ANNUAL - Wheeling Park District · This report presents an overview of the Park District, highlights the accomplishments and challenges experienced in 2018, and discusses areas of

2018ANNUAL

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.

2018 Annual Report

Administrative Office100 Community Blvd.

Wheeling, Illinois 60090847.465.3333

fax 847.537.3481wheelingparkdistrict.com

Wheeling Park District2018 Board of Commissioners

Sue SteinPresident

Mike BurnsVice President

Cheri KlumppCommissioner

Brian LichtenbergerCommissioner

Richard RosenCommissioner

James WhittingtonCommissioner

Paul ZangaraCommissioner

Management Staff

Jan BuchsExecutive Director

Matt WehbyDeputy Director

Amy RivasDirector of Administrative Services

Jim TourloukisGeneral Manager,

Chevy Chase Country Club

Page | i Wheeling Park District 2018 Annual Report

TABLE OF CONTENTS

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

PLANNING AND DEVELOPMENT ................................................................................ 9

ADMINISTRATIVE SERVICES .................................................................................... 11

PARK AND RECREATION SERVICES ....................................................................... 19

SPORTS COMPLEX AT HERITAGE PARK ................................................................ 43

FITNESS CENTER ...................................................................................................... 49

FAMILY AQUATIC CENTER ........................................................................................ 55

MARKETING AND COMMUNICATIONS ..................................................................... 63

CHEVY CHASE COUNTRY CLUB .............................................................................. 75

FINANCE .................................................................................................................... 85

Page | ii Wheeling Park District 2018 Annual Report

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Page | 1 Wheeling Park District 2018 Annual Report

INTRODUCTION The 2018 Wheeling Park District Annual Report has been prepared to provide 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 2018, and discusses areas of operation, as well as each department within the Park District. Also, statistics and financial analyses are included from 2014, 2015, 2016, and 2017 for the purpose of comparing 2018 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 42,828 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 21 sites on approximately 350 acres. Recreational facilities operated by the Park District include one undeveloped natural area, ten parks, one sports complex, one outdoor aquatic center, one community recreation center, one indoor pool, 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. 2018 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 Environmental Stewardship = Culture of Environmental Responsibility

In 2018, 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 2018 supporting this strategic initiative include:

Aligned opportunities with guest and community needs o Completed a Strategic Plan for

years 2018-2021 that was approved by the Board on May 15

o Fully integrated Senior Services programming into the CRC

o Finalized the Heritage Park playground design, received permit approvals, and began construction

o Began construction on the CRC Renovation and Expansion Project

o Approved an Intergovernmental Agreement with the Village of Wheeling to construct a playground for the Avalon Sienna Subdivision in 2021

o Completed construction of an additional playground at Meadowbrook Park

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

o Attained 374,706 guest experiences

Continuously improved guest satisfaction and loyalty o Achieved a Net Promoter Score of 65.71%

Developed guest loyalty and recognition program o Continued the STAR employee recognition program

Implemented the 2018 Major Projects Schedule o Reconstructed the parking lot at Chamber Park o Began work on the Heritage Park main entry signs

Internal Process & System Improvements Goals and objectives accomplished in 2018 supporting this strategic initiative include:


Built efficiencies by streamlining processes o Prepared for implementation of software change for human resources and time

and attendance applications o Reviewed and revised existing pay grade structure o Continued to monitor and manage ACA regulation

Continued to review existing, and develop new, Security Plan operational procedure

manuals

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

for fiscal year 2017

Strengthened internal and external guest communications o Continued to build and execute the Heritage Park branding program

Completed relocation of the Park District’s hardware and key systems to an off-site data center

Long-Term Financial Strategies Goals and objectives accomplished in 2018 supporting this strategic initiative include:

Aligned financial resources with need o Established a working group to research cost of service models 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 $655,200 and $1,180,500, respectively

Established financial growth and sustainability key points of measurement (budgeted surplus + capital + internal transfers + 5%)

o Overall: $3,507,354 v. goal of $2,734,626 o Corporate: $1,207,013 v. goal of $711,543 o Chevy Chase Country Club: $794,345 v. goal of $717,015 Golf: $853,573 v. goal of $1,340,482 (budget) Food & Beverage: $1,656,414 v. goal of $1,400,454 (budget)

o Recreation: $1,505,996 v. goal of $1,306,068 Fitness & Wellness: $13,331 v. goal of $26,048 Family Aquatic Center: $165,525 v. goal of $112,263 Recreation programs: $492,368 v. goal of $494,525 Sports Complex at Heritage Park: $201,110 v. goal of $192,883 Indoor Pool: ($81,993) v. goal of ($54,676)

Began work to review and update the existing operational overview and business plans in order to grow revenue

Increased alternative revenue sources

o The Village of Wheeling approved $1.8M in TIF funding for the CRC Renovation and Expansion Project


o Formalized Intergovernmental Agreement with MWRDGC for Green Infrastructure Grant for parking lot at Chamber Park

o Initiated research and creation of a list of potential alternative revenue sources o Continued to research and seek new grant opportunities that provide additional

funding o Pursued sponsorship opportunities that raised $7,625 in 2018 o Began negotiations with NWSRA to secure capital funding for CRC Project

Community Relationships Goals and objectives accomplished in 2018 supporting this strategic initiative include:

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

markets o Continued to explore new opportunities for collaborations and partnerships o Built upon working relationships with other governmental agencies, businesses,

and service organizations Fostered existing relationships with State

and Federal Legislators o Kept in regular communication

with legislators on Park District issues, public events, and potential opportunities Thanksgiving Community

Feast attended by State Representative Sente and Congressman Schneider

o Participated in state and national legislative forums on parks and recreation

Continuous Learning Environment Goals and objectives accomplished in 2018 supporting this strategic initiative include:

Staff and Board development o Began conducting leadership development training o Continued to develop core competencies for leadership positions and provide

training through WPDU o Provided staff training in key points of measurement and tools

Upheld an accountable work environment

o Continued with ongoing workload/staffing analysis to determine the best allocation of human resource expenses

o Monitored and reported on progress of individual, division, department and Agency goals

Encouraged innovation, creativity


o Promoted and supported continuous learning Environmental Stewardship Goals and objectives accomplished in 2018 supporting this strategic initiative include:

Fostered an environmentally-conscious staff and community

o Established programs to promote environmental awareness Section on environmental initiatives added

to WPD Program Guide o Promoted and tracked energy efficiency o Promoted and tracked recycling

Community Recreation Center Renovation and Addition Project During 2018, construction commenced on the CRC Renovation and Expansion Project. This project features an expanded Fitness Center, relocated Preschool rooms and administrative offices, new public gathering spaces, a second gymnasium, program space for Northwest Special Recreation Association (NWSRA), and new paint and furnishings for existing rooms. Performance of deferred maintenance on the CRC’s mechanical systems is also part of the renovation. The project is scheduled for completion at the end of 2019. The District is utilizing a combination of sources to fund the $18 million CRC Renovation and Expansion Project. In June, the Village of Wheeling committed $1,800,000 in Tax Increment Financing (TIF) funds through a Redevelopment Agreement with the Park District, and in October, the District issued debt (General Obligation Park Bonds) in the amount of $3,500,000. In addition, $250,000 will be received from Northwest Special Recreation Association (NWSRA), while the remaining balance of the project will be paid from reserves in the Capital Projects Fund. In 2018, the District spent $7,274,398.94. Heritage Park Playground A playground is a component requested and much needed since the park was reopened in 2015. Recognizing the CRC expansion project would clearly impact the design scope relative to a playground, staff took steps towards moving this project forward in 2017. As a result, a location analysis and schematic design concept was prepared in summer 2017 and presented to the Board of Commissioners. While an agreement with Hitchcock Design Group was finalized in December 2017 for design and construction documentation services, the working relationship began in 2018 with general discussions relative to the goals and objectives of the playground.


Planning staff managed the project to ensure that budget, schedule, and innovative design were always emphasized and maintained during the design process. As such, staff worked directly with manufacturers’ representatives to design the play equipment, surfacing, and site amenities. Staff also worked directly with the Village of Wheeling on permits and approvals. By July 2018, all permits and approvals had been secured, enabling Parks staff to begin construction on this play space. Meadowbrook Park Improvements After presenting a design concept to the Park Board and the Meadowbrook neighborhood in December 2017, staff returned to the Board and neighborhood in January 2018 with a final design concept, including play equipment selection, for the Meadowbrook Park playground. At the same time, staff presented and received approval from the Village of Wheeling Plan Commission. Permits were secured the following month, and construction began on the playground improvements shortly thereafter. By mid-July, the playground and associated site improvements were complete and a ribbon-cutting ceremony was conducted on July 25 as part of the scheduled Unplug at the Park event held at Meadowbrook Park. Chamber Park Parking Lot/Green Infrastructure Project In 2017, staff prepared a design concept for the parking lot at Chamber Park, with the improvements focused completely on the reconstruction of the eastern portion of the lot. As part of the proposed improvements, a rain garden was incorporated in the design to provide for parking lot drainage. In accordance with the Park District’s Strategic Initiatives, together with the Environmental Action Plan, staff also applied for a Green Infrastructure Grant from MWRDGC to construct the rain garden east of the parking lot. The project was publicly bid in August. When the bids received in September were above the budgeted amount, it was staff’s recommendation that the Board reject all bids with the intention of redesigning the project for a 2018 construction time frame. Shortly thereafter, staff received notice from MWRDGC that the Park District had been selected to receive funding for this green infrastructure project in 2018. In the first quarter of 2018, staff worked with legal counsel and MWRDGC staff to craft an Intergovernmental Agreement (IGA) between Wheeling Park District and Metropolitan Water Reclamation District of Greater Chicago identifying the details and specific requirements of this


intergovernmental cooperative project – serving to further MWRDGC’s goal of informing the public of the value of green infrastructure and the Park District’s environmental initiative. The IGA was subsequently approved by both Boards in July 2018. Staff then revised the scope of the work, and rebid the project in September. A contract was awarded in mid-October and the contractor moved quickly to complete the project by the specified deadline. An inspection was conducted by Park District and MWRDGC staffs on December 3 to ensure the project was completed to the satisfaction of both agencies. GFOA Reporting Award For the 14th consecutive year, Wheeling Park District received the Government Finance Officers Association’s Certificate of Excellence in Financial Reporting. Ellis & Associates Awards Aquatics staff earned the highest rating – “Exceeds Standards” – in each of 2018’s unannounced aquatic safety operational audits.




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 requiring 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. Planning and Development is also responsible for the implementation and updating of the Park District’s Environmental Action Plan. With the addition of an Environmental Initiative in the 2018-2021 Strategic Plan, Planning staff has developed and promoted a clear set of resources and overall direction towards achieving the goals of this initiative. In addition, Planning and Development remains committed to looking for funding sources and partnerships that align with the Park District’s strategic initiatives and Agency goals. In 2017, staff secured a green infrastructure grant from the Metropolitan Water Reclamation District of Greater Chicago (MWRDGC). The intergovernmental agreement defining the terms and conditions of this grant was finalized in 2018 and subsequently approved by both Boards. Similarly, staff worked with the Chicago Metropolitan Agency for Planning (CMAP) to develop a Wheeling Park District Bicycle Map identifying safe routes to neighborhood parks and Park District facilities. II. 2018 ACCOMPLISHMENTS Heritage Park Naturalized Landscape Upon closing out the Heritage Park Flood Control Project with MWRDGC in 2016, the Park District entered into a three-year agreement with the V3 Companies of Illinois to provide implementation, maintenance and management of the native vegetation in Heritage Park. As the engineering consultant to the Park District for Heritage Park since March 2010, V3 provided documentation review and professional opinions on behalf of the Park District, as well as direction and advice during the construction of the recreational and stormwater improvements at Heritage Park. In


addition, the Wetlands and Ecology Group of V3 provided on-site observation of the installation of native plant materials. With the completion of the terms of the three-year commitment, as well as the final year of the management and monitoring report due to the U.S. Army Corps of Engineers, the native plantings, and the wildlife it supports, have far exceeded the expectations of the Park District and V3. The success of this project is clearly highlighted in the natural beauty of the park. Beginning in 2018, staff also enlisted Integrated Lakes Management (ILM) to assist in the development and implementation of a comprehensive aquatic management program at Heritage Lake. The program treatment began in June.


ADMINISTRATIVE SERVICES I. DESCRIPTION OF AREA Administrative Services reports directly to the Executive Director and functions as part of the Administration Department. The operation encompasses all aspects of human resources, payroll, training initiatives, risk management, and information technology. A Director headed the Administrative Services Division in 2018, with support from the Superintendent of Human Resources & Risk Management, Risk Manager, IT Specialist, and two part-time clerks. II. 2018 ACCOMPLISHMENTS Human Resources Payroll In 2018, the Superintendent of Human Resources & Risk Management and the HR Clerk oversaw the administration and maintenance of payroll. In an effort to increase fidelity controls, a “Ghost Payroll Process” was completed for the first time in the Agency’s history. This process was used to determine the presence of “ghost employees,” and staff confirmed that only actual employees exist in the payroll system. Additionally, positive pay of live checks and the centralization of live paycheck dispersal at the Community Recreation Center were instituted to reduce the likelihood of misplaced or stolen paychecks. Recruiting and Hiring Throughout the year, 740 applications were received and reviewed for a variety of seasonal, part-time, and full-time positions. Additionally, the Agency hired and on-boarded 12 full-time staff members and 231 part-time staff members. Onboarding of full-time employees decreased slightly from 2017. Part-time onboarding decreased for the third year in a row, from 251 in 2017. This trend correlates with increased part-time staff retention. In 2018, 29 full-time staff members (47.5% of all full-time staff) have a longevity of 5 years or more at the Agency. This demonstrates a tangible increase from 37.9% of full-time staff with longevity over 5 years in 2017. This increase validates the efficacy of employee-centric initiatives undertaken in 2018 – such as the employee engagement survey and follow-up – as well as the Agency’s increase of internal communication on the Wheeling Park District Intranet.

11

8 8

46

0

5

10

15

3 ‐ 5 Years 5 ‐ 10 Years 10 ‐ 15 Years 15 ‐ 20 Years 20+ Years

Number of Em

ployees

Full‐Time Staff Longevity

Years Employed


STAR – Special Thanks and Recognition Employees continued to acknowledge other staff members for going beyond their normal duties. During 2018, 89 STAR cards were awarded throughout the Agency. In addition to STAR cards, staff accomplishments were recognized at the Staff Recognition Party, Ice Cream Social, and Holiday Sweater Party with Gift Exchange.

Wellness The Agency maintained its participation in the PATH (Positive Activities Towards Health) wellness program administered through PDRMA. The PATH website was updated in 2018 in response to membership feedback. Through 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. PATH has allowed staff to take a more active role in seeking out the wellness resources best suited for them. In addition to a Health Risk Assessment, PATH offered three wellness challenges over the course of the year: Water Works, On Your Mark, and Healthy Brain. The annual Health Risk Assessment provided health assessments to staff, as well as health coaching, in an effort to increase overall employee health at the Agency. Continuous Learning There were 168 on-site trainings offered in 2018 – a substantial increase from 131 sessions in 2017. Training topics included CPR/AED, Authorized Bus Driver, Harassment, Reasonable Suspicion and Reasonable Suspicion for Supervisors, Orientation and Safety Training, Employee Engagement Survey Results, All Agency Meetings, Strategic Planning, E-Verify, Park and

82 87

106

89

0

20

40

60

80

100

120

2015 2016 2017 2018

2015‐2018 STAR Awards

2015 2016 2017 2018


Recreation Services Leadership Training, Supervisor Training, TimePro, TIPS (Concessions and On-Premise), Pathways, Golf Etiquette and Safety/Safe Mower Operation, Temporary Cash Handling During Renovation, Eye Safety and Protection, Fitness Attendant Procedures During Renovation, Aquatics Lifeguard Training, FAC Leader Training, FAC GSA Training, Summer Camp Training, Food Handler, Seasonal Safety Training, FAC Orientation, Park Attendant Orientation, Active Shooter Training, Police Department Training for Park Attendants, Driving Standards, CityReporter, and Weather Safety (includes Slips/Trips and Falls). In addition, staff attended 47 off-site training sessions. Sessions included the 2018 IAPD-IPRA Soaring to New Heights Conference, Food Service Sanitation, IRMA/Start Group Confined Space, 15-Passenger Van and Shuttle Bus Driver Training, Freedom of Information Act, NRPA Conference, Open Meetings Act, Claims Reporting, Certified Playground Safety Inspector, Certified Pool Operator, CPR/AED Trainer, Employment Law Conference, Golf Course Risk Management Day, Golf Industry Show, HIPAA – What You Need to Know, How to be an Effective Health Benefits Coordinator, How to Establish an Effective Safety Committee, Landscape Conference, Implementing Building Intruder and Facility Lockdown Procedures, IPRA Personal Leadership, IPRA Professional Development School, IPRA Supervisor Symposium, ITF Turf Conference, IU Executive Development Program, IAPD Legal Symposium, Lifeguard Instructor, Midwest Association of Golf Course Superintendents Winter Workshop, PATH Healthy Brain Challenge, PDRMA HELP, HELP II, Pesticide Certificate, Playground Maintenance Technician, PDRMA Reasonable Suspicion for Supervisors, Risk Management Institute, Safe Mower Operation – Train the Trainer, Safety Coordinator Information Update, IPRA Section Leadership Orientation, Security and Emergency Planning for Aquatic Facilities, NIPSTA Snow Plow Driver Training, Time Management and Personal Effectiveness Skills, TIPS Trainer, DHS Workplace Violence Assessment and Response, and PDRMA Your Role as Safety Coordinator.

98 101121 131

168

34 1924

50

47

0

50

100

150

200

250

2014 2015 2016 2017 2018

2014‐2018 Continuous Learning Participation

On‐site Training Off‐site Training


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 2018, the Park District paid total claims of $25,835 through a reimbursing method. This falls just below the Agency’s four-year average of $26,835.

Risk Management Loss Summary The following table summarizes Wheeling Park District’s 2018 loss experience. The estimated dollars associated with each type of loss are based on a combination of open and closed claims; therefore, the actual cost may increase or decrease by the time a claim is finally resolved. Each open claim has been estimated by PDRMA through assigning a reserve to help plan for future costs for that claim.

2018 Loss Experience

Claim Type Reported to PDRMA Open Closed

Total Estimated Losses

Property Losses 5 1 4 $ 7,796 Liability Losses (including vehicles) 3 1 2 $ 8,799 Workers Compensation 13 4 9 $18,870

The graph that follows illustrates the number of claims filed from 2016 to 2018.

$20,349

$36,273

$27,574

$15,921

$25,835

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

2014 2015 2016 2017 2018

2014‐2018 Unemployment Claims Comparison


The Park District’s loss experience for the five-year period from 2014-2018 is summarized in the following table and graph.

2014-2018 Loss Summary

Coverage Type Events Total Amount Property 25 $480,946 Liability 11 $ 25,475 Workers Compensation 36 $182,540

Loss Reduction Efforts in 2018 There were 89 safety-training sessions offered to Wheeling Park District employees in 2018. These sessions were essential tools in managing risk throughout the year. The increase of 33 trainings was achievable due to online learning opportunities.

7

165 3

13

0

10

20

Property Liability Workers Compensation

Number of Occurrences Loss Frequency Comparison 2017‐2018

2017 2018

$‐

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000

$500,000

2014 2015 2016 2017 2018

Trends in Loss Experience 2014‐2018

Property Liability Workers Compensation


The Park Attendant program continued again in 2018 from June to September. The Park Attendant team was made up of three Park Attendant Leaders and eight Park Attendants. Park Attendants provided additional security, operational support, and guest service for various events at the Sports Complex and Performance Pavilion. In addition, Park Attendants continued to support operations during concerts, movie series, and special events at the Performance Pavilion. These operations included setup, following inventory controls, selling alcohol, providing on-site first aid support, and maintaining the “no alcohol in or out” policy. Park Attendants also interacted with the community during the new Unplug at the Park series at various park locations throughout Wheeling. Furthermore, Park Attendants welcomed and assisted park guests, checked in on athletic programs, assisted with the removal of trash, and performed high-frequency park inspection reports. 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, while simultaneously enforcing conduct ordinances. To further protect the Agency, the Risk Manager has redesigned and worked with staff to change the Certificates of Insurance database. The database has been moved to Google Docs, rather than a single Excel spreadsheet, as it allows multiple users to access and edit the document at the same time. By having the database accessible, staff has been able to take more ownership of their corresponding vendors to ensure the Agency has a valid COI on file, which helps protect the Agency in case of an incident. Technology Among the technological improvements in 2018 were the following:

Continued moving IT equipment/systems to the offsite datacenter to have a smaller, future IT footprint in the renovated CRC.

Worked with Comcast to have the data feed into the CRC moved to accommodate the construction needs of the addition.

Installed new cable runs in the temporary Fitness Center to ensure the fitness equipment would be able to access live TV for guests to view during their workouts.

Moved IT equipment, including radio equipment that connects Chevy Chase and Egidi building back to the CRC, from the Boardroom closet prior to renovation.

Moved computer and phone systems from the former Guest Service area to the temporary location to mitigate downtime during the renovation.

Worked with Tyler Technologies to install and set up Incode version 10 in preparation for upgrade in the first quarter of 2019.


Installed outdoor TV monitor at the Sports Complex for use as digital signage. Provided IT support for Chevy Chase Country Club during the upgrade to a cloud-

based version of GolfNow software. Installed a new alarm panel, as well as door sensors/chimes, to improve upon the

security system that was already in place at Chevy Chase Country Club. Loaded and deployed new computers, based on the District’s replacement plan.

35 25

136

42 51 16 35 2 22 21

Number of Tickets

Category

HelpDesk Tickets by Category




PARK AND RECREATION SERVICES I. DESCRIPTION OF OPERATIONS In 2018, 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 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 the indoor pool programs and operations. The Recreation Services Division utilizes Heritage Park, the Community Recreation Center (CRC), indoor pool, Horizon Park, 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 indoor 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 indoor pool/Fitness Center area totals 20,778 square feet. Other amenities include the following:

One multipurpose room, four activity rooms (two large and two small), 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 indoor pool 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, CCSD21 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 CCSD21.


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 of 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 CCSD21 for field maintenance and management. Under the agreement, the Park District operates and maintains the open field space at CCSD21 school sites in Wheeling. This space is used for Park District programs, special events, and activities. In 2016, representatives from the Park District and CCSD21 met to better streamline, refine, and improve all existing Intergovernmental Agreements into one, concise, agreement to allow for the continued partnership between the two governing bodies. Both Boards later ratified the agreement. In 2017, the Park District and School District executed an amendment to the Intergovernmental Agreement to account for the new Mark Twain Park and playground equipment. This amendment addressed ownership, purchase and payment contributions, and inspection repair and maintenance, as well as hours of use for the playground. The end result was a co-ownership of the equipment for 15 years, and full use of the playground and land as a neighborhood park outside of school hours. II. 2018 PARK & RECREATION SERVICES ACCOMPLISHMENTS

Surpassed 2017’s attendance numbers for the 2018 version of the Summer Entertainment Series at Heritage Park Performance Pavilion

Earned 5 out of 5 "exceeds" ratings on Ellis and Associates aquatic safety audits

Hosted 2,280 adult participants and 24,216 youth participants for tournaments at the Sports Complex at Heritage Park

Surpassed Group Exercise participation number by 759 to 18,259 total guests

Exceeded Children in Action participation goals by 1,800 to 14,800 total visits

Brought construction of the Heritage Park Playground in house Achieved a departmental Net Promoter Score of 68.81% Achieved 374,706 Guest Experiences Successfully transitioned programming for senior/active adults from the Village of

Wheeling to the Park District. Successfully moved, and operated, the Fitness Center to the second floor of the CRC

with in-house staff

III. DESCRIPTION OF PROGRAMS During 2018, the Park and Recreation Services Department had 12,809 guests participate in


recreation programs. Participation numbers do not include fitness, open gym, drop-in, or free communitywide special events, as those are measured through different metrics. The data below is compiled from the District’s registration system, RecTrac. In 2016, the Park District migrated from the CLASS software system to RecTrac. Due to the differences in structure between the two systems, data from 2016 and years prior does not correlate to how the District currently conducts registration; therefore, data is only being shown from 2017 and 2018 – the two years that were fully processed through RecTrac. Program data for the years 2017-2018 is represented in the table below.

Season Activities* Sections Sections Cancelled Participation 2018 Total 178 1,242 314 12,809 2017 Total 213 1,351 354 14,433

Winter 2018 58 298 98 1,727 Winter 2017 65 303 93 2,007

Spring/Summer 2018 67 647 147 7,449 Spring/Summer 2017 81 668 144 7,542

Fall 2018 53 291 69 3,633 Fall 2017 67 380 117 4,884

*Activities refers to the program activity, and Sections refers to the number of options within that Activity. For example: Girls In-House Basketball is the Activity and the multiple levels of Girls In-House Basketball are the Sections.

1,496 1,6331,893

1,190

213242

344

203

0

500

1,000

1,500

2,000

2,500

2015 2016 2017 2018

2014‐2018 Program Activities and Courses Offered

Courses Activities


Program Registration The total annual program transactions, which include registrations and withdrawals, show a slight decrease versus last year. This is due to the way House League Soccer registration versus Premier League Soccer registration is done. House League players sign up individually and Premier League Soccer registrations are per team. Staff put a lot of effort into encouraging guests to use WebTrac, and that effort has paid off with 24% of the registrations coming through WebTrac in 2018 – a 10% increase from 2017. Transaction data for the years 2014-2018 is represented in the table and graph that follow.

Transactions Front Desk % Total

Transactions EZ Reg/WebTrac % Total

Total Transactions

2018 10,481 76% 3,346 24% 13,827 2017 11,325 86% 1,919 14% 13,244 2016 11,364 96% 483 4% 11,847 2015 13,753 94% 831 6% 14,584 2014 12,437 95% 691 5% 13,128

12,43713,753

11,364 11,325 10,481

691

831

4831,919 3,346

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2014 2015 2016 2017 2018

2014‐2018 Registration Transactions – Front Desk vs. Website

Front Desk EZ Reg/WebTrac


Guest Experiences Key Points of Measurement Area Guest Experiences

Actual Goal Fitness Center Visits 65,524 69,350 Personal Training Sessions Conducted 964 1,040 Pilates Reformer Sessions Conducted 385 415 Group Exercise Participants 18,259 17,500 Wellness Class Participants 566 850 Fitness Center Member New/Renewal 1,383 1,300 Family Aquatic Center Guest Visits 60,138 64,310 Family Aquatic Center Member New/Renewal 1,835 2,500 Family Aquatic Center Birthday Parties 56 65 Indoor Pool Guest Visits 16,772 16,500 Indoor Pool Member New/Renewal 534 500 Indoor Pool Birthday Parties 45 65 Group Swim Lesson Participants 1,817 2,050 Private Swim Lesson Participants 904 1,800 Misc. Program Participants 177 200 Wiggle Time Drop-In 366 400 Before/After Care CIA 14,800 13,000 CIA Punch Cards 590 550 Summer Camp Participants 4,233 4,200 Happy Days Off/Holiday Program Participants 497 500 Preschool Participants 99 105 Toddler Time / Almost 3 Just Like Me 33 65 Youth Variety 137 200 Dance 221 350 Table Tennis 1,671 2,149 Badminton 2,440 2,594 Pickleball 3,547 4,000 Youth/Adult Open Gym 7,178 7,114 Park/Outdoor Shelter Rentals 91 85 Facility Room Rentals 353 408 Youth baseball games 17,124 15,870 Youth softball games 4,460 3,695 High school games 2,632 1,468 Adult baseball game participants 10,080 23,544 Football Games/Practices 600 494 Youth Soccer Games 6,460 8,673 Adult soccer games 1,196 2,254 Youth baseball Tournament Participants 17,448 23,471 Practice rentals 6,990 12,592 Adult tournaments 2,280 1,488 Adult softball 422 576


Area Guest Experiences Actual Goal Adult basketball 96 96 Adult soccer Participants 2,072 2,255 Adult co-rec volleyball 6v6 1,190 775 Youth soccer 349 638 Travel soccer 30 75 Super Rec soccer 1,928 2,400 Indoor futsal 691 188 Youth basketball 288 408 Youth baseball 20 82 Pre-school Sports 95 130 High School Baseball league 1,608 210 Fall 13/14 Baseball league 1,560 828 Pre-Karate 50 65 Youth Karate 73 83 Youth/Adult Karate 58 50 Adult Karate 37 61 Tae Kwon Do 65 90

Total 285,517 316,724

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), divided by the total number of survey responses, equals the NPS. This system provides staff with valuable information regarding how many participants are willing to put their name on the product and/or service.

NPS Score # of Responses 9-10 547 7-8 86 1-6 66

699

Promoters = 9,10 78.25% Neutral = 7,8 12.30%

Detractors = 1-6 9.44%

2018 NPS: 68.81%


Athletics Wheeling Park District 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. Wheeling Park District 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. Wheeling Park District drop-in programs are designed to provide an opportunity to play various types of sports at a low cost and with no commitment. Drop-in programs include youth and adult open gym, badminton, pickleball, ping-pong, open soccer, indoor futsal, and volleyball.

Athletic Programs 2014 2015 2016 2017 2018 Youth 1,684 1,809 2,267 4,784 3,647 Adult Leagues (Teams) 245 257 291 283 269 Drop-In 13,070 15,202 15,465 18,602 14,836

Trends Participation in the Soccer SuperRec Premier League continues to be a success. Premier League has begun to compete with the Recreational soccer program, with many participants moving to the SuperRec Premier League instead. There is also increased competition with indoor turf

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

Youth Adult Leagues (Teams) Drop‐in

Athletic Programs Participation History 2014‐2018

2014 2015 2016 2017 2018


facilities in the area, resulting in a decrease in indoor futsal participation. Youth Basketball numbers remained steady. Adult league participation decreased from the previous year. Adult Softball remained steady, playing on Thursday evenings at the Sports Complex. The adult soccer leagues and adult volleyball leagues were steady from the previous years, with no room to grow until additional facilities/fields become available. Adult Men’s Basketball fluctuated from season to season. All Adult programming will benefit from opening the additional CRC gym in 2019. The drop-in sports continue to grow, and the future of sports is trending towards more open play. Pickleball, badminton, and ping-pong have been extremely popular. Pickleball is one of the fastest-growing sports in America. Accordingly, companies are organizing their own programs, which is affecting some of the District’s participation numbers. More tournaments and lessons are offered to offset the loss in open-play participants. The future for youth athletics is to provide more competitive play for participants, not just instructional recreational play. Citing the increases in the SuperRec soccer program, the District will be looking to match that program format in other areas, such as youth basketball. The District will also continue seeking out rental opportunities with groups from the community and neighboring communities. Preschool/Early Childhood The focus and direction of the Early Childhood and Preschool programs 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. Camp objectives are met through the implementation of creative and innovative activities and experiences.

Early Childhood/Day Camp/Preschool Participation History 2014 2015 2016 2017 2018

Early Childhood *433 *494 *443 *491 *352Youth Variety Programs 310 359 383 414 358Camp/Camp Extended Care 2,732 3,785 3,908 4,032 4,233Preschool **71 **92 **116 **111 **114Total 3,546 4,730 4,850 5,048 5,057

* 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 the program continues to receive favorable feedback. Summer Camp continued to experience growth in 2018. This is attributed to increased quality programming, aggressive marketing, and the popular Counselor in Training camp that offers a unique leadership opportunity to campers who aspire to be counselors. There was also the addition of Theatre Camp, which was a success. 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 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. Winter & Spring Break Camp numbers fluctuate based on how many days of camp are held from year to year, depending on how holidays land on the calendar.

0

500

1000

1500

2000

2500

3000

3500

4000

4500

Early Childhood Youth Variety Programs Camp/Camp Extended Care Preschool

Early Childhood/Day Camp/Preschool Participation 2014‐2018

2014 2015 2016 2017 2018


Extended Care Participation History Programs 2014 2015 2016 2017 2018

Children in Action *54 *75 *72 *71 *87 Day Off School 175 200 194 167 156 Winter & Spring Break Camps **452 331 518 320 306 Total 681 606 784 558 549

* Based on fall school enrollment ** Number included Post Camp, which is now being accounted for in Summer Camp

Extended Care Punch-Card Sales History

Children in Action 2014 2015 2016 2017 2018 10-Punch Card 54 43 36 28 33 5-Punch Card 66 74 26 27 56 Total 120 117 62 55 89

Trends Enrollment in the before-and-after school program continues to remain steady, with the majority of kids attending Booth Tarkington Elementary School. Seniors/Active Adults On July 1, the Park District assumed responsibility for senior recreation programming from the Village of Wheeling. Staff made it a priority to make the transition for the seniors as easy as possible. To ensure staff had an overall picture of the recreation programming that seniors were looking for, the District held an open forum on August 15. From July to December, all drop-in programs were kept the same (Bridge, Canasta, Book Club, Brain Games, etc.) and all trips continued. A name change was made from the existing “Senior Services” to “Active Adults.” Previously, the main communication tool from the Village of Wheeling was a bimonthly newsletter, the Wheeling Forward, which was discontinued at the end of the year. As a result, Park District staff created a new communication strategy for rollout in 2019. Trends The term “senior” is being used much less. Instead, terms such as 55+, active adults, and adult programming are being used. This is a direct reflection of generations staying active longer. Trips, card games, and events continue to generate high interest.


Seniors Participation History Programs 2014 2015 2016 2017 2018

Stay Fit 89 84 139 157 157 Oil Painting 178 196 177 197 177 Trips NA NA NA NA *30 Total 267 280 316 354 364

*Number of participants starting July 1, 2018.

89 84

139157 157

178196

177197

177

0 0 0 0

30

0

50

100

150

200

250

2014 2015 2016 2017 2018

Seniors Participation 2014-2018

Stay Fit Fitness Oil Painting Trips


IV. Indoor Pool Indoor Pool Programs The 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. The following tables and graphs provide a summary of the facility’s operation for years 2014-2018.

Indoor Pool Program Participation

Aquatic Programs 2014 2015 2016 2017 2018 Total 4,696* 4,503 4,011 3,241 2,935

* 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 Swim-lesson registrations continued to be on the decline in 2018, partly due to increased competition in the surrounding area from private swim-lesson providers. To counteract this decrease, the District has spent significant time fine-tuning the entire swim-lesson program and has begun to see a return from that effort. Adult swim lessons have seen increased participation, which has led to an increase in the number of lessons offered for adults. To better accommodate guests, the structure of registering, scheduling, and implementing lessons has been improved. The District has also conducted surveys, held quarterly trainings for swim instructors, and made efforts to increase retention of swim instructors. Staff is also focusing on groups who want to rent space at the indoor pool to counter balance the decrease in swim lessons.

Indoor Pool Members Memberships 2014 2015 2016 2017 2018

Indoor and Outdoor 161 117 20* 212 240 Indoor Only 256 258 714 395 347 Total 417 375 734 607 587

* Due to RecTrac conversion, the Indoor and Outdoor Pool Membership was not separately set up until October 2016


Indoor Pool Attendance Attendance 2014 2015 2016 2017 2018

Total Daily Admissions 2,703 2,747 3,104 3,124 3,071 Total Pass Visits and Groups 14,759 13,607 13,185 12,352 13,701 Total 17,462 16,354 16,289 15,476 16,772

161

117

20

212

240

256

258

714

395

347

2014

2015

2016

2017

2018

Indoor Pool Members 2014‐2018

Indoor‐Only Memberships Indoor and Outdoor Memberships

14,75913,607 13,185

12,352

13,701

2,703 2,747 3,104 3,124 3,071

2014 2015 2016 2017 2018

Indoor Pool Attendance 2014‐2018

Pass Visits and Groups Daily Admissions


V. COMMUNITY RECREATION CENTER, PARK FACILITIES, AND FIELDS 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 Community Recreation Center both convenient and affordable for local community groups. The tables and graphs that follow summarize 2014-2018 rentals for the CRC, Childerley Park Chapel and Chamber Park Church, picnic shelters, and park fields (not including the Sports Complex turf fields).

Type 2014 2015 2016 2017 2018 Community Groups 72 55 93 75 51 Homeowner Groups 60 69 76 97 61 Residents 212 241 198 206 203 Nonresidents 37 45 16 18 30 Corporate 7 5 5 3 1 Total 388 415 388 399 346

388

415

388399

346

300

320

340

360

380

400

420

440

2014 2015 2016 2017 2018

Community Recreation Center Rentals 2014‐2018


Park Facilities and Field Rentals Type 2014 2015 2016 2017 2018

Picnic Shelter 57 67 68 97 57 Field/Park/Gym (*excludes Sports Complex synthetic turf) 208 207 241 366 461 Childerley Chapel and Chamber Church 27 30 35 31 34 Total 292 304 344 494 552

*Information on rentals for the synthetic turf fields at Heritage Park may be found within the Sports Complex section of this report.

Trends With completion of the construction and renovation of the Community Recreation Center, more rooms will become available for rentals. Thereafter, staff anticipates the number of rentals to increase significantly. VI. PARKS AND FACILITY SERVICES DIVISION The Park District has 10 parks and 1 undeveloped natural area on 185 acres. The Parks & Facility Services Division maintains these acreages, as well as the following:

11 playgrounds 21 buildings/structures 5 natural-turf ball fields 18 grass soccer fields

27 30 35 31 34

57 67 6897

57

208 207241

366

461

0

100

200

300

400

500

600

2014 2015 2016 2017 2018

Park Facilities & Field Rentals 2014‐2018

Childerley Chapel/Chamber Church Picnic Shelter Field/Park/Gym


4 synthetic-turf ball fields that can be converted to: o 5 synthetic-turf soccer fields o 1 football field o 1 field hockey field o 1 lacrosse field

6 outdoor pickleball courts 4 outdoor basketball courts 4 sand volleyball courts 2 seasonal ice rinks

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 21 full-time employees, and a number of summer seasonal workers that varies based on workload. Staff levels are a reflection of the Park District’s commitment to accommodate guests and residents’ needs. The staffing levels and skills of the Division allow the District to provide services with in-house resources at significant cost savings, while also maintaining high project efficiency and quality standards. 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 equipment expenditures in 2018 include the following items:

Item Cost 2018 Ford F350 Regular Cab 4X4 Truck $35,954.00 Toro Groundsmaster 4000D Mower & Accessories $64,395.11 2019 Ford F450 Cab & Chassis $63,759.00

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 tabulate the number of work hours spent on various maintenance tasks and projects throughout the last five years.


Category 2014 2015 2016 2017 2018 % Change 2017-2018

Athletic Fields 902.5 937 943 1518.75 1618.25 6.6%Baseball/Softball Fields 2073.75 1918.75 1828 2026.5 2322 14.6%Mowing 3019 3255.25 3073 3171.25 3393.75 7.0%Garbage/Cleaning 2933.75 2974 2285 2384.75 2397 0.5%Landscaping – All Sites 5488.25 5966.5 5715 6708 6151 -8.3%Inspections – All 842.75 953.25 820 721.5 791 9.6%Facility & Building Maintenance 2179 2632.5 2735 1893.5 3144.5 66.1%Playground Maintenance 1208 1123.75 1139 775.5 532.75 -31.3%Aquatics Maintenance 995 772.5 1017 1892.25 2365.5 25.0%Vehicle/Equipment Maint. 1464 1480 1441 1489.75 1425 -4.3%Cardboard Recycling 0 414 473 469 484.25 3.3%Events 619.25 937.5 851 1076.75 782 -27.4%Signage/Banners 9.25 0 19.5 217 90.75 -58.2%Holiday Lights 706.75 736.25 492.75 645.75 519.5 -19.6%Ice Rinks 1123 1603.5 1681.75 1288.25 1648 27.9%Training 324.75 169.25 119.75 471 403.75 -14.3%Snow Removal 1167.25 1301.75 619.25 480.75 1182.5 146.0%Special Projects- CRC 36 957 312 141.25 651.25 361.1%Special Projects- Aquatics 281.5 431.25 90 314.25 945.75 201.0%Special Projects- Chevy Chase 1521 606.25 256 346.25 1213.25 250.4%Special Projects- PFS 156.25 0 8 0 0 0%Special Projects- Parks 2260 3263.75 3984 5260 3930.25 -10.8%Special Projects-Sealcoating, Picnic Tables, etc. 1414.75 278 88 88.25 764 -100.0%Vandalism/Graffiti 45 28.5 52 47.25 40.5 -14.3%Other-meetings, committees, clerical, managerial duties, etc. 839.25 604.75 424 656 727.5 10.9% Total 31,610 33,345 30,467 34,084 37,524 8.6%


Special Projects & Accomplishments As shown in the following graph, the Parks and Facility Services Division logged over 37,500 hours in 2018.

0

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7,000

Athletic Turf Fields

Baseb

all/Softball Fields

Mowing

Garbage/Cleaning

Landscaping‐All Sites

Inspection‐All

Facility & Building Maint.

Playground M

aintenance

Aquatics Maintenance

Veh

icle/EquipMaint.

Cardboard Recycling

Even

ts

Signage/Banners

Holiday Lights

Ice Rinks

Training

Snow

Special Projects‐ CRC

Special Projects‐Aquatics

Special Projects‐ Chevy Chase

Special Projects‐ PFS

Special Projects‐ Parks

Special Projects‐Sealcoat,…

Vandalism/G

raffiti

Other

Staff Hours

Work Categories

Staff Hours 2014‐2018 Comparison

2014 2015 2016 2017 2018

31,610 33,345

30,467

34,084

37,524

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

2014 2015 2016 2017 2018

Parks & Facility Services Task Hours 2014‐2018


Included in these hours are projects – in addition to the normal workload and regular, scheduled tasks that require considerable staff hours. These special projects and accomplishments are listed below: Community Recreation Center

● Installation of boiler and hot water tanks ● Work related to the CRC renovation ● Electrical and prep work for Fitness Center

interim location ● Moved Fitness Center equipment to

interim location ● Gym floor restriping ● Summer camp tent installation and

maintenance Family Aquatic Center & Indoor Pool

● Installation of new chlorine tank at indoor pool ● Painting at indoor pool ● FAC Tsunami boiler (heater) installation ● Sandblasting and painting of FAC main

pool ● Installation of new sand play equipment at

FAC ● New drinking fountain installation at FAC ● Extensive pipe leak testing and repair at

FAC ● Pipe repair and replacement in FAC

maintenance room (cave) ● Pipe sandblasting in maintenance room ● Irrigation repairs

Chevy Chase Clubhouse and Traditions Golf Course

● Clubhouse basement wall patching and painting

● Repair of Clubhouse roof leaks ● Ceiling tile replacement in Clubhouse ● Hunt Room updates and fireplace repair ● Bridal Rooms updated ● Demolition of maintenance office ● Clubhouse locker room repairs and

updates ● IT Room air conditioning work in

Clubhouse ● Paint and stain touchup work throughout

Clubhouse


● Repairs and updates to the second-floor

offices in Clubhouse ● Removal of existing Clubhouse chiller ● Installation of walk-in cooler in Clubhouse

kitchen ● Design and set production for Murder

Mystery Dinner event ● Tree trimming and removal on golf course ● Pump repair for golf course waterfall

feature ● Water feature fountain repair

Parks & Facility Services

● New storage shelving Sports Complex at Heritage Park

● Installation of LED lighting in restrooms ● Outdoor television installed ● Hot water heater installed in concession

building ● Hockey rink installation

Performance Pavilion at Heritage Park

● Prep for installation of new railings ● Irrigation work

Parks

● Holiday lighting and Lollipop Lane set up at Chamber Park ● Ice rink at Horizon Park ● Heritage Park signs ● Heritage Park irrigation work in the soccer basin ● Began construction of new playground at Heritage Park ● Meadowbrook Park playground expansion ● New slide installation at Walt Whitman School playground ● Picnic table repairs and painting

Districtwide

● Snow removal ● WPD event setups and breakdowns ● Kids Triathlon medals ● Sealcoating ● Cardboard recycling ● Training


CRC Renovation & Expansion Project With renovation of the Community Recreation Center came the need to relocate existing activity space and equipment to accommodate guests during construction. In addition to smaller projects, staff played an integral part in relocating a major space – the Fitness Center. Until construction of the new Fitness Center is completed, the existing Fitness Center cardio equipment has been placed in CRC Rooms 207/208, and the weight equipment in Rooms 209/210. Before the equipment could be moved, the temporary spaces needed to be properly prepped. Once engineers confirmed that the heavy fitness equipment could be safely placed in the second-floor rooms, planning began to ready the four rooms and orchestrate the move. Staff installed all-new circuits and outlets in all rooms, rows of electrical floor strips for the cardio equipment, and fans, speakers, and TV monitors. Staff helped bring cable into the rooms, and replaced the door and frame for Room 209 to allow the cardio equipment to fit through the doorway. Wall dividers were removed, and rubber mats were laid in the weight room for noise absorption. Staff built a fitness guest service desk in the common area outside of Rooms 207-210. All dance- and aerobic-related equipment that existed in these rooms had to be moved by staff to alternate rooms. Before the move in early May, staff removed the stair railing glass and replaced it with temporary plexiglass. Staff worked overnight hours for three nights, starting May 8, to complete construction and move equipment to the temporary area. The project went smoothly and was completed with minimal disturbance to CRC guests. Family Aquatic Center Water Pipe-Leak Detection and Repair Facility maintenance is a necessary part of any agency. At the Family Aquatic Center, that includes maintaining a vast amount of water pipes. Water pipes leak over time. This occurs in all water parks as facilities age, requiring annual pipe-leak detection and repair in the off season. When a noticeable spike in the water bill occurred during the off season, it raised a red flag. Taking into consideration that the FAC is 25 years old, and pipe leaks and underground cracks commonly occur with age and progress over the years, the decision was made to conduct a comprehensive pipe-leak inspection. All of the FAC water pipes were first air-pressure tested by staff to determine which pipes had breaks. Once the pipes were identified, specialists were called in to determine the exact location of the pipe


leaks. Above-ground leaks were repaired in the off season. The underground leaks had to be dug out (breaking through concrete) to expose the broken pipes. This was done in the spring. All pipe repairs were performed by staff, which was not an easy undertaking, but doing the repairs in house provided a significant cost savings. After repairs were completed, the pipes were pressure tested again to confirm no leaks remained. Surface holes were subsequently backfilled, and concrete and landscaping were replaced. There were three underground leaks found in the FAC’s main pools, and two in Tsunami. To ensure durability, the original (welded) pipe fittings were replaced with form fittings to avoid future failure. Annual testing will be carried out, with repairs expected to be needed every year as the facility continues to age. Heritage Park Playground The Heritage Park playground planning and design started in 2017. The intention at that time was to bid out the installation of the play equipment due to the size of the project and extent of the work involved. In spring 2018, the District determined there was an opportunity to keep the project in house – providing cost savings that would enable the District to offer much more play value at this site. In May, staff started the layout of the playground. By year’s end, all the underground drainage and electrical work, earthwork, and 90% of the concrete work were completed. For 2018, staff logged 2,182.75 labor hours for this project. Sealcoating Sealcoating and parking lot restriping is done to some extent by the Parks Department every year and is typically categorized in districtwide projects. This year was an exception in that staff sealcoated every park path, and sealcoated and restriped the parking lots in every park in the District. Sealcoating work started in July and continued into August, for a total of 606.75 labor hours. Over 19,000 linear feet of pathway and 345,000+ square feet of parking lots were covered using 7,284 gallons of sealer. Intergovernmental Agreements for Maintenance The Parks and Facility Services Division began performing maintenance services for the Indian Trails Public Library District in 2015. This revenue-generating initiative calls for the Park District to provide mowing, edging, 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 2018, staff accrued 194.5 hours of service to the library. In addition to the agreement with the Library, the Park District also maintains and manages the open field spaces at Community Consolidated School District 21 sites in Wheeling. The Park


District provides all lawn maintenance and care, while also managing scheduling and third-party rentals. Expenses are reimbursed at 50% after rental revenue. During 2018, Parks and Facility Services accrued 1,776.25 labor hours to provide these services. 2018 Major Projects Schedule The District established a Major Projects Schedule for 2018, as represented by the table that follows. These were districtwide projects, 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 2019 schedule.

Project Status FAC Tsunami Deck Replacements Complete FAC Drinking Fountain Complete FAC Tsunami Pool Heater Complete FAC Sun Deck Repairs Complete ADA Improvements – Malibu Park Complete Chevy Chase Water Heaters Reassigned Heritage Park Improvements (signs) Ongoing Heritage Park Playground Installation Ongoing Sports Complex Outdoor TV Screens Complete Hot Water Tanks – CRC Complete FAC Main Pool Painting Complete FAC Main Pool Filters Ongoing Meadowbrook Park Renovation Complete FAC Sand Play Equipment Complete

VII. 2018 FINANCIAL OVERVIEW The 2018 end-of-year net for the Recreation Fund was $1,186,250. Of this amount, $1,180,500 was transferred from the Recreation Fund to the Capital Projects Fund. This was done due to the fact that the Recreation Fund had met its targeted fund balance, as established by the Park District’s Fund Balance Policy. Total revenue for the Recreation Fund in 2018 was $5,445,664, which is an increase of $23,648 from 2017. Total expenditures for the Recreation Fund in 2018, prior to the internal transfer to the Capital Projects Fund, were $4,259,415, which is a decrease of $108,126 from 2017.




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

Full-time Athletic Program and Facilities Manager Full-time Athletic Manager Full-time Recreation Services Manager Part-time Facility Supervisors Part-time Guest Associates

The minimum age requirement for every position is 18, with a mandatory age 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 occurring at the Complex seven days per week.) II. 2018 ACCOMPLISHMENTS 2018 was the fifth season of operations for the Sports Complex. The significant tournaments and


events hosted at the site were as follows:

Global Softball League (GSL) Men’s 12” Early Bird NIT Game Day USA U11 National Championships Game Day USA U12 National Championship Semifinals Game Day USA U13 National Championship Semifinals Game Day USA U14 National Championships USSSA All-Star Game U8-U14 (over 700 participants) Classic College Softball Showcase SSA 16in National Men’s Softball Tournament Jahbat Youth Soccer Club Tournament (80+ teams) MSL Men’s Baseball Semifinals

In 2018, the Sports Complex at Heritage Park had 69,270 Guest Experiences. III. HISTORY The graphs that follow summarize activity at the Sports Complex, beginning with the facility’s opening to the public in 2014 through 2018. Usage and revenue showed a decrease in 2018 due to weather conditions at the start of the year that limited use. While the facility was fully booked, the cold weather caused third-party renters to cancel their events, resulting in lower usage than in previous years.

196

30 23

516

195

24 44

708

154

18 41

911

152

1951

1,004

174

21 41

945

0

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400

600

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1000

1200

Total Teams Total Leagues Total Groups Total Rentals

2014‐2018 Teams/Leagues/Group Rentals

2014 2015 2016 2017 2018


$200,987 $201,247

$239,165

$267,646 $259,401

$‐

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2014 2015 2016 2017 2018

Teams/Leagues/Group Rentals 2014‐2018 Total Revenue


72,233

$79,050

$61,408

$47,300

82,943

$88,492

$68,468

$52,847

83,032

$80,143

$65,356

$46,176

67,878

$71,729

$51,246

$24,753

55,603

$55,299

$37,834

$7,952

Total Units Sold

Food

Beverage

Beer

Total Units Sold Food Beverage Beer

2014 55,603 $55,299 $37,834 $7,952

2015 67,878 $71,729 $51,246 $24,753

2016 83,032 $80,143 $65,356 $46,176

2017 82,943 $88,492 $68,468 $52,847

2018 72,233 $79,050 $61,408 $47,300

Concessions2014‐2018 Total Units Sold/Food/Beverage/Beer

2014 2015 2016 2017 2018


$101,085

$147,728

$191,675

$209,807

$187,660

$72,304 $84,481

$97,784 $113,795

$98,570

$28,781

$63,247

$93,891 $96,036

$89,090

$‐

$50,000

$100,000

$150,000

$200,000

$250,000

2014 2015 2016 2017 2018

Concessions2014‐2018 Revenue/Expense/Net Income

Revenue Expense Net Income

$302,283

$413,824

$494,463 $528,065

$479,951

$255,960 $286,693

$303,418 $317,831 $278,840

$46,323

$129,578

$191,045 $210,233 $201,111

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

2014 2015 2016 2017 2018

The Sports Complex at Heritage Park 2014‐2018 Revenue/Expense/Net Income





FITNESS CENTER I. DESCRIPTION OF OPERATIONS The Fitness Center vacated its area of the CRC in May and relocated to the second floor to occupy rooms 207, 208 and 209 in order to accommodate the CRC Renovation and Expansion Project. Rooms 207 and 208 were converted to house the cardio equipment, whereas 209 is utilized for the strength equipment. Fitness Center operations will continue to function in these spaces until the building addition is ready for occupancy in mid-2019. While in the temporary quarters, group fitness classes, wellness programs, and fitness special events continued without interruption. II. 2018 ACCOMPLISHMENTS 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 facility. This will help to continue the growth of the business in all areas. The following KPMs are tracked:

Personal Training Sessions Pilates Reformer Training Sessions Group Exercise Participants Membership Transactions (New & Renewals) Daily Visits Wellness Program Participants

Despite having moved to a smaller, temporary space, the Fitness Center managed to hold on to 97% of its members, ending the year with 38 fewer members than it started with in January. The Guest Experience goal for 2018 was 90,455; however, the total was 87,081. The main reason for not being able to meet this goal was a decrease in Fitness Center visits. Due to the construction project, the Fitness Center was closed for three days. Group Exercise The group exercise program continues to grow and exceeded participation goals established for 2018, with 18,259 visits for land and water-based group exercise classes from January to December. The schedule is a dynamic work in progress, as new trends and interests continue to be offered. Based on participant feedback and audience demographics, new class formats and times have been added. The following formats were added to the Group Fitness schedule in 2018:

Additional yoga classes, including evening and weekend hours


SilverSneakers classes, both classic and yoga Additional classes taught on both Friday night and Sunday morning.

Personal Training Personal training continued to be an area of focus for 2018. Three Certified Personal Trainers were added, bringing the total training staff to six. The identified reason for the decrease in personal training over the years is the lack of floor space in the Fitness Center to conduct Personal Training.

Personal Training 2014 2015 2016 2017 2018

Revenue $77,129 $62,486 $48,754 $33,471 $28,681 Expenses $50,640 $37,563 $27,831 $20,126 $19,044 Net $26,489 $24,923 $20,923 $13,345 $ 9,637

Pilates Reformer Training In 2018 Pilates Reformer Training did decrease in 2018. Factors leading to this decrease relate to the reformer machine being moved to a smaller, less private area in the temporary space.

Pilates Reformer 2014 2015 2016 2017 2018

Revenue $15,573 $15,000 $16,091 $13,347 $11,523 Expenses $10,800 $10,676 $ 9,920 $ 9,545 $ 8,815 Net $ 4,773 $ 4,324 $ 6,171 $ 3,802 $ 2,708

15,000

15,500

16,000

16,500

17,000

17,500

18,000

18,500

19,000

2014 2015 2016 2017 2018

18,55318,206

16,378

18,977

18,259

Group Exercise Usage 2014‐2018


Wellness Programs The Wellness Program registered 566 guests, generating $22,600 in gross revenue. The following programs/special events were offered in 2018:

Relax and Rejuvenate Yoga Chair Yoga Hatha Yoga Zumba Kids Health Fair StrongKids Mini Triathlon Family Zumba Party Zumbathon

Wellness Programs 2014 2015 2016 2017 2018

Revenue $22,891 $21,713 $24,168 $22,823 $22,600 Expenses $12,076 $11,552 $12,742 $12,053 $ 9,375 Net $10,815 $10,161 $11,426 $10,770 $13,225

Members/Usage This category is tracked in two different ways, measuring both number of members and usage. In December, a change was made to the types of memberships offered in order to simplify the offerings in anticipation of the new Fitness Center. There will no longer be an option for multi-person, discounted memberships. All memberships are individual; however, Senior, Student, Intergovernmental, and SilverSneakers will still be offered with alternative rates. The following table and graphs summarize membership numbers for years 2014-2018:

Memberships/Members/Usage/Revenue 2014 2015 2016 2017 2018

Members 947 858 883 1,127 1,092 Usage 72,869 65,753 57,693 72,119 65,524 Revenue $284,997 $251,757 $244,475 $258,796 $238,885


0

50

100

150

200

250

300

206

92

172

91

34

239

17 17 27 19

2018 Total Memberships by Category

* Short-term memberships are 1, 3, or 6 months

947858 883

1,127 1,092

0

200

400

600

800

1,000

1,200

1,400

2014 2015 2016 2017 2018

Fitness Center Members 2014‐2018

Total Number of Members


III. History

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

2014 2015 2016 2017 2018

72,86965,753

57,693

72,119

65,524

Fitness Center Membership Usage 2014‐2018

$210,000

$220,000

$230,000

$240,000

$250,000

$260,000

$270,000

$280,000

$290,000$284,997

$251,757

$244,475

$258,796

$238,885

Fitness Center Membership Revenue 2014‐2018

2014 2015 2016 2017 2018


$300,000 $310,000 $320,000 $330,000 $340,000 $350,000 $360,000 $370,000 $380,000 $390,000 $400,000

2014 2015 2016 2017 2018

$374,311 $373,097

$367,190

$336,983

$319,094

Fitness Center Expenses (Including Capital) 2014‐2018

$523,308

$470,461

$411,572

$376,897

$333,821

$336,997

$336,746

$349,464

$336,983

$319,094

$186,311

$133,715

$62,108

$39,914

$14,727

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

2014 2015 2016 2017 2018

Fitness Center Revenues Less Operating Expenses 2014‐2018

Total Revenue Total Operating Expenses Net Income


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. 2018 ACCOMPLISHMENTS 2018 marked the 25th Anniversary of the Family Aquatic Center, and staff planned promotions to celebrate the milestone all season long. Events included Willie’s Birthday, Chalk Up the Sidewalk Day, FAC Behind the Scenes: Learn to be a Lifeguard, BBQ Picnic, Half Off Slushie Day, Christmas in July, Parent’s Night Out, Flick ‘n’ Float, Member Appreciation Day, Princess Day, and End-of-Summer Caribbean Beach Party. 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 (New and Renewal) o Birthday Parties

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


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

Staffing positions o Family Aquatic Center Supervisor o Assistant Family Aquatic Center

Supervisor o Family Aquatic Center Leaders o Concession Leaders o Guest Services o Head Lifeguards o Lifeguards

Age requirement for Guest Services positions is 15

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 75 out of a potential 85 days in 2018. 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 Repairs to underground pipes Water balancing and testing Water features maintenance and

inspections Lighting maintenance and inspections Pool motor replacements


III. HISTORY

17,414

21,832

21,267

23,585

23,478

$171,819

$248,110

$248,028

$237,490

$262,140

2014

2015

2016

2017

2018

Admissions 2014-2018

Total Revenue Number of Visits

$0

$50,000

$100,000

$150,000

$200,000

2014 2015 2016 2017 2018

3,091 1,716 2,097 2,082 1,835

$155,708

$136,373

$134,604

$137,415

$135,464

Total Members and Revenue 2014-2018

Total Members Total Revenue


18,598

19,228

20,038

20,128

20,526

$150,275

$154,388

$171,642

$157,563

$169,101

2014

2015

2016

2017

2018

Groups 2014-2018

Total Revenue Number of Visits

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

2014 2015 2016 2017 2018

8 2 6 5 2

$5,450

$1,780

$3,481

$1,850$1,282

Private Rentals 2014-2018

Total Sold Total Revenue


21,410

18,866

19,301

19,686

18,532

$79,450

$91,833

$86,314

$100,172

$94,692

2014

2015

2016

2017

2018

Concessions 2014-2018

Total Revenue Total Transactions

62,563

754

58,253

693

58,793

700

59,774

703

60,138

708

Total Visits

Average DailyAttendance

Average Daily Attendance and Total Visits 2014‐2018


83 84 84 82

75

87

93

86 85 85

2014 2015 2016 2017 2018

Actual Days Open vs. Season Potential 2014-2018

Actual Days Open Potential Days Open

$524,947 $493,416

$549,081

$622,286

$509,932

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

2014 2015 2016 2017 2018

Family Aquatic Center Expenses (Including Capital)2014-2018


$583,796

$643,297

$663,193

$647,509

$676,039

$524,947

$493,416

$549,081

$622,286

$509,932

$58,849

$149,881

$114,112

$25,223

$166,107

$‐

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

2014 2015 2016 2017 2018

Revenues Less Expenses 2014-2018

Total Revenue Total Operating Expense Net Income




MARKETING AND COMMUNICATIONS

I. DESCRIPTION OF AREA Wheeling Park District Marketing and Communications operates as part of the Park and Recreation Services Department. The primary purpose of the Park District’s marketing and community relations efforts is to increase the community’s awareness of Wheeling Park District, and advertise and promote the programs, services, parks, facilities, and operations for the District. II. COMMUNITY RELATIONS State of the Park District Address Following a two-year hiatus to participate in the State of the Community Address, the Park District hosted the State of the Park District Address on February 13. This assemblage took place at the Community Recreation Center and consisted of opening remarks by the Board President and a formal presentation by the Executive Director. The Address highlighted the accomplishments of 2018, and gave those in attendance a glimpse into 2019 and beyond. A significant portion of the Address focused on the CRC Renovation and Expansion Project. Community VIPs and the public at large were invited to this ceremony. Preceding the Address, there was a 30-minute networking social catered by Chevy Chase Country Club. Membership and Representation in Community Groups Consistent with the Agency’s goal of continuing to establish and improve partnerships with government organizations, corporate Wheeling, and other community groups, the District is committed to a staff membership in the Wheeling Rotary Club, Link Together Coalition, Wheeling/Prospect Heights Chamber of Commerce, and the Community Advisory Group. Village of Wheeling The District remained committed in 2018 to working closely with personnel from the Village of Wheeling to execute the highest-quality events possible. Examples of this were seen in the partnership for National Night Out (held at the Performance Pavilion at Heritage Park and the Family Aquatic Center), integration of Village-operated Senior Services into 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, multiple programs, and trips. Parks Day at the Capitol Staff participated in the 2018 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. 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 in second-language families residing within the School District’s boundaries. The partnership calls for the Park District to provide recreational opportunities for children at the school sites while their parents are being taught English, computer, parenting, or GED classes. As this program continues to grow and transform based on the needs of the participants, a greater emphasis is being placed on the programs with Harper College and working with the education leaders in the community to provide the adult learners the skills they need and desire. Middle School Intramurals continued in 2018 as well, with participants from several Wheeling schools playing sports in the CRC gymnasium and swimming in the indoor pool during after-school hours. Students from the after-school mentoring program at London also visited the indoor pool as part of their incentive program. The District also supported Family Learning Program classes at Whitman Elementary during eight evenings by providing Yoga and Zumba instruction, as well taking the lead to teach a cooking class during one of the nights.


Outreach Events The District continued to work toward increasing the exposure and presence of Wheeling Park District within the community by making a conscious attempt to be involved – or have representation – in community functions with the Village, local area schools, and library. In total, the District participated in 44 outreach events in 2018. Donations As part of the effort to be active participants in the community, the District donated 940 complimentary passes to organizations such as Boy Scouts, Girl Scouts, school events, PTOs, churches, golf outings, and various other community groups. Sponsorships The District continued to formalize the sponsorship program for 2018. The 2018 iteration of the program focused on Districtwide Special Events, Heritage Park, brand placement in strategic locations around Heritage Park, events at the Performance Pavilion, and the sponsoring of special programs (e.g., Active Adults, and Safe Swim). The total amount raised in 2018 was $7,625. Sponsorship recruitment will continue to be a focal point for 2019 with the addition of a full-time Corporate and Community Relations Manager. III. PUBLICATIONS Program and Events Guide Wheeling Park District continued to publish three issues of the Program and Events Guide that were delivered to District households and displayed in key strategic locations around the community. In 2018, staff worked on a full redesign that included updated program offering sections, the use of full color, shortened program descriptions, the use of more images, and updated maps and graphs. New in the guide was the addition of the environmental initiatives the District had accomplished throughout the year, and a new page dedicated to explaining in Spanish the program and registration process. The guide consists of spring/summer, fall, and winter editions. The guide was submitted for judging in the 2019 IPRA/IAPD Agency Showcase awards under the category of “best brochure series.”


Summer Camp Guide A summer camp guide was created and sent to all CCSD21 students in 2018. This publication is produced to provide past participants and parents with information about all the available camps at the District. In the Know The District’s newsletter, In the Know, was created and sent to residents three times in 2018. This publication is produced to provide residents and guests with information on Park District happenings – such as financial reporting, project updates, invitations, and announcements about special activities at the District.

2017 2018 1 Edition 3 Editions

Stay Active Senior Newsletter The District created a new senior newsletter, Stay Active, to promote and communicate programs and activities geared towards adults 55 years and older. The newsletter was completed and mailed to over 1,400 households in December. In 2019, the newsletter is scheduled to be produced on a quarterly basis. School Newsletters The District created and mailed three school newsletters to all students attending CCSD21.

Information included in these newsletters included upcoming programs, events, and registration deadlines.

2017 2018 3 Editions 3 Editions

Press Releases Press releases serve as an official statement issued to newspapers, giving information on particular matters. Staff maintains relationships with Daily Herald, Journal and Topics, and Chicago Tribune, and uploads any important statements to these newspapers for distribution. Preschool Newsletters The District creates and develops monthly newsletters that provide registration information, important dates, and progress reports to the parents of Preschool students.

2017 2018 8 Newsletters 8 Newsletters

Summer Camp Newsletters The District creates and develops weekly newsletters for summer camp attendees’ parents. Registration information, important dates, and past program reviews are shared in this newsletter.


2017 2018

11 Newsletters 15 Newsletters CIA Newsletters The District creates and develops weekly newsletters to the parents of Children in Action participants to share registration information, important dates, and past program reviews.

2017 2018 8 Newsletters 8 Newsletters

Marketing/Communications Work Requests A total of 61 formal marketing requests were received internally through the intranet online form, down from 141 in 2017. The number was significantly lower because staff made an effort to create marketing strategies to help forecast the need for marketing materials.

2017 2018 141 Requests 61 Requests

Print Material In 2018, the District created print material to promote District activities, programs, and events. Below is a table of the total number of print materials created during the year, compared to 2017.

Year 2017 2018 Flyers 107 126 Posters 7 10 Banners 72 69 Postcards 4 7 Pamphlets/Booklet 2 6 Whirlwinds 13 9 Window Clings 13 8 Maps 3 6 A-Frames 108 116 Frame Signs 23 6

IV. DIGITAL MEDIA Wheeling Park District Website The Park District’s website, www.wheelingparkdistrict.com, provides residents and guests with opportunities to get information on programs, facilities, and services, as well as register for programs.


2014 2015 2016 2017 2018 Visits 185,081 236,319 293,684 324,741 368,384 Views 414,255 531,039 648,880 606,754 775,347 Pages NA NA NA 188 184

Chevy Chase Country Club Website Chevy Chase Country Club’s website, www.wheelingparkdistrict.com, provides residents and guests with opportunities to get information on programs, facilities, and services, as well as register for programs.

2014 2015 2016 2017 2018 Visits N/A N/A 42,464 57,051 64,757 Views N/A N/A 77,826 93,501 97,757

Other Media Channels Aside from the enterprise websites for the District and Chevy Chase Country Club, staff used several digital channels to promote activities, programs, and events.

26,689 24,895 30,450 28,550 33,208

43,157 40,930 38,268 27,272 24,940 24,401 25,624

51,932 46,333 59,378 54,405

70,993

101,175 97,185 86,011

56,016 50,875 48,964 52,080

‐

20,000

40,000

60,000

80,000

100,000

120,000

Quantity

2018 WPD Website Analytics

Visits

Page Views

4,034 5,155

6,503 4,979

5,993 6,066 5,883 5,822 7,017

5,148 4,155

4,002

6,465

8,461 9,905

8,174 9,270 8,999 8,682 8,716

9,710

7,566 6,006 5,803

‐

2,000

4,000

6,000

8,000

10,000

12,000

Quantity

2018 CCCC Website Analytics

Visits

Page Views


2017 2018 TV Ads 18 9 Slideshows 67 73 Intranet NA 10 WebTrac 7 2 E-blast 117 103 Videos 4 6

Social Media Followers 2016 2017 2018 Facebook WPD 2,509 3,347 4,252 Facebook Fitness 1,833 2,017 2,296 Facebook Chevy Chase 208 287 338

2017 2018 Twitter WPD 680 728 Twitter Chevy Chase NA 891

2017 2018 Instagram WPD NA 433 Instagram Chevy Chase NA 334

Online Listings Wheeling Park District can be found online through several forms, including online listings. Below are the different online listings staff currently manages.

Chicago North Shore Convention & Visitors Bureau Wheeling/Prospect Heights Chamber of Commerce WeddingWire The Knot Celebration Society Google Business Yelp

V. ADVERTISING AND PROMOTION In 2018, the District had several ads and promotional campaigns to highlight many of the programs, activities and events the District offers. Below are the channels used in 2018.

Journal and Topics o Business Edition o Mother’s Day Special o Stickers – International Festival, Craft Beer and Wine Festival, Murder

Mystery Dinner Suburban Family

o FAC Memberships o FAC Daily Admissions


o Summer Camp Reflejos

o Recreational Soccer Celebration Society

o Food/Beverage at Chevy Chase Country Club Chicago North Shore Convention & Visitors Bureau

o Food/Beverage at Chevy Chase Country Club o Variety of programs and events

Facebook Ads o Variety of programs and events

Wheeling/Prospect Heights Chamber of Commerce o Full Page Ad – CRC Renovation and Expansion

VI. 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 $2.40 per resident in free recreation for these events. Winter Wonderfest Winter Wonderfest replaced 2017’s Frozen Festival. It was held indoors at Chevy Chase Country Club Grand Ballroom on Sunday, January 14, from 1 to 4 p.m. The event drew approximately 500 people. Activities during the event included a meet-and-greet and pictures with Frozen-costumed characters, winter-themed arts & crafts, face painting, photo area, a giant Light Brite, snowshoeing demo from L.L. Bean, and refreshments of popcorn, hot chocolate, and coffee. Spring Egg Scramble The annual Spring Egg Scramble was held on Saturday, March 24, at the Wheeling High School athletic field. Over 11,000 toy- and candy-filled eggs were spread out on the field. An estimated 1,000 children and adults attended the event. Guests enjoyed free coffee and hot chocolate, and each family also received a goodie bag. There were plenty of opportunities for pictures with a bunny-costumed character, as well as Wheeling Park District mascot Willie the Whale. Earth Day The Earth Day Celebration was held on Sunday, April 22, at Heritage Park from 11 a.m. to 1 p.m., with an estimated attendance of 400-500. Participants had the opportunity to plant seeds in the butterfly garden. Many outside vendors attended the event and provided the public with information and activities. Groups included L.L. Bean, who brought a canoe and allowed children to “fish,” and Metropolitan Water Reclamation


District of Greater Chicago, who distributed free tree saplings. Used books were collected and subsequently donated to School & Community Assistance for Recycling and Composting Education. Children were able to create their own planter seed pot to take home, and each family received a reusable tote bag filled with marketing materials. Entertainment was provided by Holmes Middle School Jazz Combo, and there was a kite-flying demonstration by Kite Harbor. School’s Out for Summer Teen Pool Party On Friday, June 1, the Family Aquatic Center hosted a School’s Out for Summer party from 6 to 8 p.m. for young local teens. SKYDECK, a local teen band, provided entertainment. There were over 320 participants from Holmes, London, Cooper, and MacArthur Schools who danced, feasted on snacks from the concession stand, swam, and mingled with friends on the pool deck. Summer Entertainment Series The 2018 Summer Entertainment Series at the Performance Pavilion at Heritage Park included four categories (Movies in the Park, Children’s Entertainment, Headliners, and Sounds of Summer Concerts) and offered a total of 17 free performances. Movies were screened on Thursday evenings, children’s entertainment was presented on Saturday afternoons, Headliners performed on Friday evenings, and the Sounds of Summer concerts were staged in the early evening on Sundays. Concessions were offered at every event. The schedule, with approximate attendance, is shown in the tables that follow.

Date 2018 Friday Night Headliners Approximate Attendance June 8 Hi Infidelity 600-650 July 13 LAVA 175

August 10 Mike & Joe 900

Date 2018 Children’s Entertainment Approximate Attendance June 16 Miss Jamie’s Farm 150 July 7 !Super Stolie Guacamole 100

August 4 Little Miss Ann 115

Date 2018 Movies in the Park Approximate Attendance June 28 Beauty & The Beast (Sing-along) 125 July 19 Star Wars: The Last Jedi 100

August 9 Coco Cancelled due to rain

Date 2018 Sunday Concerts Approximate Attendance June 10 Mariachi Monumental de Mexico Cancelled due to rain June 17 American English 250 June 24 GooRoos 275 July 8 The New Invaders 275

July 15 Recycle the Day 250 July 22 Hōkūleʻa Academy of Polynesian Arts 750 July 29 Rosie & the Rivets 225

August 5 Suburban Cowboys 200


Craft Beer & Wine Festival The third annual Craft Beer & Wine Festival took place at the Performance Pavilion at Heritage Park from 2 to 6 p.m. on Saturday, June 23, with a total of 312 participants. Thirteen tasting tables were at the event, and guests were able to select from over 80 varieties of beer, wine, and ciders. Mike Zabrin’s Funktastic supplied the music, and Tap House Grill provided food samples. Classic Car Show & Touch-A-Truck The third annual Classic Car Show & Touch-A-Truck was held at the Performance Pavilion on Saturday, July 28, from 1 to 4 p.m., with live music provided by the Davidson County Band. Food was sold from three food trucks. Approximately 1,000 guests attended the event. A total of 12 trucks were accessible in the Touch-A-Truck area, while over 80 cars were on display in the Classic Car Show. Guests were able to vote on the judged categories of Antique, Classic, Modified, Muscle Car, Sports Car, and Best in Show. Each of the winners received a trophy. FitKids Mini Triathlon The third FitKids Mini Triathlon was held on Sunday, August 6, at 8 a.m. throughout Heritage Park, including the Family Aquatic Center and the Performance Pavilion. There were 43 registered participants from ages 5 to 14. The race consisted of a swim with different lengths (depending on age group), 1 to 3 laps around the 1.5 mile loop within Heritage Park on a bike, and a one-lap run around the lake loop of Heritage Park, with the finish line at the Performance Pavilion. All participants received a medal, post-race refreshments, and a goodie bag. 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 2018 Golf Outing was held on Wednesday, August 1, 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 $12,000. Much of the revenue generated was from sponsors and contributors, golfers, raffle prizes, and dinner guests. The event drew 82 golfers, 36+ additional guests for dinner only, and over 25 sponsors and contributors. Raffle tickets were sold throughout the day and featured many donated prizes. The


prizes ranged from restaurant gift certificates to foursomes at local golf courses. Participants took part in the scramble tournament and also competed for individual hole prizes. International Festival The International Festival was held at the Performance Pavilion on Sunday, August 19, from 1 to 7 p.m. Between the main stage and the demonstration tent, there were over 25 performances throughout the day. There were also 12 community organizations in attendance that each had activities for attendees, as well as 3 sponsors. Approximately 2,000 guests came throughout the event, which was a significant increase from 2017. FALLapalooza FALLapalooza was held at the Performance Pavilion on Sunday, September 16, from 1 to 5 p.m., which was an hour longer than 2017’s event. There was a petting zoo, pony rides, euro-bungee, temporary-tattoo artists, and many inflatables at the event. The band Semple performed. The Park District, along with Mario’s Food Truck and a dessert food truck, offered food for the public to purchase. Eight different organizations from Wheeling and the surrounding communities participated in the event, including Indian Trails Library and CCSD21. An estimated 3,000 guests came throughout the event. This continues to be one the Park District’s most popular family events. Oktoberfest The third annual Oktoberfest was held at the Performance Pavilion on Saturday, September 29, from 3 to 8 p.m. Dan Mateja and The IPA Tribute Band, and Seventh Heaven performed. Food was prepared at Chevy Chase Country Club and sold by Park District staff. The menu consisted of bratwurst, knockwurst, hot dogs, German potato salad, potato pancakes, pretzel sticks, and German chocolate cake slices. There was also a beer truck with seasonal beers. Approximately 750 guests attended. Boonanza The annual Boonanza celebration was held at the Community Recreation Center on Friday, October 26, from 4 to 7 p.m. Activities included inflatables, balloon artists, carnival games, spooky stories, pumpkin giveaways, arts & crafts, a preschool playroom (Creepy Crawler Room), and magic show. Indian Trails Public Library District and National Louis University volunteers helped run the carnival games. Over 1,500 guests came to the event.


Thanksgiving Community Feast The Thanksgiving Community Feast was held at Chevy Chase Country Club on Sunday, November 17, from 1 to 3 p.m. A traditional Thanksgiving-style buffet meal was served to all residents who attended. Musical entertainment was provided by Holmes Middle School Jazz Combo group. Children were able to make a craft and take a coloring sheet placemat back to their table. Many participants brought canned goods to donate to the Wheeling Food Pantry, or donated money towards the Wheeling Park District Scholarship Fund. Approximately 400 guests attended the event. Happy NOON Year Happy Noon Year took place on Monday, December 31, at the Community Recreation Center from 10:15 a.m. to 12:15 p.m. The event included games for the kids, and giveaways (noisemakers, glow sticks, and 2019 glasses). Added this year was a DJ that was provided by Bach to Rock in Northbrook. At noon, all the children participated in a balloon drop, and then all participants were given a cup of sparkling grape juice to toast the “noon” year. Approximately 360 participants attended the event.


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 and Hunt Room 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 2018, Chevy Chase hosted 88,673 guests. Of this number, 28,006 were golfers and 60,667 were banquet/food and beverage patrons. II. 2018 ACCOMPLISHMENTS In the ongoing effort to improve the curb appeal, guest experience, and maintenance of current assets, various improvements occurred at Chevy Chase in 2018, as listed below:

2018 Capital Improvements ExpenditureChiller $165,791 Traditions cart paths $ 6,710 Grand Ballroom banquet chairs $ 9,150 Walk-in cooler $ 12,226 Gator – Golf Maintenance $ 8,800 Gator – Golf Maintenance $ 4,460 Gator – Golf Maintenance $ 4,460 Fountain repair – 9th hole pond $ 6,584 Total $218,181

III. HISTORY Since renovation of the golf course and banquet halls, staff has been quantifying Chevy Chase Country Club’s business activity. Several pieces of important data have 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 NPS surveys

Through the collection of this data, along with SWOT analysis, 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 2014-2018 and a summary of operations have been provided for each of the four primary areas: Food & Beverage, Golf Operations, Golf Maintenance, and Facility Maintenance. Please note that revenue/expense comparisons were made with the 2016 season. In 2017, Traditions Golf Course suffered a major flood that hindered business tremendously.

$3,951,380

$4,306,804

$4,872,390

$4,365,145 $5,395,001

$3,656,857

$4,275,005

$4,508,000

$4,935,119

$4,909,023

$294,523

$31,799

$364,390

$(569,974.00)

$485,978.00

$(1,000,000)

$‐

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2014 2015 2016 2017 2018

Chevy Chase Country Club – Total Fund 2014-2018



The metrics indicate Chevy Chase Country Club had its highest gross revenue in recent history. Revenues were up 10% from 2016 and NOI was up 25%. A strong showing in F&B operations fueled gross revenue, while golf operations had a subpar year.

Annual Labor Expense by Division 2014 2015 2016 2017 2018 Golf Ops $ 153,288 $ 159,168 $ 211,641 $ 176,665 $ 238,667 Golf Maintenance $ 315,724 $ 320,518 $ 292,628 $ 349,261 $ 337,554 F&B $ 699,550 $ 718,674 $ 917,799 $ 833,647 $1,062,697Facility Maintenance $ 123,369 $ 120,724 $ 148,539 $ 123,385 $ 106,134 Administration $ 271,441 $ 279,865 $ 249,577 $ 332,264 $ 332,112 Total Labor $1,563,372 $1,598,949 $1,820,184 $1,815,222 $2,077,164

With increased gross revenue, labor was up 12% from 2016 in order for guests to receive the highest possible service and execution for their events. Extra staff was also hired in order to handle the increase in business. When identifying labor percentage to gross revenue, the increase was only up 1% from 2016 to 2018.

$1,563,372 $1,598,949

$1,820,184 $1,815,222

$2,077,164

$‐

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

2014 2015 2016 2017 2018

5-Year Annual Labor Expense 2014-2018


IV. FOOD AND BEVERAGE OPERATIONS Chevy Chase Country Club hosted 516 food & beverage events in 2018, serving 60,667 guests. Gross revenue for F&B was at an all-time high, finishing at $3,972,469, up 20% from 2016 and 2017. The facility also had an all-time high in wedding events, hosting 124 during the year. The facility hosted 9 in-house events in 2018. Seasonal favorites included Daddy-Daughter Dance, St. Patrick’s Day, Easter Breakfast, Mother’s Day Brunch, Breakfast with Santa, and New Year’s Eve. Chevy Chase also hosted its first ever Murder Mystery Event in October, with over 200 patrons participating. Staff also stayed within budget in expenses, including 28% Cost of Goods Sold in food, and 23% in liquor.

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.

$2,479,226

$2,587,056

$3,180,130

$3,117,278

$3,972,469

$1,561,612 $1,652,695

$1,979,950 $1,823,438

$2,314,612

$917,614 $934,361 $1,200,180 $1,293,840

$1,657,857

2014 2015 2016 2017 2018

Food & Beverage Revenue/Expense/Net Income 2014-2018



0

50

100

150

200

250

In‐House Golf Outings Weddings Social Corporate

Number of Events

Types of Food & Beverage Events 2014-2018

2014 2015 2016 2017 2018

475 456496

417

516

2014 2015 2016 2017 2018

Total Food & Beverage Events 2014-2018

50,500 49,500

54,15152,165

60,667

2014 2015 2016 2017 2018

Number of Food & Beverage Guests 2014-2018


Banquet Sales

2014 2015 2016 2017 2018 Events 379 377 420 417 516 Guests 43,561 42,856 48,381 52,566 60,667

Weddings 73 91 103 84 124 Social 62 40 74 103 156

Corporate 215 223 219 240 236 F&B Sales $1,571,634 $1,658,379 $2,024,474 $1,704,985 $2,740,931

Average Check $36.08 $38.70 $41.84 $32.44 $45.17 Food Cost 33% 33% 27% 29% 28%

Beverage Cost 21% 22% 25% 24% 23%

Golf Outings Food Sales 2014 2015 2016 2017 2018

# Golf Guests 7,129 6,644 6,155 1,979 4,697 Avg Check $24.18 $25.68 $31.21 $30.02 $28.70 Total Sales $172,347 $170,585 $192,066 $59,409 $134,826

Gable Grill & Beverage Cart 2014 2015 2016 2017 2018

Food Sales $ 54,825 $ 62,647 $ 57,263 $ 34,045 $ 50,406 Bev Sales $115,711 $135,358 $163,472 $ 84,229 $131,933 Bev Cart $ 46,647 $ 51,753 $ 57,224 $ 19,832 $ 47,100 Total Sales $217,183 $249,758 $277,959 $138,106 $229,439

Other Income 2014 2015 2016 2017 2018

Fees & Admin $ 8,694 $ 0 $ 0 $ 0 $ 8,400 Rentals $122,137 $ 95,429 $113,293 $145,380 $173,758 Miscellaneous $381,729 $411,817 $532,498 $563,825 $632,353 Total $512,560 $507,246 $645,791 $709,205 $814,511


V. GOLF OPERATIONS Golf operations had several hurdles to overcome in 2018. After the 2017 flood, where Traditions was closed from mid-July onward, it was a slow start to the 2018 season with poor spring weather. The roughs, along with the 8th green, were not properly healed until Memorial Day weekend, causing staff to discount the course heavier than usual in the beginning of the season. The weather for the remainder of the season was poor at best. Rounds of golf in the U.S. were down, year-over-year, in 10 of the first 11 months in 2018, affected in large part by colder weather and heavier precipitation than normal during the busiest months for golf. April typically signifies the start of the golf season in many regions, and national rounds that month were off 13.5% from a year earlier as unusually cold temperatures delayed the start of spring. September, which is the last hurrah of summer and the start of the fall golf season in some regions, was down 7.2% because of significant precipitation increases. November saw the biggest year-over-year decrease in national rounds played (-18.8%) of any month dating back to 2013. Golf outing rounds were also down in 2018, affected again by the business loss of the 2017 flood. Several outing coordinators were leery to return to Traditions, worrying about another flood reoccurrence. Staff will be diligent in the offseason to attempt to retain these lost outings, along with looking for new business.

Rounds Played by Month 2014-2018 2014 2015 2016 2017 2018 February 0 0 0 942 0 March 0 201 310 564 100 April 1,770 2,085 1,558 2,699 1,526 May 3,850 3,743 3,405 3,921 4,214 June 4,880 4,871 5,347 5,526 4,639 July 5,594 5,628 5,725 2,173 5,699 August 5,638 5,527 5,248 0 5,223 September 4,631 4,680 4,256 0 3,902 October 2,511 2,742 2,889 0 2,318 November 526 1,425 1,951 0 385 December 0 889 0 0 0 Total 29,400 31,791 30,689 15,825 28,006

Golf Fee Revenue 2014 2015 2016 2017 2018

Green Fees $964,341 $1,057,029 $1,021,605 $459,768 $710,971 Cart Fees $377,934 $365,288 $346,986 $213,284 $382,244 Total Fees $1,342,275 $1,422,317 $1,368,591 $673,052 1,093,215 Avg Fee/Rd $45.65 $44.87 $44.60 $42.53 $39.03


Labor Expense

2014 2015 2016 2017 2018 Full Time $ 53,450 $ 56,692 $ 96,968 $123,453 $152,327 Part Time $ 99,838 $102,476 $111,673 $ 53,210 $ 86,342 Total $153,288 $159,168 $208,641 $176,663 $238,669

VI. GOLF COURSE MAINTENANCE Golf Maintenance continued to pursue an aggressive disease management/organic fertility strategy in 2018 in order to recover from the 2017 flood damage. There was an increase in spending in the latter half of the year to combat a one-week span where the course was closed due to minor flooding, coupled with wet weather.

$1,442,542$1,513,696 $1,489,324

$1,018,327

$1,207,671

$311,308 $319,011$371,260

$176,662

$358,075

$1,131,234$1,194,685

$1,118,064

$841,665 $849,596

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2014 2015 2016 2017 2018

Golf Operations Revenue/Expense/Net Income 2014-2018

Revenue Expense Income

Golf Pro Shop 2014 2015 2016 2017 2018

Sales $87,552 $79,515 $103,566 $59,454 $64,582 COGS $63,560 $53,715 $69,763 $40,766 $47,774

Gross Margin % 27% 32% 33% 31% 26% $ Gross Margin $23,991 $25,800 $33,803 $18,688 $16,808 Sales/Round $2.98 $2.50 $3.39 $3.76 $2.31

$ Margin/Round $0.82 $0.81 $1.11 $1.18 $.60


Golf Maintenance Expenditures

2014 2015 2016 2017 2018 Salaries & Wages $315,724 $320,518 $292,628 $349,259 $337,594 Operating Expenses $229,240 $224,045 $221,115 $357,968 $233,571 Contractual Services $ 13,223 $ 14,360 $ 61,784 $ 52,681 $ 28,236 Capital $ 69,388 $255,790 $ 44,150 $ 78,090 $ 24,304 Utilities/Other $ 19,368 $ 7,696 $ 9,286 $ 16,146 $ 17,306 Total Expenses $646,943 $822,409 $628,963 $854,144 $641,011

VII. FACILITY MAINTENANCE With the renovations completed on the property, staff used all resources necessary to ensure that the building was kept at a high level when it came to cleanliness and overall appearance. Facility Maintenance staff also spent time in room turnover in order to assure all events ran smoothly and up to guests’ standards.

Facility Maintenance Expenditures 2014 2015 2016 2017 2018 Labor $121,000 $119,125 $151,000 $122,598 $106,134 Commodities $ 56,000 $ 39,000 $ 38,500 $ 39,858 $ 39,187 Contractual Services $ 55,000 $ 39,512 $ 74,000 $ 89,000 $ 89,933 Maintenance/Repairs $ 7,200 $ 64,000 $ 78,000 $ 20,001 $ 40,888 Total Expenses $239,200 $261,637 $341,500 $271,457 $276,142

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

2014 2015 2016 2017 2018

Golf Course Maintenance Expenditures 2014-2018

Labor Operating Expenses Contractual Services Capital Utilities/Other


$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

2014 2015 2016 2017 2018

Facility Maintenance Annual Expenditures 2014-2018

Labor Commodities Contractual Services Maintenance/Repairs


FINANCE

I. DESCRIPTION OF OPERATIONS In 2018, Finance operations were a function of the Park District’s Administration Department, responsible for accounts payable, accounts receivable, investments, and maintaining proper accounting of all Park District accounts and funds. 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 pool and outdoor Family Aquatic Center, the Community Recreation Center, the Fitness Center, and the Sports Complex at Heritage Park. Museum Fund – This fund covers the expenses to maintain the historic buildings 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 – The District annually issues non-referendum debt within its legal limitations to fund new capital projects. Capital Projects-Other – The District established a fund in 2005 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 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. 2018 ACCOMPLISHMENTS Exclusive of the year-end transfers to the Capital Projects Fund, all major funds – with the exception of Chevy Chase (which is still recovering from the 2017 golf course closure) – reached their fund balance targets. Transfers to Capital Projects Fund In 2018, transfers were made to the Capital Projects Fund (Other) from the Corporate and Recreation Funds in the amount of $655,200 and $1,180,500, respectively. These year-end transfers exceeded budgeted expectations, and position the Agency to be able to meet its Capital Replacement and Improvement Plan (CRIP) goals. From 2008 through 2018, over $16,225,800 has been transferred to the Capital Projects Fund.


Cash-In-Transit In an effort to continue to manage risk by increasing the safety and security of human capital and financial currency, the District continued contracting for cash-in-transit services. In 2018, the District switched from Dunbar Armored to Davis Bancorp. The company is responsible for the movement of cash-in-transits between District facilities (Sports Complex at Heritage Park, Family Aquatic Center, and Chevy Chase Country Club to the Community Recreation Center), along with the delivery of cash-in-transits from the Community Recreation Center to the District’s bank for deposit. III. 2018 FINANCIAL SUMMARY In 2018, the District maintained its financial stability. All funds, with the exception of Chevy Chase Country Club, Museum, and IMRF, achieved fund-balance targets. All funds are projected to meet their targets in 2019. The Chevy Chase Country Club Fund is short, as it continues to recover from the 2017 mid-season closure of the golf course. 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.

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

Corporate Recreation Chevy Chase

$940,000

$896,000

$120,855

$402,800

$1,427,900

$0

$502,900

$1,331,300

$0

$448,600

$1,054,300

$0

$655,200

$1,180,500

$0

Transfers to Capital Projects Fund 2014‐2018

2014

2015

2016

2017

2018


The tables and graphs 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

FY2014 FY2015 FY2016 FY2017 FY2018 SOURCES Tax Receipts $ 7,852,056 $ 7,959,058 $ 8,174,901 $ 8,070,626 $ 8,264,052Program Fees $ 1,415,086 $ 1,530,468 $ 1,507,910 $ 1,494,929 $ 1,474,383Memberships/Admissions $ 903,049 $ 914,085 $ 906,699 $ 919,195 $ 925,569Concession Sales $ 185,241 $ 255,735 $ 291,117 $ 317,743 $ 289,672Interest $ 70,017 $ 74,257 $ 72,284 $ 158,833 $ 302,158Rentals $ 222,111 $ 306,132 $ 355,629 $ 399,527 $ 410,013Grants $ 21,556 $ 0 $ 0 $ 0 $ 61,000 Miscellaneous $ 735,769 $ 1,025,861 $ 558,439 $ 568,272 $ 1,305,038 TOTAL $11,404,885 $12,065,596 $11,866,979 $11,929,125 $13,031,885Internal Transfer $ 2,587,431 $ 2,755,307 $ 2,828,325 $ 2,269,780 $ 2,791,055Bond Issuances $ 4,375,020 $ 875,000 $ 1,315,000 $ 1,325,000 $ 4,917,292 GRAND TOTAL $18,367,336 $15,695,903 $16,010,304 $15,523,905 $20,740,232

$18,367,336

$15,695,903

$16,010,304

$15,523,905

$20,740,232

$‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000

2014

2015

2016

2017

2018

Governmental Fund Revenues 2014‐2018


Wheeling Park District Governmental Fund Expenditures

FY2014 FY 2015 FY 2016 FY 2017 FY 2018 FUNCTIONS General $ 2,164,515 $ 2,146,350 $ 2,213,641 $ 2,347,710 $ 2,479,928 Recreation $ 3,679,545 $ 3,780,798 $ 3,900,827 $ 4,059,386 $ 3,951,205Museum $ 52,711 $ 45,856 $ 42,019 $ 54,589 $ 55,033Tort $ 367,890 $ 382,528 $ 341,076 $ 382,926 $ 396,017IMRF $ 367,008 $ 389,610 $ 359,117 $ 408,592 $ 386,561 FICA $ 352,959 $ 374,289 $ 384,586 $ 411,922 $ 422,305Audit $ 42,763 $ 44,153 $ 34,117 $ 46,719 $ 47,817Police $ 40,039 $ 42,493 $ 38,669 $ 42,413 $ 33,690 Special Populations $ 256,541 $ 245,384 $ 248,776 $ 242,170 $ 245,287Paving & Lighting $ 12,937 $ 14,862 $ 6,322 $ 932 $ 25,387Capital Projects $ 1,464,901 $ 4,957,057 $ 2,565,349 $ 1,611,061 $ 8,683,754Debt Service $ 2,099,898 $ 2,111,616 $ 2,120,107 $ 2,137,177 $ 2,146,511 TOTAL $10,901,707 $14,534,996 $12,254,606 $11,745,597 $18,873,495 Internal Transfer $ 2,512,675 $ 2,669,012 $ 2,740,246 $ 2,346,005 $ 2,859,392

GRAND TOTAL $13,414,382 $17,204,008 $14,994,852 $14,091,602 $21,732,887

Wheeling Park District Enterprise Funds (Internal Reporting Basis)

FY2014 FY2015 FY2016 FY2017 FY2018REVENUES $3,951,380 $4,306,804 $4,872,390 $4,365,145 $5,395,767EXPENDITURES $3,656,857 $4,275,005 $4,508,000 $4,935,119 $4,948,429

$13,414,382

$17,204,008

$14,994,852

$14,091,602

$21,732,887

$‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000

2014

2015

2016

2017

2018

Governmental Fund Expenditures 2014‐2018


FY2014 FY2015 FY2016 FY2017 FY2018

Revenues $3,951,380 $4,306,804 $4,872,390 $4,365,145 $5,395,767

Expenditures $3,656,857 $4,275,005 $4,508,000 $4,935,119 $4,948,429

$‐

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

Enterprise Funds (Internal Reporting Basis)2014‐2018

Wheeling Park District Enterprise Funds (Proprietary Accounting Basis) FY2014 FY2015 FY2016 FY2017 FY2018REVENUES $3,951,379 $5,815,028 $6,096,806 $4,335,122 Unavailable EXPENDITURES $4,334,442 $4,585,951 $5,514,112 $5,239,889 at this time;SURPLUS (DEFICIT) $ (383,063) $1,229,077 $ 582,694 $ (904,767) awaiting

audit


CORPORATE FUND

2017 2018 2018Audited Budget Actual (Unaudited)

Fund Balance January 1, 978,962 979,001 979,047

Sources: Revenues 3,331,343 3,374,706 3,678,991

Transfers In- - - - - -

Transfers In - - - Total Sources 3,331,343 3,374,706 3,678,991

Uses: Expenditures Operations 2,340,177 2,697,046 2,471,978

Capital 7,532 18,000 7,950 Transfers Out Debt Service Fund 364,474 364,168 363,752 Chevy Chase Fund 170,475 169,190 169,190 Capital Projects Fund (Other) 448,600 116,300 655,200 Transfers Out 983,549 649,658 1,188,142 Total Uses 3,331,258 3,364,704 3,668,070

Sources Less Uses 85 10,002 10,921

Fund Balance December 31, 979,047 989,003 989,968

Fund Balance % of total uses 29.39% 29.39% 26.99%


RECREATION FUND


Fund Balance January 1, 1,286,640 1,286,691 1,286,815


Transfers In:- - - - - -


Uses: Expenditures: Operations 4,013,485 4,357,213 3,939,668

Capital 45,900 34,000 11,537 Transfers Out: Debt Service Funds 308,156 308,210 308,210 Capital Projects Fund (Other) 1,054,300 896,600 1,180,500 Transfers Out 1,362,456 1,204,810 1,488,710 Total Uses 5,421,841 5,596,023 5,439,915

Sources Less Uses 175 5,064 5,749

Fund Balance December 31, 1,286,815 1,291,755 1,292,564



MUSEUM FUND



Sources: Revenues 40,837 52,234 51,799


Transfers In - - - Total Sources 40,837 52,234 51,799

Uses: Expenditures: Operations 54,588 53,044 55,033

Capital - - - Transfers Out:

- - -

Transfers Out - - - Total Uses 54,588 53,044 55,033

Sources Less Uses (13,751) (810) (3,234)




IMRF FUND




Transfers In: Chevy Fund 45,904 46,302 47,901

- - - Transfers In 45,904 46,302 47,901 Total Sources 407,009 382,814 379,576



- - -


Sources Less Uses (1,583) 4,076 (6,985)




FICA FUND




Transfers In: Chevy Fund 48,346 59,791 52,952




- - -


Sources Less Uses 18,999 115 29,720




PAVING AND LIGHTING FUND






Uses: Expenditures: Operations 932 30,000 25,387


- - -

Transfers Out - - - Total Uses 932 30,000 25,387

Sources Less Uses 7,504 (21,964) (17,470)




POLICE FUND








- - -


Sources Less Uses (8,541) (14,150) 8,532




SPECIAL POPULATIONS FUND







Capital - 140,875 - Transfers Out:

Capital Projects Fund (Other) - - 182,540 Transfers Out - - 182,540 Total Uses 242,170 398,320 427,827

Sources Less Uses 102,439 3,180 (38,053)




AUDIT FUND








- - -


Sources Less Uses (10,916) 512 541




TORT FUND







Capital - 16,100 - Transfers Out:

- - -


Sources Less Uses 11,507 (34,563) (13,458)




BOND AND INTEREST FUND




- -



Uses: Expenditures: Operations - (Principal and Interest) 1,330,585 1,345,126 1,345,126

- - Capital - - - Transfers Out:

- - -

Transfers Out - - - Total Uses 1,330,585 1,345,126 1,345,126

Sources Less Uses (16,790) 10,896 (7,290)




BOND AND INTEREST FUND-2010 ARS


Fund Balance January 1, - - -


- -

Transfers In: Corporate, Recreation 672,630 672,378 671,962


Uses: Expenditures: Operations - (Principal and Interest) 806,593 801,385 801,385

- - Capital - - - Transfers Out:

- - -


Sources Less Uses - - -

Fund Balance December 31, - - -


CAPITAL PROJECTS (OTHER) FUND



Sources: Revenues 126,340 11,500 725,592 Bond Proceeds - 5,000,000 3,567,292

Transfers In: Corporate, Recreation Fund, Spec Pops 1,502,900 1,012,900 2,018,240

- - - Transfers In 1,502,900 1,012,900 2,018,240 Total Sources 1,629,240 6,024,400 6,311,124


Capital 1,416,700 9,706,300 5,534,107 Transfers Out:

- - - - - -

Transfers Out - - - Total Uses 1,439,928 9,806,300 5,598,759

Sources Less Uses 189,312 (3,781,900) 712,365



CAPITAL PROJECTS (BONDS) FUND



Sources: Revenues 61,000 Bond Proceeds 1,325,000 1,350,000 1,350,000




Capital 159,632 3,049,384 3,073,494 Transfers Out: Debt Service Fund - - -

- - - Transfers Out - - - Total Uses 171,132 3,060,884 3,084,994

Sources Less Uses 1,153,868 (1,710,884) (1,673,994)



CHEVY CHASE FUND




Transfers In: Corporate 170,475 169,190 169,190

- - - Transfers In 170,475 169,190 169,190 Total Sources 4,365,145 5,398,620 5,395,767

Uses: Expenditures: Operations (w/Debt Service) 4,318,608 4,916,224 4,801,896

Capital 522,261 60,500 45,680 Transfers Out:

- - - FICA/IMRF Funds 94,250 106,093 100,853 Transfers Out 94,250 106,093 100,853 Total Uses 4,935,119 5,082,817 4,948,429

Sources Less Uses (569,974) 315,803 447,338


Fund Balance % of total uses excl reserve 24.53% 28.22% 33.50%


ALL FUNDS



Sources: Revenues 16,123,797 17,378,429 18,258,460 Bond Proceeds 1,325,000 6,350,000 4,917,292

Transfers In: Corp, Rec, Chevy, Spec Pops 2,440,255 1,960,561 2,960,245

- - - Transfers In 2,440,255 1,960,561 2,960,245 Total Sources 19,889,052 25,688,990 26,135,997

Uses: Expenditures: Operations 14,434,438 15,917,893 15,048,302

Capital 2,152,025 13,025,159 8,672,768 Transfers Out: Debt Service Funds 672,630 672,378 671,962 FICA/IMRF Funds 94,250 106,093 100,853 Chevy Chase Fund 170,475 169,190 169,190 Capital Projects Fund (Other) 1,502,900 1,012,900 2,018,240 Transfers Out 2,440,255 1,960,561 2,960,245 Total Uses 19,026,718 30,903,613 26,681,315

Sources Less Uses 862,334 (5,214,623) (545,318)


100 Community BoulevardWheeling, IL 60090

847-465-3333 www.wheelingparkdistrict.com

Documents

ANNUAL - Wheeling Park District · This report presents an overview of the Park District, highlights the accomplishments and challenges experienced in 2018, and discusses areas of