2015 annual report - wheeling park district · wheeling park district, incorporated in 1961, is...

2015 ANNUAL REPORT

Mission Statement:To provide memorable experiences in parks and recreation that enrich our communities.

Vision Statement:To become the provider of choice in parks and recreation within the communities that we serve.

2015 Annual Report

Administrative Office333 W. Dundee Road

Wheeling, Illinois 60090847.465.3333

fax 847.537.3481wheelingparkdistrict.com

Wheeling Park District2015 Board of Commissioners

Susan SteinPresident

Brian LichtenbergerVice President

Mike BurnsCommissioner

Cheri KlumppCommissioner

Mike KurganCommissioner

Richard RosenCommissioner

James WhittingtonCommissioner

Management StaffJan Buchs

Executive Director

Allen ParkesGeneral Manager,

Chevy Chase Country Club

Amy RivasDirector of HR andRisk Management

Kevin RomejkoDirector of Administrative Services

Matt WehbyDirector of Park and Recreation Services

Page | i Wheeling Park District 2015 Annual Report

TABLE OF CONTENTS

INTRODUCTION ............................................................................................................. 1

PLANNING AND DEVELOPMENT ................................................................................ 7

HUMAN RESOURCES AND RISK MANAGEMENT .................................................... 11

PARK AND RECREATION SERVICES ....................................................................... 17

HERITAGE PARK SPORTS COMPLEX ...................................................................... 35

FITNESS CENTER ...................................................................................................... 37

FAMILY AQUATIC CENTER ........................................................................................ 45

COMMUNITY RELATIONS .......................................................................................... 51

CHEVY CHASE COUNTRY CLUB .............................................................................. 59

ADMINISTRATIVE SERVICES .................................................................................... 73

Page | ii Wheeling Park District 2015 Annual Report

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Page | 1 Wheeling Park District 2015 Annual Report

INTRODUCTION The 2015 Wheeling Park District Annual Report has been prepared to provide you, the Board of Commissioners and interested residents, a review of the past year. This report presents an overview of the Park District, highlights the accomplishments and challenges experienced in 2015, and discusses areas of operation, as well as each department within the Park District. Also, statistics and financial analyses are included from 2011, 2012, 2013, and 2014 for the purpose of comparing 2015 to previous years. I. DESCRIPTION OF OPERATIONS Wheeling Park District, incorporated in 1961, is located in northern Cook and southern Lake Counties, and is 27 miles northwest of downtown Chicago. The Park District serves a population of approximately 38,000 residents living within the Village of Wheeling and small portions of Prospect Heights, Buffalo Grove, and Arlington Heights. It encompasses an area just over 8.5 square miles. The Park District is considered to be a primary government – providing a full range of recreation activities, public open space, recreational facilities, a full-service country club, and districtwide events for its communities. The Park District is governed by an elected, seven-member board, and operates under a Board-Manager form of government, with its primary purpose being to provide parks and recreational opportunities to its residents. Services provided include recreation programs, park management, capital development, and general administration. The Park District manages 19 sites on approximately 311 acres. Recreational facilities operated by the Park District include one undeveloped natural area, ten parks, one outdoor aquatic center, one community recreation center, one indoor aquatic center, a fitness center, historical museum, two community gymnasiums (shared with Community Consolidated School District 21), and a championship-quality golf course and banquet facility, as well as a number of softball/baseball diamonds, football and soccer fields, playgrounds, and picnic shelters. II. 2015 DISTRICTWIDE ACCOMPLISHMENTS Revising the Park District’s mission statement and evaluating its communication efforts in 2004 was the genesis of a change process that began to move the Agency to function as a strategy-focused organization. This transformation instilled a sense of common purpose, identified shared organizational values, and established a set of key, strategic initiatives that provide an aligned course of direction in meeting the Park District’s mission today and in the future. The presence of an ongoing, strategic planning process has created a better sense of order, channeled resources in a direction that yields the greatest benefit to Park District resident taxpayers and other guests and, overall, has focused efforts on what is truly important for the organization. The Park District’s key, strategic initiatives and targeted outcomes continue to include:


Strategic Initiatives Targeted Outcomes Quality Guest Services & Experiences = Loyalty & Retention Internal Process & System Improvements = Effectiveness & Efficiency Long-term Financial Strategies = Financial Stability Community Relationships = Community Partnerships Continuous Learning Environment = Motivated & Knowledgeable Employees

In 2015, all Agency, department, and individual goals and objectives were developed in support of Park District strategic initiatives, and targeted to achieve outcomes in carrying out its mission. Quality Guest Services & Experiences Goals and objectives accomplished in 2015 supporting this strategic initiative include:

Aligned opportunities with guest and community needs o Continued to monitor and review program lifecycles and trends o Commenced update of CCCC Grand Ballroom o Engaged a consultant to conduct a communitywide survey to identify needs

through a statistically valid survey o Conducted “Voice of the Local Golfer” survey with Pellucid o CRC Planning

Pursued areas for growth, as identified in the Communitywide Survey results, usage, data, trends, and facility feasibility studies

o Created new programs in Fitness and Wellness, Community Special Events, Teen and Adult Programs

o Hosted open house for CCCC Devonshire Room o Achieved a program class cancellation rate of 14% (goal was <15%) o Achieved a program participation growth rate of over 35% o Attained 361,094 guest experiences in calendar year 2015

Evaluated and improved internal and external guest satisfaction and retention levels o Achieved a Net Promoter Score of 63%

Implemented major park improvement plans o Continued Heritage Park Redevelopment Project

Implemented the 2015 Neighborhood Park Improvement Plan o Completed construction and bid documents for Horizon Park improvement

Implemented the 2015 Major Projects Schedule

o Finalized designs for Heritage Park signage program o Began planning for Heritage Park playground o Completed Heritage Park east entry plaza o Replaced Family Aquatic Center main pool filters o Selected recreation software vendor and prepared for 2016 migration o Selected point-of-sale software for Chevy Chase Country Club o Lake County Stormwater Management Study initiated for Chevy Chase Country

Club shoreline restoration


o Commenced Chevy Chase Country Club Grand Ballroom improvements

Continued implementation of Phase 3 of the ADA Transition Plan o Chevy Chase Country Club items completed with building renovation

Internal Process & System Improvements Goals and objectives accomplished in 2015 supporting this strategic initiative include:

Developed and streamlined critical processes o Continued to implement Districtwide Security Plan o Initiated recreation and Chevy Chase Country Club software changes o Continued to monitor, manage, and implement ACA regulations

Maintained and achieved Agency accreditations o Awarded GFOA’s Certificate of Achievement for Excellence in Financial Reporting

for fiscal year 2014 o Evaluated NRPA Gold Medal requirements and value

Strengthened internal and external guest communications o Continued development of an overall public awareness/promotions plan o Continued to implement and build Heritage Park brand

Developed Agency environmental practices and standards o Presented final version of the Environmental Action Plan to the Board for approval

and implementation Long-Term Financial Strategies Goals and objectives accomplished in 2015 supporting this strategic initiative include:

Aligned financial resources with need o Continued to meet fund balance targets for Corporate and Recreation Funds o Generated targeted annual transfers to the Capital Projects Fund from the

Corporate and Recreation Funds of $402,800 and $1,427,900, respectively Established financial growth and sustainability key points of measurement (budgeted

surplus + capital + internal transfers + 5%) o Overall: $3,450,692 v. goal of $2,822,212 o Corporate: $988,106 v. goal of $747,324 o Chevy Chase Country Club: $658,829 v. goal of $526,868

Golf: $1,199,885 v. goal of $1,270,504 (budget) Events: $965,829 v. goal of $855,554

o Recreation: $1,803,757 v. goal of $1,548,020 Fitness & Wellness: $133,717 v. goal of $203,104 Family Aquatic Center: $156,910 v. goal of $90,260 Recreation programs: $423,042 v. goal of $309,778 Heritage Park: $129,578 v. goal of $70,647 Arctic Splash: ($8,110) v. goal of ($27,305)


Increased alternative revenue sources o Hosted a benefit golf outing for the Family Learning Program that generated

$16,432, offsetting the Park District’s financial contribution to the program Community Relationships Goals and objectives accomplished in 2015 supporting this strategic initiative include:

Developed strategic alliances o Continued to develop methods to connect with, and deliver services to, diverse

markets o Worked towards development of an overall partnership evaluation process o Continued to explore new opportunities for collaborations and partnerships o Built upon working relationships with other governmental agencies, businesses,

and service organizations Prepared for inaugural 2016 State of the Community Address

o Planned for 2016 implementation of Heritage Park Memorial Program Fostered existing relationships with State and Federal Legislators

o Kept in regular communication with legislators on Park District issues, public events, and potential opportunities Appearances made by State Senator Link and U. S. Representative Dold

at Heritage Park Grand Opening Preview event Volunteer assistance provided at Thanksgiving Community Feast by Illinois

General Assembly members Senator Morrison, Representative Nekritz, and Representative Sente

o Participated in state legislative forums on parks and recreation o Arranged to host the annual IAPD Legislative Picnic at Heritage Park in 2016

Continuous Learning Environment Goals and objectives accomplished in 2015 supporting this strategic initiative include:

Staff and Board development o Continued Partners in Leadership training

Uphold an accountable work environment

o Held employees accountable to meet their goals and position expectations o Monitored and reported on progress of individual, division, department and Agency

goals

Encourage innovation, creativity o Cultivated an environment that supports creative thinking o Celebrated Park District and employee milestones o Encouraged and supported continuous learning for Board members and staff

GFOA Reporting Award For the 11th year in a row, Wheeling Park District received the Government Finance Officers Association’s Certificate of Excellence in Financial Reporting.


IAPD Best of the Best Award During the annual IAPD Best of the Best Gala at Chevy Chase Country Club on October 2, Wheeling Park District was presented with the Intergovernmental Cooperation award for its work with the Metropolitan Water Reclamation District of Greater Chicago and the Village of Wheeling, in conjunction with the Heritage Park Redevelopment Project.


PLANNING AND DEVELOPMENT I. DESCRIPTION OF AREA Planning and Development is a function within the Administration Department, reporting directly to the Executive Director. The operation, which is comprised of the Superintendent of Planning, serves as support to the entire District in providing planning, design, construction documentation, permitting, and construction administration expertise. Planning and Development provides support and initiative relative to areas that require thoughtful examination of long-term planning outcomes that protect the best interests of the Park District and the communities it serves. Such areas often include the writing and review of documentation to ensure the continued protection of properties, facilities and programs. Similar to prior years, 2015 was a year of design and development for neighborhood parks, in accordance with the Neighborhood Park Improvement Plan. Although the planning process for Horizon Park began in fall 2014 with a public listening session and preliminary site plan presentation, the design process was extended into the summer of 2015. As seen by the Horizon Park design process, as well as the prior improvements at Northside Park, Meadowbrook Tot Lot, Husky Park, and Pleasant Run Park (completed in 2011, 2012, 2013, and 2014, respectively), Wheeling Park District continues to prove itself as an innovator in developing creative and exciting playgrounds. This creative drive and neighborhood support is strengthened by the collaborative efforts of the Park District and the residents through the “People-Driven Park Design Process” utilized by the Park District since 2005. As stated in previous Annual Reports, the redevelopment of Heritage Park has been the most significant project contemplated by Wheeling Park District. In 2015, the transformation of Heritage Park became complete, as the entire park was opened to the public in grand fashion. It should be noted that in the latter half of 2014, and extending throughout 2015, Planning and Development staff worked diligently with Metropolitan Water Reclamation District of Greater Chicago (MWRDGC) staff to establish a method and procedure to close out the construction project and transfer the landscaping to the Wheeling Park District to ensure that the entire park met the standards of the Wheeling Park District at the time of opening and well into the future. Wheeling Town Center development has been a focus of the Wheeling community since 2011, and its impact on Heritage Park presents both challenges and opportunities. Accordingly, staff maintained a continued involvement in this project in 2015 to ensure Wheeling Park District is represented in the planning, design, and development process. II. 2015 ACCOMPLISHMENTS Heritage Park Substantial Completion Beginning in the summer of 2014, staff began building the groundwork for the opening of Heritage Park to the public and completion of the Heritage Park cooperative construction project with the MWRDGC. The primary focus and effort highlighted concerns over the establishment of the landscaped areas.


While the efforts in 2014 were mostly addressed through letters, memorandums, emails and verbal communications, in the spring of 2015, Park District staff took control over all of the landscaping at Heritage Park through a combination of in-house work on the trees, shrubs, and lawn areas, as well utilizing the expertise and capabilities of the Wetland and Ecology Group of V3 to advise and perform the necessary maintenance to assure the successful establishment and health of the naturalized areas throughout Heritage Park. Staff continued to work with MWRDGC and the general contractor to address punchlist items and deficiencies at Heritage Park throughout the year. While mindful of the contractual obligations between MWRDGC and the general contractor, Planning and Development staff diligently and firmly assisted in transitioning the project from MWRDGC to Park District authority. In addition, in March 2015, staff presented a proposed signage package for Heritage Park. The concept information presented at that time included a general design theme that included park entry signs, facility entry signs, directional and park rule signs, and pathway distance markers. The concept was subsequently revised in November to provide for a more comprehensive design and location hierarchy. Horizon Park Design Staff began the public listening sessions and design presentations for Horizon Park in fall 2014 with the expectation that the design presentations would extend into 2015. As such, staff worked with neighborhood residents, as well as Indian Trails Public Library staff, to create a design that takes advantage of the unique opportunities presented by the size and configuration of this parcel of land, in addition to its relationship to the Indian Trails Public Library building and the Library’s planned building and site renovation. Utilizing comments generated by the neighborhood residents, a final site design and playground concept was presented at a public meeting in Horizon Park in July 2015. In the fall of 2015, the planning process shifted to the design development, construction documentation, and permitting phases of the project as staff began working with an engineering consultant to prepare the necessary documents to secure permits to ensure that the construction documents will meet the requirements of all permitting agencies. Environmental Action Plan Planning and Development staff coordinated and led the process to develop a comprehensive Environmental Action Plan, in accordance with the Wheeling Park District 2012-2017 Strategic


Plan. Through a concentrated effort involving key personnel from each Park District department, a plan document was drafted in a strategy-based format, reflecting the sense of a common purpose and shared organizational values. Through quarterly meetings, during which the merits and feasibility of recommended environmental practices were discussed and prioritized, the Environmental Practices and Standards Committee prepared and presented a draft Plan to the Park District Board of Commissioners in November. Relevant comments from the Board were subsequently incorporated into the Plan, and in December 2015, the Wheeling Park District Environmental Action Plan was formally adopted by the Board of Commissioners.


HUMAN RESOURCES AND RISK MANAGEMENT I. DESCRIPTION OF AREA Human Resources and Risk Management is a function under the Administration Department, reporting directly to the Executive Director. The operation consists of all human resources functions, Agency training initiatives, and risk management endeavors. Human Resources and Risk Management was headed by a Director in 2015, with support from a Human Resource/Risk Manager, and a part-time clerk. II. 2015 ACCOMPLISHMENTS Human Resources Recruiting and Hiring Based on needs expressed by hiring supervisors, Human Resources assumed a much more active role in recruiting and hiring in 2015. As the Agency’s operations increased, so did the need for additional staff. In 2015, 1,003 applications were received and reviewed for 39 positions – a substantial increase from the 788 applications received in 2014. HR staff screened applicants for 11 full-time positions, and 94 candidates were interviewed for 14 various positions. In an effort to bring in more candidates for summer 2016, staff promoted seasonal positions at area high schools and held a job fair in December 2015. In terms of hiring, the Agency hired and on-boarded 300 part-time and 9 full-time employees in 2015, which was a substantial increase from the 227 part-time and 6 full-time staff members brought on in 2014. STAR – Special Thanks and Recognition The Special Thanks and Recognition program continues to serve as a reinforcement for exemplary action taken by staff. An enhancement to the program this year consisted of taking photographs of STAR recipients that were displayed at the staff recognition party. Employees were able to acknowledge other staff members for going beyond their normal duties. During 2015, 82 STAR cards were awarded throughout the Agency. Safety STARs were also given out as part of the STAR program to incent staff to make safety recommendations. Based on the results of a staff survey at the beginning of the year, employee recognition events were consolidated to once each quarter, instead of six events being held annually as has been the District’s past practice.


Continuous Learning In 2015, there were 101 on-site training sessions conducted, which is a slight increase over the 98 trainings offered in 2014. A total of 391 staff members attended these classes. Topics covered included CPR/AED, First Aid, Safety, Driving Standards, Hazard Communication, Facility Specific Emergency Procedures, PIL Orientation, HR Files Orientation, Applitrack Supervisory Training, TIPS (Concession and On-Premise), Crisis Management, Lifeguard, Square Reader, Accident/Incident Reporting, City Reporter/Tablet, Lifting Safely/Slips, Trips, & Falls Safety Training (English and Spanish), Ergonomics and Stretching (English and Spanish), Bus Driver, Safe Food Handling, Cash Handling, Hiring Supervisor, Parks Safety, Police Orientation, Excel, Google Calendar, General Orientation, Medication Dispensing, Forklift Training, Essential Oils Lunch and Learn, and Snowplow Training. In addition, 23 staff members attended 19 off-site training sessions. This demonstrated a marked downward trend from 34 total off-site trainings attended in 2014. These included IAPD/IPRA Conference, PDRMA’s HELP program, Gold Medal Conference, Management Association Conference, Society for Ecological Restoration, National Day Camp Conference, PDRMA’s Aquatics Risk Management Day, Food and Sanitation Manager Certification, IAPD Legislative Conference, NGCOA Annual Conference, Ellis Roundtable, FMLA Training, First Aid and CPR/AED Instructor Course, Referendum Planning, Club Industry Show, Certified Playground Safety Inspector, Food Safety Manager, Risk Management (PDRMA) Institute, and the IAPD Legal Symposium.

88

107

8782

0

20

40

60

80

100

120

Number of Awards

2012‐2015 Employee Recognition Program

2012 2013 2014 2015


Wellness PDRMA rolled out a new employee-wellness platform, PATH (Positive Activities Towards Health), in 2015. In PATH, staff has access to a multitude of wellness resources, including exercise trackers, diet plans, healthy eating articles, health coaching, smoking-cessation resources, and health webinars. The PATH program has allowed staff to take a more active role in seeking out the wellness resources best suited to each individual. Three wellness initiatives were conducted in 2015 through PATH. These included the Health Risk Assessment, the Minutes in Motion wellness program in the spring, and the fall Healthy for the Holidays wellness program. The Health Risk Assessment (HRA) provided health assessments, as well as health coaching, to staff in an effort to increase overall employee health. In 2015, 70% of full-time staff members participated in the HRA, which was an all-time high for the Agency. The two wellness programs provided staff members with tools to improve their overall wellness in terms of diet, exercise, rest, and work strategies. A total of 19 staff members participated in the Minutes in Motion and Healthy for the Holidays programs. Unemployment All PDRMA Property/Casualty coverage program members are automatically part of the unemployment compensation program. This program offers Wheeling Park District access to control services provided by outside consultants specializing in unemployment claims. .In 2015, the Park District paid total claims of $36,272.54 through a reimbursing method. This is a $15,924.00 increase in claims payments over 2014.

122 124

66

98 101

24 26

24

34 19

0

20

40

60

80

100

120

140

160

2011 2012 2013 2014 2015

Continuous Learning 2011‐2015

On‐site Training Off‐site Training


Risk Management Loss Summary The following table summarizes the loss experience at Wheeling Park District for 2015. The estimated dollars associated with each type of loss are based on a combination of open and closed claims; therefore, the actual cost may either increase or decrease by the time a claim is finally resolved. Each open claim’s cost has been estimated by PDRMA through assigning a reserve to help plan for future anticipated costs for that claim.

2015 Loss Experience

Claim Type Reported to PDRMA

Open Claims

Closed Claims

Total Estimated Losses

Property Losses 3 1 2 $10,732.60 Liability Losses (includes vehicles) 3 3 0 $12,000.00 Workers Compensation 5 4 1 $ 2,066.04 Pollution Losses 0 0 0 NA

The graph below illustrates the number and types of claims filed in 2014 versus 2015.

The Park District’s loss experience for the five-year period from 2011 through 2015 is summarized in the following table and graph.

2011-2015 Loss Summary Coverage Type Events Total Amount

Property 16 $100,650.85 Liability 11 $ 24,579.72 Workers Compensation 40 $162,159.15 Pollution 0 NA

5

3

6

3 3

5

0

1

2

3

4

5

6

7

Property Liability Workers Compensation

Loss Frequency Comparison 2014 v. 2015

2014 2015


Loss Reduction Efforts in 2015 There were 36 safety-training sessions offered to Wheeling Park District employees in 2015. Topics included CPR/AED training, Emergency Response Plans, Food Service Training, Injury Prevention, Bloodborne Pathogens, Facility Closing Procedures, and Safe Lifting and Stretching. These were in addition to the safety orientations provided to new lifeguards, camp counselors, and other part-time and seasonal employees. These trainings also incorporated updated manuals, such as Hazard Communication, Personnel Policy, and Crisis Management. An orthopedic consultant was brought in on two different occasions to meet with Parks and Facility Maintenance staff to review proper body mechanics and stretching. Using functional exercises and images, the consultant was able to demonstrate to staff how they may perform their duties and responsibilities without putting undue strain on their bodies. One class incorporated a translator for the Agency’s Spanish-speaking staff. These trainings were vital to the District’s injury-prevention program in 2015. Facility-specific emergency procedures were reviewed with CRC, Family Aquatic Center, Heritage Park Sports Complex, and Parks and Facility Maintenance staff members. During this training, basic emergency procedures were reviewed and then applied to the specific location. These trainings allowed staff to work through a variety of emergency scenarios specific to their facility. The Park Attendant program was extended to a much longer season (March – October) in 2015. Park Attendants provided additional security, operational support, and guest service for various events at the Heritage Park Sports Complex and Pavilion. With the grand opening of Heritage Park in June, 12 Park Attendants were on hand to provide support and observation to some of

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$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

2011 2012 2013 2014 2015

Trends in Loss Experience 2011‐2015

Work Comp

General Liability

Property

Pollution


the high-risk activities on site. In addition, Park Attendants were asked to take over operations during the concert and movie series at the Heritage Park Pavilion. These operations included minor setup, following inventory controls, selling alcohol, providing on-site first aid support, and maintaining the “no alcohol” in or out policy. Outside of Heritage Park, Park attendants were assigned to welcome and assist park guests, check in on athletic programs, and attend special events. With guidance and support from the Village of Wheeling Police Department, this program met its intended purpose of providing a friendly and supportive presence throughout the park system during the busy summer months.


PARK AND RECREATION SERVICES I. DESCRIPTION OF OPERATIONS In 2015, the Park and Recreation Services Department was comprised of two divisions – Recreation Services, and Parks and Facility Maintenance – offering recreation programs and services while maintaining parks and recreation facilities owned and operated by the Wheeling Park District. Recreation Services Division The Recreation Services Division is responsible for youth and adult athletics, special athletic programs, preschool, early childhood programs, camps, before- and after-school programs, general programs, dance, art, adult/senior programs, and Arctic Splash pool programs and operations. The Recreation Services Division utilizes Heritage Park, the Community Recreation Center (CRC), Arctic Splash, Horizon Park, the Village of Wheeling’s Pavilion Senior Center, Wheeling High School, and Community Consolidated School District 21 school sites to provide its programs. Community Recreation Center The CRC was originally constructed in 1994. In 2000, the Arctic Splash pool and the Fitness Center were added to the facility. The CRC is currently a total of 77,674 square feet. The first floor is 36,020 square feet, the second floor is 20,876 feet, and the Arctic Splash/Fitness Center area totals 20,778 square feet. Other amenities include the following:

One multipurpose room, two large-activity rooms, two small-activity rooms, an arts and crafts room, an aerobics dance studio, two group-exercise rooms, one fully equipped kitchen, and a Boardroom

Three Preschool classrooms, and one small kitchen Multipurpose gymnasium (configurable as a full basketball court, two half-courts, or a

full-length volleyball court) Indoor walking/running track Two private locker rooms, two public locker rooms, and a family locker room

The Arctic Splash indoor aquatic center has a 400-bather load capacity and is comprised of an activity pool and separate lap pool. The activity pool contains 39,573 gallons of water and features interactive water play structures, mini lazy river, and a toddler slide. The lap pool has four, 25-yard lap lanes and holds 61,425 gallons of water. Cooperative Facilities The Park District and Community Consolidated School District 21 constructed – and jointly own – the gymnasiums at Mark Twain and Booth Tarkington Schools. The two districts manage the gymnasiums through an intergovernmental agreement, whereby the schools conduct classes during the day and the Park District has the opportunity to hold its programs in the evenings and on weekends. In 1992, School District 21 and the Park District entered into an intergovernmental agreement to offer before- and after-school programs at designated schools. The program currently operates at Field and Tarkington Schools. Students from Twain are accommodated via bus transportation provided by School District 21.


In 2011, the Park District cooperated with Township High School District 214 to construct, and jointly own, an all-turf field at Wheeling High School. Wheeling High School and the Park District both program usage on the field. The field is used for flag and tackle football leagues, youth soccer, special events, and other Park District programs, in addition to the high school’s athletics. In 2013, the Park District entered into an intergovernmental agreement with School District 21 for field maintenance and management. Under the agreement, the Park District operates and maintains the open field space at District 21 school sites in Wheeling. This space is used for Park District programs, special events, and activities. II. 2015 RECREATION SERVICES DIVISION ACCOMPLISHMENTS

Hosted the Heritage Park Preview event on June 4, and the Grand Opening Community Celebration on June 7

Executed the inaugural Summer Entertainment Series at the Heritage Park Performance Pavilion

Completed year one of an Intergovernmental Agreement with Indian Trails Public Library District for lawn and snow plowing maintenance

Developed and implemented a pickleball membership program Hosted the District’s first-ever pickleball tournaments Created new youth basketball clinics Successfully ran the District’s first Women's Summer Soccer League, and Women's

Fall Soccer League Created new summer camp programs, including Art Camp and Flex Camps Increased participation to 951 sessions of summer camp Gained 35 new Children in Action participants Doubled enrollment in the Fitkids program to 146 participants Hosted First Annual FitKids Triathlon with 27 participants between 4-14 years old Developed the “Be Fit with Friends” promotion with a Workouts in the Park at the

Heritage Park Performance Pavilion Implemented new pricing and operating strategy for Family Aquatic Center and

Heritage Park Sports Complex concessions Implemented adjusted VAT and scan internal auditing program with

increased frequency for safety at the Family Aquatic Center and Arctic Splash Indoor Pool

Earned a majority of “exceeds” ratings on Ellis and Associated safety audits. III. DESCRIPTION OF PROGRAMS During 2015, the Park and Recreation Services Department offered 1,496 courses, attended by 12,971 participants. Participation numbers do not include fitness, wellness, open gym, drop-in, track use, or special event programs, as those are measured through different metrics. Program Registration The total annual program transactions, which include registrations and withdrawals, show an increase versus last year. EZ-Reg online registration continues to show consistent use by guests.


Transactions Front Desk % Total

Transactions EZ Reg % Total

Total Transactions

2015 13,753 94% 831 6% 14,584 2014 12,437 95% 691 5% 13,128 2013 12,024 94% 723 6% 12,747 2012 11,324 95% 559 5% 11,883 2011 12,987 95% 649 5% 13,636

Season Activities Courses Cancelled Participation Cancellation Rate 2015 Total 213 1,496 214 12,971 14% 2014 Total 213 1,451 230 8,420 16% 2013 Total 155 1,458 137 8,571 9% 2012 Total 186 1,442 162 9,983 11% 2011 Total 186 1,458 168 9,935 12% Winter 2015 53 367 61 2,157 16% Winter 2014 58 361 66 1,711 18% Winter 2013 43 393 35 1,754 9% Winter 2012 43 437 65 1,565 15% Winter 2011 41 441 61 1,550 14% Spring 2015 30 118 20 597 17% Spring 2014 40 133 34 612 26% Spring 2013 25 80 15 463 19% Spring 2012 29 101 22 539 22% Spring 2011 26 111 8 631 7% Summer 2015 75 624 83 5,245 13% Summer 2014 61 549 99 4,283 18% Summer 2013 43 552 31 4,222 6% Summer 2012 54 499 35 5,681 7% Summer 2011 51 480 32 5,512 7% Fall 2015 52 376 49 2,123 13% Fall 2014 52 400 30 1,653 8% Fall 2013 44 423 56 1,928 13% Fall 2012 57 398 39 1,987 10% Fall 2011 66 415 66 2,014 16% Perpetual 2015 3 11 1 *2,849 9% Perpetual 2014 2 8 1 161 13% Perpetual 2013 2 10 2 204 20% Perpetual 2012 3 7 1 211 14% Perpetual 2011 2 11 1 228 9%

*A change in the way Children in Action registration is handled and reported accounts for larger number


Park and Recreation Services Guest Experiences Key Points of Measurement (KPM) Area Guest Experience Goal Guest Experience Actual

Rentals (Non-HPSC) 690 632 Program Registration 14,952 10,558 Drop-In 14,011 15,758 Facility Visits – NM 39,897 39,121 Memberships 2,378 2,008 Punch Cards 19,970 16,287 Member Visits 122,096 95,652 HPSC/Athletics 59,868 99,512 Total 273,862 279,528

Program Participant Evaluations The Department has adopted the Net Promoter Score (NPS) as the method of evaluation. The question, simply stated, says: “On a scale of 1 to 10, 10 being the highest, how likely are you to recommend this program to your friends and family?” The number of promoters (anyone who scores a 9 or 10), less the numbers of detractors (anyone who scores 1-6) equals the NPS. This system allows staff access to the information regarding how many participants are willing to put their name on the product and/or service. The 2015 NPS evaluation results are summarized in the table that follows.

2015 Evaluation Results NPS Score Area Satisfaction Aquatics 77 Athletics 76 Birthday Parties 58 Fitness 54 Rentals 94 Special Events 54 Variety Programs 48 Youth Development 93 Overall Average NPS* 70

* Average based on total number of responses


Athletics Wheeling Park District provides a comprehensive offering of recreational athletic programs for both youth and adult participants. Adult athletic programs are designed to provide healthy recreational and competitive opportunities for adults. These programs allow participants to enjoy safe and structured activities in a pleasant atmosphere. Youth programs are designed to provide healthy recreation in an environment where children can have fun, as well as further develop athletic skills, teamwork, and sportsmanship through working with others. Competitiveness comes from the game itself, not by emphasizing score.

Athletic Participation History Athletic Programs 2011 2012 2013 2014 2015

Youth 1,350 1,300 1,580 1,684 1,809 Adult Leagues (Teams) 103 88 64 245 257 Tournament Participants 110 162 182 844 1,214 Drop-In 3,202 *5,508 *12,483 **13,070 **15,202

* Includes youth and adult open gym, badminton, pickleball, and ping-pong ** Includes youth and adult open gym, badminton, pickleball, ping-pong, adult open soccer, adult indoor futsal, and

youth indoor futsal

Trends Participation in youth leagues increased slightly by 7.5% from the previous year. The majority of the increase was due to the summer soccer program, which increased by more than 250% from the inaugural season in 2014. Youth basketball saw a slight decline from the previous year, while youth flag football saw a slight increase from the previous year. Staff expects the youth flag football program to gradually grow in the coming years due to the concerns parents have with allowing their children to play tackle football. Adult leagues saw minimal increases from the previous year. Staff added several adult soccer leagues, which increased by 100% from the previous year. The number of teams in the adult volleyball leagues were the same as in 2014. Adult softball leagues and teams went down from 2014 but this decrease was due to not offering


as many leagues during the week, which enhanced the rentals at Heritage Park Sports Complex, and concession sales as well. The drop-in sports continue to grow, and the future of sports is trending towards more open play and rentals of gyms and fields. For many years, the trend for athletic programs has been on the decline; however, since 2012, athletic participation has continued to show steady growth. Opportunities remain for this trend to continue, although constraining factors – such as limited indoor athletic space – will temper growth. Creative solutions, such as partnering and off-hours participation, will be necessary to maintain and grow both youth and adult athletics. Preschool/Early Childhood The focus and direction of the Early Childhood and Preschool programs are to encourage children’s social, emotional, and physical development in a developmentally-appropriate recreational setting. Day camp programs provide children with the opportunity to experience fun and adventure in a structured, noncompetitive atmosphere. Staff ensured camp objectives were met through the implementation of creative and innovative activities and experiences.

Early Childhood/Day Camp/Preschool Participation History Programs 2011 2012 2013 2014 2015

Early Childhood 681 *238 345 *433 *494Youth Variety Programs 220 231 283 310 359Camp/Camp Extended Care 2,322 3,707 3,253 2,732 3,785Preschool **74 **76 **88 **71 **92Total 3,077 4,021 3,686 3,546 4,730

* Number excludes information that was already documented in Youth Athletics numbers ** Based on fall school enrollment Trends The Preschool program has experienced ongoing success for more than 30 years, and participation remains steady. The newer program (two- to three-year-olds) continues to receive favorable feedback. The format of Summer Camp, with week-by-week registration, continues to prove popular with parents. With this structure, participants have the option to try a different camp each week so they may achieve the most memorable experience possible. The new 2-Day and 3-Day Flex Camps were also popular with parents, allowing them to plan summer camp around other activities, work schedules, etc.


Extended Care Children who participate in programs within the Extended Care area enjoy unique enrichment activities, such as games, crafts, sports, entertainment, and other surprises. During non-school hours, children are supervised and cared for in a safe, structured environment.

Extended Care Participation History Programs 2011 2012 2013 2014 2015

Children in Action 158 130 *73 *54 *75 Day Off School 161 120 237 175 200 Stay-Cation NA NA 275 **452 331 Total 319 250 585 681 606

* Number is based on actual registrants/children; reports from previous years include same child multiple times ** Number included Post Camp which is now being accounted for in Summer Camp

Extended Care Punch-Card Sales History Children In Action 2011 2012 2013 2014 2015 10-Punch Card NA NA NA 54 43 5-Punch Card NA NA NA 66 74 Total NA NA NA *120 *117

*Punch cards were not an option in prior years Trends Children in Action, the before- and after-school care program, experienced tremendous growth in 2015. A total of 37 new participants, all of whom had never been enrolled in CIA before, registered for the program on a consistent basis this year (not punch card). The majority of the kids are in kindergarten and first grade. Summer Camp also experienced tremendous growth in 2015. Staff attributes this to increased camp options, quality programming, and aggressive marketing. Seniors In an effort to best serve the older adults of the community, staff has developed cooperative relationships with other local government agencies to assist with transportation for trips, and to ensure there is no duplication of similar offerings.


Seniors Participation History Programs 2011 2012 2013 2014 2015

Senior Stretch 98 111 92 89 84 Oil Painting 184 180 171 178 196 Total 282 291 263 267 280

Trends Seniors utilized the CRC in a variety of ways in 2015. The Fitness Center, group exercise classes, walking track, pickleball, and ping-pong were favorites for exercise and socializing. The Park District successfully partnered with the Village of Wheeling throughout the year by providing bus transportation for adult activities organized by the Wheeling Pavilion Senior Center. IV. ARCTIC SPLASH Arctic Splash Programs The Arctic Splash indoor pool offers a variety of water-based programming for children (beginning at age 6 months) and adults. Guests enjoy swim lessons, special events, and specialty classes. Participants learn swim skills, as well as water- and sun-safety skills.

Arctic Splash Program Participation

Aquatic Programs 2011 2012 2013 2014 2015 Total 2,271 2,364 2,450 4,696* 4,503*

* Private and Semi-Private Swim Lessons formats changed in 2014. Staff now reports how many lessons are used, as opposed to sessions for which guests signed up


Trends Swimming instruction continues to be a much-desired program. Specifically, private swim lessons are in very high demand. To better accommodate guests, the structure of registering, scheduling, and lesson implementation has been improved, resulting in an increase in participation and revenue.

Arctic Splash Memberships Memberships 2011 2012 2013 2014 2015

Indoor and Outdoor 228 203 162 161 117 Indoor Only 222 265 282 256 258 Total 450 468 444 417 375

228

203

162

161

117

222

265

282

256

258

0 50 100 150 200 250 300

2011

2012

2013

2014

2015

Arctic Splash Memberships 2011‐2015

Number of Memberships ‐ Indoor Only Number of Memberships ‐ Indoor and Outdoor


Arctic Splash Attendance Attendance 2011 2012 2013 2014 2015

Total Daily Admissions 3,038 2,957 3,492 *2,703 2,747Total Pass Visits and Groups 15,613 16,485 18,697 14,759 13,607Total 18,651 19,442 22,189 *17,462 16,354

* Data from 2014 Annual Report has been revised V. COMMUNITY RECREATION CENTER

Community Recreation Center Rentals Type 2011 2012 2013 2014 2015

Community Groups 244 298 99 72 55 Homeowner Groups 53 54 57 60 69 Residents 155 88 189 212 241 Nonresidents 27 39 29 37 45 Corporate 4 5 8 7 5 Total 483 484 382 388 415

15,61316,485

18,697

14,759

13,607

3,038 2,9573,492

2,703 2,747

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

2011 2012 2013 2014 2015

Arctic Splash Attendance 2011‐2015

Pass Visits and Groups Daily Admissions


Outdoor Park and Field Rentals Type 2011 2012 2013 2014 2015

Picnic Shelter 91 51 57 57 67 Field/Park 344 290 249 208 915 Twain & Tarkington 0 5 5 10 8 Childerley Chapel and Chamber Church 171 40 34 27 30 Total 606 386 345 302 1,020

483 484

382 388415

0

100

200

300

400

500

600

2011 2012 2013 2014 2015

Community Recreation Center Rentals 2011‐2015

606

386 345 302

1,020

2011 2012 2013 2014 2015

Outdoor Park and Field Rentals 2011‐2015


Trends Rental of Park District facilities continues to be a popular alternative for Wheeling residents. The variety of room options, combined with reasonable fees, makes the CRC both convenient and affordable for local community groups. In 2015, space continued to be limited for field rentals due to the delay in opening Heritage Park; however, the additional sites made available through the Intergovernmental Agreement with School District 21 for field usage helped alleviate the supply shortage. In addition, Heritage Park Sports Complex was able to open and accommodate rentals. Those numbers are recorded in the Heritage Park Sports Complex section of this report. VI. PARKS AND FACILITY SERVICES DIVISION The Park District has 1 undeveloped natural area, 10 parks, 10 playgrounds, and 19 buildings/ structures, located on 186 acres maintained by the Parks & Facility Services Division. Included are 8 ball fields, 4 synthetic turf ball fields, 14 soccer fields, 10 synthetic-turf soccer fields, 4 sand volleyball courts and 6 pickleball courts. The Parks and Facility Services Division is responsible for the inspection, maintenance, repair, and upkeep of all Park District properties, as well as the coordination and execution of in-house and contractual projects throughout the Park District. The Division is comprised of 18 full- and part-time employees, and numerous seasonal workers. Staff levels are a reflection of the Division’s commitment to accommodate changing community needs, as well as to increase the ability of the Parks and Facility Maintenance Division to serve these needs in house for significant cost savings and improved efficiency. Capital Equipment Investment The Park District continued to invest in the upgrade of existing equipment and the acquisition of new equipment in order to better facilitate the needs of the Park District to meet its goal of providing memorable experiences. Major expenditures in 2015 include the following items:


Item Cost Cardboard Baler $ 7,000 2015 Utility Trailer $ 7,005 Truck Utility Body Conversion Kit $ 9,569 Toro Mower $14,928 2014 Chevy Express Van $19,213 2015 Ford F250 Super Cab 4x4 $23,160

Itemized Work Performance In 2010, the District began to track staff hours as they relate to specific work tasks, to more effectively monitor, analyze, and evaluate staffing resources. These hours are recorded, sorted into categories, and compiled into monthly reports. The following table and graph highlight the number of work hours spent on various maintenance tasks and projects throughout the year.

Category 2014 2015 % ChangeAthletic Fields 903 937 4% Baseball/Softball Fields 2,074 1,919 -8%Mowing 3,019 3,255 8%Garbage/Cleaning 2,934 2,974 1%Landscaping 5,488 5,967 9%Inspections 843 953 13%Facility/Building Maintenance 2,179 2,633 21%Playground Maintenance 1,208 1,124 -7%Aquatics Maintenance 995 773 -22%Vehicle/Equipment Maintenance 1,464 1,480 1%Special Projects – CRC 36 957 2,558%Special Projects – Aquatics 282 431 53%Special Projects – Chevy Chase 1,521 606 -60%Special Projects – PFS 156 0 -100%Special Projects – Parks 2,260 3,264 44%Special Projects – Districtwide 5,365 5,440 1%Vandalism/Graffiti 45 29 -36%Other (meetings, awards, plaques, training, banners) 839 605 -28%Total 31,611 33,347 6%


Parks & Facility Services Division 2015 Staff Hours by Task

Special Projects & Accomplishments The Parks and Facility Services Division logged over 33,000 hours in 2015, much of which was spent on special projects throughout the Park District. Major accomplishments include:

Community Recreation Center Refinish all locker room benches Summer camp tents installation and maintenance Spring, summer, and fall plantings Landscape mulching, watering and weed control Mowing, edging, trimming, leaf removal CRC asphalt repair Parking lots and walkways snow removal HVAC/RTU maintenance and inspections Arctic Splash pool maintenance and inspections Pool water balancing and testing Internal guest work orders Holiday lights and décor Building maintenance and inspections Irrigation repairs Cardboard recycling

0

1000

2000

3000

4000

5000

6000

2014

2015


Family Aquatic Center Landscape mulching, spring and

summer plantings, weed control Mowing, edging, trimming, leaf removal Watering of plantings and young trees Maintenance of sand areas Installation of shade structures Building maintenance and inspections Water balancing and testing Water features maintenance and

inspections Lighting maintenance and inspections

Chevy Chase Clubhouse and Traditions Golf Course Basement storage rooms cleanup and restoration Holiday lighting Parking lot sealcoating and striping Parking lots and walkways snow removal Parking lot and site lighting maintenance and inspections Cardboard recycling

Heritage Park Sports Complex Landscape and turf maintenance,

mulching, planting, weed control Building and site inspections Building maintenance and repair Parking lots and walkways snow

removal Parking lots and facility lighting

maintenance and inspection Ice rink Cardboard recycling

Parks Chamber Park Lollipop Lane,

construction and painting of new lollipop signs

Chamber Park Lollipop Lane, and Santa’s Workshop

Camber Park ice rink installation and maintenance

Childerley Park seat wall Heritage Park boulder edging Heritage Park porta-potty enclosure Horizon Park ice rink installation and

maintenance


Wheeling High School athletic field maintenance School District #21 athletic and ball field maintenance Cricket field maintenance for rentals Landscape work, including spring,

summer, and fall plantings, mulching, repair of tree rings and plant beds, and tree trimming, removal, and planting at all park sites

Weed control spraying at all sites Overseeding and topdressing of

athletic fields Watering of plantings and young

trees at all sites Mowing, edging, trimming and leaf

removal Park site building and structure maintenance and repair Regularly scheduled park inspections and audits of parks and buildings Parking lot and pathway lighting maintenance and inspections Setup and breakdown for all WPD-sponsored events Park sign maintenance and repair Pathway, walkway, and parking lot snow removal at all park sites Indian Trails Library mowing, leaf mulching and snow removal

Parks and Facility Services Building Garage floor parking striping Post safety guards Building maintenance and inspections AED inspections Landscape work, including mulching

of beds, turf seeding, and fertilization Mowing, edging, trimming and leaf

removal Snow removal, salting

Cardboard Recycling Program In 2015, the Parks and Facility Services Division established a cardboard recycling program. The Division now collects cardboard at the CRC and Chevy Chase Clubhouse on a daily basis during garbage collection rounds, and bundles the collected cardboard with the use of a baler. To date, 18,878 pounds of cardboard have been bundled and recycled. This initiative has allowed the District to decrease pickup service for the on-site, 8-yard recycling container from twice weekly to once a week, which is a yearly savings of $1,364.28. The goal is to decrease the need for recycling disposal services throughout the Agency, and expand the recycling efforts to include plastics and aluminum. Intergovernmental Agreement for Maintenance In 2015, the Parks and Facility Services Division began performing maintenance services at the


Indian Trails Library District. This revenue-generating initiative calls for the Park District to provide mowing, mulching, branch collection, and snow removal/salting at Indian Trails Library. The Park District is paid for these services based on an approved fee schedule. For 2015, Parks and Facility Services spent 198 labor hours to provide these services. In addition to the agreement with the Library, the Park District also maintains and manages the open field spaces at the Community Consolidated School District 21 sites in Wheeling. The District provides all lawn maintenance and care for the schools while also managing scheduling and third-party rentals. Expenses are reimbursed at 50% after rental revenue. For 2015, Parks and Facility Services accrued 1,338 labor hours to provide these services. 2015 Major Projects Schedule For 2015, the District established a Major Projects Schedule, as represented by the table that follows. These projects were agencywide, but managed by the Park and Recreation Services Department. Based on need and changes in priority and funding, certain projects were added, or moved to the 2016 schedule.

VII. 2015 FINANCIAL OVERVIEW The 2015 end-of-year net of $1,427,941 was added to the beginning fund balance of $1,286,587 to provide an end-of-year 2015 fund balance of $2,714,528, (pre-audit), which includes Fitness Center, Family Aquatic Center, and Heritage Park Sports Complex operations.

Project Status Arctic Splash overhead LED lighting Complete CRC gym LED lighting Complete Chevy Chase Pro Shop remodel Complete Family Aquatic Center entryway Complete Chamber Park pickleball courts and landscape Complete Heritage Park Grand Opening preparation Complete CRC RTU installation Complete Chevy Chase RTU installation Continued into 2016 CRC Fitness Center remodel Complete Heritage Park Lake aerators Complete Heritage Park Jeffrey Lane entrance landscape Complete Heritage Park south entrance landscape Complete Heritage Park landscaping Continued into 2016 HP Sports Complex ball field “no mow” surface Complete


Total revenue for the Recreation Fund in 2015 was $5,517,632, an increase of $609,115 from 2014. Total expenditures for the Recreation Fund in 2015 were $4,089,691, an increase of $77,456. These results are all prior to the year-end transfer of $1,427,900 from the Recreation Fund to the Capital Projects Fund.


HERITAGE PARK SPORTS COMPLEX I. DESCRIPTION OF OPERATIONS Heritage Park Sports Complex (HPSC) opened in March 2014. The Complex is comprised of four synthetic-turf baseball/ softball fields. One of the fields also includes a full-size football and soccer field. All four fields can be converted for multisport use. In addition to the synthetic fields, HPSC also utilizes open, natural-turf space for multisport use. HPSC also features a full-service concession stand that provides a variety of food, snacks, and drinks. The Complex has a liquor permit, issued by the Village of Wheeling, to sell beer within the confines of the plaza space between the fields. II. 2015 ACCOMPLISHMENTS HPSC is managed through the tracking of specific key points of measurement (KPMs). This information assists staff in better understanding the audience that visits HPSC. The KPMs that are being used are as follows:

Total number of participants and rentals o Leagues o Rentals o Groups

Total Revenue

o Leagues o Rentals o Concessions

The HPSC staffing structure is as follows:

Staffing positions – o FT Athletic Program and Facilities Manager o FT Athletic Coordinator o HPSC Facility Supervisor o HPSC Guest Associate

Age requirement for the positions is a minimum of 18, with a mandatory 21+ TIPS-trained employee on site at all times. (The importance of having a TIPS-trained employee on site at all times is due to beer sales at the complex seven days per week.)


III. HIGHLIGHTS 2015 was the second season of operations for the Heritage Park Sports Complex. The significant tournaments and events hosted at the site were as follows:

Global Softball League (GSL) Men’s 12” Early Bird NIT

Global Softball League (GSL) Men’s 12” Super NIT Tournament

Game Day USA U14 National Championships

Game Day USA U11 National Championship Quarterfinals

Game Day USA U12 National Championship Quarterfinals

USSSA U10 National Championships

MSBL U14 League Tournament IV. HISTORY

Teams/Leagues/Group Rentals 2014 2015

Total Teams 196 195 Total Leagues 30 24 Total Groups 23 44 Total Rentals 516 708 Total Revenue $200,987 $268,486

Concessions 2014 2015

Total Units Sold 55,603 67,878 Food $ 55,299 $ 71,729 Beverage $ 37,834 $ 51,246 Beer $ 7,952 $ 24,753 Total Revenue $101,085 $147,728 Total Expenses $ 72,304 $ 84,481 Net $ 28,781 $ 63,247

Financials 2014 2015

Total Operating Revenue $302,283 $416,271 Total Operating Expense $255,960 $286,693 Net $ 46,323 $129,578


FITNESS CENTER I. DESCRIPTION OF OPERATIONS At 4,100 square feet, the Fitness Center is divided into zones, with 1,248 square feet dedicated to a free-weight area, and 960 square feet for cardiovascular exercise. The Fitness Center is equipped with 38 cardiovascular machines, 12 selectorized units, 18 pieces of free-weight apparatus, 2 dual-adjustable cable pulleys, and a 5-station multi-jungle unit. The Fitness Center also has three dedicated rooms for group exercise and wellness programs, as well as a designated Pilates Reformer Training studio. II. 2015 ACCOMPLISHMENTS The Fitness Center experienced many changes in 2015 that had a direct impact on operations. Most significant was the turnover in staff, with the full-time Wellness Manager position being filled by two different managers over the 12-month period. A full-time Assistant Wellness Manager was also hired during 2015. In addition to the staffing changes, the Fitness Center itself underwent a minor renovation in December. Improvements made consisted of:

Fresh coat of paint New carpet Updated countertop on front desk New cabinet for towels, towel

drop, and storage for personal items

New ADA-compliant water fountain with integrated bottle filler

Five flat-screen TVs, including a smart TV with advertisement capabilities

The Fitness Center has its own key points of measurement (KPMs) that are used to analyze all business patterns. With this information, staff is able to better understand the audience that is using the Fitness Center. This will help to continue the growth of the business in all areas. The following KPMs are tracked:

Personal Training Pilates Reformer Training Group Exercise Memberships Daily Visits Wellness Programs


Group Exercise Group exercise remained a consistent performer in 2015. Through creative programming, beneficial marketing, and advertising, staff was able to attract new and existing guests/members to programs being offered. Visits to land and water programs from January to December totaled 18,206. The following formats were added to the Group Fitness Schedule in 2015:

Body Combat Shimmy Fit Belly Dance Tone & Core Spin & Roll

Group Exercise 2011 2012 2013 2014 2015

Revenue $92,263 $99,192 $100,941 $94,053 $93,051 Expenses $57,811 $61,782 $ 67,000 $67,855 $66,514 Net $34,452 $37,410 $ 33,941 $26,198 $26,537

Personal Training Personal Training remained an initiative in 2015, and staff focused on increasing the number of sessions booked for each of the four nationally-certified trainers employed by the Park District. With effective management, budgeting, staff, marketing, and promotion, personal training remained strong, falling just short of the yearly revenue goal.

Personal Training 2011 2012 2013 2014 2015

Revenue $78,788 $102,974 $86,677 $77,129 $62,486 Expenses $48,381 $ 60,859 $59,920 $50,640 $37,563 Net $30,407 $ 42,115 $26,757 $26,489 $24,923

Personal Training – Participation 2011 2012 2013 2014 2015 134 137 145 101 59*

* Less participation in 2015 due to staffing turnover


Pilates Reformer Training The Pilates Reformer program entered its fourth year and serviced 19 guests, generating $15,000. Pilates Reformer training stayed consistent with past years in both participation and net revenue.

Pilates Reformer 2011 2012 2013 2014 2015

Revenue NA $4,374 $18,700 $15,573 $15,000 Expenses NA $ 792* $12,716 $10,800 $10,676 Net 0 $3,582 $ 5,984 $ 4,773 $ 4,324

* Does not include the initial Reformer machine purchase

Pilates Reformer Training – Participation 2011 2012 2013 2014 2015 NA 19 29 20 19

Wellness Programs The Wellness Program registered 432 guests, generating $21,713 in revenue. The following programs were offered in 2015:

Gentle Yoga Chair Yoga Pilates Tai Chi Hatha Yoga Zumba Kids Kickboxing Kids Cardio Kids

Wellness Programs 2011 2012 2013 2014 2015

Revenue $21,174 $24,841 $26,110 $22,891 $21,713 Expenses $11,323 $14,507 $15,253 $12,076 $11,552 Net $ 9,851 $10,334 $10,857 $10,815 $10,161

Memberships/Members/Usage This category is tracked in three different ways. The first is memberships, identified as total memberships sold. Whether an individual membership is sold or a family membership is sold, they are both counted as one membership. The second way of tracking is by members. Staff accounts for how many members make up each membership. The last assessment is usage. This number is extremely important because it speaks to the capacity of the facility and also helps staff determine if there is enough equipment available to handle the volume of guests that are using the Fitness Center.


The following tables summarize membership numbers by year:

Memberships/Members – 2015

Membership Type Number of Memberships Number of Members Fitness Blast – Annual Pay 353 455 Fitness Blast – Monthly Pay 284 403 Total Memberships/Members 637 858 Total Revenues $ 251,757

Memberships/Members – 2014 Membership Type Number of Memberships Number of Members

Fitness Blast – Annual Pay 414 531 Fitness Blast – Monthly Pay 307 416 Total Memberships/Members 721 947 Total Revenues $284,997


Fitness Blast – Annual Pay 477 616 Fitness Blast – Monthly Pay 361 507 Total Memberships/Members 838 1,123 Total Revenues $320,629


Fitness Blast – Annual Pay 488 624 Fitness Blast – Monthly Pay 333 472 Total Memberships/Members 821 1,096 Total Revenues $285,311


Fitness Blast – Annual Pay 450 577 Fitness Blast – Monthly Pay 286 398 Total Memberships/Members 736 975 Total Revenues $283,909


450

488 477

414

353

286

333361

307284

0

100

200

300

400

500

600

2011 2012 2013 2014 2015

Fitness Center Memberships 2011‐2015

Number of Memberships Fitness Blast ‐ Annual Pay

Number of Memberships Fitness Blast ‐ Monthly Pay

577

624 616

531

455

398

472

507

416 403

0

100

200

300

400

500

600

700

2011 2012 2013 2014 2015

Fitness Center Members 2011‐2015

Number of Members Fitness Blast ‐ Annual Pay Number of Members Fitness Blast ‐ Monthly Pay


Equipment To continue to better meet the needs of all of participants and their abilities, the following equipment was purchased in 2015:

71,92874,459

79,599

72,869

65,753

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

2011 2012 2013 2014 2015

Fitness Center Membership Usage 2011‐2015

Equipment Type Expense 40lb, 45lb, 75lb, 80lb and 90lb dumbbells $2,544 Dumbbells for Group Ex $300 Parallette bars $36 Balance Pad $40 TRX Rip Trainer Kit $150 SPRI Tubes $140 Stairmaster $4,620 Treadmills (5) $31,655 Total $39,485


III. HISTORY

$283,909 $285,311

$320,628

$284,997

$251,757

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

2011 2012 2013 2014 2015

Fitness Center Membership Revenue 2011‐2015

$365,002

$370,332 $370,052

$374,311

$373,097

$360,000

$362,000

$364,000

$366,000

$368,000

$370,000

$372,000

$374,000

$376,000

2011 2012 2013 2014 2015

Fitness Center Expenses (Including Capital)2011‐2015


2011 2012 2013 2014 2015

Total Revenue $506,607 $548,061 $587,360 $523,308 $470,461

Total Operating Expense $360,002 $353,634 $361,077 $336,997 $336,746

Net Income $146,605 $194,427 $226,283 $186,311 $133,715

$506,607

$548,061

$587,360

$523,308

$470,461

$360,002

$353,634

$361,077

$336,997

$336,746

$146,605

$194,427

$226,283

$186,311

$133,715

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

Fitness Center Revenues Less Operating Expenses 2011‐2015


FAMILY AQUATIC CENTER I. DESCRIPTION OF OPERATIONS The outdoor Family Aquatic Center opened in 1993 with a 1,500-bather load capacity. The main pool contains 377,779 gallons of water, two tube slides, drop slides, diving board, sand volleyball courts, children’s sand play area, waterfall, spray features and a full-service concession stand. In 2003, the Family Aquatic Center expansion project added new attractions, including a spray pad – featuring an 8,079-gallon tipping bucket, three small slides and many interactive toys – and a 45,068-gallon activity pool with water basketball and climbing/floating lily pads. II. 2015 ACCOMPLISHMENTS The Family Aquatic Center continues to be managed through the tracking of key points of measurement (KPMs). This information assists staff in better understanding the audience that visits the Family Aquatic Center. The KPMs that are being used are as follows:

Total visits and number of memberships sold o Admissions o Groups o Private Rentals o Memberships

Total Revenue o Admissions o Groups o Private Rentals o Memberships o Food and Beverage o Merchandise

The Family Aquatic Center’s staffing strategy remained the same. The structure is as follows:

Staffing positions – o Family Aquatic Center Supervisor o Family Aquatic Center Leaders o Guest Services o Head Lifeguards o Lifeguards

Age requirement for Guest Services positions is 16 Staff rotates through all jobs available, developing a better understanding of all roles

and responsibilities Staff is asked to commit to a minimum of 25-30 hours a week to maintain consistency


With this type of structure, staff members become more knowledgeable about the various aspects of the operation, thereby becoming more effective and efficient in their jobs. The Family Aquatic Center was open for 84 days in 2015. Maintenance and Repair Throughout the season, the following improvements and repairs were made:

Landscape mulching, spring and summer plantings, weed control Mowing, edging, trimming, leaf removal Watering of plantings and young trees Maintenance of sand areas Building maintenance and inspections Water balancing and testing Water features maintenance and

inspections Lighting maintenance and inspections Renovation of admissions area Traffic-counting installation Removal of brick barrier wall Redesign of concession stand layout New concrete for entry plaza Pool motor replacements

III. HISTORY

18,325

17,067

16,106

17,414

21,832

$193,896

$184,798

$164,663

$171,819

$247,900

2011

2012

2013

2014

2015

2011 2012 2013 2014 2015

Total Revenue $193,896 $184,798 $164,663 $171,819 $247,900

Number of Visits 18,325 17,067 16,106 17,414 21,832

Admissions 2011‐2015


$0

$50,000

$100,000

$150,000

$200,000

1,1341,259

1,036971

689

$175,589$192,346

$173,189$155,708

$136,373

2011 2012 2013 2014 2015

Total Memberships Sold 1,134 1,259 1,036 971 689

Total Revenue $175,589 $192,346 $173,189 $155,708 $136,373

Memberships 2011‐2015

21,701

24,387

20,885

18,598

19,228

$161,848

$179,657

$169,713

$150,275

$154,363

2011

2012

2013

2014

2015

2011 2012 2013 2014 2015

Total Revenue $161,848 $179,657 $169,713 $150,275 $154,363

Number of Visits 21,701 24,387 20,885 18,598 19,228

Groups 2011‐2015


$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

39

78

2

$1,973

$7,777

$5,676$5,450

$1,780

2011 2012 2013 2014 2015

Total Sold 3 9 7 8 2

Total Revenue $1,973 $7,777 $5,676 $5,450 $1,780

Private Rentals 2011‐2015

73,203

77,028

64,907

62,563

58,253

$91,737

$96,324

$75,980

$79,450

$91,833

2011

2012

2013

2014

2015

2011 2012 2013 2014 2015

Total Revenue $91,737 $96,324 $75,980 $79,450 $91,833

Total Visits 73,203 77,028 64,907 62,563 58,253

Concessions 2011‐2015


80

73,203

915

84

77,028

917

80

64,907

811

83

62,563

754

84

58,253

693

Total Days Open

Total Visits

Average Daily Attendance

‐ 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000

Total Days Open Total Visits Average Daily Attendance

2015 84 58,253 693

2014 83 62,563 754

2013 80 64,907 811

2012 84 77,028 917

2011 80 73,203 915

Days Open/Visits/Average Daily Attendance 2011‐2015


$521,813

$528,940

$476,751

$528,467

$502,023

$450,000

$460,000

$470,000

$480,000

$490,000

$500,000

$510,000

$520,000

$530,000

$540,000

2011 2012 2013 2014 2015

Family Aquatic Center Expenses (Including Capital)2011‐2015

2011 2012 2013 2014 2015

Total Revenue $631,178 $666,569 $598,235 $583,796 $643,297

Total Operating Expense $481,033 $493,315 $476,751 $528,467 $486,388

Net Income $150,145 $173,254 $121,484 $55,329 $156,909

$631,178

$666,569

$598,235

$583,796

$643,297

$481,033

$493,315

$476,751

$528,467

$486,388

$150,145

$173,254

$121,484

$55,329 $156,909

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

Family Aquatic Center Revenues Less Operating Expenses 2011‐2015


COMMUNITY RELATIONS I. DESCRIPTION OF AREA Wheeling Park District Community Relations operates as part of the Park and Recreation Services Department. The primary purpose of the Park District’s community relations efforts is to increase the community’s awareness of Wheeling Park District, and produce quality special events for the community. II. COMMUNITY RELATIONS Promotions and Publications In 2015, Wheeling Park District continued to publish a program guide three times per year. This periodical is produced professionally, is of high quality, and consists of a winter/spring edition, a summer edition, and a fall edition. The program guide is the number one tool used by the community to learn about program information regarding Wheeling Park District. Staff also manages the Park District’s internet website, www.wheelingparkdistrict.com, which provides residents and guests with opportunities to get information on programs, facilities, and services, register for programs, and interact with the District via email or on social media through links to the District’s Facebook, Twitter, and Instagram accounts. The Park District continued to use social media marketing as a promotional tool. The District maintains an active presence on Facebook, Twitter, and Instagram. The District also continued to use the Constant Contact service to send out email blasts to promote programs and events. Separate, specialized newsletters were produced by staff for the schools, fitness members, and aquatics members. The aim of these newsletters is to deliver program and facility information to a smaller, targeted group of residents and guests. Other promotional materials such as flyers, handouts, email blasts, and press releases were produced for all areas. The District’s newsletter, In the Know, was on hiatus in 2015, but it will be reinstituted for 2016. This newsletter is produced to provide the residents and guests with updates on Park District happenings and activities such as District financials, project updates, and invitations and announcements about special happenings at the District. Guest Appreciation Days Guest Appreciation Days were hosted quarterly in the lobby of the Community Recreation Center. Each occasion featured light snacks, promotional giveaways, and information on upcoming programs and events. These days are opportunities for the District to thank all guests for their continue patronage and provide them an opportunity to interact face-to-face with a member of the Park District team.


State of the Park District Address 2015 marked the ninth annual State of the Park District Address. This assemblage took place at Chevy Chase Country Club on February 10, and consisted of opening remarks by the Board President, and a formal presentation by the Executive Director. The Address highlighted the accomplishments of 2014, and gave those in attendance a glimpse into 2015 and beyond. Community VIPs and the public at large were invited to this ceremony; attendance was in excess of 50. Preceding the Address, there was a 30-minute networking social catered by Chevy Chase Country Club. Continuing with the practice started in 2007, the Park District created a short video. This video was shown for the first time at the Address, and was available for viewing on the Wheeling Park District’s website throughout the year. Village of Wheeling Staff remained committed in 2015 to working closely with personnel from the Village of Wheeling to execute the highest-quality events possible. Examples of this were seen in the continued progress of the Heritage Park redevelopment, Rockin’ with the Cops at the Family Aquatic Center, the conclusion of a study to look at the feasibility of bringing Village-operated Senior Services to the CRC, and staff training conducted by the Wheeling Police Department. Further collaboration took place in the area of Senior Services programs and events. Park District staff and Village of Wheeling staff cooperatively worked to provide programs and events for seniors. These events included recognition lunches, holiday parties, and multiple programs and trips. Wheeling Rotary Consistent with the Agency’s goal of continuing to establish and improve partnerships with government organizations, corporate Wheeling, and other community groups, the Communications Manager maintained a membership in the Wheeling Rotary Club. The Rotarians meet weekly at Chevy Chase Country Club, and hold several events there as well, including the annual holiday party and Calcutta fundraiser.


Parks Day at the Capitol Staff participated in the 2015 Parks Day at the Capitol in Springfield, sponsored annually by the Illinois Association of Park Districts (IAPD), by setting up a display booth inside the Capitol building to showcase the many parks and recreational opportunities Wheeling Park District has to offer. Promotional literature and giveaway items were also handed out. Wheeling Park District participates in this event annually in order to increase awareness of the Agency and call attention to the importance of parks and recreation in Illinois. The District’s booth was visited by state legislators, and staff members employed in the offices of several state legislators, as well as numerous members of the general public. Staff took the opportunity to speak with legislators to provide them with information about the activities at Wheeling Park District. Parks Day at the Capitol preceded the IAPD Legislative Reception and Conference, which staff was also able to attend. These two functions provided a great opportunity to speak to the importance of parks and recreation on a state level. Family Learning Program Wheeling Park District continued its partnership with Community Consolidated School District 21 for the Family Learning Program. This program provides educational life skills to parents of second language families in the School District. The partnership calls for the Park District to provide recreational opportunities for children at the school sites while their parents take English, computer, parenting, and GED classes. There were three sessions of the 2015 program: fall, spring, and summer. This program focuses on reaching the parents of students at Wheeling schools with classes and activities taking place at the Harper College Learning and Career Center in Prospect Heights. Staff estimates the combined attendance for the program was over 3,000 participants. Middle School Intramurals continued in 2015 as well, with participants from several Wheeling schools at the CRC during after-school hours, playing sports in the gymnasium and swimming. Students from the after-school mentoring program at London also visited the indoor pool as part of their incentive program.


Miscellaneous The District continued to work toward increasing the exposure and presence of the Wheeling Park District within the community by making a conscious attempt to be involved – or have representation – in community functions with the Village, schools, and library. These efforts are far too numerous to list, but include such items as advertising in Wheeling and Buffalo Grove High Schools’ sports program publications, sponsoring the Wheeling Hardwood Classic, supporting Rockin’ With the Cops and National Night Out, and donating complimentary passes to Boy Scouts, Girl Scouts, schools, PTOs, churches, and various other community groups. III. DISTRICTWIDE SPECIAL EVENTS Community special events are a series of entertainments produced by the Park District for the sole purpose of providing community-oriented activities to the residents at little to no charge. Most fees involved with these occasions are to cover direct expenses, rather than to gain profit. The Park District takes an approach of spending approximately $1 per resident in free recreation for these events. Winter Wonderland On Sunday, January 18, an estimated 400 guests ice-skated, rode fat tire bikes, snow-painted, enjoyed hayrides, and sipped hot cocoa outside the CRC. Inside activities included crafts, inflatable bounce houses, and a very unique and much-loved indoor snowball fight created and built by staff. Incredible Egg Scramble On Saturday, April 4, children scrambled to gather plastic eggs throughout the turf field at Wheeling High School. An estimated 500+ children between the ages of two and six scurried across the field to gather as many eggs as possible. Wheeling Park District aquatic mascots Petie and Willie and a bunny mascot were available for photo opportunities, and hot chocolate and coffee were provided to keep spectators warm. Each child went home with a stuffed animal and plenty of toy- and candy-filled eggs. The Wheeling Jaycees contributed to the enjoyment by providing volunteer staffing, and juice boxes for the kids. Earth Day Community Garage Sale Due to low enrollment, Earth Day was canceled. It will be revamped and brought back for 2016 in a new format to attract more participants.


Heritage Park Grand Opening The biggest occasions for 2015 were the two Heritage Park Grand Opening events. The first event took place on Thursday, June 4, and was a VIP reception for elected officials and the stakeholders of the Heritage Park Redevelopment Project. Representatives from the Park District, Village, Metropolitan Water Reclamation District of Greater Chicago, and other local, state, and federal officials gathered for an evening of food, music, presentations and speeches about the project. The event was well attended, with over 100 guests in attendance. The second event of the Heritage Park Grand Opening was the public celebration on Sunday, June 7. While weather forced the cancellation of activities such as the concert, and hot-air balloon rides, the rest of the day’s events went off splendidly. The day featured activities in every area of the park. There were outdoor fitness classes, softball/baseball tournaments, volleyball tournaments, Segway rides, RC boats on Lake Heritage, Andre Dawson autographs, and an outdoor movie. Overall attendance throughout the day was in the thousands. Feedback from all guests was positive, as the community was excited to have Heritage Park reopened to the public. Summer Entertainment Series The inaugural 2015 Summer Entertainment Series at the Heritage Park Performance Pavilion included free to the public movies and concerts. The concerts took place on Wednesday evenings and the movies were on Friday nights. The schedule was as follows:


2015 Summer Entertainment Series Schedule Date Entertainment

June 10 7th Heaven June 17 Buffalo Grove Jazz Band June 19 Annie - movie June 24 American English July 1 Skip Towne and the Greyhounds July 8 South Bound

July 10 The Lego Movie - movie July 15 Hi Infidelity July 22 DuPage Band July 31 Big Hero 6 - movie

School’s Out for Summer – Teen Only Event On Friday, May 29, the Family Aquatic Center hosted the TPH School’s Out for Summer party for all local teens. Over 150 middle school students from Holmes, London, Cooper, and MacArthur danced to a DJ, feasted on snacks from the concession stand, swam, and mingled with friends on the pool deck. Fallapalooza Wheeling Park District hosted its fifth annual Fallapalooza event on Sunday, September 20, from 1 to 4 p.m. at Heritage Park, which was a change in location from Husky Park. Attractions included pony rides and hayrides, petting zoo, haystack maze, inflatable play equipment, an inflatable ninja warrior-like action game, sand art, a balloonist, and fall crafts. Food and a live country band were also featured at this event. Approximately 1,500 guests enjoyed the day in the park, which was estimated to be a 1,000 person increase over 2014. FitKids Mini Triathlon A FitKids Mini Triathlon was held Sunday, August 16, at 8 a.m. at the Family Aquatic Center, Heritage Park, and Performance Pavilion. There were 25 participants between the ages of 4 to 14 registered. The race consisted of a swim (with different lengths depending on age), one to three laps around the 1.5-mile loop around Heritage Park on bike, and a one-lap run around the lake loop of Heritage Park, finishing at the Performance Pavilion. All participants received a medal,


post-race refreshments, and complimentary bagels, bananas, and protein bars. Fiesta Family Fun Night The Wheeling Family Aquatic Center hosted a Fiesta Family Fun Night at the pool on Friday, August 22. Guests enjoyed a theme night at the pool from 5 p.m. until closing time that included fiesta decorations, games, and music. Churros were sold at a discounted price. Boo-Nanza The annual Boo-Nanza Halloween celebration was held at the CRC on Friday, October 30. The highly-successful event drew a crowd of over 575 children and 750 adults. New features included an inflatable pumpkin bounce house and inflatable haunted maze. The kid-friendly, interactive, giant spiderweb maze that was constructed by the District’s Parks and Facilities Division was reused this year in the spooky/scary room. Popular activities from previous years that were brought back included the spooky storytelling in the Preschool wing, hayrides around the CRC, pumpkin decorating, and a craft. Chevy Chase 5K and 1K Kids Run The District hosted the third annual Chevy Chase 5K and 1K Kids Run at Chevy Chase Country Club on Sunday, November 8. This is a unique event, as it is a time-trial 5K running race on the cart paths at Chevy Chase Country Club. The race is held after the course closes for the season. Over 100 participants registered for the event, with 89 official finishers for the 5K and 12 kid finishers in the 1K. Thanksgiving Community Feast The fourth annual Thanksgiving Community Feast was held on Sunday, November 15, at Chevy Chase Country Club. The event was well attended by 139+ guests. Feedback from guests was very favorable, and staff anticipates additional participation in future years. The Park District received cash donations and plenty of canned food donations for the Wheeling Food Pantry.


Family Learning Program Benefit Golf Outing While still considered a community event, the Family Learning Program Benefit Golf Outing has a different objective than the other endeavors, as its only goal is to collect as much revenue as possible to support the Family Learning Program. The 2015 Golf Outing was held on Wednesday, August 5, at Chevy Chase Country Club. This event was a cooperative effort between the Park District and School District 21. The proceeds netted were in excess of $17,000. Much of the revenue generated was from sponsors and contributors, golfers, raffle prizes, and dinner guests. The event featured 115 golfers, 76+ additional guests for dinner only, and over 43 sponsors and contributors. Raffle tickets were sold throughout the day and featured several donated prizes, ranging from restaurant gift certificates to foursomes at local golf courses. Participants took part in the scramble tournament and also competed for individual hole prizes. IV. SPONSORSHIP PROGRAM The District suspended the sponsorship program for 2015. The 2016 iteration of the program will focus on Districtwide Special Events and the Heritage Park events at the Performance Pavilion.


CHEVY CHASE COUNTRY CLUB I. DESCRIPTION OF OPERATIONS

Chevy Chase Country Club is owned and managed as an enterprise fund by Wheeling Park District. The 34,690 square foot Clubhouse offers a full-service banquet operation, golfer’s bar and grill, and a 500 square foot golf and gift shop. Banquet guests have the option of holding events in the Devonshire Room, which seats up to 250 comfortably, the Gable Grill for smaller events, or the magnificent Grand Ballroom, with seating for up to 500. Both banquet rooms have their own built-in bars and bridal suites. Surrounding the facility is Traditions at Chevy Chase – a 6,610 yard, 5-star, par 72, 18-hole championship golf course. The Clubhouse supports the golf course through a fully stocked golf shop, men’s and women’s locker rooms, the Gable Grill for food and beverage service, and three beautiful patios for guests to enjoy. In 2015, Chevy Chase hosted 81,291 guests. Of this number, 31,791 were golfers and 49,500 were banquet/food and beverage patrons. II. 2015 ACCOMPLISHMENTS In the ongoing effort to improve the curb appeal, guest experience, and maintenance of current assets, numerous improvements occurred at Chevy Chase in 2015, as listed below:

Completed Phase 1 of the Master Plan through the renovation of the Gable Room, Golf Shop, restrooms and Sales Office, along with the expansion of the Devonshire Room, creation of a pre-function area, and numerous exterior elements

Added surface drain tile to five fairways Purchased the following equipment:

o Jacobsen mowers (5) o Buffalo blower o Equipment lift o Fertigation system o Patio furniture o Gable range and fryer o Ice maker


2015 Capital Improvements Expenditure

Phase 1 construction $3,599,632 Jacobsen greens mowers (2); fairway mowers (3) $ 175,693 Fertigation system $ 7,545 Buffalo turbine blower $ 10,796 Fairway drain tile $ 43,636 Two-post lift $ 5,695 Patio furniture $ 17,542 Gable Grill range/fryer $ 5,950 Icemaker $ 7,975 Total $3,874,464

III. HISTORY

Since renovation of the golf course, staff has been quantifying Chevy Chase Country Club’s business activity. Data has been compiled on the functions that are conducted at the facility, focusing on the following defined performance indicators:

Number and type of events Number of guests Utilization rates Revenue per guest/event/round/available tee time Total labor Total revenues Total expenses Net income

Through the collection of this data, staff is able to get a glimpse into the purchasing patterns of the guests visiting Chevy Chase and identify what they value. The information captured is essential to growing the business and, ultimately, in being able to realize the goal of providing memorable experiences in parks & recreation that enrich our communities. Statistical information from years 2011-2015 and a summary of operations have been provided for each of the four primary areas: Food & Beverage, Golf Operations, Golf Maintenance, and Facility Maintenance.


Labor ramped up in the second half of the year to accommodate the increased activity of the renovated Devonshire Room. Labor costs increased only 1% in 2015, as fewer functions translated into lower labor costs while the Devonshire was under construction.

2011 2012 2013 2014 2015

Total Revenue $3,788,816 $3,858,377 $3,784,085 $3,951,380 $4,306,804

Total Expenses $3,588,041 $3,742,295 $3,521,069 $3,656,857 $4,275,005

Net Income $200,775 $116,082 $263,016 $294,523 $31,799

$3,788,816

$3,858,377

$3,784,085

$3,951,380

$4,306,804

$3,588,041

$3,742,295

$3,521,069

$3,656,857

$4,275,005

$200,775

$116,082

$263,016

$294,523

$31,799

$‐

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000 Chevy Chase Country Club ‐ Total Fund2011‐2015


Annual Labor Expense by Division 2011 2012 2013 2014 2015

Golf Ops $ 177,332 $ 176,659 $ 173,666 $ 153,288 $ 159,168 Golf Maintenance $ 316,094 $ 286,654 $ 315,053 $ 315,724 $ 320,518 F&B $ 619,858 $ 622,736 $ 645,910 $ 699,550 $ 718,674 Facility Maintenance $ 134,927 $ 127,630 $ 133,310 $ 123,369 $ 120,724 Administration $ 269,726 $ 257,086 $ 267,887 $ 271,441 $ 279,865 Total Labor $1,517,937 $1,470,765 $1,535,826 $1,563,372 $1,598,949

IV. FOOD AND BEVERAGE Chevy Chase Country Club hosted 454 food & beverage events in 2015, serving 49,500 guests. Revenue increased 4% year over year, to $2,587,056. The rise in revenue resulted in a year-over-year net income increase of 2%. Net income for 2015 was $934,361.

The facility hosted 23 in-house events in 2014. Seasonal favorites included Daddy-Daughter Dance, St. Patrick’s Day, Easter Breakfast, Mother’s Day Brunch, Breakfast with Santa, and New Year’s Eve. This year, in-house events attracted a total of 2,407 guests to the facility.

$1,517,937

$1,470,765

$1,535,826

$1,563,372

$1,598,949

$1,400,000

$1,450,000

$1,500,000

$1,550,000

$1,600,000

$1,650,000

2011 2012 2013 2014 2015

5‐Year Annual Labor Expense2011‐2015


* Devonshire under construction January - May The following information details the types of events, number of events, number of guests, sales, and costs for the five different areas that comprise the Food and Beverage division.

2011 2012 2013 2014 2015 *

Revenue $2,271,190 $2,239,134 $2,227,969 $2,479,226 $2,587,056

Expense $1,393,619 $1,409,013 $1,441,367 $1,561,612 $1,652,695

Net Income $877,571 $830,121 $786,602 $917,614 $934,361

$‐

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Food & Beverage Revenue/Expense/Net Income2011‐2015


443

49,541

$5,127

474

52,335

$4,724

456

49,117

$4,886

477

50,735

$5,198

454

49,500

$5,698

Number of Events

Number of Guests

Event Average

‐ 10,000 20,000 30,000 40,000 50,000 60,000

Number of Events Number of Guests Event Average

2015 454 49,500 $5,698

2014 477 50,735 $5,198

2013 456 49,117 $4,886

2012 474 52,335 $4,724

2011 443 49,541 $5,127

Food & Beverage Event Totals/Averages 2011‐2015


Banquet Sales 2011 2012 2013 2014 2015 *

# of Events 366 394 396 379 377

# of Guests 38,321 41,205 44,101 43,561 42,856

# of Weddings 85 74 68 73 91

# of Social 76 68 66 62 40

# of Corporate 175 215 231 215 223

F&B Sales $1,474,616 $1,413,250 $1,388,330 $1,571,634 $1,658,379

Average Check $38.48 $34.30 $31.48 $36.08 $38.70

Food Cost 32% 32% 34% 33% 33%

Beverage Cost 21% 23% 23% 21% 22%

* Devonshire under construction January - May

Golf Outings (With Food & Beverage) 2011 2012 2013 2014 2015

# Golf Guests 7,375 5,758 5,016 7,129 6,644 Avg Check $20.55 $24.33 $27.95 $24.18 $25.68 Total Sales $151,535 $140,082 $140,233 $172,347 $170,585

Gable Grill & Beverage Cart 2011 2012 2013 2014 2015

Food Sales $ 46,755 $ 62,193 $ 69,835 $ 54,825 $ 62,647 Bev Sales $ 111,562 $ 133,629 $ 136,223 $ 115,711 $ 135,358 Bev Cart $ 62,558 $ 47,353 $ 45,617 $ 46,647 $ 51,753 Total Sales $ 220,875 $ 243,175 $ 251,675 $ 217,183 $ 249,758

Other Income 2011 2012 2013 2014 2015 Fees & Admin $ 8,580 $ 10,361 $ 12,525 $ 8,694 $ 0 Rentals $ 98,965 $ 129,168 $ 118,920 $ 122,137 $ 95,429 Miscellaneous $ 318,212 $ 301,502 $ 326,355 $ 381,729 $ 411,817 Total $ 425,757 $ 441,031 $ 457,800 $ 512,560 $ 507,246

Food and Beverage Guest Satisfaction In 2015, staff sent guest satisfaction questionnaires via email with an online survey. Guests were asked to rate Chevy Chase in 4 key areas. Staff also implemented the Net Promoter Score (NPS) metric at CCCC. NPS is a customer loyalty metric that asks the question, “How likely are you to promote Chevy Chase to your friends or colleagues?” An NPS that is positive is considered good, and an NPS greater than 50 is excellent. The following chart identifies the ratings received from 47 respondents.


Category 2014 Rating 2015 Rating Event Planning Staff - Exceeded Expectations - Met Expectations - Did Not Meet Expectations

88% 11%

1%

76% 19%

5%

On-Floor Service Staff - Exceeded Expectations - Met Expectations - Did Not Meet Expectations

83% 15%

2%

72% 25%

3%

Event Amenities - Exceeded Expectations - Met Expectations - Did Not Meet Expectations

71% 27%

2%

69% 29%

2%

Menu - Exceeded Expectations - Met Expectations - Did Not Meet Expectations

71% 28%

1%

76% 19%

5%

Overall Score - Exceeded Expectations - Met Expectations - Did Not Meet Expectations

77% 21%

2%

74% 22%

4%

Top 3 reasons CCCC was selected to host an event 1. Ambiance/View 2. Size/Flexibility 3. Location

1. Location 2. Ambiance/View 3. Price

Net Promoter Score (NPS) +84 +65 V. GOLF OPERATIONS While Traditions experienced nearly identical year-over-year comps in weather-adjusted capacity, 2,391 more rounds were played in 2015, raising the course utilization rate to 60%. The unseasonably warm months of October, November, and December helped to push golf-fee revenue over 2014 by $80,042. Staff chose to actively manage and address the highly-competitive weekday golf market by promoting directly to golfers with the Traditions Players Club (TPC). In 2015, 128 golfers purchased the $119 TPC card (99 in 2014), for a total of $15,232. Cardholders played a total of 2,004 rounds, generating $71,744 in golf-fee revenue. All told, the TPC card generated $86,976. At the conclusion of the season, staff commissioned Pellucid Corp to survey existing golfers, as well as local area golfers. Using the classic 1-10 scale, ranges for Promoters (9-10), Passives (7-8) and Detractors (<7) as the calculation of NPS, the Traditions customers group respondents gave Chevy Chase an NPS of +59 (65% Promoters minus 6% Detractors), which is very strong in the absolute, and relative to best-in-class from the hospitality industry (Westin at +57 in a 2014 industry benchmarking study). Using the Pellucid net promoter ratio (NPR), Traditions' NPR (% Promoters, defined as 4-5 on a 5-point scale, divided by % Detractors, defined as 1-2 on a 5-point scale), as rated by the “Local


Area Golfer” group was a very strong 31:1 (81% Promoters to 3% Detractors). Deerfield and Arboretum were a distant 2nd in this measure, with NPRs of 6:1.

Rounds Played by Month 2011-2015

The practice of tracking golf playable hours (GPH), initiated in 2009, was expanded upon in 2015. The detailed data provided management with monthly benchmark numbers on weather-adjusted capacity, utilization rates, and revenue per GPH. The real-time data assisted staff in making more fact-based decisions regarding course utilization rates, profitability, and pricing opportunities. Furthermore, the collection and documentation of the data within a standardized model has the effect of neutralizing the weather, allowing staff to compare multiple years of data net of weather. The end result is numbers that more accurately reflect staff’s ability to produce revenue against the opportunity provided.

Weather-Adjusted Capacity Rounds By Month 2011-2015

Golf Ops had nearly identical tee-time inventory to sell year over year, as a -585 differential in capacity rounds translates to a -20.5 hour total difference in the 2015 v. 2014 seasons. According to the calculation, a 20.5 hour decline in GPH has the potential to negatively impact the bottom line by ($14,801); however, golf fees were up in 2015 by $80,042 compared to the golf fees collected in 2014, suggesting management outperformed the weather by $94,801. It is important to understand that in the GPH calculation, an hour is an hour. This means the model makes no distinction between the revenue-generating potential of an hour in March that is 45 degrees, and an hour in July that registers 80 degrees. To date, no progress has been made in the metric to weight hours differently based upon their historical potential or seasonality.

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2011 329 1,557 4,487 5,576 5,489 6,116 4,343 3,000 1,300 0 32,197

2012 1,604 2,490 4,601 5,788 5,641 5,831 4,672 2,400 1,429 604 35,0602013 254 1,739 4,322 4,952 6,834 6,574 5,331 3,352 873 0 34,2312014 0 1,770 3,850 4,880 5,594 5,638 4,631 2,511 526 0 29,4002015 201 2,085 3,743 4,871 5,628 5,527 4,680 2,742 1,425 889 31,791YOY 201 315 (107) (9) 34 (111) 49 231 899 889 2,391

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2011 1,064 3,500 7,588 8,652 7,392 8,526 6,832 5,208 2,436 0 51,198

2012 4,788 6,188 8,232 8,876 7,336 8,400 7,448 3,976 3,192 1,008 59,4442013 1,064 3,416 8,428 7,868 8,876 9,030 8,540 4,844 1,960 0 54,0262014 0 4,760 8,639 8,471 9,800 9,197 6,593 5,054 1,372 0 53,8862015 1,064 3,419 6,636 8,512 9,128 8,708 7,252 5,530 2,324 728 53,301YOY 1,064 -1,341 -2,003 41 -672 -489 659 476 952 728 -585


Impact of Weather Year Over Year

2014 2015 Variance

Total Golf Fees (green fees + cart fees) $1,342,275 $1,422,317 $80,042

Golf Playable Hours 1,924.5 1904 (20.5)

Revenue Per Hour $697 $747 $722

Revenue Increase Attributable to Weather ($14,801)

Golf Operations Performance v. Weather $94,801

Golf Fee Revenue 2011 2012 2013 2014 2015

Green Fees $1,014,399 $1,111,838 $1,050,398 $ 964,341 $1,057,029 Cart Fees $ 396,858 $ 408,185 $ 376,457 $ 377,934 $ 365,288 Total Golf Fees $1,411,257 $1,520,023 $1,426,855 $1,342,275 $1,422,317 Avg Fee/Rd $ 43.80 $ 43.47 $ 41.68 $ 45.65 $ 44.87

Rounds Played by Category 2011 2012 2013 2014 2015 v. 2014

Resident Rounds 2,100 2,404 2,223 2,556 2,427 -129Guest Rounds 18,271 20,280 19,032 16,307 19,321 3,014Event Rounds 7,375 7,483 7,113 6,616 6,644 28League Rounds 2,361 2,300 2,811 2,799 2,627 -172Comp Rounds 2,107 2,498 3,052 1,122 772 -350Total 32,214 34,965 34,231 29,400 31,791 2,391

Utilization Rate 2011 2012 2013 2014 2015

WAC* 51,198 59,444 54,026 53,886 53,301 Rounds Played 32,214 34,965 34,231 29,400 31,791 Utilization Rate 63% 59% 63% 55% 60%

* Weather-Adjusted Capacity

Labor Expense 2011 2012 2013 2014 2015

Full Time $ 60,117 $ 61,928 $ 63,423 $53,450 $ 56,692Part Time $117,215 $114,731 $110,243 $99,838 $102,476Total $177,332 $176,659 $173,666 $153,288 $159,168


Merchandising The performance of the Golf Shop was actually an upside surprise, given it was not open to the public until June due to construction. While Golf Shop sales fell 9%, gross margin dollars increased 8% to $25,800.

Golf & Gift Shop 2011 2012 2013 2014 2015

Sales $66,600 $67,550 $72,862 $87,552 $79,515 COGS $39,921 $41,690 $45,035 $63,560 $53,715 Gross Margin % 40% 38% 37% 27% 33% $ Gross Margin $26,679 $25,860 $27,827 $23,991 $25,800 Sales/Round $2.09 $1.93 $2.10 $2.98 $2.50 $ Margin/Round $.83 $.74 $.81 $.82 $.81

2011 2012 2013 2014 2015

Total Revenue $1,495,268 $1,610,454 $1,518,028 $1,442,542 $1,513,696

Total Expenses $308,966 $320,220 $321,877 $311,308 $319,011

Net Income $1,186,302 $1,290,234 $1,196,151 $1,131,234 $1,194,685

$1,495,268

$1,610,454

$1,518,028

$1,442,542

$1,513,696

$308,966

$320,220

$321,877

$311,308

$319,011

$1,186,302

$1,290,234

$1,196,151

$1,131,234

$1,194,685

$‐

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

Golf Operations Revenue/Expenses/Net Income2011‐2015


VI. GOLF MAINTENANCE Golf Maintenance pursued an aggressive disease management/organic fertility strategy in 2015. That strategy, coupled with an extremely wet spring/early summer, resulted in much higher inputs of fungicides, wetting agents and fertilizers, and were anticipated. The results were impressive, with virtually zero incidence of dollar spot, brown patch, or pythium blight anywhere on the property. While the strategy resulted in an increased expenditure in plant protectants, overall operating expenses remained stable year over year. The significant increase in Golf Maintenance total annual expenditures, when compared to 2014, is the result of increased capital spending. Specifically, a new fleet of mowers was purchased outright through operations, as opposed to financing the acquisition at high interest rates. The graph and table below details expenditures for the last five years.

Golf Maintenance 2011 2012 2013 2014 2015 Salaries & Wages $316,094 $286,654 $315,053 $315,724 $320,518Operating Expenses $197,671 $280,898 $213,423 $229,240 $224,045Contractual Services $ 16,243 $ 7,621 $ 13,154 $ 13,223 $ 14,360 Capital $ 39,876 $ 52,393 $ 85,465 $ 69,388 $255,790 Utilities/Other $ 12,974 $ 11,594 $ 14,657 $ 19,368 $ 7,696 Total Expenses $582,858 $639,160 $641,752 $646,943 $822,409% Change YOY 10% 10% 0% 1% 27%

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

2011 2012 2013 2014 2015

Golf Maintenance Annual Expenditures2011‐2015

Salaries & Wages Operating Expenses Contractual Services Capital Utilities/Other


2015 Weather Conditions March Unseasonably Warm April Unseasonably Warm May Cool and Wet June Wet July Hot and Dry

August Hot and Dry September Warm and Wet

October Warm and Dry November Warm December Warm

VII. FACILITY MAINTENANCE For the second year, Chevy Chase Facility Maintenance received assistance from the District’s global cleaning crew. Staff’s time was primarily spent cleaning and in room turnover, with the goal of ensuring the facility and functions ran smoothly.

Facility Maintenance

2011 2012 2013 2014 2015 Salaries and Wages $134,927 $127,630 $133,310 $123,369 $120,724Commodities $ 42,243 $ 60,658 $ 68,274 $ 52,359 $ 37,920 Contractual Services $ 53,162 $ 66,715 $ 67,437 $ 66,817 $ 74,696 Maintenance/Repairs $ 36,295 $ 28,125 $ 5,469 $ 8,882 $ 31,159 Total $266,627 $283,128 $274,490 $251,427 $264,499

$‐

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2011 2012 2013 2014 2015

Facility Maintenance Annual Expenditures2011‐2015

Salaries & Wages Commodities Contractual Services Maintenance/Repairs


ADMINISTRATIVE SERVICES DIVISION

I. DESCRIPTION OF OPERATIONS The Administrative Services Division encompasses the operations of finance, information technology, and guest services. The District is a municipal corporation that is governed by an elected, seven-member board. The District uses funds to report its results of operations. Funds are classified into governmental and proprietary (enterprise) categories. Each category is divided into separate fund types. A brief description of the funds follows: Government Funds Corporate – This fund includes the cost to maintain parks and administrative expenses, such as board support, administrative services, technology, and finance. Special Revenue Funds Recreation Fund – This fund handles the expenditures necessary to operate the recreation programs, as well as the indoor and outdoor Aquatic Centers, the Community Recreation Center, the Fitness Center, and Heritage Park Sports Complex. Museum Fund – This fund covers the expenses to maintain the Museum and Church at Chamber Park. IMRF Fund – This fund, which is levied for separately by the District, covers the District’s contribution to the Illinois Municipal Retirement Fund (IMRF). FICA Fund – This fund, which is levied for separately by the District, covers the District’s share of Social Security and Medicare. Tort Immunity Fund – This fund accounts for the costs of insurance, risk management, staff safety-related training, and loss prevention and reduction services. Audit Fund – This fund covers the expense of the annual audit of the District’s financial statements, as required by law. Police Fund – This fund covers the District’s expense for its own park security force. Special Populations Fund – This fund primarily pays for the District’s membership in the Northwest Special Recreation Association (NWSRA), other programs that target specific populations, and facilities that also target specific populations. Paving and Lighting – This fund contains the expenses for constructing, maintaining, and lighting roadways within the District’s parks and facilities.


Capital Projects Funds Capital Projects-Bonds – Annually, the District issues non-referendum debt within its legal limitations to fund new capital projects. Capital Projects-Other – In 2005, the District established a fund to segregate revenues received from such things as cash-land donations, transfers from other funds, and grant revenues. Additionally, bonds may be issued to fund specific capital needs. The intention in creating this fund is to build up capital reserves to assist the District in its long-range planning. Debt Service Bond and Interest Fund – The debt service fund is used to pay the interest and principal on the general obligation bonds that have been issued to provide funds for the acquisition and/or improvements of capital assets, in addition to the acquisition and construction of major capital facilities. Bond and Interest 2010 ARS Fund – This debt service fund was established in 2011 to pay the interest and principal on the Build America General Obligation (Alternative Revenue Source) Bonds issued in 2010. This fund will be closed after the final debt service payment is made in 2030. Proprietary Chevy Chase Country Club-Enterprise Fund – This fund accounts for the activity at the Country Club – both golf course operations and the Clubhouse (food and beverage). II. 2015 ACCOMPLISHMENTS Exclusive of the year-end transfers to the capital project fund, all major funds exceeded budget. In addition, the Agency made its final debt service payment and retired the debt that was initially issued as General Obligation (GO) Limited Tax Park Bonds in 2010 and 2013. Transfers to Capital Projects Fund In 2015, transfers were made to the Capital Projects Fund (Other) from the Corporate and Recreation Funds in the amount of $402,800 and $1,427,900, respectively. These year-end transfers far exceeded budgeted expectations and position the Agency to be able to meet its Capital Replacement and Improvement Plan (CRIP) goals. Through 2015, over $11,000,000 has been transferred to the Capital Projects Fund. Cash In-Transit In an effort to manage risk by increasing the safety and security for human capital and financial currency the District began contracting with Dunbar Armored for cash in-transit services. The company is responsible for the movement of cash in-transits between District facilities – Heritage Park Sports Complex, Family Aquatic Center, and Chevy Chase Country Club to Community Recreation Center – along with the delivery of cash in-transits from Community Recreation Center to the District’s bank for deposit.


Policies The Administrative Policy Manual was updated to best represent the current administrative policies of the District. Technology Among the technological improvements in 2015 were the following:

Wireless infrastructure was installed at the Heritage Park Performance Pavilion to provide a public Wi-Fi network.

The public Wi-Fi network at the Family Aquatic Center was enhanced to provide a larger coverage area across the entire pool deck. This measure was taken to further enhance the guest experience and increase guest length of stay.

Infrastructure was developed during the Chevy Chase Country Club Addition and Renovations project to properly plan for necessary information technology and security equipment and wiring needs.

A low-voltage (data lines) re-wire project for the north side of the Chevy Chase Clubhouse was completed to facilitate the renovations occurring in the rest of the facility.

TimePro (time and attendance software) was migrated from the old Windows 2003 server to a new Windows 2012 server.

A new next-generation antivirus/antimalware (AV/AM) software product was deployed to all District systems. This software has an extremely high efficacy relative to all of the other AV/AM products on the market.

Established an off-site datacenter for the hosting of new business applications. In addition to hosting these applications off site, the District began replicating some data that is currently on site to the datacenter for disaster recovery/redundancy purposes.

Additional surveillance cameras were added at Chevy Chase Country Club to increase coverage areas, along with migrating all older camera units to new, high-resolution cameras. The surveillance software was upgraded to a new enhanced version to provide the District with additional functionality and expandability.

New parking lot surveillance cameras were installed at the Community Recreation Center. These provide video surveillance coverage of the main parking lot and the small southwest lot at the CRC.

Replacement computers were loaded and deployed, based on the District’s computer replacement plan.

The tables that follow summarize actual revenues and expenditures for both the Governmental and Enterprise (Chevy Chase Country Club) funds over the last five years.


Wheeling Park District Governmental Fund Revenues

FY2011 FY2012 FY2013 FY2014 FY2015SOURCES Tax Receipts $ 7,364,319 $ 7,443,156 $ 7,672,272 $ 7,852,056 $ 7,959,058Program Fees $ 1,263,000 $ 1,301,737 $ 1,268,386 $ 1,415,086 $ 1,530,468Memberships/Admissions $ 932,332 $ 962,511 $ 968,260 $ 903,049 $ 914,085Concession Sales $ 95,092 $ 100,362 $ 84,234 $ 185,241 $ 255,735 Interest $ 56,255 $ 60,196 $ 64,216 $ 70,017 $ 74,257Rentals $ 87,485 $ 85,531 $ 82,655 $ 222,111 $ 306,132Grants $ 100,000 $ 226,144 $ 21,556 Miscellaneous $ 468,891 $ 703,190 $ 456,314 $ 735,769 $ 1,025,861 Total $10,267,34 $ 10,756,63 $10,882,51 $11,404,885 $12,065,596Internal Transfer $ 2,686,710 $ 2,278,897 $2,574,152 $ 2,587,431 $ 2,755,307 Bond Issuances $ 400,000 $ 500,000 $ 675,000 $ 4,375,020 $ 875,000 GRAND TOTAL $13,354,084 $13,535,580 $14,071,663 $18,367,336 $15,695,903

Wheeling Park District Governmental Fund Expenditures

FY2011 FY 2012 FY 2013 FY 2014 FY 2015FUNCTIONS General $ 1,801,269 $ 1,954,848 $ 1,904,752 $ 2,164,515 $ 2,146,350Recreation $ 3,199,702 $ 3,259,756 $ 3,264,213 $ 3,679,545 $ 3,780,798Museum $ 48,239 $ 47,477 $ 60,243 $ 52,711 $ 45,856Tort $ 398,480 $ 425,963 $ 345,149 $ 367,890 $ 382,528IMRF $ 343,224 $ 355,748 $ 358,952 $ 367,008 $ 389,610FICA $ 320,348 $ 341,855 $ 343,312 $ 352,959 $ 374,289Audit $ 51,315 $ 30,274 $ 42,453 $ 42,763 $ 44,153Police $ 41,797 $ 48,249 $ 44,388 $ 40,039 $ 42,493Special Populations $ 602,722 $ 273,730 $ 348,387 $ 256,541 $ 245,384Paving & Lighting $ 15,698 $ 620 $ 17,750 $ 12,937 $ 14,862Capital Projects $ 4,514,624 $ 1,568,126 $ 4,151,585 $ 1,464,901 $ 4,957,057Debt Service $ 1,987,853 $ 2,100,867 $ 2,159,938 $ 2,099,898 $ 2,111,616 Total $13,325,271 $10,407,513 $13,041,122 $10,901,707 $14,534,996 Internal Transfer $ 2,641,959 $ 2,226,104 $2,508,803 $ 2,512,675 $ 2,669,012 GRAND TOTAL $15,967,230 $12,633,617 $15,549,925 $13,414,382 $17,204,008

Wheeling Park District Enterprise Funds (Internal Reporting Basis)

FY2011 FY2012 FY2013 FY2014 FY2015REVENUES $3,788,816 $3,858,377 $3,784,085 $3,951,380 $4,306,804EXPENDITURES $3,588,041 $3,742,295 $3,521,069 $3,656,857 $4,275,005

Wheeling Park District Enterprise Funds (Proprietary Accounting Basis) FY2011 FY2012 FY2013 FY2014 FY2015REVENUES $3,919,358 $4,240,513 $3,902,375 $3,951,379 Unavailable EXPENDITURES $3,946,619 $4,097,684 $4,178,684 $4,334,442 at this time;SURPLUS (DEFICIT) $ (27,261) $ 142,829 $ (276,309) $ (383,063) awaiting

audit


III. 2015 FINANCIAL SUMMARY In 2015, the District fortified its financial stability. All funds achieved fund-balance targets, except for the Chevy Chase Country Club-Enterprise Fund. However, of note from the Chevy Chase Fund is the Board-approved (1/6/2015), capital machinery expenditure of $175,693 ($42,500 budgeted). The decision was made not to utilize current capital reserves within the Chevy Chase Fund; therefore, the fund fell slightly below (33.12%) of its 35% fund balance target. Based on budgeted 2016 net income, it is anticipated the Chevy Chase Country Club Fund will return to its fund balance target of 35% at the end of 2016 at the current capital reserves within net assets level ($612,000). The District continued to streamline operations and look for efficiencies in order to best serve its mission of providing memorable experiences in parks & recreation that enrich its communities.

$13,354,084

$13,535,580

$14,071,663

$18,367,336

$15,695,903

$‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000

2011

2012

2013

2014

2015

Governmental Fund Revenues 2011‐2015


$15,967,230

$12,633,617

$15,549,925

$13,414,382

$17,204,008

$‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000

2011

2012

2013

2014

2015

Governmental Fund Expenditures 2011‐2015

FY2011 FY2012 FY2013 FY2014 FY2015

Revenues $3,788,816 $3,858,377 $3,784,085 $3,951,380 $4,306,804

Expenditures $3,588,041 $3,742,295 $3,521,069 $3,656,857 $4,275,005

$‐

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

Enterprise Funds (Internal Reporting Basis)2011‐2015


$‐

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

Corporate Recreation Chevy Chase

$1,125,000

$875,000

$50,000

$797,000

$765,000

$203,348

$935,000

$786,000

$141,848

$940,000

$896,000

$120,855

$402,800

$1,427,900

$0

Transfers to Capital Reserves 2011‐2015

2011 2012 2013 2014 2015


CORPORATE FUND

2014 2015 2015Audited Budget Actual (Unaudited)

Fund Balance January 1, 978,254 978,874 978,844

Sources: Revenues 3,449,091 3,052,547 3,078,609

Transfers In- - - - - -

Transfers In - - - Total Sources 3,449,091 3,052,547 3,078,609

Uses: Expenditures Operations 2,164,515 2,340,810 2,090,503

Capital - 46,800 55,847 Transfers Out Debt Service Fund 343,986 355,393 366,125 Chevy Chase Fund - 163,294 163,294 Capital Projects Fund (Other) 940,000 146,000 402,800 Transfers Out 1,283,986 664,687 932,219 Total Uses 3,448,501 3,052,297 3,078,569

Sources Less Uses 590 250 40

Fund Balance December 31, 978,844 979,124 978,884

Fund Balance % of total uses 28.38% 32.08% 31.80%


RECREATION FUND


Fund Balance January 1, 1,286,305 1,287,108 1,286,587


Transfers In:- - - - - -


Uses: Expenditures: Operations 3,633,032 4,087,491 3,713,877

Capital 46,513 73,000 66,921 Transfers Out: Debt Service Funds 332,690 308,893 308,893 Capital Projects Fund (Other) 896,000 1,092,000 1,427,900 Transfers Out 1,228,690 1,400,893 1,736,793 Total Uses 4,908,235 5,561,384 5,517,591

Sources Less Uses 282 412 41

Fund Balance December 31, 1,286,587 1,287,520 1,286,628



MUSEUM FUND


Fund Balance January 1, (1,250) 17,324 16,354

Sources: Revenues 70,315 54,621 54,252


Transfers In - - - Total Sources 70,315 54,621 54,252

Uses: Expenditures: Operations 52,711 57,113 45,856

Capital - - - Transfers Out:

- - -

Transfers Out - - - Total Uses 52,711 57,113 45,856

Sources Less Uses 17,604 (2,492) 8,396




IMRF FUND




Transfers In: Chevy Fund 39,504 39,651 44,995

- - - Transfers In 39,504 39,651 44,995 Total Sources 391,320 348,572 351,562



- - -


Sources Less Uses 24,312 (9,460) (38,048)




FICA FUND




Transfers In: Chevy Fund 35,252 38,577 41,300




- - -






PAVING AND LIGHTING FUND



Sources: Revenues 2,209 895 829


Transfers In - - - Total Sources 2,209 895 829



- - -


Sources Less Uses (10,728) (29,105) (14,033)




POLICE FUND








- - -


Sources Less Uses (4,566) (5,710) 8,717




SPECIAL POPULATIONS FUND


Fund Balance January 1, (79,929) 3,425 13,332





Capital 3,150 74,558 1,229 Transfers Out:

Capital Projects Fund (Other) - - - Transfers Out - - - Total Uses 256,540 327,903 245,384

Sources Less Uses 93,261 30,097 98,814




AUDIT FUND








- - -






TORT FUND








- - -






BOND AND INTEREST FUND




- -



Uses: Expenditures: Operations - (Principal and Interest) 1,278,458 1,294,492 1,294,571

- - Capital - - - Transfers Out:

- - -

Transfers Out - - - Total Uses 1,278,458 1,294,492 1,294,571





BOND AND INTEREST FUND-2010 ARS


Fund Balance January 1, - - -


- -

Transfers In: Corporate, Recreation 676,676 664,286 675,018


Uses: Expenditures: Operations - (Principal and Interest) 821,440 817,085 817,045

- - Capital - - - Transfers Out:

- - -


Sources Less Uses - - -

Fund Balance December 31, - - -


CAPITAL PROJECTS (OTHER) FUND



Sources: Revenues 27,138 10,500 731,038 Bond Proceeds 3,575,020 - -

Transfers In: Corporate, Recreation Fund, Spec Pops 1,836,000 1,238,000 1,830,700

- - - Transfers In 1,836,000 1,238,000 1,830,700 Total Sources 5,438,158 1,248,500 2,561,738


Capital 1,036,028 8,107,689 4,723,606 Transfers Out:

- - - - - -

Transfers Out - - - Total Uses 1,135,021 8,162,689 4,750,733

Sources Less Uses 4,303,137 (6,914,189) (2,188,995)



CAPITAL PROJECTS (BONDS) FUND



Sources:

Bond Proceeds 800,000 875,000 875,000




Capital 321,380 923,933 197,323 Transfers Out: Debt Service Fund - - -

- - - Transfers Out - - - Total Uses 329,880 932,933 206,323

Sources Less Uses 470,120 (57,933) 668,677



CHEVY CHASE FUND




Transfers In: Corporate - 163,294 163,294

- - - Transfers In - 163,294 163,294 Total Sources 3,951,380 3,989,379 4,306,804

Uses: Expenditures: Operations (w/Debt Service) 3,461,246 3,688,115 3,889,555


- - - FICA/IMRF Funds 74,756 78,228 86,295 Transfers Out 74,756 78,228 86,295 Total Uses 3,656,857 3,979,843 4,275,005



Fund Balance % of total uses excl reserve 37.85% 35.01% 33.12%


ALL FUNDS



Sources: Revenues 15,356,263 15,389,916 16,372,401 Bond Proceeds 4,375,020 875,000 875,000

Transfers In: Corp, Rec, Chevy, Spec Pops 2,587,432 2,143,808 2,755,307

- - - Transfers In 2,587,432 2,143,808 2,755,307 Total Sources 22,318,715 18,408,724 20,002,708

Uses: Expenditures: Operations 12,930,731 13,805,359 13,330,347

Capital 1,553,075 9,498,080 5,393,358 Transfers Out: Debt Service Funds 676,676 664,286 675,018 FICA/IMRF Funds 74,756 78,228 86,295 Chevy Chase Fund - 163,294 163,294 Capital Projects Fund (Other) 1,836,000 1,238,000 1,830,700 Transfers Out 2,587,432 2,143,808 2,755,307 Total Uses 17,071,238 25,447,247 21,479,012

Sources Less Uses 5,247,477 (7,038,523) (1,476,304)


333 W. Dundee RoadWheeling, IL 60090

847-465-3333 wheelingparkdistrict.com

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