenue partially offset by increased season pass sales ($3,300).
7 Merchandise Sales are 96% of budget and lower than last year by 8% ($26,888) due primarily to decreased food and beverage sales at Sugar Creek
($13,337), decreased merchandise sales at Courts Plus ($11,593) and decreased concessions at the Hub ($7,451). This was partially offset by
increased Wilder Mansion commissions ($6,314) and Sugar Creek pro shop sales ($2,759).
8 Budgeted transfers of $977,654 were all completed in the 4th quarter including $77,540 to Enterprise Services for the funding of Community Events at
the Mansion, $179,965 to Debt Service from Sugar Creek and the Early Bond Repayment Fund, and $720,149 to the Capital and Paving Funds for
the funding of 2016 Capital Projects.
9 Current year bond and miscellaneous proceeds include $658,761 from the annual rollover bond, $24,051 in revenue from the sale of disposed assets
at auction, and $10,412 from Eneroc for Courts Plus energy rebates.
10 Interest through December totals $57,827 which is 503% of budget and 187% ($37,654) higher than last year due to improved investment rates.
4
4th Quarter 2016
Revenues by Source Year-to-Date Actual as a % of Total Budget
2015 compared to 2016
5
4th Quarter 2016
2015 and 2016 Expenditures by Object Year-to-Date Actual as Compared to Budget
2015 2016 2015 2016 2015 2016
Budget Budget 4th Qtr Actual 4th Qtr Actual % of Budget % of Budget
1
Salaries & Wages 7,777,913 8,079,338 7,501,988 7,511,205 96% 93%
2
Services 5,270,223 5,543,167 5,009,530 5,134,502 95% 93%
3
Repairs 175,730 208,980 196,721 206,750 112% 99%
4
Supplies 1,451,680 1,508,110 1,348,379 1,306,604 93% 87%
5
Capital 4,685,844 4,143,427 1,724,584 3,925,362 37% 95%
6
Transfers/Debt 2,957,616 2,747,529 2,390,589 2,567,442 81% 93%
Total Expenditures 22,319,006 22,230,551 18,171,791 20,651,865 81% 93%
1 Salaries and wages are 93% of budget and 0.1% ($9,217) higher than last year overall. Full-time wages are 0.4% higher ($17,301) than last year
primarily resulting from annual merit increases offset by employee turnover in the resulting in lower salary requirements and increased full-time
vacancies during 2016.
Recreation Fund: Salaries decreased by 1.6% ($43,873) due to decreased labor related to facility and maintenance 16.7% (52,403), IT
department turnover 32% ($25,050), gymnastics programs 12% ($36,485), and pool lifeguard wages 11% ($25,448). This was partially offset
by increased part-time wages for registration staff 40% ($10,354), recital dance 35% ($9,162) based on the development of a new coordinator
position, Funseekers daycamp 54% ($10,918) due to salary increases to attract and retain qualified camp staff, music programs 20% ($13,583)
due to increased enrollment, all marketing department allocations for events 95% ($7,906) and an additional 2.5% (43,590) related to merit
increases.
Enterprise Services: Salaries were 9% ($237,945) lower than budget primarily due to decreased personal training labor. Compared to prior
year salaries decreased by 2% ($49,219) due to decreased labor related to part time operations staff 22% ($31,722), IT department turnover
32% ($18,787), and personal training labor 24% ($22,363). This was offset by increased fitness staff labor by 24% ($27,626) due to increased
scheduling.
2 Contractual services are 93% of budget and 2.5% ($124,972) greater than last year.
Health Care: Compared to 2016 budget, health insurance expenses were lower by 12% ($115,938) due to budgeted full-time position
vacancies and the actual employer contribution for premiums being lower than budget. Compared to the prior year, expenses were 14% higher
($100,773) primarily due to the addition of part-time/over 30 hours employees being added to the coverage per the Affordable Care Act.
Finance and Bank Charges: Banking and credit card processing fees are 37% ($87,834) lower than budget and 33% ($72,592) lower the prior
year due to the conversion of registration transactions from Class to Rectrac.
Recreation Program Services compared to 2015 increased by 8.5% ($30,765) due to increased sports program services 9.4% ($13,981),
music programs 9% ($5,865), general interest computer programs 23% ($10,150), senior programs and trips 42% ($17,381), and was partially
offset by decreased camp program service expenses 31% ($9,470).
Enterprise Services Program Services are 13% ($9,156) lower than prior year due to decreased service expenses for summer camps.
6
4th Quarter 2016
Marketing: Marketing related brochure, printing, postage and public relations expenses increased 18%($36,852) from the prior year partially
due to the addition of community events and due to increased marketing for Courts Plus.
Water and Sewer expenses are 11% ($19,795) higher than last year due to rate increases.
3 Repairs are 1% ($2,230) lower than budget and 5% ($10,029) higher than in 2015 due to increased building maintenance at Wagner
Community Center and boiler repairs at East End Pool.
4 Supplies are 13% ($201,506) lower than budget and 3% ($41,775) lower than prior year due to decreased spending on computer supplies
and hardware 29% ($21,500), fuel 19% ($12,128), and recreation program supplies (primarily gymnastics programs) 11% ($24,731). This
was partially offset by increased 15% ($12,107) vehicle parts and custodial supplies 14% ($9,330).
5 Capital expenses paid through 4th quarter total $3,925,362 are 95% of budget and 128% higher than last year primarily due to the
redevelopment of Butterfield Park. Detail on capital projects is on page 9.
6 Budgeted transfers and debt totaled $2,567,442 and included the items detailed in transfer revenue; $77,540 from the Museum fund,
$179,965 to Debt Service from Sugar Creek and the Early Bond Repayment Fund, and $720,149 to the Capital and Paving Funds from the
General Fund and the Recreation Fund. Debt payments for 2016 totaled $1,648,430.
7
4th Quarter 2016
Expenditures by Object Actual Year-to-Date as a % of Total Budget
2015 compared to 2016
8
4th Quarter 2016
2016 Capital Improvement Plan
Project Projected
4th Quarter % of 2016 Total
Budget 2016 Expense Budget Status Expense
Courts Plus Tennis Area Lighting Improvements $175,000 $103,581 59% Complete $103,581
Fitness Equipment Replacement Plan $119,550 $113,901 95% Complete $113,901
Courts Plus Interior Enhancements $64,500 $52,779 82% Complete $52,779
Courts Plus Racquetball Court Improvements $61,750 $42,800 69% Complete $42,800
Wilder Mansion Flooring Replacement $19,750 $18,060 91% Complete $18,060
Courts Plus HVAC Replacement $19,500 $19,500 100% Completed with Court Improvements $19,500
Courts Plus Pool Improvements $16,500 $0 0% Postponed $0
Courts Plus Security Cameras $15,000 $13,600 91% Complete $13,600
WCC Upgrades and Improvements (Office Led lights, fans) $168,200 $110,000 65% Complete (Deferred HVAC) $110,000
Administrative Building Main Entrance Improvements $100,527 $67,393 67% Complete $67,393
Engineering Complete lights
Abbey Lighting and Ceiling Upgrades & Engineering $40,000 $13,719 34% postponed $13,719
Maintenance Facility Overhead Garage Door Replacement $32,500 $22,500 69% Complete $22,500
Crestview Recreation Building Furnace / Paving $22,000 $18,866 86% Complete $18,866
Butterfield Park Recreation Building AC and Emergency Door Replacement $11,000 $3,688 34% Complete replaced doors $3,688
Depot HVAC Replacement $6,000 $4,625 77% Complete $4,625
SAN (Storage Area Network) and Hosts $57,000 $46,771 82% Complete $46,771
Wagner Community Center Security Camera Replacement $9,200 $8,510 93% Complete $8,510
Ben Allison Park Sled Hill Redevelopment/Construction $170,000 $121,864 72% Complete $121,864
Salt Creek Greenway Trail Connector $145,000 $17,742 12% Phase 2 engineering $17,742
Eldridge Park Court Resurfacing $110,000 $84,776 77% Complete $84,776
Annual Seal Coating $27,650 $13,505 49% Complete $13,505
Paving Projects $9,000 $0 0% Postponed $0
Sugar Creek Parking Lot Improvements $24,000 $24,322 101% Complete $24,322
Butterfield Park Redevelopment $1,639,000 $1,456,379 88.9% 98% complete $1,456,379
Butterfield Park Playground for Everyone $600,000 $628,161 105% Complete $628,161
Butterfield Paving Projects $134,000 $134,000 100% Complete $134,000
Butterfield Park Backstops and Player Fences $90,000 $90,000 100% Complete $90,000
$23,853-2015 Approved Purchase
Rolling Vehicle Stock $120,000 $140,050 117% Received in 2016 $140,050 9
Parks and Facilities Grounds Equipment Replacement $80,000 $74,572 93% Complete $74,572
4th Quarter 2016
2016 Capital Improvement Plan (continued)
Project Projected
4th Quarter % of 2016 Total
Budget 2016 Expense Budget Status Expense
Conservatory Lights $0 $8,714 - Complete $8,714
Wilder Propagation House Repair $0 $26,776 - Reimbursed by PDRMA $26,776
Robert Palmer Drive Property $0 $6,644 - Legal Fees $6,644
447 Armitage Property $0 $296,004 - Complete $296,004
Hampshire Property - East End $0 $10,648 - Legal Fees and Down Payment $10,648
Pioneer Park $0 $30,467 - Completed 4th Quarter $30,467
Contingency $75,000 $0 $0
$4,161,627 $3,824,917 $3,824,917
10
4th Quarter 2016
2016 Capital Improvement Plan continued
11
4th Quarter 2016
Investments as of 12/31/2016
Morgan Total Cash
Certificates Illinois Funds Stanley/ and
Fund # Fund Description Cash * of Deposit Money Market IPDLAF+ Investments
10 General 23,949 1,660,423 1,185,100 9,406 2,878,878

20 Recreation 2,953 355,000 2,704,062 10,538 3,072,553
41 Enterprise Services 10,013 1,530,976 1,267,824 29,484 2,838,298
42 Early Bond Repayment 150 178,414 (75,325) 8,390 111,629 Investments as of
49 IMRF 11,000 23,802 168,385 239 203,426
50 FICA 7,142 23,699 388,796 261 419,897
December 31, 2016
51 Liability 8,700 - 249,816 - 258,516
52 Audit 4,759 - 47,081 - 51,840
This chart represents the Districts
53 Special Recreation Association 15,876 - 345,026 - 360,902
investment dollars as of
55 Museum 12,169 601 183,710 73 196,553 September 30, 2016
60 G.O. Bond 413,231 - (274,484) - 138,747
80 Sugar Creek Golf Course 25,182 - 1,353 - 26,535 The weighted average yield to
83 Capital Improvements Fund 191,108 - 1,733,354 - 1,924,462 maturity this year is 0.44%,
85 Paving & Lighting 1,471 - 49,636 44 51,151 compared to 0.16% last year.
83 Capital Improvements (Restricted) 2,734 59,886 86,411 83 149,115
92 Information Technology - - - - 69% of the Districts
Totals 730,437 3,832,801 8,060,746 58,518 12,682,502 investments have maturities
% of Total Investment Portfolio 32% 67% 0% 100% of less than 90 days.
Weighted Average Yield to Maturity 0.88% 0.42% 0.01% 0.44%
Three Month Treasury Bill Rate ** 0.39% Total investments decreased
Investments Maturing: $1,599,689 from December
Within 90 days 100,809 8,060,746 58,518 8,220,073 31, 2015
Within 12 months 3,731,992 - - 3,731,992
After 1 year - - - -
Total Investments 3,832,801 8,060,746 58,518 11,952,065
% of Total Investment Portfolio
Within 90 days 1% 67% 0% 69%
Within 12 months 31% 0% 0% 31%
After 1 year 0% 0% 0% 0%
% of Total Investment Portfolio 32% 67% 0% 100%
* Cash as of 12/31/16 - may vary between funds
** This rate is the simple average of the three month treasury bill rates at the beginning and the end of the current quarter.
12
Agenda #9a (4)
M E M O R A N D U M
RE: RESOLUTION R-03-17 CONVEYANCE OF GOLDEN MEADOWS WEST TO

CITY OF ELMHURST
ISSUE
As the next step in the Intergovernmental Agreement (IGA) with the City of Elmhurst
concerning Golden Meadows Park, it is necessary for the Board to take action to approve
the conveyance of the western portion of the park to the City.
DISCUSSION
On July 25, 2016 the Board approved Resolution R-02-16 to formally ratify the terms of
the IGA that, among other things, calls for the Park District to convey the western portion
of Golden Meadows to the City in exchange for the City depositing the appraised value
(as approved by the Illinois Department of Natural Resources) of $1,130,000 in an escrow
account. The funds are then to be used by the District to convert, or replace, the Golden
Meadows property with other property of equal size, value and recreational usefulness.
On March 21, 2017 IDNR notified the Park District (see attached) that the appraisal for the
western portion of Golden Meadows had been certified/approved. On April 3, 2017 the
Elmhurst City Council approved an ordinance calling for the same along with a letter
indicating that the City intends to proceed (see attached), per terms of the IGA.
Resolution R-03-17 has been developed by Andrew Paine, the Park Districts attorney
from Tressler, in order to insure that the conveyance of property takes place in accordance
with the Local Government Property Transfer Act that allows for this type of transaction,
as well as the terms of the IGA. Terms addressed include references to the IGA and the
IDNR, establishment of the escrow account and deposit of funds, closing and that the City
will pay all associated closing costs.
RECOMMENDATION
That the Board of Park Commissioners approve Resolution R-03-17 to authorize the
conveyance of the western portion of Golden Meadows Park to the City of Elmhurst, per
terms of the Intergovernmental Agreement.
Thank you.
Attached: Resolution R-03-17
IDNR Letter March 21, 2017
City Council Action Summary re: Ordinance and Letter
Updated Golden Meadows IGA Flow Chart
2
ELMHURSTPARKDISTRICT
RESOLUTIONNO.R0317

ARESOLUTIONAPPROVINGANDAUTHORIZINGTHECONVEYANCEOFCERTAINPARK
DISTRICTPROPERTYTOTHECITYOFELMHURSTPURSUANTTOTHELOCALGOVERNMENT
PROPERTYTRANSFERACT(50ILCS605/0.01ETSEQ.)

WHEREAS, the City of Elmhurst (City) owns, operates and maintains a storm sewer
collection system, including certain ancillary facilities and improvements, throughout its
corporateboundaries;and

WHEREAS, the City and its residents have experienced, and continue to experience,
severefloodingduringheavyrainevents;and

WHEREAS, in or about April 2012, the City caused to becreated the City of Elmhurst
ComprehensiveFloodingPlanStormwaterSewerSystemAnalysisElmhurstIllinoispreparedby
ChristopherB.BurkeEngineering,Ltd.(ComprehensiveFloodingPlan);and

WHEREAS, the Elmhurst Park District (Park District) is the owner of certain real
property generally located at the end of Caroline Avenue, south of East Court, in Elmhurst,
Illinois,andcommonlyknownasGoldenMeadowsPark(ParkProperty);and

WHEREAS,theComprehensiveFloodingPlanrecommended,inpart,theuseofcertain
parksownedandoperatedbytheParkDistrictaspossiblestormwaterdetentionsites,including
theParkProperty;and

WHEREAS, following a series of extensive negotiations, the parties entered into an
agreement entitled Intergovernmental Agreement Between City of Elmhurst and Elmhurst
ParkDistrictfortheConstruction,OperationandMaintenanceofStormwaterImprovementsin
Golden Meadows Park, Elmhurst, DuPage County, Illinois (Intergovernmental Agreement)
forthepurposeofinstallingandmaintainingcertainagreeduponstormwaterimprovementsin
portions of the Park Property, and setting forth the respective rights and obligations of the
partieswithrespecttosame;and

WHEREAS, the Intergovernmental Agreement obligates the Park District to, among
other things, convey to the City fee simple title to a portion of the Park Property more fully
described in Exhibit A attached hereto and incorporated herein by reference (Western Park
Site)inordertofacilitatetheconstruction,operation,andmaintenanceofcertainstormwater
improvements;and

WHEREAS,theIntergovernmentalAgreementcontainstermsandconditionsrelatingto
theuseoftheEasternParkSitetofacilitatetheCitysconstruction,operation,andmaintenance
ofcertainstormwaterimprovements;and

WHEREAS, the conversion of the Western Park Site must be approved by the Illinois
DepartmentofNaturalResources(IDNR),andtheconversionprocessincludes,amongother
things,IDNRscertificationofthemarketvalueoftheWesternParkSite;and

WHEREAS,inaletterdatedAugust9,2016,theIDNRauthorizedtheParkDistricttosell
theWesternParkSitetotheCitytofacilitatetheconstruction,operation,andmaintenanceof
certainstormwaterimprovements;and

WHEREAS, in a letter dated March 21, 2017, the IDNR determined that the certified
marketvalueoftheWesternParkSiteis$1,130,000.00;and

WHEREAS, in an ordinance approved April 3, 2017, the City: (i) accepted the IDNR
certification of market value in the amount of $1,130,000.00 for the Western Park Site; (ii)
waived its ability to terminate the Intergovernmental Agreement pursuant to Section 16.A.i.
thereof;(iii)determined,pursuanttoSection2oftheLocalGovernmentPropertyTransferAct
(50ILCS60/2),thatitisnecessaryorconvenienttouse,occupyorimprovetheWesternPark
Siteinordertofacilitatetheconstruction,operation,andmaintenanceofcertainstormwater
improvements pursuant to the terms and conditions set forth in the Intergovernmental
Agreement;(iv)agreedtoestablishastrictjointorderescrowaccountandtodeposittherein
theamountof$1,130,000.00onorbeforeApril21,2017;(v)agreedtoconductaclosingata
mutuallyagreeabletimeandplacefortheconveyancetotheCitybytheParkDistrictoftitleto
the Western Park Site; and (vi) agreed to pay all closing costs associated with the transfer of
titletotheWesternParkSite;and
WHEREAS,theParkDistricthasauthoritytotransferandconveytheWesternParkSite
to the City under the Local Government Property Transfer Act (50 ILCS 605/0.01 et.seq)
followingtheadoptionofanappropriateresolutionasrequiredbySection2ofsaidAct;and
WHEREAS, Article VII, Section 10 of the Illinois Constitution and the Illinois
Intergovernmental Cooperation Act, 5 ILCS 220/1 et.seq., authorizes and encourages units of
localgovernmenttocooperateintheexerciseofgovernmentfunctions.

NOW,THEREFORE,ITISHEREBYRESOLVEDbytheBoardofParkCommissionersofthe
ElmhurstParkDistrict(theParkBoard),asfollows:

Section1. Therecitalssetforthaboveareherebydeterminedtobetrueandcorrect
andareincorporatedhereinandmadeaparthereof.
Section2. Itisherebydeterminedthatitisnecessaryandinthebestinterestsofthe
ParkDistrictanditsresidentsthattheParkDistrictconveytheWesternParkSitetotheCityin
order to facilitate the construction, operation, and maintenance of the stormwater
improvementcontemplatedbytheIntergovernmentalAgreement.
2
Section3. Upon presentation to the Park District of a certified copy of an
appropriate ordinance adopted by the City, as previously described in this Resolution, the
PresidentandtheSecretaryoftheParkBoardareherebyauthorizedanddirectedtoexecute
anddelivertotheCity,forandonbehalfoftheParkDistrict,ataclosingonadateandtime
mutually agreed upon by the parties, a warranty deed to the Western Park Site, and all such
further documents, certificates, instruments and other writings, as the President of the Park
Board shall deem necessary or appropriate in consultation with legal counsel for the Park
District, in connection with the conveyance of the Western Park Site, and to otherwise
effectuatethepurposesofthisResolution.
Section4. The President and Secretary of the Park Board, the Park Districts
Executive Director and the Park Districts attorneys are hereby authorized, empowered and
directedtotakeallactionandexecuteanyandalldocumentsnecessaryorappropriateinorder
to effectuate the transfer of the Eastern Park Site, and to carry out the intent and effect the
provisionsandpurposesofthisResolution.
Section5. ThisResolutionshallbeinfullforceandeffectimmediatelyuponits
passageasprovidedbylaw.
Adoptedthis10thdayofApril,2017,bytheaffirmativevoteoftwothirdsoftheBoardofPark
CommissionersoftheElmhurstParkDistrict,asfollows:
Rollcall:
Ayes:__________________________________________
Nays:__________________________________________
Abstention:_____________________________________
Absent:________________________________________
__________________________________
President,BoardofParkCommissioners
ElmhurstParkDistrict
Attest:

Secretary,BoardofParkCommissioners
ElmhurstParkDistrict
3
STATEOFILLINOIS )
)
COUNTYOFDUPAGE )

SECRETARY'SCERTIFICATE

I, James W. Rogers, do hereby certify that I am the Secretary of the Board of Park
CommissionersoftheElmhurstParkDistrict,CookandDuPageCounties,Illinoisandassuch,I
amkeeperoftherecords,ordinances,filesandsealofsaidParkDistrict;and
IHERBYCERTIFYthattheforegoinginstrumentisatrueandcorrectcopyof:
ARESOLUTIONAPPROVINGANDAUTHORIZINGTHECONVEYANCEOFCERTAINPARK
DISTRICTPROPERTYTOTHECITYOFELMHURSTPURSUANTTOTHELOCALGOVERNMENT
PROPERTYTRANSFERACT(50ILCS605/0.01ETSEQ.)
adopted at a duly called regular Meeting of the Board of Park Commissioners of the
Elmhurst ParkDistrict heldatthe Park DistrictsAdministrative Office,375 W.FirstStreet,
Elmhurst,Illinoisat7:00p.m.onthe10thdayofApril,2017.
I do further certify that the deliberations of the Board on the adoption of said resolution
wereconductedopenly,thatthevoteontheadoptionofsaidresolutionwastakenopenly,
that said meeting was called and held at a specified time and place convenient to the
public,thatnoticeofsaidmeetingwasdulygiventoallofthenewsmediarequestingsuch
notice,thatanagendaforsaidmeetingwaspostedasrequiredbytheOpenMeetingsAct
and that said meeting was otherwise called and held in strict compliance with the
provisions of the Open Meetings Act of the State of Illinois, as amended, and with the
provisionsoftheParkDistrictCodeoftheStateofIllinois,asamended,andthattheBoard
has complied with all of the provisions of said Act and said Code and with all of the
proceduralrulesoftheBoard.
IN WITNESS WHEREOF, I hereto affix my official signature and the seal of said Elmhurst Park
DistrictatElmhurst,Illinois,this10thdayofApril,2017.

JamesW.Rogers
Secretary
[SEAL]
4
EXHIBITA

LEGALDESCRIPTIONOFWESTERNPARKSITE

[TOBEINSERTEDBYATTORNEYSFOLLOWINGRECEIPTOFTITLECOMMITMENT]
PropertyAddress: GoldenMeadowsPark
SouthEndofCarolineAveandSouthEndofHampshireAve
Elmhurst,IL60126
PIN: 06012150300000(part)
5
Illinois Department of
Natural Resources Bruce Rauner. GoYeruor
One Natura.! Resources Way Springfield, Illinois 62702-1271 \\'ayne A. Rosenthal. Director
www.dnr.illinois.gov
March 21,2017
Mr. James Rogers

Executive Director
E lmhurst Park District
375 W. First Street
Elmhurst, IL 60126
RE: Project 17-00160
Golden Meadows Park
Appraisal Value
Dear Director Rogers:
Be advised that the appraisal staff of the Department of Natural Resources has completed its review of
the appraisal report submitted in conjunction with the above referenced project. The amount listed
below has been determined to be the Certified Market Value (C .M.V.) of the subject property that has
been identified to be removed from the official federal project boundary.
CERTIFIED
PARCEL ACREAGE MARKET VALUE APPRAISER
1 2.885 $ 1' 130,000.00 Michael MaRouse
The next step will be the proposal of replacement land to mitigate this land conversion. Please give me
a call to discuss the proposed land to determine eligibility and to make sure there are no apparent
problems. If the proposed land appears eligible an appraisal for the value will be necessary. When it is
determined the value is equal to or higher than the above amount the Park District can proceed forward
with the rest of the requirements. Please refer to my original letter but feel free to call and discuss in
detail.
Thanks for your assistance.
~~c1/aa;u
Jan Nation
Grants Division
jn
COUNCIL ACTION SUMMARY
SUBJECT: Ordinance- declaring the necessity and convenience for the City of Elmhurst to
use and improve a portion of Golden Meadows Park (the "Property") for stormwater
improvement pursuant to Section 2 of the "Loca l Government Property Transfer Act" SO ILCS
60S/2.
ORIGINATOR: City Attorney
DESCRIPTION OF SUBJECT MATIER: The ordinance declares the necessity and convenience for
the City to use and improve the Property for stormwater pursuant to Section 2 of the "Local
Government Property Transfer Act" SO ILCS 60S/2 and pursuant to the Intergovernmental
Agreement between the City and the Elmhurst Park District. The ordinance provides that the
City accepts the amount of $1,130,000.00 determined by the IDNR as the certified market value
for the Property for construction, operation and maintenance of a stormwater improvement;
directs the City Manager to sign and transmit a letter to the Park District in a form as provided
in Exhibit A to the ordinance waiving the City's right to terminate the Intergovernmental
Agreement pursuant to Section 14. A. i.; directs the City Manager, City staff and the City
Attorney to proceed with performance of the Intergovernmental Agreement, Resolution R-76-
2016 dated July 18, 2016, including the deposit of certified market value for the portion of
Golden Meadows Park in the amount of $1,130,000.00 into a strict joint order escrow account
by April 21, 2017, and to conduct a closing for the conveyance of title to the City from the Park
District for the Property and delivery of the Easement Agreement.
EXHIBIT A TO ORDINANCE
CITY MANAGER LETIER TO PARK DISTRICT
April4, 2017
VIA PERSONAL DELIVERY/EMAIL/FAX OR CERTIFIED U.S. MAIL- RETURN RECEIPT REQUESTED
James Rogers
JROGERS@epd.org
Executive Director
Elmhurst Park District
375 W. 1st Street
Elmhurst, Illinois 60126
RE: City of Elmhurst Notice to Elmhurst Park District
Dear Mr. Rogers:
Pursuant to the {/Intergovernmental Agreement Between the City of Elmhurst and Elmhurst
Park District for the Construction, Operation and Maintenance of Stormwater Improvements in
Golden Meadows Park, Elmhurst, DuPage County, Illinois" ("'ntergovernmental Agreement"),
please accept this letter as "Notice" of the City's determination to waive its rights to terminate
the Intergovernmental Agreement pursuant to Section 14. A. i. The City has determined that it
accepts the determination of the Illinois Depa.r tment of Natural Resource-s ("IDNR" ) as
expressed in the IDNR letter dated March 21, 2017, of the amount of $1,130,000.00 being the
certified market value of the portion of Golden Meadows Park to be used to construct, operate
and maintain a stormwater improvement thereon . The City has determined it will proceed with
the performance of the Intergovernmental Agreement, including the deposit of $1,130,000.00
into a strict joint escrow account by April 21, 2017, and the conduct of a closing at a mutually
agreeable time for the conveyance of title to the City from the Park District of the portion of
Golden Meadows Park and the delivery of the Easement Agreement. The City shall pay all
closing costs.
Very truly yours,
James Grabowski,
City Manager, City of Elmhurst
GoldenMeadowsPark
IGAFlowChart
SequenceofEvents Status

EnvironmentalAssessmentCompleted
CompletedbyCity

IGAApproved
ApprovedJuly18,2016
AppraisalProcessCompleted MiddleappraisalsubmittedtoIDNR
February3,2017

Fundsplacedinescrow NolaterthanApril21,2017
IDNRApproached ApprovalofIGAconceptAugust9,2016
ApprovalofappraisalMarch21,2017
ClosinganticipatedApril30,2017
ExistingpropertydeededovertoCity

Pursuitofreplacementproperty
Cityconstructsbasin/ParkDistrict alreadyunderway
pursuesreplacementproperty
LatestUpdatesinbold April10,2017
Agenda #9b (1)
M E M O R A N D U M

Angela Ferrentino, Director of Parks & Facilities
Daniel Payne, Division Manager Parks
RE: 2017 MOWER REPLACEMENT
ISSUE
In an on-going effort to maintain the highest quality and safest fleet for the Park District,
staff recommends the replacement of vehicles and equipment that have reached the end
of their useful life. The replacement of the mowers meets the Boards Strategic Plan
Theme of Fiscal Agility, Objective B: Take Care of What We Have and Objective C: Invest
in the Future.
DISCUSSION
Two of the Districts oldest seventy-two inch detail mowers are scheduled for
replacement. These mowers are both five years old and run daily during the mowing
season. Additionally, a third mower is recommended for purchase. The addition of this
third mower to the fleet will help with specialized mowing on the collegiate fields as well
as ensure a spare mower during times of maintenance and repairs. The replacement of
mowers over the past two years has reduced the variety of brands of mowers in the fleet
from six to four in 2016 and down to two in 2017. The reduction in multiple brands
improves efficiencies in maintenance and sourcing parts, as well as staff training and
proficiency with equipment operation.
Staff recommend utilizing the State of Illinois Joint Purchasing Contract for the
procurement of two 72 Toro mowers. The State of Illinois Joint Purchasing Contract
prepares bids, conducts a competitive sealed bidding process, and awards contracts. The
Joint Purchasing Contract is open to all governmental units. A copy of the contract is
included with this memo. The District has utilized the State of Illinois Joint Purchasing
Contract for equipment replacements in 2003, 2008, and 2016. The billing for the
purchase is done through MTI Distributing in Minnesota.
MTI Distributing, Inc. Brooklyn Center, MN:

Two (2) current model year Toro 6000 Series 72 Z Master Mowers
$ 20,900.00 (State Bid)
A request for quotes was then issued for one 61 Wright Stander X mower. Three vendors
submitted quotes with Russo Power Equipment having provided the lowest quote.
Russo Power Equipment Schiller Park, IL:

One (1) current model year Wright Stander X 61 Stand-on Mower
$ 7,950.00
Funds for the purchase of three mowers in the amount of $29,500 have been budgeted
in the FY17 Capital Improvement Fund. Russo Power Equipment of Schiller Park, IL will
handle the ordering, delivery, and training associated with all three of the new mowers.
Russo Power Equipment is a quality vendor with whom the District has a history of
equipment, parts, and material purchases.
RECOMMENDATION
That the Board of Park Commissioners (1) approves the purchase of the two (2) current
model year Toro 6000 Series mowers in the amount of $20,900.00 from MTI Distributing,
Inc. through the State of Illinois Joint Purchasing Contract; (2) approves the purchase of
one (1) current model year Wright Stander X in the amount of $7,950.00 from Russo
Power Equipment; and (3) authorize the Executive Director to execute said contract
accordingly.
Thank you.
Attachments: State Contract

61 Stander Mower quotes
QUOTATION PAGE: 1
Russo Power Equipment PHONE#: (630)993-8900 DATE: 3/17/2017

9525 W. Irving Park Rd CELL#: ORDER#: 3451 206
Schiller Park, IL 60176 ALT. #: (630)993-8942 Ext: CALCUSTOMER II: 1009829
(847)678-9525 P.O.#: CP: Eddie C
TERMS: Net 45 EOM LOCATION: 1
SALES TYPE: Quote STATUS: Active
~ BILL TO~: 1 009829 r. I-IIPTQ~

Elmhurst Park Oistrict Elmhurst Park District
375 W First St 985 S Riverside Dr
Elmhurst, IL 60126-3297 United States Elmhurst, IL 60126-3297 United States
pESG@_PTJQ.:.:___ , - QT!_ J~ _pRfGE_-:":;:- __:jiET - _:_r-: TOTAL;:'

RIDING MOWER I Z-MASTER 6000 I 72" I 2 $14,443.00 $9,589.00 $19,178.00
26.5HP KOH EFI
TOR 117-0354 KIT-Z STAND G3 2 $439.19 $256.00 $512.00
TOR 117-3600 CHUTE GATE KIT WI BAG 2 $365.99 $215.00 $430.00
TOR 115-7469 RECYCLER KIT-G3,72 2 $428.39 $250.00 $500.00
TOR 115-7480 ROLLER STRIPER KIT-72 2 $266.34 $140.00 $280.00
Prices reflected on this quote are valid for 15 days
SUBTOTAL: $20,900.00
TAX: $0.00
ORDER TOTAL: $20,900.00
Authorized By: -----~----------

CONTRACT ITEMS/SERVICES T NUMBER: T4860
BY LINE ITEM PAGE NO. : 00008
LINE!I DESCRIPTION/~1FGR/BRAND QUANTITY UNI T DISCOUNT UNIT PRICE

FROM/TO
00003 CONTINUED .... .

DRIVE SYSTEM: +
1. HYDRAULIC PU!4PS - 2
2. WHEEL MOTORS - 2
MOWER DECK:
1. 7 GAUGE STEEL W/REINFORCED GUARD
2. DECK DEPTH - 5" , MINIMUM
3. CUTTING HEIGHT: MIN. 1" TO 5"
4. ANTI - SCALP ROLLERS - MIN. 5
5. ELECTRIC/MAGNETIC CLU'l'CH
FEATUR!lS:
1. ELASTOM!lRIC ADJUSTABL!l SUSP!lNSION
SEAT
2. SEAT BELTS
3. BEVBRAGE HOLDBR
4. FOLDING ROPS
5. 1 -5 /B" DIAMET!lR GRIPS ADJUSTABLE,
DAMPENED
6. HOUR MET!lR
DRIVE TIRES & CASTERS:

1. MANUFACTURER STANDARD RATED SIZE FOR
UNIT WEIGHT AND PERFORMANCE
725CC, 12 GAL GAS TANK

VENDOR: MTI DISTRIBUTING INC
CONTRACT NO: 4017552

BRAND: TORO MODEL: 74915
00004 CO~~ODITY CODE: 3523-549 - 2302 1.000 EACH 32.00% N/A

OPTION FOR FACTORY MODIFICATION FOR
CO~~ODITY NUMBER 3523-549 -2 202
THIS MODIFICATION IS FOR ITEMS THAT

PHYSICALLY ATTACH TO THE MOWER . (WAGONS,
SWEEP!lRS, ETC. ARE NOT TO BE INCLUDED IN
THIS MODIFICATION)
BID SHALL BE A PERCENT DISCOUNT FROM THE

MANUFACTURER'S SUGGESTED RETAIL PRICE
COLID1N 0;;;' THE MOST CURRENT EDITION OF
THE ~1ANUFACTURER' S PRICE LIST.
DATED: 11/1/2012
CONTRACT NO: 401 7552
00005 COMMGDITY CODE : 3523-549-2203 2.000 EACH N/A $ 9,589.00000

ZERO-TURN, 72" ~10WER DECK
ENGINE :
l. MIN. 29 HP,
STATE CYLINDER DISPLACEMENT: CC
2. AIR COOLED
3. GASOLINE
STATE FUEL CAPACITY: _________GAL.
DRIVE SYSTEM:
1 . HYDRAULIC PUMPS - 2
2. WHEEL MOTORS - 2
MOWER DECK:
1 . 7 GAUGE STEEL W/REINFORCED GUARD
2. DECK DEPTH - 5 " , MINIMUM
3 . CUTTING HEIGHT: MIN. 1" TO 5"
4. ANTI-SCALP ROLLERS - MIN. 6
CONTRACT ITEMS/SERVICES T NUNBER: T4860
BY LINE ITEM PAGE NO.: 00009
LINE# DESCRIPTION/MFGR/BRAND QUANTITY UNIT DISCOUNT UNIT PRICE

FROM/TO
00005 CONTINUED .. ...

5. ELECTRIC/MAGNETIC CLUTCH
FEATURES:
1. ELAS'l'0~1ERIC ADJUSTABLE SUSPENSION
SEAT
2 . SEAT BELTS
3. BEVERAGE HOLDER
4. FOLDING ROPS
5. 1-5/8" DIAMETER GRIPS ADJUSTABLE,
DAMPENED
6 . HOUR METER
DRIVE TIRES & CASTERS:

1. MANUFACTURER STANDARD RATED SIZE FOR
UNI'r WEIGHT AND PERFORl'IANCE
747CC, 12 GAL GAS TA.~K


BRAND: TORO MODEL: 74928
00006 C0~40DITY COOS: 3523-549-2303 1. 000 EACH 32.00~ N/A

OPTION FOR FACTORY NODIFICATION FOR
C0~40DITY NUMBER 3523-549-2203
THIS MODIFICATION IS FOR ITEMS THAT

PHYSICALLY ATTACH TO THE MOWER. (WAGONS,
SWEEPERS, ETC. ARE NOT TO BE INCLUDED IN
THIS MODIFI CATION)
BID SHALL BE A PERCENT DISCOUNT FROM THE

MANUFACTURER ' S SUGGESTED RETAIL PRICE
COLUMN OF THE MOST CURRENT EDITION OF
THE MANUFACTURER'S PRICE LIST.
DATED: 11/1/2012
00007 COMMODITY CODE: 3523 - 549-2204 3.000 EACH N/A $ 11,644.00000

ZERO-TURN, 52" MOI'IER DECK
ENGINE:
1. MIN. 24 HP,
STATE CYLINDER DISPLACEMENT: CC
2. LIQUID COOLED
3. DIESEL, (TIER 4 IF >THAN 25HP)
STATE FUEL CAPACITY: GAL.
DRIVE SYSTEM:
1. HYDRAULIC PUMPS - 2
2 . WHEEL MOTORS - 2
MOWER DECK:
1. 7 GAUGE STEEL W/REINFORCED GUARD
2. DECK DEPTH - 5" , MINIMUM
3. CUTTING HEIGHT: MIN. 1" TO 5"
4. ANTI-SCALP ROLLERS - MIN. 5
5. ELECTRIC/MAGNETIC CLUTCH
FEATURES:
1. ELASTOMERIC ADJUSTABLE SUSPENSION
SEAT
2. SEAT BELTS
3. BEVERAGE HOLDER
4. FOLDING ROPS
5. 1-5/8" DIAMETER GRIPS ADJUSTABLE,
QUOTATION PAGE: 1
Russo Power Equipment PHONE#: {630)993-8900 DATE: 3/17/2017

9525 W. Irving Park Rd CELL#: ORDER#: 3451226
Schiller Park, IL 60176 ALT. #: {630)993-8942 Ext: CALCUSTOMER #: 1009829
(847)678-9525
P.O.#: CP: Eddie C
TERMS: Net 45 EOM LOCATION: 1
SALES TYPE: Quote STATUS: Active
BILL TO-j 1 009829 :':SHiP TO

Elmhurst Park District Elmhurst Park District
375 W First St 985 S Riverside Dr
Elmhurst, IL 60126-3297 United States Elmhurst, IL 60126-3297 United States
:.EKJ?.RODU<;t':' N.Ui\ID~R [~Gr;'~;rrp!{.; .,_ --- _ QTL , _, ryncE ....,. - _N'E!_ --TOTAt;_:
WRI GWSTX61 ECV740E STANDONMOWERISTANDERX/61"/27HP 0 $10,359.00 $8,070.00 $0.00
KOH EFI
WRI GWSTX61 SFX730E STAND ON MOWER/STANDER X/ 61" I 0 $10,080.00 $7,950.00 $0.00
23.5HP KAW FX I ES
WRI GWSZK61 FX801 E STAND ON MOWER I STANDER ZK 161" I 0 $11 ,090.00 $8,835.00 $0.00
25.5HP KAW FX I ES
WRI GWSZK61 FX850 E STAND ON MOWER I STANDER ZK I 61" I 0 $11,140.00 $8,880.00 $0.00
27HP KAW FX I ES
Prices reflected on this quote are valid for 15 days
SUBTOTAL: $0.00
TAX: $0.00
ORDER TOTAL: $0.00
Authorized By: - - -- - - -- --------

lA.
CAROL STREAM LA';IN AND POWER

1370 ARJ1Y TRAIL ROAD
CAROL STREAM, ILL1NOIS 60188
630-483-0S88 CSLAWNFOWER@GJ1AIL,CON
(63BJ !193-8941 (630) 993-8~4"1

SOLD"TO: SHIP TO:
~ llLHHURST PARK DISTRICT ~LMHU8ST PARK DISTRICT 9938941
8 225 PROSPECT ~25 "PROSPECT .
>-
z ELlfHURS.T1 JL
..J
60126 ~Ll1HU!?ST, IL 60126 'rJ'ERJ1INAL: 12
o
cc
5 "BJI'
., ..
. WORK ORDER I I SHIP MG HOD TIME I PAGE
;;; No ret u:rns or servicE> 'tlarranties Jli thout -reaE>i"JJt.

;: No returns on spec.:J.sl ordE>r or elE>atr:J.asl. psrts. SHIPPED VIA: CVStOM:ER PiCKUP
;;; ThE>re is s 15X rE>stoak.:J.na fE>e an rE>tiJrns. 14:.3 5:37 . PAGEt 1 DF 1
<( ACCT. NO. DATE INVOICE N . ; SALESMAN ST:JRE P/0 NUMBER .. _ SPE IALINFORMATI N
w .
Q. 9938941 3/28/).7 39.3905 ~01/001 1
~~~~~~~~-r.~r-~~~~~~r---~~~~~~--~--rr.M~.-~~.---~Trmrnr---1
~~~R~D~~-~s~t~~~~B~O~~L~IN~E~----~PIA~R~TJN~U~M~
B~ER~--~------~D~E~S~
R~IP~T~
It~~N
. -------r~~IS~T~~~N~E~~~---A~M~O~U~N~T~
--~
~ 1 1 .'WREWBTX61FX7G0E STANDER )( ~6l F X7"30 . . "814:1. 00 81~9.-00
~ J. 1 ~RE;~;X52FX730E JtND X 52 .f'X730
1
~
': 780. 00J897. 00 .
I"
I
lN- I
P8IC$ REFLECTED 0N THIS QUOTE
1
1.
' ARE VALID FOR 3a. DAYS

.j
f
... I
I
i
I
l
I
I
I
f
'
SUB TOTA4
HISC.
LABOR --
---->
- j----->
.--- -->
16046.00
0.00
0.00
REC'D BY.
TAX 7. 750 ---.>
INVOICE TOTAL-> 16046.00
0.00
Payne, Dan
From: Alsip Lawnmower <alsiplawnmower@gmail.com>

Sent: Thursday, March 30, 2017 10:12 AM
To: Payne, Dan
Subject: Re: FW: Wright Mower Quote
Hi Dan,
I apologize for the. delay, I did receive the original email that I forwarded to m y boss, but I had assumed it was
taken care of so that is my fault and I do apologize.
Wright is currently mnning a sale through April 30th that offers 20% offMSRP on any Wright. I will include
the MSRP and sale prices below:
WSTX52FX730E
5211 Deck with 23.5hp electric start Kawasaki engine
MSRP: $9,780
Sale: $7,824
WSTX61FX730E
61 11 Deck with 23.5hp electric start Kawasaki engine
MSRP: $10,080
Sale: 8,064
I am assuming that this would be a tax exempt sale, so we would also need a copy of the tax exempt letter at the
time of sale. Again, these sale prices arc valid through April 30. Please let me know if you have any
questions.
Thank you!
Sarah Freedom
Alsip Lawnmower Repair, Inc.
11550 S. Pulaski Roa(/
Alsip, IL 60803
(708) 388-0l~88
www. alsiplawnmowerinc. com
On Thu, Mar 30, 2017 at 10:02 AM, Payne, Dan <dpayne@epd.org> wrote:
: I
1
Agenda #9b (2)
M E M O R A N D U M

Angela Ferrentino, Director of Parks and Facilities
E. Anne Scheppele, Division Manager-Facilities
RE: SPRAY PARK RESURFACING PROJECT
DISCUSSION
The objective of this project is the installation of approximately 1,500 square feet of
new, highly durable, soft, commercial quality replacement safety surfacing specifically
engineered and warranted for aquatic amusement applications. The Boards Strategic
Plan Theme: Fiscal Agility, Objective B: Take Care of What We Have recognizes that
facilities and amenities are valuable assets and should be maintained and preserved.
As part of the FY17 Capital Budget, $30,000 was designated for removal and
replacement of the spray park surface.
BACKGROUND
The existing poured-in-place rubber surfacing at the spray park (located at the Hub in
Berens Park) was installed in 2013. It consists of two layers; a base or impact
attenuating layer and a top wear layer which is the colorful part of the system. This type
of system is a unitary surfacing solution that provides a soft cushion around playground
equipment or on a running surface for kids to enjoy. The spray park does not contain play
equipment that would require the surfacing to meet or exceed ASTM performance
requirements for critical fall height protection for children on playgrounds.
In 2014, 2015 and 2016, patch repairs were made in an attempt to correct deficiencies in
the surfacing, these efforts failed to provide any lasting results. The defects in the surface
are many and varied. They include disintegration of surfacing binders, product separation
and breakup, cushion base delamination from concrete substrate, surfacing depressions
and mounding irregularities. As a result, the existing two-layer poured-in-place surfacing
is deteriorated, unsafe and must be removed and replaced.
Plans and specifications were developed requesting any proven, soft, non-slip surfacing
products specifically designed and warranted to successfully perform under Illinois
weather conditions and spray pad chlorinated aquatic environments. The removal and
disposal of the existing surface was listed as Alternate # 1 in the bid documents. A legal
ad was placed in the local newspaper on February 17, 2017 announcing the availability
of bid packets with specifications available at the Administrative Office and also
electronically. To generate interest in the project, invitations for bids, with plans and
specifications, were sent to eight companies that specialize in soft, commercial quality
replacement safety surfacing specifically engineered and warranted for aquatic
amusement applications. Two sealed bids were returned, opened and read publicly on
March 9, 2017. A copy of the bid tally is attached.
Spear Corporation of Roachdale, IN returned the lowest most responsible bid for this
project. Spear proposes to use a splash pad/water surface product from No Fault
Safety Surface. This rubber surface is non-slip and doesnt get too hot making it more
comfortable for users bare feet. Positive references for Spear Corporation were received
from Southwestern High School, the City of Robinson Parks & Recreation and the Village
of Plainfield Parks & Recreation Departments. The Spray Park Resurfacing Project is
scheduled to begin mid-April and reach final completion by May 5, 2017. Staff is confident
that Spear Corporation is a reputable company that possesses the experience and
capabilities to successfully complete the work in accordance with the required
specifications and schedule. A records search has been completed with the Illinois
Department of Labor (IDOL) and Dun & Bradstreet, Inc. with no violations found.
RECOMMENDATION
That the Board of Park Commissioners (1) awards the Base Bid to Spear Corporation of
Roachdale, IN in the amount of $38,000; (2) rejects Alternate #1 in the amount of $12,000;
(3) approves the expenditure of $8,000 from the Districts Capital Fund Contingency line
item for the project, and (4) authorizes the Executive Director to execute said contract
accordingly.
Thank you.
Attached: Bid Tally Sheet

-------------- -----~~~-~~
Elmhurst Park District

SPRAY PARK RESURFACING PROJE
Sid Opening- Thursday, March 9, 2017 -11oop.m.
a:: a::
~!2: 0
w Q<Jl (!);- TOTAL TOTAL
SUBMITTED BY -"'
~~
t; .-;;;' "'t:-
:JwiD t;w-
u (!)
zu-
~
!{! ~ "'u"" <3; 2: btl
:J <(
UI
wu
Vl<O;
<3;
"'"'"'
1-wa.
<3; ~
cO[ij~
a::w"'
a::<:>.
f-L.!...~
;;;:(!),_
-LLlro
i
BASEBlD ALTERNATE
zU.ci Zw- w<n N0.1
gl= 0
::>a::~
Vl Q.. Oa:: "'$..,....
c.
OJ< u u
1.
\)~uJ ~~G4:;.ll::
J / J J J ?/3( CO->. <YO 5. Sod. oo
I
7ft:~ [(),A.:\O~oW / / ./ v 13 '6 ooo 12. oOO. e<>

2.
\ 1
'
1:
;
3. '
I
I
i
I
I I
4. .
i
I
5.
""
Agenda #9b (3)
M E M O R A N D U M

Angela Ferrentino, Director of Parks & Facilities
Miranda Lovato, Landscape Architect
RE: 2017 ADA IMPROVEMENTS
ISSUE
Bids were requested for various ADA improvements at Eldridge Park and the Depot. This project
meets the Boards Strategic Plan Theme of Fiscal Agility Objective B: Take Care of What We
Have.
BACKGROUND
Effective March 15, 2011, the Elmhurst Park District, along with more than 86,000 units of state
and local governments, and 7,000,000 businesses and nonprofits, is subject to the newest ADA
regulations set forth by the Department of Justice under Titles II and III of the Americans With
Disabilities Act and the 2010 Standards for Accessible Design.
On October 24, 2011, the Board of Park Commissioners approved an updated ADA Audit and
Transition Plan. The report describes the specific barriers at each of the Districts park sites and
facilities and the ways in which each specific barrier can be addressed, including the use of best
practices.
The barriers being addressed in this project were barriers identified in the 2011 ADA Audit.
DISCUSSION
The scope of the project includes removing and replacing asphalt and concrete paths and
pavement at Eldridge Park and the Depot. A majority of the work at Eldridge Park is concentrated
along the eastern edge of the park at Spring Road, and is further explained in the attached
graphic. The work at the Depot involves replacing the concrete ramp on the south side of the
building (to be coordinated with the replacement of brick pavers that was approved by the Park
Board on February 27, 2017) as well as replacing a section of sidewalk that connects the Depot
to South St. and adding detectable warning tiles to the street crossing. The work at the Depot
and Eldridge Park were bid together based on the similarity within the scope of work for both
projects.
A request for sealed bids was advertised in the Elmhurst Suburban Life as well as posted on the
Elmhurst Park District website on March 3, 2017. Staff sent 15 letters of invite/bid packages
electronically to asphalt paving/concrete paving contractors in the Chicagoland area. Five sealed
bids were submitted and publicly opened on March 21, 2017. A copy of the bid summary sheet
is attached.
Advantage Paving Solutions, Inc. of Mokena, IL submitted the lowest responsible base bid in the
amount of $40,553.90. Positive reference checks for Advantage Paving Solutions, Inc. were
received from the College of DuPage, Manteno School District No. 5, DuPage Health Department,
and EMG Corporation. A records search has been completed with the Illinois Department of
Labor (IDOL) and Dun & Bradstreet, Inc. with no violations found. The work is scheduled to occur
between May 15 and June 9.
Funds for the project have been included in the 2017 Capital Plan. More specifically, $60,000
has been budgeted in the Special Recreation Association Fund for the Eldridge Park portion of
the work while $6,000 has been budgeted in the Capital Fund for replacement of the concrete
ramp and sidewalk at the Depot.
Budget Breakdown:
Budget Low Bid
Eldridge ADA Improvements $60,000 $35,393.90
Depot Concrete Ramp and $ 6,000 $ 5,160.00
Sidewalk Replacement
Total: $40,553.90
RECOMMENDATION
That the Board of Park Commissioners (1) accepts the base bid of $40,553.90 (2) authorizes the
Executive Director to execute said contract to Advantage Paving Solutions, Inc., of Mokena, IL.
Thank you.
Attachments: ADA Improvements Graphic

Bid Tally Sheet
2017 ADA IMPROVEMENTS PROJECT April 10, 2017
Eldridge Park AREA 5:
Remove and replace concrete
bench pad with additional space
for companion seating.
AREA 4: AREA 1:
Remove asphalt Remove and replace concrete
pavement and pavement at crosswalk and
replace with concrete replace detectable warning tiles.
pavement along Remove asphalt pavement
Harrison St. path and replace with concrete
Add detectable pavement. Regrade to meet
warning tiles at slope guiedlines for accessibility.
crossing Remove asphalt pavement in the
parking area and regrade to meet
slope guidelines for accessibility.
Replace drinking fountain.
AREA 2:
Remove asphalt pavement and
replace with concrete pavement
and add detactable warning
tiles at curb ramp for accessible
parking area.
AREA 3:
Remove concrete depressed
curb and replace with concrete
mountable curb to discourage
pedestrian traffic from crossing.
2017 ADA IMPROVEMENTS PROJECT April 10, 2017
The Depot

pavement at crosswalk and add
detectable warning tiles.

pavement ramp and regrade
to meet slope guidelines for
accessibility.
2017 ADA Improvements Project
Bid Opening: March 21, 2017 at 10:00 a.m.
No. Contractor Bond Base Bid
1 .AofVVL VL .f-vccy:
v
fbtvt!Y] S'o Ivhu-r1J / LfO S S 3 _ c:; o
1
0 and ::1 LCLt/ld<;,c. czp~

I
2 \/ Lfi 708,
/
00
3 O?L v 1~ {ovz c Jre k Lon 5'/-rudu;-VJ \/ W3 I J. (_p;J d-0
4
H O.J?cl 5 flspha_ If Pt/LV; ~J J 2f9~ 909 . uo
.
5 f<ee .(-" ).e r Vt~e.r ~f- ':U- / 105/ ?03. oo

6
10
Witness (}U ~
;7
Date: ?
I
/?--I !17
;
Agenda #10b
FUTURE AGENDA
Revised 04/10/17
New/Expanded Facilities (02/10/16)

New Indoor Facility (10/11/16), (10/24/16)
Senior Center (12/16/15)
Wagner Community Center expansion

Elmhurst Park District Documents April 10

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Elmhurst Park District Documents April 10

Uploaded by

Copyright:

Available Formats

Agenda #9a (1)

DATE: April 10, 2017

TO: Board of Park Commissioners

FROM: James W. Rogers, Executive Director

RE: VISION 2020 SECOND STRATEGIC PLANNING WORKSHOP

DATE: April 10, 2017

RE: Strategic Planning Board Meeting #2

TO: Elmhurst Park District Board of Commissioners

DATE: April 10, 2017

RE: Vision 2020 Strategic Planning Summary

2/13 3/22 4/10

2/9 2/22 3/14, 3/18, 3/22-4/3

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Well respected in Inequitable partnerships Elmhurst Demographics Limited future tax

Process and Findings

ALL FULL-TIME STAFF WORKSHOP

Fun Fun Safety Inclusive

Integrity Integrity Fiscal Responsibility Innovative

Customer Customer Service Excellence Collaboration

Community Community Focused

VISION 2020 WORKGROUP WORKSHOP #2

Enhance employee growth and development

Provide exceptional and consistent guest experience

Balance active with passive offerings and open space

Continue to provide innovative programming to meet community needs

Communications (Internal and External)

Internal Operations (Employee Relations, Technology Etc.)

DATE: April 10, 2017

TO: Board of Park Commissioners

FROM: James W. Rogers, Executive Director

RE: 2016 YEAR-END STRATEGIC PLAN PROGRESS REPORT

Attachment: 2016 Year-end Strategic Plan Progress Report

Executive Directors Message

Introduction and Overview - 4

Why Do Strategic Planning? - 5

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

Strategic Planning Process and Balanced Scorecard Framework - 7

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

Qualitative Strategic Initiative Status Reports - 11

Definition of Key Terms - 47

Attachment A: 2016 Strategic Work Plan - 50

Introduction and Overview

Why do Strategic Planning?

Understanding the Strategic Plan Progress Report

Strategic Plan Process and Balanced Scorecard Framework

Mission, Vision, and Values

Mission, Vision and District Strategy

Strategic Work Plan Initiatives and Tactics

Strategic Work Plan Progress

Customer Centered Theme

Objective A: Nurture Community Connections

Objective B: Improve Customer Experience

Initiative Two: Enhance and develop technological solutions to communicate with

Objective C: Optimize Program and Facility Mix

Fiscal Agility Theme

Objective A: Align Resources with Community Need

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

Objective B: Take Care of What We Have

Butterfield Park and Playground for Everyone Redevelopment;

Objective C: Invest In The Future

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

Improvement through Collaboration and Innovation Theme

Objective A: Create a Borderless Organization