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Home My WebLink AboutPacket - 04/20/2020 - City CouncilILI • 1a 1k9TA "MART OR THE FOX RIVER AGENDA REGULAR CITY COUNCIL MEETING Monday, April 20, 2020, 7:00 p.m. In light of the current COVID-19 public health emergency, this meeting will be held remotely only. The public can observe by connecting online at$ https://citvofmchenrv.zoom.us/i/93166572126 The public can also call in to the following number: +1 312 626 6799, Meeting ID 9316657 2126 1. Call to Order. 2. Roll Call. 3. Public Hearing: Call to order a Public Hearing for the proposed Fiscal Year 2020/2021 Budget 4. Motion to adopt the Fiscal Year 2020/2021 Budget 5. Public Comments: If you wish to submit any public comment, please email: d�zore veld ,citt�o�nchenry� in advance of the meeting. The City will attempt to read such public comments during the public commentary portion of the meeting. Any comments received during the meeting will be provided in writing to the Council members after the meeting. 6. Consent Agenda: Motion to Approve the Following Consent Agenda Items: A. Approve Authorization #1 &Final to Trees R Us, Inc. of Wauconda, Illinois, for the 2019-2020 City Trimming and Pruning Contract in the amount of $13,043.50; B. Approve and award bid for the expansion of the washroom building in Veterans Memorial Park to S.H. Freund and Sons for $168,646.58 as presented; C. April 6. 2020, City Council Meeting Minutes; D. Issuance of Checks in the amount of $167,645.63; E. Issuance of As Needed Checks in the amount of $165,250.31. 7. Individual Action Item Agenda. A. Motion to approve the 2020/21 Liquor License Renewals and to pass an Ordinance amending the number of Class A, B, and C licenses in force at any time. B. Motion to approve the 2020/21 Video Gaming License Renewals. 8. Discussion Items. 9. Mayor's Report. 10. City Council Comments. The City of McHenry is dedicated to providing its citizens, businesses, crud visitors with the highest quality of pr•ograrrrs card services in a customer• -oriented, efficient, and frscrrlly responsible mamrer•. 11. Executive Session if Needed. 12 . Adj ourn. The complete City Council packet is available for revietiv online via the City website at .cityofmchenr;y.or�. For further information, please contact the Office of the City Administrator at 815-363-2108. NOTICE: In compliance with the Americans with Disabilities Act (ADA), this and all other City Council meetings are located in facilities that are physically accessible to those who have disabilities. If additional accommodations are needed, please call the Office of the City Administrator at 815-363-2108 at least 72 hours prior to any meeting so that accommodations can be made. LW +' "CART or THC rox RIVCR. DATE: April 20, 2020 T0: Mayor and City Council FROM: Troy Strange, P.E., Director of Public Works Department of Public Works Troy Strange, P.E., Director of Public Works 1415 Industrial Drive McHenry, Illinois 60050 Phone: (815) 363-2186 Fax: (815) 363-2214 www.cityofmchenry.org RE: 2019-2020 City Trimming &Pruning Contract, Authorization 1 &Final ATT: Authorization 1 &Final AGENDA ITEM SUMMARY: Staff requests City Council to consider approval of a final authorization to Trees R Us, Inc. of Wauconda, Illinois for the 2019-2020 City Trimming and Pruning Contract in the amount of $13,043.50. BACKGROUND: At the October 21, 2019 City Council meeting, City Council awarded a contract in the amount of $68,650.00 to Trees R Us, Inc. of Wauconda, Illinois for the 2019-2020 City Trimming and Pruning Contract. The original awarded quantity was 1000 trees which was based upon a typical count for trees trimmed previously through "in-house" resources. This contract was awarded utilizing personnel reductions in the Public Works Street Division operating budget which were realized due to the departure of a maintenance worker which was not backfilled. In December of 2019, another departure from the Street Division occurred and as a result, additional trees were added to the contract. This cost is additionally balanced through the corresponding personnel reduction. Due to the contracted trimming and small number of additional trees which were trimmed "in-house", this year was the most productive tree trimming year on record for the City of McHenry. This production was realized with no additions to the FY 19/20 Street Division operating budget. ANALYSIS: Staff has prepared the attached authorization in the amount of $13,043.50 for the recommended changes. This change increases the total contract price to $81,693.50 which is balanced by personnel cost reductions. The City of McHenry is dedicated to providing the citizens, businesses and visitors of McHenry with the highest quality of programs and services in acustomer-oriented, efficient and fiscally responsible manner. RECOMMENDATION: Therefore, if Council concurs, it is recommended to approve Authorization f1 & Final to Trees R Us, Inc. of Wauconda, Illinois for the 2019-2020 City Trimming and Pruning Contract in the amount of $13,043.50. The City of McHenry is dedicated to providing the citizens, businesses and visitors of McHenry with the highest quality of programs and services in acustomer-oriented, efficient and fiscally responsible manner. Date: 2/20/20 Request No: 1 R Final Contractor: Trees R Us Inc. Address: PO Box 6014 Request for Approval of Change in Plans County: McHenry Road District or Municipality: City of McHenry Project: 19-20 Trim Prune Wauconda IL 60084 be made to the above contract. (addition, extension, deduction) (to, from) recommend that this addition The estimated quantities are shown below and the contractor agrees to furnish the materials and do the work at the unit prices. Item Description Unit Quantity Unit Price AID Total Addition Total Deduction Tree Trim EACH 190.00 $68.65 A $131043.50 Total Net Change: Amount of Original Contract Amount of Previous Change Orders: Amount of adjusted/final contract $13, 043.50 Total net Addition to date $13n43.50 which is 19.00% of Contract Price (addition, deduction) State fully the nature and reason for the change. Balancing of Quantities. When the net increase or decrease in the cost of the contract is $10,000 or more or the time of completion is increased or decreased by 30 days or more. one of the following statements shall be checked. The undersigned has determined that the circumstances which necessitates this change were not reasonably foreseeable at the time the contract was signed. The undersigned has determined that the change is germane to the orginal contract as signed. The undersigned has determined that this change is in the best interest of the local agency and is authorized by law. rreparea py: Public Works Director Title of Preparer For Municipal Project Municipal Office Title of Municipal Officer Date Printed 4/9/2020 1 of 2 BLR 13210 (Rev. 11/07/13� Bill Hobson, Director of Parks and Recreation McHenry Recreation Center 3636 Municipal Drive McHenry, Illinois 60050 Phone: (815) 363-2160 Fax: (815) 363-3119 www.ci.mchenry.il.us/park_recreation DATE: Apri120, 2020 TO: Mayor and City Council FROM: Bill Hobson, Director of Parks and Recreation RE: Veteran's Memorial Park Washroom Expansion Bid Approval ATT: Floor Plan and Elevations for the Building Agenda Item Summary. Award of Bid to S.H. Freund and Sons for the expansion of the washroom building at Veteran's Memorial Park for $168,646,58, Background: Last year staff worked with an architect to design the expansion of the washroom building at Veteran's Memorial Park. The building currently has only one toilet for the women and one toilet and one urinal for the men. The expansion will create an accessible building that will have four toilets for the women and 2 toilets and two urinals for the men. The plans are attached. Analysis. The 2019/20 FY budget includes $190,000 for the project from the Parks Developer Donations Fund. The city opened bids on April 14t1i and received three competitive bids all from local firms. Firm Lump Sum Price S.H Freund and Sons $168,646.58 Orbis Construction Inc. $2341500.00 Wm Tonyan & Sons $1741700.00 Staff has reviewed the bids and the references and is recommending proceeding with the low bidder S.H. Freund and Sons in the amount of $168,646.58. If Council concurs, then it is recommended a motion is considered to approve and award bid for the expansion of the washroom building in Veterans Memorial Park to S.H. Freund and Sons for $168,646.58 as presented. IU �I W 1 EAST SIDE ELEVA110N WEST 3 NORTH SIDE ELEVA110N Lrrrrr�arrrrrrr�f.rrr��rreFr—rrrr—rr—rr—rrrrr� �rrrrrrrrrrrra�. +r.�rrr -.ems-a�rrr� rr -rrrrrr rrrrrrrrrrrrrs��:�'�rrrrrrraTl�A.arr rrr rrrrr. �rrrrrrrrrrrr �rrrrrrrrrrr�rr�rrrrrrrrrr ':rairri.rrr•r�rrrrrrrrrrrrrrrrrr+�~-�irriwr�r .rw.rr�'► rrrrrrrrrrrrrrrrrrrr�r�= r�rarr. _ arr firrrrrrrrrrrrrrrrrrrrrrr�. vur ►�_ & a• a p� O w Mm 7 SOUTH SIDE ELEVATION I' � �O jO O �� wol OS O'R �JI �O O O 19�6 men x®Ae�Q ��/ NI'YIUGIIIASUAIFU©AU/u�HI�tl�Slivixnlrc. �L�� 2 3 4 6 6 7 U W 1 EXISTING FLOOR PLAN � FLOOR PLAN O Ai 1/4'=1'-0' 0 0�00 o OHO o �� o O? OP O� �00 � 00�0Ot O Rll'YIUGIII Ati UAIW ©NAN�b:Izn�S lYvixnix 3 1 4' 1 5 6 7 MINUTES REGULAR CITY COUNCIL MEETING Monday, April 6, 2020, 7:00 p.m. In light of the current COVID-19 public health emergency, this meeting will be held remotely only. The public can observe by connecting online at: https�//zoom.us/j/110790034 The public can also call in to the following number: 1 312 626 6799 US, meeting ID 110 790 034 Catl to Order: The City Council of the City of McHenry, Illinois, met in regular session on Monday, March 16, 2020, at 7:00 p.m. The meeting was held remotely. Roll Call: Mayor Jett called the roll call. Members present: Alderman Santi, Alderman Glab, Alderman Schaefer, Alderman Harding, Alderman Mihevc, Alderman Devine, Alderwoman Miller, and Mayor Jett. Others present: Attorney McArdle, Administrator Morefield, Interim Director of Public Works Strange, Director of Community Development Polerecky-absent, Finance Director Lynch -absent; Director of Parks and Recreation Hobson, Director of Economic Development Martin, and Chief of Police Birk, and City Clerk Ramel.(�Alderman Glab was phone conferencing since he was not feeling well). Public -Comments: none Consent Agenda: Motion to Approve the Following Consent Agenda Items: A. Proclamation of April 24, 2020 as Arbor Day; B. Set the Public Hearing date for the Annual Budget for April 20, 2020, and post the tentative budget on the City's website; C. Authorization for the Chief of Police to purchase 50 Portable Police Radios and a cost not to exceed $153,133.40 and enter into a 3-year Lease -to -Own Agreement with Motorola; D. March 16. 2020, City Council Special Meeting Minutes; E. March 16, 2020, City Council Regular Meeting Minutes; F. March 25, 2020, City Council Special Meeting Minutes; G. Issuance of Checks in the amount of $172,024.16. A motion was made by Alderman Santi and seconded by Alderwoman Miller to approve Consent Agenda Items as presented: Roll Gall: Vote: 7-ayes: Alderman Santi, Alderman Schaefer, Alderman Harding, Alderman Glab, Alderman Mihevc, Alderman Devine, Alderwoman Miller. 0-nays, 0-abstained. Motion carried. -No public comments. City of McHenry Council Meeting Minutes 4.6.20 Individual Action Item Agenda: A. Motion to approve the proposed Second Continuation of the Effective Dates of the March 11, 2020 Proclamation by the Mayor of Local Disaster Emergency to May 4, 2020. A motion was made by Alderman Schaefer and seconded by Alderman Harding to approve Individual Agenda item as presented. Roll Call: Vote: 7-ayes: Alderman Santi, Alderman Schaefer, Alderman Harding, Alderman Mihevc, Alderman Devine, Alderwoman Miller. 0-nays: Alderman Glab, 0-abstained. Motion carried. B. Motion to approve a proposal by Prairieland Disposal fio modify the current scope of services in the City Refuse Hauling Contract to include three (3) incidental yard waste bags each week for every residential account in the City. Steve from Prarieland Disposal explained that residents of McHenry will be modifying the services. There will be a collection of 3 yard waste bags per resident collected during garbage day, these bags are not required to have stickers on them. Alderman Glab wanted clarification regarding the size for collection. It was concluded that it can be a 33 gallon bag, container, or a bundle that is 5 feet 18-24 inches. The weight being less than 50 pounds max. A motion was made by Alderman Santi and seconded by Alderwoman Miller to approve Individual Agenda item as presented. Roll Call: Vote: 7-ayes: Alderman Sant, Alderman Schaefer, Alderman Harding, Alderman Mihevc, Alderman Devine, Alderwoman Miller. 0-nays: Alderman Glab, 0-abstained. Motion carried. C. Motion to approve a proposal by Prairieland Disposal in an amount not to exceed $36,075.00 for a City-wide spring cleanup program. *Correction $36,750.00� the above number was a typo. Alderman Glab questions the parameters regarding dates that the pick-up would starfi. Director Strange explained that the dates will be outlined when it gets closer. There will be no collection of tires, paint and electronics per Praireland Disposal. These will be collected again, during the regular garbage routs. Alderman Santi asked about the time frame regarding the pickup schedule and it was explained that it is a one week time frame on the day of the residents usual pick up. May 11t" was a date that would be a great starting point per some of the members. A motion was made by Alderman Glab and seconded by Alderwoman Mihevc to approve Individual Agenda item as presented. Roll Call: Vote: 7-ayes: Alderman Santi, Alderman Schaefer, Alderman Harding, Alderman Mihevc, Alderman Devine, Alderwoman Miller. 0-nays: Alderman Glab, 0-abstained. Motion carried. D. Motion fio pass an Ordinance authorizing the Mayor's execution of a Development and Economic Incentive Agreement between the City of McHenry and RR McHenry LLC. City of McHenry Council Meeting Minutes 4.6.20 Director of Economics Martin stated that there was a to be completed due to the Covid-19 crisis. The representative to be about 5 months. request to increase time for this project total build time was confirmed by a A motion was made by Alderman Santi and seconded by Alderman Schaefer to approve Individual Agenda item as presented. Roll Call: Vote: 7-ayes: Alderman Santi, Alderman Schaefer, Alderman Harding, Alderman Mihevc, Alderman Devine, Alderwoman Miller. 0-nays: Alderman Glab, 0-abstained. Motion carried. Discussion Items. A. Discussion regarding request by LaFarge Aggregates/Meyer Material to defer 50% of mining impact feet to October 1, 2020. Administrator Morefield explained this discussion item. The Covid-19 situation has caused LaFarge to ask to divide their payment in half, first payment being on May 1 St. Mayor Jett opened up this discussion to The Council, per Mayor Jett wanted to ask The Council if they would grant the request which could also be brought back for Consent Item review after the decision to move forward, per Attorney McArdle. The Council decided to support it and will be moving forward with it. B. FY20/21 Proposed Budget —General Operating Departments, Recreation Center Fund, Water Fund, Sewer Fund, Utility Fund, Capital Improvement Projects. Administrator Morefield went over the proposed budget, however noted that this was based on how the year was already moving forward not taking in account the Covid-19 crisis. It will have an impact on the budget as well. The Council did get a packet delivered to their individual doorstep in order to review it before the evening's presentation, Mayor's Report: Mayor Jett expressed that any funding that is done to support Covid-19 is documented. He is trying to get a block grant working it state and local funding efforts and to see how the city and county and state leave can be reimbursed. City Council Comments: Alderman Santi complimented the Shamrock on the Fox decorations stating it looked awesome. Mayor Jett also agreed that the work put into the decorating was great. Staff Reports: The police officers are now using masks when interacting with the public, Chief Birk explained this is an effort to keep the police enforcement safe. Classes for the recreation health center have been updated Adjourn: A motion was made Alderman Glab and seconded by Alderwoman Santi to adjourn the meeting at 9:'13 PM. Roll Call: Vote:7-ayes: Alderman Santi, Alderman Glab, Alderman Schaefer, Alderman Harding, Alderman Mihevc, Alderman Devine, Alderwoman Miller 0-nay- 0-abstained. Motion carried. City of McHenry Council Meeting Minutes 196,20 Mayor Wayne Jett City Clerk Trisha Ramel McHenry, IL Vendor Name Vendor: ALEXANDER LUMBER CO ALEXANDER LUMBER CO 1751298 ALEXANDER LUMBER CO 1751845 ALEXANDER LUMBER CO 1753651 Vendor: BANK OF NEW YORK MELLON, THE BANK OF NEW YORK MELLON, 252-2279942 Vendor: BARTER &WOODMAN BAXTER & WOODMAN 0212400 Vendor: BLACK, DANIELLE BLACK, DANIELLE 264938 Vendor: BUSS FORD SALES BUSS FORD SALES 44338 BUSS FORD SALES 44339 Vendor: CAPITAL COIL &AIR CAPITAL COIL &AIR 1126A2004 Vendor: CINTAS CORPORATION LOC 355 CINTAS CORPORATION LOC 355 INV0009809 CINTAS CORPORATION LOC 355 INV0009809 CINTAS CORPORATION LOC 355 INV0009809 CINTAS CORPORATION LOC 355 INV0009810 Vendor: CLEAN SWEEP CLEAN SWEEP PS315306 Vendor: CONSTELLATION NEWENERGY INC CONSTELLATION NEWENERGY INV0009807 CONSTELLATION NEWENERGY INV0009807 CONSTELLATION NEWENERGY INV0009807 CONSTELLATION NEWENERGY INV0009807 CONSTELLATION NEWENERGY INV0009808 Vendor: DIRECT ENERGY BUSINESS DIRECT ENERGY BUSINESS INV0009805 DIRECT ENERGY BUSINESS INV0009805 Vendor: ECC ECC INV0009806 Vendor: FIKE, NANCY FIKE, NANCY 264948 Vendor: ILLINOIS AUDIO PRODUCTIONS ILLINOIS AUDIO PRODUCTIONS 113501 Post Date 04/20/2020 04/20/2020 04/20/2020 04/20/2020 04/20/2020 04/20/2020 Expense Approval Register List of Bills Council Meeting 4-20-20 Description (Item) BAL PINE 1X6 14' #2 CONCRETE SUPPLIES Account Number Amount 100-33-6110 1.92 100-33-6110 129.30 100-33-6110 357.60 Vendor ALEXANDER LUMBER CO Total: 488.82 MCHENRY 13 300-00-7300 Vendor BANK OF NEW YORK MELLON, THE Total. CURRAN RD S-CURVE CS 270-00-8600 Vendor BAXTER & WOODMAN Total: COV I D 100-41-3637 Vendor BLACK, DANIELLE Total: 04/20/2020 2020 FORD INTERCEPTOR SUV 100-22-8300 04/20/2020 323 100-22-8300 Vendor BUSS FORD SALES Total. 04/20/2020 04/20/2020 04/20/2020 04/20/2020 04/20/2020 04/20/2020 100-03-5110 Vendor CAPITAL COIL &AIR Total: 355-00992, 01000, 11089 100-03-5110 355-009921 01000, 11089 100-33-4510 355-00992, 01000, 11089 100-33-6110 SUPP/ UNIF 510-32-4510 Vendor CINTAS CORPORATION LOC 355 Total. STREET SWEEPING 100-33-5110 Vendor CLEAN SWEEP Total: 300.00 300.00 827.31 827.31 160.00 160.00 32,373.00 32,373.00 64,746.00 317.00 317.00 110.52 245.70 225.75 709.65 1,291.62 8,855.00 8,855.00 04/20/2020 UTI L 100-33-5520 24,843.94 04/20/2020 UTI L 100-44-5510 24.49 04/20/2020 UTI L 100-45-5510 278.68 04/20/2020 UTI L 100-46-5510 22.21 04/20/2020 UTI L 510-32-5510 24.48 Vendor CONSTELLATION NEWENERGY INC Total: 25,193.80 04/20/2020 UTI L 510-31-5510 5,742.58 04/20/2020 UTI L 510-32-5510 13,542.53 Vendor DIRECT ENERGY BUSINESS Total. 19,285.11 04/20/2020 COMM ASBESTOS ABATEMENT 100-01-5110 81500,00 Vendor ECC Total: %500.00 04/20/2020 CXL 100-41-3636 106.00 Vendor FIKE, NANCY Total. 106.00 04/20/2020 QUARTERLY ON HOLD SVS 620-00-5110 135.00 Vendor ILLINOIS AUDIO PRODUCTIONS Total: 135.00 4/15/2020 1:22:46 PM Expense Approval Register Packet: APPKTO1793 - 4-20-20 AP CKS Vendor Name Vendor: JONES, COLIN JONES, COLIN Payable Number 264942 Vendor: KOWALCZYK, MARGARET KOWALCZYK, MARGARET 264949 Vendor: LEXISNEXIS LEXISNEXIS 1236684-20200331 Post Date 04/20/2020 04/20/2020 04/20/2020 Description (Item) Account Number COV I D 100-41-3637 Vendor JONES, COLIN Total. CXL 100-41-3636 Vendor KOWALCZYK, MARGARET Total. PHONE SEARCHES MARCH 100-22-5110 Vendor LEXISNEXIS Total: Vendor: MCHENRY COUNTY RECORDER OF DEEDS MCHENRY COUNTY RECORDER INV0009844 04/20/2020 REC FEES MAR 2020 510-31-6940 MCHENRY COUNTY RECORDER INV0009844 04/20/2020 REC FEES MAR 2020 510-32-6940 MCHENRY COUNTY RECORDER MARCH 2O20 04/20/2020 RECORDING FEES 100-01-6940 Vendor MCHENRY COUNTY RECORDER OF DEEDS Total. Vendor: MENDYK, KATHLEEN MENDYK, KATHLEEN 264950 04/20/2020 CXL 100-41-3636 Vendor MENDYK, KATHLEEN Total. Vendor: MENDYK, LAURA MENDYK, LAURA 264951 04/20/2020 CXL 100-41-3636 Vendor MENDYK, LAURA Total. Vendor: NAPA AUTO PARTS MPEC NAPA AUTO PARTS MPEC 3/31/20 977 04/20/2020 PARTS 510-32-5370 NAPA AUTO PARTS MPEC 3/31/20 977 04/20/2020 PARTS 510-35-5370 NAPA AUTO PARTS MPEC 977 3/31/20 04/20/2020 PARTS 100-22-5370 NAPA AUTO PARTS MPEC 977 3/31/20 04/20/2020 PARTS 100-33-5370 NAPA AUTO PARTS MPEC 977 3/31/20 04/20/2020 PARTS 100-45-5370 Vendor NAPA AUTO PARTS MPEC Total$ Vendor: NCL OF WISCONSIN INC NCL OF WISCONSIN INC 436907 04/20/2020 4 QA/QC 510-32-6110 Vendor NCL OF WISCONSIN INC Total: Vendor: OZYP, JOANNA OZYP, JOANNA 264940 04/20/2020 COVID 100-41-3637 Vendor OZYP, JOANNA Total: Vendor: TECHNOLOGY MANAGEMENT REV FUND TECHNOLOGY MANAGEMENT T2022425 04/20/2020 MTHLY 620-00-5110 Vendor TECHNOLOGY MANAGEMENT REV FUND Total: Vendor: WINNEBAGO LANDFILL CO WINNEBAGO LANDFILL CO 5705 04/20/2020 SLUDGE 510-32-5580 Vendor WINNEBAGO LANDFILL CO Total. Vendor: WOODWARD PRINTING SERVICES WOODWARD PRINTING 4766031 04/20/2020 SPRING/SUMMER 100-41-5330 Vendor WOODWARD PRINTING SERVICES Total: Grand Total: Amount 140.00 140.00 53.00 53.00 147.50 147.50 129.00 215.00 86.00 430.00 58.00 58.00 53.00 53.00 224.95 1,004.92 1, 262.51 1,047.70 335.93 3,876.01 45.82 45.82 160.00 160.00 10.00 10.00 3,320.82 3,320.82 2,858.00 2,858.00 141,357.81 4/15/2020 1:22:46 PM Expense Approval Register Packet: APPKT01793 - 4-20-20 AP CKS Fund Summary Fund 1)0 - GENERAL FUND 270- MOTOR FUEL TAX FUND 3 )0- DEBT SERVICE-1997A FUND 510 - WATER/SEWER FUND 620 - INFORMATION TECHNOLOGY FUND Grand Total: Expense Amount 115,12535 827.31 300.00 24,95935 145,00 141,357.81 4/15/2020 1;22:46 PM Vendor Name Expense Approval Register McHenry, IL #2 List of Bills Council Meeting - 4-20-20 Payable Number Post Date Description (Item) Account Number Amount Vendor: A -ABLE ALARM SERVICE INC A -ABLE ALARM SERVICE INC 66631 04/20/2020 Keys for Buidling 100-03-5120 99.80 Vendor A -ABLE ALARM SERVICE INC Total. 99.80 Vendor: AQUALAB WATER TREATMENT, INC AQUALAB WATER TREATMENT, 4654 04/20/2020 Water Treatment Boiler 100-03-5120 100.00 Vendor AQUALAB WATER TREATMENT, INC Total: 100.00 Vendor: BAXTER & WOODMAN BAXTER & WOODMAN 0212399 04/20/2020 GIS Invoice 0212399 510-35-5110 220.00 Vendor BAXTER & WOODMAN Total: 220.00 Vendor: CABAY & COMPANY INC CABAY & COMPANY INC 62401 04/20/2020 Disinfecting wipes 100-03-6110 579.92 Vendor CABAY & COMPANY INC Total: 579.92 Vendor: CE SOLING & ASSOCIATES, LLC CE SOLING & ASSOCIATES, LLC 1137 04/20/2020 SWWTP-Dryer Feed Pump 510-32-5375 2,114.44 Vendor CE SOLING & ASSOCIATES, LLC Total. 2,114.44 Vendor: CENTURY SPRINGS CENTURY SPRINGS 034419 3/31/2020 04/20/2020 Lab Water 510-32-6110 11.00 CENTURY SPRINGS 2449474 04/20/2020 March Rent 100-03-5120 59.98 Vendor CENTURY SPRINGS Total. 70.98 Vendor: COMCAST CABLE COMCAST CABLE 02914/1/20 04/20/2020 Comcast CH Monthly TV 620-00-5110 41.69 COMCAST CABLE 3136 4/4/20 04/20/2020 Comcast WW Monthly Internet 620-00-5110 144.87 Vendor COMCAST CABLE Total. 186.56 Vendor: DIRECT FITNESS SOLUTIONS DIRECT FITNESS SOLUTIONS 0558931-IN 04/20/2020 Direct Fitness Solutions bi- 400-40-5375 11770,00 Vendor DIRECT FITNESS SOLUTIONS Total. 11770.00 Vendor: EDESIGN CHICAGO EDESIGN CHICAGO 2016341A 04/20/2020 Brochure - Summer Design 100-41-5330 656.25 Vendor EDESIGN CHICAGO Total: 656.25 Vendor: ED'S AUTOMOTIVE/JIM'S MUFFLER SHOP ED'SAUTOMOTIVE/JIM'S 21863/31/20 04/20/2020 inspection406 100-33-5370 30.00 Vendor ED'S AUTOMOTIVE/JIM'S MUFFLER SHOP Total: 30.00 Vendor: GALLS LLC GALLS LLC 015272558 04/20/2020 UNIFORM ORDER -A. BIRK 100-22-4510 26.95 GALLS LLC 015315377 04/20/2020 UNIFORM ORDER - CLESEN 100-22-4510 157.55 GALLS LLC 015318949 04/20/2020 UNIFORM ORDER - MADER 100-224510 18.91 GALLS LLC 015336836 04/20/2020 UNIFORM ORDER - MILLER 100-23-4510 53.82 GALLS LLC 015344655 04/20/2020 UNIFORM ORDER - OHERRON 100-22-4510 104.24 GALLS LLC 015344677 04/20/2020 UNIFORM ORDER - CAREY 100-22-4510 141.39 GALLS LLC 015347494 04/20/2020 UNIFORM ORDER - SCIAME 100-224510 71.33 GALLS LLC 015353751 04/20/2020 UNIFORM ORDER- MCKENDRY 100-23-4510 36.14 GALLS LLC 15315378 04/20/2020 UNIFORM ORDER- 100-22-4510 105.70 GALLS LLC 15336646 04/20/2020 UNIFORM ORDER-ZUMWALT 100-22-4510 203.45 GALLS LLC 15344675 04/20/2020 UNIFORM ORDER- K. SCHMITT 100-23-4510 223.60 GALLS LLC 15378400 04/20/2020 UNIFORM ORDER- PARDUE 100-22-4510 171.70 GALLS LLC 15378401 04/20/2020 UNIFORM ORDERE - ALLEN 100-234510 22.70 GALLS LLC 15387033 04/20/2020 UNIFORM ORDER- BARROWS 100-23-4510 180.05 GALLS LLC 15387034 04/20/2020 UNIFORM ORDER - MILLER 100-23-4510 95.53 GALLS LLC 15388888 04/20/2020 UNIFORM ORDER- BEAUDOIN 100-22-4510 7.76 GALLS LLC 15395129 04/20/2020 UNIFORM ORDER- CONWAY 100-22-4510 324.77 GALLS LLC 15402723 04/20/2020 UNIFORM ORDER - KINNEY 100-224510 131.60 4/15/2020 3:55:35 PM Expense Approval Register Vendor Name Payable Number GALLS LLC 15402724 GALLS LLC 15402725 Vendor: HAWKINS INC HAWKINS INC 4687955 HAWKINS INC 4691616 Vendor: HRGREEN HRGREEN 132979 Vendor:lG UNIFORMS INC JG UNIFORMS INC 70328 Vendor: KIWANIS CLUB OF MCHENRY KIWANIS CLUB OF MCHENRY 10010 Vendor: MINUTEMAN PRESS OF MCH MINUTEMAN PRESS OF MCH 94013 Vendor: MOTOROLA M OTO RO LA 4869820200302 Vendor: NORTH EAST MULTI -REGIONAL TRAINING INC NORTH EAST MULTI -REGIONAL 271778 Vendor: PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC PETROCHOICE LLC Vendor: PIECZYNSKI, LINDA S PIECZYNSKI, LINDA S Vendor: REINDERS INC REINDERS INC Vendor: SAM'S CLUB SAM'S CLUB SAM'S CLUB 11260108 11267114 11273233 11279576 11282757 11282758 11285154 11285165 11285166 11285168 6985 4059568-00 2867 4/8/20 4/8/20 2867 Vendor: SHERWIN-WILLIAMS CO, THE SHERWIN-WILLIAMS CO, THE 4320-0 Vendor: SIRCHIE FINGER PRINT LABORATORIES SIRCHIE FINGER PRINT 0440376-IN Vendor: STANS LPS MIDWEST STANS LPS MIDWEST 352503 Post Date Description (Item) Packet: APPKTO1796 - 4-20-20 ELEC PO Account Number Amount 04/20/2020 UNIFORM ORDER - PORTER 100-22-4510 62.01 04(20/2020 UNIFORM ORDER- POLIDORI 100-22-4510 412.95 Vendor GALLS LLC Total$ 21552.15 04/20/2020 04/20/2020 04/20/2020 04/15/2020 04/15/2020 04/20/2020 04/20/2020 04/20/2020 Order#3154256 SL 510-31-6110 1,118.83 Chemical Delivery 510-32-6110 61143.85 Vendor HAWKINS INC Total. 7,262.68 Maps for DM-PZ 100-06-5110 370.00 Vendor HRGREEN Total. 370.00 VEST COVER - KRUEGER 100-22-6110 178.25 Vendor 1G UNIFORMS INC Total. 178.25 Kiwanis Lunch Meeting DM 100-06-5420 Vendor KIWANIS CLUB OF MCHENRY Total. BAIL BOND FORMS 100-22-6210 Vendor MINUTEMAN PRESS OF MCH Total: MONTHLY STARCOM21 100-22-5320 Vendor MOTOROLA Total: ARMORER SCHOOL- 100-22-5430 Vendor NORTH EAST MULTI-REGIONALT RAINING INC Total: 136.96 136.96 2,419.00 2,419.00 225.00 225.00 04/20/2020 Fuel 100-03-6250 77.69 04/20/2020 Fuel 100-03-6250 93.83 04/20/2020 FUEL 11273233 100-22-6250 1,335.06 04/20/2020 FUEL 11279576 100-22-6250 953.97 04/20/2020 Fuel Bill 100-03-6250 76.76 04/20/2020 Fuel - WW - 11282758 510-32-6250 26.57 04/20/2020 Fuel - UTY - 11285154 510-35-6250 108.40 04/20/2020 Fuel - WW - 11285165 510-32-6250 225.76 04/20/2020 Fuel - WTR-11285166 510-31-6250 33.21 04/20/2020 Fuel - STS - 11285168 100-33-6250 99.07 Vendor PETROCHOICE LLC Total: 31030.32 04/20/2020 RO LL CA LL N EWS LETTE R 100-22-5450 166.00 Vendor PIECZYNSKI, LINDA S Total. 166.00 04/20/2020 Equipment Repairs 100-45-5370 296.66 Vendor REINDERS INC Total. 296.66 04/20/2020 MIB Banquet Supplies 100-47-6110 226.76 04/20/2020 MIB Banquet Supplies 100-47-6110 35.64 Vendor SAM'S CLUB Total. 262.40 04/20/2020 Recreation Center Supplies 400-00-6110 50.39 Vendor SHERWIN-WILLIAMS CO, THE Total: 50.39 04/20/2020 EVIDENCE SUPPLIES 100-22-6210 354.46 Vendor SIRCHIE FINGER PRINT LABORATORIES Total: 354.46 04/20/2020 Monthly Page Count (Brother- 620-00-6210 302.89 4/15/2020 3:55:35 PM Expense Approval Register Vendor Name Payable Number STANS LIPS MIDWEST 352506 Vendor: TRAFFIC CONTROL &PROTECTION INC TRAFFIC CONTROL & 103712 TRAFFIC CONTROL & 103761 Vendor: USA BLUEBOOK USA BLUEBOOK USA BLUEBOOK USA BLUEBOOK 170420 171994 172954 Vendor: VERIZON CONNECT NWF, INC VERIZON CONNECT NWF, INC CITY3920SV0002077845 Vendor: WORKPLACE SOLUTIONS WORKPLACE SOLUTIONS INV19443 Packet: APPKTO1796 - 4-20-20 ELEC PO Post Date Description (Item) Account Number Amount 04/20/2020 Monthly Page Count (Ricoh 620-00-6210 417.15 Vendor STANS LIPS MIDWEST Total. 720.04 04/20/2020 street signs 100-33-6110 221.90 04/20/2020 street signs 100-33-6110 393.30 Vendor TRAFFIC CONTROL & PROTECTION INC Total: 615.20 04/20/2020 04/20/2020 04/20/2020 04/20/2020 04/20/2020 2"Hayward Ball Valve -Canvas Inv# 171994 =1" Check Valve- Order#587059 510-32-6110 510-31-6110 510-31-6110 Vendor USA BLUEBOOK Total: gps trucks 100-33-6110 Vendor VERIZON CONNECT NWF, INC Total. EAP Services 3/1/20-3/31/20 100-05-5110 Vendor WORKPLACE SOLUTIONS Total. Grand Total: 618.86 128.05 89.33 836.24 518.70 518.70 450.42 450.42 26,287.82 4/15/2020 3:55;35 PM Expense Approval Register Packet: APPKT01796 - 4-20-20 ELEC PO Fund Summary Fund 100 - GENERAL FUND 400- RECREATION CENTER FUND 510- WATER/SEWER FUND 620 - INFORMATION TECHNOLOGY FUND Grand Total: Expense Amount 12,722.53 1,820639 10,838.30 906.60 26,287.82 4/15/2020 3:55:35 PM AS NEEDED CHECKS COUNCIL MEETI MEETING 4-20-20 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 AT&T 03/03/2017 COMED 03/03/2017 CO M E D 03/03/2017 CO M E D 03/03/2017 CO M E D 03/03/2017 ILEAS 03/03/2017 MASSMUTUAL FBO ZACHARY PIEKARSKI 03/03/2017 CONSTELLATION NEWENERGY INC 03/17/2020 CONSTELLATION NEWENERGY INC 03/17/2020 CONSTELLATION NEWENERGY INC 03/17/2020 CONSTELLATION NEWENERGY INC 03/17/2020 CONSTELLATION NEWENERGY INC 03/17/2020 CONSTELLATION NEWENERGY INC 03/17/2020 DIRECT ENERGY BUSINESS 03/17/2020 DIRECT ENERGY BUSINESS 03/17/2020 SCHOPEN PEST SOLUTIONS INC 03/17/2020 SCHOPEN PEST SOLUTIONS INC 03/17/2020 STAN'S FINANCIAL SERVICES 03/17/2020 STAN'S FINANCIAL SERVICES 03/17/2020 STAN'S FINANCIAL SERVICES 03/17/2020 STAN'S FINANCIAL SERVICES 03/17/2020 STAN'S FINANCIAL SERVICES 03/17/2020 STAN'S FINANCIAL SERVICES 03/17/2020 TYLE R TECHNOLOGIES 03/17/2020 TYLE R TECHNOLOGIES 03/17/2020 U.S. POSTAL SERVICE 03/17/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 BANKCARD PROCESSING CENTER 03/20/2020 CINTAS CORPORATION LOC 355 03/20/2020 CINTAS CORPORATION LOC 355 03/20/2020 CINTAS CORPORATION LOC 355 03/20/2020 CINTAS CORPORATION LOC 355 03/20/2020 79.80 29.95 64.89 34.94 194.66 29.95 9.97 29.95 4.99 9.98 4.99 19.96 190.65 43.97 50.02 77.53 180 15909.66 24.48 27574.01 130.3 24.48 325.8 25.88 5729.7 13726.35 80 107 274.29 876.66 84.15 92.51 142.73 104.26 2200 27195.69 2425.4 86.26 100 18 219 26.15 130.41 95 38 98.74 678.67 702.72 60 20 250 314.98 529 319.98 55.26 196.52 180.64 567.72 CO M E D 03/20/2020 CO M E D 03/20/2020 CO M E D 03/20/2020 CO M E D 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 FIRST BANKCARD 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 HOME DEPOT CREDIT SERVICES 03/20/2020 IN TIME SERVICES INC 03/20/2020 LPL FINANCIAL 03/20/2020 NICOR GAS 03/20/2020 NICOR GAS 03/20/2020 NICOR GAS 03/20/2020 NICOR GAS 03/20/2020 NICOR GAS 03/20/2020 NICOR GAS 03/20/2020 PDC LABORATORIES INC 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 PURCHASE POWER 03/20/2020 SESAC 03/20/2020 U.S. BANK 03/20/2020 VERIZON CONNECT NWF, INC 03/20/2020 ALPHA BUILDING MAINTENANCE SERVICE IN 03/27/2020 CABAY & COMPANY INC 03/27/2020 CABAY & COMPANY INC 03/27/2020 185.22 3364.53 2171.17 197.46 385 163.7E 129.98 21.49 53.99 345 62.21 548.49 109.75 158.92 1160 213.7 2466 IV 296.65 169.63 190.96 112.87 45.16 1382.42 0.94 37.74 53.91 266.3 299 64.52 572.28 11.99 8220 10968.34 1336.31 6522.64 896.52 196.01 264.33 79.75 777.5 152.25 20.6 819.2 461.34 2.8 1501.E 2 13.8 13.59 598.56 518.7 2080000 2914600 82.41 CENTURY SPRINGS 03/27/2020 59.98 CHIAPPETTA, MONIKA 03/27/2020 480600 COMCAST CABLE 03/27/2020 164685 CONSERV FS 03/27/2020 241411 CONSERV FS 03/27/2020 534074 CRABS, CASSIE 03/27/2020 1100 CRABB, CASSIE 03/27/2020 60.00 FOXCROFT MEADOWS INC 03/27/2020 81.00 MID AMERICAN WATER OF WAUCONDA INC 03/27/2020 509000 MIDWEST HOSE AND FITTINGS INC 03/27/2020 30475 OTTOSEN DINOLFO HASENBALG & CASTALDt03/27/2020 1357*50 SYNCB/AMAZON 03/27/2020 1054050 TIME CLOCK EXPRESS 03/27/2020 51,03 ULTRA STROBE COMMUNICATIONS INC 03/27/2020 179690 UPS 03/27/2020 7028 UPS 03/27/2020 4643 POSTMASTER MCHENRY IL 03/31/2020 2600 SECRETARY OF STATE 03/31/2020 10 165250031 Wayne Jett Jr, Mayor City of McHenry 333 S Green St McHenry, Illinois 60050 Phone: (815) 363-2108 www. c ityof m c h e n ry. o rg DATE: April 20, 2020 TO: McHenry City Council FROM: Wayne Jett Jr, Mayor RE: Liquor License Annual Renewal Agenda Item Summary: Annual Renewal of City of McHenry Liquor Licenses effective May 1, 2020, through April 30, 2021. Background: Pursuant to Title 4, Chapter 2, of the McHenry City Code, owners of establishments serving and/or selling alcoholic beverages located in the City limits shall annually renew their liquor licenses prior to the end of the current fiscal year on April 30, 2020. Analysis: Attached is a list of all liquor licenses issued by the City that are presented for renewal. There are a few noteworthy changes from last year's license holders: • The Corner Tap had their license revoked due to not holding a necessary lease at their licensed location • The Town Club is closed and will need to reapply under new ownership once ready to open • Mixin Mingle chose not to renew • Downtown Food & Liquor had their license revoked as they are no longer in business • Valerie's Salon indicated that she may not renew and has since not turned in renewal paperwork For various reasons, including businesses dealing with the COVID-19 pandemic, some establishments have not yet submitted an application to renew their license. These are listed in RED on the attached sheet. I recommend approval for those establishments on the condition of the receipt of their required paperwork by April 30, 2020. Recommendation: if Council concurs, then a motion is recommended to approve 1) FY 2020/21 liquor license renewals effective May 1, 2020, through April 30, 2021, as presented conditioned upon receipt of paperwork; and, 2) adoption of the attached Ordinance decreasing the number of Class A licenses to 37, Class B licenses to 18, and Class C licenses to 2Za CLASS A ‐ FULL BAR CLASS B ‐ TABLE SERVICE A‐1 3 QUEENS B‐1 BETTY’S BISTRO A‐2 31 NORTH B‐2 BRUNCH CAFÉ A‐3 ADDISON’S STEAKHOUSE B‐3 CUCINA ROSA A‐4 AFTER THE FOX B‐4 EL GORDO MEXICAN RESTAURANT A‐5 APPLEBEE’S NEIGHBORHOOD BAR & GRILL B‐5 EPIC DELI A‐6 BIG FRAN’S BOARDWALK GAMING B‐6 GREEN STREET CAFÉ A‐7 BIMBO’S BAR & GRILL B‐7 HIDDEN PEARL CAFÉ A‐8 BUDDYZ PIZZA B‐8 KIM & PATTY’S CAFÉ A‐9 BUFFALO WILD WINGS B‐9 LACEY’S PLACE (DIAMOND DRIVE) A‐10 BULLDOG ALEHOUSE B‐10 WILD CRAB BOIL (FORMER LACEY’S ON FRONT) A‐11 CHEN’S JACKPOT CAFE B‐11 MEAT & POTATO EATERY A‐12 CHILI’S GRILL & BAR B‐12 SAKURA A‐13 CORKSCREW POINTE B‐13 STELLA’S PLACE A‐14 DC COBBS MCHENRY B‐14 SUSHI KING A‐15 FOX HOLE TAP & PIZZERIA B‐15 THE HICKORY PIT A‐16 GREEN PEAPOD RESTAURANT B‐16 THE PATROONS MEXICAN RESTAURANT A‐17 HUB MARKET B‐17 WINDHILL RESTAURANT A‐18 JEXAL’S WING‐ZERIA B‐18 Don's Subs A‐19 LIBERTY CLUB OF MCHENRY (PLAV) A‐20 LUCKY POKER CLASS C ‐ PACKAGED LIQUOR A‐21 MAIN STREET STATION A‐22 MCHENRY AMERICAN LEGION POST #491 C‐1 3110 FOOD MART A‐23 MCHENRY BREWING CO.C‐2 ALDI A‐24 Kelsey 3 d/b/a Metalwood Grille C‐3 ANGELO’S FRESH MARKET A‐25 MOE’S ON MAIN C‐4 BINNY’S BEVERAGE DEPOT A‐26 MY PLACE BAR & GRILL C‐5 BUCKY’S EXPRESS A‐27 PLUM GARDEN RESTAURANT C‐6 BULL VALLEY BP A‐28 SALERNO’S PIZZERIA & R BAR C‐7 CVS PHARMACY #10470 A‐29 SMITH’S CENTRAL GARAGE C‐8 FAMILY FOOD MART A‐30 TACOS EL NORTE C‐9 GILL LIQUOR A‐32 THE GAMBLER OF MCHENRY C‐10 JOG GASOLINE A‐33 THE OLD BRIDGE TAVERN C‐11 JEWEL FOOD STORE A‐34 THE OLIVE GARDEN RESTAURANT C‐12 LA HUERTA CARNICERIA A‐36 UPROOTED C‐13 LIQUOR & WINE PLACE A‐37 VFW VETERANS CLUB, INC.C‐14 V4 Gasoline A‐38 VICKIE’S PLACE C‐15 MCHENRY BP A‐39 VILLAGE SQUIRE OF MCHENRY C‐16 MCHENRY LIQUORS, INC. C‐17 MEIJER STORE #218 C‐18 MIDTOWN FOOD & LIQUOR C‐19 OSCO DRUG STORE C‐21 SAM’S LIQUORS & WINE C‐22 SHAMROCK CONVENIENT FOOD & LIQUOR C‐23 WALGREENS CLASS E ‐ BYOB E‐1 The Art Studio School Fiscal Year 2020/2021 City of McHenry Liquor License Renewals ORDINANCE NO. 20-15 Amending Title 4, Chapter 2, Alcoholic Liquor, Section 6, License Classification and Fees; Approval Authority; Limitation on Number of Licenses WHEREAS, the City of McHenry, McHenry County, Illinois, is a home rule municipality as contemplated under Article VII, Section 6, of the Constitution of the State of Illinois, and the passage of this Ordinance constitutes an exercise of the City's home rule powers and functions as granted in the Constitution of the State of Illinois. NOW, THEREFORE BE IT ORDAINED by the City Council of the City of McHenry, McHenry County, Illinois, as follows: SECTION 1: Section 4-2-6, subsection D-1, of the Municipal Code relating to liquor license classifications, shall be amended as follows: D.l. Class A (Full Bar) License: Issuance of a Class A license shall authorize the sale of alcoholic liquor for consumption on the premises, and the retail sale of packaged liquor. The annual fee for such licenses shall be one thousand five hundred dollars ($1,500.00). A Class A licensee shall be eligible to apply for a catering endorsement for an additional fee of three hundred dollars ($300.00), which shall permit the servicing of alcoholic liquor for off -site consumption as an incidental part of food service, sold at a package price, as agreed upon under contract. Nonprofit organizations with a Class A license shall be eligible to pay a reduced fee of five hundred dollars ($500.00) per year to receive and maintain a Class A license. No more than thirty-seven (37) Class A licenses shall be in force in the City at any time. SECTION 2: Sectionsubsection D-2, of the Municipal Code relating to liquor license classifications, shall be amended as follows. D.2. Class B (Service) License: Issuance of a Class B license shall authorize the sale of alcoholic liquor, for consumption on the premises only when served as follows. No full bar is permitted. a. Restaurant Table Service: All sales, service, and consumption conducted at tables; and b. Theatre And Entertainment Service: All sales and service conducted over a concession counter with consumption in theater and entertainment center seats; and c. Mixed Use Service: All sales and service conducted at tables or over a temporary counter and consumption within the defined area of the mixed use special event facility. The annual fee for a Class B license shall be eight hundred dollars ($800.00). No more than eighteen (18) Class B licenses shall be in force in the City at any time. SECTION 3: Section 4-2-0, subsection D-3, of the Municipal Code relating to liquor license classifications, shall be amended as follows: D.3. Class C (Packaged Retail) License: Issuance of a Class C license shall authorize the retail sale of packaged alcoholic liquor only. No consumption of alcoholic liquor shall be permitted on the premises. The annual fee for a Class C license shall be one thousand one hundred dollars ($1,100.00). No more than twenty- two (22) Class C licenses shall be in force in the City at any time SECTION 4: If any section, paragraph, subdivision, clause, sentence or provision of this Ordinance shall be adjudged by any Court of competent jurisdiction to be invalid, such judgment shall not effect, impair, invalidate or nullify the remainder thereof, which remainder shall remain and continue in full force and effect. SECTION 5: All ordinances, or parts thereof, in conflict herewith are hereby repealed to the extent of such conflict. SECTION 6: This ordinance shall be published in pamphlet form by and under the authority of the corporate authorities of the City of McHenry, Illinois. SECTION 7: This ordinance shall be in full force and effect from and after its passage, approval and publication, as provided by law. Passed this 20th day of April, 2020. Ayes Alderman Devine Alderman Glab Alderman Harding Alderman Mihevc Alderwoman Miller Alderman Santi Alderman Schaefer Wayne Jett, Mayor N� Absent Abstain Trisha Ramel, City Clerk Wayne Jett Jr, Mayor City of McHenry 333 S Green St McHenry, Illinois 60050 Phone. (815) 363-2108 www.cityofmchenry.org DATE: April 20, 2020 TO: McHenry City Council FROM: Wayne Jett Jr, Mayor RE: Video Gaming License Annual Renewal Agenda Item Summary: Annual Renewal of City of McHenry Video Gaming Licenses effective May 1, 2020, through April 30, 2021. Background: Pursuant to Title 4, Chapter 6, of the McHenry City Code, owners of video gaming establishments located in the City limits shall annually renewtheir liquor licenses priorto the end of the current fiscal year on April 30, 2020. Analysis: Attached is a list of video gaming licenses issued by the City that are presented for renewal. There are two noteworthy changes from last year: • The Corner Tap had their liquor license revoked due to not holding a necessary lease at their licensed location • The Town Club is closed and will need to reapply under new ownership once ready to open For various reasons, including businesses dealing with the COVID-19 pandemic, some establishments have not yet submitted an application to renew their license. These are listed in RED on the attached sheet. I recommend approval for those establishments on the condition of the receipt of their required paperwork by April 30, 2020. Recommendation: If Council concurs, then a motion is recommended to approve the FY 2020/21 video gaming license renewals effective May 1, 2020, through April 30, 2021, as presented conditioned upon receipt of paperwork �; y r _ . , r License ## of Terminals VG‐01 THE GAMBLER OF MCHENRY 5 VG‐02 VICKIE’S PLACE 4 VG‐03 CORKSCREW POINTE 5 VG‐04 MAIN STREET STATION 4 VG‐05 SUSHI KING 5 VG‐06 AFTER THE FOX 5 VG‐07 BULLDOG ALEHOUSE 5 VG‐08 VFW VETERANS CLUB, INC.5 VG‐09 THE OLD BRIDGE TAVERN 5 VG‐10 MY PLACE BAR & GRILL 5 VG‐11 CHEN’S JACKPOT CAFE 5 VG‐12 SALERNO’S PIZZERIA & R BAR 5 VG‐13 VILLAGE SQUIRE OF MCHENRY 5 VG‐14 WINDHILL RESTAURANT 4 VG‐15 PLUM GARDEN RESTAURANT 5 VG‐16 STELLA’S PLACE 5 VG‐17 GREEN STREET CAFÉ 4 VG‐18 BIMBO’S BAR & GRILL 4 VG‐19 BIG FRAN’S BOARDWALK GAMING 5 VG‐20 DC COBBS MCHENRY 5 VG‐21 BETTY’S BISTRO 5 VG‐22 LUCKY POKER 5 VG‐23 LIBERTY CLUB OF MCHENRY (PLAV)4 VG‐24 FOX HOLE TAP & PIZZERIA 3 VG‐25 THE PATROONS MEXICAN RESTAURANT 5 VG‐26 MEAT & POTATO EATERY 5 VG‐27 EL GORDO MEXICAN RESTAURANT 5 VG‐29 MOE’S ON MAIN 5 VG‐30 UPROOTED 5 VG‐31 WILD CRAB BOIL (FORMER LACEY’S ON FRONT)5 VG‐32 3 QUEENS 5 VG‐33 LACEY’S PLACE (DIAMOND DRIVE)5 VG‐34 ADDISON’S STEAKHOUSE 3 VG‐36 THE HICKORY PIT 3 VG‐38 BUDDYZ PIZZA 5 VG‐39 JEXAL’S WING‐ZERIA 5 VG‐40 McHenry American Legion, Inc.3 VG‐41 Kelsey No. 3 5 VG‐42 Utopain Roast LLC 5 Fiscal Year 2020/2021 City of McHenry Video Gaming License Renewals .�.� r-.,... Y 'r�.a'�J:I. �� italcl�;lF City of McHenry, Illinois FY2020/2021 Annual Budget Table of Contents Letter of Transmittal Introduction....................................................................................................................... 1 Elected Officials, Department Directors and Primary Administrators..,,,",,,',, 2 History and Demographic Snapshot of McHenry............." ........ Diseases B 0 a 0 a 16 a I I I I I 11 3 City of McHenry Strategic Plan Summary... 90966MI61111111111 lug too its woo as, 000404 mass 5 GFOA Award for Distinguished Budget Presentation FY18/19........................ 10 BudgetDocument Guide.,.,,, 11. ',lop oftedeffida"1111 ..... wave sea Sol bit," "I Imllslueemes Del Doi Eel ........ vs 11 Basis of Accounting and Budgeting... a a 0 0 P 0 a a 0 a a , 6 1 11 11 1 111 11 a 10 4 0 0 a 9 a a 6 a a a 0 a a 0 2 ....... 4, 12 Budget Process Summary.................................................................................... 13 Budget Process Timeline..................................................................................... 16 City of McHenry Organizational Chart," I., Del 17 PersonnelSummary............................................................................................. 18 Fund Structure Overview"..,.,,,,,,,,,,,,, . . . . . . . . . . . 19 Chart of Accounts Overview................................................................................ 22 Summary of Revenues &Expenditures —All Funds ....................................................... 34 Summary of Proposed Revenues — All Funds .................................................... 35 Comparison of Budget vs. Proposed Revenues — All Funds......,,,,,,." . . . . . . . . 36 Summary of Revenues and Other Financing Sources — All Funds .................... 37 Summary of Proposed Expenditures — All Funds'........ ......... 38 Comparison of Budget vs. Proposed Expenditures — All Funds'.. EMMONS 39 Expenditures by Function — All Funds',,.........."", "I "loss Pascal mebmamommomm .... 40 General Fund Revenues, Expenditures &Fund Balance Summary ............................... 41 General Fund Overview....................................................................................... 42 General Fund Revenues, Expenditures and Fund Balance Summary ............... 42 General Fund Revenues — Budgeted, Estimated, Proposed........."",, .... 43 General Fund Expenditures — Budgeted, Estimated, Proposed...","","",,,,,....a 46 General Fund - Fund Balance............................................................................... 48 General Fund Operating Budgets...................................................................................... 52 General Fund Jae Budgets Overview....................................................... 53 GeneralAdministration..................................................................................Beer.. 56 Elected Officials........,",", .... Databases MEN Kom ......... Diseases 64 Community Development",," I'm lug Pus seem** 66M OEM OEM ... 111111jamr 67 Finance................................................................................................................... 75 Human Resources'.,,.,......... ISO see OEM FEE Kom I'M Pat escape go, onommomempol ......... 83 Economic Development..........."" ........ a '04 eel Dom Wmayshomm ... 90 Police Commission... assess MEN ... woe 64660*66toal dowdommmampa access 97 Police...................................................................................................................... 100 NERCOM(Dispatch).............................................................................................. 119 Public Works —Administration...... ",',,"A Battles 127 PublicWorks —Streets.......................................................................................... 135 Parks and Recreation...",,"", am, "I pea eel sea 66*001 Ron a .......... a ... 143 Special Revenue Funds.. 0 0 am ORA 0 @of a 9 am 9 0 a 0 a a 10 a 10 3 0 . . . . . 4 6 4 a 6 a 0 a a 0 a a 1 6 0 1 0 a 0 0 a 0 0 a 0 6 a 0 a a 0 1 0 a 0 6 , a , , I I I I I I I I 1 0 a I a a 0 a B 0 a 0 a 4 a 0 1 0 0 A 0 155 Tourism................................................................................................................... 156 Pageant..................................................................................................................... 159 Band......................................................................................................................... 162 CivilDefense",," Ems ....... Amoco became MONSON am@ affect lot&& .......... 165 Alarm Boards..,.. mom "I "I "Sees all salaam, 168 Audit......", Sea's I Sea of* Elm Ems me 1 0 a Dow 4 1 a I I I I I I IN 4 9 a 10 a Do 10 on 0 0 . . . 1 0 0 a 9 0 # 0 a a I I P , a 0 A a a a 0 a . . . a 0 a Re 0 * 171 Annexation"'......... &,look Sea be* Dog AEG am, "Sees Goof "1 .11 Masses wholoWS66411 "1 669 646411mboall 174 MotorFuel Taxes.""........ ....... Maine too ........ he b 0 a 0 0 A a 0 a a 0 a a a a a a a 0 a . . . . . . . . . do Ems Elm assesses 177 DeveloperDonation. . a a 0 0 0 4 1111 1 11 0 0 a a a a a a 4 a 4 a 0 1 0 111 a I a a a 0 0 8 0 14 1 0 0 a 0 0 0 0 1 a a B a 10 0 111 1 a I a 9 0 0 a 4 % I 1 0 0 a a a v A a a a 0 a 0 6 0 a a 180 Tax Increment Finance",", lot OEM gas 183 Capital Projects & Debt Service Funds...............................Beg ............... Now ........................... 186 Debt Service Fund.,. 4 to a Bea, a . . . . . . 0 a Sea Deep WE 0 0 0 WE a 9 0 a B a ANN , , d as a Sea 187 RecreationCenter Fund.......................................................................................... 190 SpecialService Area#4.....................................................................................sage. 198 Capital Improvements Fund.....,."", kstoo*ofwvm ...... . . . . . . . . ffissegoo . . . . . . a * 9 0 Sees OF 201 CapitalEquipment Fund......................................................................................... 204 EnterpriseFunds....., 91,11, 11410*90480M MENEM* stood OFF, I I I It, I be too * a 4 1 1 1 1 1 1 me 0 so B of I a 0 0 a No *,*essential' I I I I I Is 1 0 a . I I I I I 1 6*9 to owl 207 Water& Sewer Fund.............................................................................................. 208 PublicWorks — Water.......................................................................4.................... 211 Public Works —Wastewater...",.,, ISS94*640 ....... . . . . . . . . NGBOGWM* . . . . . . a a 0 ORO goo ERNE 219 PublicWorks — Utility................................................................mass........................ 225 CapitalDevelopments,, See A, ..... 6 1 to a of . . . a 0 0 a 0 a I a v 0 a 0 4 am a . . . . . . a a ease, a . . . . . . a a a Bea See 0 EDE 3 ME to a of a 0 0 . . . . 231 Utility Improvements........",".,............ goo", Sea "I", ",voodoo oug4mosom "I'll 234 MarinaOperations',,',,... beslopmom sommom Sam mom doffiffieseag'm ...... h4sDfgp ........ S164644 ........ 237 InternalService Funds....".",',,..... . . . . . . . . . 6 a 0 a Beg Won 0 0 1 0 0 W ease Sees a . . . . . . . I Sea be* 0 . . . . . . . . . 240 Employee Insurance......",',,", Sea . . . . . . . .... assesses ....... SSS*9 241 Risk Management", mom ..... . . . . . . . se*oopm . . . . . . . Boatswain . . . . . Was 244 Information Technology',.,'.......", mom not 604*vg 004 "1 "Massages's mom mom FES basomm", I'llegeowl"I'llhe woman@ 247 FiduciaryFunds............................................................ *Delete ....... ..........................a .... .......... 251 Employee Flexible Spending....","".... *as Sam man ........ .......... &&Sam& 252 Development Escrow.,, "1 114 255 Retained Personnel,',,., mom 0660*60AS111111110411 ",mom "I ,edge 94941111111ho 258 RevolvingLoan....................................................................................................... 261 Policepension...",,."...... . . . . . . . . w , 6 * 9 0 * 0 4 0 0 a 0 0 K 0 a * a a B 0 a 0 1 . . . . . . . OBOGO*p ....... Sees 264 SupplementalInformation.................................................................................................. 267 Financial Policies Overview................................................................................... 268 Fund Balance and Reserve Policy',,"........" *MONSOON. k6d sam"1116OBS Basses "I", base@*", mosowsmobommom 270 Capital Improvement Program Financial Policies.........................................biggest 279 Capital Improvement Programs.",".,........ ....... ......... ... 280 InvestmentPolicy................................................................................................... 386 Purchasing Policy and Procedures... moalbodBe IF, "I'll,,* 393 Glossaryof Terms................................................................................................... 397 Fiscal Year 2020/2021 Annual Budget Introduction Elected Officials Wayne S. Jett, Mayor Ward 1 Victor A. Sand, Alderman Ward 2 Andy Glab, Alderman Ward 3 Jeffrey A. Schaefer, Alderman Ward 4 Ryan Harding, Alderman Ward 5 Chad Milievc, Alderman Ward 6 Patrick Devine, Alderman Ward 7 Sue Miller, Alderwoman Depal•tment Directors and Primary Administratol•s Derik Morefield City Administrator John Birlc, Chief of Po]ice Ann Campanella, Director of Human Resources Bill Hobson, Director of Parks and Recreation Carolyn Lynch, Director of Finance Doug Martin, Director of Economic Development Ross Polerecky, Director of Community Development Troy Strange, Director of Public Works History and Demographic Snapshot of McHenry McHenry is located in east -central McHenry County, 55 miles northwest of the Chicago Loop and 35 miles from O'Hare International Airport. The City is centered on two major State highways - Illinois Route 31, which runs north/south from Wisconsin to South Elgin; and, Illinois Route 120, which runs east/west from Woodstock to Park City, The City consists of approximately 13 square miles In land area. In 1832 Majm• William McHenry led an expeditionary force through northern Illinois during the Black Hawk War. Settlement of the Fox River Valley began over the next few years, and on the river's west bank, at the site of an old Indian ford, the hamlet of McHenry established in 1836. The McLean, Wheeler, McCullom, and Boone families were influential in the community's early years. A sawmill, hotel, and ferryboat were in operation by 1837 and legislation creating McHenry County was passed that year, and tine village served as county seat until 1844. Gristmills started along newly dammed Boone Creek, and a wagon road entered town from the south in 1851. In 1864, the famed Riverside Hotel was built and still stands today. George Gage, who served as the region's first state senator (1854-1858), owned the lands west of the millpond, and was able to secure tine route of the Fox Valley Railroad (afterward a branch of the Chicago & North Western) from Chicago in 1854. Consequently, Gagetown (later West McHenry) began to eclipse the older east side of town containing the Riverside section and Green Street area, once known as Centerville. This can still be detected in the distinct commercial pattern that characterizes McHenry's "downtown." The village incorporated in 1872. Though there were fewer than 800 inhabitants, commerce flourished. By 1876 there were seven churches and over 80 enterprises, including flour mills, harnessmakers, a pickle factory, a brewery, seven saloons, and a newspaper. The newspaper, the McHemy Plofndea►er, was in publication from 1875 to 1985. Over the next 50 years McHenry grew slowly. During the 1920's the town became known as a resort destination because of the Fox River, surrounding lakes, and easy accessibility from Chicago. Bands played at local pavilions, trainloads of visitors arrived to tour the famous lotus beds, and summer cottages proliferated along the Fox River. A boat -building industry flourished; marine recreation still remains Important. For decades, McHenry took very seriously its title as the "Gateway to the Chain - of -Lakes" and this is still evidenced today In the city's motto "Heart of the Fox River." With the advent of the automobile, State Route 120 crossed the Fox River on a new two-lane bridge. The old wagon hail, now Highway 31, doglegged along the same route fm• a critical half mile before tmining north toward Wisconsin, These configurations effectively relocated the city's commercial center to Route 120, and had the unintended side effect of isolating the original business districts (West Main, Riverside Drive, and Green Street). In spite of its beauty and strong attraction to tourists, McHenry owed her growth to the stability provided by the many farmers who worked the fertile land as well as the establishment of industry with new factories such as Admiral, Borden and The Hunter Boat Company, The Fox River helped facilitate the import and export of lumber, cigars, clay, food products and brewing which all helped draw new residents to the area. The drainage of a large 60 acre pond that previously divided the community in half, contributed to Increased development and improved roadways, while the railroad allowed commuters to find this area the perfect place to settle with their families. A new wave of industry, including automotive components, electronics, and metalworking, swept Into town after World War IL The Northern Illinois Medical Center, begun in 1956 as a 23-bed community hospital, evolved into a regional trauma center serving two states. Beginning in the late 1940s, subdivisions were annexed on all sides of the city. By this time, many residents were commuting to work in other localities, including Chicago. McHenry's population tripled from 2,080 In 1950 to 6,772 in 1970, and tripled again to 21,501 in 2000. McHenry's current population is approximately 27,000, including 10,075 households, an average household size of 2.66, and median household income of $68,024. Of the 10,075 households, approximately 7,719 are owner -occupied and 2,356 are renter occupied. The median resident age is 37.1. The City's 2017 EAV was $638,080,968. The City currently has more than 2,000 approved unplatted lots and platted vacant lots. Active subdivisions in the City include: Abbey Ridge, Boone Creek, Burning Tree, Chesapeake Hills, Deerwood Estates, Evergreen Parks, Foxcroft Ridge, Glacier Ridge, Knox Farm, Legend Lakes, Liberty Trails, Lincoln Hills, Martin Woods, Morgan Hill, Oaks at Irish Prairie, Patriot Estates, Prairie Lakes and Preserves at Boone Creek. Total number of businesses in the City is 1,473 and total employment is approximately 19,661, with an employee/residential population ratio of 73:1. The City's three largest employment sectors, by number of employees, are: Healthcare and Social Assistance: 5,136 employees/26%; Retail Trade: 3,139 employees/16% and Manufacturing: 2,418 employees/12.30/0. Green Street looking souUt from State Route 120 (circa 1920's) City of McHenry Strategic Plan Summary Background In the fall of 2013 the City Council and Department Directors participated in a facilitated strategic planning session and the results of this exercise were compiled and presented to Council in the form of the City of McHenry Comprehensive Strategic Plan document that was adopted by Council in August of 2014. In addition to establishing updated Mission and Vision statements, Governing Principles and a Code of Ethics, the plan identified fifty-nine (59) Strategic Goals as guiding principles for decision -malting. In the spring of 2016 Staff and Council undertook a review of the plan document with a focus towards ensuring that the strategic plan remain relevant to the activities/actions being undertaken by staff and elected officials, to revisit opportunities, and to Identify/introduce any new strengths, weaknesses, opportunities, and threats that may need to be Incorporated in to the plan. While regular annual or biannual review of the plan is essential to provide for a structured mechanism of update, the plan itself is a "living breathing' document that consistently shifts as internal and external factors change. As a result of the initial 2014 Strategic Planning Session and the 2016 follow-up review session, the following now serves as McHenty's Strategic Plan. The attributes and identifiable goals that it conveys have been identified as essential for the municipality and, as possible, are incorporated into the annual Capital Improvement Program (CIP) and Annual Budget. Attributes are listed in order of Importance based on participant feedback. Missio» Statement The City of McHenry is dedicated to providing the citizens, businesses and visitors of McHenry with the highest quality of programs and services in a customer -oriented, efficient and fiscally responsible manner. Mission AccountaUility As a continuous reminder of the mission, a comnnitment is made to undertake the following actions; • The mission will be read at the beginning of each meeting of the City Council. (City Council) • The nnission will be placed prominently in each addition of the City Newsletter. (O�ce of the City Administrator) • The mission will be framed and posted at major portals within all municipal buildings. (Office of the City Administrator, Department Directors) • The mission will be incorporated in to daily decision -making and included in future municipal planning documents. Examples include the annually updated 5-Year Capital Improvement Program and the annual operating Budget. (Office of the City Administrator, All) • The mission will be added to letterhead, memos, etc. (Ofce of the City Administrator, All) • The mission will be added to website and other social media. (Office of the CityAdminfstrator) Vision To make McHenry a community of choice for living, working and recreating for all, with unique natural resources, abundant cultural opportunities, outstanding neighborhoods, and a vibrant and diverse economy. Governing Principles The values and beliefs guiding the actions of the elected and appointed officials of the City of McHenry shall include the following: • Provide an open and honest government. • Establish an environment that fosters open communication, dialogue, and active listening with both internal and external stakeholders and customers. • Ensure quality, responsive customer service. • Enhance the community's quality of life. • Embrace the diversity of a multi -cultural and multi-generatlonal working environment. • Be fair and objective in making community decisions. • Remember that municipal employees, through their individual and collective abilities to provide quality services and programs to the residents, businesses and visitors of the community, are our most valued asset. Code of Ethics In addition to the guidance of ethical behavior for elected and appointed officials provided in the McHenry City Code (Sec. 2-55 Code of Ethics), the following Code of Ethics shall apply: • Avoid illegalities, 8nproprieties and any percept[on thereof. • Avoid accusations or perceptions of wrongdoing. • Do what makes the most sense. • Do what is right, not what is easiest. • Be fiscally responsible and manage budgets effectively. • Be proactive, look for ways to anticipate and deal with issues. • Seek innovative ways to improve public services and increase efficiency. • Keep the public informed and provide opportunities for public engagement, Strengths: Physical assets, supplies, talents, etc, that can assist In accomplishing our vision. Attribute Goal' To maintain a balanced budget wliile protecting our healthy reserves, continuing to evaluate our 1. Stable Financial Position annual levy with the potential keeping it flat as long as our reserves are healthy, per our Ford Balance and Reserve Policy, To develop and continue marketing strategy for 2. Fox River the Riverwalk and Fox Reiver by expanding and developing riverfront recreational areas and business opportunities. Retain and support the position of Economic Development Director to actively pursue economic development opportunities and be 3. Economic Development receptive to zoning changes to allow businesses to grow. Diversity of business types identified as Important, To maintain and utilize our 600+ acres of park 4. Parks System/Open Space and open space to provide recreational opportunities for residents and visitors. To cooperate with local and area groups, residents, businesses to have events/recreational opportunities. Develop a S. Public Event Coordination plan that allows feedback from the community and use data to develop future events. Increase marketing of municipal and municipally" supported events. To continue to support staff development and 6. Staff Development provide staff with the tools necessary to be successful in a positive work environment respecting their knowledge and expertise. 7. Inter Departmental Teamwork To continue to foster a climate of collaboration among departments and within divisions. Weaknesses: Physical assets, supplies, talents, etc. that are deficient and impede the ability to achieve our vision. GWdjWM.rMFWr _ To continue to evaluate and prioritize 1. Aging infrastructure infrastructure needs, continuously work to leverage non -municipal funding, and attempt to Identify consistent funding sources. To continue to promote respect and teamwork, 2. Internal Communication find ways to increase meaningful communication and agree to disagree and move Oils To define and prioritize technology needs of the 3. Aging Technology municipality and develop and implement technology lams . To continuously implement methods for providing enhanced customer service, 4. Public Perception of Government increased information and to make City processes, procedures, hntentions, actions as transparent as possible. To develop a methodology for prioritizing code enforcement activities based on Council S. Code Enforcement direction and develop a Code Enforcement Strategy. To continue to coordinate with McHenry County 6. Public Transportation and surrounding communities Opportunities: Situations that cau have a positive effect on the organization if considered or acted upon. AttriUut�: 1. Riverwalk Expansion To review and utilize Riverwalk and Downtown Plans which are already in place and undertake 2. Redevelopment of Central Wastewater additional studies as needed, to ensure Treatment Plant site prioritization and coordination of projects 14 (left). Much of this depends on timing, cost, 3. Miller Point Redevelopment redevelopment opportunities but the City and partners should be prepared to act as 4. Downtown Theater Redevelopment opportunities arise. To evaluate long term feasibility for expansion of the recreation center through assessing S. Recreation Center Expansion community desires and needs with an understanding that future phases are driven by the passage of referenda. To establish the consolidated dispatch facility 6. Dispatch Facility Expansion and continue to promote and attract new customers to the facility. To continue efforts to obtain construction 7. Fox River Access/Boat Ramp permit from the USACE and fund and build the facility. To evaluate and redevelopment the City's 8. Reconstructed City Website and City Council Internet website to make it more transparent and user friendly and to take the steps required A/V to be able to either live stream or record stream City Council Meetings. Threats: Opposite of opportunities. Factors that can have a negative impact on local government. Goal To continue efforts to establish an atmosphere 1. Council -Council, Council -Staff Trust, Respect of respect and trust through open communication and cooperation. All on the same team. To maintain the City's financial stability while establishing a financial threshold at a 2. State Budget Crisis "survivable" level to maintain City services while continuing to monitor State's financial crisis. To explore opportunities for extending the 3. Extend the TIF current TIF; coordinate with other taxing jurisdictions; educate public of benefits of TIP and extension. To develop a comprehensive assessment of all 4. Aging Infrastructure Costs infrastructure and Implement a prioritization for replacement - Capital Improvement Plan. To maintain pace of payment on Police Pension and to ensure that we are competitive for S. Pension, Benefit, Insurance Costs insurance and benefits - adjusting employee contributions as necessary. To explore, implement unique opportunities for 6. Business Incentives business Incentives for location and expansion that sets McHenry apart as a business riendly community regardless of the State's issues. GFOA Award for Distinguished Budget Presentation The Government hinance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Award to the City oFMcHenry for its annual budget Fm• the fiscal year beginning May 1, 2019. In order to receive this dist4rction a govermnental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This is the fourth consecut[ve year that McHenry has received the award. OOVF.RNML•NT FINANCC OPPICr:Rfi ASSOCIATION D i.sti�z.gu islz.ed Budget .Preseaatatio�l Award rnrsrrrrl:nva Cily of McHenry Illinois ror din Fiscal Ycnr Ikglnning May f, 2018 lixaullro Uir.Mor 10 Budget Document Gtiide This budget document is prepared with two major objectives in mhtd. Fhst, to provide citizens and others interested in the City's finances with complete and understandable information regarding the budget. The second is to develop an annual fiscal plan that will assist City leaders in makbtg better decisions and enhance financial accountability. Given the consh•aints of a small cmnnttutlty, this budget document is continually being changed and is coming closer to meeting the requirements as a: Policy Document As a policy docmnent, the City Council has established specific strategies to achieve its goals through policy decisions as noted iu the City Admhtish•ator's letter of transmittal. These sections iuchtde: A budget message, included in the transmittal letter, that articulates priorities and budget issues, particularly major issues affecting budget decisions; Short-term Initiatives that guide development of the budget in the upcoming year; and General information descr(bing each budget unit's prior year accomplishments and budget year goals and objectives, Operations Guide As an operations guide, the budget document describes activities, services, and functions carried out by the organizational units. Lt addition, it provides an organizational chart and summary of authorized persomtel for the prior year and the budget year. Financial Plan As a financial plan, the budget document describes all funds subject to approprlat[on in the fund structure overview section. In addition, all summaries of all major revenues and expenditures at•e provided in sununary tables. The final budget also htcludes General Fund revenues fur• the 2015/16 through 2017/1B Flscal years as well as budget amounts for the current and upcomhtgyears. Finally, the summary section includes information as the projected changes in fund balances for• all appropr[ated funds. Communication Device The Budget Document contains narratives, supplemented with tables and charts, which present the budget in a manner that is simple and understandable. The Proposed FY19/ZO Budget is available for public review at the McHenry Municipal Center, 333 S. Green Street McHenry, as well as on the City's website at www.ci.mchenry.il.us prior to adoption by the City Council. Once adopted, the budget is available for public review at the McHenry Municipal Center, 333 S. Green Street, McHenyy, as well as ort the City's website at www.ci.mchenty.il.us. 11 Basis of Accounting and Budgeting The City of McHenry uses the modified accrual basis of accounting to budget and account for transactions of the governmental funds. Under this basis of accounting, revenues are recognized when susceptible to accrual (when they are measurable and available) and expenditures are recognized when the fund liability is incurred. For the City's proprietary funds the City uses the accrual basis of accounting. Under this basis, revenues are recorded when earned and expenses are recm•ded when the liability is incm•red. The City prepares the budgets for proprietary funds consistent with this basis except that capital outlay items are htcluded in the budget. '1'Ite City prepares its budget on a basis consistent with generally accepted account[ng principles except that the City also recognizes encumbrances for budgetary pm•poses. Encumbrances include supplies ordered but not received, and services contracted but not yet expended by the City. Encumbrances are charged against a budget or appropriation for account purposes. Accm•dingly, expenditures/expenses in this document include encumbered expend[tures/expenses. Encumbrances do not lapse atyear•-end and provide authorization for• expenditures/expenses for• the following year. The City appropriates funds for capital projects on a fiscal year basis. The Capital Projects section of this document btcludes descriptive informatimt on each project with estimated costs and ftnancing sow•ces. �z Budget Process Summal-y Budget Process Overview The City's annual fiscal year budget covers the period beghming May 15� and ending April 30�� and contains information relative to estimated revenues and planned operational and capital expenditures For the various fiords of the municipality for the identified fiscal year. Although the budget is not formally adopted by the City Council until April of each year, the budget development pt•ocess officially begins each October• with tite pt•epatatiott of the annual tax levy, which is used to fiord many of the current programs and services, along with the development/update of the five-year Capital Improvement Program (CIP). The budget preparation process provides the various divisions and departments of the City with the oppm•tunity to review accomplishments, set goals and objectives, and identify the means for accomplish[ng these goals and objectives. Capital Improvement Plan The flue -year Capital Improvement Program (CIP), reviewed and updated amutally, is an integral part of the budget process and is designed to achieve two fimdamental objectives: first, to ident[fy the major capital needs of the City over a specific planning period; and, second, to prioritize'and beght plauning, both financially and logistically, for the implementation of these capital improvements. Capital expenditures are defined as any project that will have a useful life of longer than oue year and a value greater than $10,000. The CIP prioritizes each project using a wtified and objective system that identifies the most Importaut capital prof ect needs. The final budget document includes capital expenditw•es as defined and pt•[oritized durhtg the CIP development process -based on the availabil[ty of sufficient funds, importantly, the CIP docwnent serves as a planning document for the identification of capital Improvement and capital equipment needs and not a budget document. In other words, simply because a project is identified ht the CIP does not guarantee that it will ever be Implemented. Implementation is based on annual review and availability of funding ht the budget document. Budget Roles and Responsibilities Every employee of the municipality plays a role in the budgeting process - be it fm•mulation, preparation, implementation, administration, or evaluation. Ultimately, Department Directm•s, tin•ough the City Administrator, are accountable to the City Cottncll and to the residents of McHenry For the performance of deparhnents in meeting goals and objectives as they are laid out in the budget document. Department Dh•ectors, with input fi•om their respect[ve managers, superintendents and departmental staff analyze historical data, review existing operational needs, and project anticipated operational needs in order develop detailed line -item budget requests that allow them to maintain m• enhance the level of programs and services withht theL• departments. These detailed requests are then submitted to the City Administrator and Finance Director, meetings are held with Department Dh•ectors to adjust requests based on antic[pated revenues keeping in mind the overall needs of the nnmicipality, and the fund line item requests found in the attached budget document at•e identified. Budget Appropriation and Supplemental Appropriation While the approved budget docwnent establishes the estimates for revenues and guidelines for• expenditures of the municipality, the City is requh•ed to conducts public hearing and adoptan annual appropriation m'dtnance each July. The appropriation ordinance provides the legal authority to 13 allocate funds to specific spending act[vitles and establishes the City's legal spending limit for the fiscal year. During the fiscal year it may Ue necessary, fl•om time to time, to amend the approved budget (see Budget Amendment Process below). As a result, in October following the close of the fiscal year period (April 30��) the City is requhed to pass a supplemental appropriation ordinance to amend the original appropriation ordinance to account for these budget amendments. Budget Amendment Process While budgets are prepared at the operational line item level, and approved Uy Council at the fund line item level, budget amendments are brought before Council, per the Purchnsinc� Policy nnrt Procedures approved in 2016, for unbudgeted items over $6,500. Budgetary Controls Without proper internal financial conti•ols the budget document will not serve its tole as a guidance tool for City programs and projects. To this end, the Finance Department prepat•es monthly reports which are reviewed by the Finance Director, respective Department Dh•ectors, and the City Administrator. These monthly reviews provide, at a minimum, an opportunity to make operational adjustments throughout the year as necessary. Any deviations frwn the fund budgetary amounts are discussed in this documentand, when necessary, solutions are presented. Quarterly financial repm•ts are also transmitted to the City Council via a City Council Meethtg Consent Agenda to ensure that the elected body is consistently apprised of the status of municipal revenues and expenditw•es. Preparation to Achieve the Government Finance Officers Association (GFOA) Budget Award Beginning with the FY15/16 Budget, the City Administration committed to undertaking continuous improvements to the annual budget document that achieves. the highest quality and reflects both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA best practices on budgeting. While some of these improvements are subtle, or related to unseen operational modifications, others are more visible -such as the redevelopment of the budget to its current form aimed at providing the reader with a more understandable and transparent document. irJ Budget Process Timeline August 2019 —January 2020 Development ofAunual 5-year Capital hnprovement Program Monday, January 6, 2020 City Administrator, Finance Dh•ector distributes worksheet and instructions for budget preparation to Department Dh•ector•s Friday, )auuary 24, 2020 Department Dh•ectors submit budget requests to City Administrator• and Finance Director January 27-February 7, 2020 City Administrator• and Finance Director rev[ew budget requests with respective Department Dh•ector•s Friday, February 7, 2020 Department Dh•ecta•s submit completed budget narratives to City Admbtistrator February 10-March 13, 2020 Preparation of the Proposed FY20/21 Budget Matday, March 16, 2020 Transmit Proposed FY20/21 Budget to C{ty Council (operating funds) Monday, Apr116, 2020 City Council discusses Proposed FY20/21 Budget (operating funds) at Regular City Council Meeting Tuesday, April 7, 2020 Proposed FY20/21 Budget posted on City's website for public review in preparation for April 20�� Public Hearing Monday, Apri113, 2020 Final Proposed FY20/21 Budget - including all narratives, charts, supplemental Information - transmitted to City Council for review and posted an City's Website (www.ci.mchenry.il.us) Monday, April 20, 2020 Final Revised FY20/21 Budget adopted by City Council 15 Budget Process Timeline _ �- - CIP Creation � I CIP lleview&Finalizatlon J I yy I■I Property'Fax Levy -- —�� Budget Creation }I Budget Review, Finalization, 1- and Adoption I4 Aug-19 Sey[•19 Urt-19 Nov-19 Ucc-19 Ian dO FeL-20 Mnr •20 Ayr-20 May•20 is City of McHenry Organizational Chart ,� Pei°sonliel Summary The following table provides a swnmary overview of the staffing level of the municipality for the previous flue (5) fiscal years and identifies the proposed staffing level for FY20/21. 'fhe increase in staffing levels in the General Fund fl•om FY15/16 to FY17/18 of 15.42 employees was primarily due to the development of the consol[dated 911 dispatch center (NSRCDM). During this time period, ten (10) new dispatchers and one (1) civilian supervisor have been hired to fully staff this facility. importantly, the City of McHeny is responsible for only 46.8a/o of NERCOM personnel costs due to partnerships with the City of Woodstock, City of Harvard and the McHenry Township Fire Protection District which, through center revenues, pay the remahlder of the costs. Prior to this consolidation, the General Fu»d totaled 111.98 employees - 20.57 employees LESS than FY07/08 when measures were taken to reduce staffing due to the recession. Staffing Identified in the Recreation Center and Water and Sewer Funds is financed by revenues genel•ated by these funds. i i General Puna Administration 0.00 3.00 3.00 3,00 G.00 G.00 G00 � 6.00 0.00 IIlected Ofacials 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 Communi Develo meat 0.00 7.50 7.50 G.50 7.90 7.90 5.50 5.50 5.50 Finance Do arunent 0.00 5.00 5.00 6.00 5.00 5.00 4.60 4.60 4.G0 Human Resource De artment 0.00 2.00 2.00 1.00 0.00 0.00 0.00 0.00 0.00 5conontic Development De artment 0.00 2.00 2.00 3.00 O.OD 0.00 0.00 0.00 0.00 Police De artment 0.00 54.75 54.75 52.75 52.75 51.75 GLDO G0.fl8 60.00 NDRCOM Dis atclt 0.00 23.25 23.25 22.25 22,25 12.25 0.00 0.00 0.00 Public Works Administration (0.50) 3.00 3.50 3.50 3.50 4.50 2.00 2.00 2.00 Public Works Sheets 2.00 17.00 19.00 19.00 19.00 10.00 10.00 19.00 10.00 Parks and Recreation 0.25 10.75 10.50 9.25 IS.00 SS.00 � 13.00 12.00 10.00 Total General Fund -¢s25- 1 120.25 130,50 12G:25 127.40 116.40 111.9D 110:90 309.9D Recreation Center Fund 0,05 2.05 2,00 2.25 1.00 1.OD 0:00 0:00 0,00 Information Technology Fund 0:00 2:00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water and Sewer pond Water Division 0.00 5.50 5.50 5.50 5.50 5.50 4.50 9.50 9.50 Wastewater Division 0.00 D.00 0.00 6.00 9.00 7.00 7.00 10.00 9.00 Utilf Division 0.00 B.00 0.00 D.00 0.00 9.00 9.00 0.00 0.00 To[al Wa[er and Sewer Puna 0:00 21.50 21.50 21.60 22:60 21.50 19.50 19.50 10:50 TotatCit ofMcHmu• 2,29 153.00 15G,00 152.00 152:90 140.90 133.40 132.40 130:40 Po ulation 26,992 26992 26992 26992 26,992 26,992 2G,992 2G 992 Employees per 1,000 Population 5.70 5.70 5.G7 5.6G 5.22 4.95 4.91 4.03 m I•und Structure Overview The accounting system and the budget appropriation process are structured accordhtg to the basic guidelbtes established by the Government Finance Officers Association (GFOA) of the United States and Canada. The fm•mat includes the basic funds and fund types which follow. The City's govermnental funds are as follows: General Fuud (100s) This fund accounts for all tratisactimts of the city that pertain to the general administration of the city and the services traditionally provided to its citizens. This includes Adminish•ation, Elected Officials, Community Development, Finance, Pol[ce, Public Works Administration, Streets, and Parlcs and Recreation. Special Revenue Funds (200s) These funds at•e utilized to account for revenues derived from specific sow•ces which are usually required by law or regulation to be accounted for as separate funds. For the City of McHenry these funds include the Tourism Fund, Pageant Fund, Band Fund, Civil Defense Fund, Alarm Eoard Fund, Audit Fund, Annexation Fund, Motor• Fuel Tax Fund, Developer Donation Fund, and Tax Increment Fund. Debt Service Fund (300) This Fund accounts for the accumulatimt of revenues for and payment of pthtcipal and interest on general obligation long term debt, Capital Improvements Fund (440) and Cap[tal Equipment Fund [450) These fiords are utilized to account for financial resources to be used for• the acquisition or construction of capital fac(lities or other maJor fixed assets. The City's business -type funds include tits following: Enterprise Funds [SOOs) These fmtds are utilized to account for operations and act[vities that are financed and operated in a manner similar to a private business enterprise, and where the cost of providing goods and services to tits general public on a continuing basis is expected to be recovered primarily through user charges. The City has also established Entet•pt•ise Funds when it was advantageous to segregate revenues earned and expenses incurred for an operation For pw•poses of capital maintenance, public policy, management control or accountability. Enterprise Funds for the City Include the Water and Sewer Fund, Capital Development Fund, Utility Lnptovements Fund, and Marina Operations Fund. Internal Service Funds (600s) These Funds are established to finance and accomtt for services and/or commodities ftunlshed by one department or agency to other departments or agencies of the city. The hrternal Service Funds of the City are the fimployee Insurance Fund, Rislc Management Fund, and 6tformation Technology Fund. 19 The City's other foods include the followhtg: Fiduciary Funds (700s) 'These Funds are «sed to account for resources held for the benefit of part(es outside the city. The fiduciary funds of the city are the Employee Flexible Spending Fund, Developmental Escrow Fund, Retained Personnel Fund, Revolvhtg Loan Fund, and the Police Pension Tr•ttst pond. Accounting for the financial activities of the City and the budget appropr[ation process are also presented according to classifications reyuh•ed by the State of IHhtois. Revenues are credited to htdividualfund types while expenditures/expenses are recm•ded according to functional areas within specific funds fm• budgetary cmrtrol purposes. The following functional areas are included in the budget: General Government Th1s function provides for the operation of the government and assures the general adminishatiat of the municipality. Activities included ht this function also htclude Economic Development, Human Resow•ces, Information Technology and Municipal Center Building and Growtds Maintenance. Cmumunity Development The overall mission of this functlmt is to protect and promote the health, welfare, safety and quality of life of McHenry Citizens, property owners, visitors and commercial interests through the development and implementation of the City's adopted ordinances attd policies. Planting and development activities ate also included within this function. Finance This fwtct[on applies modern financial management practices to ensure that the City is able to deliver services effectively and efficiently on a sustained basis. Activities included in this function ate r•epor•tirtg financial transactions, billing and collecting »coney, accounts payable, managing cash and investments, preparing the annual financial report, and developing the budget and financial forecasts. Public Safety This function ptovides for services to reduce the amount and effects of external harm to individuals and damage to property, and in general to promote an atmosphere of personal security from external events. Public Worlcs This function provides for safe and well -maintained htfiastructm•e for the City. Activities included Lt this function are public works administration, toadway maintenance, snow and ice control, street cleanhtg, traffic control and enghteering. Parks and Recreation This function promotes the general well-being of the City and encourages the fullest development of cultural and educational potentials of the citizens in the comnumity. This ftmction includes the activities of general parks, parks and maintenance, downtown maintenance and programs. Debt Service Th1s function provides for• the accumulation of resources for and the payment of principal and Interest onlong-term debt of the City. f-zr Capital Projects This function provides for the acquisition or consh•uction of major cap[tal Facilities or equipment for the City. Business -'Type Activities This fimctimi includes activities of the City that are financed in whole, or in part, by fees charged to external parties for goods and services. These activities are accounted fm• as enterprise fonds and include the Water and Sewer and Marhta Operations Funds. z� Chart of Accounts Overview Fuuds are comprised of various line item accowrts. These are separated as "Revenues' and/or "Expenses" as appropriate and are assigned based on the following specific line item designations: Revenues 3010 Property Tax Collection -Amount collected in taxes assessed on real estate. 3020 Property Tax Collection -Road &Bridge -Amount collected in taxes assessed mt real estate by the McHenry and Nunda Township Road Districts and disbursed to the City for• roads and br[dges within the City. 3030 Property Tax Collection -Police Protection -Amount collected In taxes assessed on real estate that funds a portion of police protection expenses. 3040 Property Tax Collection -Retirement -Amount collected in taxes assessed on real estate that Funds a portion of retirement expenses. 3050 Property Tax Collection -Liability Insurance -Amount collected in taxes assessed on real estate that fiords a pot•tion of liability insttt•ance expenses. 3051 Pt•opet•ty Tax Collection -Police Pension -Amount collected in taxes assessed on teal estate that fttnds the actuat•[al required contribution to the police pension fund. 3110 Personal Ptopet•ty Replacement Taxes -Revenues collected by the State of Illinois attd disbursed to the City to replace money that was lost by local governments wizen their powers to impose persmtal property taxes on corporations, partnerships, and other business entities was taken away in 1979. These fitnds ate limited to use for• t•etit•ement funding. 3120 State Sales Taxes -The state collects a 1% tax ott a seller's receipts froth sales of tangible personal property for use or consumptimt that is distributed based on sales in the City. 3121 Home Rule Sales Taxes -The state collects a 0.5% tax ott a seller's receipts ft•om sales of tangible personal property for use or consumption that is distributed based on sales hi the City. This home rule sales taxis not charged on sales of vehicles. 3125 Telecottttnunicationsraxes -The state collects an 8%tax that is imposed on intrastate and interstate messages and 1% is distributed to the City. 3130 State Income Taxes -Amount collected in taxes imposed on financial income generated by all entities within the State. The State distributes 8% of the net collections of all Income tax received ft•om htdividuals, Crusts, and estates and 9.14% of the net collections of all income tax received from corporations to local gover•ntnents based on tite population in pt•opot•tion to the total state populat[on. 3140 Pull Tabs -Amount collected by the State and disbursed to the City for operator licenses and Yaxes on gloss proceeds of pull tabs and jar games. zz 3141lnter-Traclt Wagering -Amount collected fm• a 1%tax collected on the handle at Tracicside McHenry Off Traclt Betthtg establishments within the City. 3142 Hotel/Motel Taxes -Amount collected fora 5%tax assessed on the rental or leashtg charges fm• hotel or motel rooms. 3150 Motor Fuel Tax Allotment -Taxes collected on gasoline and diesel fuel collected Uy the State and disbursed to the City based on the population. 3210 Interest Income -Interest earned on cash temporarily held in checking accounts, certificates of deposits, ot• other htvestments. 3310 Liquor Licenses -Amount paid by establishments within the City that hold valid liquor licenses. 3320 Cfty Licenses -Amowtt collected from businesses within the City fm• licenses for massage parlors, athletic exhibitions For profit bllliat•d and pool halls, carnivals, circuses, exhibitions, mot[on pictures and theatt9cals, public dance halls, skating rinks, bowling alleys, and mechanical amusement. 3330 Vehicle Stfcicers -Amowtt paid annually by residents for each licensed motor vehicle owned and operated by them. 3350 Video Gambling Licenses -Amount paid amntally by each private Uusiness and terminal operator for a video gambling license. Also includes the amount disbursed by the State of Illinois for the City's portion of the video gaming tax. 3410 Permits -Amowrt collected to issue a building permit for miscellaneous improvettients such as roof repahs, siding repairs, Fences, etc. 3420 Pluutbing htspectlons -Amount collected for the inspection of the connection to a water main through a permit fee. 3430 Zoning &Plat Fees -Amount collected for residents ot• business owners to have a hearing before the plannhtg & zoning commission for items like conditional use permits, variances, etc. 3505 Traffic Fines -Amount collected by the McHenry County Circuit Clerks office and forwarded to the City for trafftc fines that occurred within the City. 3510 Parking Fines -Amount collected in fines for parting violations. 3515 Police -Accident Reports -Amount collected for admhtistrative fees to Furnish accident repot•ts. 3520 Police -Field Reports -Amount collected for• administrative fees to furnish Reld reports. 3525 Drug Asset Forfeitut•es -Amount collected through the sale of assets that were forfeited. 3530 DUI Fines -Amotmt collected by the McHenry County Circuit Clerli s office and forwarded to the City For DUI charges. 23 3532 Overweight Trucic Permits -Amount collected for the issuance of overweight h•uck permits. 353G Police Bail Bond Processing tees -Amount collected in fees to process bail paperwork. 3537 Police Impound tees -Amount collected as an administrative penalty fa• a motor• vehicle that is used in connection with the following drivingviolations such as driving under the influence, driving while license is suspended or revoked, no valid driver's license, etc. 353B Warrant Cxecution -Amowrt received from other governmental agencies for the execution of a warrant by the City's police deparhnent. 3539 Glech•onic Citation - Amouut collected by the Mcllenry County Circuit Clerk and forwarded to the City for electronic citation. 3540 Vehicle License Pines -Amount collected for fines for vehicle stickers that are purchased after the due date of June 30��. 3545 Vehicle Pund Pines -Amount collected by the McHenry County Circuit Clerk and forwarded to the City for vehicle court supervisimi fines. 3610 Sales -Water/Sewer -Amount collected for water and sewer usage based on meter readings charged at a per 1,000 gallon rate. 3615 Base Charge -Capital -Amount collected through the utility bill For water and sewer base fees that will be retained and used for development and repairs to the utility capital system. 3620 Penalties -Amount collected for utility bills that are paid after the due date. 3630 Hookup/Connection Pees -Amount collected for permit Fees that are charged for the connection to the water and sewer system. 3631 Parks &Recreation Programs -Amowrt collected For programs offered through the parks and recreatimi department. 3632 Concessimis -Amount collected at concession stands at City parks as well as at the Recreation Center. 3633 Beach Programs -Amount collected for daily admission at the McCullom Lake Beach. 3634 Swinuning Pool -Amount collected for admission to the Merkel Aquatic Center. 3640 Water Meter Sales -Amount collected for• the initial or replacement water meter. 3641 Babysitthig -Amount collected For childcare services offered at the Recreation Center. 3642 Romn Rentals -Amount collected at the Recreation Center far conununity room rentals. 3643 Birthday Parties -Amount collected for• birthday parties that are held and run by personnel at the Recreatimi Center. Q! 3644 Sponsorship/Advertisement -Amount collected for spmtsors or advertisements at the Recreation Center. 3645 Annual Membership -Amount collected for membership fees for the Recreation Center. 3646 Short -Term Membershtp -Amount collected For temporary membership fees for the Recreation Center. 3647 Daily Admissions -Amount collected for da11y membership fees for the Recreation Center. 3648 Pmrch Passes -Amount collected for 10 and 20 punch passes that act as daily membership to the Recreation Center as well as attendance at specialty fihress classes held at the center. 3649 Miscellaneous Pees -Amount collected at the Recreation Center for miscellaneous fees such as workout logging devices, and other Items sold at the center. 3650 Pitness Classes -Session Based -Amount collected fm• fitness classes held at the Recreation Center. 3651 Small Group Persmral Training -Amotmt collected for Recreation Center members that sign up for a small group personal trainhrg session. 3652 Personal Training -Amount collected for Recreation Center members that sign up for personal paining services. 3653 Blective Participant Premium -Amotmt collected for City provided health insurance for reth•ed employees or former employees on COBRA. 3660 Debt Service Pees -Amount collected from sewer users to retire debt issued by the City. 3665 Debt Service Pees - 1BPA Loan - Amomtt collected from sewer users to reth•e an Illinois Environmental Protection Agency loan used to consolidate the Central and South Wastewater Treatment Plants. 3682 Mowing/Weeds -Amount collected for the cutting m• removal of weeds and plant growth in excess of 8 htches which is paid for by the owner of the property. 3683 Alarm Board Revenue -Fines collected on false alarms after having six fi•ee alarms. 3711 Meethrg Rees -Planning & Zonhtg -Reimbursements by developers and zoning petitioners For the Planning & Zoning Commission hearing attendance collected in the Retained Personnel Fund. 3715 Annexation Income -Amotmt collected as determined by the annexation agreement. 3720 Operating Fees -Amount collected through pernilt fees mt behalf of the school districts, fire dish•tct and library district from the developer to pay Its fah• share of public improvements that may be requh•ed because of the new development. These fees are paid out to the dishricts monthly. 3730 Bngineering Fees - Rehnbursements by developers for expenses paid for contracted engineering advice and service ht the Retained Personnel Fund. 25 3735 Legal Fees -Reimbursements by developers for expenses paid for legal fees in the Retained Personnel Pund. 3740 Fees -Developers -Miscellaneous -Reimbursements by developers for miscellaneous expenses such as recording fees in the Retained Personnel Fund. 3745 Gravel Mining/Amtexatlon Agreement- Amount received per the annexation agreement for the gravel pit within the Clty. 3750 Refmtds -Developers -Amount paid by developers fm• a retained personnel deposit that is over and above the expenses and will be refunded to the developer. 3760 Received from Developers -Amount collected fi•om developers as contributions to public improvements such as signs, traffic signals, intersection improvements, etc. 3775 Developer Donations -Schools -Amount collected through permit fees on behalf of the school districts from the developer to pay its fah• share of public improvements that may be required because of the new development. These fees are paid out to the school districts annually. 3780 Developer Donations -Parks -Amount collected through permit fees for parks fi•om the developer to pay its fair share of public improvements that may be required because of the new development. 3785 Developer Donations -Library -Amount collected through permit fees on behalf of the library district fi•om the developer to pay its fair share of public improvements that may be required because of the new development. These fees are paid out to the library district annually. 3790 Developer Donations -Fire -Amount collected through permit fees on behalf of the fire district from the developer to pay its fair share of public improvements that may be requh•ed because of the new development. These fees are paid out to the fire district annuaily. 3815 Donations -Amount donated to rite City for various reasons. 3830 Employer• Contributions -Actuarial contrived amount that the City contributes to the Police Pensimt Pund. 3831 Employee Cmttributions -Amount collected from employees for benefits provided by the Ctty. 3832 Cable Franchise Fees -Amount charged to a cable television company for the use of public right -of --ways. 3835 Garbage Bags -Amount collected For the sale of garbage sticicer•s to residents. 3845 Rental Income -Rent charged fm• the use of muntc[pal properties including Maiu Street Statist, Hickory Creels Farm, farmlands, water towers, the marina, etc. 3881 Reimbursement - Cormnunicat[mtDesk-Amount charged to agencies that the City provides dispatclt[ng services for. 3882 Reimbursement -Miscellaneous -Reimbursement for expenses for city services provided such as school t•esource officers, traffic control, snowplowing, etc. 3885 Reimbursements -Property Insurance -Insurance payments for property damage within the City. 3890 Miscellaneous Incmue -Revenue that does not fit into other categories such as handicap placat•ds, lien fees, collection fees, adjudication court fees, etc. 3915 Boud Interest Rebate -Interest rebate issued to the City from the Department of the Treasury ]eternal Revenue Service for Recovery Zone Economic Development Bonds and Build America Bonds. 3920 Sale of Fixed Assets -Proceeds Frmn the sale of munic(pal owned fixed assets. 3969 Transfer -TIF -Internal Fund Transfer from the TIF Fund to cover debt service fees. 3970 Charges for Services -Internal Fund Transfer four the Water/Sewer Fund to cover administrative costs for the issuance of utility bills. 3971 Trausfers - Amtexation Fund -Internal Fund Transfer from the Annexation Fwtd to cover debt service fees. 3972 Transfers -Recreation Center Fund -internal Fund Transfer from the Recreatiat Center Fund to cover debtservice fees. 3975 Transfers -General Fund -internal Fund Transfer fi•om the General Fund to cover debt service fees, capital expenses, insurance expenses, and information technology expenses. 3978 Transfers -Water/Sewer Fund -Internal Fttnd Transfer from the Water/Sewer Fund to cover debt service fees, utility division expenses, insmrance expenses, and information technology expenses. 3986 Transfers -Motor Fuel Tax Fund -htternal Fund Transfer from the Motm• Fuel Tax Fund to cover debt service fees. 3994 Transfers -SSA #4 -Internal Fund Transfer from the SSA #4 Fuud to cover expenses for the Lakewood Road Utility. 3999 Transfers -Other tends -Internal Fund Transfer ft•om miscellaneous special revenue funds and htternal service funds to cover items such as fireworks, risk management, etc. z� Expenses 4010 Salaries -Regular -Salary expense fin• employees who wotic 40 hours or full time. 4020 Salaries -Sworn -Salary expense for sworn police department employees who work 40 bows ot• full time. 4030 Salaries -Regular Part-time -Salary expense fin• employees who wmlc less than 40 bows, but are employed throughout the calendar year. 4050 Salaries -Regular Overtime -Salary expense paid to non-exempt non -sworn employees at one and mte-half times or two times the employee's regular hourly rate for all hours wmlced in excess of forty hours per week. 4055 Salaries -Regular Sworn Overtime -Salaty expense paid to non-exempt sworn employees atone and one-half times the employee's regular hourly rate for all hours worked in excess of forty hours per week. 4060 Salaries -Snow Removal Overthne -Salary expense paid to non-exempt non -sworn employees at one and one-half times m• two times the employee's regular how•ly rate for all hours worked in excess of forty hours per week for snowplowing. 4000 Salaries -Career Ladder -Salary expense paid to swm•n police department employees For on -call and investigator stipend pay. 4100 Salar[es -Seasonal/Part-time -Salary expense fot• employees who work less than 40 hours per week and can be seasonal help. 4220 Salaries -Boards &Commissions -Salary expense for the Mayor, Council members, the City Cleric and the Planning and Zoning Commissioners. 4310 Health Insurance -Expenses for employee group medical insurance prem[ums. 4320 Dental Insurance -Expenses for employee group dental insurance premiums. 4330 Life Insurance -Expenses for employee group life insurauce premiums fa• city provided coverage at $30,000. 4340 Vision hnsurance -Expenses for employee group visimt insurance premiums. 4410 Contribution -FICA -The employer contribution of Social Security and Medicare, which is currently at 7.65% of eligible wages. 4420 Contribution IMRF -The employer contribution of IMRF for all employees covered tinder the IMRF program. 4430 Cmrtribution Police Pension -The amowtt provided through property tax collection for the Police Pension Fund. This amount is determined by an actuarial study conducted on an annual basis. 4510 Uniform Allowance -Expenses for uuifotms and personal protective equipment provided For those public service employees required to wear uniforms while perfm•nting theirjobs. 4910 Reth•ement Benefits - Reth•ement benefits paid to police pension beneficiaries who apply for a regular pension. 4920 Disability Benefits - Retiement benefits paid to police pension beneficiaries who have been found to have a duty dlsabil[ty. This type of pensions must be approved by the Police Pension board. 4930 Sut•vivor Benefits - Reth•emeut benefits paid to the survivhtg spouse of a police pension beneficiary. 4940 Non -Duty Disability Benefits - Reth•entent benefits paid to police pension beneficiaries who have been found tohave anon -duty disability. This type of pensimts must be approved by the Police Pension board. 4990 Contribution Refund -Refund of police pension contributions made by a sworn employee that is no longer employed with the City. The employee mist request a refund from the pension fund. 5110 Contractual Services -Expenses that are based mt a contract ot• are paid on a monthly basis such as mowing, PACE fees, copier lease payments, bank service charges, miscellaneous building charges, etc. 5200 Contract Custodial -Expenses for monthly janitorial serves at the Recreat[on Center. 5215 Retention/Promotion -Expenses for promotional materials for the Recreation Center. 5220 Engineering Fees -Expenses paid for conhracted eng[neerhtg advice and service in the Retahted Persomtel Fund, which are reimbursed by the developers. 5230 Legal Services -Expenses for contracted legal advice and services. 5245 Health HRA Reimbursement -Employee health insurance reimbursement expenses paid by the city that covets expenses above the ht-house set deductible up to the Insurance carrier's deductible. 5310 Postage &Meter -Expenses for postal related services such as stamps, bulls mailings, overnight deliveries, UPS, etc. 5320 Telephone -Expenses for telephone lines, alarm circuits, and cellular phone services. 5321 Cable/TV -Expenses for monthly cable television service at the Recreation Center. 5330 Printing &Publishing -Expenses for advertisements such as employee recruitment ads, bid notices, legal notices, and otltet• tegtrit•ed notices. Expenses also for• the city newsletter• and pt•inting of vehicle st[cker notices and ut[lity bills. 5370 Repair &Maintenance -Expenses for routine maintenance on uttuticipal vehicles. 5375 Repair & Maintenance - Equipmeut -Expenses for routines maintenance on municipal equipment. 53II0 Repair &Maintenance -Utility System -Expenses for routine maintenance on numicipal utility systems. 5410 Dues -Expenses for mmnbership dues for various professional organizations. 5420 Travel Expenses -Expenses paid for travel related costs such as mileage, tolls, per diem, lodging fm• conferences and training for employees mt municipal business. 5430 Training -Gxpenses inch[ding registration fees, tuition, etc. For attendance at professional conferences and meetings fa• professional development. 5440 Tuftion Reimbursement -Expenses for tuition that covers successful completion of course work with proof of a passing grade or certification. 5450 Publications -Expenses for Uooks, magazines, periodicals, pamphlets, maps, subscriptions, training materials, etc. used for professional development. 5510 Utilities -Monthly expenses for utilities used Uy numicipal Uuildings including electric and natm•al gas. 5520 Street Lighting - Mmtthly expenses for elechic usage for sheet lights throughout the city. 55II0 Disposal -Gxpenses for sludge removal at the wastewater plant. 5600 Credit Card/Bank Fees -Expenses for monthly credit card and banking fees charged to the Recreation Center. 5950 MCMRMA Fees -Expenses for McHem•y County Municipal Risk Management Agency annual fees for insurance that covers unemployment, workers compensation, car insurance, liability, fire, theft, property damage, etc. 5960 Insurance Premiums -Miscellaneous -Expenses for notary bonds and public official bonds. 59II0 Property Damage -Expenses to repair nnmicipal property damage that will be covered with insurance. 6110 Materials &Supplies- Expenses for operating materials &supplies such as custodial cleaning supplies, garbage stickers, miscellaneous building supplies, police h•aining supplies, anununition, badges, etc. 6111 Supplies -Custodial -Expenses for contracted custodial services at the Recreatimt Center. 6120 Supplies -Childcare -Expenses for small toys, books, and art supplies for the childcare room at the Recreation Center. 6130 Supplies -Safety -Expenses for first aid and other miscellaneous safety items for the Recreatiat Center. Kta 6141 Office Furniture/Equipment -Expenses for desks, chaps, and other smaE equipment at the Recreation Center. 6142 Fitness Equipment -Expenses for fitness balls, bands, mats, cardio equipment etc. aC the Recreation Center. 6210 Built Office Sttpplfes -Expenses fm• pens, pencils, paper, staples, binders, folders, calendars, htk, etc. 6250 Gasoline &Oil -Expenses for gasoline and oil used for municipal vehicles. 6270 Small Equlpntent &Tools -Expenses for equipment and tools used to maintaht municipal equipment and personnel such as body arntm•, evidence equipment, weed trimmers, shop tools, etc. 6290 Safety & Petsonal Protection fignipment -Expenses For personal protective equipment provided to employees such as goggles, boots, chest waders, etc. 6310 Police -Canine Unit -Expenses for training, Food, veterinarian bills, etc, for the sworn canine ofOcer. 6340 Poltce -Forfeiture Expenses -Expenses that are paid for using police forfeiture funds that must be tracked separately. 6920 Special Events -Expenses for community festivals and events such as the fireworks, commtmity pool party, daddy/daughter date night, etc. 6940 Administrative Bxpenses -Expenses for notary Fees, secretary of state Fees for vehicles, county recording fees, holiday ]tghting, real estate taxes, eCc. 6945 Development Expense -Sales tax incentive payments based on the terms of the development agreement. 6950 Forestry -Expenses for the tree program including trees, watering, chainsaws for trimming, tree removal, eCc. 6960 Miscellaneous Expenses -Expenses for miscellaneous items not previously covered such as insurance processing fees. 6961 Miscellaneous Refunds -Expenses for refands of retained personnel deposits that are not used for development expenses. 6965 Reimbursements -Flexible Spending -Expenses paid to employees fi•om their flex[ble spendbtg accounts for qualified medical expenses. 6970 Distributimts -Schools -Permit fees that are collected on behalf of the school districts from the developer to pay its fair share of public improvements that may be requh•ed because of the new development. These fees are paid ottt to the school districts annually. 31 6980 Dish•ibutions -Library -Permit fees that are collected on behalf of the library district from the developer to pay its fair share of public improvements that may be requh•ed because of the new development. These fees are paid out to the library district annually. 6990 Distribntions -Fire -Permit fees that are collected on behalf of the Fire district from the developer to pay its fair share of public hnprovements that may be requh•ed because of the new development These fees are paid out to the fit•e district annually. 7100 Bond Principal -Amount paid for principal payment on bonds. 7110 Capital Lease Principal Payments -Amount paid for principal payments on capital leases. Capital leases are used when the item is going to be purchased when the term of the lease is over. 7200 Bond Interest -Amount paid for interest payments on bonds, which az•e charges paid rat the principal based on an agreed upmt rate. 7300 Fees -Paying Agent - Amountpaid to an escrow agent for various filings for the issued bonds. 8100 Land Acquisition -Amount used for• the purchase of land. 8200 Buildings -Amounts paid for the acquisition and improvements to municipal buildings. 8300 Equipment -Amount paid for the acquisition of equipment costing $5,000 or more such as machines, shop equipment, playground equipment, mowers, etc. 8400 Vehicles -Amount paid for the acquisition of vehicles and the necessary equipment to use the vehicle. 8500 Utility System -Amount paid for the acquisition and Improvements to the water and sewer utility systems. 8600 Streets -Amount paid for improvements to municipal sheets. 8800 Parlc Improvements -Amount paid for improvements to municipal parks. 8900 Publ[c Improvements -Amount paid for the acquisition and improvements to other miscellaneous municipal capital items. 9510 Depreciation -Amotmt charged as an expense for an expired pm•tion of a fixed asset. 9901 Transfer -General Fnnd -Internal Fund Transfers from the Tourism Fund to cover miscellaneous special events with hotel/motel taxes. 9904 Transfer -Debt Service Fund -Internal Fund Transfers fi•om various City funds to cover annual braid interest and principal costs for City projects. 9920 Pm•chase Service - Risl[ Management -Internal Fund Transfers fi•om General Fund Departments as well as Water/Sewer• Fund Departments and Infm•mation Technology Fund to cover the insurance premhmts for McHenry County Municipal Rislc ManagementAgency. These premiums 32 cover unemployment, workers compensation, car Insurance, liability, fire, theft, property damage, etc. 9921 Purchase Service -Billing General Ftutd -Internal Fund Transfers to the General Fund For the water and sewer portion of costs that are paid for by the finance department for billing administrative dirties and water/sewer bill mailings. 9922 Purchase Service -Information Technology -Internal Fund Transfer to cover Information technology expenses for all departments withht the city. These expenses include salaries and benefits for Information Technology employees as well as computers, supplies, and software used ht all City departments. 9923 Purchase Service -Audit Fund -Internal Fund Tt•ansfer to cover the external auditing annual fees for all fiords within the City. 9930 Transfer -Water/Sewer Fund -Internal Fund'fransfer to the Water and Sewer Divisions to cover Utility D[vision expenses. 9936 Transfer -Utility Improvement Fund - htternal Fund Transfer• 6•om the Water and Sewet• Divisions to cover Capital expenses for the Utility System. 9942 Transfer -Capital Lnprovements Fund -Internal Fund Transfer from the General Fund Deparhnents to cover capital charges for items that are over $10,000 and have a useful life of over 5 years. 9944 Transfer -Band Fund -Internal Fund Transfer from the General Fund to cover the music in the park weekly event. This covers the expenses for the municipal band as well as community bands that perform. 9945 Transfer -Civil Defense Fttnd -Internal Fund Transfer from the General Fund for• expenses to train personnel and tnalntaht the early warning system equ[pment to protect and defend the City From natural disasters or man-made envirmtmental disasters through early warning and public notification systems. 9946 Transfer -Capital Equipment Fund -Internal Fund Transfer from the General Ftmd Deparhnents to cover capital vehicle and equipment charges for items that are over $1Q000 and have a useful life of over 5 years. 33 x I:f._ Summary of Proposed Revenues -All Funds A B C D E F 1 t r 2 3 Total Net 4 Revenue Transfers avenue 6 8 General Fund $24,G88 778 $630,289 $24,068,488 7 S eclat Revenue Funds 8 Band Fund 12,000 12,000 0 9 10 11 12 13 14 15 18 17 18 Total Civil Defense Fund Alarm Board Fund Audit Fund Annexation Fund Motor Fuel Tax Fund Develo er Donations Develo er Donations Parks TIF Fund PageanlFund Tourism Fund Special Revenue Funds 6,000 208,000 40,102 330 000 1,141,106 60,000 149,000 702,000 4,000 26 000 2,878,208 6,000 0 13,678 0 0 0 0 0 0 Q 31,676 0 208,000 28,426 330,000 1,141,106 60,OOD 148,000 702,000 4,000 22 6.000 2,846,532 19 20 21 Ca Ital Pro act Funda 22 23 24 26 26 Recreation Center Construction Fund S eclat Service Area #1A S eclat Service Area 1J4 Ce Ital Im rovemenls Fund Local Slreels Im rovemenls 775,685 0 16,847 70,471 0 111,985 0 0 0 0 663,600 0 16,847 70,471 0 27 Total Capital Equipment Fund Capital Protect Funds 29 000 891,903 29.000 140,986 Q 760,818 28 29 30 Debt Service Funds 31 Total Debt Service Fund Debt Service Funds 10_. 87.670 1,067,670 0801 1,080,177 7493 7,493 32 33 34 Pro rleta Funds 35 38 37 36 39 40 Total Public Works -Water Public Works -Wastewater Public Works - UIIIiI Ca Ital Develo menl Fund. Marina O eralions Fund Ullllty Improvements Fund Proprietary Funds 2,672,805 b,876,839 1,047,410 371,600 25,600 847 10,035,901 _ 0 0 1,048,410 0 0 16.847 1,063,2b7 2,672,805 6,878,838 1,000 371,60D 26,600 5 000 8,972,644 41 42 43 brternal Service Funda 44 45 Rlsk Mana amen) Fund Information Technolo Fund 744,291 896,b89 718,291 896,089 26,000 600 46 Health Insurance Fund Total Internal Service Funds 3.339.279 4,980,159 82. 33.829 4,448,309 505.350 b31,860 47 48 49 Fiducla Funds 60 61 52 53 54 Medical Flexible S endin Fund 60,000 0 60,000 _Revolving Loan Fund 1,250 0 7,250 Police Pension Fund 3,821,742 2,231,742 1,690,000 Develo menl Escrow Fund 0 0 0 Retained Personnel Fund 75_`00 0 75.000 Total Fiduciary Funds 4.057.892 2 231.742 1,826.250 65 56 b7 r , �„ 35 Comparison of Budget vs. Proposed Revenues -All Funds A B C D E 1 2 3 Pecent q b General Fund 019/20 $24,080,427 020 27 $24,898,778 Difference $630,351 C en e 2.7% 6 7 8 9 10 71 12 13' 14 16 18 17 18 S eclat Revenue Funds Band Fund Civil Defense Fund Alarm Board Fund Audit Fund AnnexetfonFund Motar Fuel Tax Fund Develo er Donations Develo er Donations Parks TIF Fund Pa eant Fund Tourism Fund Total Special Revenue Funds 12,000 6,000 206 600 39,079 320400 898,948 150,OOD 297,000 501,OOD 2,000 228.000 2,468,925 12,000 8,000 208,000 40,102 330,000 1,141 106 60,000 149,000 702,000 4 000 228.000 2,878,208 0 0 1,600 1 023 9,800 444180 90,000 140 000 201,000 2,000 4 421,283 0.0% 0.0% 0.7°k 2.8% 3.0°h 83.7% -60.0°h -49.6% 40.1% 100.0% 17.1% _ 19 20 21 22 23 24 26 26 27 Ca ital Pro ect Funds Recreation Center Conslrucllon Fund S eclat Services Area #1A S eclat Service Area #4 Ca Ilal im rovemenls Fund Local Streets Im rovemenls Capital Equipment Fund Total Capital Protect Funds 815 354 0 16 847 70 774 0 0 1,002,975 775,685 0 18,847 70,471 0 9 00 891,903 139 789 0 0 303 0 �8 000 (111',072) -15.3% 0.0% 0.0% -0.4% 0.0% 0.0°0 -11.1% 28 29 30 31 DebtServlceFurrds Debl Service Fund Total Debt Service Funds 1 293.115 1,293,116 1 0. 87.670 1,087,670 205 445 (205,A45) -15_9% -1b.9% - 32 33 34 35 36 37 38 39 40 Pro rleta Funds Public Works -Water Public Works -Wastewater Public Works - Ullil Ca Ilal Develo menl Fund Marina O stations Fund Ulillly Improvements Fund Total Proprietary Funds 2,643,112 8,084,166 1,131,810 371,000 Ab 350 31.847 10,207,085 2,872,805 5,676 839 1,047,410 371,600 25,500 41.847 10,035,901 129,893 207,327 84,200 600 19,850 10.000 (171,184) b.1% -3.4 -7.4% 0.1 -43.8% 314°0 -1.7% 41 42 43 44 45 48 Internal Service Funds Risk Manes ement Fund Iniormallon Technola Fund Heailh Insurance Fund Total Internal Service Funds 724,291 884,950 3 4. 87.433 4,876,874 744 291 896,589 3.339.279 4,980,159 20,000 231,639 48 1 103,485 2.8% 34.8% 2.1% 47 48 49 50 Fiducla Funds Em to ee Flexible S endin Fund 50,000 80,000 10 000 20.0% Revolvin Loan Fund 1,50D 1,250 250 -18.7% Police Pension Fund 3 482,421 3 921,742 459 321 13.3% Develo menl Escrow Fund 25,000 0 26,000-100.0% Retained Personnel Fund �6 000 7b.000 0 0.0° Total Fiduciary Funds 3.813.921 4 057.992 444.071 12.3°0 61 62 53 54 65 58 57 r i� Summary of Revenues and Other Financing Sources -All Funds Property Taxes 5,485,632 2020/21 5,693,632 Dollar Change Chang 208,000 3.79% Sales Taxes 10,666,375 11,057,997 391,622 3.67% Intergovernmental Revenue 3,820,281 4,353,609 b33,228 13.96% Licenses &Fines 1,267,000 1,773,000 506,000 39.94% SeMces Charges 11,420,889 11,028,868 (392,021) -3.43% Interestlncome 1,149,200 1,523,100 373,800 32.b4% Bond Proceeds - - - 0.00% Transfers 9,590,111 9,626,435 36,324 0.38% Other Flnancing Sources 4,111,634 3,574,070 (537,564) -13.07% Total 47,511,122 48,630,611 1,119,489 2.38% 2020/21 Budget Revenues by Source Property Taxes Other Financing— 12% Sources 7% Sales Taxes 23% Transfers zo% Oond Proceeds) - 0% /t ' Interest Income_// 3% ltarges 23 Intergovernmental Licenses &Fines Revenue 3% 9% 37 Summary of Proposed Expenditures -All Funds A g C D E F G 1 r t 2 3 Total Nel 4 e e s ud e G General Fund 8 Adminislretion 2 241 484 $92 080 2 148 804 7 Elected OlBces 103 278 8 849 94 427 8 Communil Develo manl 988,849 79149 909700 9 Finance De ariment 1 918 414 31 G 628 1 800 788 10 Human Resources 282,174 11 192 260,982 11 Economic Develo menl 299,742 19 000 280 742 12 Police Commission 8 953 0 6 963 13 Police De admenl 10 678 476 82A fill 9 951 984 14 Dis atch De edment 2 697 266 88 694 2 608 661 15 Public Works-Adminlatralion 428 317 43 489 382 840 16 Public Works -Streets 3 363 817 110 017 3 263 800 17 Parks and Recreation 2 880.b52 262 206 2 398.347 Total General Fund 25,443,288 1,666,472 23,787,816 18 19 20 S eclat Revenue Funds 21 Band Fund 14 600 0 14 600 22 Clvil Defense Fund 6,300 0 6 300 23 Alarm Board Fund 92 000 0 92,000 24 Audit Fund 43 80b 0 A3 805 26 AnnexellOn Fund 335 000 236 000 100 OOD 28 Motor Fuel Tax Fund 1 207,810 399 917 807 893 27 Develo er Donations 100 000 0 100,000 28 Develo er Donations Parks 482,600 0 482 600 29 TIF Fund 293 895 � 223 835 70 000 30 Pa eant Fund 3 900 0 3 900 31 Tourism Fund �1 a0Q Q8-004 �Q 32 Total Species Revenue Funds 2,909,460 957,762 1,951,898 33 34 Ca Ital Pro act Funds 36 Recreation Center Conslrucllon Fund 782 882 188 670 674,112 36 S eclat Service Area f11A 0 0 0 37 S eclat Servlce Aree f!4 18 847 18 847 0 38 Ca Ilal Im rovemenis Fund 104,689 29 000 76 689 39 Local Streets Im rovemenla 0 0 0 40 Capllal Equipment 4 Q Q 41 Total Capital Protect Funds 884,118 234,417 849,7D1 A2 43 Debt Service Funds 44 Debt Service Fund 1.089.919 Q 1.089 919 45 Total Debt Service Funds 1,089,919 0 1,089,919 46 47 Pro rieta Funds 48 Public Works -Water 2 988,948 1,068,474 1 822 474 49 Publlc Works -Wastewater 8 801,143 810 310 6 78D 833 60 Publlc Works - Ullll 1 046 410 0 1 O48 A 10 61 Ca Itel Develo menl Fund 0 0 0 52 Marina O eratlona Fund 43 000 0 43,000 53 Ullllly Improvements Fund Q Q Q 64 Total Proprietary Funds 10,879,601 1,878,784 8,802,717 56 66 Internal Service Funds 67 Risk Mena ement Fund 929,603 22 603 907 000 68 Information Technoto Fund 931 087 8,867 924 230 68 Heailh Insurance Fund 3.330.780 Q 3 338.780 80 Total Internal Service Funds 6,199,370 29,360 6,170,010 81 62 Flducia Funda 83 Em to ee Flexible S endin Fund 80 000 0 80,000 84 Revolvin Loan Fund 0 0 0 85 PoBce Pension Fund 2,281 713 3 960 2 277,783 BB Develo ment Escrow Fund 0 0 0 87 Relalned Personnel Fund 75 000 0 76 000 88 Flduclary Fmrds 2418713 3950 2412763 89 70 Q: Comparison of Budget vs. Proposed Expenditures -All Funds 1 2 A B - 1 r C D E F G H I 3 4 G Total Total e Bud Bled Bud sled 7 Ex endllurea Ex endilures Percents e e O Iference e 9 General Fund 10 Atlminlstrallon 52380,327 $2,241484 5118083 -5.04°/, 11 Elected Offices 94100 103,278 9178 9.7G% 12 Communil Develo menl 921,054 908848 87795 7.38% 13 Flnence De enmenl 1743040 1918,414 173,374 9.95% 14 Human Resources De arimenl 268431 282,174 3743 0.00% i6 18 17 Economic Develo meet De arlmenl Police Commission Police De erlment 288054 8,953 10,13137fl _ 280,742 8,953 10670,476 11,888 0 445088 _ 0.00% 0,00% 4.39% 18 _ Dis etch De arlmenl 2,652,307 2 G97 265 _ 44 e8tt 1.78% 19 Public Worke-Atlminisirellon 442,829 428317 1G G12 -3.73% 20 Public Works -Streets 32470GG 3,383,817 11G 7G2 3.80% 21 Total Parka end ReaBelion General Fund 2.498.024 24,643,833 2.860.552 25,443,2D8 162.628 098,G55 G.61% 3.87% 22 23 24 S eclat Revenue Funds 25 Band Fund 16,000 14600 600 -3.33% 28 Civil Defense Fund 6 300 _ 6,300 0 0.00% 27 Alarm Board Fund 92,OOD 92,000 0 0.00% 20 Audk Fund g0011 43805 3b94 8.98% 29 Annexation Fund 818,000 335,000 280,000 -4G.53% 30 Motor Fuel Tax Fund 1,034,30.5 1,207810 173,605 18.78% 31 Develo er Donallons 150000 100,000 60,000 -33.33% 32 Develo er Donallons Perks 611,600 402600 29000 -5.87% 33 TIF Funtl 310735 293835 18900 -5.q4% 34 Pe sent Fund 1 900 3,900 2 000 105.28% 35 Total Tourism Fund Special Revenue Funtls 2,99211,422 2,909,460 1 .329 (07,972) �2.74% 38 37 38 Ce ital Pro act Funds 3D Reaeallon Center Conslmcllon Fund 905,180 782,882 142,470 -15.74% 40 S eclat Service Area 111 A 0 O 0 0.00 41 42 S eclat Service Area it4A Ca Ilal Im rovemenls Fund 18647 053,221 18,847 104 589 0 848 632 0.00% -89.03% 43 Local Street Im rovementa Fund 0 0 0 0.00% 44 Total Cepllal Equipment Funtl Cepllal Pro)ecl Funds g 1,876,228 g 804,110 B (991,110) O.DO% -62.85% 45 48 47 Debt Service Funds 4D Total Debt Service Fund Debt Service Funtls 1.857.985 1,857,965 1.089.819 1,088,919 f588,Q481 (680,048) _34.28% -34.26% 49 60 61 Pro riela Funds 62 Publlc Worke- Weler 2,874,277 2,988,040 114,871 3.98% 53 Publlc Works -Wastewater 8,206,380 8801143 305783 4.8G% 64 Public Works - Ulllll 1 138 880 1 048,410 92 460 •0.12 % 55 _ Ce ilel Develo ment Fund 0 0 0 0.00% 68 MarinaO erallons Fund 43000 4300D O O.00% 67 Total Ulliity Improvements Fund Proprietary Funds 0 10,351,617 Q 10,879,601 Q 327,984 p D• 3,17% 68 69 80 Internal Service Funds ei Risk Mana emenl Fund 899681 029603 29942 3.33% 02 Information Technolo Funtl 884 948 931 087 288 139 40.02% 83 Heellh Insurance Funtl Total lnlemel Service Funtls 8 O 6,051,641 3.330.780 6,19D,370 (148.2521 147,829 -4.25% 2.93% 64 G5 88 Flducie Funtls 87 Em Io ee Metlical FlexibleS endln Fund 60000 80000 10000 20.00% 88 Revolvin Loan Funtl 0 0 0 0.00% 89 Police Pension Fund 2105,093 2,281.713 178820 8.39% 70 71 Total Daveto menl Escrow Funtl 25000 0 26,000 0.00% Relalnetl Personnel Funtl 76.000 76.000 Q o.Do% Fiduciary Funtls 2,2G5,093 2,418,713 181,820 7.17% , 72 73 74 39 Expenditures by Function -All Funds Expense Budget 2020/21 All Funds Function � _ ' __ 2020/21 Dollar Change " rsroen Change General Go�erninent 2,921,571 3,067,115 3,593,036 525,921 17.15% Public Safety Public Works 13,615,030 10,071,100 14,244,958 12,197,917 14,833,741 12,664,365 588,783 466,448 4.13% 3.82% Culture and Recreation 2,606,511 2,945,832 3,235,359 289,527 9.83% Capital Projects Comm. & Econ. Dev 3,446,500 1,270,361 3,654,872 1,502,739 2,626,982 1,515,442 (1,027,880) 12,703 -28.12% 0.85% Debt Service 1,661,919 1,657,965 1,089,919 (568,046) -34.26% Other 4,293,363 4,414,746 4,305,780 (108,966) -2.47% Total 39,886,355 43,686,144 43,864,624 178,480 0.41% Debt Capital Pr 6% other 2020/21 Budget so% Service Expenditures by Function* 3% Comm. & Econ.� `� - -) Dev 3i i ects — CuU Rec Public 29 % *Note: Total does not include inlerfund transfers General Government 8% Public Safety 34% t� NN ". , General Fund Revenues, Expenditures &Fund Balance Summary GENERAL FUND OVERVIEW: The General Fund represents the core revenue and expense fund for municipal functions. General Fund Revenues are comprised of Intergovernmental sources such as Property Tax, State Sales Tax, Local Sales Tax, State Income Tax, State Replacement Tax, State Pull Tabs, Inter Track Wagering, State Communications Tax, and State Grants; Local Som•ces such as Franchise Pees, Licenses and Permits, Fines and Forfeitw•es, Charges for Services, and Interest Income; and Miscellaneous sources such as Donations and Reimbursements for Services. General Fund Expenses include persomiel, contractual, supplies and other operating expenses related to the following operating budgets -Administration (100.01), Elected Officials (100.02), Community Development (100.03), Finance (100.04), Human Resources (100.05), Economic Development (1U0.06), Police Commission (100.21), Police (100.22), Police Dispatch (100.23), Public Worlcs-Administration (100.30), Public Worlcs-Streets (100.33), and Parlcs and Recreation (100.41). Please r•efer•ence the attached spreadsheet titled "General Fund — Revenues, lixpenditur•es and Prrnd Balance Srrmtnary"for• the following discussion. General Fund Revenue, Expenditure and Fund Balance Summary In summary, FY20/21 proposed General Fund Revenues and Expenditures reflect total revenues of $24,698,778 (an hicrease of $63$351 or 2.9% from the FY19/20 Budget amount), and total operating expenditures of $24,137,888 (an increase of $1,216,830 or 5.5%, less capital, from the FY19/20 Budget amount). This reflects a net difference (revenues over expenditures) of $560,890. Importantly, this means that the proposed General Fund Operating Budget, as presented, is BALANCED. While specifics will be detailed in the discussion that follows, the primary reasons for increases in revenues relate to projections for State and Local Sales Taxes which does include the first full year increase of 0.25% in the Local Sales Tax Rate (an increase of $391,622 combined with the existing Sales Tax Receipts), the projection for Income Tax Receipts (an increase of $114,716), the projection for Video Gaming revenues (an increase of $40,000), Fines and Forfeitures (an increase of $94,000), and Reimbursements related to charges fo►• dispatch fees and internal fund transfers [a total increase of $209,811). These are offset slightly by decreases to ►•evenues due to the Telecommunication Taxes ($5,000), Intert►•acic Wagering revenues ($9,000), Charges for Services related to charges for Parlcs and Recreation ($34,598), and Miscellaneous Income decreases due to FY19/20 one time revenues ($209,200). In ►•ega►•ds to expenditures, Personnel costs are proposed to increase by $476,493 (2.84%) due primarily to the wage and compensation study and bringing all non -bargaining unit employees to the 25�� Percentile ($96,377), FOP and IOUE 150 collective bargaining a2 contractual obligations ($260,035), a 2.2% CP[-U and 0.8% tnet•it (3.0%total) wage inct•ease for non-bargainhtg unit employees who fall above the Compensatimi Study 25�� Percentile ($30,711), and Police Pension costs ($149,321). These increases at•e partially offset by attrition ht the Streets Department ($74,560). It should be noted that a portion of the Police Dispatch Center costs are offset by General Fund Revenue increases in the form of reimbursements (Row 22) fi•om dispatch partner agencies and customers. Notably, FY20/21 General Fmid Expenditmre proposed Contractual costs are $232,829 (12.04%) higher than FY19/20, Supply costs reflect an increase of $121,125 (14.99%) and Other costs increase $351,500 (49.56%). Finally, the FY20/21 General Fund Expenditm•es, as identified in this attachment, do not include any transfers for Capital Improvement or Capital Equipment. As discussed as part of the Capital Improvement Program process, Capital Bnprovement or Capital Equipment pt•ojects implemented in FY20/21 will be fwtded through the General Fund Balance. All general fund capital pt•ojects that at•e identified for funding in FY20/21 are discussed on pages 18 and 19 of this memot•andutn. Carrying the General Fwtd Revenue and Expenditure estimates through the end of the fiscal year (April 30��), it is projected that the total General Fund Balance will be $7,595,155 (Column 0, Row 43). As defined in the Fund Balance and Reserve Policy, the estimated requited 120 day General Fund Balance Reserve would be $8,287,342, which highlights that the projected General Fund Balance is approximately $692,187 short of the requh•ed General Fund Balance. As will be identified, the projected General Fund Balance will be t•educed by capital improvement pt•ojects to be funded tht•ough the General Fund Balance (Disaster• Recovery Project, In -House Camera System Upgrade, Access Conhol Replacement, Police Portable Radios, Salt Storage Facility, Pavetnettt Maintenance, Bull Valley Road Multi -Use Path Extension, Oaltwood Dr. Culvert Rehab, Barreville Road Culvert Wingwall Repair, and Police Facility Improvements). Further, a reminder that the FY19/20 Estimated General Fund Revenues acid Expettditut•es are that, estimates, and economic factors or unforeseen expenses could change these dollar amounts befot•e the end of the cut•t•ent fiscal year. General Fund Revenues General Fttnd Revenues are derived from anumber of som•ces -taxes, video gamhtg, licenses and permits, fines and forfeitures, franchise fees, charges fm• services, reimbw'sement for services, donations, interest income, and other• miscellaneous sout•ces. While some revenues, litre Pt•opet•ty Taxes, can be clearly identified and estimated based on the adoption of the annual property tax levy, or based on historical performance, other revenues -such as Sales Taxes and State Income Tax -can be volatile based on economic tt•ettds. If anythhtg, the ecomm�ic recession of 2007/2008 sent a message to local governments that economic -based revenues are not guaranteed and can fluctuate based on the economy acid disposable income. Actions talten at the local level to plan/adjust fi•om this event resulted in the establishment of a "new norm" for futw•e budget considerations. Li estimating General Fund Revenues for the purpose of budget development, the City Adminish'ation tapes a conservative approach in order to; 1) ensw•e that General Fund 43 Revenue projections are not overstated to avoid deficit spending and the need to utilize the General Fmid Balance (e.g.,120 day unassigned fwid balance) for operational expenses; 2) limit excessive increases in operating expenditures; and 3) maintain a financial "buffer", in the form of the General Fund Balance, to protect the City from future unforeseen economic threats. Utilizing this philosophy, the City Administration then considers past revenue performance, cw•rent economic trends, local economic conditions, and economic forecast models developed by the Illinois Municipal League (IML) for use by local governments in developing revenue projections for the purpose of budget development. FY19/20 Budgeted Revenues (Colu►nn M) In FY19/20 total budgeted General Fund Revenues were $24,060,427 (Column M, Row 26). Of this, $4,942,359 (20.5%) was fi•om Property Taxes, $7,879,467 (32.7)% was from the City's 1% share of the State Sales Tax, $2,786,908 (11.6%) was from the .75% Local Sales Tax, and $2,719,444 [11.3%) ca►ne ft•om the City's share of the State Income Tax. Revenues derived from these four (4) sources we►•e budgeted at $18,328,178 or 76.2% of total General Fw�d Revenues. Of the remaining $5,732,249 (23.8%) in budgeted General Fund Revenues, $1,270,087 (5.3%)were from Charges for Services, $2,045,962 (8.5%) from Reimbursement for Services, $332,000 (1.4%) from Fines and Forfeitures, $230,000 (1.0%) fi•om Licenses and Permits, $320,000 (1.3%) from Franchise Fees, $560,000 (2.3%) from Video Gaming, $285,000 fi•om Telecommunications Tax (1.2%) and the remaining $689,200 (1.7%) came from all other sources combined. FY19/20 Estimated Revenues (Column N) The following estimated revenues aze based on 10-months of actual revenues and then projected through the re►nainder of the fiscal yea►• (Apri130, 2020). Unfortunately, in some cases this estimation is more difficult than simply dividing the 10-month actual by 10 and multiplying by 12 because of when specific revenues are received. Further, FY19/20 Actual revenues will not be Itnown and confirmed until approximately 2-3 months Qttne-July) after the close of the fiscal year due to the timing involved with the receipt of state -shared revenues and, ultimately, the completion of the annual audit in September/October 2020, 4- 5months into the new budgetyear. At this time, estimated General Fund Revenues are projected to be $24,383,755 (Column N, Row 26) or $323,328 (1.3%) higher than FY19/20 Budgeted revenues of $24,060,427. This reflects an estimated increase of $893,405, or 3.8%, fi•om FY18/19 Actual revenues of $23,490,350. Notably, FY19/20 Estimated Revenues, when compared to FY18/19 Actual revenues and FY19/20 Budgeted revenues, highlight the following: • (Row 10) State Sales Tax revenue is projected to be $158,680 (2.0%) highe►• than budgeted and $272,603 (3.5%) higher than the FY18/19 Actual amount. (Row 11) Local Sales Tax revenue is projected to be $34,015 (1.2%) higher than budgeted and $817,605 (40.8%) higher than received in FY18/19. It is important to [� note that in July the Local Sales Tax rate was raised by 0.25%and 10 months will be received in FY19/20• (Row 10 +Row 11) Combined, total Sales Tax r•everrue is estimated to be $192,695 (1.8%) higher• than budgeted and $1,090,208 (11.2%) higher than the FY18/19 Actual. State Sales Tax have shown significant signs of an economic recovery, but now appear to Ue leveling somewhat compared to the recovery period. Also, Local Sales Tax revenues do not include the sale of licensed or titled items -such as cars, boats, motorcycles, etc. As such, while the economic recovery and resulting increase in the sale of licensed vehicles had a positive impact on the City's portion of the State Sales Tax, this aspect has had rto impact ou Local Sales Tax r•evertues. • (Row 12) State Income Tax receipts are estimated at $153,559 (5.6%) higher than budgeted and $8Q538 (2.9%) higher than FY18/19. , • (Row 17) Video Gaming revenues are estimated to be $620,064, or• $60,064 (10.7%), higher than budgeted and $11,000 (1.8%) higher than FY18/19. • (Row 20) Fhres and Forfeitures revenues are estimated to be $21,381 (6.4%) higher than budgeted and $4,119 (1.2%) higher• than FY18/19. • (Row 22) Reimbursements for• services revenues are estimated at $38,780 (1.9%) higher• than budgeted and $253,328 (10.8%) lower• than FY1II/19. This is primarily due to the dispatch consolidation and cost reimbutsetnents by partner and customer agencies for dispatch services. In summary, FY19/20 L+stimated Revenues are projected at $323,328 (1.3%) higher than budgeted primarily due to State and Local Sales Tax receipts acid Income Tax Receipts. When compared to FY18/19 Actual revenues, total General Fund Revenues increased $893,405 (3.8°/a). L'Y20/21 Proposed Revenues (Column O) FY20/21 Proposed General Fund Revenues r•epr•esent a net increase of $638,351 (2.9%) fi•om FY19/20 Budgeted revenues and art i»ct•ease of $1,208,428 (5.1%) hour FY18/19 Actual revenues. Highlights of changes to General Fund Revenues proposed for FY20/21 htclude: • (Row 9) Based on Council action to freeze the property tax levy, Property Tax revenues at•e estimated to only increase by $8,000 over• the FY19/20 budgeted amount to better reflect actual revenues received fi•om Nunda Township and McHenry Township Road Districts over the last few years. • (Row 10) State Sales Tax revenues ar•e proposed at $8,071,089, $191,622 or• 2.49% higher than FY19/20 Budget. 45 • (Row 11) Local Sales Tax revenues are proposed at $2,986,908, an increase of $200,000 (10.14%) fiom the amount budgeted in FY19/20. This amount includes an estimated $995,000 from the increase in Local Sales Tax Rate of 0.25%for 12 months, the first full year with the additional rate. • (Row 10 +Row 11) Combined State and Local Sales Tax revenues are proposed at $11,057,997, an increase of $391,622 (3.7%) fi•om the FY19/20 Budget amount. • (Row 12) State Income Tax revenues are proposed at $2,834,160, an increase of $114,716 (4.44%) fi'om FY19/20. • (Row 14) State Telecommunication Tax revenues are proposed at $280,000, a decrease of $5,000 (3.7%) fi•om FY19/20 due to declining revenues over the last few years. • (Row17) Video Gaming revenues are proposed at $600,000, a $40,000 (9.3%) increase from FY19/20.Budget amount. • (Row 20) Fines and Forfeitures revenues are proposed to hncrease by $94,000, or 25.8% from the amount budgeted in FY19/20. • (Row 21) Charges and Services ►•evenues are proposed to decrease by $34,598, or 2.85%from the amount budgeted in FY19/20 due to charges for parks and recreation programs as well as internal fund transfers. • (Row 22) Reimbursements which includes the Police Dispatch Cente►• revenues derived from partner and customer agencies served through this facility, police impound fees, and other miscellaneous reimbursements are proposed to increase $209,811 or 10.23%. • (Row 25) Miscellaneous which includes State Grants are proposed to decrease $209,200 (486.51%) due to one-time grant revenues received in the prior FY. In summary, FY20/21 Proposed Revenues are $638,351 (2.86%) higher than budgeted in FY19/20 and $315,023 (1.3%)higher than FY19/20 Estimated revenues. The primacy reasons for the proposed increase include an increase in the City's portion of tite State Sales Tax ($191,622), an increase to the Home Rule Sales Tax ($200,000), an increase in the City portion of the Income Tax [$114,716), a proposed 9.3% increase in Video Gaming revenues ($40,000), an increase to Franchise Fees revenue ($20,000), an increase in Fines and Forfeitures Revenues ($94,000), and an increase to Reimbursement Revenue ($209,811). These inc►•eases are offset by reductions to State Telecommunication Tax revenues of $5,000 (3.7%), h�tertracic Wagering receipts of $9,000 (17.31%), Charges for Services of $34,598 (2.85%) and Miscellaneous Income of $209,200 (486.51%). Importantly, the identified increases to revenues allow for the implementation of the Capital Improvement projects discussed by the City Council as part of the CIP process while reducing the estimated General Fund Balance by $744,510 to $7,595,155. Tlris reflects 31.5% of FY19/20 operating expenditures. General Fund Expenditures General Fmtd Expenditw•es include persomtel, contractual, supplies and other• operathng expenses t•elated to the following operating budgets -Administration (100.01), Elected Officials (100.02), Comtnunity Developtent (100.03), Finance (100.04), Human Resout•ces [100.05), Economic Development (100.06), Police Commission (100.21), Police (100.22), Police Dispatch (100.23), Public Worlcs-Administration (100.30), Public Worlcs-Streets (100.33), and Parlcs and Recreation (100.41). In addition, the General Pund is the funding source for all capital improvement and capital equipment projects that are not related to water and/or sewer improvements or maintenance projects as these are funded through the Water and Sewer Fund and Capital Development Fund. General Fttnd capital improvement and capital equipment projects include any project over $10,000 related to public facility improvements and maintenance items, police vehicle and equipment acquisition or replacement, non -police vehicle acquisitimt at• replacement, park improvements, and stormwater/drainage improvements. As a frame of reference, the FY20/21-FY24/25 Capital Improvement Program contains more than $24 million in Genet•al Fund projects. Without a doubt, the needs identified in the Capital Improvement Progtatn fat• exceed the funding available for them. Finally, the General Fmtd also serves as a funding sow•ce for revenue transfet•s to other mtttticipal accounts found within Special Revenue Funds, Debt Set•vice Funds, Intet•nal Service Fwtds, and Fiduciary Funds. PY19/20 Budgeted Expenditures (Cohunn M) hi FY19/20, total budgeted expenditures (capital and operating) were $24,543,633. Budgeted capital expenditures were $1,622,575 and budgeted operating expenditw•es were $22,921,058. While this amount reflected an increase of $1,041,293 (4.4%) from the FY18/19 Actual expenditures (Column L, Row 35), this difference was due to Capital Improvement and Capital Equipment expenditures as well as the addition of two police officers and other personnel adjustments. `!'Y19/20 Estimated Expenditures (Column N) hi general, the City Adminish•ation - including DeparEment Directors, Superintendents, and Managers -closely monitor expenditures tluoughout the year to ensure that operating budgets stay within the appt•oved amounts. Fiscal diligence on behalf of all of these individuals most often results in expenditures being less than the amount budgeted. This then can be reviewed and adjusted accordingly as part of the succeeding year• budget development. a� Fm• FY19/20, operating expenditures are estimated at $22,195,173, or $725,885 (3.2%) less than the budgeted amount of $22,921,058. Highlights of changes to FY19/20 Estimated Expenditmres hnclude; • (Row 29) Reduced Personnel costs of $737,092 (4.2%) resulting fi•om decreased insurance costs as well as positions added in FY19/20 filled mid -yea►• or not at a]]. • (Row 30) Contractual costs are estimated at $16,057 (0.8%) less than the original budget. • (Row 31) Supply costs are estimated at $37,444 (4.4%) more than budget. This is largely due to higher costs in the Parlcs and Streets Division purchases. • (Row 32) Other estimated expenditures are estimated at $10,180 less than the original budget. • (Row 33) Capital Outlay expenditures are $510,3451ess than the original budget, but project expenses are rebudgeted for FY20/21 for incmnplete projects. Note: City Administration anticipates changes to FY19/20 Estimated expenditures due to inc►•eases or decreases in revenues and expenses through the end of the fiscal year. FY20/21 Proposed ls5irpenditures (Column 0) FY20/21 Proposed operating expenditures represent an increase of$1,216,830 (5.5%) from the FY19/20 operating Budget amount of $22,921,058. Highlights of changes to General Fund Expenditures proposed for FY20/21 include: • (Row 29) Personnel costs are proposed at $476,493, o►• 2.84% higher in FY20/21 than budgeted in FY19/20. Personnel costs include salaries, overtime, health/dental/life/vision insm•ance, F[CA, IMRF retirement, and uniforms. There are a number of reasons for this increase. 1. Personnel costs related to salaries only fo►• employees covered by collective bargaining units - IUOE Loca1150 (Public Worlcs, Parlcs employees), FOP Unit 1 (Police Patrol), and FOP Unit 2 (Dispatch) -account for $220,682 of the identified increase fi•om FY19/20 to FY19/20. 2. Police Pension costs are proposed at $2,231,742, an increase of $149,321. Police Pension costs are determined by an actuary retained by the Police Pension Board and are based on a number of factors, including wages, investment ►•ate, and age of the workforce. The City has committed annually to funding the amount determined by the actuary in order to meet a required deadline for full funding by 2040. Non -bargaining unit employees and Police Sergeants accowtt for a total of $166,441 of the Personnel cost increase. This increase includes an adjustment based on the Council approved compensation study to bring all non- bargainingunit employees up to the 25t�� Percentile of the pay grade level. This htctease also includes wage increases for Police Sergeants and other nwr bargainhtg employees that are above the 25 Percentile based on a cotnbination of the previous year's Consumer Price Index forAll Urban Areas (CPI-U), which was 2.2% in 2019, and an additional merit increase of 0.8% based on performance evaluations. 4. Total Benefit costs are proposed to increase $16,81II due to the 1MRF fwtdhtg rate increasing fi•om 11% to 12.3%. 5. A portion of these Personnel Cost increases are offset by one position being left vacant within the Streets Division, producing a savings of approximately $98,000. It is the commitment of the Public Works Department to begin using contt•actual services for departmental operations that are snore cost effective to be completed through the use of qualified contractors which has started to occur• during FY19/20. (Row 29) Cotttt•actual costs at•e anticipated to increase by $232,829 (12.04%) fi•orn the amount budgeted in FY19/20 due to contracted snow t•emoval, street sweeping, and mowing as well as increased repair and maintenance for• aging vehicles and required police training, • (Row 30) Supplies expenditut•es at•e proposed to be increased by $121,125 (14.99%) primarily due to conh•acted tree trimming. • (Row 31) Other• expenditttr•es ate anticipated to increase by $351,500 (49.56%) due to the anticipation of a loan or• lease payment for• the purchase of vehicles. GENERAL FUND BALANCE: On February 1, 2016 City Council adopted a new Fund Balance and Reserve Policy that, in summary, established principles and parameters to which balances for all municipal funds would be defhted at the begtmting of each budget period. This policy, which also meets the reporting requh•ements of Government Accounting Standards Board (GASB) Statement 54, which requites the formal adoption of a policy for the classification of fund balances to categot•ies other than "unassigned", was established to provide financial stability in the various municipal funds, ensure adequate cash flow for operations, and provide some assurance that the City will be able to t•espond to emergencies with fiscal sh•ength. [n t•egards to the General Fund Balance, specifically, the !•und Balmtce and Reserve Policy states: [� "General Fwtd -The unrestricted fwrd balance target should be set at 120 (4 months) of estimated operating expenditures including those expenditures reported in other Goverrunental Funds that receive annual operating transfers, with the exception of tr•nnsfers intended to fund capital projects. If the unreserved fiord balance falls below 120, a plan will be developed to return to the target balance. If the unreserved fund balance reaches a low of 90-day (3 months), the plan will be irplemented to return to the fiord balance to the target withtn a reasonable amount of time. One time revenues shall not be used to fund current operations." This level of fund balance shall provide the capacity to: • Offset unexpected downturns in elastic revenues due to fluctuations in the local, state and national economies or the loss of major• sales tax contributor(s); • Offset negative fiscal changes brought about by action or legislation of another unit ofgovernment or agency,• • Ensure theconttnued,timelyrepaymentofdebtobligationsthattheCitymay have in the event of a fimm�cial downturn; • Provide a sufficient cash flow for daily financial needs at all times; and, • Provideafundingsourceforunanttcipatedexpenditw•esoremergenciesthat nmy occur. As ident[fied, the pat•ametet•s in this policy help to guide the City Administration in the development of the annual budget by ensuring that the Genet•al Fund Budget is pt•esented as balanced, revenues over expenditures, while maintaining this reserve. Further, the establishment of the target minimum of 120 days provides clarity in identifying the level of funding that is available -once revenues, expenditures and fund balance at•e identified - to address the City's capital needs. In other words, any funds remaining after meeting the operational and t•eserve needs of the municipality are "Assigned for Capital." As a t•erninder•, a combination of the economic recession of 2007/2008 and the loss of a major• t•etailet• resulted in the municipality taking measures to fu•eeze or reduce expenditures. This included operating costs and capital improvement and capital equipment projects. In 2009 the City implemented a .5% Local Sales Tax and specifically identified that the additional revenues genet•ated by this should be used for• capital projects and Police Pension funding. Since the fit•st full year• of implementation of the Local Sales Tax and as a t•esult of a r•ecovet•Irtg economy, the City has been able to: 1) adopt a balanced Genet•al Fund Budget, including meeting Police Pension costs; 2) t•eintu•oduce capital impt•ovement and capital equipment projects; and, 3) rebuild the General Fund Balance. In reviewing the Geneu•al Fund Balance as part of this discussion, the FY18/19 Budget includes a beginning fund balautce of $7,263,313 (Column M, Row 6) based on FY18/19 audited f[nancial information. Based on FY19/20 budgeted revenues, operating 50 expenditures, and capital expenditw•es (which were funded with fund balance), it was anticipated that the ending Fund balance would be $6,780,107(Colunm M, Row 43); the estimated ending unassigned 120 day fund balance is at $8,09.5,963 (Column M, Row 4.9•); showing a shortfall of $1,265,856 (Colutnn M, Row 45) in developing the FY20/21 Budget, In fact, due to a cmnbination of higher than budgeted Revenues ($323,328) and lower than budgeted overall Expenditures ($1,236,230), the endhig Fund Balance is anticipated to increase by $1,076,352. The FY20/21 Budget then identifies an estimated beginning fund balance of $8,339,665 (Column 0, Row 6). As in the discussion above, this amount will most likely change upon completion of the annual audit however, this is not done until September/October, 4-5 months after the budget is adopted and implemented. 51 I:i . Ac' General Fund Operating Budgets -Overview Tltis section includes the budgets for all operating deparhnents fmtded through the General Fund. General Fund Operathtg Deparhnents include -Administration (100.01), Elected Officials (100.02), Community Development (100.03), Pinance (100.04), Human Resources (100.05), Econwnic Development (100.06), Police Commission (100.21), Police (100.22), Police Dispatch (100.23), Public Worlts-Adnilnistratlon (100.30), Public Worlts-Streets (100.33), and Parks and Recreation (100.41). While these expenditures have already been summarized, hr total, as part of the previous discussion of General Fwrd Revenues and Expenditures, the informatiaur contained in each of the following sectimrs will provide details regarding each operating depar•hnent. The narrative below is a summary overview of sections that Follow. Gene►•al Adrninistration (100.01) Overall, the Administration operating budget is proposed to increase by $92,637 or 10.87% in FY20/21(Column N, Row 58). Salary/Benefit costs are identified to increase by a net of $29,413 or 7.13% as proposed Non- BargainingUnit increases result in an $18,674 increase and IMRF benefits increase by $5,976 with the increased requh•ed percentage. Contractual Services expenditw•es -which includes the mosquito abatement program, participation in the countywide Dial -A -Ride program, and general engineering consulting at•e identified for• a net increase of $20,000 (33.33%) due to past expense history (Row 21). Corporate Legal Fees (Row 22) include the City Attorney, Traffic Attorney and Collective Bargaining representation and are identiffed to increase $25,000 in FYZO/21. Supplies expenditures are proposed to decrease by $1,000 (Column N, Row 39) and Other expenditures -which includes Administrative Expenses and internal transfers for• Rislc Management and hrformation Technology - is proposed to increase by $12,724 (Column N, Row 45). Is'lected Officials (100.02) The Elected Officials budget is proposed fora $9,176 increase, or 9.75%, based on the City Cleric position being filled (Column N, Row 37). Community Development (100.03) The Community Development budget fs proposed at an increase of $67,795, or 7.36% (Column N, Row 45). Salary/Benefit costs are budgeted to increase by $44,767 (6.06%), which includes the increases proposed through the compensation study. Contractual Services at•e identified to increase by $4,700 (5.74%) due to more building maintenance performed in house. Supplies :� will increase by $4,000 (11.27%), and the internal transfer for hiformation Technology will increase by $14,328. Finance (100,04) Salary/Benefit costs are anticipated to decrease by $8,861 (1.91%). This decrease is due to removing the budgeted line item for a retirement fi•om FY19/20. Aline Item was added fo►• a loan payment for $350,000 as it is anticipated vehicles will be purchased with a loan during FY20/21. The line item for Transfer to Debt Service (Line 42) is decreased by $197,162 with the ►•eti►•ement of a bond. Human Resources (100.05) Salaries/Benefit costs are budgeted to Increase by $7,507 (3.62%) which is primarily due to the implementation of the compensation study. Contractual Services decrease by $6,625 (15.54%) due to the movement of Information Technology expenses to that department. Economic Development (100.06) Salary/Benefit costs are budgeted to increase by $12,136 (5.11o/a) due to the compensation study and the increased IMRF required percentage. Contractual Services decrease $4,650 (17.10%) to better match actual expenses and Purchase of Services -Information Technology expense increases by $4,452. Police (100.22) The Police budget is proposed at an overall increase of $445,096, or 4.39% fiom FY19/20. Salary/Benefit costs are identified to increase by $313,154 due to adjustments to FOP bargaining unit salaries ($85,526) which includes a partial year funding for two new officers whichwere nothired in FY19/20, a decrease to health insurance costs ($14,095), an increase to part-time salaries in the anticipation of hiring a part-time person for cleaning purposes ($19,144) and, an increase to the h•ansfer for Police Pension of $149,321. As discussed earlier, Police Pension costs are determined by an actuary retained by the Police Pension Board and are based on a number of factors, including wages, investment rate, and age of the worltforce. The City has committed annually to funding the amount determined by the actua►•ial in order to meet a required deadline fo►• full funding by 2040. Contractual Services increase by $20,750 due to mandated training requirements. Supplies increase by $34,300 due to the need for ballistic shields and helmets and the Transfer to Information Technology increases by $102,567. Dispatch Center (100.23) FY20/21 represents the fourth full year of operation for the fully developed, and staffed, dispatch center. The FY17/18 budget established the baseline budget for the dispatch center moving forward. The proposed FY20/21 budget has been presented and approved by the partners of the. dispatch center. The total amount proposed For the dispatch center in 54 FY20/21 is $2,597,255. The most significant increases are for Salaries/Benefit costs ($44,779) due to conh•act increases and the increase to the IMRF required percentage. As a reminder, this amount is offset by more than $1.8 million in reimbwsements as a result of the partnerships with the City of Woodstock, City of Harvard and McHenry Township Fire Protection Dish•ict and through charges For dispatch services paid by customers of the dispatch center. These are t•eflected as General Fund Revenues and included in Row 22 of the General Fund - Reverres, Expenditures and Fund Balance Summary sheet. Public Works Ad►ninistration (100,30) The overall Public Worlcs Administration budget is proposed to decrease by $16,512 (3.73%) due to the elimination of one part-time staff rnetnber•. Public Works Streets (100,33) The FY20/21 Public Worlcs Streets budget is proposed to increase by a total of $116,762 (3.6%) from FY19/20. Salaries/Benefits ar•e proposed to decrease by $106,351 due the elimination of one position through attrition. Additionally, Contractual (Row 21) costs have been increased by $85,000 to account for• contract mowing, contract snow plowing, street sweeping, contract asphalt and concrete work and miscellaneous engineering and bridge repairs. Repair and Maintenance Costs (Row 23) have been increased by $45,000 due to agingvehicles and Materials and Supplies costs are proposed $85,100 higher• due to contract tree trimming and pruning. Parks and Recreation (100,41) As a reminder, tine Parlcs and Recreation budget encompasses not only personnel and other• operational costs of the Parlcs Maintenance Division, which includes bargaining unit employees, but also all programming expenses related to the Recreation Division not associated w[th the McHenry Recreation Center. Revenues from recreatimr programming, reFlected in General Fund Revenues, offset many of these costs. As proposed the FY20/21 in the Parlcs and Recreating budget is proposed to increase by a total of $162,528. Salary/Benefit costs are identified to increase by a total of $153,764 (10.37%) due to the contract for• Bargaining Unit employees as well as increased salaries recommended through the compensation study; Contractual Services to increase by $35,154 (7.29%) for hrcreased summer camp expenses and other miscellaneous program expenses; Supplies to increase by $1,900 (0.9%); and, Other costs to increase by $51,710 due to an increase to the Transfer to the Recreation Center Fund for the parks share of the front deslt part-time salaries and the Information Technology Transfer. 55 ' i. General Administration -Overview The General Adntlnlstration Budget contains personnel and operational funct[ons related to the provision of - _ _ general admhtish•ative services and, in FY19/20, htcludes ��" ^f' _ capital projects expenditures from the General Fuud Balance as directed by City Council, Begimthtg in FY18/19, due to operational/department restructuring, ecmtomic development and human resources functions were fm•med under separate departmental budgets (Economic Development and Human Resources) and, as such, all related expenditures are now found within these. Next, municipal center building and grounds maintenance activities are now included under the Department of Community Development and, starting in FY19/20, all Contractual and Repair and Maintenance costs related to these activities have also been transferred to the Community Development Budget. Finally, capital projects to be funded through the General Fund Balance will be accounted fm• in this fund fot• FY19/20. The Office of the City Admhtistrata•, which includes the positions of C[ty Adminish•ator and Deputy City Cleric/Executive Assistant, is responsible for providing management services, budgeting, legislat[ve support, and comnumications to elected officials, staff, and the public in carrying out the policy and direction as set by the City Council. The City Administrator is also responsible for t}te direction of Information Technology services, N�� General Administration -Organizational Chant General Administration - FY19/20 Accomplishments • Developed 5-year Capital Improvement Program (CIP). • Presented a balanced FY19/20 Budget for Clty Council consideration. City recognized Uy Government Officers Finance Associat[on (GFOA) for• 4�� consecutive year with Distinguished Budget Award. • Partic[pated in negotiation team that led to a new mining agreement with LaFarge/Meyer• resulthrg hr higher revenues for the municipal[ty. • Successful recruitment of a Deputy City Clerh/Executive Assistant Monte Johnson. • Assisted Mayor in recruitment and Interview process For replacement Alderman for Ward 4 Ryan Harding. • Completed codification of the McHenry Municipal Code. • Participated in and successfully completed a 12 weeh Personal Development and Leadership Training Program tlu•ough Choice Center Univet•sity. • Developed and implemented Department Dh•ector level strategic planning that resulted in the identification of city wide goals and object[ves and assignment of accountability arrd support. These are reviewed at each Department Director "Leadership Team Meeting." • Establishment of regular weekly one-on-one checlt-ins with Department Directors to identify opportunities for support. • In partnership with Police Chief and Mayor, coordinated municipal response to COVID-19 Pandemic. 59 General Administration - FY20/21 Goals &Objectives • Due to the COVID-19 Pandemic, much of FY20/21 will be spent coordinating with Department Dh•ectors to closely monitor mwilcipal revenue sources to identify Impact on the FY20/21 Budget. This will result ht the need to identify opportunities to reduce and/or elinilnate operathtg and capital expenditures. • Coordinate with Public Works Director in the development of a new Community Investment Plant document to replace the existing 5-year Capital Improvement Plan. The new docwnent will provide a more detailed analysis of capital infrastructure and equipment needs projected over a longer per[od of time (20 years). This will provide greater opportunity for projecting lifespan of assets and replacement programming. • Contimre engagement with the Illinois Municipal League and other stakeholders to monitor legislat[on at the State level that may impact municipal fund[ng. • Continue to provide leadership and oversight to all departments to provide the highest quality of services in the most cost and time efficient manner• to customers. Continue to evahrate and identify alternative revenue sources. Ei�7 General Administration - FY20/21 Performance Measures � t � • � Coordinate with Mnance Monitor•revenues and Director and other COVID-191mpact on adjust expendihnes ass Department Db•ectors to May 1, 2020-Apr1130, 2021 PY20/21 Oudget result of the COVID-19 manage Rnanclallmpact of Pandemic. COVID-19 on municipal budget. Developanew Have newdocmnent Commm�lty Investment Conununity Investment format complete and Plan (CIP) Plan document with Public ready forimplementation September 2020 Works Dhector by during PY20/21 for• September 2020. PY21/22. ' Develop and presents balanced operating budget yyas a balanced operating Animal Oudget for City Connell budget presented for City Apr112020 considm�alion. Council's consideratimt7 GPOA Distinguished Prepare an amoral budget Dld the City's budget for• Oudge[Award tha[achieves national the prior year receive the Yes Presentation recognition via the GPOA's GI+OA's Distinguished Award Program. Ondget Award? Resident Respond toaresideut cmnplahrt m•Inquhy %ofdme that General Compinints/Inquiries tvithin mie wm•king day Administration staff 100% from receipt. respondswithin mte day. City Council committee City Council Committee and regular meeting agenda packets will be ryo oftinte City Council and Regular Meeting disG•Ihuted no later ibau Conunittee and Regtdar Meeting Agenda packets 100% Agenda Packets the end of business completed mufine. Wednesday prior to scheduled meetings. 61 A B K L M N O P 1 General Administration - Fund Summ and 100, De arttnent 01) 2 3 Account Account FY16/17 FY17/18 I FY18/19 I FY19/20 I FY19/20 FY20/21 Variance Variance Number Description S 6 7 4010 Salaries 566,451 549,000 309,619 281,967 291,710 300,641 18,674 6.62% g 4050 Overtime 2,783 4,248 2,980 1,000 1,000 0.00% 9 4110 Salaries - Seasonal 1,433 - nDN/0! 10 4220 Board and Commission Expense 7,164 8,636 11,356 16,000 9,453 16,000 11 4310 Health Insurance 96S60 88,431 58,328 59,869 59,880 62,716 21847 4,76% 4.76% 12 4320 Dental Insurance 3,445 2,887 1,363 1,382 1,773 1857 505 36.54% 131 4330 Life Insurance 427 431 245 214 212 214 0.00% 141 4340 Vision insurance 227 207 115 122 110 118 (4) -3,28% 151 4410 FICAMedirare 3%765 38,885 20,788 20,311 19,905 21,726 1,415 6.97% 16 4420 IMRFRetirement 73,684 67,402 34360 31,126 29,618 37,102 5,976 19.20% 17 4510 Uniform Allowance 204 450 1 250 1 450 0.00% TOTAL SALARIES/BENEFITS 791,939 760,127 439 358 412,441 412 911 441854 29,413 7.13% 18 19 20 21 5110 Contractual 125,068 142,124 12%141 60,000 102,187 80,000 207000 3333% 221 S230 I Corporate Legal Fees (A Departments] 296,980 283524 304 256 225,000 258,400 250,000 25,000 11.11% 23 5310 1 Postage and Meter 952 11080 31610 i,000 Z980 1000 21000 200,00% 241 5320 Telephone 16,709 8,650 (, #DIV/0? 25 5330 Printing and Publishing 3,275 6,794 7S23 4,000 5218 6,000 21000 50,00% 26 5370 Repair and Maintenance 180 154 500 937 500 27 5410 Dues 18,227 19S86 22,674 17S00 1%944 20,o00 21500 4,29% i4.29% 28 5420 Travel F,.xeense 4,432 4538 1,655 41000 4,944 4,000 0.00% 29 5430 Training 8,455 1,304 3,000 2,478 3,000 0.00°/a 30 5450 Publications 781 531 267 Soo 220 500 0.00% 31 5510 Utilities 1,045 1 1,079 1,610 1,250 590 L250 0.00% TOTAL CONTRACTUAL SERVICES 476,104 469,210 470,886 316,750 400,898 368,250 SIS00 16,26% 32 33 34 35 6110 Materials and Supplies 55,531 86,798 74S44 30,000 32,148 - 30,000 --- 0.00% 36 6210 Office Supplies Soo 6,282 3,053 4500 22262 3500 (11000) -22.22% 37 6250 Gasoline and Oil81 - uDIV OI A I B 6270 Small Equipment TOTAL SUPPLIES 6940 Administrative Expense 9920 Purchase of Services - Risk Management 9922 Purchase of Services -Information Tech TOTALOTHER 8100 Land 8200 Buildings 8300 Equipment 8600 Streets 8700 (Furniture 8900 PubGclmprovements TOTAL CAPITAL OUTLAY rn w GI I I K L M N 0 P 103 1 - - - - - nDIV/0! 56,134 I 93,080 77,678 34,500 34,410 33,500 (10000) -2.9( I I I I I I 1Z,163 1Z,719 13,480 48,3SS00 6,050 8500 - 0.00% 52,732 48,302 48,302 02 48,302 4%302 0,00% 33.263 34,614 30,275 31,834 31,834 44558 12,724 39,97% 98,148 95,635 92,057 88,636 86,186 101,360 12,724 14,36% #DIV/0! 625,000 185,000 42,05% 276S00 276500 #DIV/0! 395,000 263,000 199,24% nDIV/0! (936,000)-100.00% 1,296500 (211,500)-14,03% 170P663 15,986 66288 44.0,000 30,630 726,746 132,000 657,154 2,165 53326 936,000 320,273 15,986 236,951 780,072 1150%000 1,010,222 Elected Officials -Overview The Elected Officials Budget cmttains personnel and operational functions related to the elected positions of the municipality. These include the Office of the Mayor, the seven (7) Aldermen, and the City Clerlc. The primary functions of these elected posltimts are described below. •1'he Office of the Mayor provides leadersh[p, initiative, and direction necessary to provide quality services to the citizens of McHem•y. The Mayor interacts conthtnously with the appointed City Administrator in ensuring that the established policies and m•dhtances of the municipality, as set by the City Council, are carried out by the various departments, divisions and employees of the city. The Clty Council, comprised of seven (7) Aldermen representing geographically defined wards and elected to staggered four (4) year terms, is the legislative body fm• the City oFMcHenry. The authority of the Clty Council is expressed durhtg regularly scheduled City Council Meetings (1st and 3rd Mondays of the each month) through the adoption of policies, resolutions, m•dinances and other related actions as deemed appropriate to promote and protect the high level of service quality and financial stability' of the City. The City Clerlc, elected every four (4) years, has the responsibility for taking minutes For all regular City Council reetings, Council Committee meetings, Committee of the Whole meetings, and Planning and Zoning Board meetings. The City Clerlc is also responsible Fot• t•ecords management of the municipality. The City Clerlc is assisted in these efforts by a designated Deputy City Cleric wtto is also a full-time employee of the city. 65 q g G I K L M N O P 1 Elected Officials - Fund Summary Fund 100, Department 02) 2 3 4Number Description 5 7 4010 Salaries 400 HDTV/0! 8 4210 Salares-Elected0fficlals 53,000 52,425 45,900 46,700 53,150 5%300 6,600 14.13% 9 4310 Health Insurance #DIV/0? 10 4320 Dental Insurance #DIV/0! 11 4330 Life Insurance 3 #DTV/0! 12 4340 VisionInsurance HDTV/0! 13 4410 FICA Medicare 3,804 3,965 3512 3573 4,050 4,077 504 14.11% 14 4420 IMRFRetirement HDTV/0! TOTAL SALARIES/BENEFITS 56,807 551790 49,412 50,273 57,200 57,377 7,104 14.13% 15 16 17 18 5310 Postage and Meter 2255 11,934 2,349 5500 2,500 5500 0.00% 191 5320 ITelephone 1,234 1,372 - - #DIV/01 201 5330 1 Printing and Publishing 10,064 833 4,056 8,000 200 8,000 0.00% 21 1 5410 IDues 1,390 611 325 LIM 537 1,100 0.00% 221 5420 TravelpMense 206 90 250 250 0.00% 23 5430 Training 520 1500 11700 1S00 0.00% 24 5450 Publications 500 500 0.00% TOTAL CONTRACTUAL SERVICES 16,269 14,840 6,730 16,850 4,937 I6850 0.00% 251 26 27 28 6210 Office Supplies 309 87 200 200 0.00% 29 6910 Employee Recognition - - - I - #DIV/0! TOTAL SUPPLIES 309 87 200 200 0.00% 30 31 - 33 6940 Administrative Expense 20,461 22,066 202119 20,000 19,670 1 20,000 0,00% 34 9922 Purchase of Services - Information Tech 5,843 6,313 6506 6,777 6,777 8,849 21072 3057% 35 TOTAL OTHER 26,304 28,379 26,625 I 26,777 26,447 28,849 2072, 7.74% -- 36 37 0 9.75% Fiscal Year 2020/2021 Annual Budget Community Development :�, Community Development -Overview The Department of Community Development is 1•esponsible fol• pf•olnoting the health, welfare, safety and quality of life to McHenry citizens, property owners, vlsitofs and commercial interests. These sel•vlces are prov[ded by an experienced and professional staff that consists of a City Planner, Commercial Building Inspector, Residential Building Inspector•, Plumbing Inspector, and a Code Enforcement Officer. The administrative staffwlt}rirr the department includes two Administrative Assistants and an Otiice Assistant, The Community Development administrative staff Is also taslced with handling day to day operations at the main counter, this incudes payment of water bills and answering general questions• City of Mcllauy �� Community and �, Economic Development The Department relies on a partnership with local and regional government and public agencies, community based organizations and the business community to succeed in its mission. The Department of Community Development strives to achieve the highest level of customer service and professionalism inhelping the community thrive. Additionally, the Department of Community Development coordinates closely with the Director of Economic Development to ensure that business expans[on, relocation and development projects remain top priorities for rev[ew and that processes are streamlined to the extent possible while maintaining the appropriate attention to detail in regards to applicable codes and other• guidelines. Community Development -Organizational Chart Community Development - FY19/20 Accomplishments • Community Development successfully moved downstairs and joined finance and water billing, this allows residents to utilize one counter for all city needs. In the past residents would be directed to multiple Floors within city hall to accomplish different tasks. • Coordinated efforts for• a temporary fee reduction for single family homes, this reduction proved to have an inunediate hnpact with two major• single family home builders closing on roughly 200 ah•eady developed but vacant lots. • The implementation of the fee reduction resulted in roughly 100 single family home permits in 2019. • Continued efforts to digitize historical building documents through the use of Laset•fishe • A focused effort on vacant buildings within the City of McHenry resulted in the teardown of Five dilapidated structures. • Filling the City Planner position, this will allow the department to identify and make adjustments to planning documents that have not been updated since 2008. • Increased efforts with Bconomic Development Director to retain and attract new business to McHenry. • Coordinated Business Site Visits, particularly new businesses, and enhance relationships with all businesses. • Continued a focus on customer service enhancement. • A focus on code enforcement and educating the residents has resulted in a higher compliance rate • Many notable construction projects were started in this fiscal year to include: -Ignite Senior Care Facility -Trio Gas Station -Hidden Pearl Cafe -Continued Improvements at Northwester Community Hospital -Popeye's Chicken -Dons Subs -Jersey Mikes -Watertower Marina �o Community Development - FY20/21 Goals &Objectives • Create an updated development review process • Contimie efforts to redevelop the Water tower Marina site • Continue to review and update outdated ordinances, with the completion of the codification in 2019 staff has identified areas within the codes that need updating. • Continue efforts to enhance the Community Development website, inch�de an active project page giving residents updates on projects and developments happening within the city. • Expand and implement a social media program to help get information to the citizens as it relates to Community Development. • Continue to provide a high level of customer service to residents and businesses. • Continue to supply exemplary building inspection services on all projects. • Focus on continuing education of employees within the deparhnent to ensure that we provide the highest level of service possible. • Worlc closely with Economic Development to continue efforts to draw development to the City of McHenry • Redevelopment of the old Town Club building • Focus efforts on the Main Street cmrldor, work closelywith the downtown maintenance crew and business owners to help revitalize Main Street. �t Community Development - FY20/21 Performance Measures � � �. � Wm9c closelywith Dld the city mtd Town Club developers and local developersalloW fm'the Redevelopmentof 14o1 histw4ans to preserve the transformation oRUis Riverside Drivc Redevelopment historic value ofthe property takOtg into struchu'e accmmt the hista1cvalue Develop a webpage To create a webpnge giving the residents of Does the Web a e Ne p g g 'fo create a webpage to dhect residents to giving updates mr showcasing McRenry's McHent a dates on local 9 p incite to residents about local ro ec[s widdn the p J projects projects local ro ects p 1 cmnmunity To use educatlon and face Are code compliance Continue a high level of Code Gnfm'cmnents efforts to face contac[with residents to increase code vlolatlous being mitigated mtd closed in an efficient compliance in the code enforcementdeparUnent compliance manner To conthme to digitize building documents thus Create an effective Dlgltize, label and Ole Dlgltize historical building elhn[nating paper and schedule utilizing all depattrnentstaffto documents to createamm'e efficientme[bod ofsearcldng documents creating an easim•w°re e(ficlentway to review efficiently scan and file reviewing old documents these documents documents. Gxplore available grants to Rxplm•e gronttw•ithrg help businesses obtain available tvithin the Gducate public on available Grants monies to expand or Conununity Development grmrts to the cmnnuntity upgrade witLin otu' field comnuudly Coordinate mrd Implement a developmentreview Wasanew mm'e efficient, Define Development process working with City costsav(ng development Implements nett' Review Process Planner, Gconontic review process development review process Developnten[and Public implemented Works 72 V W A B 1 G I I K I L M N 0 P 1 Community Development - Fund S and 100, De artment 03 2 3 4Number 1- Description5 6 7 4010 Salaries 473,614 4967522 42SP281 519520 467,063 543,811 24,291 4,68% 8 4030 Salaries Part rime 13,612 15,817 6 nDIV/0! 9 4050 Overtime 173 #DIV/0! 10 4310 Health Insurance 105,650 106,408 95,393 115,427 107,605 123,764 87337 7,22% 11 4320 Dental Insurance 4,309 4,237 3,439 4,231 4,096 4,746 515 12,17% 12 4330 Life Insurance 292 292 266 308 275 308 0.00% 13 4340 Vision Insurance 313 354 292 432 365 455 23 532% 14 4410 FICA Medicare 35,695 37,663 31,309 3%743 35590 41,602 11859 4,68% 15 4420 IMRFRetirement63,445 63,678 49,406 57,147 48350 66,889 9,742 17.05% 16 4510 Uniform Allowance 200 740 222 2,025 2,025 0,00% TOTAL SALARIES/BENEFITS 697,130 725,884 6087541 738,833 663,344 783,600 44,767 6,06% 17 18 19 20 5110 Contractual 21,709 15,718 10,146 32,700 48,455 22,200 C10,500)-32.11% 21 5120 Building Maintenance 496 40,000 15,103 50,000 10,000 25,00% 22 5310 Postage and Meter 1,192 1,216 11840 2,000 445 2,000 0.00% 23 5320 Tele hone 2,985 4,803 #DIV/0! 24 5330 lPrintingandPublishing 104 339 �(Lla 2 700 180 1,000 300 42,86% 25 5370 Repair and Maintenance 879 7,287 2571 2,000 1,930 2,000 0.00% 26 5410 Dues 429 549 695 11000 500 1,400 400 40,00% 27 5420 Travel Enense #DIV/0! 28 5430 Training 1,859 31752 1,512 3,000 540 3,000 0.00% 29 5450 Publications 2243 127 500 TOTAL CONTRACTUAL SERVICES 31,400 33,791 17,147 81,900 5,000 4,500 900,00% 67,153 8600 4,700 5.74% 30 31 32 33 6110 Materials and Supplies 6,262 1,272 1,772 27,000 18,898 30,000 3,000 11.11% 34 6210 Office Supplies 2338 2,408 1,388 2500 226 2,500 0.00% 5,000 0.00% 35 6250 Gasoline and Oil 2,644 2,985 4,113 57000 6,020 36 6270 Small Equipment 934 40 309 11000 320 2,000 1,000 100,00% TOTAL SUPPLIES 12,178 6,705 7PS82 35500 25,464 39500 4,000 1127% 37 FA 7110 I CapitaI Lease Principal Payments 9920 Purchase of Services -Risk Management 9922 Purchase of Services - Information Tech TOTAL OTHER J A L I M 667 - -w I - wDIVIM 25,116 23540 23540 23540 23540 23,540 0,00% 45,744 48,966 40,319 41281 41281 55409 14,328 3411% 71,527 72506 63,859 64,821 64,821 7%149 14,328 22,10% Fiscal Year 2020/2021 Annual Budget Finance 75 Finance -Overview Mission Statement It is the mission of the Finance Department to account for all municipal resources and to apply such resow•ces fn a manner that is most beneficial to the citizens of McHenry. The primary operating functions of the Finance Department areas follows: Administration: Responsible for management of financial affahs of the city, including budgeting and financial planning, and supervis[on of opet•ations within the depat•tment. • Accounting: Provides the City's financial reporting, payroll processing, accounts payable and receivable, purchasing, fixed asset report[ng, special tax collections, billing, and auditing functions. • Revenue: Collects various revenues, manages the Police Pension fund, ensures payments to retirees are processed, and invests idle City funds. Note that the Finance Department expenditures include, under "Other",transfers to other funds. �s Finance -Organizational Chart Finance - FY19/20 Accomplishments • Worked with the new time entry software to eliminate paper time sheets for all employees and it is fully integrated with Tyler Financial software. • Completed analysis onwater/sewer usage and capital rates in older to ensure operating and capital expenses are covered. Finalized a conh•actwlth Traditions Energy, who fs a preferred energy advisor, and with their help contracts for both electricity and gas have been signed to lower utility costs. • Recognized by the Government Finance Officers Association (GFOA) with the Distinguished Budget Award fm• the FY18/19 Budget document. This is the fourth year in a row that the City has received this award. FYI Finance - FY20/21 Goals & Obiectives • Improve management of the City's investment portfolio, including implementing cash flow modeling and inveshnenC strategies. • Create a procedure manual For all duties within the finance department including screenshots of the Tyler software to help with cross training. • Begin cross training within the finance department to ensure vacancies can be coveted. • Improve conuuunication of information to new residents. • Begin using Tyler Content Manager within the finance software more to scan documents in m•der to eliminate paper and streamline processes. • Submit FY20/21 Budget to the GFOA for cmtsideration fm• the Distinguished Budget Award. �s Finance - FY20/21 Performance Measures t � � � Develop an update Was the quarterly repm4 quarterly reports and September 2020, December 2020, Quarterly Repm•Is updated and transnilltod March 2021, and une 2021 u•ansnU[ to the to the board quarterly? � a ro r{ate board. Develop and present a was a balanced operating Annual Dudgel balanced opei:�tMgbudget budget presentedfm•City Apri12021 fm•City Coundl Council's consideration? consideration. Continually have an whether or not an An unqualified opinion issued on the Annual Audit unqualified audit opinion unqualified opinion has 20/21 audit presented to council in been issued Se tember m•Octoberof2021 %of Time that pinance QtstomerandVendor Return all calls within one Department Responds to 100%of thethnerespmrdtocalls Concerns/Complaints business day Callswithin one bushtess wRhhrone business day. da Annually apply fm• [he Illinois Government Annual application of Apply once budgethas been approved Annual BudgetAward pinance Officers budget awmd submi0ed by the Clty Coundl Association (IGFOA) to the IGpOA bud etaward E7 A I B I G I I I K L M N 0 P 1 Finance - Fund Summary (Fund 100, Department 04) rFY20/21 Variance Variance Description I 2 3 4Number 5 6 7 4010 Salaries 229,686 256551 310,772 332,191 3441 330f823 (1,368) -0.41% 8 9 4030 4050 Salaries -Part Time Overtime 40,804 31,159 w 67 w #DIV/0! #DIV/0! 10 4310 Health Insurance 62,779 71,592 66,149 65,866 57,099 54403 (110463)-17,40% 11 4320 Dentallnsurance 2375 2,319 2,344 Z436 2,374 2,340 (96) -3,94% 12 4330 Life Insurance 184 199 205 205 208 205 0,00 a 13 4340 Vision Insurance 157 242 274 272 290 293 21 7,72% 14 4410 FICA Medicare 19315 20,536 22,119 25413 24,965 25308 (105) -0.41% 15 4420 IMRF Retirement 35,237 35,683 35,697 36,541 35501 40,691 4,150 1136% 16 4510 Uniform Allowance HDTV/0! TOTAL SALARIES/BENEFITS 390537 418,281 437,493 462,924 464,437 454,063 (8,861) .1091% 17 18 19 20 5110 Contractual 13,370 14,246 9,824 8500 15,432 10,000 11 17,65% 21 5310 Pos eand Meter 261,787 26,834 3%035 22,200 20520 22,200 0100% 22 5320 Telephone 628 1,667 #DIV/0! 23 5330 Printing and Publishing 26,939 15540 7,813 4,000 5,647 41000 0100% 24 5410 Dues 750 525 S25 525 525 525 0100% 25 5420 Travel ease w=DIV/0! 26 5430 Training 500 500 0,00% 27 5450 Publications #DIV/0! TOTAL CONTRACTUAL SERVICES 6%474 58,812 51,197 35,725 42,124 37,225 1,500 420% 28 29 30 31 6110 Materials and Supplies 291 258 481 34 HDTV/01 32 6210 Office Supplies 5,765 2,017 4,108 6,000 2,084 4500 (i,500)-25,00% 33 6250 Gasoline and Oil #DIV/0! 34 6270 Small Equipment #Dry/0r TOTAL SUPPLIES 6,056 21,275 4589 61000 2,118 4500 (1500)-25,00% 35 36 37 !3 6940 Administrative txpense Development Expense Miscellaneous Expense Loan Payment Transfer to Debt Service ransfer to SSA ransfer toMFT ransfer to Capital Improvement Fu: to Band Fund ransfer to Civil Defense Fund ransfer to Capital Equipment Fund Purchase ofService Service Managem Purchase of Service - IT TOTAL OTHER 6945 6961 7610 9904 N9944Transfer 9920 9922 #DIV/O! 546,524 721519 728,321 755,000 747500 755,000 0,00% #DIV/O! 350,000 350,000 #DIV/0! 726,318 735,361 739,993 379,804 379,804 182,642 (197,162)-51.91% #DIV/0! # IV/0! WDIV/0! 4,795,570 15,000 12,000 127000 12,000 12,000 12,000 0,00% 80000 MOO 80000 6,000 6,000 6,000 0.00% #DIV/0! 17,178 16226 16,226 16,226 16,226 16,226 0,00% 63,655 64,763 66,889 69 361 69 361 98,758 29,397 42380A 6,172,245 1,557,869 I 1,571429 1,238,391 1,230,891 1,420,626 I 182,235 14.72°h A f1fiv nil Human Resources -Overview The Department of Human Resources and Director of Human Resources coordinates the employee and risk related functions of the � City. This includes compensation, benef(ts, wellness, staffing, � recruitment&selection, internalpolicies,worlcerscompensationand Human safety, performance management, labor relations, and employee relations, training, and process improvement. Re$oUrceS Through the establishment of the McHenry Recreat[on Center, the staffing size of The City has grown to have an average of 275 full and permanent part t[me employees. During the summer season this increases to around 330 employees. Prior to FY18/19, human resources functions and related expenditures were found within the General Administration Budget. Given the growing specialization ofhuman resources issues, these have nowbeen separated in to this separate budget fund. This is the reason that no individualized budget informat[on is available prior to FY18/19. In addition to human resources functions, the Director of Human Resources is also responsible for the point -of -service administrative personnel that staff the fi•ont counter of the Municipal Center. m Human Resources -Organizational Chart Human Resources - FY19/2O Accomplishments • New Employee Handbook. The new handbook Is nearly 75% complete. It is a large undertaking as laws have changed and new policies and administrative procedures must be adopted. • IPBC. Director Campanella was chosen to be on the Membership Committee of IPBC. Involvement with the IPBC gives McHenry a strategic edge in benefit design and other decision making roles within the organization. • BenefltSolver. This system is constantly being upgraded for additional funct[onality and capabilities. For 2019 we decided to have BenefltSolver process our mandatory ACA 1095 forms. This still requires much internal work in the system as we have employees covered under union insurance plans that require separate updating. We then certify the information and the system mails the required paperwork to employees and the IRS. • Classification & Compensat[on. The compensation scale is reviewed each year to keep pace with the economy, local employment &unemployment rates and to maintain a modest but competit[ve place in the munic[pal market. PartTime Recreation Center positions are the only posit[ons affected by the new Illinois minimum wage laws. • Family &Medical Leave. Coordinator Meyer has attended FMLA compliance training and taken over this responsibility. Weare fully compliant and processed about 20 FMLA cases in 2019. • Employee Relations. A significant amount of time is still being spent on employee relations/employee conflict issues and performance related issues. Those that need it are receiving the coaching and guidance needed to resolve and improve issues at the employee level. Some larger issues have been referred to employee assistance program (EAP) For a higher level ofinterventlon. • Recruiting & Onboarding. There has been several lcey retirements in 20191eading to more Ivey recruitment efforts resulting in fabulous new employees for the City. Positions include PW Director, Engineer, Payroll Specialist, IT Manager and Specialist, HR Coordinator, and Planner. Additional retirements are expected in 2020 as more employees reach their 25+ years of service with the City. • Liability Insurance. Administered over 30 claims including workers compensation, auto accidents, and property damage. There is much t[me spent speaking with residents who think the City is responsible for their personal losses (tires, fences, etc.) so each claim must be investigated to determine if tort immunity applies to the situation' and balance customer services with protection to the City. Human Resources - FY20/21 Goals &Objectives • implement Performance Management software system. Money has been entered in budget For NeoGov. We will be able to customize performance evaluations for each department. Worlc will begin with non -union employees. • Continue to update Employee Handbook. Use HR Hero to publish online and print versions. • Implement a training program and training software (if budget approved) to provide a mix of online and in person training to become compliantwltli federal and state required training and improve professional development for employees. . • Laserf[che -Nicole is the project lead on setting up the system and scanning the documents. The goal is to have all active full time employee personnel and medical t31es scanned by year end. • Rtslc Management. Collaborate with Public Worlcs on additional safety training to mitigate workers comp and liability claims. Human Resources - FY20/21 Performance Meastu'es ., �• � � Pindaweb•hased system Im Iement Perfm•mance Revise performance P to aistmnize b de t Performance Management Mgmt. System y p • Mgnrt. System needs Intplementadedicated Qecome more compliant Cam Hance with mmtdated P TraiNn g training program with mandated training h•ainhtg Citywide Software that hacks Use to revise Rmployee changes, stores and produce nmv Rmployee HR Hero Handbook and distribute dishibutes uHlis(og Handboolc policies. employee signahires for complimue Add accountability and RislcManagement Renew an updated culture d•ainin for GR role ht g Lower clams and awareness of safety deparhnentsafety Scan & categorize files for Digitize torrent& [ast Laserficbe Digitze paper documents easy searching&retrieval employee Rles. A I 8 I G I I I K L M N C P 1 Human Resources - Fund Summary (Fund 100, Department 05) 2 I I 3 Account Account FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance 4 Number Description Actual Actual Actual Budget Estimated Proposed 5 6 7 4010 Salaries 149590 140,679 162,771 13,181 8.81% 8 4310 Health Insurance =987� 28,423 13,857 18 350 (10,073) 35.44% 9 4320 Dental Insurance 1,091 787 906 (185)-16.96% 10 4330 LifeInsurance 82 64 82 0.00% 11 4340 VsionInsurance 67 140 131 150 10 7.14% 12 4410 FICA Medicare 7,285 11,444 10,538 12,452 1,008 8.81% 13 4420 IMRF Retirement 11,196 16,455 14,518 20,021 3,566 21,67% 14 TOTAL SALARIES/BENEFITS 1250110 207,225 180,574 214,732 7507 3.62% 15 16 17 5130 Contactual 23,092 38,125 24,374 25,250 (12,87S)-33.77% 18 5410 Dues 1,250 1,250 #DN/0! 19 5420 Travel erase 2500 2500 DN/0! 20 5430 Training 4S00 549 7,000 2,500 5556% 21 5450 Publications w nDN/01 TOTAL CONTRACTUAL SERVICES 23,092 42,625 24,923 36,000 (61625) 1554% 22 23 24 25 6110 Materials and Supplies �DN/0! 26 6210 Office Supplies 250 250 #DN/0! 27 TOTAL SUPPLIES 250 250 #DN/011 28 30 6940 Administrative Expense - - - - - - nDN/0! 31 9922 Purchase of Services - InformationTech 8,237 8581 8S81 11,192 2,611 30,43% 32 TOTAL OTHER 81237 %S81 8581 117192 2,611 30,43% 1.45% 33 Economic Development -Overview The Department of Economic Development Budget contains personnel and operational functions related to the provision of economic development services in the City. Prior to FY18/19, costs related to economic development activities and personnel were accounted for in the General Administration and Community Development Budgets. With a growing emphasis on economic development act[vities, a separate budget fund was established to account for expenditures. The Economic Development Department is the first point of contact with potential businesses, citizens and elected officials regarding business inquiries and potential new business opportunities. The department is responsible for effectuating orderly economic growth of the City, attract[ng, retaining and serving businesses and residents in the community. s� Economic Development -Organizational Chart sz Economic Development - FY19/20 Accomplishments Assisted McHenry School District 156 and other partners for the Manufacturing Trade and Industry Expo and cooperated on fourth MTI expo; Worked cooperatively with key property owners and McHenry Area Chamber of Commerce, downtown business owners and other relevant organizations and parties in seeking additional ways to revitalize downtown, working more closely with businesses with the goal being to attract additional Investment in the downtown area, retain existing businesses, promote investment in older properties and assisted smaller businesses struggling to keep doors open; Witnessed business growth occur in all geographic areas of the City, on the City's major retail corridors, downtown, Illinois Route 120, Illinois Route 31 and in the City's business parks; Redevelopment of Water Tower Marina; o Expansion of Brake Parl<s, Disk.Com, J.A. Frate and Jessup Manufacturing; McHenry County Economic Development Corporation Business Champion; Corporate Disk; Assisted in implementation of gagster Bike Sharing Program; Adoption of citywide mural policy. 93 Economic Development - FY20/21 Goals &Objectives • Cultivate and develop relationships: real estate bt•olcet•s, businesses, t•etailer•s, manufacturers, developers, attorneys, architects, engineers, etc.); • Maintain contact with retailers, developers, manufacturers, prospective business owners to assist in space needs and location pt•efer•ences; • Promote City successes through Faceboolc; businesses expanding; new business, events, etc; • Maintain list of available propet•ties; downtown, Richmond Road; demographics, socioeconomic and other data (Economic Development Page on website); • Maintain contact with Nicor• and Com Ed as it relates to economic development and business assistance; • Wot•lc with Community and Economic Development Department (zoning, subdivision and coordination of development); • Assist Landmark Commission; • Facilitate Business Retention Visits with McHenry County Economic Development Cot•pot•ation and State Department of Commerce and Economic Opportunity (McHenry County Workforce Network and Small Business Development Center); • Maintain List of City manufacturers, contacts, business type, space, etc; • Wor•lc with State Department of Commerce and Economic Opportunity; McHenry County Economic Development Corporation; Intersect Illinois; McHent•y Area Chamber of Commerce; Shah Center -Small Business Development Center• and other par•tner•s in business assistance, site selection, expansion and retention; • Serve as assistant and back FOIA Officer/oMA; • Continue multi -faceted effort to retain existing businesses and attract new businesses to the City; • Assist with Planning and Zoning Commission and wor•lc with applicants step-by-step to make process as easy as possible. m Economic Development -Performance Measures Visit/Talk to AO existng Visit/Talk to 40 existng bush�esses; businesses Numherolbushiasses 40 existing businesses Visit/Talk to 20 bushwsses ontside of the City Of Visit/Talk to 20 businesses outside of the City Number of businesses 20 businesses McFlemy; Go on SO business retention 10 business retmulmt visits 10 vis([s 10 visits visits; Work on canprehenslve plan Work with City planner on with City planner and Complete draft updating tl�e Comprehensive planning and Zoning comprehensive plan Drag comprehensive plan plan Coromission 95 Police 1 Police Commission -Overview The purpose ofthe Police Commission is to select sworn personnel in accordance with the employment policies of the City of McHem•y, as well as investigate conduct hearings regarding any sworn member of the McHenry Police Department. r Police -Overview � Vision Statement r— --� �1�r�2j The McHenry Police Department w[II maintain the highest �l =fit standards of criminal justice excellence in all aspects of policing. �� 9 �� ;`'',� Through these standards the McHenry Police Department will L4 .r`� r�� define itself as a leader In the industry by those we serve and '`�,��;�;:.�• • i protect. � ' "�' � Mission Statement The Mission of the McHenry Police Department is to wor•Iz in a true partnership w[th the citizens we serve, enhance the quality of life and ptovIde excellence in public safety. Agency Values The McHenry Police Department is charged with the responsibility to serve and protect the citizens of McHenry. Our agency values provide the foundation for our mission and guide us in out• effort to meet the vision of the agency. The McHenry Police Department operates off fire core values of Integrity, Courage, Service, Honor and Duty. Agency Structure The McHenry Police Department is the third largest law enforcement agency in McHenry County. Organized into foot• main divisions of Administration, Support Services, Field Operations and Information Technologies (I.T.), the McHenry Police Department serves and protects the citizens of McHenry and all those who visit. Within each division specialty units are established to meet specific needs of the agency that support our vision and goals. The McHenry Police Department is a community oriented organization that operates off of a problem -solving philosophy. The Administration Division is comprised of the Chief of Police, Deputy Chief of Police and an administrative assistant• The Support Services Division and Field Operations Division are each headed by Division Commanders and fife I.T. Division is headed by a Manager•. These supervisors reportto the Deputy Chief of Police. The Deputy Chief of Police reports to the Chief of Police. All sections and units of the organization ar•e structured under one of the following divisions. Field Operations Division The Patrol Section is the ]atgest component of the Field Operations Division and is t•esponsible fot• responding to both emergency and non -emergency calls for services fiom the public. The Patrol Section is divided into tht•ee shifts in order to provide 24-hour police services. Each shift is superv[sed by two Sergeants. Uniformed Patrol Officers and one Community Service Officer (CSO) are responsible for partnering with the community to protect life and property and to maintain peace, order and safety. In addition, this Division handles special assignments, self -initiated activities and addresses community concerns. Additional Units within Field Operations include; Field Training Unit, Canine Unit, Trucic Enforcement Unit Bicycle Patrol Unit, Major• Crash Assistance Team, Mobile Field Force Officers and Tactical Response Officers. Support Services Division The Support Services Division is comprised of the Investigation Section, Accreditation Unit, Training Unit, Public Relations Unit, Communications Center and Planning/Research/Technical. 101 Detectives worlt In plainclothes and provide expertise and resources to investigate crimes that happen in McHenry. Detect[ves are able to investigate crimes that are often complex and mayextend over a significantperiod oftime and geographical area. The cases are investigated until an arrest is made or there are no longer leads to pursue. Many ofthe investigators have received specialized training in the investigation of homicides, child abuse, sexual assaults, juvenile delinquency, crime scene processing, felony property crimes, robberies, felony crimes against persons and cybercrime. • The Accreditation Unit is ut[]ized to revise and draft department policy and ensure that the agency is performing [ts duties in a manner that is consistent with the Law Enforcement Commission on Accreditation for Law Enforcement standards. The Training Unit is responsible for the management of all ongoing training for police personnel. Training includes annual in-house training such as Defense Tactics and Firearms along with all external training. Each officer and civilian employee is required to receive mandated training in accordance with our departmental policy, CALEA standards and Illinois statutes. This Unit is responsible for the coordination and implementation of thousands of hours of training each year. • The Public Relations Unit is charged with the responsibility to foster the community orientated philosophy and problem -solving practices of the McHenry Police Department. This is done through multiple educational and community events provided to our citizens by the police. The Dispatch Center is the final component of the Support Services Division. This unit is a consolidated dispatch center that provides emergency dispatch services for sixteen (16) police, fire and EMS agencies. Although the center is owned and operated by the McHenry Police Department, a partnership between McHenry Township Fire, Harvard Police and Woodstock Police allows for joint decision malting on policy development and shared financial responsibility. The Dispatch Center operates off of a separate budget which is managed by the Chief of Police and Deputy Chief of Police. • The Planning/Research/Technical sections coordinate the specific planning and research activities of the department, complete short and long term special projects, attend to critical risk management issues and research &write grant proposals. Information Technologies (I.T.) Division The I.T. Division provides not only the police department staff, but also City staff, services in regards to purchases, operations, maintenance, repair and replacement of information technology related programs, systems, software and hardware. �02 Commander Support Services Ryan Sciame econnnunintiuns„ Investigations Unit Supervisor Sergeant Jennifer Synek " Nicholas Clesen Lead 'felemnununical°rs and Recolxls Clerks Tclecommunicalorss 11 Chief of Palicc lolm Rirk Administrative Assistant Debar:a Shuett Deputy Chien of Police Thomas Walsh LT. Manager Aaron Greve Conntotder Piekl Operations Paul honk PaO'ol Day Shift 1.T. Specialists Sergeant Michael Cruz Patrol PM Shift Sergeant Kelly Ducak Patrol Day Shin Sergeant Brian McKeen Patrol PM Shift Sergeant Robert Lumber Commm�ily PoiU'ol Midnight Shift"PaU'ol Aidnight tihilt PublicARairs officer Sergeant Sergeant Service Officers Brian AalUt ■ Eric Sestet Police Administration 104 Day clan Svixeant Brian McKeen __ Day Shift Sergeant Michael Cruz Commander of Field Operations Paul Funk nnernomi shut •Meant Robert I.mnbi -- ARernuoll Shift Sergeant Kelly Ducak 61Wnigla SIdR Sergeant Eric Sexton hildnight Shift Sergeant Brian Anito omrer �� arneer omcer �� Onleer oma•r „ ontrer Anthony Muccl nte• lal Foley L verence Popp Omar Morales John Adams Rklnnl ftrsvlako Officer Officer officer omcer omcer olBevr Marc Fisher J.n-mt Ducak Matthew Vuelker Christina Nnyes Michael Spalin Flatthrw Schmitt Officer Omn•r 011icer OlRcer Officer Otllcer Ryan Palxlut• lames Harris Jack Zi mwatt Joseph Lazhckl Robert Beaudolu Peter Mader Omar Olficer olnn'r ollhrr lllllcer Oliin•r Ioshua Conway Robvo l Klasek Itogrr Hendrickson Imic Diana Hernandu Hrnri Kno-grl. & Kn YogiKatelyn 011irr•i 011ln•r Ofllcer Officer 011lcel 11111reY I.uls Pena Ashley O'Herom Megan Carey Susan Bills TBD 7'Iln Police -Investigations Section cos Telerultlllhlllllrallnn• Dispatch Canter Supervisor Jennifer Synek Lent TelecunonmJralorc Juslln La•IbaeI and Dexter 6m10ws Day lhlll Ui,patnc�l �� Dispatcher Dispatcer Liltla Cux Holly Ncrllle Tncy M1cNan,am Dispatcher Dispatcher Dispatcher ( luMine Damson I(elly Schmitt Patricia Galrett Di%p.orher Dispaldler ulslhltrher I(.n111t on G.illagher Katherine Fitzgerald Tracy Vasquez DkImichtn mspatdter Uispudn•r Ryan Mullet Marla pnt•ph Eilrvn nridehuau Dispatcher Dis(tatd,er Dkpan-brr Grant Havens Amy IN V undry TDD r.,�mw.wJer of support Services Ryan Sclan,c Night Sllllt ne, „th, c,n�n��my s� � eire oma•n. Pubilr Allaln, FOIA Rec mix rRoeriolClurk htaryWill Varvil ME Debra Shoemaker CALEA /Tnlluing ,. Cuulmunity Srrvla• Cnunlluator 011lcer Stephanie Erb IN David PUrter Puhllc Affaln 011lcer �. FOIA Otlhrr Patrick Polhlnrl linger Prehuus Oisyatclrr Gwendolyn Allen Dispatcher Kaltlhl Durban) Utapatcher Rridgette Nolan Dispanher Mlrl ssa Rraendiz Uispatrher TDD Information Technologies Manager Aaron Greve Information'I'echnologies (I: I:) Specialist lufm•ma[imi'fechnologies (LT.) Specialist Jeffrey poerstci. Emily Ihdhim Police - FY19/2O Accomplishments Personnel • On June 17��, 2019, Diana Hernandez was sworn in as a Police Officer. Diana is a graduate of Wheeling High School and received her Bachelor of Science in Criminology from Loyola University in 2015. Diana came to us fiom the McHenry County Sheriffs Office whe►•e she had been a Corrections Officer since October 2018. • On September 23M, 2019, Susan Ellis was sworn in as a Police Officer. Susan is aCary-Grove High School graduate and obtained her Bachelors of Science degree h•om the University of Wisconsin - Whitewater. She had been a police officer with the Village of Cary since 2002 and held specialty positions such as School Resource Officer and Detective. Susan was also assigned to MIAT for approximately 10 years and worked her way up to the team's Lead Investigator position. • On December 3r�, 2019, Ashley O'Herron was sworn in as a Police Officer. Ashley is a Jacobs High School (Algonquin) graduate and has her Bachelor of Science in Law Enforcement & Justice Administration from Western Illinois University. Ashley had been a police office►• with the Hanover Parlc Police Department since December 2015. • On December 3�d, 2019, Henri Krueger was sworn in as a Police Officer. Henr[ is a Grant Community Hlgh School (Fox Lalce) graduate and has his Assoc[ates Degree in Criminal Justice from the College of Lalce County. Henri had been a police officer with the College of Lalce County since July 2012. Training With a continued commitment to training, sworn officers and civilian staff members of the McHenry Police Department participated in over 6,500 hours of training, both internally and externally. Training directly affects the success of service provided to the community and liability placed on the City. Some highlights were: • Chief Birlc and Deputy Chief Walsh attended the Internat[onal Association of Chiefs of Police Conference and received world -renown training in topics that addressed contemporary or emerging issues confl•onting the law enforcement profession and the leaders of law enforcement agencies worldwide. • Commanders Sciame and Funlc attended the annual Illinois Law Enforcement Alarm System (ILEAS) Conference. This conference prov[ded both Division Commanders with training on topics related to the Incident Command System, law enforcement mutual aid and interoperable communication platforms. • Telecommunications Center Supervisor Synelc attended the International Academies of Emergency Dispatch (IAED) Navigator Conference. This training conference is the premier training conference for the police, fire and medical dispatching profession. Advanced training was also conducted in: • Law Enforcement Administration • Canine Unit Operations .� • Narcotics Investigations • Weekly Case Law Updates • CrIme Scene Investigations • Homicide Investigations • Interview &Interrogations • Special Response Teams Training • Rapid Deployment Training • Firearms Training • Critical Accident Investigations • Patrol Operations • Arson Investigations State Mandated Annual Training Segments Calls for Service In the 2019 calendar year• the McHenry Police Department handled 24,159 calls for service through dispatch and police services. The following list highlights types and volume of specific areas of investigation bythe department. These investigat[ons resulted in over 270 felony and misdemeanor• charges being filed duringthe 2019 year. Hmnicide 0 Sex Offenses 18 Robber 0 I3ur lar 14 Theft 213 Motor Vehicle Theft 5 Wea ons Offenses 3 Domestic Disturbances 373 Dru Investi ations 139 Pire htvesti ations 25 Death Investi atimrs 30 Bur lar to Vehicle 27 uvenile htcidents 235 Mutual Aid Dut•ing FY 2019/20 the McHenry Police Department participated in multiple mutual aid requests. Commander Sciame and Sergeant Ducak part[cipated in 2 taslcforce callouts through the McHenry County Major Investigation Assistance Team (MIAT), which resulted in one arrest for• 1st Degree Murder. Mult[ple officers from the McHenry Police Department participated in seven cailouts through the McHenry County Major Accident Assistance Team, which resulted in the investigation of four vehicle fatalities. Public Safety Initiative During FY 2019/20 the McHenry Police Department continued to take on the opioid and heroin crisis head on. Through amulti-tiered approach of solving this crisis, the McHenry Police Department has taken action through enforcement efforts (arrests and drug seizures), the use of Narcan and participation in the "A Way Out Program". During the 2019 calendar year• the McHenry Police saved 15 lives through the use of Narcan and assisted 21 people into the "A Way Out Program". Accreditation The Commission on Accreditation for• Law Enforcement (CALEA) has been an ongoing partnership for the police department since 2002. The purpose of CALEA is to improve the delivery of public safety services, primarily by: maintaining a body of standards, developed by public safety pt•actltioners, covering a wide range of up-to-date public safety initiatives; establishing and administering an accreditation process; and recognizing professional excellence. • The continuous r•e-accreditation of the McHenry Police Department has proven that the agency has set and followed the following goals set by CALEA. no • Strengthen crime prevention and control capabilities; • Formalize essential management procedures; • Establish fair and nondiscriminatory personnel practices; • Improve service delivery; • Solidify interagency cooperation and coordination; and • Increase community and staff confidence in the agency. • Developed a comprehensive, well thought out, uniform set of written directives. • Established a preparedness program that is ready to address natural or man-made critical incidents• • Strengthened the agency's accountability, both within the agency and the community. • Limited the agency's liability and rlsls Community Outreach The McHemy Police Department, in an effort to accomplish the agency's mission, participates in many community outreach events each year. Below highl[ghts some of the more notable events from FY 2019/20. Child Safety Seat Installations The McHemy Police Department has a team of five certified car seat technicians dedicated to providing education to parents and caretakers of young children. Members of the car seat team stay certified by acquiring continued education credits and demonstrating their use of proper skills and education techniques. Technician duties include offering free inspections of child's safety seats at both our police department and scheduled events. In 2019, the McHemy Police Department installed over 140 child seats and showed current parents and parents to be how to keep their families safe. The police department has also partnered with Northwestern Medicine McHenry by instructing students in the New Parenting class not only proper car seat safety, but also how to keep children safe in their homes. Coffee with the Chief Since 2012, the police department has held an act[ve "Coffee with the Chief' Program. Currently this program is a partnership with the McHemy Public Library Thts public meeting is offered to residents of McHenry as part of the McHenry Police Department's continued commitment in ]seeping our citizens and community informed about their police department. These events are opportunities for the Chief to obtain face to face feedback from our citizens. In FY 2019/20, topics presented included the changes in State law, the Opioid outlook In McHenry County (with the McHemy County State's Attorney), Anti -Bullying, and Common Scams around the Holidays. City of McHenry Economic Development Director Douglas Martin attended many of these events to provide the attendees with ongoing projects and planned projects th►•oughout the City. School Safetv In FY 2019/20 the McHemy Police Department presented multiple school safety presentations at the grade school level in our continuing effort to provide a safe environment for our children. These presentations included uniformed officers teaching children on topics such as; Internet/Cell Phone Safety, Antl-bullying, Stranger Danger, Summer Safety, Walking and Biking to School and Pedestrian Safety These presentations were done cooperatively with our Adopt -A -School program efforts. In addition, the department partnered with school administrators to conduct locicdown drills at each school. These drills are conducted to help our schools prepare for a critical incident and are required by state law. In FY 2019/20, the department continued to conduct double the required amount of in training and lockdown drills that are required by law. These continued efforts will help insure the safety of our children. Adopt -A -School Program In FY 2019/20, the McHenry Police Department continued the agency�s "Adopt -A -School" program. This program pairs individual officers with specific grade schools with the community to increase awareness and safety within those schools. The p►•ogram entails individual Day Shift patrol offcers being assigned there own specific grade school. The objective is for the officers to get to know the faculty and students at their respective school so that the police department can provide a better service. This program involves act[vlties such as foot patrols, classroom instruction blocks, training exercises, and a community approach to solving problems w[thin our schools. The plan is designed to further the McHenry Police Department's mission of increasing school safety in our local schools. Social Media Messaging During FY 2019/20, the McHemy Police Department increased its efforts to reach community members in new ways. In order for the police depaztment to reach to a younger generation, we created an Instagram account. This helps us show the lighter side of the department's daily operations. The police department is actively building our follower base in that platform. Recognizing that many in and around our community utilize social media as an information source, the police department improved its efforts on Faceboolc and Twitter, increasing our followers by over 37%from the previous year and having a reach of over 11,500 people on Faceboolc. Since 2009, the McHenry Police Department has been using Nixie to commun[cate emergency messages in real-time. During FY 2018/19, the City of McHenry followed the police department's lead and starting utilizing Nixie 360 in order for all department's to increase communication with the community. The police department currently has over 20,000 subscribers to this free service. �necial Olympics Illinois Special Olympics is a global organization that unleashes the human spirit through the transformative power and joy of sport, every day around the world. Through programming in sports, health, education and community building, Special Olympics is changing the lives of people with intellectual disabilities solving the global injust[ce, isolation, intolerance and inactivity they face. Special Olympics Illinois provides opportunities for more than 22,500 athletes, more than 20,000 Young Athletes, 45,000 volunteers and thousands more people statewide through 18 area programs in all 102 counties of the state. The Law Enforcement Torch Run is the single largest year-round fundraising vehicle benefiting Special Olympics Illinois. The annual intrastate relay and its various fundraising projects have two goals: to raise money and to gain awareness for the athletes who participate in Special Olympics Illinois. The Law EnforcementTorch Run has raised nearly $43 million over 31 years while increasing awareness of Special Olympics athletes and their accomplishments. In order to raise funds for this worthwhile cause, the McHenry Police Department participated in the Polar Plunge, the annual Cop on Top event at Dunkin' Donuts, and a Butter Burger &Badges event at Culvers. We also held raffle t[cicet sales for aHarley-Davidson motorcycle and sold Illinois Torch Run merchandise. Our combined efforts helped to raise over $21,500.00 for the athletes of Special Olympics -Illinois. iiz [n June of 2019 McHenry officers participated in a leg of the Torch Run that ended at our own I{nox Parlc and attended the Illinois Special Olympics Games as coaches. No Shave Fundraiser During the FY 2019/20 Chief Btrlc continued a fundraising campaign to benefit those in need during the winter months. Th[s campaign allowed officers to gi•ow beards by malting personal contributions to specific charities. Throughout October, November and December, officers and civilian staff donated over $2,600.00 which went to purchase Christmas gifts for students in need at MCHS -Bast and West Campuses, McHenry Middle School and Parkland Middle School. We were also able to donate funds to Kids in Need (1{[N) f McHenry County and the Youth and Family Center of McHenry County. In January, February and March officers were able to grow beards if they participated in the annual St. Baldrick's Event. Over a dozen officers and employees joined the police department's St. Baldricic Team raising thousands of dollars and shaved their heads for an amazing cause. 113 Police - FY2O/21Goals &Objectives Below are the highlighted Goals and Objectives that the McHem•y Police Department will focus on during the 2020/21 fiscal year. • Continue to provide the highest level of police services to the citizens of McHenry. • Complete the process of developing a hiring list of highly qualified entry level candidates. • Continue with the department's renovation /expansion phases in order to meet the department's performance and usage needs. • Seelc and secure the highest level training opportunities for all agency members. • Continue and expand the department's public relations/community involvement programs. • Continued support for overall community school safety through the School Resource Officers and the Adopt -A -School program. • Continue the department's Traffic Safety Plan in order to keep our roadways safe. • Maintain fiscal responsibility and reduce any financial burden on the City through grant funding. • Continue to maintain professional standards by being assessed through the Commission on Accreditation for Law Enforcement Agencies (CALEA). • Continue to actively partner with other organization such as MCAT, MIAT, NIPAS and ILEAS in an effort to share police resources and reduce operational costs. • Replace eight police vehicles, all with emergency equipment. • Replace two in -squad computers, �aa Police - I'Y20/21 Performance Measures t Actively suppress property crime and crimes DidUCRrepmTable agalnstpersons In order propm•ty crimes and Crime Rate to ensure the safety of the crimes against person February I5, 2021 McHenry Community and totalsstay the same orsec Its cittzens. areductlon7 Manage police department resources In an e(Ocient To complete the PY 19/20 Annual Police Qudget and effective manner ensuring thatcomnumity by I<eeping expenditure at AprI130, 2021 needs are met. orunder approved police budget. Create a safe roadway system within the City by To complete the 2020 'traffic Crash Roadwa / y enfm•cing trafOclaws in calendar yearwlthan Areductlon is tratOc crashes Safety order to create safe overallreductlonlntrafOc hwesttgatedin2020ascomparedto drivingbehavlor. accidents. 2019. To Improve the delivery of public safety services, primarily by: maintaining a bodyofstmtdards' Tosuccessfidlyrevietvand 1. Reviewandreviseasneeded developed by public safety revise policies 6t all agency policies by tactidoners, coverin a p g accmdmtce witiutew lmvs �anumy 2021. Accreditatimt wide rangeoPop•to•date or practices; Conplete � 2, Complete all required CALQA public safety initlattves; CALQA proofs and reports standard proofs and repm•ts estabilshing and asrequb•ed. for the 2020 calendar yem• admbdsterin an g by February 2021. accreditation process; and recognizing professional excellence. 1. 6nprovements to community events such as; Cidld Safety Seat Maintain a strongwm•king Installations, Coffee with relationship with the the Chief, School Safety, MCFIenry Cotronunity and Adopt-A-ScltoolProgrant, Anincrease in attendance to all Connnunity Relations its Cittzenstn order to Carden Quarter community events, posittve community tnaintalntrustand ComntunityDays,Speclal feedback andtltelauncltofnew supportln our mission to Olympics lllinols, safety htltlattves by AprII 2021• serve and protect. Expos attd MCPOA Events 2. Continued improvement to Public Relations and Social Media Interaction. 115 Provide the highest level 2020/21 McHenry Police o(professional police Department Training Plan. Meet orexceed all training T��ining services with [he lowest Hlinois Police Training Act requh•ements in the calendaryem• Ilabilitym•risktotheCity 2020,establishedbydeparhnental and the Citlzens tvho we 50/ILCS705/7 policy and Illinois State 54�mte. serve. Arrest / Investigation enforcement action of the ObG�inareductlonlntheamountof Aeducetlteamottntof Illegal sale and useoP oploid(specfOcallyheroin)overdoses Narcotics Cnforcemo°t opioid usage and oploids,Nm•cao and deaths In McHenry for the 2020 overdoses. deployment.Particlpatian calettdat•ycar. in the "A Way OuC' Program. See alternative ways to Annual review ofall gran[ Awarded grant funding for tra(Oc (undpollcerelated submission applied for enforcement andballisticvest Grants protects timtsuppm•t tiie and all gi:�ntsubmission purchases withaminhnum ofbvo tnisslan of the awarded. additional grants to be applied for. organtzation. 116 A I B 1 1 Police Department - Fund 7 4010 I Salaries (Includes 4030 w FY17 g 4020 Sworn Salaries 9 4030 Salaries - Part Time 10 4050 Overtime 11 4055 Sworn Overtime 12 4080 Career Ladder 13 4310 Health Insurance 14 4320 Dental Insurance 15 4330 Life Insurance 16 4340 Vision Insurance 17 4410 FICA Medicare 18 4420 IMRF Retirement 19 4430 Contribution - Police Pension 20 4510 Uniform Allowance TOTAL SALARIES/BENEFITS 21 22 j 5110 5310 5320 27 5370 28 5410 29 5420 30 5430 31 5440 32 5450 33 5510 Utilities TOTAL CONTRACTUAL SERVICES I K I L I M 356,353 322,428 I 347,849 340564 362,966 356,968 16,404 a,820/ 4,965,469 1090095 2250k 43,704 23,904 120.730/c 5,000 0.000/0 244500 0.000/0 21,000 6,000 40.00% 1,050548 (14,095) -1.32% 42,806 1584 3,84% 2241 0.00% 3391 47 1,41% 431,203 11,888 2.84% 45,183 6,606 17,12% 2,231,742 149,321 7,17% 33,400 22400 7,74% 91477,159 313,154 3,42% 4318,074 4,417,961 4574,901 4,856,374 4,695497 125 19,800 2,305 2,461 985 5,000 1,798 241,823 231515 294,622 244500 333,300 15,230 7,622 26,250 15,000 19,679 992,132 1,024,588 934,120 1,064,643 845,353 36,564 37,025 36403 41222 39541 2,089 2,078 2,127 2245 12910 1,920 2,053 2,266 3,344 2,920 36$641 361,913 382,783 419315 405o626 46,5041 40,376 3807 38577 35,874 1 '21,914 1,868,798 2,017,300 $0821421 2,077,704 25,318 21,622 28,628 31,000 27,977 7,922,867 U40440 8,686,966 9,164,005 8,850,145 96,850 2,540 2,69% 2,500 (500)-16.67% 30,000 0.00% 56500 (4,000) -6,61% 2,100 0.00% 26500 1,700 6.85% 54,i)3O 21,635 66,78% 9,000 - 0.00% 175 (625)-78,13% #DIV/0! 277,655 20750 8.08% 85,676 96,657 107530 94,310 95,428 2,817 1629 2,389 3,000 2,479 55,687 65,836 28,103 30,000 29,436 49,927 S8S54 49,223 60500 457649 2,320 930 1,825 2,100 1,825 15277 12,960 17345 24,800 12,009 3038 26231 22,189 32395 30,893 11,708 8,308 91000 5,094 256 463 166 800 257,706 273568 228,770 256,905 222,813 A 37 6110 Materials and Suppli 38 39 6210 Office Supplies 40 6250 Gasoline and Ot7 q� 6270 6310 6340 SmallEquipment jK-9Unit Forfeiture Expenses TOTAL SUPPLIES 42 43 A41 q7 9920 Purchase ofServices -Risk Management qg 9922 Purchase of Services - Information Tech 1Aq1 TOTAL OTHER 8300 � Capital -equipment 8400 Capital -Vehicles TOTAL CAPITAL OUTLAY t'i L I M 149,577 140,786 141,169 153:950 156,415 396,754 473,899 517,190 151,200 83,662. 211,045 N 0 P 23500 (400) -L(57% 19,700 11800 10,06% L10,000 1%000 10.00% 29,650 22,800 33185% 5,400 100 1,89% #DIV/0! 188,250 34,300 22,28% 229,083 229,083 229,083 - 292,861 292,861 39S,428 102,567 521,944 521,944 624,511 102567 19.65% 34575 I 2208 8,900 (25,675) 7426°/ #DIV/0! 34575 22,008 8,900 (25,675)-74.260A NERCOM -Overview Mission Statement ' ��© The Mission of the McHenry Police Department is to work in a �,;�= `�� .,,�, true partnership with the citizens we serve, enhance the quality ��f� Y_�� „�, of life and provide excellence in public safety. ,i� �A;�/,�,% � ! �. •�� Primary Functions '' To provide emergency and non -emergency phone answering and � � dispatch services to our police and fire customers. The McHenry Dispatch Center (DBA - NBRCOM) is a collaborat[ve effortbetween four public entitles. This collaborative effort is a partnership established by the McHenry Police Department with the McHenry Township Fire Protection District, the Woodstock Police Department and the Harvard Police Department. In the spirit of cooperation between communities and taxing bodies, and with a goal of increasing efficiency and effectively using public tax dollars, the four above listed agencies created this partnership. Through an Intergovernmental Agreement (IGA) each agencies shazes the financial responsibility of the dispatch center and provides input on customer contracts and pet•sonnel hiring. In an overview of the day-to-day operations of the center, at its opt[mal staffing level NERCOM is manned twenty-four hours a day, seven days a week, 365 days a year by a minimum of four dispatchers at all times. Each NBRCOM dispatcher is crossed -trained to be prof[cient in both police and fire/rescue disciplines of dispatching. In addition, NBRCOM provides Emergency Medical Dispatch services to all of our customers. Roles defined within the dispatch center include 911 call [alters, police dispatch and rire/EMS dispatch. These defined roles allow for the center to provide services In the most efficient and effective way exceeding industry standards. Staffing for NERCOM consists of twenty (20) full-time civilian Telecommunicators, two (2) full- time Lead Telecommunicators and six (6) part-time Telecommun[cators working twelve hour rotating shifts. NERCOM is supervised by one (1) full-time civilian Telecommunications Center Supervisor•. All employees of the dispatch center are employed by the McHenry Police Department under the authority of the McHenry Chief of Police. Daily operational oversight of the dispatch center is assigned to the McHenry Police Commander of Support Services. �zo NERCDM Board of Directors Police Chief John Birk Couunander of Support Services Ryan Sciame NERCDM Supervisor Jennifer Synek (2) Lead Telecouuuunicators J. Liebach / D. Barrows Day Shin —Night Shin Dispatcher �, Dispatcher Dispahher"Dispatrher R. Miller G. Have us M. Recendiz P. Garrett EM Dispatcher Dispatcher Dispatcher Dispatcher K.Schmitt M.Joseph McNamara T.Vasquez Dispatcher Dispatcher Dispatcher Dispatcher L. Cox A. hlcKendry DeidelMan G.Allen Dispatcher Dispatcher Dispatcher Dispatcher C. Dawson K. Fitzgerald B. Nolan K. Durband Dispatcher Dispatcher Dispatcher Dispatcher K. Gallagher R. Neville TBD TBD NERCOM - FY19/20 Accomplishments Personnel The following individuals were hired during FY 2019/20 in order to maintain our full-time telecommunicator staffing levels attwenty-one (22). • Bridget Nolan was hired May 6��, 2019 as a full-time dispatcher in our communications center. Bridget previously worked as a Veterinary Technician and is a current EMT for the Harvard Fire Protection Distr[ct. • Eileen Beidelman was hired May 7��, 2019 as a full-time dispatcher in our communications center. She previously worked for logistics company. Melissa Recendiz was hired May 8�n, 2019 as a full-time dispatcher in our communications center. She previously worked at the Harvard State Banlc. Public Relations: During FY 2019/20 Several NERCOM telecommunicators participated in Woodstock Fire/D200 Fire Safety Festival. The fest[val reaches every pre-K through 1st Grade student in the Woodstock School district which represents almost 1,500 students. The telecommuntcators are responsib]e for teaching and instructing the students in the proper usage of 9-1-1 and setting up a meeting place for emergencies. This is the 3� year that our telecommunicators have volunteered their time For this important event. In addition, the dispatch center hosted over 250 2��d and 3�d grade students on tours to learn about 911. Training The McHenry Police Department recognizes the need to make sure our telecommunicators offer the highest level of service to all we serve. During FY 2019/20 the dispatch center was vigilant in searching out training opportunit[es fo►• our telecommuntcators participating in over 1092.8 hours of training. In addit[on to in -seat training oppm•tunities, each telecommunicator participates in mandatory monthly on-line training sessions through Police Legal Science. This is an online training program, which offers real life scenario based training for emergency dispatchers. During FY 2019/20 employees of the dispatch center completed the following trainings: Em to ee Trainin Descri tion Dates Attended: JUSTIN LEIBACH COMMUNICATIONS CENTER SUPV 6/3-6/4/2019 JENNY SYNEK APCO LEADERSHIP SYMPOSIUM 3/8/2019 EILEEN BEIDELMAN T/C RESPONSE TO DV CALLS 9/16/2019 MELISSA RECENDIZ T/C RESPONSE TO DV CALLS 9/16/2019 GRANT HAVENS IL PUBLIC SAFETY T/C CONFERENCE 11/3-11/06/2019 JUSTIN LEIBACH IL PUBLIC SAFETYT/CCONFERENCE 11/3-11/06/2019 BRIDGET NOLAN EMERGENCY MEDICAL DISPATCH 7/15-7/17/2019 EILEEN BEIDELMAN EMERGENCY MEDICAL DISPATCH 7/15-7/17/2019 MELISSA RECENDIZ EMERGENCY MEDICAL DISPATCH 7/15-7/17/2019 DEXTER BARROWS EMD-QTRAINING 11/11-11/12/2019 tzz JENNYSYNEK NG-911PLANNING 9/5/2019 DEXTER BARROWS POSITIVE INTERACTION W/ DIFF PEOPLE 10/23/2019 JUSTIN LEIBACH POSITIVE INTERACTION W/DIFF PEOPLE 10/23/2019 CHRISTINE DAWSON POSITIVE INTERACTION W/DIFF PEOPLE 10/23/2019 KELLY SCHMITT HOW TO BEAT DISPATCHER BURNOUT 5/30/2019 JENNYSYNEK NAVIGATOR CONFERENCE 04/23-4/26/2019 ALL EMPLOYEES NG-911 TRAINING 12/2019 ALL EMPLOYEES STATION ALERTING/FIRE DISPATCH TRN 02/2019 ALL EMPLOYEES ANNUAL CPR CERTIFICATION 2018/19 ALL EMPLOYEES ANNUAL ICS TRAINING 2018/19 ALL EMPLOYEES ANNUAL LEAD CERTIFICATION 2018/19 ALL EMPLOYEES MONTHLY POLICE/FIRE/EMS SCENARIO BASED TRAINING 2018/19 Funding Opportunities The overall goal of NERCOM is to offer excellence in emergency dispatch services at a cost that is competitive for all part[clpating governmental agencies. NERCOM is proud to services sixteen (16) total agencies at an operational cost that is significantly lower than all other PSAPs, proving that consolidation can save money without sacrificing service. Calls for Services Du►•ing the 2019 calendar year, NERCOM answered approximately 45,000 emergency 911 calls and approximately 82,400 non -emergency administrative calls. An additional 52,900 outgoing calls were made on the behalf of our customers for additional tasks. Currently NERCOM handled the following calls for service during the 2016 calendar year: epartment C ps for Service McHenry Police 24.152 Johnsburg Police 4,683 Marengo Police 4,830 Union Police gg Woodstock Police 20,495 Harvard Police 5,906 Fox River Grove Police 5,818 McHenry Flre 5,g77 Marengo Rescue 1,328 Marengo Flre 392 Union Fire 158 Woodstock Fire 4,997 Harvard Fire 1,451 Cary Flre 2,138 Nunda Fire 384 Fox River Grove Fire 775 123 NERCOM - FY20/21 Goals &Objectives Below are the highlighted Goals and Objectives that the McHenry Police Department Dispatch Center will focus on during the 2020/21 fiscal year budget. • Improve the quality of services provided to public safety agencies. • Strengthen our customer base through strong customer relationships. • Development and revision of dispatch center polices and operational procedures. • Hire addit[onal staff as needed. Ensure that the McHemy Police Department is active in applying for grants related to equipment and personnel funding for the dispatch center. • Continue to seek out alternate sources of funding to supplement and/or reduce operational costs or fund continu[ng successful programs. • Maintain the minimum level of training for all dispatchers as dictated by policy and statute. • Obtain Emergency Med[cal Dispatch (EMD) ACE Accreditation through Prior[ty Dispatch, �za NFRCOM - FY20/21 Performance Measures 1 . � , . Measure will be Obtain statecertlflcatlon Meetthestandardgoalof All telecomnumicatorsshallholda evaluated continually for Emergency Medical priority dispatch for carren[QMD certification G•om IDPH at all throughout the yearand Dispatching certification times. produced hr annual repro t. Teleconnnunicatorshall, wltidn GO Measure will be hdlinlly process 95%of seconds ofmrswering an emergency call, substantiated [hroug6 Emergency C211 Processing emergency calls wfddn 60 acquh•e location ofincident, phone the use ofquarterly seconds ofthmn being numbm•ofcaller, complaint type, and repm•dng, which will answered. create a CAD event OR complete a PSAP to culmbmte into mr PSAP h•ans(erat least 95%of the time. annual repm4. Measure will be Dispatch 95%of Telecomnundcatorgtroupshalldispatchat substantiated through timer enc Call g Y emer ene callswlddn90 6 Y Ieast95 %ofallemergencycallswithbr the use ofquarterly Dis atchin P g secondsofthembein g 90secondsofthembehrganswered. reporting, which will answered. culminate 6rto an annual report. Telecommm�icatm•shall, within GO Measnre will be based All Crhnhral Hot Files will minutes of receiving all necessary on regutarauditing of LGADS Hot Pile Enhy be entered tvitlrout information, complete each Criminal Hot the LGADS CHF records delay. File enh•y Into the LGADS/NCIC contahred within the database. 911 center. Teleconununicatm•sholl, within 120 Measure will be initially process 95%ofall seconds ofansweringanon•emergency substantiated through NomEmergency Call non -emergency calls call, acquire location of incident, phone the use ofquarterly processing. within 120 seconds of numberofcaller,mmplaint type, and reporting, wlrlch will them being answered. createaCADeventORcompleteaPSAPto cahninatelntoan PSAP transferatleast95%oftlre tune, annual report. Measure will be Dispatch 95%oflrmr- Telecommunicatm•group shall dispatch at substantiated through Non•Gmergency Call emergency calls wiHdn Ieast95%of all non-emergmuy calls rice use ofquarterly Dispa[cldng 150 seconds of them being within 150 seconds of them bebrg reportng, which will answered. answered. culminate into an annual report. IYk7 A 8 F I K L M N O P 1 Dispatch Center -Fund Summary Fund 100, Department Number Description Actual 23 Actual Actual Proposed Estimated Proposed (S) (0/0) z 4 6 L618,903 67,411 434% 7 4010 Salaries 787,430 1,347,367 1,387,021 1,551,492 1529,344 g 4030 Salaries -Parr Time 20,728 37,244 31,793 30,000 33287 30,000 - 0100% 9 4050 Overtime 43233 139r402 120596 110,000 136,753 115,000 5,000 4,55% 10 4310 Health Insurance 214,437 375,066 326,942 386218 284552 330,301 (55,917)-14,48% 11 4320 Dental Insurance 70706 1 12,925 12,965 15,014 14293 (721) -4,80% 12 4330 Life Insurance 446 817 840 930 953 23 147% 13 4340 Vision Insurance 463 841 943 1 047j1427j675 1242 195 18,62% 14 4410 FICAMedicare 61559 110,941 111,620 129,399134,939 5540 428% 15 4420 IMRP Retirement 108,904 184203 174596 191,072213270 22,198 11,62% 16 4510 Uniform Allowance Z142 7,103 6,967 8,800 9,850 10050 11,93% TOTAL SALARIES/EENEFITS 1247,028 2215,909 2,174,283 2,423,972 2,806,996 2,46%751 _ _ 44,779 L8S% 17 100900 280 2,64% ontractual 35,481 173,463 100,302 M620 111850 ostage and Meter ele hone - 1,317 16 10234 4 50 50 - 0.00% -DN/0'.ravel 75320Telephone ense 15 3,370 933 5250 854 5,850 600 11,43% Training Tuition Reimbursements 1,043 S,857 583 9,121 13,340 1,500 6590 13,490 150 1,12% 2500 (1,000) -2857% UNities 500 500 0100% TOTAL CONTRACTUAL SERVICES 37,856 193SZ3 110*360 33260 19294- 33290 30 0109% 6110 Materials and Supplies 7512 6,129 3,479 5595 4,953 5,620 Z5 0.45% 271 28 30 31 6210 Office Supplies 1226 881 331 1,700 SO L000 (700) -4L38% 32 6270 SmallEquipment 2,974 1569 - - RDN/01 TOTAL SUPPLIES 11,712 8579 3,810 7295 5,003 6,620 (675) -925% 33 34 35 51,132 0100% 36 9920 Purchase of Service -Risk Management 40532 51132 51,132 SL132 SL132 37 9922 Purchase of Service - IT 94245 27,491 32,491 36,728 36,728 37,462 734 100% TOTAL OTHER 134,777 78,623 83,623 87,860 87,860 88594 734 0,84% 38 39 40 n u n u Public Works Administration -Overview Public Works Departmental Mission The mission of the Public Works Department is to respond to the community needs consistent with the policies determined by City Council, to maintain a working environment built upon trust, respect and citizen involvement, and to achieve the City's goal of being responsive to resident needs and focusing on customer service. The Department consists of five operating sections that provide services to the citizens of our community. These sections include: Administration, Street Division, Water Division, Wastewater Division and Utility Division. Public Wori<s Administration Mission It is the purpose of the Administration Division to provide direction and administrative support to the Department of Public Works. Public Works Administration is also responsible for completing City projects for the public welfare, to the highest quality, in accordance with legal and contractual standards, and in accordance with City Statutes. The Public Works Department is responsible for the management of all City Engineering and Construction Projects, Request for Proposal solicitation for Engineering and Construction projects, contract enforcement, and general technical assistance for the Public Works Department. There are several primary operating functions within the Public Works Administration Division. • To coordinate with the Mayor, City Council and City Administrator to ensure proper execution of the City's policies and departmental programs. • To provide "in-house" engineering services for a number of City projects, to perform plan review for development and utility projects, and to perform project management services for the City's contracted engineering services and publicly bid capital construction projects, • To provide administration, personnel management, asset management, departmental strategic planning, financial management, and capital improvement program planning/implementation for a Public Works Department responsible for all municipally owned and operated public infrastructure within the corporate limits of the City of McHenry. The Public Worl<s Administration Division includes the Director of Public Works Troy Strange, Staff Engineer Greg Gruen, and Administrative Analyst Elizabeth Roth. Wastewater Division Superintendent Russell Ruzicka f 4 CITY OF MTHENRY FACILITYUBLIC WORKS 1415 h'.. Industrial Dllve Public Works Director Troy Strange Administrative Analyst.. Staff Engineer Elizabeth Rolh .. Greg GtUen Water Division Utility Division Superintendent Superintendent Mike Palmer Steve Wirch Street Division Superintendent Scott Schweda Crew Leader � Crew Leader �� Forestry Cresv Leader Assistant Mike Lange Andy Lechner ■ Mlke Harper Superintendent Russell Adams Public Works Administration - FY19/2O Accomplishments • Administration and oversight of Refuse Collection Contract. • Awarded "Tree City USA" for the 251h consecutive year. • Performed "in-house" contract preparation and bidding services as well as managed consultant Phase III Engineering Services for the 2019 Road Resurfacing Program. • Management of construction project and consultant Phase III Engineering Services contract for the Curran Road Highway Safety Improvement Program Project. Project completed in the Fall of 2019. • Management of construction project and consultant Phase III Engineering Services contract for the Pearl Street Illinois Transportation Enhancement Program Project. Project completed in the Fall of 2019. • Completion of consultant selection process and initiated preliminary engineering services for the Barreville Road Box Culvert Wingwall Replacement Project. Project is planned for construction in 2022. • Completion of consultant selection process, performed contract negotiations, and initiated Phase I engineering services for the Oakwood Drive Bridge Replacement Project. Project is planned for construction in 2022. • Management of consultant preliminary engineering services and bidding services for the Ringwood Road Water Main Extension Project. Projecfto be completed in the Summer of 2020. • "In -House" performance of Illinois Department ofTransportation Surface Transportation Program project selection process, grant application process, and Phase I Engineering project initiation for project candidates. • Preparation of contract documents and performance of bidding services for the Boone Creek Dredging Spoils Hauling Contract. • Acted as lead agency for the management of the consultant contract for completion of Phase I Engineering for Bull Valley Road Multi Use Path project. • Performance of construction observation and contract administration for 2019 Pavement Maintenance Program (Reclamite &Crack Sealing). • Performance of financial analysis of Public Works operations in order to identify opportunities for efficiency savings and execution of contracted services when such opportunities are Identified. 130 Public Works Adtninistration - FY20/21 Goals &Objectives • Provide effective communication with the City residents about the various Public Works projects, programs, and services. • Ongoing management of the city's refuse collection contract, leaf pickup, yard waste, and e- waste/Christmas lights recycling programs. • Provide responsible financial management while maintaining existing Public Works services. • Initiate Electronic Archiving efforts fn order to fully digitize existing paper records into a searchable electronic record. • Preparation of standard departmental policies for adoption by City Council to reduce City liability with regard to claims against City infrastructure and operations. • Continue departmental financial analysis in orderto properly allocate resources to create a robust Road Resurfacing Program in future years which exceeds $2.0 Million per year, • Complete a transition from a paper to electronic work order system in orderto create a better work flow for service requests and to better document operations activities, • Finalization of a 20 year Community Reinvestment Plan for adoption by City Council. • Management of consultant engineering design services for the Barreville Road Box Culvert Wingwall Replacement Project. Project (s planned for construction in 2022. • Management of consultant Phase I engineering services for the Oakwood Drive Bridge Replacement Project. Project is planned for construction in 2022. • Project management for construction of the Ringwood Road Water Main Extension Project. • Administration of "in house" preparation of bid specification, bidding services, contract award and construction observation for Well ft8 raw water transmission line. • Perform all Engineering Services for 2020 Road Program (Pebble Creek Subdivision) "in house". • Completion of an interim Millstream Sanitary Sewer project to extend service life of the system until water -sewer funding for completion of the project is available. • Reevaluation of existing localized drainage issues and compilation of reports for presentation to City Council and development of long range strategic objectives with regard to drainage. • Begin preliminary coordination for utility relocation and overall City involvement In the Route 31 reconstruction project which is funded in the current Illinois Department of Transportation Five Year Highway Improvement Program. 131 Public Works Administration - FY20/21 Performance Measures t t • � t Develop an updated CIP and Was the ClPnndated and All deadlines m•e met Capital IntptovementProgram transntitto Pinance and transmuted to the Pinance and (CIP) Administration Department Administration Deparunent by the due date? Develop and present an Was the operating budget All deadlines m•e met Annual Budget operating budget to the Pinance transmitted to the Pinance and and Administration Departuent Admbilstration Department by the due date? Respond toaresident complaint %oftimethat Public Works Respond to resident Resident Complaints/Inquires or inquiry within one working Department staffresponds complaints/inquiries within one day from receipt withtnoneday worldngday300%of the time throughout the year Request fm• Proposals (RPP) Develop all RPP's for All RPP's completed, issued, and Development Engineering Services and for Status of RPP's for budgeted contracts awarded forprojects Cmtstruction projects (m•which projects in curventbudget year the Cityperforms "in house" engineering services Manage City Engineering and Schedule and Budgetstatus of All Engineering and Project Management Construction Projects and City Engineering and Construction Projects assureproJectsarecmnpleted ConstrucdonProjects completed on time and on on time and on budget budget Assure that City Engineering All conh•act work and scope Conn•act Enforcement and Construction Projects are Quality Assurance of Clty items are completed In cmnpietedinaccordancewith EngbteeringmtdConsbvction accordance with contract contractdocumentsandscope Projects provisions ofservfces Review and issue utility permit All Issued permits are Permit Reviews applications and assure that completed and closed per the City infrastructure is Status ofissued permit terms of the original permit undamaged ot• Is fully restored application. No/minimal upon completion of permit outstanding permits. work Technical Support fm• Provide all requested technical Completion status of requests for All requests for technical Meintunance Staff support for City Mabuenmue techntcal assistance asstsmnce are completed on Superintendents and "as needed" basis Crew Leadms 6(ficiendnanagementofall PlnalOperating6xpendinves Alloperatingfimdsarea[or PinancialMmtagement operating fund accounts relative to budgetedoperating below theappravedoperadng expenditures budgetand/oroverages are documented and JustiEed 132 w w A I B I G I I I K I L M N O P 1 Public Works Administration Fund Summary_(Fund 100, De artinent 30) I Number Description Actual Actual Actual Budget Estimated Proposed (S)Account Account FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance 2 4 5 7 4010 Salaries 357230 277,821 298,059 290,203 282,473 293,361 3,158 1,09% 8 4050 Overtime nIV/0! 9 4110 Salaries - PT Seasonal 4,125 6,696 *DIV/0! 10 4310 Health Insurance 78,795 64,163 56,269 50,889 24,637 23,930 (26,959)-52.98% 11 4320 Dental Insurance 2,656 2,066 1,863 1,910 1,177 1,120 (790) 4136% 12 4330 Life Insurance 158 199 168 123 148 123 - 0.00% 13 4340 Vision Insurance 152 138 132 1 199 114 65 (134) -6734% 14 4410 IFICAMedicare 26462 20544 22236 22,201 21,640 22,442 241 1,09% 15 4420 JIMRFRetlrement 46,680 34,568 34,085 31,042 1 29,211 34,607 3,565 11,48% 16 4510 Uniform Allowance 150 450 200 450 0.00% TOTAL SALARIES/BENEFITS 51=3 39%499 416,937 397,017 366,296 376,098 (201919) _ -5.27% 17 18 19 � 20 5110 Contractual 62,854 6,259 101 3,500 113 21000 (1500) 42,86% 21 5310 Postage and Meter 485 524 103 400 190 (400)-100,00% 22 5320 Tele hone 1,775 2,055 �(Lqj #DIV/01 23 5410 Dues 674 783 895 380 850 250 C130)-34.21% 24 5420 Travel Egense 34 317 S00 500 0,00% 25 5430 Training 1509 511 1,867 2,000 1,225 2,000 0,00% TOTAL CONTRACTUAL SERVICES 67,331 10,449 2,897 6,780 2378 41750 (2,030)-29.94% 261 27 28 29 6210 OffceSupplies 999 1,137 1,055 1,000 825 1,000 0.00% 30 6270 Small Equipment 695 1,395 2,000 1,000 (1,000)-50.00% 31 6950 Forestry (Moved to Streets in FY17/18) 157576 #DIV/01 TOTAL SUPPLIES 158575 1,832 2,450 31000 825 2,000 (1,000)-33.33% 32 33 34 35 9920 Purchase of Service - Risk Management 10,081 13,384 13,384 13,384 13,384 13,384 - 0.00% 36 9922 Purchase of Service - IT 17,433 17,707 20,299 22,648 22,648 30,085 7,437 32,84% TOTAL OTHER 27,514 31,091 33,683 36,032 36,032 43,469 7,437 20,64% 37 38 w A 1 eet L Public Worlcs Street Division -Overview Public Wot•1[s Street Division Mission It is the mission of the Street Division to suppm•t and enhance a high quality of life for the City's residents, businesses and visitors by providing swell -planned, environmentally senslt[ve, cost effective infrastructure through superb customer service. In addition, the division will provide 1esidents with a quality urban forestry program which is cost effective and act as a responsible steward for the natural resources of the community. The functions of the Street Division include street cleaning, street �� maintenance, responding to all resident requests, as well as snow and ice removal. All city -owned vehicles and various pieces of equipment are repaired and maintained at the Public Worlcs Facility with two full-time mechanics. The division also maintains public sidewalks and curbs. The Street Division provides residents with cost effective and quality urban forestry services and delivers responsible stewardship for the natural resources of the community• The arborist's crew utilizes professional management practices in tree planting, maintenance and removal to improve the quality of the urban tree canopy. In summazy, Street Division employees undertake the following tasks: • Division crews remove snow, control ice, conduct street cleaning, and perform other necessary miscellaneous repairs. • Maintenance and repair all City owned vehicles and various equipment through the City garage with two full-time mechanics. • Monitoring and maintenance of City streetlights and signals by a pr[vate contractor. • Maintenance of City streets by filling pot holes and patching. • Monitoring of creek levels and maintenance of channels to prevent flooding. • Advising and consultat[on with the department director regalding fleet and infrastructure needs and responses to service ►•equests. • Tree planting; maintenance and removal, completion oftree inventories, performance oftree surveys for insect, disease and any hazardous tree problems, administration ofthe City Arbor Day Program, maintenance of the City's status in the Tree City USA and Growth Awards Program. Coordination with other City departments, community groups and volunteers on tree related Issues, and oversight of the Tree Preservat[on Ordnance for compliance• • Oversight of the mowing contract For City propert[es. 136 S"" P 'n�en Acnl l.I. an:; ,,[ i Fi,n vaI,a Porn w,,,,r.,m mi6&wn4Lamzmjk*ows,ek WOO PC P Sani_t CeA,o pad," 1a no1141," l.1 a\G1 c,11I .. Public Worlcs Street Division - FY19/20 Accomplishments • Division crews resurfaced and repaired sections of streets throughout the City utilizing over 2,700 tons of asphalt. • Completion ofthe bi-annual brush pick-up program. • Completion of sidewalk and concrete curb replacements as needed, • Staff contracted with an outside consultanC to survey City sidewalks in order to identify sidewalk repairs. • Division staff completed repairs over 300 sidewalk panel repairs identified by the contracted sidewalk survey. Fleet maintenance staff performed ongoing maintenance of City -owned vehicles and equipment. • Division staff performed ongoing right of way maintenance including parlcvray restoration, mowing, and creels cleaning. • Staff successfully completed snow removal, ice control, and conducted street cleaning in addition to malting miscellaneous repairs. • Assistance with preparation for Fiesta Days and 4�� of July activities. • Pavement maintenance treatment (Reclamite) was completed on all roads which were resw•faced in 2018. • Arboi• Day was celebrated on April 26��, 2019. A total of five trees were donated by the McHenry Lions Club, Tom Schmidt, the Warricanes and the McHenry Garden Club. • Division staff planted nine h•ees in various parkways. • 930 city trees were trimmed in various locations throughout City Parlcs and City Right of Ways. • Sixty-one trees were removed in 2019 with 7% of these removals due to the Emerald Ash Borer. • Six mature Oalc trees underwent an oil -based egg mass treatment to control for Gypsy Moth along Crystal Lalce Ave. Public Wol•ks Street Division - FY20/21 Goals &Objectives • Address all snow and ice events by clearing roadways to ensure safe travel on City streets. • Maintain the City's fleet in order to ensure efficient operations and fleet service lives are maximized. • Repair and maintain City streets by dedicating personnel to road resurfacing and pothole repair. • Continued successful performance of mowing of the City's right of ways and property in a timely fashion. • Successfully respond to all resident requests in a timely manner. • Maintain and repair City sidewalks and cm•b in accordance with surveyed locations. • Inspect and maintain the City owned street light systems. • Continued assistance with the preparation for Fiesta Days and 4�� of July activities. • Continue to identify and repair• all uneven sidewalk panels through contracted surveys and ongoing monitoring. • Plant five trees for the City Arbor Day celebration. • Plant ten trees within the City Parlc System. • Plant 70 trees in City parkways. • Successfully assist Developers with tree planting in new subdivisions on an as needed basis. • Continue implementation of the seven year• pruning rotation in City parks and City pai•]cways. • Identify hazardous trees for removal and remove other trees as required. • Remove Emerald Ash Bm•er infested trees to a timely manner. • Continue to monitor for• Emerald Ash Borer, Gypsy Moth, and Japanese Beetle. • Perform adminish•ation of Capital Improvement Projects inchiding the 2020 Road Resurfacing Program and the asphalt pavement maintenance (crack sealing and Reclamite) 139 Public Worlcs Street Division - FY20/21 Performance Measures Provide all necessary training Was all training Staff are fully prepared fm•wm•k. Internal Trainpig for all divlsionemployees required fm•the year Work related injuries are minindzed. each year completed? Sweep121centerlanetulles Number ofscveeping Clean streets&well4unctloning StreetSweeping per yem• cycles completed closed ch•ainage systems Repair allttnevensidewalk Nm»bet•oflocations Sidewalk Maintenance panelsldenti(iedthrougL completed and Sa(m•sidewalksfm•residents sidewalksurvey outstanding locations Crackseal,patchandapply Were allnecessmy Safe roads, wellmaintalnedroads, AsphaltMalntenance Reciandtetoprolongthellfe roadrepahsmadeZ and costetfecttveroadway ofCltyroads maintenance Provide all necessary Repairs completed and Well maintained creeks and drainage Drainage Maintenance ditcLing and creek outstanding necessary ways which reduce the City's riskof maintenance to prevent repairs Roedlug Rooding Completion ofatree Reduce faiinre and preserve City Tree Condition Performaheesm•vey swveyforbalfofall Treas CI tree locations Creek One prescr@ed Successfid maintenance of rice Cit}vs Manage Woodland Areas Maintenance/Controlled burn/all creeks naturalateas/preservecreeks burns maintained 140 A I B I G I I I K L M N 0 P 1 Public Works Streets - Fund Summary (Fund 100. Denartment 33) 7 4010 Salaries 1,107,777II 1,292,151 1,335,937 1211584 1,228,203 C1071734) -8.06% 8 4050 Overtime %283 15,984 15,950 15,000 19,736 17,500 2500 16,67% 9 4060 Overtime -Snow Removal 61,416 7%224 109,313 70,000 70,000 72500 2500 3S7% 10 4110 Salaries - PT Seasonal 22,044 22,741 20,050 20,000 1%669 23,000 3,000 15,00% 11 4310 Health Insurance 337,836 35654E 334,997 319,358 340,955 315,152 (4206) -1,32% 12 4320 Dental Insurance 2,231 Z673 2436 2,808 2,894 21983 175 6.23% 13 4330 Life Insurance 693 707 712 779 692 779 0.00% 14 4340 Vision Insurance 103 69 95 134 1 134 142 8 5,97% 15 4410 FICA Medicare 90,340 107,752 103,802 110,232 1 98,962 102y602 (7,630) -6.92% 16 4420 IMRF Retirement 16%014 174,689 160 210 156,303 12%063 162,139 5,836 3,73% 17 4510 Uniform Allowance 10,183 9598 10,186 10,000 6,890 9,200 (800] 8.00% 18 TOTAL SALARIES/BENEFITS 1,80%920 2,083,461 2,0501102 2,040,551 12894,579 1,934,200 (106,351) -521% 19 20 21 5110 Contractual 92368 138,272 187,323 225,000 168512 310,000 85,000 37.78% 22 5320 Telephone 4,634 7,838 (124) nDIV/0! 23 5370 1 Repair&Maintenance 127,766 190,487 207,460 170,000 197,852 215,000 45,000 26.47% 24 5430 Training Reimbursement 3,168 3,936 6,514 5,000 34,333 4500 (500)-10.00% 25 5440 Tuition Reimbursement I I W W 3,000 3,000 *DIV/0! 26 5510 Utilities 575 543 8 - HDTV/01 27 5520 Street Lighting 290#242 30%763 308,387 310,000 312,184 3101000 0.00% 28 TOTAL CONTRACTUAL SERVICES 518,753 649,839 709568 710,000 712,881 842500 132500 18,66% 29 30 31 6120 Materials & Supplies 224,130 249310 246,068 250,000 283,936 250,000 0.00% 32 6210 Office Supplies 855 1,368 11492 1,000 726 800 (200)-20.00% 33 6250 Gasoline & Oil 52,276 56,655 91,82E 70,000 63,301 72500 2,500 3,57% 34 6270 Ismail Equipment 553 5,006 41735 4,000 4,480 3500 (500) -1250% 1351 6290 Safety Equipment 945 890 237 1,000 1,785 L,300 300 30.00% 1361 6950 1 Forestry (Moved from Admin in FY17/18 187 114,953 58,713 66,000 60,43E 149,000 83,000 125,76% A 3 TOTAL SUPPLIES 9920 Purchase of Service-Rk sofS9922 eeIT TOTAL OTHER 45 8300 Capital -Equipment H46 TOTAL CAPITAL OUTLAY 47 A N 278,946 428,182 403,070 392,000 414,663 477,100 85,100 21,71 90,904 88,088 88,088 88,088 8%088 881,088 0.00% 11811 12158 14357 16416 16,416 21,929 5,513 33,58% 102,715 100246 102,445 104504 104,504 1100017 5,513 5.280/a 19,294 29350 28,482 - - #DIV/0! 19,294 29,350 28482 #DIV/0! !r. Parks and Recreation -Overview •• McHenry Pnrks lF Nrnrniiou U,7aulmenl ']�C Mission It is the mission of the Parks and Recreation Department to provide planned recreation programs and maintain facilities and parks to meet the recreational and park facility needs of the public, recognizing that leisure activities, facilities, and open spaces are important to individuals, families, and community life. The Recreation Division of the Parlcs and Recreation Department consists of four full-time and one part-time personnel on the recreation side. Director of Parlcs and Recreation Bill Hobson works alongside Athletics and Aquatics Supervisor Nicole Thompson, Rec►•eation Supervisor Cindy Witt, Fitness Coordinator Becicy Moore and Guest Services Specialist Alicia Barnett to coordinate the various programs, events and services provided by the Department. Additionally, staff oversees the management of the McHenry Recreation Center, Petersen Beach and Merkel Aquatics Center facilities for the Department. The Parlcs Division, consisting of Superintendent of Parlcs and Downtown Maintenance Pat Gornialc, Assistant Superintendent Jeff Friedle and five (6) full-time Pa►•lcs Maintenance Workers continue to tackle the massive task of maintaining the City's more than 650 acres of park space, contained in thirty-eight [38) municipally -owned park sites. In addition, the Parlcs Division is responsible for maintaining the amenities of the City's three downtown business districts -Riverside Drive, Green Street, and Main Street. 144 Director of Parks and Recreation Bill Hobson Superintendent of Parks Pat Gorniak Recreation Assstan[$uperintendent Recreation Supervisor Athletics&Aquatics of Parks Supervisor McHenry Recreation Jeff Friedle Cindy Witt Nicole Thompson Center Maintenance Worker Maintenance Worker Fitness Guest Services John Dillon Tracy Crow der Specialist - Coordinator- Becky Moore Alicia Barnett M amtenance worker Maintenance Worker Chris Elten Boo Zimmerman Athletics & Aquatics Recreation Program Staff Program Staff Maintenance Worker Maintenance Worker Chris van tandyt Jake Reilly Parks and Recreation - FY19/2O Accomplishments Recreation Center • Recreation Center has continued to be a success in 2019. Membership totals have dipped to nea►•ly 1,600. These "active members" are paying members who are in an annual contract, in good standing, and do not include employees, punch pass holders or other short term memberships. • From March through end of December, the Rec Center received almost 150,000 visits from fitness members. Special livents • The popular Dad &Daughter Dance was held in February with a record high attendance of 700 people. This was the first year the event was held at McHenry High School East Campus. This event provided a wonderful evening for girls to spend one-on-one time with their dads, grandpas, uncles, etc. • The historical Big Wheels Race was held in July in conjunction with Fiesta Days. Boys and girls ages 3-5 raced for victory at the Petersen Parlc Racetrack. • Several new special events were offered this fall, including the Pumpltin Party, Mom &Son Game Night, Turkey Burn, several Fitness Challenges, and Santa's Candy Cane Hunt. These community events were well attended and hopefully become annual favorites. • New special events for spring included: - Biggest Winner Fitness Challenge - Wrigley Field Tour - Day of Play &Fitness fair - Breakfast with the bunny Programs • There were over 700 registrations for the 9-week summer day camp season (ages 6 -15) held at Knox Parlc. Camp children were able to malte new friends, enjoy a variety of activities and learn new skills. Each camp week had a different theme and field trip. • Over 170 children participated in the yearly dance program held fi•om September to May. Fifteen classes were offered For children ages 3 -18 and included ballet, tap, jazz and hip hop. The department had a very successful year in providing adult/senior field trips in cooperation�with Barrington, Crystal Lake &Huntley Park Dish•icts. Example trips 146 include Shipshewana, Driehaus Museum, Fireside Clu•istmas Show, Salt Caves, Chicago Field Museum, Chicago Untouchables Tow•, Out &About Lunches, etc. • Safe Sitter®programs are gaining momentum within the department. This is a national program with a mission to provide life skills, safety skills, and child care training to all youth in ot•der• to build safer communities. We are now offering 1-2 Babysitting and 1 Safe@Home program per season, with 2 trahred instructors on staff. • Children's activities were offered at all city band concerts when the City Band played. • Besides several in-house led early childhood, youth, dance, camp and events, additional General Recreation ptrograms were offered working with the following local contracted individuals acid businesses: o The Studio - Ar•t instruction o Rock'n' Kids -Music instruction o Just 4 You Treats of McHenry -Cookie decot•atirrg o Frank &Jackie Penze -Ballroom Dance o Gary ICantor -Magic entertainment and instruction o Christine Purich -Drama instruction • The McHenry Recreation Centel• community rooms continue to be a popular• location for• family and business gatherings. The community rooms were utilized for• birthday parties, bridal &baby showers, seminars, meetings and celebration of life luncheons. Athletics • The athletics department offered over• 1c308 program sessions and we had a total of 739 different children enroll in our programs. The total number of enrollments for youth athletics was 1,219. • We continued our athletic pat•tnet•ships with Hot Shots Spot•ts, 5 Star Sports Academy, Boone Creek Golf Cow•se, GolfAcademy at Terra Cotta, Corkscrew Gymnastics &Sports Academy, and Local Affiliate Groups. • Out• MIB program was successful for• the first season. We worked with more than 130 local youth to develop their passion for• basketball at the fundamental level. We had 17 teams that were ran by volunteer coaches, staff, and contractors. • Our• summer• softball league had a total of 33 adult softball teams in the spring/summer• and 23 adult fall softball teams for• the 2018-2019 year•. 147 • The staff continues to evaluate new trends in the athletics world and stay on top of new program offerings. Some of the new program offerings for the year included open picicleball, mini ninja warriors, adult co-ed soccer league, and archery tag patties. We will continue to expand program offerings and be thoughtful about our program offerings to keep things fresh and new. Aquatics • The aquatics department had a busy summer this season. We sold a total of 660 pool passes for the facilities this summer•. The Merlcel Aquatic Center had a total of 7,794 visitors this summer, and 1,5£33 people visited the Petersen Parlc Beach. • Out• American Red Cross lessons taught 3421cids the life skill of swimming this summer at the Merlcel Aquatic Center. • We conthtued our partnerships with the American Red Cross Learn-to-Swhn program, Wonder• Lalce Slci Team, and Community Sailing School @ Pistalcee Lake. • Our new programs saw continued grow including club water polo, masters swim, jt•. swim team, adult water fitness classes, and private lessons. We continue to review the functionality of the pool to ensure as much programming as possible is occurtng to increase revenue each season. • At the beach, we added new kayaks and additional WiBit elements for• the surnmet•. We also received a quote and are working on replacing the shade structures at the beach to be more welcoming to guests. • Our• MMAC swim team had a change in direction that allowed us to evaluate program offerings and put a new focus on technique. We engaged all the swimmers and worked towards the common goal of becoming better as a team. It has allowed our swimmer's to.dr•op over 23 minutes of time as team during the srrmtner•. We also continue to have regional, state, national, and top 10 swimmers in the state of Illinois on out• team. • The aquatics director continues to keep ahead of changing atmosphere in aquatics and collaborates w[th other• local park districts to ensure orrr aquatics department continues to grow. Currently, the director• is filling the roles of President of the Northern Illinois Swim Swim Conference and Treasurer• of the Northern Illinois Summer• Conference. The director continues to hold a USA Swim Coach Certification, attend local and regionals conferences, and working on obtaining ASCA certification.. Parks Itnptovements • Miller Point on the McHenry Rivetwalk was officially named the City's newest park. This designation came after the property saw significant investment of both public and pt•ivate funds. o Over $600,000 of donated funding was invested to complete the improvements; including large brick paver pavilion, gazebo, pathways and river edge treatments. o The consh•uction also included landscaping, lighting and sound installations. o (8) Custom fire globes were installed in Boone Creek along the shoreline of Miller Pohrt. All of the fire globes were sponsored to cover their costs. o The fire globes were the initiative behind a new fall event called light the night. Over 2,000 people attended the inaugural event. • The Lakeland Parlc Community Center was remodeled. New Hooring, ceiling and fi•esh paint brought this back to a usable program space. • The City spent $300,000 on a new washroom and concession building at Fox Ridge Parlc. The facility will help to serve om• second busiest park. • After 13 years of salt and weather the railing on the Riverwallc were overdue for painting. Through a process called Electrostatic painting, the railings could remain In place as the work was completed. • One of the largest undertakings in a long time was the partnership with the Fox Waterway Agency to dredge Boone Lagoon. The partnership saw the FWA perform the dredging and the city account for and haul away the spoils. The city was able to extend the dredging all the way to the Route 120 Bridge on its own fi•om the cost savings that were realized through the partnership. • Petersen Park Picnic playground was replaced in 2019. It was out oldest playground and needed replacement. • Roofing was replaced on 5 Shelters in various pants this year•. A sixth one was replaced through the donation of services by a local business, Expert Roofing. Marketing • The parks departmeut has pushed to improve ow• marketing efforts and customer response rates through social media, digital, and print marketing efforts. • Print markethtg efforts have Included flyers and brochures going out to local school dishicts in McHenry, Johnsburg, and Wonder Lalce, We have placed our information strategically around the building in slat boards, child care, at the front desk, and entry/exit doors. Our annual brochures continue to be mailed out to past participants and McHenry households alongwitlt being available at the local libraries in the area. The department invested In a Shaw media plan that includes two medium print ads ht the Northwest Herald twice a month which we use to showcase facility promotions, special events, and upcoming program registrations. We have developed a monthly calendar that showcases when programs start to help participants and members see what is happening each month. � Dig[tal marketing efforts have included updates to ow• department webpage Including on- line program calendats, program pictures, class descriptions, league schedules, program information, exercise class schedules, on-lhte em•ollment, and digital brochmres. We have utilized Facebook and Instagram to run paid program posts, share important schedule changes, capture programs live, and push enrollment far• programs. Our Shaw Media agreement Includes digital ads on theh• website twice a month. Om• ads are cm•rently getting a digital click rate of .10% on their website which is above the Industry average of iCl .02%. We have utilized Mailchimp to distribute monthly newsletters to our members and program pat•ticipants of upcoming events and new program highlights. The department has been utilizing Smwey Monkey for the last two years to evahtate programs and make necessary changes to increase program part[cipation along with adJusting offerhtgs. • The departmentcompleted an in -kind agreementwith ICelseyAdams Photography to capture our events year romtd for promotion in our brochures, marketing efforts, and social media campaigns. 150 Parks and Recreation - FY20/21 Goals &Objectives • Continue to maintain the City's quality parks and pants amenities and to offer quality recreation programming fm• our t•esidents • Com•dinate w(th user groups, service groups and bushtesses to manage Mclienry's fantastic public events • Enhance Department's sponsorship program, • Continue to develop relationships with school districts, chamber and various social clubs h� community. 751 Parks and Recreation - FY20/21 Performance Measures •.. .. �• . t Are the Department's Measure the Department's market6rg efforts reaching the Marketing marketing success and September 2020 Intended audience and which effectiveness. methods are most effective? Explore opportunities to What technology are we Improve customer service and utilizing and Is It the most Technology department operations through effective tool for the spedlic October 2020 the Introduction of task? i.e. Programming technological advancements. Software Invest In training, retention methods, staff recognition and How do we Improve the Staff Development/Retention cross training in order to performance of department December 2020 develop staff workforce and slafl? reduce turnover/loss. What Is the value of a memberships Are we Membership Retention Ourgoal isa membership continuing to offer the most January 2021 retention rate of 60% current group exercise classes? Are we maintain a clean facility? i4Y: A B I G I I K L M N 0 P 1 Parks and Recreation -Fund Summary (Fund 100, Department 41471 s 6 7 4010 Salaries 8 4030 Salaries - Part Time 9 4050 Overtime 10 4110 Salaries - Seasonal 11 4150 Overtime -Seasonal 12 4310 Health Insurance 13 4320 Dental Insurance 4330 Life Insurance J14 15 4340 Vision Insurance 16 4410 FICA Medicare 17 4420 IMRFRetirement 18 4510 Uniforms TOTAL SALARIES/BENEFITS 19 20 21 22 5110 23 5310 24 5320 25 5330 26 5370 27 5410 28 5420 29 5430 30 5440 31 5450 1321 5510 U4'lities TOTAL CONTRACTUAL SERVICES 693,450 1 744,419 1 715,567 7735251 7795431 855,714 82,189 10,63% 4,080 4,080 0.00% 14,733 16,395 18,134 17,500 17,500 17500 - 0.00% 275,908 299511 290,646 302,200 275,175 329,200 27,000 8.93% 3,899 5,044 5,365 4,391 01V/0! 190,841 203491 178,090 207,519 197,693 219,884 12,365 5,96% 4,060 4,062 1129 3,062 3,300 3398 336 10,97% 479 531 491 431 517 431 0.00% 302 308 216 192 196 271 79 41,15% 73,767 79537 78,319 83,944 82,038 92,297 8353 9.95% 92,264 94,328 86,548 87,013 8605 107405 20,392 23,44% 2,368 2228 2,263 3,600 2,060 6,650 3,050 84,72% 1352,071 . 1,449,554 1,37%768 103,066 1,449,108 1,636,830 1532764 10,37% 28,100 10,41% 214,207 226221 299,192 269*950 274,853 298,050 10,296 6,763 6,936 6,000 51100 6,000 0.00% 18,943 14,018 (885 nDIV/0! 9,887 22,888 16,300 17500 18,805 17,475 (25) .0,14% 14,809 20,375 13,624 15,000 32,182 15,000 0.00% 127,419 139590 140 269 139,713 134,746 1411942 2229 1.60% 567 162 396 1,200 12 1200 0.00% 4,980 6309 5328 1OS50 6,063 11400 850 8.06% - #DIV/0! 256 297 297 500 446 500 - 0.00% 45,489 27,247 24,277 21500 20540 25500 4,000 18.60% 446,853 463,870 506534 481,913 492,747 517,067 35,154 7.29% I K N 361 6110 1 Materials and Supplies 162443 174,uttz � 37 6210 Office Supplies 8,138 4,211 1509 5,000 650 5,000 38 6250 Gasoline and Oil 15,705 16,740 15,826 17,000 18,286 17,000 39 6270 Small Equipment 1,990 19254 11895 12,000 18,087 12500 An TOTAL SUPPLIES 188,276 214,287 222,310 210,100 241,641 212,000 43 6920 Speaal Events z3,494 SV,Lbb �oAao -- '-' 441 6950 1 Forestry (Moved to Public Works) 45 9902 ITrander- Recreation Center 87,358 81,954 81,954 81,954 1117985 46 9920 Purchase of Services - Risk Management 67,392 66,973 66,973 66,973 66,973 66,973 47 9922 Purchase of Services-InformationTech 53,015 55,574 54,623 63,068 63,068 83,247 AD TOTAL OTHER 143,901 240,171 237,436 242,945 243,045 294,655 52 8300 Capital Expense -Equipment 53 8400 Capital Expense - Vehicles 54 8700 Capital Expense- Park Improvements 55 8800 Public Improvements 56 TOTAL CAPITAL OUTLAY 8 825 1 20,919 24,121 5,469 31,099 80,000 80,000 80,000 80,000 O P 1,400 0,80% 0100% 0,00% SDO 4,17% 1,900 0190% iS00 4.85% #DIV/0! 30,031 36,64% 0,00% 20,179 32,00% 51,710 2128% #DIV/0! #DIV/0! (80,000)-100.00% (80:000)-100,00% Ar-ial 1.?n��nr»� Ajbor 4 Tourism Fund -Overview The purpose of the Tourism Fund is to finance tourism -related promotions of the City of McHemy. Revenues of the Tourism Fund are derived from a 5% tax on motel and hotel room receipts. Expenditures currently include annual contributions to the Visit McHenry County organization (formerly McHenry County Convention and Visitors Bureau), partnering with the McHemy Jaycees to fund a portion of the annual Independence Day fIreworlcs in Petersen Parlc, and on the munic[pal portion of various festivals and special events held within the municipality such as Fiesta Days and Blue, Brews and BBQ. For FY20/21, the Tourism Fund is being used to continue to pay the principle and Interest on the acquisit[on of the Green Street Parl{(ng Lot and $25,000 is being planned for the purchase and installation of one of 4 new City Gateway Entrance Signs. 157 B G I K L M N 0 P A I Tourism - Fund Summary and 200, Department 00) 1 2 -T Fund Balance -- 330559 405,044______498,714 262,480 262,480 253,471._Taxes ;Eeginining - Hotel/Motel 162,505 174*832 174,536 175,000 170536 170,000 (5,000) 10 3210 Interest 261 1293 799 1,000 800 1,000 0.00% 49 49 75DIV/0! 11 3220 CD Interest nDIV/0! 12 3240 IL Funds Interest 792 50,000 800 55,000 55,000 5,000 10.00% 13 3890 Miscellaneous Income 49521 70,034 HDTV/0! 14 3911 Loan Proceeds TOTAL REVENUES 162,766 225,695 305500 551,710 - 226,000 227211 226,000 0.00% 15 16 17 18 EXPENDITURES 19 20 13,281 57,025 88,374 116,671 7%000 90,000 (26,671) - - -22.86% 21 5110 Contractual TOTAL CONTRACTUAL SERVICES 13,281 57,025 88,374 116,671 70,000 90,000 (26,671) -22.86% 22 23 24 �DIV/0! _ 25 6940 Administrative Expenses 10,605 11,000 26 7600 Loan Interest 27 7610 Loan Principal Payment 56,615 56,000 600S70 75,000 75,000 #DIV/0! 28 8100 9901 Land Aqusition Transfer to General Fund 75,000 75,000 99,000 99,000 99,000 99,000 0.00% 29 TOTAL OTHER TOTAL EXPENDITURES NET INCREASE/(DECREASE) Ending Fund Balance 75,000 88,281 74,495 4057044 ____ 75,000 I 132,025 93,670I 1- _498,714 699570 787,944 (236,234)I 262,480 I 99,000 215,671 10,329 -'-- -- 272,809 166,220 I 236,220 (9,0o9) - 253,471 241:000 331,000 (105,000) 14,8,471_ 142,000 143.43% 30 31 32 34 35 36 I P a , Pageant Fund -Overview The purpose of the Pageant Fund is to account for revenues and expenditures used to conduct the annual M1ss McHenry Pageant. The pageant, a community tradition for 60 years, is conducted annually. Female contestants between the ages of 16 and 20, living with the boundar[es of the McHemy District 156 school district and having a McHenry address, are eligible to participate. Revenues are derived fiom entrance fees of $200 per participate, normally paid by a sponsor, and other donations. Expenditures are directly related to the holding of the pageant. 160 A B I G I I K L M N 0 P 1 Pageant" Fund Summary (Fund Account Description' 205, Department 00) FY16/17 FY17/18 FY18/19 FY19/20 z 3Account 4Number FY19/20 FY20/21 Variance Variance 5 6 7 Beginning Fund Balance - - - L1,9983_.. _c1,811 _ C11,430]_ (1,183 _ (1,183 _ -� -- -C9�_ 8REVENUES #DIV/01 9 3210 Interest Income 11 5 10 3890 Miscellaneous Income TOTAL REVENUES 1,260 1,260 SS47 1,547 2,666 2,667 2,000 27000 4,010 4,015 4,000 4,000 21000 2,000 300.00% 100,00% 11 12 13 14 15 EXPENDITURES MMM 16 1,200 1,200 #DIV/0! 17 5110 Contractual 508 1,193 18 5310 Postage & Meter TOTAL CONTRACTUAL SERVICES 508 10 1,203 1200 1,200 nD1V/0! nDIV/0! 19 20 21 6940 Administrative Expenses �TOTAL OTHER �TOTAL EXPENDITURES NET INCREASE/(DECREASE) Ending Fund Balance 1,073 1,073 1,073 187 _ 1,811 658 658 11166 381 (1,430) 21420 2,420 21420 247 (1,183) 1,900 1,900 1,900 100 1,083 2,621 2,621 3,824 191 992 2,700 2,700 31900 100 (8921 800 800 42,11% 4111% 22 23 24 255 26 27 28 29 m Y' "- '< Band rued - Ovei,view The purpose of the Band Fund is to finance and account for expenditures incurred fm• the provision of summer concerts by the municipal band to promote culture and recreation in McHenry. Revenues are derived through a transfer from the General Fund and expenditures are related to st[pends paid to the members of the band. 163 !�efen�F c;v;l defense Fund -Overview The Civil Defense Fund accounts is for the training of personnel and the purchase and maintenance of equipment needed to protect and defend the municipality fi•om natural disasters or man-made environmental disasters through early warning and public notification systems. Revenues are derived from a General Fund transfer and expenditures are as -needed. i ss Civil Defense - Fund Summary and 220, De arlment 00 DescriptionAccount Account Number FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance Bunning Fund Balance _ _ ,093 _r�5319) _L,7 3,657 3,657 8,039 3230 Interest Income 104 2 1.5 #DIV/01 3975 Transfer From General Fund TOTAL REVENUES 8,000 80000 8,000 %104 8 000 8,002 6,000 6,000 6,OOO 6,015 6,000 - 6,000 0.00% 0.00% 5375 Repair&Maintenance TOTALESPENDITORES NET INCREASE INCREASE/(DECREASE) /� � 8,226 8,226 (226) 5520 SS20 2,584 610 610 7 92 S 5,300 5,300 700 1,633 1,633 4,382 57300 5,300 700 0.00% 0.00% Ending Fund Balance 6319 (3,735) 3,657 4,357 8,039 8,739 rn V Alarm Board Fund -Overview The Alarm Board Fund is to pay for the maintenance of radios and "head -end" equipment In the municipa1911 dispatch center (NERCOM). This equipment comprises the clty�s direct connect radio fare alarm monitoring network. City businesses which are required, by building code, to have a fire alarm monitoring system are required to be monitored via direct connection to NERCOM. This direct connection ]telps to ensure a mo►•e efficient emergency response. 169 A B G i K L M N 0 P 1 H2 Alarm Board - Fund Summary Fund 225, Depart ment 00 1 TningFundBalance 290 19 389,081 458455 587406587,406 729,876 8 REVENUES 3210 Interest Income 302 807 986 iS001 2,334 3,000 1500 100,00% 9 10 3240 IL Fund Interest 435 1,072 1,200 �D�/0t 11 3895 Alarm Board Revenue 188.849 198,093 205v224 205,000 208o425 205,000 0.00% TOTALREVENUES 189,151 199335 207282 206,500 211,959 208,000 ir500 0,73% 12 13 14 15EXPENDITURES- 5110 IContractual 900589 129,9611 78,331 92,000 69,489 92,000 0,00% 16 TOTAL EXPENDITURES NET INCREASE/(DECREASE) Ending Fund Balance 90589 98,562 389,081 12%961 69,374 458,455 7%331 128,9511 5873406 92,000 114,S00I 701,906 69,489 142,470 72%876 920000 116,000 845,876 0,00 o 17 19 20 21 0 Audit Fund -Overview The purpose of the Audit Fund is to account for expenses incurred to complete the annual audit of the cit}rs financial statements. The State of Illinois requires that the City of McHenry conducts an Independent audit on an annual basis. Statutes provide authority for an entity to levy a portion of the property tax to pay for the audit. Since the authority to levy a property tax for the audit is separate from the authority to levy the corporate rate, the levy amount for audit is deposited into a separate fund and kept segregated from the General Fund receipts. 172 A I B I I G"7 I K L M N 0 P 1 Audit- Fund Summary (Fund 230, Department 001 2 4 Account Number FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance Description Actual Actual Actu Budget Estimated ProposedAccount 5 6 Beginning Fund Balance 20,193 17,631 13,576 12,816 12,816 8,236 7 _ - 8REVENUFS 9 3010 Property Tax Collections 26,387 26,426 0.00% 26,352 26,397 26,426 26,374 10 3210 Interest Income it 49 24 36 #DIV/0! 11 3220 CD Interest 1 2 2 #DIV/0! 12 3970 Charges for Services 11,785 12,078 12362 12,653 12,653 13,676 1023 8.09% 13 TOTAL REVENUES 38,183 38,480 38,785 39,079 391065 40,102 1,023 2,62% 14 15 16 EXPENDITUPES 17�MO I Contractual 40,745 42,535 1 39545 40.011 43,645 43,605 3594 8,98% 18 TOTAL EXPENDITURES 40,745 42,535 39545 40,011 43,645 43,605 3,594 8.98% 19 NET INCREASE/(DECREASE) (2,S62) (41055) (760) I (932) I (4,580) (3,503) 20 22 Ending Fund Balance 17,631 13,576 12,816 11,884 8,236 4,733 w :� - � 1 1 .. ICI Annexation Fund - Ovet•view The Annexation Fund is anon -operating fund that is used to account fm• receipts from generally non -recurring revenue sources resulting from negotiated annexation agreements. Revenues Include a fee assessed on gravel mintng on a per ton basis, revenues from property being annexed Into the City on an acreage and lot basis, and an additional per unit fee that is distributed to other taxing bodies• Expenses in the fund are related to improvements to infrastructure or municipal facilities. � , I � t; - = wt ti� �J��`4-� Q •i. � .. .. .......� 175 A g G I K L M N O P 1 Annexation - Fund Summary_ and 260, De E!7ent 00 z ' 6 Beginning Fund Balance 296,238 371 43 -___ 2 407,033. 926,720 926,720 673,591 7 in REVENUES 3210 Interest Income 211 11048 11208 400 5,053 51000 4,600 1150.00% 9 10 3220 CD Interest 60 60 60 90 #DN/01 11 3715 lAnnexation Income 37,620 6,624 53,419 40,000 76,728 50,000 10,000 25.00% 12 3720 operating Few -Annexation 80,000 1000000 207000 25.00% 13 3721 Operating Fees - District #15 68,152 10,833 83584 122,342 #DN/0! 14 3722 operating Fees - District #156 50,357 81002 61,823 88.751 #DN/0! 15 3723 Operating Fees - Library 3,812 621 4,628 7581 #DN/0! 16 r 3724 Operating Fees - Fire iS00 171 225 5549 #DN/0! 17 3745 Gravel Mining/Annexation Agreement 72,114 63,058 500,000 200.000 200,000 175,000 (25,000) 1250% TOTAL REVENUES 233,826 9%417 704,947 320,400 506,094 330,000 91600 3.00% 18 19 20 21EXPENDITURES- 6970 Distributions - Schools 118,509 18,835 14SP407 70,000 211,093 8%000 10,000 -- 14.29% 22 23 6980 Distributions - Library 5,312 621 4,628 10,000 7,581 50,000 0.00% 24 6990 Distributions - Fire 171 225 5,549 10,000 1%000 #DN/0! 25 9904 Transfer to Debt Service 35,000 35,000 35,000 35,000 35,000 350000 0.00% 26 9942 Transfer to Capital Improvements Fund 5002000 500,000 (500,000) -100.00% 27 28 _� TOTAL EXPENDITURES NET INCREASE/(DECREASE) 158,821 75,005 54,627I 35,790 185,260I 519,687 615,000 (2941600) 75%223 (253,129) 135,000 195,000 (480,000) -78.05% 30 31 Ending Fund Balance 371,243 407,033 926,720 632,120 673,591 368,591 32 Motor Fuel Tax Fund -Overview The purpose of the Motor Fuel Tax (MFT) Fund is to provide dedicated revenues from taxes on gasoline and diesel sales primarily to road improvements and maintenance. Motor fuel taxes are generated by a Flat rate of cents per gallon, plus a sales tax transfer. This sales tax transfer was eliminated by the State of Illinois In 2000 and replace by certain vehicle registration fees. In 2010 the municipality issued a $3.5 million bond for local roadway improvements and the majority of MFT expenditures are to service this debt. The remaining amount is utilized for the purchase of road salt, as a match to leverage other Federal and State road funds (e.g., Surface Transportation Program, Highway Safety Improvement Program) and road maintenance. ROAD WORK AHEAD For FY20/21, $500,000 of MFT will be used to fund the Local Street Program. Beginning in FY21/22, w[th the previously mentioned 2010 bond coming to maturity, the city will reallocate MFT funding, in its entirety, to the Local Street Program. It is anticipated that this will be able to be supplemented with General Fund dollars to implement an approximate $1.75 million per year Local Street Program. 178 A 1 B 1 G I K L M N O P 1 Motor Fuel Tax - Fund Summ _ and 270, Department 00 2 B 4 i FY19/20 FY20/21 Variance Variance Number Description 5 6 Beginning Fund Balance ._ 926,255 1,128,615 114%655 _ 1,115,813 -_ __ 1,115813 1236,891 8REVENUES 9 3150 MFTAllotments from State 716,473 1,126,106 43%160 63,93% 721,054 716,649 10 3180 Grants-arDN/0! 11 3210 Interest Income #DN/0! 12 3240 IL Fund Interest 2,280 %254 18,88417,496 4618K1946062,994 15,000 51000 50.00% 13 3882 Reimbursements - Misc g 831 nDN/0! 14 3886 Reimbursements - State 36548 14 323 nDN/0! 15 3975 Transfer from General Fund nDN/0? 16 3999 Transfer from Other Funds TOTALREVENUES _1 ;DN/0? 755,301 754,462 735,533 696,946 1,080,490 1,141,106 444,160 63.73% 17 18 19 20EXPENDITURES 21 6110 Materials & Supplies 225,000 0100% 23,010 147,788 163,445 225,000 267,496 22 8600 Streets 131290 185,545 207,000 410,076 292,687 582,893 172,817 42.14% 23 9904 Transfer toDebt Service 398,641 401,089 397,930 399,229 399229 399,917 688 0,17% TOTAL EXPENDITURES 552,941 734,422 768,375 1034,305 95%412 1,207,810 173,505 16,78% NET INCREASE/(DECREASE) 202p360 20,040 I (32,842) (337,359) 121,078 (66,704) 24 25 6 Z 28 Ending Fund Balance 1,128,615 1,148,655 1,115,813 778,454 1,236,891 1,170,187 �'�'; Developer D Developer Donation Fund -Overview The Developer Donat[on Ftmd is to account for donations collected ft•om developers on behalf of the primary and secondary school d[strlcts, fire protection dish•ict library district and the mtuticipal park system. Developer Donations are collected to ensut•e the provision of public facilities to serve new development by requirhtg each new developer to pay a calculated share of the costs of such improvements as a conditimt of approval. By municipal ordinance, anyone applying for a building permit far a residential unit are required to pay fees for each trait constructed. 181 A E Developer Donation - Fund Summary _ Bund Balance .egintvng F E G (Fund 280, Departments - 72Q39 , 883,036 1141,064 K 1 1 T w FA 1,072,334 r 1,201,371 M 1,201,371 N r 1213192 1 2 3 5 6 7 8REVENUES 3775 Developer Donations-- Schools Devleoperponations-Parks Developer Donations - Library Developer Donations - Fire District interest income CD Interest IL Fund Interest Boat Launch Revenues Donations Rental Income Reimbursements -Miscellaneous Reimbursements -State TOTAL REVENUES 75,417 194,414 21,119 28,059 246 189 158 43,326 I 87,440 328,632 39,211 19A32 460 190 776 - 42,365 22,828 I 97,803 296,972 29,631 2,715 190 2,071 39,195 32,428 4,218 143,686 305,637 33,167 - 2238 191 4,716 17540 96,000 4%963 21702 100,000 250,000 25,000 25,000 5,000 42,000 386,206 507300 47380 32,806 6,201 285 SS53 18,675 39,863 40,000 80,000 10,000 10,000 10,000 - 19,000 40,000 9 10 3780 11 3785 12 3790 13 3210 14 3220 15 3240 16 3684 17 3815 18 3845 19 3882 20 3886 362,928 541,334 505,223 646,840 447,000 1,044,769 209,000 21 22 23 24 6940 6970 6980 6990 8100 8800 EXPENDITURES Administrative Expenses Distributions- Schools Distributions -Library Distributions -Fire Land Acquisition Park Playground Improvements TOTAL EXPENDITURES NET INCREASE DECREAS 11,432 75,417 21,119 2%059 64,258 200,285 162,643 I 11,338 87,440 39,211 19,432 22,082 1036803 283,306 258,028 11,248 97,803 29,631 275554 159,717 573,953 68,730 11,955 143,686 33,167 328,995 517,803 I 12%037(214,500)11,821 12,500 100,000 25,000 25,000 499,000 661,500 11,877 386,206 47,380 32,806 554,179 11032,448 12,500 80,000 10,000 10,000 470,000 582,500 373,500 25 2g 27 28 29 30 31 32 33 Tax Increment Finance fund -Overview The Tax Increment Phiance (T1F) Fund accounts for revenues and expenditures related to the city's Downtown Tax Increment Finance District, established in 2002. TIP revenues are derived from the collection of property taxes each year aC an inct•ement Uased on the iurease hi the assessed valuatimi of properties withhi the area since creation of the dish•ict, lxpenditures are related to the repayment of private development "exh•aordinary costs" per approved development agreements and For public improvements within the district which increase the value of all propert[es within the area. Currently, due to stagnant property values within the district, TIF revenues have rema[ned relatively flat. if•L A B I 6 I I I K L M N O P 1 Tax Increment Finance - Fund Summary ffmd 290, Department 00) 2 3 4Number Description _ i iFY20/21 Variance imated Proposed (S) Variance 5 6 Beg nning Fund Balance F 3( 83,65,338,694 _ 4747,06 JO _ _ 45,619)_ _,[45,619)_288,454 i 7 8 9 3010 Property Tax Collections 322,162 380359 48%M 500,000 635,504 700,000 200,000 40.00% 10 3210 Interest Income 37 900 11000 10000 VDIV/0! 11 3890 Miscellaneous Income 1,000 1,000 1,000 10000 101,361 10000 - 0.00% TOTAL REVENUES 323,162 381,359 4900071 501,000 737,765 702,000 201,000 40,12% 12 13 14 15 16 5110 EXPENDITURES Contractual Services 175 #DIV/0! 17 6940 Administrative Expenses 54,262 %125 66,920 68,000 135,S96 S00000 (18,000)-26,47% 18 8900 Public Improvements 90190 175 20,000 45,361 20,000 0.00% 19 9901 Transfer to General Fund 2S00 2500 2500 2500 2500 2,S00 0.00% 20 9904 Transfer to Debt Service 221435 217,735 219,03.5 220,235 220,235 221,335 1,100 0.50% TOTAL EXPENDITURES 278,197 289,725 288,630 310,735 403,692 293,835 (16,900) -5.44% NET INCREASE/(DECREASE) 44,965 91,634 201,441 190,265 334,073 408,165 21 22 23 24 25 Ending Fund Balance 38,694 47,060) 45,619 144,646 288,454 696,619 1 �: Proiects b �ra��.r: ilA f Pt 41 16 Irma �eht �ervir� Debt Service Fund -Overview The Debt Service Fund accounts for the bonded indebtedness incurred by the Cites General Fund, including bond and Interest payments. A 1 B 1 G I I I K L M N 0 P 1 Debt Service - Fund Summary and 300, Department 00 1 - i i FY20/21 Variance Variance Description Actual Actual Actual Budget Estimated Proposed (S) M) 2 3 4Number 5 y Beginning Fund Balance JIM 329,892 346,976 357,441 367,012 367,012 S,419 8 9 3210 REVENUES Interest Income 42 509 388 250 100 66.67% 235 ISO 10 3220 CD Interest 49 49 49 73DIV/0! 11 3910 Bond Proceeds nDIV/O! 12 3915 Bond Interest Rebate 31,338 26,083 20262 13,891 14,002 7243 (67648) 47,86% 13 3966 Premium on Refunding HDTV/0! 14 3969 TIF Fund Transfer 221,435 217,735 219,035 220o235 220,235 221,335 1,100 OSO% 15 3971 Transfer from Annexation Fund 35,000 35,000 35,000 35,000 35,000 35,000 0.00% 16 3972 Transfer from Recreation Center Fund 132,3S6 135,756 134,056 132,357 132,357 130,656 (1,701) -129% 17 3975 'Transfer from General Fund 726,318 735.361 739,993 379,804 379,804 182,642 (197,162)-51.91% 18 3978 Transfer from Water/Sewer Fund 10%930 110,712 110,729 112,449 112,449 110,627 (1,822) -1.62% 19 3986 Transfer from MFT Fund 398,641 1 401,089 397,930 399,229 399,229 399,917 688 0,17% TOTAL REVENUES 1,654,109 1,662,294 1,657,289 _ 1,293,115 1,293,537 1,087,670 (205,445)-15.89% 20 21 22 z3 24 7100 EXPENDITURES Bond Principal 1,375,000 1,420,000 95MOO (535,000)-36,03% 1,445,000 1,485.000 1,485,001 25 7200 Bond Interest 258,884 229,059 199,744 167,965 167,964 137,419 (30,546)-18.19% 26 7300 Fees -Paying Agent 3,141 Z770 2,974 5,000 2,166 2S00 (2,500)-50.00% 27 7500 Bond Refunding w"DIV/0! TOTAL EXPENDITURES 1,637,025 1,651,829 1,647,718 1,657,965 1,655,130 1,089,919 (56%046)-34.26% NET INCREASE/(DECREASE) 17,084 10,465 9,571 (364,8SO) (361,593) (2,249) -_� 1 Ending Fund Balance 346,976 357,441 367,012 2,162 51419 3,170 28 Tq- 1301 31 32 D �nron�-i n� i �� Recreation Center Fund -Overview In Match of 1999 the City Council passed a resolution stating that 50% of developer donation fees for parks were to be set aside for the consh•uction of a recreation center. Consequently, the Recreation Center Fund was created to account For these donations. In addition, any future funding sources identified fot• the construction of the facility would be deposited in this fund and, further, the expenditure of funds for the conshruction of a recreation facility would be taken from this fund. In 2013 and 2014 City Council undertook a process to evaluate the feasibility of various options for recreation facilities, including the development of a family aquatics facility and/or a recreatimt center. Ultimately, it was determined that a recreation center should be the primary focus, constriction began in 2015 and the McHenry Recreation Center was opened In February of 2016. Construction was financed through a combination of cash payments fom the Recreation Center Fund and the issuance of debt. Tltis was done to ensure that funding t•etttained in the Recreation Center rand to cover any start-up operating shortfalls, to serve as capital improvement fimding for facility needs, or seed money for future expansions of recreation facilities. In 2019, the McHenry market saw the openhtg of a significant national competitor. This had a significant impact on the membership levels at the Recreation Center. Membership levels have rebounded slightly From the initial hit and currently have been holding at 1,600. Importantly, no public tax dollars were used to construct the facility and no tax dollars are required to operate the facility. The fund now accounts for the McHenry Recreation Center operating budget and fond balance. ist Recreation Center Fund - FY19/2O Accomplishments Recreation Center • Through the end of February 2020 we had 1,584 active fitness members. 81% of those are residents. These "active members" are paying members who are in an annual contract, Li good standing, and do not hiclude employees, punch pass holders or other• short term memberships. These non-traditional memberships account for approximately 130 additional memberships. • Prom January tluough end of December, the Rec Center received a total of 149,803 visits from fitness members. • Group exercise classes, which are included Li membership, have received 38,154 visits. • We offer 70 classes per week in categories ranging from HIIT, Strength, Mind/Body, Active Adults, Barre, TRX, Cycie, Cardio Kickboxing, Dance, Pilates.and Kettlebell. • The arrival of the [recreation Center and the expansion of fitness programming has lead to an Increase in health of those who choose to have a fitness membership. Members often comment on how the exercise is contributing to weight loss, decrease in ruedicat[on and an hnprovement in overall strength and condit[oning. We are seeing members exercise for longer periods of time, more days each week and taking classes back to back more often. And every day we welcome new faces into our facility. Although we lost many members during the 2019 opening of fitness centers that offer lower rates, our current members stayed with us due to the community atmosphere that we have provided. We have created a space for our members to get to know one another through our daily coffee clutch and monthly potlucks as well as a variety of fitness classes that offer a welcoming atmosphere no matter the level of fitness. Our friendly staff seeks each of our members out byname and our members say we are family. isz Recreation Center Fund - FY20/21 Goals &Objectives. • Create a collaborative marketing plan for programs, events and facilities; whereby increasing community reach, efficiency, return on investment. • Inct•ease visitation at rec center thereby increasing revenue. • Research trends, explot•e community partnerships and evaluate ex[sting programs hi an effort to consistently develop new programs and special events. • Enhance Department's sponsorship program and apply it where applicable at the Recreation Center. 193 Recreation Center Fund - FY20/21 Performance Measures 194 A I B I G I I I K I L I M N 0 P 1 I Recreation Center - Fund Summary(Fand 400, De artments 00 & 40 Combined) 2 3 4Number i FY19/20 FY20/21 Variance Variance Description Actual Actual Actual Budget Estimated Proposed (S) 5 6 Beginning Fund Balance �73 472 715571 760,056 528,172 S28,172 436,180 8 9 3210 lInterestIncome 208 829 364 300 S00 S00 200 66,67% 10 1 3220 CD interest 1,122 1,124 1,129 1,100 1,100 11100 - 0.00% 11 3240 IL Fund Interest 34 213 799 S00 1,080 1,000 500 100,00% 12 3632 IConcessions 547 421 62 S00 (500)-300.00% 13 3641 Babysitting 12,099 19,272 24,486 25,000 17,634 18,000 (71000)-28,00% 14 3642 Recreation Center Room Rentals 12,365 12369 17,376 13,000 10,146 111000 (2,000) -1538% 15 3643 Birthday PartiesDIV/0! 16 3644 Sponsorship/Advertisement 1,300 =DIV/0! 17 3645 Annual Memberships 478,874 591,824 732,733 700,000 518,318 550,000 (150,000)-21.43% 18 3646 Short -Term Memberships 13,622 12,838 14,860 18,000 11,822 12,000 (6,000)-33,33% 19 3647 Daily Admissions 5,303 6546 61152 6,000 2340 2500 (3500) m58,33% 20 3648 Punch Passes 17,970 18523 20,293 18,000 14,927 15,000 (3,000) 46.67% 21 3649 Recreation Center Misc. Fees 1,648 3,024 3,399 2,500 3,630 31000 S00 20,00% 22 3650 Fitness Classes 8,450 6,137 4,039 3S00 4,891 4,S00 1,000 28.57% 23 3651 Small Group Personal Training 5,185 456 6 w 15 #DIV/0! 24 3652 Personal Training 30,396 37,922 44,015 45,000 45,100 45,000 0.00% 25 3780 Transfer from Developer Donation Fund HDTV/0! 26 3882 Miscellaneous Reimbursement 23,008 175 HDTV/0! 27 3910 Bond Proceeds #DIV/0! 28 3965 Premium on Bonds Payable RDIV/01 29 3975 Transfer- General Fund 87,358 81,954 81,9S4 81,954 111,985 30,031 36,64% TOTALREVENUES 58%223 821,864 951,667 915,354 713,632 7757585 (13%769)--15.27% 301 31 32 33 34 � 35 36 4010 Salaries 68,880 68,882 51,246 51,408 52,356 31,306 (20,102)-39.10% 37 4050 Overtime 176 7 - nDIV 0! B K L M N O P A 4110 4130 Salaries -Part -Time Salaries - Front Desk Attendants 114,839 104,iS1 95,695 102,130 99,365 105,000 2,870 181% 38 39 40 4135 Salaries - Front Desk Lead/Coordinator 545 35,879 69,378 75,772 86,808 5%986 (161786) -22.15% 41 4140 Salaries -Childcare Attendants 21S59 29,544 31,697 28,000 3SY399 32,000 4,000 14,29% 42 4145 (Salaries - Rental Attendants 500 391 611 700 392 500 (200) -28.57% 43 4160 Salaries - Personal Trainers 17,715 23,378 25,783 I 20,650 26,639 26,000 5,350 25,91% 44 4165 Salaries-Orientation/Consultants 529 1314DN/Ol 45 4170 Salaries-GroupExerciseInstructors 63,316 67,739 71,236 65,780 82,830 80,000 14,220 21.62% 46 4175 Salaries - Fitness Program Instructors 2303 3,232 2,629 2,000 2,242 2,000 0.00% 47 4180 Salaries -Facility Attendants 14,004 14S51 22,018 18,450 2024 18,000 (450) -2.44% 48 4310 Healthsion 23,126 15508 13528 26,601 31240 35,685 9,084 34.15% 49 4320 Dental insurance 937 704 416 Ell 437 453 25 5.84% 113 92 (21) 18.58% 50 4330 Life Insurance 141 141 (5) -3.42% 51 4340 Insurance Premiums Vision 39 48 131 146 52 4410 FICA Medicare 23,003 26,445 28,270 27,913 29,346 27,065 (848) w3,04% 53 4420 IMRF Retirement %754 13,874 12,914 13,991 13,661 10 384 (3,607) -25.78% 54 4510 Uniform Allowance 1,672 5335 96 2S00 500 (2,000) 80.00% TOTAL SALARIES/BENEFITS 362,192 409,837 426,184 436,582 486,194 428,112 (%470) 4.94% 55 56 57 58 5110 Contractual 9,040 16,301 24,459 17,000 20,000 15,000 (2,000) -11,76% 59 5200 Contract Custodial 24,960 22,880 27327 28,000 24,960 250000 (3,000) -10.71% 60 5210 Marketing&Advertising 51628 11,766 18,913 13,000 5,339 10,000 (31000) -23.08% 61 5215 Retention/Promotion 5,340 2,413 11784 4,500 300I 3,000 (1500) -3333% 62 5320 Telephone 29 193 - #DN/0'. 63 5321 Cable/TV 1778 3,254 31929 3,600 2,887 31000 (600) -16.67% 64 5375 Repair&Maintenance-Equipment 1528 2,333 5553 6500 2,883 6500 0.00% 65 5430 Training 517 407 550 260 S00 (50) 9.09% 66 5510 Utilities 20,051 25,263 39,485 31500 41,851 40,000 %S00 26,98% 67 5600 Credit Card/Bank Fees 11,093 14,141 17,387 15,000 13,867 15,000 - 0.00% TOTAL CONTRACTUAL SERVICES 800418 98,897 139,437 119,650 112,347 1182000 (1,650) -1.38% 68 69 71 6110 Materials and Supplies 77t4 11,150 11,860 10,000 7,960 80000 (2,000) -20.00% 72 6111 Custodial Supplies %800 13,238 15,000 5,928 8,000 (7,000) 46.67% 73 6120 Supplies - Childcare 1545 521 1500 178 1,000 500 3333% A B G I K L M N 0 P 74 6130 Supplies - Safety 1,702 867 662 1,000 726 11000 0.00% 75 6141 Office Furniture/Equipment w1570 876 11000 216 (1,000)-100.00% 76 6142 Fitness Equipment 21019 5,776 10,069 4,000 7,509 4,000 0.00% 77 6210 Office& Technology Supplies 3,452 6,999 5,481 5,0001 6,577 6,000 1,000 20,00% 78 TOTAL SUPPLIES 26,847 36,707 42,707 37500 29,094 282000 (9,500)-25.33% 79 80 81 7400 Bond Issuance Costs - - #DIV/0! 82 8200 Buildings 22%426 56,112 416,431 16,459 #DIV/0! 83 8300 Equipment 15,765 40,090 150,000 102 (1500000)-100.00% 84 9901 General Fund Transfer - - #DIV/0! 85 9904 Transfer to Debt Service Fund 132356 135,756 134,056 132,357 132357 130,656 (1,701) 129% 86 9920 Purchase ofServices -Risk Management 20,000 20,000 #DIV/01 87 9922 Purchase of Service -IT 24.736 29,071 29,071 37,914 %843 30.42% 88 TOTAL OTHER 377,547 231,958 575223 311,428 177,989 188470 89 _ � I (1224858)-39.45% - - - 90 TOTAL EXPENDITURES 847,004 777,399 1,183,551 905,160 805,624 762,682 (142,478) 1144% 92 NET INCREASE/(DECREASE) (257*881) 44,465 C231M4) 30,194 (91,992) 122903 93 1 1 1 •TV V 1 LT• � row � Special Service Al -ea #4 Fund -Overview The Special Service Area (SSA) #4 Fund is to account for revenues and expenses associated with annual debt service for a sewer project that was completed in 2004 in the Laltewood Road Subdivision. SSA's allow a city to levy a property tax on property within a defined area to fund specific itnprovements. Through an SSA payments are spread equally over the identified number of taxable lots rather than through assessment (Special Assessment). The total amount of the SSA is $327,200 to expire in 2024. iss A g G I K L M N 0 P 1 Lakewood SSA#4 - Fund Summa ,'' (Fund 424, De artment 00 i 3 4 211 5 6 Beginning Fund Balance 28 31 45 _ 62 62 7 3010 Property Tax Collections E16,4847i 16847 16,851 16,847 16,848 16,847 0.00% 9 10 321a Interest Income 14 12 20 ODIV/0! 11 3220 CD Interest 1 1 �DIV/0! TOTAL REVENUES 16,8S0 16,861 16,864 16,847 16,868 16,847 0.00% 12 13 14 15EXPENDITURES- 16 9936 Transfer to Utility Improvement Fund 16,847 16847 16,847 16,847 16,847 16,84717 0.00% TOTAL EXPENDITURES NET INCREASE/(DECREASE) 16,847 3 1.. 16,847 14 16,847 17 16,847I 16,847 21 16,847 0.00% 18 19 20 21 Ending, Fund Balance 31 45 62 62 83 83 Capital Improvements Fund -Overview The pm'pose of the Capital Improvements Fund is to account fot• funds identified for the maintenance and constructimt of public htfrastructure projects other Yhan water and sewer utilities. This includes roads and public facility maintenance, improvements and/ot• construction. No operat[ng costs are included in the Capital Improvements Fund. Capital Improvements Fund revenues are derived from transfers from other funds, primarily the General Fund Assigned for Capital. +^ I `` Projects included in the Capital Improvements Fund are identified tln•ough the capital improvements planning process which culminates ht the development of an annual five-year Capital hnprovement Plan (CIP). The development of the CIP is an exercise that is undertaken, prhnarily, to ensure the Ctty Administration and City Council are able to identify the capital hnprovement and capital equipment needs of the municipality. The document contains both Capital Improvement and Capital Equipment projects, each with a cost of more than $10,000. The FY20/21- FY24/25 CIP includes mote titan $24 million in projects and, due to tite size and complexity of prof ects and the limited available fu»ding, it is not reasonable to believe that mote than a handful of projects can be completed in any given budget year. Detailed infotntation regarding the ptojects being planned and/ot• funded tht•oug}t the Cap[tal Improvements Fund can be found on the Capital Improvement Program section of this budget document. zoz A I B I G I I I K L M N 0 P 1 Capital Improvements - Fund Summary Fund 440, Department 00) 2 3 4Number 1 Description5 6 Beginning Fund Balance 11541,592 1,771,612 1,051,047 580,132 580,132 86 212 - - -- 8 9 10 3 110 3220 Interest Income CD Interest 4,010 297 10,706 297 18,271 299 18.979 4.467 5.000 5,000 HDTV/0! - wniv/0! 11 12 13 3760 3882JE 3886ursements-State78,378 Received from Developers Reimbursements-Miscellaneous 10,411 1,010,552 5395 2ZS24 173,818 64,810 5,964 25,000 25,000 HDTV/0! 40,471 (24,339)-37.55% (5,964) 400.00% 14 3971er from Annexation Fund 300,000 HDTV/0! 15 3975Transfer from General Fund 4,795570 MnDIV/0! �TOTAL REVENUES 4,878255 1,037,361 215,212 70,774 319,425 70,471 (303) 0,43% 16 17 18 19 I 20 5110 Contractual Services - v"DIV/0! 21 8100 Land Acquisitions +DIV/0! 22 8200 Buildings 2,012,733 302,585 200,000 200,000 (200,000) 100.00% 23 24 8600 8800 Streets Park Playground Improvements 2,498,552 99,625 1,110,025 32,075 627326 - 711,221 595,140 - (711,221)-300.00% - HDTV/0! 25 26 8900 Capital - Other Improvements 37325 84,499 58801 42,000 18,205 75589 33,589 79,97% 9901 Transfer -Capital Equipment Fund 228,742 29,010 29,010 #DIV/0! TOTAL EXPENDITURES 4,648,235 1,757,926 686,127 953,221 813345 104,599 (848,622)-89.03% NET INCREASE/(DECREASE) 230,020 (720S65) (4700915) (882,447) (4931920) (34,128) 27 28 29 30 31 Ending Fund Balance 1,771,612 1,051,047 580,132 (302,3 - -- 86,212 5g84 32 33 34 35 36 37 38 �l Capital Equipment Fund -Overview The Capital Equipment Fund is utilized to track amoral expenditures of equipment replacement (e.g., vehicles, computer equipment) as identified in the five-year Capital Improvement Plan. No operating costs are included in the Capital Equipment Pund. Capital Equipment Pund revenues are derived firom h•ansfers From other fiords, primatily the General Pmtd Assigned For Capital. ✓+�ru��u�`i Like the Capital Improvements Pund, Capital Equipment Fund projects are identified through the capital improvements plannhtg process which culminates In the development of an annual five-year Capital Improvement Plan (CIP). The development of the CIP is an exetclse that is undertaken, primarily, to ensure the City Adminishation and City Council are able to identify the capital improvement and capital equipment needs ofthe nnmicipaltty. The document contains both Capital improvement and Capital Equipment projects, each with a cost of more than $10,000. The FY20/21- PY24/25 CIP includes more than $24 million in project and, due to the size and complexity of projects and the lim[ted available funding, it is not reasonable to believe that more than a handful of projects can be completed in any given budgetyear. 205 B G I K L M N 0 P A 1 Ca ital E ui went - Fund Summary_ And 450, De artment 00 2 I Beginning Fund Balance -_ __47296 20,503 119 119 190 ___LL8,714 S 6 7 8 REVENUES 3210 Interest income 52 49 0.00% g 10 3220 CD Interest 70 71 71 106 0.00% 11 3975 Transfer from General Fund 228,742 29,000 29,000 0.00% TOTAL REVENUES 122 228,862 71 106 29,000 29,000 I 0,00% 12 13 14 15EXPENDITURES 0.00% 16 8300 Capital -Equipment 55524 17 8400 Capital - Vehicles 454,895 193.722 29,010 0.00% TOTAL EXPENDITURES NET INCREASE/(DECREASE) Ending Fund Balance 454,895 C454,773) 20,503 249,246 C2Q384) 119 71 190 119 29,010 C28,904) 28,714 29,000 286_ 0.00% 18 19 20 21 22 w1 'y ` Water &Sewer Fund -Overview The Water and Sewer Fund is an enterprise fund - that is, a bushtess- type fund utilized to account for operations and activities that are financed and operated in a manner similar to a private business enterprise, and where the cost of providing goods and services to the general public on a continuing basis is expected to be recovered primarily through user charges, including operathtg costs and capital Improvement costs related to the maintenance of the water and sewer utility systems, These fund the operations of the Water, Wastewater and Utility Divisions in the Department of Public Works. The operating functions of these three divisions are to provide a safe and reliable supply of high quality potable water and to protect public health and the environment by treating sewage to meet sh•Ltgent envh•munental standards prior to discharge. Of note, the Utility Division was established in FY15/16 combhting existing Water and Wastewater Divislmt Maintenance Workers to specifically addt•ess utility system maintenance needs more routinely. Prior to this, utility maintenance projects were addt•essed by either the Water or Wastewater Division and often required coordination with the other divisimt to ensure adequate manpower. The creation of the Utility Division established a more efficient methodology to handle utility maintenance projects. The expenses for the Utility Division are spilt between the Water and Wastewater Divisions as follows - approximately 63.7% of operating expenses are paid from the Water Division and the remaining 36.3%are paid fiom the Wastewater Division. Capital expenses are charged to the division that benefits fi•om the maintenance project. In general, water and sewer revenues are derived directly from water and sewer sales, base charges, connection fees, and service penalties and should be sufficient to fiord the operating and capital costs for the Water, Wastewater and Utility Divisions. Importantly, water and sewer revenues are driven by consumption and, as such, with a growing awareness of water conservancy (which the City supports) and wetter than average summet• months, consumptiat has been relatively flat over the last two years. Prior to FY15/16, water and sewer rates were adjusted annually based primarily on the Consumer Pt•ice Index (CPI). Unfortunately, this CPI adjustmentdid notcorrelate to the actual costofoperations for Mclienry's Water and Wastewater Divisions and did not account for the specific capital htfrastructure needs of the municipality. This t•esulted in a shortfall in water and sewer revenues and an htability to fund water and sewer capital projects of the existing systems. To address this the City commissioned a water and sewer rate study that was completed in FY13/14. The results of this analysis identified the need to adjust water and sewer Cates at that thne and to annually review and adjust water and sewer rates based on operational costs and hnplement water and sewer base Fees to fund utility system capital hnprovements. The narrative that follows provides a snapshot of the status of the Water and Sewer Fund and identifies operational and capital expenses. This is followed by mote detailed summar[es of the Water, Wastewater and Utility Divisfons of the Department of Works. 2os PY18/19 Water Division FY18/19 Water Division operating expenditmres are proposed at $2,271,953, an increase of $111,864 fi•om FY17/18. This increase is due to the funding of the Utility Division transfer (again, the Utility Division is funded through contributions by water and wastewater). Budgeted Operating Revenues for FY18/19 are short of budgeted operating expenditures by $86,381. Rates will be addressed after• the budget is approved and discussed with Council before they need to be adjusted in August. It is estimated that the existing $2 capital base charge will generate $125,000 in FY18/19 for capital projects. In FY18/19 this amount, along with Water and Sewer Fund Balance, will be used to fund the following water system capital projects identified in the Water and Sewer Fund CIP - $225,000 for water meter replacement; $30,000 for Well Inspection/Maintenance and Repafr; and, $45,000 for the Water Division Motor Pool. No increase or decrease in the base rate is recommended at this time. AY18/19 Wastewater• Division FY18/19 Wastewater Division operating expenditures are projected at $3,215,573, a decrease of $17,542 fi•otn FY17/18. This decrease is due partially to lower• utility costs but the funding of the Utility Division transfer was increased to cover proposed expenses (again, the Utility Division is funded through contributions by ware►• and wastewater•). Pt•oposed operating revenues for FY18/19 ar•e expected to exceed proposed operating expenses by $34,145. Rates will be addressed after the budget is approved and discussed with Council before they need to be adjusted in August. It is estimated that the existing $4 capital base charge will generate $270,000 in FY18/19 for capital projects. This amount, along with existing Water and Sewer Fund Balance, will be used to fund the following water system capital projects identified in the Water and Sewer Fund CIP - $40,000 for Willow Litt Station Pump Replacement; and, $65,000 for Wastewater Division Motor Pool. No change in the base rate is being recommended at this time. PY18/19 Utility Division FY18/19 Utility Division operating expenditures are projected at $1,069,894, an increase of $12,390 ft•om FY17/18. As identified in the Water and Wastewater discussions above, the Utility Division is funded through transfers fi•om the Water and Wastewater Division revenues. If in one year the transfers from the Water and Wastewater Division exceed expenses within the department, adjustments are made in following fiscal years. This will result in lower operating budgets for the Water and Wastewater Divisions. 210 Public Works Water Division Public Worlrs Water Divisimt Mission The primary focus and overlying respmtsibility of the Water Division is to provide a safe and t•eliable supply of potable water•. This is accomplished by produchtg, treating water and conducting over 500 required water samples, lher•eby meeting or exceeding all federal and state health standards. Of major importance to the Water Division employees is providing the consumer with the highest level of customer service possible. We believe this insph•es public trust within the community. In summary, Water Division employees undet•talce the following tasks: • Production of safe potable water that meets or exceeds State and Federal Drhtking Water Regulations. • Water Production -The Division maintains four iron removal filtration treatment plants served by eight active wells. The City has two emergency or backup wells that have no iron removal filtration but do have temporary chemical feed buildings. • Water Storage consists of four elevated water storage tanks with a combined storage capacity of 2,750,000 gallons. • Operation and maintenance of one booster pumphtg station. • Provide meter readings to the Finance Department for utility billing for City water and sewer services. The Division manages meter accuracy and replacements as needed of approximately 8,100 water meters. • Respond to Joint Utility Locate Information For Excavators (J.U.L.LE.) requests. • Respond to conswner iugtriries within 24 hours regarding water quality or high consumption questions or general concerns. • The Water Division plays an hnpw•tant part in the mahttenance and Future development of City's Global Inforrnatlon System (GIS). z�� Water Division Superintendem Mike Palmer Water Operator II Doug Mace Maintenance Worker Jason McMahon Water Operator II 6ryan Scheel Maintenance Worker Greg Oliver it i e.. ><:. � <J. Public Worlcs Water Division - FY19/20 Accomplishments • Met or exceeded all State and rederal Drinl<ingwater regulations. • The Water Division employees provided a high level of customer service by responding to customer requests within 24 hours and malting available informatimt consumer's need to be informed about their drinking water source and water treatment technologies. We believe this inspires public trust within the community. • In 2019, the Water Divisimt produced 740 million gallons of potable water and provided meter readings for nearly F3,100 water and sewer accounts for billing purposes. • Received 23•d consecutive annual fluoride award From the Illinois Department of ['ublic Health. • Completed the City's meter change -out program and htstituted new meter reading software. • Responded to 4745 J.U.L.I.E. locate requests. • The Water Division had no reported personnel injuries ot• accidents ht the pastyear. 213 Public Worlcs Water Division - FY20/21 Goals &Objectives . Continue to meet or exceed all Federal and State drinking water regulations. . Continue to provide the highest level of customer service possible by responding to customer requests within 24 how•s and make information available for consumer's to be informed about their drinking water source and water h•eatment technologies. • Loolc for new opportunities to improve customer service to the consmner. . Continue to maintain and improve water h•eatment facilities while remaining in budget. . Expand lead service line inventory data base. . Continue to be injury and accident free, • Assist in the rehabilitation of Well #8 raw water line. 214 Public Works Water Division - FY20/21 Performance Measures t ��t- � r IGPA Compliance Achieve 100%conpliance Was 10D%compliance 100%compliance is expected with no hi all categories achieve with no violations violations Res pond to Customer 1 Respond to all ingah•les wi[Idn 2A i�mu�s Pm•centage respa�ded to h�qub•les andComplain[s of receiving withhi 2A hours IDO% Complete all Capital Capital Projects Projects on time within yyero protects completed 100°k budget m� thne a nd withht bndget Were 1,000 meters Meter Replacement Replace 1000 meters replaced in the previous 100% year Safety -Personal Injury/Vehicle Accidents Zero injuries/Accidents flow many repm•ted LtJm•Ies/accidents Zero 215 A 8 G I K L M N 0 P 1 Water and Sewer Fund Summary fFund 510, De artment 31 Water 3 Account Account FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance 4Number Description 5 6 7 3200 REVENUES- Interest Income 20,000 30,000 10,000 50,00% 8 3220 CD Interest 969 1,081 1,873 1,800 ^DIV/0! 9 3240 IL Fund Interest 3,031 9556 26,831 30,000 #DIV/0! 1p 3610 Sales 2,199,343 21067,014 2,07%S83 2,276,112 2,217,870 2,357,805 81,693 3S9% 11 3615 Base Charge- Capital 121,839 123,452 125,121 124,000 125528 125,000 1,000 0,81% 12 3620 Penalties 75,240 80,079 84,473 8%000 76,738 77,000 (3,000) -3.75% 13 3630 Hookup/Connection Fees 29,250 16500 27,750 20,000 45,000 25,000 5,000 25,00% 14 3640 Water Meter Sales 27,000 17,025 25,075 20,000 S%800 250000 5,000 25.00% 15 3821 Donated Public Improvements 577,430 *DIV/0! 16 3836 Gain/Loss on Sale 3,435 WDIV/0! 17 3845 Rental Income 62,604 30,000 30,000 30,000 30,000 30,000 "DIv/0! 18 3882 Miscellaneous Reimbursement 775 1,356 1,056 wDIV/0! 19 3890 Miscellaneous Income 513,866 11842 3563 3,000 4518 3,000 0,00% 2p 3920 Proceeds from Fixed Asset Sale �DIV/0! 21 3991 Transfer from Marina Fund DIV/0! TOTAL REVENUES TOTAL OPERATING REVENUES 31033,917 2,792,449 2,347,905- 2,159572 2,986,190 2,196,323 2,543,112I 2,379,112 2,590,254 21330,926 2,672,805 2,467,805 129,693I 5.10% 22 24 25 26 27 EXPENDITURES alaries-Regular 391,895 4270739 438,926 452,798 450,174 470,280 17,482 3,86% M44320 vertime-Regular 22,859 22,751 26,444 24,000 27,386 28,000 4,000 16,67% alaries-Seasonal 8,800 9,695 12,945 11,500 %723 6000 (51500) -47,83% ealth Insurance 109,295 117,266 117,022 105527 103,214 93,530(11,997) 1137% Dental Insurance 933 948 951 995 1,025 1,058 63 6.33% 35 4330 Life Insurance 205 219 219 226 197 226 0100 a A B 36 4340 Vision Insurance 37 4410 FICA 38 4420 IMRF 39 4510 Uniforms TOTAL SALARIES/BENEFITS 40 41 42 43 5110 44 5310 45 5320 46 5370 1471 5410 5430 A4g 49 5440 50 Contractual & Meter Repa Dues Training Tuition Reimbursement 5510 Utilities TOTAL CONTRACTUAL SERVICES 6110 Materials and Supplies 6210 Office Supplies 6250 Gasoline & Oil 6270 Small Equipment & Tools 6940 Administrative Expenses TOTAL SUPPLIES 62� 7091 Debt 1' .iii 9510 ZIP I ! I K I L I M I N I 0 I P 85 91 94 101 100 107 6 5,94% 3L902 34,291 36,410 37,355 36,896 38577 1,222 327% 53,605 54,703 57,711 52,448 49530 61,288 S,S40 16,85% 1,610 2,242 1,418 2,700 1,743 2,250 (450)-16.67% 621,189 669,945 692,140 687,650 679,988 701,316 13,666 L99% 145,500 20,500 16,40% 2,000 0.00% w nDN/0! SS00 2,500 83.33% 600 (200)-25.00% 2,200 (300)-12.00% nDIV/0! 120,000 - 0.00% 275,800 22500 8.88% 108,047 300,885 96,725 125,000 108,780 3276 Z152 136 4000 261 5,277 2544 w 5,258 5,758 5,103 3,000 6,271 260 487 528 800 602 L721 2,344 2,592 2500 2,150 9 191,442 131,183 132,986 1 120,000 111,618 31SP290 245,353 238,070 253,300 229,682 255,000 130,000 104.00% 500 (150)-23.08% 10,000 (1,000) -9.09% 1,000 (250)-20.00% - #DN/0! 266500 128,600 9326% 134,093 82,827 88,762 125,000 110,638 421 6811 439 650 86 6,451 7,300 30,863 11,000 9,006 932 1,061 1,718 1,250 - 2522 2566 2,157 1,574 144,419 94,442 I.M939 137,900 121,304 iervice-AcavedInterest 13 713 50 - - - HDTV/0! pal Payment M 100,000 100,000 - 0.00% Interest 46,308 44,408 42508 40508 40,508 38,508 (2,000) 4.94% Paying Agent 311 311 117 350 311 350 0.00°/u 0-Equipment 2,883 715 90956 #DIV/0! 0 - Utility System 71,868 HDTV/0! �zation - Bond Issue Costs #DIv/0! ization - Bond Discount 512 512 512 #DIv/0! cation Expense 501,023 512215 532302 512,000 539,870 540,000 28,000 5.47% Expense _ 4_SI9 - _ I - _ unit/ MIT mmmmmmmmmm A g 1 K L mmmM N 0 P 72 9606 OPEB Contributions - - ,998 - - - - nDN/0! 73 9904 Transfer to Debt Service 96,647 98,228 98,244 99,770 99,770 98,152 (1,618) -1.62% 74 9920 �Purchase ofSeEce-IgE ce-MCMRMA 67,455 64,895 64,895 64,895 64,895 64,895 0.00% 75 9921 Purchase of Sece- 222,018 225,348 230,982 237,911 237,911 245,048 77137 3,00% 76 9922 Purchase of Se16,142 13,95518,453 17,734 17,734 28,415 10,681 60.23% 77 9923 1PurchaseofService-4,109 4,227 4,331 4,439 4,439 4,863 424 9S5% 7g 9930 Water/Sewer Transfe902,719 515,066 627,329 717,820 717,820 6251101 (92,719) 1292% 79 9930 Water/SewerTransfer-Utility Capital 50,000 nDN/0! 80 TOTAL OTHER 1,858,390 1,528,143 1,700,264 1,795,427 _ 1,7231258 1,745 332 (50,095) 2 79% si TOTAL OPERATING EXPENDITURES 82 2,438,265 1,975,668 2202,111 2362277 2,214,362 21448,948 86,671 3.67% 8 81 d11�" �1 sAft NIP r .a. up if I all y Irl / y L. �&* Now . UP IN '9.Q`� ...fie?E A•- �0 �$$wl $ ~ \ tit Public Works Wastewater Division -Organizational Chart Public Worlcs Wastewater Division - FY19/20 Accomplishments • In 2019 the Wastewater Division continued to maintain compliance with the City NPDBS permits. • Began using the sludge dryer on a regular basis which lead to a reduction in landfill trips from 26 per month to 4 per month. • Updated the City's Indush•ial User Swvey Questionnaire and mailed out 500 copies to all business in the City�s sanitary sewer service azea. • Completed an analysis of dried sludge product in order to explore more cost effect[ve disposal locations. �3�: Public Worlcs Wastewater Division - FY20/21 Goals &Objectives • Conthtue to meet m• exceed the NPDES permit requirements and regulations as set forth by the hlinois Environmental Protection Agency. • Operate treatment plants and lift stations In a manner which minimizes the potential for a sanitary sewer overflow. • Cattinue to analyze ways to achieve the high level of service while mhtintlzing operating costs. • Develop Staudard Operating Procedures (SOP's) for the dryer operation. • Explore alternative disposal methods for the dried sludge product such as sod farms and landscapers. Public Worlcs Wastewater Div- FY20/21 Performance Measures t � Compliance with all NPDL'S 100%Compliance with all Annual Btspection/evaluation Satisfactory annual Permits issued by the lCPA pernd[s at alltlmes and monthly reports Inspection/report and no violations on monthly reports Sludge disposal purlher lowersludge disposal Secure alternative disposal Reduced or eliminated costs methods disposal costs hlR Stations Rednc[ion In numberofoft Track number o(cal4outs to Reduce over[Ime costs hour call -outs each lift station 0 lost thne days due to work Safety Reduce lost time hours due [o Continued safety h•alnhtg related Iniurles wm•k related iniurles Sanitary Sewer Ovm�flows Preventsani[ary sewer Operate Actlflo storm clarlfler No sanitmy sewer overflows (SSO's) overflows at the correct capacity 221 A 8 G I K L M N 0 P 1 Water and Sewer Fund Summary and 510, De arin►ent 32 Sewer) -WWA � 2 FXAFog 4 X7 InREVENUES 5 20,000 30,000 10,000 50,00% 7 3200 Interest Income g 3220 CD Interest 969 1,081 1,873 1,800 w=DN/0! 9 3240 IL Fund Interest 3,031 91556 26,831 30,000 nDN/0! 10 3610 Sales 2,483,140 245%538 2,716307 2,771,468 2,720,826 2,817,013 45545 1,64% 3615 BaseCharee- Capital 265,364 268,777 271,662 265,000 271,904 270,000 50000 139% 12 3620 Penalties 62,270 62,996 66,840 65,000 68,897 67,000 21000 3.08% 131 3630 1Hoolcup/Connection Fees 52213 21,224 27500 20,000 45,000 25,000 5,000 25,00% 141 3660 1 Debt Service Fee 407,561 412,450 416,192 410,000 415,147 413,000 3,000 0.73% 151 3665 Debt Service -IEPALoan 1,0l%732 1,757281 2,199,705 2,475,000 2220,666 2200,000 (275,000) 41.11% 16 3821 Donated Public Improvements 810593 #DN/0! 171 3890 1 Miscellaneous Income 10453 3,173 532 1,000 2581 12000 0.00% 18 3915 Bond Interest Rebate 61005 60,882 58,696 56,698 56,940 53,826 (2,872) -5.07% TOTAL REVENUES TOTAL OPERATING REVENUES I 4,367,938 3,030,629 5,255,958 3208,676 6,596,731 31287,271 6,0841166 3324,166 5,833,761 3296,191 5,876,839 - 3,3811839 (207,327) _ 57,673 .3.41% 1.73% 19 20 21 22 23 EXPENDITURES 4010 1Salaries - Regular 567,761 617 216 599,145 655566 651,122 677,740 - --- 22,174 338% 4050 Overtime - Regular 40524 43,471 41,716 40,000 40,432 42,000 2,000 5,00% 4110 Salaries -Seasonal 3,134 4,933 4,658 51000 5,470 6,000 1,000 20.00% 4310 Health Insurance 158,386 178,878 188,649 197,282 184,725 184,637 (12,645) -6,41% 13S 4320 Dental Insurance 820 865 831 856 875 1 906 50 534% 4330 Lifelnsurance 330 335 356 369 306 369 - 0.00% 4340 Vision insurance 111 130 139 146 146 152 6 4.11% 4410 FICA 46,687 49,294 49,716 53593 52,792 55,519 1,926 3,59% 4420 IMRF 83,134 79,269 82,248 76,512 71,349 82,770 6,258 8,18% 4510 Uniforms 3514 SS13 7,149 7,291 6,786 8,500 1209 1658% A I B I G I I I K I L I M I N 0 1 P 36 TOTAL SALARIES/BENEFITS 904401 97%904 974,607 1,036,615 1,014,003 1,0S8S93 21,978 Z12% 41 5110 Contractual 42 5310 Postage & Meter 43 5320 Telephone 44 5370 Repair & Maintenance 45 5375 ! Repair & Maintenance - Equipme: 46 5380 Repair &Maintenance - Utility Sy! 47 5410 Dues 48 5430 Training 49 5440 Tuition Reimbursement 50 5450 Publications 5510 Utilities E 5580 Sludge Disposal TOTAL CONTRACTUAL SERVICES 53 54 55 56 6110 57 6210 581 6250 Materials and Supplies Office Supplies Gasoline & Oil59 TOTAL SUPPLIES 6940 Administrative Expenses 7091 Debt Service- Accrued Interest 7100 Principal Payment 7200 Bond Interest 7300 Fees - Paying Agent 7500 IEPA Loan Principal 7600 IEPA Loan Interest 8300 Capital -.Equipment 8500 Capital - Utility System 9000 Amortization - Bond Issue Costs 167,109 161,4431 143279 181,000 181313 1 192500 200 22500 67500 90,000 600 1,000 500 250,000 135,000 75%800 11S00 - 21500 (2500) (11000) (400) (500) (10,000) (400) 635% 0100% #DIV/0! 12,50% -3.57% ML10% -4O,OO a 0.00% -50.00% #DIV/01 0100% -6,90% -0.05% 289 2891 102 200 93 4,284 599 19,200 24,788 12,327 20,000 23,938 51,427 79,633 66,345 70,000 63,011 60,340 71,070 41,100 91,000 94S12 260 SOS 481 1,000 440 465 467 873 1,000 700 225 540 LOOO 37SP181 298,883 298,570 250,000 250,915 263,847 224,241 147,222 145,000 114,136 942,627 862461 710,299 760200 72%058 218,489 6161 25,207 244,312 267,000 750 30,000 297,750 47,000 - 47,000 i I 2136% 0,00% 0.00% 18,74% 209,798 180,228 217,463 220,000 545 317 1,051 750 17,378 26,166 28,828 30,000 227,721 206,711 247,342 250,750 2,250 173,440 1,053 M 579,131 w 285,000 16%953 1,100 1421583 553,054 10,000 C9,487) - 140,382 21,3S9 #DIV/0! nDIV/0! 3,64% -5,47% 0.00% 10,96% 4,02% #DIV/0! #DIV/0! MV/0! - 3,640 5520 4439 _ ,484 72 ?1801 275,000 195,813 18%188 181,920 173440 1,053 1,053 L053 1,100 1,281,201 1*330275 531,695 A I u Amortization - Bond Discount 72 9100 73 9510 Depreciation Expense 74 9605 OPEB Expense 75 9606 OPEB Contributions 76 9904 Transfer to Debt Service 77 9920 Purchase of Service - MCMRMA 78 9921 Purchase of Service - Billing 79 9922 Purchase of Service - IT 9923 Purchase of Service - Audit 9930 Water/Sewer Transfer r83 9930 Water/Sewer Transfer -Utility Capital 9936 Transfer to Utility Improvement Fund TOTAL OTHER N a L I M I N D0,000 1,22%988 1025%000 270,000 � 1720,340 4,034,541 2,320,525 3,476,784 4,24UI.5 21771,241 4,485,000 3,195,382 2,878,691 2,838,966 3282,484 2,949,495 3,376,506 P #DIV/0! 50,000 4.17% #DIV/0! #DIV/0! (204) -1,61%' - 0,00% 7,609 3100% 9,583 67,74% 424 9SS% 7519 1,82% #DIV/0! #DIV/0! 237,185 5.58% 94,022 186% Public Works Utility Division Public Worhs Utility Division Mission The City of McHenry Utility Division is committed to providing the highest level of customer service to its residents and consumers. Mahttaining the water distribution, sanitary sewer collection systems and storm sewer system to peals performance will cattinue to ensure reliable services to City of McHenry's residents, and businesses. Phis will enhance public safety within rite community, The Utility Division maintahts and repairs all water• mains, valves, fire hydrants, and "buffalo" boxes which are all part of the water distribution system. Another component of the Utility Division is to maintain, clean, and televise the sanitary sewer• collection system. The Utility Division also maintains and repairs the stm•m sewer system. Li summary, Utility Division employees ttndertalce the following tasks: • Maintain sanitary sewer collection system. • Maintain water distribution system. • Mainta[n storm sewer system. 225 Utility Oivislon Superintendent Steve Wirch Crew Leader Mike Lange Operator 1 ., Operator I Steve Ramirez N, Sean Johnson Utility Operator I ,� Utility Operator I Todd Sasak I Ryan Cheney Malntemnce Worker i. Maintenance Worker Pat Maher ME Clint Greve Maintenance Worker �� Maintenance Worker Tim Lechner Paul Clements Public Worlcs Utility Division - FY19/20 Accomplishments • Replaced or Added 10 flre hydrants. • Phished all of the City's fire hydrants fm• sprhtg and fall hydrant flushing programs. • Cleaned and televised over a 15Q000' (2B miles) ofsanitary main. • Repaired 16 water main breaks. • Repah•ed 11 water services, replaced 5 lead sewices fi•om the water main to B-Box. • Responded to 17 possible sewer backups. • Replaced 15 open hole sanitary frames and covers with closed "sealed" fi•ames and covets. Public Works Utility Division - FY20/21 Goals &Objectives • Continue to keep the sanitary collection system well maintained, which includes cleaning and televising the entire collection system on regularly scheduled intervals. • Reduce inflow and infiltration in collection system through the Capital Improvement Program which includes the sanitary sewer main and sewer manhole rehabilitation programs. Replace old style manhole covers with "new" sealed covers. • Continue to keep the water distribution system well maintained through the water valve maintenance program, fire hydrant spring and fall flushhtg programs and the water main replacement program through the Capital Improvement Program. • Install 10 new flre hydrants to hnprove water• quality and Fire Flow protection. • Continue hydrant paintingprogrant. • Complete mapping of the storm sewer system through GIS. • Assist in the Completion of the Well #B raw water line rehabilitation project. • Tlu•ouglr use of the Community Development Graut complete an extension of Ctty water main north along Ringwood Road to West Shore Beach. zz� Public Worlcs Utility Division - FY20/21 Performance Measures I+ire hydrant Replace outdated fire Number of hydrants Replace 10 fire hydrants replacement hydrants replaced Clean &Televise 100,000 Lineal Clean &televise 100,000 IBieal sanitary sewer Lineal ft/year R/Veal, collections stem ft/Yeai Complete spring and plush all hydrants Completion of spring and fall Hydrant plashing fall hydrant flushing spring and fall flushing programs ro rams Grout Reduce manholes/install Number of manholes 10 manholes repaired inflow/infilh'atimi sealed frames and repaired covers Amount of storm Com lete ma in ofthe stm•m Storm sewer Locate and shoot sewer sh•uchu•es p pp g mapping sh•uctures shot on GIS sewer system 22a A B 6 I K L M N 0 P 1 Water and Sewer Fund Summary (Fund 510, Department 35 Utfli 2 i 3 4 S Account Account FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance Number Description Actual Actual Actual Budget Estimated Proposed (S) 6 REVENUES 8 3890 Miscellaneous Income 812 5,263 1,323 - 220 1,000 1,000 nDN/0! 3978 Transfer fromWater/Sewer Fund 1.470.936 1,114332 980,938 1,131,610 1,131,610 1,046,410 (8Sp200) -753% TOTAL REVENUES 1,470,936 1,114,332 982,261 1,1313610 1,131,830 1,047,410 (84,200) -7.44% 97 9 10 11 EXPENDITURES 12 13 i 14 410 Salaries -Regular 505,757 621,750 36,070 6,16% 552,089 576,249 585,680 581,347 15 16 17 4050 4110 4310 Overtime - Regular Salaries -Seasonal Health Insurance 24,260 10,884 135,791 22,993 11,860 140,129 20,376 8,990 148,030 25,000 12,000 170*779 17,070 91755 175,346 20,000 (51000)-20,00% 12,000 0.00% 193,750 22,971 13,45% 18 4320 Dental Insurance 978 17001 1,005 1,054 1,089 1,120 66 6.26% 19 4330 Life Insurance 290 319 316 328 296 328 - 0.00% 20 4340 IVisionInsurance 9 12 28 59 59 65 6 10.17% 21 4410 FICA 40,405 44,490 45,462 47,635 4%700 50,012 2,377 4,99% 22 4420 IMRF 66,605 71,149 72,725 67,175 63,363 78,935 11,760 17,51% 23 4510 Uniforms 3,759 $808 2,783 3,600 3,506 3,600 - 0.00% TOTAL SALARIES/BENEFITS 788,738 846,850 875,964 913,310 900531 981560 %250 7,47% 24 25 26 27 28 29 5110 5310 (Postage 5320 ITelephone Contractu 1 &Meter 26,074 988 244,373 W 760 15214 150000 100 16,470 W (15,000)-100.00% 100 - 0.00% - - nDN/01 30 5370 (Repair&Maintenance 10,317 26,856 41,615 30,000 27,702 35,000 5,000 16.67% 31 5410 Dues 50 113 53 200 50 (200) 400.00% 32 5430 Training 871 1,155 1,925 10500 1,400 3,000 1500 100,00% 33 TOTAL CONTRACTUAL SERVICES 38,300 273,257 _ S%807 46,800 45,622 38,100 (%700) -1859% 34 35 36 37 6110 6210 Materials and Supplies Office Supplies 144,425 316 108,378 137 129,082 1,137 150,000 250 124,168 (150,000)-100.00%0 250W 0.00% A g G I K L M N P 38 6250 Gasoline&Off 17,441 17,088 25,131 20,000 18,627 25,000 5,000 25.00% 39 6270 Small Equipment&Tools 279 551 1,276 1,250 3,489 3500 250 20400% 40 TOTAL SUPPLIES 162,461 126,154 156,626 171,500 146,284 26,750 (144,750) L-84.40% 41 42 43 8500 (Capital - Utility System 80,406 nDIV/0! 44 9510 Depreciation Expense 7,250 (7250) 100.00% 45 TOTAL OTHER 80,406 7,250 (7,250)1 400.00% 46 47 TOTAL EXPENDITURES 989,499 1,326,667 11091397 1,13%860 17092,437 1,046,410 92,4S0 - -8.12% N W O pp!z�zzj: :-Z�; cl*ly ol: �a �:Cf Capital Development Fund -Overview This fund accounts for the construction, expansion and/or extensimt of water and wastewater systems to accommodate new development and growth iu the community. Revenues are generated through capital development fees on new residential and non-residential development. 232 A I B IG K L M N 0 P 1 Capital Development- Fund Summary (Fund 550) 7 I 3200 Interest 18 3630 Hookup/Connection Fees (31-Water) 9 3630 Hookup/Connection Fees (32 -Sewer) 10 TOTAL REVENUES 11 12EXPENDITURES 13 9936 Transfer to Utility Improvement Fund 141 TOTAL EXPENDITURES N W W 201,724 202,045 202,802 180,000 ', 552,342 208,169 209218 221591 190,000 531556 410,953 412,379 426256 371,000 1,085,415 i i 1,195,910 1,195,910 (784,957) 412379 426,256 371,000 1,085,415 0 500 50.00% D_ 0,00% D_ 0100% (371,000)-100,00% J #DIV/0I :DIV/0! Fiscal Year 2020/2021 Annual Budget Utility Improvements Fund 234 Utility Improvements Fund -Overview The Utility Improvements Fund was created to provide a single fund to record revenues and expenses for capital construction projects for the water and wastewater utilities. Transfers from the Water &Sewer Fund and Capital Development Fund are the main sow•ces of revenue for• the fiord. Expenses are restricted to design engineering, consh•uct[on, and construction eugineeringcosts forthe approved capital projects. Identified expenditures are related to the consolidation of the Central and South Wastewater Treatment Plants, A I B I G I I I K L M N O P 1 Utility Improvements - Fund Summ and 580 2 T 3 Account Account FY16/17 FY17/18 FY18/19 FY19/20 FY19/20 FY20/21 Variance Variance Number escription Actual Actual Actual Buftet Estimated Proposed M 5 6 70, 3200 Interest 7,412 15,684 28,762 15,000 29,992 25,000 10,000 66.67% 8 3978 Transfer from Water/Sewer Fund 1,720,340 #DIV/0! 9 3981 Transfer from Capital Development Fund 101952910 #DN/0! 10 3994 Transfer from SSA#4 16,847 16,847 16,847 16247 M847 16,847 100% TOTAL REVENUES 2?940,5O9 32531 45,609 31,847 46,839 (31,847) -100.00% 11 13EXPENDITURES 14 8500 Capital -Utility Improvement Projects TOTAL EXPENDITURES 1S75 1575 .=DIV/0! #DIV/0! 15 16 NET INCREASE ECREAS 2,940S09 32S31 45409 31,847 45,264 17 N W i'' �, 1j'iTo Marina Operations Fund -Overview The City of McHenry acquired the marina in 2000 to be able to expand the Central Wastewater Treatment Plant. Atteritwasacquireditwasdetermhied that the wastewater facility could not be expanded at the existed site. Once the Central and South Wastewater Treatment Plant consolidatimi project is completed, the Central WWTP s[te can be redeveloped and at this time it is possible thatthe marina site be incorporated Into any redevelopment. At this time the Marina Operations Fund is an enterprise fund that provides for the maintenance of a 60-sHp marina on the Fox River. 238 A I G I K L M N 0 P 1 Marina Operations -Fund Summary (fund 590 7 3200 Interest 8 3845 Rentallncome 9 TOTALREVENUES 12 5110 contractual Services 13 6940 Administrative Expenses 14 9930 Transfer to Water/Sewer Fund 15 TOTAL EXPENDITURES N W 394 1 415 679 1 350 1 554 500 150 42,86% 48,964 23313 46,465 45 000 28,060 25,000 (20,000) -44,44% 49,358 23,728 47,144 45,350 28,614 25500 (197850) 43*77% 31405 1 SS03 4,375 1S,000 15,000 - 0100% 25,186 26,785 26276 28,000 26,948 28,000 0100% nDIV/0! 28,591 32,288 30,651 43,000 26,948 43,000 0400% 20,767 (8r560) 16493 23S0 1666 (17500) ...ca q7 v . �vee �n�l�ranrF Employee Insurance Fund -Overview The City of McHenry recognizes that health insurance benefits are an important component of an employee's total compensation package, therefore, the purpose of the Employee Insurance Fund is to finance and account for expend[tures incurred to provide health insurance benefits to employees. The current health Insurance plan provided to employees offers a choice between a PPO (Preferred Provider Organization), an HMO (Health Maintenance Organizat[on), and an HSA (Health Savings Account). Providing employees with a cho[ce of plans allows for flexibility based on preference and affordability. In dditi m to ees receive dental and vision benetlts. Ali IUOE 150 employees tl t a on,e p y (Public Works, Parks) are required to be on the IUOE 150 insurance plan as per their collective bargaining agreement. zaz A B G I K L M N 0 P 1 JEmpIoyee Insurance - Fund Summary (Fund 6001 7 3240 IL Funds Interest g 3653 Elective Participant Premium g 3831 Employee Contributions 10 3975 Transfer from General Fund 11 3978 Transfer from Water/Sewer Fund 12 3999 ITranfer from Other Funds 13 TOTAL REVENUES 4310 �InsurancePremiums-Health 4320 Insurance Premiums •Dental 4340 Insurance Premiums -Vision 5245 Health HRA Reimbursement 6960 Miscellaneous Expenses TOTAL EXPENDITURES 42 173 1 495 1 400 1 560 1 500 100 168,361 220,867 208,235 208,472 208,664 218595 10,123 229,332 246,386 253,004 289,137 258,061 286,255 (2,882) 2170,114 2,382.832 2,209,085 2ASS 388 2,245,386 2,286,415 (171,973) 406,408 435,216 440,751 494,451 491,047 494,033 (418) 26,161 38,198 35,253 36,585 33,766 53,481 16,896 3,000,418 %323,672 3,146,823 3,487,433 3237,484 %339,279 (148,154) z,ixis33 { z,942,105 2,889,859 3,142,482 2,910,757 I 3,016561 (125,921) 112,682 119,154 117,625 132.148 121,867 133,051 903 12,924 14,173 14597 17,152 15,356 16,668 (484) 115,55,437 213,247 183,375 190,250 179,300 171,700 (18550) 3,06369 776 5,000 1 1,000 800 (4 200) 3,031,771 3,294,116 3206,232 307,032 3,228,280 3,33%780 (14%252) (313531 29556 (59409) 401 9204 499 25.00% 4.869'a ��; C Risk Management Fund -Overview The purpose of the Rislc Management Fund is to account for all activity related to risk management and insurance costs (other than employee health insurance) Including loss control, loss prevention, risk transfer, and risk assessment. The City of McHenry is a member of the McHenty County Rislc Management Agency (MCMRMA), a public entity risk pool through which property, general liability, automobile liability, crime, excess property, excess liability, and boiler and mach[nery coverage is provided. The relationship between the Ctty and MCMRMA is defined through a contractual obl[gation approved by both the City Council and MCMRMA Executive Board. Revenues for the fund are generated by service charges to the City's General Fund and non -General Fund operating units. The serv[ce charges to the General Fund are provided for the most part by the liability insurance portion of the property tax levy. Incidental revenues fi•om interest earnings and reimbursements fi•om MCMRMA are also occasionally posted to the fund. 245 N a rn I�MIIYl�[I Information Technology Fund -Overview Mission The mission of the Information Technology Division is to provide the most innovate, highest quality, technology -based services in a cost- effective manner and to facilitate the achievement of the goals and objectives of each of the City's operating departments. Information Technology Fund revenues are derived from transfers from the City's operating departments and expenses are related to the direct provision of technology services by the Division's three staff members and for the replacement of equipment and software through the municipality. The primary functions of 1T staff include: • Providing efficient technology support For computer systems, network infrastructure, web- basedapplications, voice, video, and integrated data services to all City departments. • Promoting and facilitating the integration of technology to efficiently meet the overall mission of the City using collaborat[ve efforts through planning, training, and consultingwith all departments and service providers. • Developing, enhancing and managingthe City's networks to provide high-speed transparent and highly functional connectivity. • Developing and maintaining highly effective, reliable, secure, and innovative information systems to support each departments functions. • Facilitating the collection, storage, security, and integrity of electronic data while ensuring appropriate access. • Promoting new uses of technology within the organization. In FY19/20, the operational responsibility and oversight of the IT Division were transferred to the Police Department, primarily due to the fact that more than 70% of IT Functions are related topolice- related matters and to ensure that cybersecurity risks can be more efficiently identified and mitigated. Also in FY19/20, a cybersecurity assessment was completed and projects included in the FY20/21 Budget are reflective of a combination of regularly scheduled computer hardware and software replacements, system enhancements to increase efficiencies, and security -related efforts. 3i�: ChieF of Police John Birk Deputy Chief of Police Thomas Walsh Information Technology Manager Aaron Greve Information Technology Specialist ■Information Technology Specialist Jeffrey Foersler Emily Dullum q D G I K L M N O p 1 Inf7ri Lion Technoloev - Ftmtl Sun»nary (Funf1620) -- Qarnin s 92 460 279 614 500 SOD IIDIV/01 for Services r from General Fund r from Water/Solver pond RRVP.NURS 516,707 515,079 536,007 536,547 633,415 633,694 664,950 664,950 664,950 665,564 896,009 231,139 - 896,589 23/,639 34.71 IIDIV/01 IIDIV/01 34.04 4010 Salaries _ Overtime Regular 122,953 134,393 142,946 145 G77 327802 157,706 12,029 0,2G% - IIDIV/01 -d2s477 4050 4310 Health Insurance 24,860 36,781 34,635 33,432 50,806 16,171 46,69% 4320 Dental lrsurance 1,227 1,416 1,402 1,600 2,240 750 51,15% 4330 Life Insurance 82 73 020.00% 4340 Vision Insurance 74 80 132 103 130 (2) -1.52%4410 PICA Medicare 9169 9,527 11,144 9,739 12,065 921 0.26%4420 IMRP Retirement 10,339 16,10E SG,024 13,040 30,13G 2,112 13.11PH 4510 Uniform Allowance 900 900 IIDIV/01 TOTAL SALARIQS/QUNEPITS 176,622 198,305 200,103 209,176 186AS07 242,065 32,8B9 15,72% 5110 5320 5410 5420 5430 5440 Contractual Telephone Dues Travel Expense Training Tuldon Reimbursement TOTALCONTRACTUALSURVICES 1350064 989 too 696 7550 - 151,536 1,139 300 1,245 3,290 - 157,591 94,027 300 1,160 6,372 1065 212j82S 94,290 300 20000 000 106,051 109,157 300 1,31E 6,000 - 38B,165 175*340 02,39% 520500 (41,790)-44.320A 600 300 100.0096 4,500 21500 125.00oh 6,OD0 - 0.009A - - ODIV/01 451,765 136*350 43,230A 1440799 157,510 261,315 315,415 303,626 G110 Materials and Supplies 13,947 61,122 50,570 5,550 5,332 9,000 4,250 7G.50% 6210 _I Office Supplies ]30G0 20965 29762 30100 25,873 2,SOD (27,600) -91.G9% 6270 ISmallilquipment 30766 39812 420791 57050 59,309 10,000 (47,0SO) -82,71% TOTAL SUPPLIES Depreciation 65,773 41,139 121,899 36,898 130A31 33,186 93,500 40,000 90,594 32,200 22,300 35,000 (71,200) (50000) -76.15% -12.505( 9510 9605 OPUD Expense 746 - IDIV/01 9606 OPUD Contributions - 658 - - IIDIV/01 9920 Purchase of Services - Risk Management 71400 6057 6,857 61857 6,057 6,857 - 0.00% TOTALOTHRR 400547 43,755 40,131 46,057 39,057 41,857 (54000) -10.67% 8300 Capital•Equipmmit 70,170 173,100 173,100 NDIV/01 TOTAI, CAPITALOUTLAY - 70,170 173,100 373,100 BDIV/01 TOTAL EXPENDITURES 435,741 521,469 7100210 664,940 619,B64 931,087 2GG,139 40.02% NUTINCRUAS6/(DUCREASP.) I 00,130I 15,078I (764516)I 2I 45,700I (34,490)� Fiscal Year 2020/2021 Annual Budget Employee Flexible `�� Employee Flexible Spending Fund -Overview The employee Flexible spendind account is used to account for employee pre-tax medical spending accounts that are offered �- ' �'' -� as a benefit to City employees. � • • ,` „ i Under the Internal Revenue Service (IRS) rules and regulations, employees can set aside money for certain medical benefits on a pre-tax basis. These benefits include _ medical expenses not covered under the employee's health Insurance plan. When allowable med[cal costs are paid by the employee, he or she can get reimbursed from his flexible spending account. Depending on the tax bracket of the employee and the extent of utilization, an employee could potentially save several hundred dollars through medical and dependent care flexible spending deductions• 253 A I g G K L M N 0 P 1 1 Employee Flex - Fund Summary_ and 700 2 3 4 ,. .. ... , ., • .,tM 5 6REVENUES— 7 3831 EmployeeContributions 109,721 100,945 57598 1 50,000 59,246 60,000 10,000 — — 20.00% TOTAL REVENUES 10%721 100,945 57,598 50,000 59246 60,000 101000 20.00% g 9 10 6940 EXPENDITURES Administrative Expenses M 3,944 51491 2,718 50000 2,108 2,500 (2,500) 50.00% 11 12 6965 Medical Reimbursements 111,100 M070 58,613 45,000 39,326 57,500 12,500 27.780% 13 9999 Revenue/Expense Closing 5,323 25.384 3,733 17,812 HDTV/0! URE TOTAL EXPENDITURES 109,721 100,945 57,598 50,000 590246 60,000 10,000 20.00% 14 NET INCREASE DECREASE 15- 16 Development Escrow Fund -Overview The Development Escrow Fund is a fiduciary fund used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments or funds. The Development Escrow Fund holds funds deposited by developers until such time as certain improvements are completed or in lieu of developer provided improvements. These funds are custodial In nature and do not involve measurement of results of operations. In FY20/21 Development Escrow Funds are being used for the manufacture and installat[on of a new municipal gateway sign on east Route 120 as part of the Thornton's Fueling Station development project. 256 A B I G I I I K L M N 0 P 1 Developmental Escrow - Fund Summary (Fund 720) 2 3FY20/21 4Number Actual Actual Actual Budget6 Variance Variance 5Description 7 3210 Interest Earnings 3 18 25 146 nDIV/0! 8 9 3760 Received from Developers - 1 23356 25,000 w i (25,000)-100,00% TOTAL REVENUES 3 18 23,381 25,000 146 (25,000)-100.00% 11 121 6961 1 Miscellaneous Refunds j 23,356 ODIV/0! 13 9942 Transfer to Capital Improvements Fund 25,000 M C25,000)-100.00% 14 9999 Revenue/Expense Closing 3 18 23,381 3,210 #DIV/0! TOTAL EXPENDITURES 3 18 23381 25,000 146 C25,000)-100.00% NET INCREASE/(DECREASE) 15 16 17 N V ��-��.�rl D�rc��rr� Retained Personnel Fund -Overview The Retained Personnel Fund is used to account for funds collected as reimbursement and expended for professional and technical services used to assist or advise the City in connection with land development. Tlie City's retained personnel costs included engineering, legal, planning, and other technical professional matters. The City typically collects a deposit fi•om property owners at the init[at[on of annexation, zoning, or other development proceedings that approximate the total retained personnel costs expected to be incurred. v�.; .� /' �� U i 259 q I g I G I K L M N 0 P 1 Retained Personnel - Fund Sunup _ and 740 Account FY16/17 FY17/18 FY18/19 FM/20 FY19/20 FY20/21 Variance Variance 4 Number Description Actual Actual Actual Estimated Proposed (S) (%)Account 5 6 REVENUES 3730 Engineering Fees 423121 1 51466 70,846 50,000 65211 50,000 0.00% 7 8 3735 Legal Fees 13,888 47,590 65,715 15,000 81715 15,000 0,00% g 3740 Develo er Miscellaneous Fees 6 500 3,000 105 81000 1,000 8,000 0.00% 10 3750 Developer Refunds 9,656 32972 2,000 2,000 0.00% TOTAL REVENUES 62509 111,712 140,638 75,000 74,926 75,000 0.00% 11 12 13 ToEngineering EXI)END Fees 47,211 51,466 71208 50,000 65,211 50,000 - --- 0X _. .00% 14 15 5230 ILegalFees 13,888 47,590 65353 15,000 8,715 15,000 0,00% 16 6960 Miscellaneous Fees 6,500 3,000 105 8,000 1,000 8,000 0.00% 17 6961 Miscellaneous Refunds 5,090 9,656 3,972 2.000 21000 0.00% TOTAL EXPENDITURES NET INCREASE/(DECREASE) 62,509 111,712 140,638 75,000 74,926 75,000 0.00% 18 20 N O O l:i � r��n 1 ��i n a Revolving Loan Fund -Overview The Revolving Loan Fund provides low interestloans to qualified ex[sting and prospective businesses within the City of McHenry. The loan proceeds can be used to assist in the startup of a new business, expand and existingbusinessupdate existing facilities to make the business more competitive, or provide an incentive for established businesses to relocate to the City. The pr[mary goal of the program is job creation and expansion of the sales and property tax bases. The program requires loan appl[cants to complete a formal application �� which is then reviewed by the Revolving Loan Fund Committee comprised of the Mayor and Finance and Personnel Committee. Terms are identified/negotiated and a recommendation is provided to the full City Council for consideration• Of note, the Revolving Loan Fund itself does nothave expenditures as the loans are originated through the City's Identified lender. Revenues are comprised of receivables, or payments, which are budgeted. zsz Loan -Fund 3210 I Interest Earnings 11 171 1 11 100 346 250 150 150.00% 3210 Loan Interest 1,394 1,987 2,145 1,400 1550 10000 (400) -2857% TOTAL REVENUES 11405 2,158 2,156 1,500 1,896 1,250 EXPENDITURES 5110 Contractual Services - 50 - - _ #DTV/0I TOTAL EXPENDITURES 50 - - - m #DIV/0! NET INCREASE ECREAS 1,405 2,108 2,156 10500 1,896 1250 N W �A11nA Police Pension Fund -Overview � The Police Pension Fund accounts for retirement benefits for retired police officers ;�zt and their beneficiaries through employer and employee contributions and /K,"''"y ��'} � investment earnings. � , The primary purpose of this non -operating budgetary unit is to finance pensions � ' � for employees by both employer and employee contribut[ons combined with interest earnings on those contributions. These three revenue streams, if based on sound actuarial assumptions should generate sufficient funds for employee retirement without placing undue burden on the employer or a risk to the pension due the employee. The Police Penslon plan is administered by a board of trustees. The duties of the board are to control and manage the pension fund, to enforce the collection of contributions, to hear and determine applications for pensions, to authorize payment of pensions, and to invest funds. Account and actuarial serv[ces are provided by the city at no cost to the plan. Financial planning and Investment management are provided by outs[de vendors. The City's pension plan is a defined benefit plan meaning that regardless of investment performance, the plan is obligated to pay the defined benefit. If the pension plan makes unwise investment decisions, the City is currently obligated to guarantee the obligations. However, as of the year 2033, the pension plan will beself-supporting with no further obligations placed on the City. The City utilizes an independent actuarial study to annually determine the necessary funding for the pension program. The City Council has committed to funding the plan based upon these recommendations. During FY20/21, the Police Pension Board and City Staff will be conducting an analysts to determine the potential for financing the balance of the cIty's police pension obligation. This could potential stabilize the city's annual financial commitment and flee funds to meet other General Fund commitments. 265 p 3 G I K L M N 0 P 1 Police Pension - Fund Summary (Fund 760) 6 ' 7 3210 Interest Earnings 809S29 1,185,360 1,3901115 950,000 1,250,321 1250,000 300,000 31,58% 8 3830 Em IoyerContributions 1,521,914 1081798 2,017,300 2r082y421 2,077,704 2,231,742 149,321 7,17% 9 3831 JEmployeeContributions 397,515 409,415 428,598 430,000 437,399 440,000 10,000 2.33% 10 3836 Gain/Loss on Sale 42,906 64,76 11,05 5,76 #DIV/0! 11 3837 Unrealized Gain/Loss 1,275,071 1,126,528 96,344 979,367 nDIV/0! 12 3882 Miscellaneous Reimbursement p 129 #DIV/0! 13 TOTAL REVENUES 3,961,123 40525,336 31921,352 %462,421 4,719,155 %9211742 45%,321 13,27% 14 15EXPENDITURES- 16 4910 Pension Payments 1,374,052 1,471,760 10519,313 1,552,384 1,594,535 1,663,084 110,700 7,13% 17 4920 Duty Disability Payments 231,214 238586 2511066 255,188 253,814 2590310 41122 1,62% 18 4930 Survivor Benefit Payments 252,244 184,056 211,797 229,234 221S73 210,606 (18,628) -8,13% 19 4940 NonmDutsr Disability Pa ents 17S12 17,512 46294 17S12 1 86,545 1 57,763 40,251 229,85% 20 4990 Contribution Refunds 150910 48561 81,837 nD1V/0! 21 5110 Contractual Services 34,803 34584 34,728 45,000 96,170 85,000 40,000 88,89% 22 5410 Dues 2,790 1,845 795 2,000 795 2,000 0100% 23 9923 Purchase of Service -Audit 3570 3,625 3,700 3,775 3,775 1950 175 4,64% 24 TOTAL EXPENDITURES 11932,095 1,951,968 2,116254 2,105,093 2,339,044 2,281,713 176,620 839°k 25 1 1 1 1 1 1 26 NET INCREASE ECREAS 2,02%028 2573368 1,805,098 1357,328 238Q111 1,64Q029 N m I MI 4 I Financial Policies Overview The following City financial policies, along with the approved Fund Balance and Reserve, Investment and Capital hnprovement Program policies, establish the framework for McHenry's overall fiscal planning and management. Operat tag Budget and Bxpettse Policies 1. The City shall annually adopt a balanced budget where operating revenues are equal to, or exceed, operating expertditur•es in each fund. 2. Beghming fund balance should only be appropriated to the extent it supports non-recmrring expenditures, replaces temporary declines In revenue, or is reasonably ant[cipated to be offset by an increase in revenue. 3. As part of the annual budget t•eview process, rite City will project General Fund revenues and expenditures for four years beyond the budget year and compare the projected balances to the fund balance policy. This will allow the City to Identify potent[al problems early enough to correct them. 4. The City Council shall be provided monthly actual revenues and expenditures for all funds. Any departments or divisions projected to exceed their amtual spending authority for the year shall wm•]c with the City Administrator• to reduce expenses. This may include a deferral of hiring and major expenses for goods and services. Revenue Policies 1. The City shall maintain a diversified and stable revenue system to the extent provided by law to insulate it from short-term fluctuations in any one revenue source. 2. The City will not budget one-time revenue sources to fund annual operating expeuditw•es. Such revenues will fund non -recurring activities, such as capital projects and major capital equipment purchases. 3. Grant revenues shall be pursued to provide m• enhance City services. However, recurring activities shall be initiated with grant funds only if the act[vity can be terntittated in rite event grant funds are discontinued or the activity should and can be funded within recm•ring City revenues. 4. All non -enterprise user fees and charges will be examined annually to determine the direct and indirect cost of service recovery rate. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council. 5. The City will set fees and user charges for the Water and Sewer funds at a level that fully supports the Coral direct and indirect costs of the activity. Indirect costs include the replacement of the capital assets of the firnd. Aebt Management Policies 1. The City 1lmlts lmig-term debt to only those capital improvements that cannot be financed from current revenues and have an estimated useful life of at least ten years. 2. ror General Obligation Debt, the City will maintain a debt to assessed valuation ratio that is 25% more stringent than the state debt limit. zss Fund Balance and Reserve Policy Overview • The purpose of this policy is to establish the principles and parameters to which a Fund Balance target will be defined at the beginning of each budget period. This policy is established to provide financial stability, cash flow for operations, and the assurance thatthe City will be able to respond to emergencies with fiscal strength. • In the event that unexpected situations may cause the City to fall below the minimum fond balance level, certain steps will be followed to correct the deficiency, as outlined in the section below titled "Fund Balance Parameters." Definitions • Fund Balance - The difference between assets and liabilit[es in a Gover•nntental Fund. • Net Positimt -The amount remaining after subtracthtg total liabilities from total assets for Proprietary Funds. • Operating Expenditures -Total expenditures minas capital and debt service. • Governmental Funds -Are used to account for all or most of the City's general activities, Including the collection and disbursement of restricted or committed monies (special revenue funds), the funds restricted, committed or assigned for the acquisition or construction of major capital assets (capital projects fund), and the funds restricted, committed or assigned for the servicing of general long-term debt (debt service funds). The general find is used to account for all activities of the general government not accounted for in some other fund. o General Fund - Accomnts for all activit[es of the City not accounted for in another fund. The General Corporate Ftin is used to account fo most of the day to -day operations of the City, which are financed from tax revenues and other general revenues. Nine (9) separate activities are accosted for within the General Fund including: Administration, Elected Officials, Community & Economic Development, Finance Department, Police Commission, Police Department, Public Worlts- Administration, Public Works -Streets, and Parks and Recreation. o Special Revenue Funds -These funds are utilized to account for revenues derived from specific sow•ces which are usually requited by law or regulation to be accounted for as separate funds. For the City of McHenry these funds include the following funds, with definitions provided: Tourism Fund -The Tourism Fund tourism through promotion of the City. Is used for the purpose of financing 2�0 ■ Pageant Puud -The purpose of the Pageant Fund is Co account for revenues and expenditures used to conduct the annual Miss McHenry Pageant. ■ Band Fnnd -The purpose of the Band Fwid is to finance and account for• expenditw•es incm•red ht the provision of sununer concerts to promote culture and recreation to the community. ■ Civil Defense Fmtd -The City Defense Fund is used to fund and account for activities related to the h•ainhtg of personnel and the purchase and maintenance of equipment to protect and defend the City from natw•al disasters or man-made environmental disasters tluottgh early warning and public notification systems. ■ Alartn Board Fund -The purpose of this fiord is to pay for the maintenance of radios, as well as the annual maintenance of the head -end equipment, in the City's dispatch center. Revenues are derived from the monitoring of business fire alarms, which are directly connected to the dispatch center. ■ Attdlt rand -The Audit Fund accounts for expenses incurred to complete the amoral financial audit of the City. ■ Atntexation Fnnd - Thls fund tracks fiords received from negotiated annexation agreements that. are Intended to be used for improvements to infrastructure or City facilities. ■ Motor Fuel Tax Fund -The Motor Fuel Tax (MFT) Fund is to provide dedicated revenues from taxes at gasoli»e and diesel sales primarily to road maintenance and Improvements. Developer Donation Fund -The purpose of this fund is to account for donations collected from developers on behalf of the primary and secondary school districts, fire protection district, and the City's park system. ■ Tax Increment Finance Fwtd -The Tax Increment Finance (TIF) Fund Is utilized to capture the tax increment on property taxes generated through private investment within the downtown TIF Dlstrlct. These funds are then reinvested into this area to undertake public improvements and/or as incentivization to spur additional private investment. Capital Projects Fund -Capital Projects Fund is utilized to account for financial resources to be used For the acquisition or construction of capital facilities or other major fixed assets. The following funds are identified within the Capital Projects Fund: ■ Recreation Center Construction Fnnd -The purpose of this fund is to, first, account for• revenues and expenditures related to the construction of the recreation center facility; and, second, to account for• capital expenditw•es specific to the completed recreation center facility. zit Special Service Area if4A -The SSA#4 Fund is utilized to account for revenues and expenses associated with annual debt service for• the sewer project located hr the Lakewood Road Subdivlslat. Capital hnprovements Fund -The purpose of the Capital hmprovements Fwtd is to account for funds identified for the maintenance and construction of pttbllc hrfi•astructm•e projects other than water and sewer utilities. This includes roads and public facility mahttenance, improvements and/m• construction. ■ Capital Equipment Fund -The Capital Equipment Fund is utilized to track annual expenditures of equipment replacement (e.g., vehicles, computer equipment) as identified in Che 5-Year• Capital Improvement Program. Debt Service Fund -The Debt Service Fund accounts for bonded indebtedness incurred by the City's General Fund, htcluding bond and interest payments. Enterprise Funds -Enterprise Fmrds are business -type fiords utilized to account For operations and activities that are financed and operated in a manner similar• to a private business enterprise, arrd where fire cost of providing goods and servvices to the general public on a continuing basis is expected to be recovered primarily through user charges. The City has also established Enterprise Funds when it was advantageous to segregate revenues earned and expenses incurred for an operation for purposes of capital maintenance, public policy, management control, or accountability. The following funds comprise the C1ty's Enterprise Funds: o Water and Sewer Fmtd -The Water and Sewer Fund funds the operations of the Water, Wastewater and Utility Division of the Department of Public Wor]<s who's fttnctions are to provide a safe a»d reliable supply of high quality potable water• and to protect public health and the envh•onment by treating sewage to meet stringent environmental standards prior to discharge. o Capital Development Fund -This fund accounts for the construction, expansion and/ot• extension of water artd wastewater systems to accommodate new development and growth iri the community. Revenues are generated through capital development fees on new residential and non-residential development. o Utility Impt•ovements Fund -The Utility Ir»pr•ovements Fund is utilized for capital projects that improve ot• expand the capacity of the Water and Wastewater ttt(lities. o Marina Operations Fand -This Enterprise Fund is used to maintain acity-owned 60-slip marina on the Fox River. • Internal Service Funds -Internal Service Funds are established to finance and account for services and/or commodities furnished by one department or• agency to other departments or agencies of the city. The Internal Service Funds of the City are as follows: o fiutployee Insurance Fund -The purpose of this fund is to finance and account for expenditures incurred to provide health insurance benefits to employees. 272 o Risk Management Fmtd -The Risk Management Fund accounts for all activity related to r•Isk management and insurance costs (other than employee health insurance) htchrding loss control, loss prevention, risk transfer•, and risk assessment. o Information Technology Fnnd -The IT Fund Facilitates the implementation of hntovative, high quality technology -based services to each of the City's departments. • Fiduciary Funds - Tltese funds are used to account For resotu•ces held for the benefit of parties outside of the city. The Fiduciary Funds of the city htchide the following fiords: o Tsmployee Flexible Spending Fmtd -Accounts for• employees' pre-tax medical spending accounts that are offered as a benefit to City employees. o Development liscrowFund - This fiord is used to segregate developer funds held by the City to ensure the completion of specfflc public improvements such as sidewalks and traffic signals. o Retained Persom►el Fund -The Retahted Persomtel Fttnd accounts for funds collected as reimbursement and expended for pt•ofessional and technical services used to assist or advise the City in connection with land development. o Revolving Loan Fund -This fund accounts for activity in the Revolving Loan Program, aloes -interest program for• businesses and industry with the goal of job creatimt. o Police Pension Fund -Accounts for retirement benefits for retired police officers and their beneficiaries through employer and employee conh•ibutions and investment earnings. Governmental Fnnd �uity • With the implementation of GASB 54, the fund balance sh•ucture for governmental funds changed as of the fiscal year ended Apt•il 30, 2012. Multiple fund balance classifications include: Non -Spendable, Restricted, and Unrestricted, with unrestricted being further broken down into: Committed, Assigned, and Unassigned. • fixpenses that can be attained from multiple fund classifications shall be used fom the most to least resh•ictive Fund. With the discretion of the Finance Dh•ectm•, and with the advice and consent of the Finance and Personnel Cmnmittee, a deviation can be made from this policy if it is in the best interest of the City of McHenry. • Fund classifications are described by the Following: o Non -Spendable Fnnd Balance - (1 of 2 conditions) • Amounts that are not in spendable form ➢ Can never be spent (i.e., Inventory, Prepaid Rent) ➢ Camtot currently be spentbecause ofcash Flow tbning (i.e., Long -Term Receivables) 273 ■ Amounts that are requb•ed to be maintained httacC (i.e., principal of an endowment) o Restricted ■ Externally enforceable legal restrictions(i.e.,grants,debtproceeds,taxlevies) o Unt•estr•icted (3 designations) ■ Cmmnitted -Amounts constrained for a specific purpose by a government using its highest level ofdecision-malting authority ➢ Must be committed prior to fiscal year-end, however, dollar amount cart be decided at a later time. ➢ Revenues reported within any given special revenue fund are considered "Committed" by the City Council in accordance with GASB Statement 54 and are intended to be used for the related purpose. ■ Assigned -Amounts constrained, for the intent to be used for a specific purpose by the City Adminishator and Finance Director ➢ Includes any remaining positive balances in governmental fiords (other than the General Fund) that is not classified in any other fund balance category ➢ A drawdown of the fund balance would be classified within this category Unassigned -Remainder of tits General Fu»d's fiord balance that is trot classified in a previous category and amounts ]rave not been expended in excess of resources available in other governmental funds Proprietary(BnterpriseJlnternalSetvfce Fund Equity Proprietary funds include Enterprise and Internal Service Funds. Expenses that can be attained fi•om multiple fund classifications shall be used fiom the most to least restrict[ve fund. With the discretion of the Finance Director•, and with tits advice and consent of the Finance and Personnel Committee, a lesser• restrictive net asset classification can be used if they determine that it is in the best interest of the City. The net assets will be composed of three ptintary categor•fes: Net Investment in Capital Assets - Tltat portion of a proprietary fund's net assets thatretlects the fimd's netinvestment in capital assets less any amount of outstanding debt related to the purchase/acquisition of said capital assets. Related debt, for• this purpose, includes the outstanding balances of any bonds, mortgages, notes, or other borrowings that are attributable to the acquisition, consh•uction, m• improvement of capital assets of the Govermnent. Restricted Net Assets -That pot•tion of a proprietary fund's net assets that are subject to external enforceable legal restrictions (e.g., grantor, contributor and bond covenants). o Unrestricted Net Assets -That portion of a proprietary fund's net assets thaC is neither• restricted nor• invested in capital assets (rtet of t•elated debt). z�a Fund Balance Parameters (By Ftmd� • ItistheCity'sphilosopltytosupportlong-termfinancialstrategies,wherefiscalsustalnability is it first priority, while also bulldhtg funds for future growth, It is essential to mahttain adequate levels of Fund balance to mitigate current and future risks and to ensure stable tax levies. Credit rating agencies carefully monitor levels of fund balance to evaluate a City's credit worthiness. • Revenues received within a given fund are specifically committed for its related purpose. Revenues reported within any Fund may be modified fi•om time to time through the annual budget process. • The followhtg parameters will be used as part of the budget process to establish targets for the following funds: o General Fwrd -The unrestricted fund balance target should be set at 120 days (4 months) of estimated operathtg expenditures including those expenditures reported In other Governmental Punds that receive annual operating transfers, with the exception of hransfers httended to fund capital projects. If the unreserved fund balance falls below 120 days, a plan will be developed to return to the target balance. if the unreserved fund balance reaches a low of 90 days (3 months), the plan will be implemented to retm•n the fund balance to the target within a reasonable amount of thee. One-time revenues shall not be used to fund current operations. This level of fitnd balance shall provide the capacity to: ■ Offset unexpected downturns ht elastic revenues due to fluctuations ht the local, state and national economies or the loss of a major sales tax contributor(s); • Offset negative fiscal changes brought about by action or legislation of another unit of government or agency; ■ Snsure the continued, timely repayment of debt obligations that the City may have in the event of a Financial downturn; ■ Provide a sufficient cash Flow for daily financial needs at all times; and, ■ Provide a funding source For unanticipated expenditm•es or emergencies that may occur. Funds in excess of the minimum may be nonrecm•ring expenditures, assigned for funding of other Imtg-term obligations. considered for the funding of one-time, futut•e capital activities or used for the o Tourism Fund - No target is established for this fund. The expenditures in this fund are to be used for financing tourism through promotion of the City. o Pageant Fund - No target is established for tlils fund. Band Pund - No tuget Is established for this fund. There is an estimated yearly operating transfer provided by the General Fund to cover expenses. 275 o Cfvil Defense Fund -The unrestricted fund balance should be maintained at 120 days (4 months) of esthnated operating expenditures. Additional fiord balance needs to be retained to address long-term equipment replacement and or repah•. o Alarm Board Fund -The unrestricted fund balance should be maintained at 120 days (4 months) of estimated operathtg expenditures. Additional fund balance needs to be retahted'to address long-term equipment replacement. o Audit Fund - No target is established For this fund. Any fund balance accumulated within this fund will be utilized to lower operating h•ansfers fl•om other fiords or the property tax levy. o Amtexatimt Fund - The um•estricted fund balance should Ue maintained at sufficient levels to addt•ess the related annual debt service payments pledged Uy this fund and additional fundhtg for capital projects. o Motor Fuel Tax Fund - No target is established for• this fund. The expenditures httended for the Motor Fuel Tax revenues must not exceed the amount of fmtds available fi•om the State of Illinois Motor• Fuel Tax Fund. These revenues should only be used for street hnprovements and repair, as allowed by the State of Illinois Law. o Developer• Donation Fttnd -The unrestricted Fund balance sltottld be maintained at sufficient levels to fund park related capital projects. o Tax Increment Finance Fund - No target is established for• this fund. All fltrtd balance within this fund will go to pay for improvements completed within the TIF dish4ct. o Recreation Center Construction Fund -The unrestricted fund balance should be maintained at 120 days (4 »tonths) of estimated operating expenditures. Additional fiord balance needs to be retained to address long-term equipment/ftu•nittu•e replacement or other unfm•eseen capital needs. o Special Service Area #4 [SSA#4) - No fund balance is maintained in this fund, all revenues are transferred to the Utility Improvements Fund to cover project costs. o Capital Improvements Fund - No target is established for this fund. The expenditures in this fund are to be used for reth•ing debt service and for capital in6•astructure expenditures. One-time revenues should be placed in this fund. However, the City will plan appropriately and maintain a sufficient reserve in order to meet the long-term capital planning, pt•ojected cash Flow requirements, and infi•astructure needs of the community. o Capital Iquipment Fttnd - No target is estaUlislted for this fund. The expenditures in this fond are to be used for• capital equipment expendittu•es. o Debt Service Fwtd - No target is established for this fund. This fund 1s used only as a debt service fund. z% o Water and Sewer Fund -The Water and Sewer Fund cash and investment balance should be maintained at a mhtlnnun level of 25%-35% of the previous year's operathtg expenses taping into account typical levels of expenditures required for capital outlays. Rates should be mahttahted at sufficient levels to meet the casts of water and sewer programs, fund depreciatimt, and build reserves for future capital needs. Water rates for• consumers will be reviewed on an annual basis based on operating and capital needs. If the balances fall below the miuinuun, rates will be adjusted so as to gradually return to the minimum within a reasonable period of time. if balances exceed the ntfnhnum, the overage will be used to keep future rate Increases lower or fund capital projects for the water/sewer systems. o Capital Development Fund - No target is established fa• this fund. The expenditures in this fmtd are to be used For reth•ing debt service and for capital expenditures. o Utility Itnprovements Pund - No target is established for this Fund. The expenditures in this fmtd are to be used for capital infi•astructure expenditures. One- time revenues should be placed in this fund. However, the City will plan appropriately and maintain a sufficient reserve in order to meetthe long-term capital planning, projected cash flow requirements, and infrash•uctm•e needs of the community. o MatRna Operations Fund - No target is established for• this fiord. All fund balance within this fund will go to maintain the City owned marina. o Bmployee Insurance Fund - No target is established for this fund. Any fund balance accunuilated wlthht this fund will be utilized to provide stability for the City's health insurance costs, o Risk Management Fund - No target is established for this fiord. Any fund balance accumulated within this fund will be utilized to provide stability for the City's risk management costs. o Information Technology Fund -The unrestricted fiord balance should be maintained at 120 days (4 months) of est[mated operating expenditures. Additional fiord balance needs to be retained to address capital expenditures. o fimployee Flexible Spending Fund - No fund balance is maintahted within this fund. This fiord is used only as an agency fund. o Development fiscrow Fund - No fund balance is maintained within this fund. This Fmtd is used only as an agency fund. o Retained Personnel Fmtd - No fund balance is maintained withht this fund. Phis fund is used only as an agency fund. o Revolving Loan Fund - No target is established for this fund. Any fund balance accumulated within this fund will be utilized to offer low interest loans to local bushtesses. zn o Police Pension Pund - Pund Valance targets will be determined through the Police Pension [3oard and the annual actuarial analysis. z�a Capital Improvement Program Financial Policy 1, The Capital Improvements Program (CIP) plan shall identify projects, their costs and the revenue sources and amounts needed to finance them. 2. The first year of the CIP program effectively becomes the capital projects budget within the operating budget fa• the year subject to the availability of adequate hinds in the operating budget, Approval of the CIP does not guarantee that funds will be appropriated for the projects included iu the first year of the CIP. 3. Por General Obligation Debt, the City will maintain a debt to assessed value ratio that fs 25% more stringent than the state debt ILnit [State limit is 8.625% of EAV; proposed limit would reduce to this ceiling to approxhnately 6.5% of EAV or $25.5 million outstandhtg). 4. Bonds issued to finance capital projects shall be structured to coincide as closely as feasibly possible to the useful life of the project, By equitably dish•ibuting the costs of the project over time, those citizens actually benefiting h•om the project will share in the cost. In no instance shall the maturity exceed the useful life of the project. 5. The City will not use long-term debt for current operations. 6. Where feasible, the City shall investigate the use of all sources of revenue available before using local property tax funds for capital projects. Where feasible, the City will pursue project financing mechanisms -such as special service areas, special assessments or other mechanisms -that target citizens receiving a dispropa•tionateshare ofthe project benefit. z�s i�' �: ��v :ll CITY OF MCHENRY ANNUAL 5-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) FY20/21 THROUGH FY24/25 Victor A. Santi, Ward 1 Jeffrey A, Schaefer, Ward 3 Chad Mihevc, Ward 5 Submitted to: Wayne S. Jett, Mayor Citv Council Sue Miller, Ward 7 Prepared By: Deril< Morefield, City Administrator Carolyn Lynch, Finance Director Andrew Glab, Ward 2 Ryan Harding, Ward 4 Patrick Devine, Ward 6 John Birk, Chief of Police Ann Campanella, Human Resources Director Bill Hobson, Paris &Recreation Director Doug Martin, Economic Development Director Ross Polerecl<y, Community Development Director Troy Strange, Public Worl<s Director Monte Johnson, Deputy City Clerl< r.[:yi TABLE OF CONTENTS INTRODUCTION AND OVERVIEW OF CAPITAL IMPROVEMENT PLANNING Introduction 1 Overview of Capital Improvement Planning 3 What Are Capital Improvements? 3 What Are the General Characteristics of Capital Improvement Projects? 3 What Is Capital Improvement Planning? 3 Why Use A Five -Year Programming Period? 4 Why Update the Program Annually? 4 What Are the Benefits of Capital Improvements Programming? 4 PROJECT NARRATIVES BY FUND General Fund CIP Projects 6 FY20/21 — FY24/25 General Fund CIP Spreadsheet 9 Public Facilities Projects 12 Public Safety Projects 19 Parks Projects 25 Motor Pool Projects 28 Streets/Sidewalks/Signals Projects 30 Stormwater/Drainage Projects 39 Information Technology Fund 44 FY20/21 — FY24/25 Information Technology Fund CIP Spreadsheet 45 Project Narratives 46 Developer Donations Fund CIP Projects 53 FY20/21—FY24/25 Developer Donations Fund CIP Spreadsheet 54 Project Narratives 55 Recreation Center Fund CIP Projects 59 FY20/21— FY24/25 Recreation Center Fund CIP Spreadsheet 60 Project Narratives 61 Tourism Fund CIP Projects 62 FY20/21— FY24/25 Tourism Fund CIP Spreadsheet 63 Project Narratives 64 Water and Sewer Fund CIP Projects 65 FY20/21— FY24/25 Water and Sewer Fund CIP Spreadsheet 66 Water Project Narratives 67 Sewer Project Narratives 86 Utility Projects Narratives 95 Tax Increment Finance Fund CIP Projects 106 FY20/21— FY24/25 Tax Increment Finance Fund CIP Spreadsheet 109 TIF Projects Narratives 110 3k3 INTRODUCTION Among the primary responsibilities of municipal officials is to preserve, maintain and improve the City's Inventory of buildings, streets, pari<s, and water and sewer facilities. Unfortunately, like most communities, the Capital, Improvement (streets, water and sewer utility, public facility improvements, stormwater improvements) and Capital Equipment (technology upgrades, vehicle and equipment replacement) needs of the City of McHenry exceed the funding resources available to keep pace with making Improvements to rapidly aging Infrastructure while meeting the needs of the community for new facilities and Infrastructure. The City of McHenry utilizes a Capital Improvement Program (CIP) to identify projects, establish project priorities, and identify the amount and source of funds available to undertake these capital improvement and capital equipment projects. A Capital Improvement Program is the process best suited to assist the City Council in meeting the challenges of maintaining and improving the City's infrastructure and facilities as it presents amulti-year snapshot of the capital improvement and capital equipment needs of the community along with estimated costs for budgetary planning purposes. Capital Improvement Planning is recognized as a prudent financial management tool and a necessary planning practice. Maintenance and upkeep of facilities today may prevent crises and major replacement costs tomorrow. Equally important, communities that are seeking to attract business investment to guarantee a balanced and stable economic base recognize that a carefully planned Infrastructure program is critical to this effort. Coupled with the Comprehensive Plan and other planning documents, the CIP promotes new Investment in locations that can accommodate development with quality systems and services. The primary source of funding for capital Improvement and capital equipment projects, other than water and sewer projects, is the General Fund, The General Fund is also the primary funding source for all of the operational costs associated with the following municipal budgetary units —Administration, Elected Officials, Community Development, Economic Development, Finance, Police, Police Commission, Public Works - Administration, Public Works -Streets, and Paris and Recreation. As such, these operational costs must be funded prior to identifying amounts available for capital Improvement and capital equipment projects. McHenry has faced a number of challenges over the last decade that resulted in reductions in personnel and operational costs and, notably, restrictions in the municipality's financial ability to implement capital Improvement and capital equipment projects. In addition, the continued financial instability of the State of Illinois poses a continuous threat to reductions in state -shared revenues. Fortunately, a recovering economy has resulted in Increases In revenues derived from sales tax and Income tax receipts and in the City's ability to rebuild Its General Fund fund balance to a level that: 285 1) establishes a healthy operational reserve, 2) accounts for sudden reductions in state - shared revenues; and, 3) creates an emergency capital Improvement/capital equipment funding source to address any unforeseen major capital improvement/capital equipment needs. In FY15/16 the City Council adopted an updated Fund Balance and Reserve Policy that establishes minimum fund balance requirements for various funds and ensures that any annual revenues that exceed budgeted revenues are committed to future Capital Improvement and Capital Equipment projects through a transfer from the General Fund to the Capital Improvement Fund (assigned for capital). In other words, annually, after the close of the fiscal year (April 301h), receipt of outstanding revenues and account adjustments (May, June, July), and confirmation of financial information by the annual audit (September, October) any revenues that have been derived in excess of revenues budgeted will be Identified and, after ensuring that minimum fund balance requirements are being met as established by the aforementioned policy, any remaining balance will be transferred from the General Fund fund balance to the Capital Improvement Fund fund balance for use in planning capital improvement and capital equipment needs for the next budget year. Because final revenue and expenditure adjustments and audit Information are not completed until 5-6 months into a fiscal year, any Identified general fund revenues for use for capital Improvement and capital equipment projects cannot be planned for use in that fiscal year but, rather, applied to the next successive fiscal year. Over the last six years, the City's financial prudence has provided the opportunity to reintroduce spending for capital Improvement and capital equipment projects. However, because of years of capital improvement and capital equipment project spending "freezes" due to the economic downturn, the capital improvement and capital equipment needs of the City continue to be well behind where they should be. Without the financial ability to address aging infrastructure needs - such as local roads, and equipment needs — such as vehicle replacements, will result in deterioration and Increased maintenance costs. Unfortunately, this reality, along with rising operating costs, means that existing municipal revenues will not be able to sufficiently meet capital improvement and capital equipment needs. In addition to the Capital Improvement Fund, capital projects are funded through a number of other sources based on the type of protect being proposed. These include the Information Technology Fund, Developer Donations Fund, Recreation Center Fund, Tourism Fund, Water and Sewer Fund, and Tax Increment Finance Fund. In order to more clearly present and define projects within each of these funds, the FY20/21— FY24/25 Capital Improvement Program format has been revised in order to present proposed projects by fund. Prior to introducing the projects that have been identified for inclusion in the FY20/21— FY24/25 Capital Improvement Program, the following is a summary overview of capital Improvements and capital Improvements planning. QI3 OVERVIEW OF CAPITAL IMPROVEMENT PLANNING What are capital Improvements? Capital Improvements are, simply, public improvements that meet a set of pre- determined criteria. They represent projects involving the expenditure of public funds, aver and above annual operating expenses, for the purchase, construction, or replacement of the long-term physical assets of a City. Examples Include: • Streets/Roads/Sidewalks Storm Sewers Parks • Public Buildings • Water and Sanitary Sewer Systems Including Treatment Plants • Vehicles and Equipment What are the general characteristics of capital projects? Capital projects, as defined in the City of McHenry's Capital Improvement Program: • Are typically larger In size and/or scope; • Have a cost of more than $10,000; • Have along -term usefulness and permanence (i.e., greater than 10 years); • Involve expenditures of anon -recurring nature (i.e., non -operating costs); and, • Add substantially to the value of the City's fixed assets. What is capital improvement planningl Simply stated, capital Improvement planning is the multi -year preparation, scheduling, and updating of a list of projects and related equipment proposed to be acquired, built or improved by the City within a fixed period. It covers the entire range of public facility and service requirements. The program lists all future projects, the amount requested for appropriation in each year, and the proposed source/method of financing. On the basis of this information, summaries of capital activities and financial requirements can be determined for each year. As both ashort- and long-range plan for physical development, the CIP links the City's Comprehensive Plan and other planning documents with the annual budget. It provides a mechanism for: • Estimating capital requirements; • Proposing revenue sources far existing and future projects; • Planning, scheduling and, most importantly, implementing projects; • Budgeting high priority projects; • Coordinating the activities of various departments' project schedules; and • Monitoring and evaluating the program of capital projects. Importantly the CIP does not in and of itself appropriate funds for capital proiects. Instead, the CIP simply identifies the project needs as defined by the various municipal departments for consideration, based on available funding, as part of the subsequent budget development process. Why use afive-year programming period? A five-year period is considered to be most suitable for municipal capital improvement planning. Two or three years is too little time for effective programming because planning and financing of major projects usually takes longer. On the other hand, a period of more than five years dilutes the accuracy of the projections to the point of becoming less than meaningful. Of note, for Water, Sewer and Utility projects a 10-year period is presented since these projects typically take longer to plan and fund. Why update the program annuallyl The Capital Improvement Program is proposed to be updated annually in order to fine- tune capital needs to reflect changing economic conditions and shifting priorities. The City must have the most accurate project cost estimates for including capital projects in the annual budget for the upcoming fiscal year. The program is also designed to be adjusted to reflect the need for additional projects and to respond to different priorities as established by City Council in response to identified needs. Like McHenry itself, the CIP is not static. Instead, it can and should be reviewed and updated every year to reflect changing priorities, unexpected events, unique opportunities, cost changes, and/or alternate financing strategies. What are some of the benefits of capital improvement planning? 1. Focusing attention on community goals, needs and capabilities. The CIP process ensures that projects reflect community -wide goals and do not exceed available resources. It requires that projects be looked at collectively as distinct from individually to determine their value to the community. It forces projects to compete and justify expenditures when compared to other needs and wants. 2. Achieving optimum use of taxpayer's dollars. Advance programming can help avoid costly mistakes and duplication. It aids in making sound annual budget decisions and can result in significant savings on interest for projects financed through bonds due to a higher bond rating attributable to the existence of a formal CIP. 3. Guiding future community growth and development. The location and capacity of capital improvements help shape how, when, and where a community develops. �I:I:3 4. Serving wider community interests. Projects within the CIP are prioritized, in part, on the basis of greatest benefit to the greatest number of City residents as opposed to department objectives which are usually narrower. 5. Encouraging more efficient government. Coordination of capital Improvements can reduce scheduling problems and conflicting or overlapping projects. An obvious example is that utilizing a CIP can prevent paving a street one year only to have it torn up the next year to Install a sewer. 6, Improving intergovernmental and regional cooperation. The CIP promotes the opportunity to plan the location, timing, and financing of Improvements in the interest of the community as a whole and facilitates the identification of possibilities for shared facilities. 7. Maintaining a sound and stable financial program. The CIP reduces the frequency of large, unplanned expenditures that can endanger the financial well being of the City. With ample time for planning, the most economical means of financing a project can be studied and selected in advance. A balanced CIP can help prevent making commitments and debts that may prevent the initiation of more important projects in the future. Finally, it has a positive impact on the City's credit rating and makes the community more attractive to business and industry. 8. Repairing or replacing existing facilities and equipment. As a whole, the country's infrastructure is in serious disrepair and the CIP process helps focus attention on the need to maintain existing assets. 9. Enhancing opportunities for participation in federal and/or state grant programs. Preparing a CIP improves the chances of obtaining grant funds through documentation of the project as an officially identified community need. 10. Transparency of local government. The Capital Improvement Program process enhances transparency by providing the publicwith insight regarding those capital projects being considered by the public body for funding in both the upcoming fiscal year and subsequent capital improvement program planning period. II [ A R T O f Tit F f 0 1( fl I V[ R FY20/21- FY24/25 Capital Improvement Program PROJECT NARRATIVES BY FUND GENERAL FUND CIP PROJECTS Projects identified In the General Fund Capital Improvement Program are related to improvement, maintenance, replacement or acquisition projects of the municipality in excess of $10,000 and funded primarily through General Fund Revenues assigned through the Capital Improvement Fund or the General Fund Balance. Proposed projects are identified within six (6) categories — Public Facilities, Public Safety, Parks, Motor Pool, Streets/Sidewalks/Signals, Stormwater/Drainage. Each of these categories, and related projects, are summarized and presented separately in the following narrative. Staff and the City Council discuss and prioritize projects on an annual basis in order to maximize the impact of projects with the funding that is available. In general, maintenance projects to existing facilities and projects for which other funding sources are Identified receive the highest priority. Please refer to the preceding spreadsheet for the discussion that follows. The FY20/21 — FY24/25 General Fund Capital Improvement Program Includes a total of thlrty- four (34) separate projects, or project categories, proposed for the 5-year planning period at a total estimated cost of more than $24 million (Column H, Row 109). Of note, this is substantially less than numbers shown for the previous years due to the Identification of realistic Streets project numbers over the 5-year planning period. In short, the numbers previously used, while Identifying need, were simply not realistic for the planning period. FY20/21 Includes twenty-two (22) project requests for funding at a total estimated cost of $3,709,700 (Column C, Row 109). This Includes $1,115,000 in Public Facility projects (Column C, Row 15), $73,500 In Public Safety projects (Column C, Row 28), $45,000 in Parks (Column C, Row 43), $1,551,200 in Motor Pool projects (Column C, Row 61), and $925,000 in Streets/Sidewalks/Signals projects (Column C, Row 81). Simply, the identified General Fund CIP project needs as requested by Department Directors far outweigh the City's ability to fund projects within the 5-year planning period. Specifically, the Streets/Sidewalks/Signals category includes more than $11 million in projects over the 5-year planning period. Two significant changes are being recommended in the FY20/21— FY24/25 CIP, to be carrie 297 The second change relates to the vehicle and equipment replacement program. The age and condition of a majority of the Clty's vehicle fleet Is a primary concern. For many years, since the recession, staff have taken an ultra -conservative approach to vehicle replacement. Unfortunately, "I<ickfng the can down the road" is no longer an option and a program must be put in place to ensure that vehicle replacements are acquired on a regular basis. City staff have met several times in recent months to discuss a more strategic approach to the replacement of vehicles and equipment and have developed a master vehicle replacement schedule that spans multiple departments —Community Development, Parks, Police, Public Works Administration and Streets. Implementation of this program will not be easy, or inexpensive, however it is essential to ensuring that the city has the appropriate fleet available to fulfill the service needs of the community. Therefore, in consideration ofthe priority of projects as identified by Department Directors, and inconsideration ofthe realistic amount of funding available through General Fund Revenues, the following projects are recommended for consideration and Inclusion as part of the FY20/21 Budget. Projects are listed in order of precedence for implementation based on available funding: Streets - $820,000 ($500,000 Motor Fuel Tax, $320,000 General Fund Revenues) Includes the following eight projects: • Street Program - $500,000 (MFT) • Oakwood Drive Culvert Rehabilitation Program ($125,000) • Barreville Road Culvert Wingwall Repair ($75,000) • Bull Valley Road Multi -Use Path Extension ($50,000) • Pavement Maintenance ($70,000) Motor Pool - $1,551,200 Includes the following vehicle and equipment replacements: • 8 Police marked and unmarked squad cars • 2 Police utility vehicles • 3 Public Works dump trucks • 1 Public Works 1-ton truck • 1 Public Works backhoe • 2 Parks light trucks • 1 Parks van • 1 Community Development light truck • 2 Community Development inspector vehicles • 1 Parks ballfield machine • 1 Parks Toro workman lawnmower • 1 Park uniloader zsz Once these initial replacements are made in year 1 the annual replacement cost begins to be reduced significantly, to under $600,000 in year, by getting back on to a regular replacement schedule. In addition, staff is researching various dealer leasing and financing programs to further reduce this amount. Public Facilities Proiects — $700,000 Includes the following two projects: • Public Works Salt Storage facility (mandated by IEPA) - $200,000 • Police Facility Improvements (locker room expansion) - $500,000 Public Safety Proiects - $61,500 Includes the following project: • Portable Radios (required to ensure compatibility) - $61,500 293 PUBLIC FACILITIES PROJECTS Projects identified in the Public Facilities category are related to maintenance or improvements to public facilities other than those accounted for under the Public Safety or Parl<s categories of the General Fund CIP or the Developer Donations, Recreation Center Fund, orWater/Sewer Fund CIPs. The FY20/21 — FY24/25 Public Facilities category includes a total of six (6) project requests proposed for the 5-year planning period at a total estimated cost of $2,366,000. Project: Public Worl<s Facility Improvements -Salt Storage (Row 9 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/2I FY24/25 Total $200,000 1 -0- -0- .0- 1 -0- 5200,000 Submitted By: Troy Strange, Public Worl<s Director on and Benefit This project is required to meet IEPA MS4 compliance. The purpose of this request is for the construction of a covered salt storage building located at the Public Works Facility. Currently the Public Works Department has a 500-ton salt storage facility located at the South Wastewater Treatment Plant. Additionally, another 1500-ton is stored in a sewer drying bed with covered with tarps at the South Wastewater Plant location. Approximately 10% of the salt volume is lost on an annual basis due to moisture and handling. Both locations where salt is stored do not meet the criteria the City will need to adhere to in orderto re -new its MS4 permit with the EPA, The MS4 permit issued in February 2016 states that "If no permanent structures are owned or operated by permittee, a new permanent storage structure shall be constructed within two years of the effective date of this permit". Staff recommends constructing a salt storage building at the Public Worl<s Facility, At this location, salt will be stored in compliance with the storm sewer management permit (MS4). Completion of this project will allow for the City's salt supply to be stored at a location which is in compliance with the M54 permit thereby reducing the risl<to the City of a fine and permit violation. zsa Project: Police Facility Improvements (Row 10 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $500,000 $500,000 -0- -0- -0- $1,000,000 Submitted By: John eirl<, Chief of Police and Benefit The purpose of this project is to assure that the McHenry Police Department creates a facility that allows for the highest level of effective and efficient operation in line with the agency mission. This project will outline the steps needed to assess, develop a plan and determine if and when action should betaken over the next five fiscal budgets. Overview The McHenry Police Department currently utilizes a facilitythat was allocated In 1991, over 27 years ago. Over the last twenty-seven years the city has almost doubled in size allowing for growth within the police department to meet the needs of the public. This department growth combined with technology changes has produced multiple Issues In the use of departmental workspace inside the facility. As the facility has aged it no longer meets the needs of the department. In 1991 the police department employed 28 officers and 7 civllian positions. In present day, at full staffing as allocated the department staffs 49 sworn officers, 28 full-time civilian positions and five part-time civllian positions. This Is over a 242% increase in staffing by the agency. Facility deficiencies can be identified throughout the department, altering planned operations. These conditions affect efficiency, effectiveness, morale, occupant safety, and public perception of the department. A formal review and renovation plan was conducted by FGM Architects In 2014. In the fall of 2016 the police department successfully Implemented the first phase of the department renovation. This first phase included the relocation of police administrative services to the second floor ofthe municipal center building, expansion ofthe dispatch center, and construction of a new IT office and server room. Phase one was completed in April of 2017. In December of 2019, the police department started to Implement the second phase of renovation. This phase Included the build out of the northeast corner of the second floor of the Municipal Center for the department's Investigations Section, the relocating of the Patrol Sergeants' office space to the vacated Investigations Section, creating an in -station work area for patrol officers In the former Patrol Sergeants' office space, and an overhaul of the department's Squad Room area. 295 Issues Identified After completing phase one of the police department renovation, the facility was re-evaluated to update identified facility deficiencies. Even with the completed and ongoing renovations, the following deficiencies are still present within the police station. These deficiencies prevent officers from performing their tasks at the highest level of output with the fewest amount of input. Locker Rooms With the expansion of our work force from 1991 to its current level we have reached the point that our forefathers may not have anticipated. We now have more police employees than we have lockers to assign to them. It is imperative that our officers have access to lockers and adequate facilities to allow them storage of their police equipment and areas to change into their duty uniforms. An expansion of our current locker/bathroom/shower facilities is needed. Training Room The training room is due for a remodel/update. This area of the building has the potential to become a room that is available for use to the public and should be offered in such a manner. It is recommended that this room undergo a facelift to accommodate outside public meetings/trainings in our effort to provide use of the facility to the public. Workout Room With the new recreation center located across the parking lot of the municipal building, the old workout room space can be repurposed. Due to its location this area would should be Ideal for a conference/meeting room which would allow City Council members and City staff to meeting with the general public without bringing them into the secure areas of the Municipal Center. Processing /Cells/ Interview Rooms The processing area of the department is in need of an update. Calls for service Involving arrestees have grown well over 300% since the processing area was built. The area is too small and creates officer safety and liability issues for the City. It is our recommendation to move the processing area of our holding facility to what is now the salleyport area. This new area would allow for a processing area that is triple the size of our current area, allowing for the processing of more than one prisoner at a time safely. This would also allow us to add an additional holding area in the old processing area if growth justifies it. Salleyport The Salleyport for the McHenry Police Department has been insufficient in size since it was built. Currently only one car at a time can enter the salleyport with a prisoner. All other prisoners must be walked in, which is not secure and increases the risks of incidents. It is our recommendation to add a new salleyport, by placing an addition on the northeast corner of the Municipal Center Building, which would allow for up to three vehicles at a time. Conclusion In conciusion ofthis project request we have Identified many of the obvious facility deficiencies that we have seen. In summary we are requesting that an expansion/renovation of our department workspace be approved in the following phases: Phase 3: Renovation of the police department training room. Phase 4: Renovation of the police department locker room facilities. Phase 5: Renovation of the police department processing area and salleyport. The space needs analysis conducted in 2014 by FGM shows that the police department is currently operating with 8,413 square feet of workspace when based on our agency size and needs,17,878 square of the building should be allocated for the police department. This newly defined square footage accounts for roughly 43% of the Municipal Center. Phase one renovations which were completed in the first quarter of 2017 added approximately 3,500 square feet or workspace. By moving the Investigation Section upstairs we freed up additional space on the first floor which allowed for the remainder of our expansion needs. Funding: In an effort to keep this renovation process moving forward the police department chose to earmark the police seizure fund balance and grant funding for the second phase of this project. If possible, the police department will commit future seizure funds to the additional phases in order to conduct as much of the facility renovation as possible without solely using general funds. Renovation Benefits: By moving forward with the renovation of the police department we are confident that that following benefits will occur. • Increase efficiency and effective of agency • Reduce liabllity • Address current deficiencies • Address future growth projections • Accommodate consolidation mandate • Reduce health and risk factors • Address security concerns • Improve community service operations • Provide facility space for community events • Improved public perception zs� Project: Municipal Parking Lot Maintenance (Row 11 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $415,000 $191,000 $416,000 $600,000 $744,000 $2,366,000 Submitted By: Troy Strange, Public Wori<s Director Bill Hobson, Parl<s and Recreation Director Project Purpose, Description and Benefit The purpose of this request is for the resurfacing and reconstruction of City owned parking lots. The city is responsible for 21 parking lots. To establish the priority list of parking lot improvements, city staff visit each parking lotto verify and inspect the current condition of the pavement in order to rank the lots for improvement. Similar to street rankings, parking lot rankings are based on a 10 point system, with the ranking of #1 being equivalent to a gravel parking lot and a ranking of #10 being equivalent to a newly paved lot. Based on the most recent rankings, verified in 2019, funding was requested in FY20/21 in the amount of $415,000 for parking lots at West Beach Park($35,000), Parks Department Maintenance Garage($115,00), East Beach Park($20,000), Knox Parl<($245,000) with a ranking of #2 and #3; FY21/22 in the amount of $191,000 for parking lots with a ranking of #4 and #5; FY22/23 in the amount of $416,000 for parking lots with a ranking of#6; FY23/24 in the amount of $600,000 for parking lots with a ranking of #7; and FY24/25 in the amount of $744,000 for parking lots with a ranking of #1. The estimates in this CIP document do not include parking lots in the downtown areas. These lots will be listed in a separate CIP request. These improvements will allow for continued access and use of City Parks by residents and visitors as well as reduce wear and tear on plowing equipment. Project: Municipal Center Building Maintenance/Improvements (Row 12 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $400,000 -0- -0- -0- $400,000 Submitted By; Ross Polerecl<y, Community Development Director and Benefit The purpose of this project request is for the resurfacing of the McHenry Municipal Center parking lot. The lot has never been completely resurfaced and Is now more than 25 years old. Project: Public Works Facility Improvements —Fueling Station (Row 13 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- $120,000 -0- -0- $120,000 Submitted By: Troy Strange, Public Works Director and Benefit The purpose ofthis request fs for the construction of a City owned and operated fueling station at the Public Works Facility. Currently all City of McHenry vehicles and equipment are fueled at the Petro Choice commercial fueling station located in the City of McHenry. This fueling station has had a number of maintenance Issues in recent years which have forced the City to utilize a temporary fueling system at the Public Works Facility. During these repairs, the vendor has Indicated that the existing facility may not be able to be kept in service at Its current location. Staff recommends the construction of a City owned and operated fueling station located at the Public Works Facility. The possibility of partnering with other agencies within the City to create a shared facility is a possibility which staff will explore which may reduce the burden on City capital funding. When completed this project will assure a stable and secure fuel source for all City operations and will reduce the risi< of reliance on outside fuel sources in the case of an emergency or supply shortage. zss Project: Downtown Parking Improvements (Row 14 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- $625,000 -0- $625,000 Submitted By: Troy Strange, Public Wori<s Director Bill Hobson, Parl<s and Recreation Director Project Purpose, Description and Benefit The following improvements are currently in the final stages of the design phase with and will be ready for construction upon designation of funding in a future fiscal year. On December 4, 2017 Clty Council approved a professional engineering services contract with Baxter & Woodman, Inc, In the amount of $64,400 to complete design services for the following projects: Riverside Drive Parking Lot Expansion - $185,000 This project includes all site work, paving, drainage, lighting/electrical associated with the site development of a City owned parcel adjacent to the existing parking lot at the south end of Riverside Drive and expanding the parking lot. Court Street Parking Lot Construction - $145,000 This project includes ali demolition, site work, paving, drainage, lighting/electrical associated with demolishing the former Water Division offices located on Court Street and utilizing this City owned parcel to create new City owned parking spaces. Veterans Parl< Lighting Improvements - $205,000 This project Includes upgrades to the existing lighting inside of Veterans Park and the addition of new lighting surrounding the perimeter of the park in order to provide better lighting for public parking spaces which surround the park. Court Street Parking Lot Lighting Improvements - $35,000 This project includes modifying the existing lighting configuration in both the existing upper and lower Court Street parking lots. The project will include the addition of new poles, foundations, necessary wiring and conduit, as well as the upgrade of poles and fixtures on existing foundations which match the overall lighting concept. Riverside Drive Alley Lighting Improvements - $55,000 This project Includes upgrading lighting for the public parking alley located to the west of Riverside Drive between Elm Street and Pearl Street. Improvements will include the installation of new poles, foundations, as well as necessary wiring and conduit. 300 PUBLIC SAFETY PROJECTS Projects identified in the Public Safety category are related to meeting the capital Improvement and capital equipment needs of the McHenry Police Department. While this category Includes a combination of public facility, vehicle and equipment protects, it is proposed and traci<ed separately from related projects In order to provide for a specific accounting of expenditures related to public safety Improvements, as projects may be funded with law -enforcement specific grant or seizure funds. The FY20/21 — FY24/25 Public Safety category Includes a total of three (3) project requests proposed for the 5-year planning period at a total estimated cost of $443,260. Of significance, beginning in this CIP planning year, all requests for General Fund Vehicles and Equipment are being combined as a single request within the Motor Pool category in an effort to fund and implement a consistent vehicle and equipment replacement program. It Is essential that vehicle and equipment replacements be funded moving forward in order to ensure adequate rolling stocl< to serve the community. Project: Portable Radios (Row 25 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $61,500 $61,500 $61,500 -0- -0- $184,500 Submitted By: John Birk, Chlef of Police Project Purpose, Description and Benefit The purpose of this project is to replace the agency's existing portable radios. This critical piece of equipment is used 24/7 by officers to communicate with each other and the dispatch center for emergency and non -emergency voice transmissions. The McHenry Police Department has fifty-four (54) portable radios that were purchased in 2013 that were purchased through grant funding. These radios are now an older version of Motorola's APX 4000 with a single knob on top for power and volume. They are also not AES encrypted which, for security and safety reasons, would allow the department to prevent the unwanted listening of the general public on certain channels. The current single knob can be an officer safety issue during critical Incidents. If an officer is required to change to a different channel for communication, the officer has to remove the radio from the holder on his/her duty belt, visually look at the radio and change the channel using the button on the radio's face. The safety issue is what caused Motorola to discontinue this model radio only two years after the City purchased them. 301 For safety purposes, many other McHenry County police agencies have placed AES encryption on their communications including Crystal Lal<e, Lal<e in the Hills, Algonquin, Huntley, Crystal Lal<e Parl< District. McHenry County College and Lakewood. In order to allow interoperabflity between agencies during any mutual aid call the police department would have to also AES encrypt some communications. In order to install AES encryption capabilities on the department's current portable radios, it would cost approximately $36,000.00. As it is not recommended to spend funds to add AES encryption to old radios that have officer safety issues and have exceeded 75% of the life usage, staff has work on getting a cost project to replace the radios. Motorola now offers an APX4000 model radio with two Knobs on its top. One knob is utilized for power and volume while the second Know allows the user to change the radio's channel without removing it from its holder. Motorola has offered the police department a three year lease to own option for the upgraded APX4000. The benefits to this option include; allow the City to pay for the purchase over a period of time and waiving the monthly Starcom service charges for two years at a total of approximately $60,000. This service charge waiver would reduce the Department's operating budget by $60,000. In addition the police department is looking into grant opportunities through the McHenry County Emergency Telephone System Board (ETSB) to cover the cost of the AES encryption along with a cost sharing program forthe monthly charges. If approved, the department would save the City an additional $32,500.00 for the encryption and gain up to $25,000 per year in grant funds to cover service charge costs. With the savings detailed above, the overall cost of the radios including air time charges for the first three years could be as low as $107,499. Benefit; Motorola has determined that the "end of life" of the police department's current portable radios is eight (8) years, which would fall in the year 2021. At that point, parts will still be available for the model, but necessary repairs become more costly. In the past, the police department has been extremely fiscally responsible with this capital expense. In order to make the most of grant funding in order to upgrade our vital communications equipment, the department purchased the single Knob versions of Motorola's APX4000. While useful, it has been found that this version is not practical during crisis situations and creates officer safety issues. Upgrading the police portable radios to the newer version of the APX4000 will eliminate some of those issues. 302 Project: Digital Message Board (Row 26 of spreadsheet) Funding Repuest: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total S1z,000 -o- -o- -o- -o- $1z,000 Submitted By: John Birk, Chief of Police and Benefit The purpose of this project Is to Increase the City's capability of disseminating crucial information to the public in a timely manner. Neither the police department nor the City's Public Worl<s have digital message boards to notify the public when certain roadways are closed for an emergency situation or repairs. Description: In an emergency situation (ex, serious traffic crash), the police department may close a roadway for a considerable amount of time. While the department attempts to Inform the public through social media and Nixie, not all travelers utilize these platforms. Coming upon an unexpected road closure causes frustration for travelers. A frustrated driver can often times become an unsafe driver. They also Inundate the dispatch center with inquiries. All -Traffic Solutions offers a portable digital message board that can be transported in the rear of a department Command Unit. It then can be mounted on a portable signpost or on the trailer hitch of a vehicle. All -Traffic Solutions also offers a small trailer in which the sign can be mounted. Benefit: Traffic safety and safe roadways are a foundational function of the police department. The use of a digital message boards are a critical tool In providing the public with time critical Information. The police department can utilize digital message boards to get Its message out and Inform the public either at the scene or very close to the scene. This helps ensure the City maintains the safest roadways possible. 303 Project: Police In -Car and Body -Worn Cameras (Row 27 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $61,690 $61,690 $61,690 $61,690 $246,760 Submitted By: John Birl<, Chief of Police and Benef(t The purpose of this program is to replace the police department's current in -car video camera systems as they reach end of life and Incorporate the use of body -worn cameras Into the agency's video camera program. Specifically this program Is a two part program. Part one is the replacement of all existing in -car video camera systems and part two is implementing (for the first time) body -worn cameras that are compatible with the agency in -car system. In -Car Svstem: The McHenry Police Department has had an established in -car video camera program since 2001. Since this time the agency has migrated from It original platform of VHS tapes to digital recorders that download video to an In-house server. The current in -car video camera systems in use today are near end of life as they have been in service since 2008. Existing Illinois law dictates the manner and use that in -car video cameras can be use in law enforcement and the McHenry Police Department has an establish policy. eody-Worn Svstem: Illinois Governor Bruce Rauner signed into law the'Law Enforcement Officer -Worn Body Camera Act that took effect on January 1, 2016. The Act, in summary, states that any agency deploying body worn cameras must abide by the provisions of the Act. Some of the provisions are: • Cameras must be turned on at all times when the officer is in uniform and is responding to calls for service or engaged in any "law enforcement -related encounter" or activity that occurs while the officer is on -duty. • Recordings must be retained for a minimum of 90 days. o Recordings may not be altered, erased or destroyed prior to the expiration of the 90- day storage period. o Following 90-day storage period recordings must be destroyed unless flagged. An encounter is flagged when: ■ A formal or Informal complaint has been filed; ■ The officer discharged his firearm; ■ Death or great bodily injury occurred; 304 ■ The encounter resulted in a detention or an arrest, excluding traffic stops which resulted in only a minor traffic offense or business offense; ■ The officer is the subject of an internal investigation or otherwise being Investigated for possible misconduct; ■ The supervisor of the officer, prosecutor, defendant, or court determines that the encounter has evidentiary value In a criminal prosecution; or • The recording officer requests thatthe video be flagged for official purposes related to his/her official duties. o Under no circumstances shall any recording made with an officer -worn body camera relating to a flagged encounter be altered or destroyed prior to 2 years after the recording was flagged. If the flagged recording was used In a criminal, civil, or administrative proceeding, the recording shall not be destroyed except upon a final disposition and order from the court. The possibility exists of a law being passed In Illinois that makes the use of body worn cameras mandatory for all police agencies. The McHenry Police Department is incorporating the body - worn part of this program with this situation in mind. Expense: The acquisition of new in -car video camera systems and body -worn systems can occur in one of two ways; purchase or lease. The data storage can all also be done In one of two ways; local in-house servers or cloud based storage. Staff has researched the different acquisition methods and found that at the time of this CIP proposal, the use of leased equipment and cloud based storage would be the best choice. The benefits to leased equipment and cloud storage are: • Lower upfront costs or first year implementation cost. • Automatic hardware upgrade/replacement every three years. • No hardware or maintenance costs associated with purchasing servers or managing them. • Maintenance, repairs and replacements are done as part of the lease with no additional costs to the department. Leased In -Car and Bodv Worn Camera Equipment Analysis: In conducting research Staff identified Body Worn Inc, as a leading contender in the lease of both in -car cameras and body -worn cameras. Body Worn Inc. offers a 5 year lease agreement (as of January 2017) that Includes all needed In -car cameras and body worn cameras based upon the agencies sworn level and officers who would be using the body -worn cameras. The average price of $120.00 is estimated as the cost per month per body -worn camera. Eighteen In -car cameras are build Into the monthly price. With the lease of 42 body -worn cameras and 18 In -car cameras the estimated annual cost of the lease program would be 60,480.00. 305 Benefit: There have been many studies on the use of in -car cameras and body -worn cameras that show the benefits of this equipment. In -car video cameras are used for the following reasons: • As method of.documenting offender actions. • As method of documenting officer actions. • As a method of document evidence and crime scenes. • As method to reduce agency liability and protect officers against false accusations. • As method for holding officers accountable for their inappropriate actions, • As a method for justifying officer's action in the line of duty. Body -worn cameras for police agencies has seen significant grow in the last two years. The benefits to the use of body -worn cameras are significant. Some of which are: a The necessity to record every Interaction with residents is bound to minimize complaints about police officer behavior and the unnecessary use of force, because interactions are captured for everyone to see. • Use of the cameras while on -duty provides hard video evidence of decisions made by officers in high intensity situations. • Video recorded by body cams protect any false accusations, misconduct, or abuse against officers. Increases transparency and accountability of officers. o May help prevent and de-escalate confrontational situations between officers and civilians. May help provide valuable evidence in obtaining accurate witness and victim statements. o Video footage captured may help speed up court proceedings by providing indisputable proof of situations. This may lead to a reduction in court expenses due to an increase in pre-trial plea bargains or possibly an increased rate of convictions. 306 Parks Projects Protects identified in the Parl<s category are related to the maintenance of existing parks facilities/amenities. Where possible, park Improvements are Included for consideration in the Developer Donation Fund CIP. The FY20/21 — FY24/25 Parks category Includes three (3) project requests proposed for the 5- year planning period at a total estimated cost of $435,000. Project: ADA Parl< Improvements (Row 40 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $zo,000 $zo,000 $zo,000 $zo,000 $zo,000 $100,000 Submitted By: Bill Hobson, Parks and Recreation Director and Benefit The purpose of this project is for the completion of ADA Improvements as identified In the 2010 ADA standards for outdoor recreation facilities. The Access Audit and Transition Plan report identifies the revisions that will be needed with the estimated costs, Project: Petersen Parklmprovements (Row 41 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $40,000 $200,000 $125,000 $50,000 $6,600,000 $7,015,000 Submitted By: BIII Hobson, Parks and Recreation Director and Benefit There are a number of improvements at Petersen Park that we would like to accomplish over the next few years. The park is our premiere athletic complex as well as the grounds for our larger festivals such Fiesta Days and Blues, Brews and BBQ's. The beach area is an attraction for many of our residents and a highlight of our parks system. Below is a list of the potential projects. Funding will come from the General Fund and Developer Donations Fund for these projects. Funding amounts and sources are identified in the table below. 7T Project Priority Year Budgeted for Amount Fund Inflatable Course Add -on B FY20/21 $15,000 PDD Replacement of Right Field netting Petersen Park Parking Lot Lighting B B FY20/21 FY21/22 $25,000 $50,000 GF PDD Storage Building Expansion at Beach B FY 21/22 $50,000 PDD Walking Paths throughout Park B FY 21/22 $100,000 PDD Fencing replacement field #5 B FY22/23 $25,000 GF Development of field #6 B FY22/23 $100,000 PDD Extend Water line to bathrooms B FY23/24 $25,000 PDD Electrical Panel Upgrades at Beach B FY23/24 $25,000 GF Stage Upgrades Field House C D FY24/25 FY24/25 $100,000 $2,000,000 PDD PDD Farm Field Complex Development D FY24/25 $4,500,000 PDD Project: Knox Park/Merkel Aquatic Center Improvements (Row 42 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $125,000 $745,000 $190,000 $250,000 $500,000 $1,810,000 Submitted By: Bill Hobson, Parks and Recreation Director Project Purpose, Description and Benefit Knox Parl< has become a campus with multiple activities and park amenities that cover a large age range. City Hall, the Recreation Center, the Merkel Aquatic Center and the Ryan Buss Skate Zone are the central city facilities that are in or next to the park. The park also houses the primary city softball fields, the city's lighted tennis courts, a full size soccer field and a paved path that ties it all together. The possibilities to continue to improve the park are endless but a plan for future amenities are listed below. Projects are proposed from a combination of General Fund and Developer Donations Fund revenues. This is identified in the table below. Project Priority Year Budgeted Amount Fund for Development of Natural Park B FY20/21 $100,000 PDD Skate Park Concrete Ramp B FY20/21 $25,000 PDD Addition Ki7 Spray Pad Are Installation B FY21/22 $500,000 PDD Pavilion Adjacent to Pool B FY21/22 $25,000 PDD Renovation and Replacement of Concrete Pool Deck B FY21/22 $220,000 GF Pool Heater B FY22/23 $40,000 GF Development of Bike Parl< C FY22/23 $150,000 PDD Barn Renovation C FY22/23 $250,000 PDD Fleld Reconfiguration C FY23/24 $500,000 PDD 309 Motor Pool Proiects Beginning with the FY20/21— FY24/25 Capital Improvement Program, all vehicle and equipment requests —including Police, Public Worl<s Administration, Public Works Street, Parks and Recreation, and Community Development —will be identified under a single project request in this category. A matrix will be provided Identifying the vehicles and equipment to be replaced during the 5-year planning period. Please note, these are replacements only and no new vehicle requests (e.g., additions to the fleet) are being requested. In summary, the city's vehicle and equipment program is years behind where is needs to be as a result of the 2007/2008 recession. To ensure the appropriate replacement of vehicles and equipment, it is absolutely imperative that the city take significant action to replace aged vehicles and re -implement an annual vehicle and equipment replacement program. Department Directors have spent a good deal of time analyzing the current condition of their respective fleets and have developed a program for replacement based on age, mileage and maintenance records. Unfortunately, this will require a substantial financial investment in years one and two. However, once implemented, the program should be able to be maintained at approximately $600,000 per year. Additionally, the City Administration is reviewing fleet leasing and financing options to ensure that most cost effective programming. Note that the Water/Sewer/Utility motor pools are funded through the Water/Sewer Fund. Project: General Fund Vehicle and Equipment Replacement Program (Rows 53 - 60 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $1,551,200 $985,500 $682,000 $727,500 $400,000 $4,319,200 Submitted ey: Various Directors and Benefit FY20/21($1,551,200 total): e 8 Police marked and unmarked vehicles ($324,000) a 2 Police utility vehicles ($15,000) 0 3 Public Works dump trucks ($660,000) 0 1 Public Works 1-ton truck ($90,000) 0 1 Public Works backhoe ($130,000) 0 2 Parks pickup trucks ($80,000) 0 1 Recreation van ($35,000) 0 3 Community Development Inspector vehicles ($110,000) o Parks equipment ($107,200) 310 FY21/22 ($958,500 total): • 9 Police marked and unmarked vehicles ($366,000) • 2 Police utility vehicles ($15,000) • 1 Public Works dump truck ($230,000) • 1 Public Works 1-ton truck ($92,500) • 1 Public Works roller ($50,000) • 2 Parks pickup trucks ($80,000) • 2 Community Development Inspector vehicles ($70,000) • Parl<s equipment ($55,000) FY22/23 ($682,000 total): • 5 Police marked and unmarked vehicles ($202,000) • 1 Public Works dump truck ($230,000) • 1 Public Worl<s 1-ton truck ($95,000) • 1 Public Works tractor ($100,000) • 1 Parks pickup truck ($40,000) • Parks equlpment ($15,000) FY23/24 ($727,500 total): • 6 Police marked and unmarked vehicles ($240,000) • 1 Public Works dump truck ($240,000) • 1 Public Works 1-ton truck ($97,500) • 1 Public Works backhoe ($135,000) • Parks equipment ($15,000) FY24/25 ($400,000 total): • 1 Public Works dump truck ($250,000) • 2 Public Works pickup trucks ($70,000) • 1 Public Works skid loader ($80,000) 311 Streets/Sidewalks/Si>;nals Protects Projects identified in the Streets/Sidewalks/Signals category include all streets -related projects, street lighting projects, municipal parking lot maintenance, annual sidewalk program, and the tree replacement program. In FY18/19, the project Downtown Parking/Access Improvements was added to this category. It Is important to highlight that the City has been able to leverage significant non -municipal funding for roadway projects in recent years. This continues in the 5- yearplanning period. The FY20/21 — FY24/25 Streets/Sidewalks/Signals category includes a total of ten (10) project categories proposed for the 5-year planning period at a total estimated cost of $11,365,000. Note that this is substantially less than amounts identified in previous Capital Improvement Program documents as the Street Program request has been revised to identify more realistic funding amounts based on available dollars. For FY20/21 there are eight (8) projects identified however, only five (5) of these are recommended. Project: Street Program —MFT &Capital Funding (Row 71 of spreadsheet) Funding Request: FY20/21 FY22/22 FY22/23 FY23/24 FY24/25 Total $500,000 1 $1,750,000 1 $1,750,000 1 $1,750,000 1 $1,750,000 1 $7,500,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total MFT Fund $500,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,500,000 General Fund $0 $750,000 $750,000 $750,000 $750,000 $3,000,000 Project Purpose, Description and Benefit The City maintains approximately 122 centerline miles of. Some of the streets are designated as Federal -Aid Urban routes and may be eligible for supplemental funding from federal sources. However, most are local streets to be repaired solely by the City. A breakdown is as follows: FAU Routes 25 miles Local Roads 100 miles Total 125 miles The purpose of this project is to mill and resurface the remaining local streets in the Pebble Creek Subdivision in FY20/21. The scope of work involves milling, placement of a new 2" asphalt surface, and ADA sidewalk Improvements at Intersections. The total cost for this improvement is estimated at $500,000. The benefit of the project will be a drivable, well - maintained pavement surface for the residents. Moving forward, 20-yr service life will be targeted between pavement rehabilitation treatments (re -surfacing). The cost to maintain this schedule for the local roads is approximately$1,750,000/year (2020 Dollars). Funding is requested at $1,000,000/year from MFT funds and $750,000/year from General Funds. Currently, the City receives a $1,170,000 annual motor fuel tax (MFT) allocation. This is due to an increase in the gas tax from $0.19/gallon to $0,38/gallon. The remaining $170,000 of MFT funds would be allocated for salt purchase. In FY20/21, an additional $400,000 debt service obligation will be paid out of MFT funding, which is the final year of the obligation. Project: Oakwood Drive Culvert Rehabilitation -Replacement (Row 72 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $125,000 $125,000 $610,000 -0- -0- $860,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total STP Bridge $100,000 $100,000 $485,000 -0- -0- $685,000 Funds General Fund $25,000 $25,000 $125,000 -0- -0- $175,000 and Benefit The purpose of this project is to rehabilitate the Oakwood Drive bridge. This request Is for continued funding for Phase I Engineering Services (FY20/21), Phase II (FY21/22) and Construction funding (FY22/23), and Phase III Engineering Services for the Oakwood Drive Culvert Protect. The scope of the work will Involve removal of the existing corrugated steel culverts that comprise the bridge and replacement with either a concrete box culvert or clear span bridge depending on the alternatives analysis In the Phase I Engineering. The Oakwood Drive Culvert is in need of replacement or major repair. The existing layout is a series of five corrugated steel culverts with a total span of approximately 50'. In the most recent round of bi-annual inspections performed by HR Green, Inc. It was recommended that the culvert be budgeted to be replaced as soon as is possible. 313 In December of 2018 staff received notice from MOT that Phase 1 Funding for this project was awarded to the City through the Surface Transportation Program (STP) Bridge Program which is funded at 80% (Federal)/20%(City). The structure has a current sufficiency rating of 59.0/100 which makes the structure eligible for federal aid for rehabilitation. Staff ran a Quality Based Selection process to solicit qualifications for design services in Spring of 2019. Staff selected Baxter & Woodman to perform the Phase I and negotiated a scope and fee of $119,464.76 for the completion of Phase I Services. The draft Phase I Agreement is currently being reviewed at MOT Local Roads and engineering work is anticipated to begin in 2020. The completion of this capital project will replace an aged and failing structure with a safe and structurally sound bridge which can anticipate a 50+ year lifespan. Project: Barreville Road Culvert Wingwall Repair and Structural Rehabilitation (Row 73 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $75,000 1 -0 $300,000 -0- 1 -0- 1 $375,000 and Benefit The purpose of this project is to repair and replace the failed wingwall as well as the other wingwall sections where failure is imminent. The request is for funding for Preliminary Engineering Services (FY20/21), Construction Funding (FY22/23), and Phase III Construction Engineering Services for the Barreville Road Box Culvert Repair and Structural Rehabilitation Project. The scope of the work will be to remove the existing failing concrete wingwalls, install steel sheet piling wingwalls (in lieu of concrete), remove and replace the existing guardrail, and provide minimal surface patching in the barrel section. In Fall of 2018 Public Works staff discovered a failed and fallen concrete wingwall on the Barreville Road Box Culvert south of Veterans Parkway. The existing box culvert is over 50 years. old and the barrel section appears to be in sound condition. The structure, which Is too short In span to be considered a bridge has wingwalls which are concrete earth retention walls that hold earthen foreslopes back from the edge of the stream being crossed. The structural design of the existing structure did not include anchor sheeting behind the wingwalls which leaves the walls prone to tipping over the service life of the structure. One of the wingwalls has already tipped over into the creek. Staff consulted HLR to perform an inspection of the box culvert. Recommendations included minimal patching, installation of steel sheet pile wing walls as well as a guardrail replacement. This capital project will extended service life of the box culvert for another 25+ years. This project will also Improve the safety of this section of Barreville Road through guardrail safety enhancements and wingwall replacement. Project: Bull Valley Road Multi Use Path Extension, Engineering &Construction (Row 74 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $50,000 1 $200,000 1 $1,3251000 1 -0- 1 .0- 1 $1,575,000 Funding Source(s); FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total County Funds $40,000 $160,000 $1,060,000 .0- -0- $10260,000 General Fund $10,000 1 $40,0001 $265,000 1 -0- 1 -0- $315,000 Project Purpose, Description and Benefit This request is for funding for additional Phase I Engineering Services (FY20/21), Land acquisition/Phase II Engineering (FY21/22) land Construction funding (FY22/23), and Phase III Engineering Services for the Bull Valley Road Bike Path Extension Project. The purpose of the request is to fund 20% of the cost of the Bull Valley Road Bike Path. The proposed 0.80 mile Bike path Is proposed to be constructed from IL-31 to the MCCD Prairie Trail. This project has been identified by regional planning agencies as a high priority project which may be eligible for federal grant funding such as Transportation Alternatives Program (TAP) or Illinois Transportation Enhancements Program (ITEP). The City and the McHenry County Division of Transportation have entered an intergovernmental agreement (IGA) to share engineering and construction costs, pursue grant funding, coordinate land acquisition, and negotiate with the Union Pacific Railroad to Install a pedestrian crossing (80% County/20% City). On March 19, 2018 the City Council Awarded a professional services contract for Phase I Engineering Services In the amount of $104,087.00 to Hampton Lenzlnl and Renwick, Inc. for the Bull Valley Road Multi -Use Path, Recently, MCDOT has determined that Bull Valley Road may need to be widened to 5-lanes within the next 5-10 years. As such, additional engineering regarding the creek crossing and path placement are required to determine the optimum location for the path based on the future 5-lane cross section. The cost for the additional engineering is $47,782.18 to be split 80/20 per the IGA. The original amount ($104,087) and the additional services ($47,782.18) are still within the Phase I engineering costs originally 315 estimated in the IGA ($187,000). There is a potential for additional grant funding which could significantly reduce or eliminate the City's funding contribution for Construction. This capital project will complete the connection between the Illinois Prairie Path and Moraine Hills State Parl<. Project: Pavement Maintenance-Cracksealing and Reclamite (Row 75 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $70,000 1 $7000 1 $75,000 1 575,000 1 575,000 I $365,000 Proiect Purpose. Description and Benefit The purpose of this request is for the completion of pavement maintenance wori< which includes Reclamite pavement rejuvenator and crack sealing. Reclamite is a pavement rejuvenator which is applied to newly paved roads within the first year to extend the life of the road. This product will be applied to roads which were resurfaced in 2019 at a cost of $40,000. Last year, the City received a grant through Chicago Metropolitan Agency for Planning (CMAP) for an outside engineering firm to perform a pavement condition survey. The final study report included a list of City's roads which should be crack sealed. Staff recommends budgeting $30,000 for craci< sealing. Completion of this work will allow for a longer service life for all resurfaced city streets which are managed though a pavement maintenance program which includes preservation treatments. 316 Project; Sidewalk Program Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $70,000 $10,000 $10,000 $10,000 $10,000 $120,000 and Beneflt The purpose of this request is for replacement of failed sections of sidewalk and cutting of uneven panels of sidewalk. This past year staff hired a consultant to perform a survey of all City sidewalks in order to identify panels in need repair. A list and map of four hundred and fifty (450) locations were identified. Forty locations were identified as a high priority, which means they will be repaired first. This winter staff will utilize a concrete grinding machine to address the highest priority locations as soon as possible. The remainder of the list will need to be completed through a contracted sidewalk cutting process and panel replacements, In 2017, staff hired a contractor to perform sidewalk cutting which proved to be successful. Staff recommends budgeting $30,000 for sidewalk cutting and $40,000 for sidewalk replacements. Completion of this capital project will allow for efficient and cost effective repair of failed or uneven sidewalk panels which will allow the City to sustain a safe and reliable network of pedestrian facilities. Project: Tree Replacement Program Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 and Beneflt The purpose of this request is for the replacement parkway trees which have been lost due to Emerald Ash Borer Disease. Due to the large number of trees lost within the City due to the Emerald Ash Borer it is necessary for the City to continue planting replacement trees. This request will maintain a program for the planting of trees within City Parkways and City Parks. For the past two years this request has not been funded which has created a backlog of requests for parkway tree 317 This program will allow for annual planting of trees to maintain and enhance the character of the City streets and parks. Project: Riverside Drive Sidewalk Gap Project Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $25,000 -0- $125,000 -0- -0- $150,000 Project Purpose, Description and Benefit � The purpose of this request is for design, permitting, construction costs, and construction engineering services for the completion of new sidewalk along Riverside Drive to fill an existing gap in a future City pedestrian loop plan. City planning staff have developed a concept plan for a pedestrian loop ofthe City which would encourage pedestrian walking traffic, Improve access to the downtown area, and improve overall pedestrian travel around the City of McHenry. This loop is the first stage of bicycle and pedestrian facility development included in the City future Bike Path Map. One location along the alignment on Riverside Drive is lacking pedestrian facilities. This particular section of right of way is within McHenry Township but connects segments of City right of way along Riverside Drive. The project will require placement of fill and the installation of a closed drainage system as the Installation of the path will fill an existing ditch. Because this project is on a Federal Aid Route and includes pedestrian facilities it may be eligible for a future call for projects for a number of federal programs. FY 20/21 Complete Phase I/II Engineering - $25,000 FY 22/23 Complete Construction &Provide Phase III Engineering Services - $125,000 This capital project will complete the sidewalk gap on Riverside Drive and will assist in the fulfillment of the City of McHenry pedestrian loop. 318 Project: Dartmoor Road Bridge Wearing Surface Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $80,000 -0- -0- -0- $80,000 Project Purpose, Description and Benefit The purpose of this project is for the replacement of the waterproof membrane wearing surface which protects the precast box beam superstructure of the Dartmoor Road Bridge. The Dartmoor Road Bridge, which was constructed in 1998, is in relatively good condition. It will be sometime before any major rehabilitation or replacement would be necessary for this structure. This structure is a precast box beam design which Includes a waterproof membrane and asphalt wearing surface. At this particular point in the service life of the structure the membrane and wearing surface are in need of replacement as is indicated in the most recent inspection report. The most critical element of bridges of this design to preserve are the precast beams. The best way to preserve them is to maintain the wearing surface in order to prevent leakage ofwater and deicing chemicalsthrough the keyway joints between the precast beams. The beams have begun to show keyway leakage, at this point in the structure's life is the appropriate time to replace the wearing surface. Dartmoor Road is designated as a Federal Aid Urban (FAU) route and the wearing surface is potentially eligible for 80/20 grant funding as a part of the Surface Transportation Program. The replacement of the wearing surface and membrane are proposed to be Incorporated Into the grant application. As such, this funding request is for FY21/22 should Dartmoor not be selected for funding. Completion of this capital project will prevent deterioration of the precast beams and extend the life of the overall structure. �iG7 Project: Illinois Route 31/Veterans Parkway Traffic Signal Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total on and Benefit The annexation agreement for the Morgan Hills/Prairie Pointe Subdivisions states the developer shall be responsible for and pay the cost of the construction and installation of a traffic control signal at the Intersection of Illinois Route 31 and Veterans Parkway. Traffic warrant studies have been performed by the Illinois Department of Transportation and at this time the current traffic conditions do not meet warrant requirements for the installation of a traffic control signal as outlined In the Manual on Uniform Traffic Control Devices. The developer currently has a letter of credit on file with the City to cover the cost of the traffic control signal once traffic warrants are met. Recently, the expansion of Route 31 from 2-lanes to 5-lanes was programmed in the State's five year highway improvement plan. Engineering will start next year with construction in FY24/25 at the earliest. As part of the local agency plan review and coordination, staff will request that a traffic signal be incorporated into the final design of the Route 31 plans. 320 Stormwater/Drainage Protects Projects Included In the Stormwater/Drainage category primarily Include Improvements related to drainage in the Lakeland Park area of the community. In 2017, the City applied for an IEPA 319 Grant in the amount of $800,000 for the development of the Lakeland Park Detention and Sediment Control Facility but, unfortunately, this was not awarded due to the fact that the City did not yet own the property on which the facility would be built. Reapplication also did not yield positive results. At this time, with Input from the Public Works Committee and City Council, staff will use FY20/21 to reevaluate efforts in this area. There are four (4) projects identified within the 5-year CIP however, no projects are identified for potential fundingln FY20/21. Project: Lakeland Parl< Detention Improvements Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- $120,000 $980,000 -0- $1,100,000 and Benefit The Lakeland Park Drainage Ditch is located north of Elm Street (Illinois Route 120) between Ringwood Road and Maple Avenue. The ditch generally flows In an easterly direction to a point where It joins Boone Creek Just upstream from the Fox River. Over the past several years the City has been addressing drainage problems within the Lakeland Park Subdivision. In 2016 HR Green Completed a Drainage Study for the entirety of the watershed which contributes flow to the drainage ditch. The property at the southeast corner of the IL Route 120 and Curran Road/Ringwood Road intersection was acquired by the City in the early part of 2018 for the future construction of an upstream detention basin. The project was submitted to the IEPA for consideration as a IEPA Section 319 Grant Project in 2017 & 2018 and was not selected. As the project has not been a successful applicant in the Section 319 Grant Program staff are exploring non grant funded design alternatives which will be cost effective due to less stringent design and program requirements. It is recommended that pursuit ofthese improvements be deferred until funding is available and non-grantfunded alternatives can be further explored. When completed this capital project will reduce peakflows to the Lakeland Park Drainage ditch which will reduce the flooding impact on private properties in the neighborhood. 321 FY 22/23 Complete Phase I/II Engineering - $120,000 FY 22/23 Complete Construction &Provide Phase III Engineering Services - $980,000 Project: Lakeland Pari<Drainage Ditch Banl<Stabilizations Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- $100,000 $100,000 $100,000 $300,000 and Benefit This project request is for the completion of ditch bank stabilization projects at various locations along the Lakeland Park Drainage Ditch for the purpose of sediment reduction. The Lakeland Park Drainage Ditch is located north of Elm Street (Illinois Route 120) between Ringwood Road and Maple Avenue. The ditch generally flows in an easterly direction to a point where it joins Boone Creek just upstream from the Fox River. Over the past several years the City has been addressing drainage problems within the Lakeland Park Subdivision. In 2016 HR Green Completed a Drainage Study for the entirety of the watershed which contributes flow to the drainage ditch. Erosion of the channel bank leads to sediment deposition in the channel and the potential destruction of property for homeowners along the channel. The recommended bank stabilizations may Include rip rap armored stream banks, dredging of sediment, and construction of spurs to redirect flow. In a future year the City can pursue federal EPA grant funding if available in order to offset direct costs to the city. Completion of this capital project will reduce erosion and sediment deposition at further downstream locations as well as protect homes adjacent to the drainage ditch from property damage. 322 Project: Home/Ramble Road Storm Sewer and Detention Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- $700,000 -0- $700,000 and Benefit This project includes engineering and construction of storm sewer improvements in the area of Ramble Road and Home Avenue. Specific drainage improvements are to include storm sewer piping, sheet flow modifications, and detention to reduce the risk of localized flooding. This area is currently served by open ditch drainage and driveway culverts with limited underground storm sewer pipe. Drainage Improvements projects such as this repair and/or improve existing drainage structures In order to provide better protection from storm sewer runoff. In FY 18/19 two parcels at the southwest corner of the Intersection of Home &Ramble were purchased for the eventual construction ofthe detention basin recommended forthe drainage redesign ofthe existing system. Alternative analysis was performed for multiple design options and staff have identified the construction of the detention basin, upsizing of the existing storm sewer, and open channel conveyance through Althoff Park as the recommended design option. In 2019 preliminary engineering was completed in order for the project to be constructed in FY19/20 at an expense of $350,000. However, upon completion of preliminary engineering the preliminary engineer's estimate of cost was approximately double the budget number. The project was delayed until further analysis can be completed which may bring the cost of improvements to a feasible number. This capital project when completed will reduce nuisance flooding at the intersection of Home Avenue and Ramble Road as well as reduce affected properties In storm events up to a ten year return period. 323 Project: Lakeland Park Culvert Replacements (10-year) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- $390,000 $610,000 $1,0000000 FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total 1 $270,000 $540,000 $690,000 $780,000 $720,000 $4,0001000 and Benefit The purpose of this project is to Increase the flow capacity of the Lakeland Park Drainage Ditch by upsizing the culverts along the drainage path. This scope of work will involve removing and replacing 11 culverts along the ditch. The net benefit will be increased flow capacity and reduction of flooding. HR Green is currently determining the exact number of benefitted homes and properties from the construction of these projects. The Lakeland Park Drainage Ditch is located north of Elm Street (Illinois Route 120) between Ringwood Road and Maple Avenue. The ditch generally flows in an easterly direction to a point where it joins Boone Creek just upstream from the Fox River. Over the past several years the City has been addressing drainage problems within the Lakeland Park Subdivision. In 2016 HR Green Completed a Drainage Study for the entirety of the watershed which contributes flow to the drainage ditch. The findings of the study indicate that in order to prevent both catastrophic and nuisance flooding, an upstream detention facility will be necessary to reduce the amount of storm flow entering the drainage ditch and ultimately into Lakeland Park. Additionally, there are several culverts and structures along the drainage ditch which need to be increased In size in order to promote conveyance of water. The proposed culvert Improvements will provide protection specifically for the blocks adjacent to the drainage ditch in catastrophic flooding events. It is recommended that the Improvements begin at the furthest downstream locations and in latter program years the improvements will continue to progress upstream. The order of The following culvert crossings of the Lakeland Park Drainage Ditch are identified for replacement: FY 23/24 (subject to change due tb staging/access) Maple Avenue - $390,000 FY 24/25 (subject to change due to staging/access) Orleans Street - $610,000 FY 25/26 (subject to change due to staging/access) Drainage Ditch Railroad Crossing - $270,000 FY 26/27 (subject to change due to staging/access) Oak Drive - $540,000 324 FY 27/28 (subject to change due to staging/access) Meadow Lane - $375,000 Willow Lane - $315,000 FY 28/29 (subject to change due tostaging/access) Beach Street-$495,000 Lakewood Avenue - $285,000 FY 29/30 (subject to change due to staging/access) Park Lane Avenue - $295,000 Sunset Avenue - $210,000 Home Avenue - $215,000 325 INFORMATION TECHNOLOGY FUND CIP PROJECTS Projects Identified in the Information Technology Fund Capital Improvement Program are related to the replacement of equipment and software for all municipal departments except those funded through the Water/Sewer Fund. The Information Technology Fund is an Internal Service Fund whereby revenues are derived from transfers from the City's operating departments which are assigned during the annual budget development process as a percentage of their budgets. The FY20/21— FY24/25 Information Technology Fund Capital Improvement Program includes a total of five (5) proposed for the 5-year planning period at a total estimated cost of $430,000. These projects relate to Increased hardware/software and facility security, as well as enhance efficiency and transparency measures. A summary spreadsheet that provides a 5-year snapshot of proposed projects, along with estimated costs, and project narratives follows. 326 Project: Adjudication/E-Citation Software (Row 6 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $30,000 -0- -0- -0- -0- $30,000 Submitted By: John Birl<, Chief of Police and Benefit The purpose of this project is to Implement an Adjudication Court / E-Citation software. This software will streamline the process for Adjudication court, writing ordinance tickets and collecting fees for such violations. The one time setup cost is approximately $12,000 with an annual software cost of $18,000.00. After the first year the cost will be transferred as a contractual Item within the IT Budget. The City has been using Adjudication Court since its inception in 2008. The use of adjudication court allows the City as a Home Rule Municipality more flexibility in how they enforce both local and state laws. As staff has seen significant Issues in the way enforcement is being handled through the Circuit Court our local adjudication court has grown significantly and often time become the primary course of action on enforcement. This growth has caused Issues with the labor Involved in the processing of a enforcement action from the start of the process through the end of the process. The current process for local ordinance and/or code violations tickets ismulti-stepped, manual and repetitive. Officers writing local ordinance violations are hand writing these tickets. The ticket is then turned in and entered into our Records Management Software (RMS) by police staff and our Adjudication Court software by finance staff. During and after the adjudication hearing there is additional manual entry done by the finance department into multiple software programs. All of these steps are antiquated and inefficient. All of these steps can be eliminated through a strong adjudication court software program which increases the productivity, performance and revenue of the City. Benefit: Streamline the adjudication court and e-citation process. The below list highlights some of the direct benefits to the using an adjudication/e-citation software • Issue Local Ordinance e-Citations with ease and simplify the day-to-day procedures for officers. Improve accuracy and efficiency with easy to use features and mobile abilities. • Store your municipality's Hearing information in orderto automatically assign and print the violator's Hearing Dates on each citation printed by the officer. 327 • Citation formatting allows for officers to document and capture evidence that appears on the violator's ticket. • Ensure that the violators are given all the required information on how to proceed with theft citation by including customizable instructions on payment and hearing Information. • Improve the functions of Code Officers day to day functions by simplifying the code enforcement process and data integrations. • Auto -population of citations from property Index numbers records to Improve accuracy of the citations, as well as historic record. • Web -based technology Integrates with a variety of software currently used by you municipality in order to successfully streamline your municipalities enforcement processes. • Fully C11S Compliant, Critical Data Security • Increased Revenue Stream Project: Disaster Recover Project (Row 7 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $70,000 -0- -0- -0- -0- $70,000 Submitted By: John Birlc, Chief of Police and Benefit The purpose of this project is to Implement a Disaster Recovery Site /Plan for the City of McHenry. The current disaster recovery process is limited and lacking the necessary hardware and Infrastructure to recover from a major disaster to our municipal building. Currently one of our other City facilities is our disaster recovery site. Our server backups are exported daily over our microwave network. The backups sit "cold" on a Microsoft Hyper-V server, meaning the data is there, but the virtual servers are not active. There are several things that are needed to make this a functioning disaster recovery site. 1) The current backup server room needs to be hardened to restrict access and upgrades to the temperature control system should be completed. 2) Upgrade Internet connection of City SCADA system from coax to 100mb fiber. 3) The IP-Flex PRI phone lines come Into City Hall. A secondary or backup PRI would be recommended for our backup facility. In the event one PRI goes down the other is there as a backup. 4) There is currently no firewall at this backup location. This would be a vital hardware piece in the event a disaster occurred. Without the firewall In place the City's networl<would be susceptible to multiple security vulnerabilities. 5) Redundant backups to secure cloud. Backup data could sit "cold" on cloud servers such as Amazon AWS or ThinkGard. Backing up to the cloud would allow for data to be stored outside of the geographical location of McHenry in the event a disaster took out both City Hall and our secondary location. Benefit: Ensure the City Of McHenry is prepared for unforeseen disaster. The below list highlights some of the direct benefits to have a disaster recover site and plan. Recover applications, data and hardware that are critical to business operations. Continuation of critical business operations and City services in the event of a disaster that prohibits working from City Hall. 0 911 Emergency Services o Police o Public Works o Wastewater o Administration, Finance, HR o Community /Economic Development o Parks &Recreation Project: In -House Camera System Upgrade (Row 8 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $60,000 $20,000 -0- -0- -0- $80,000 Submitted By: John Birl<, Chief of Police Project Purpose, Description and Benefit The purpose of this project is to upgrade/expand our in-house camera system. The City of McHenry currently has 30 cameras on the Milestone in-house camera system at the City Hall municipal building. Adding additional cameras to City Hall, along with a City Wide camera deployment will harden the overall security of all the primary City facilities. This is a 2 phase /two year project to be completed: 329 Phase 1• Upgrade City Hall /Police Department There are currently 30 cameras located at City Hall /Police Department that provide adequate but not complete coverage of the municipal building. There are Important areas inside and outside of the municipal building that are considered blind spots. Three cameras are using older analog technology that is converted to IP in order to operate properly on our in-house system. Several (10) of the older cameras can only provide a 640x480 resolution. With advances in video technologies over the last several years it is more common to see cameras with a higher resolution leading to much clearer, high definition videos. Phase 1 includes replacing old cameras and adding additional cameras to the Municipal Center Complex. Migrating the current cameras (10) from the Rec Center to our current in-house system would eliminate the need for the outdated Network Video Recorder (NVR) at the Rec Center. This would also provide a single management point for in-house videos. Migrate/add cameras to our Public Works facility. Public Worl<s also has a standalone NVR with approximately 8-10 cameras. Adding addition cameras would improve the security footprint of this facility. Adding these cameras to our current Milestone in-house system would provide a single management point. Phase 2• Parks Garaee /Knox Pool /Wastewater Facilities Installing cameras at both our Parks Garage and Wastewater facilities. There is currently no security surveillance system In place at the Parks Garage facility or Knox Pool. The Wastewater plant has a small wireless camera system that can only be monitored from their facility. Adding security cameras to these locations would harden building security, with one central management point. Benefit: Increase overall security footprint for City Of McHenry primary locations. The below list highlights some of the direct benefits to security surveillance systems: • Harden building security -Protect City staff and facilities o Deter crime • Allow Dispatch to monitor activity at remote locations • Allow remote viewing access to all facilities during a critical incident • Centralized management of in-house camera system o Staff that needs access to cameras will be setup to view only the necessary cameras • Increase building security and safety at all main City of McHenry facilities. o Public Works o Parks Garage o Rec Center o Wastewater Project: Council Chamber Digital Wired Video System Conference System (Row 9 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $130,000 -0- -0- -0- -0- $130,000 Submitted By: John Birk, Chief of Police and Benefit The purpose of this project is to upgrade the City Council Chambers with a modern Digital Wired Video Conferencing System. Currentlythe Council Chamber is utilized for numerous public meetings and hearings Including; Council Meetings, Committee Meetings, Commission Hearings/Meetings and Adjudication Court. The Council Chamber does not have a platform to manage all of these meetings in a universalfashlon, By Installing a Conferencing Solution specific to the needs of the chambers we can meet the growing technological demands with improvements including; controlled speech reinforcement, electronicvoting, automaticvideotracking,digital recording, electronic agenda /document access, Integrated presentation components and more. Benefit: Having a universal platform to manage all the required tasks of these public meetings (recordings, voting, note taking, court call, adjudication call and dispositions, etc.) will stream inline the City's processes, provide better accuracy and Increased transparency. Additional technical benefits include: o Combining the traditional features of a conference system with a high resolution monitor, all in one o Complete all -in -one integration of meeting presentations capabilities, and a superb HD paperless experience for Its users. o Microphone, 2 headphone inserts, Electronic voting, Interpretation o Nameplate slot on the back of the unit 0 8 megapixels onboard camera for video capture o Document annotation with screen sharing 331 Project: Access Control Replacement/Upgrade (Row 10 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Sss,aoo -o- -o- -o- � -o- Sss,000 Submitted By: John Birk, Chief of Police and Benefit The purpose of this project is to replace/upgrade/expand our current door access control system. Physical access control plays a crucial role in protecting our facilities. Access can be restricted to time -of -day, day -of -week, holiday or other schedules providing additional protection. From controlling entry to recording personnel passage, a properly designed and installed physical access control system delivers accountability to your business. The City of McHenry currently has a physical access control system Installed at City Hatl and the Rec Center. The current physical access control system is running an outdated version of the Keri Doors.NET software on a server operating system that will be end of life January 2020. In a recent security audit the concern was raised about our current ID Cards and Door Fobs being cloned. Replacing the physical access system will give us upgraded door controllers and readers. Replacing &expanding the current system at City Hall and the Rec Center along with new controllers at Public Works would be phase 1 ofthis project. Phase 2 would include adding controllers to locations within our Parks Garage, City Pool, Wastewater Facilities and remote well locations. Phase 1: Upgrade/expand current physical security access system. Currently there are 33 doors between City Hall and Rec Center. Replacement would include door controllers and readers. Most if not all wiring could be reused, Additional door controllers to accommodate for 5 additional doors as part of the Police Department remodel occurring on the 2°d floor. Additional readers) throughout City Hall (Council Chambers, IT manager office, etc.). New controllers and readers for Public Works. Phase 2: Installing new/additional controllers, readers and wiring at the Rec Center, Parl<s Garage, City Pool, Wastewater facilities and remote well locations, Benefit: Building hardening for government facilities is of the highest level of importance. The infrastructure and resources provided by the City to the community are at constant risk of attack and all safety measure must be taken to ensure that the City is capable of not just securing their assets but providing for continuity of operations in a time of crisis. 332 Replacing the door access control system will bring our environment up to date with the latest Industry formats and standards. Ensuring the ID/Fobs are not cloneable will enhance security for the City Of McHenry. The current software does not allow Active Directory (AD) integration. Active Directory integration would give employees added to a specific access group the appropriate door access permissions. This would also be a benefit when an employee stops working for the City. Once there AD account is disabled there door access is also disabled. Currently each employee has to be setup/disabled manually in the I<eri software. Our current system does not allow for an employee to be part of more than one access group. This will be necessary when implementing physical security access at our other facilities. Holiday scheduling is Important at our Rec Center. Their front door is controlled by our physical security access system. A schedule is set to automatically unlock/lock the front door at open and close of business. On holidays these times change and require a Rec Center employee to notify IT to change the door hours to reflect their holiday hours. There is no ability to schedule holidays in advance. An IT support ticket has to be submitted. IT cannot change the scheduled time more than 6 days in advance and must change it back the day after the holiday. The below list highlights some of the direct benefits to the use of physical security access: • Building security -protects City Of McHenry facilities. • Door access rights are assigned to groups granting employees access to only the doors/areas they need access to. • A record is kept on the physical security access system that keeps track of which doors are being access by which employee. • Increase building security at all City of McHenry facilities. o Public Works o Parks Garage o Wastewater o Off -site City property (water treatment and pump stations) • Integration with Active Directory for streamline user management and deployment • Holiday schedule allows for doors to be pre-programmed based on yearly holiday hours. 333 DEVELOPER DONATIONS FUND CIP PROJECTS Projects Identified in the Developer Donations Fund Capital Improvement Program are related to the development of new public parks or park amenities, Where possible, parks maintenance projects are included in the Parl<s category of the General Fund CIP. The FY20/21—FY24/25 Developer Donations Fund Capital Improvement Program Includes a total of four (4) projects proposed for the 5-year planning period at a total estimated cost of $8,970,000. Four (4) projects are proposed for funding in FY20/21 at a total estimated cost of $345,000. The current Developer Donations Fund Balance is $960,672, which would be reduced to $615,672 with the implementation of the proposed projects. A summary spreadsheet that provides a 5-year snapshot of proposed projects, along with estimated costs, and project narratives follows. 334 Project: Knox Parl</Merkel Aquatic Center Improvements (Row 6 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $125,000 $745,000 $190,000 $250,000 $500,000 $1,810,000 Submitted By: Bill Hobson, Parl<s &Recreation D)rector Project Purpose, Description and Benefit Knox Park has become a campus with multiple activities and park amenities that cover a large age range. City Hall, the Recreation Center, the Merkel Aquatic Center and the Ryan Buss Skate Zone are the central city facilities that are in or next to the park. The park also houses the primary city softball fields, the city's lighted tennis courts, a full size soccer field and a paved path that ties it all together. The possibilities to continue to improve the park are endless but a plan for future amenities are listed below. Project Priority Year Budgeted Amount Fund for Development of Natural Park B FY20/21 $100,000 PDD Skate Park Concrete Ramp B FY20/21 $25,000 PDD Addition Spray Pad Are Installation B FY21/22 $500,000 PDD Pavilion Adjacent to Pool B FY21/22 $25,000 PDD Renovation and Replacement of B FY21/22 $220,000 GF Concrete Pool Deck Pool Heater B FY22/23 $40,000 GF Development of Bike Pari< C FY22/23 $150,000 PDD Barn Renovation C FY22/23 $250,000 PDD Field Reconfiguration C FY23/24 $500,000 PDD 335 Project: Petersen Parl< Improvements (Row 7 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $40,000 $200,000 $125,000 $50,000 $6,600,000 $7,015,000 Submitted By: 6111 Hobson, Parl<s &Recreation Director Project Purpose, Description and Benefit There are a number of improvements at Petersen Park that we would like to accomplish over the next few years. The park is our premiere athletic complex as well as the grounds for our larger festivals such Fiesta Days and Blues, Brews and BBQ s. The beach area is an attraction for many of our residents and a highlight of our parks system. Below is a list of the potential projects. Project Priority Year Budgeted for Amount Fund Inflatable Course Add -on B FY20/21 $15,000 PDD Replacement of Right Field netting B FY20/21 $25,000 GF Petersen Park Parking Lot Lighting B FY21/22 $50,000 PDD Storage Building Expansion at Beach B FY 21/22 $50,000 PDD Walking Paths throughout Park B FY 21/22 $100,000 PDD Fencing replacement field #5 B FY22/23 $25,000 GF Development of field #6 B FY22/23 $100,000 PDD Extend Water line to bathrooms B FY23/24 $25,000 PDD Electrical Panel Upgrades at Beach B FY23/24 $25,000 GF Stage Upgrades C FY24/25 $100,000 PDD Field House D FY24/25 $2,000,000 PDD Farm Field Complex Development D FY24/25 $4,500,000 PDD 336 Project: Petersen Farm Improvements (Row 8 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $15,000 $100,000 $100,000 $50,000 $25,000 $290,000 Submitted By: Bill Hobson, Parks &Recreation Director and Benefit As a significant historical asset to both our community and the region, maintenance and restoration of the Petersen Farm must remain a constant focus of the city's resources. The proposed amounts Include work to weatherproof the barn and sllos's Interior from the elements as well as painting/sealing. Substantial renovations to the horse barn and the farmhouse and the repair or removal of other structures on the site. Recently, a Petersen Farm Foundation was established to help facilitate uses of the farm and to assist in fundraising for any Improvements to the farm. Project Priority Main House Architectural Analysis C Main house restoration —exterior C Main house restoration -interior C Walking Paths B Archery Range . C Year Budgeted for Amount FY20/21 $15,000 FY21/22 $100,000 FY22/23 $100,000 FY23/24 $50,000 FY24/25 $25,000 337 Project: Veterans Memorial Park (Row 9 of spreadsheet) Funding Request: FY20/21 I FY21/22 FY22/23 FY23/24 FY24/25 Total $190 000 1 -0- 0- -0- -0- $190,000 Submitted By: BIII Hobson, Parl<s &Recreation Director Project Purpose, - WashroomThe Veteran's Memorial Park •vation was completed this year. The park Is one • popular .Ariviie a f2cellft til.. of revitalized downtown. • park have significant cracks In them i are Ill il. will be replaced. location.. •nal Ice rink In the winter time. This could be a synthetic ice surface to extend the skating season. r?� . ®Year rBudgeted Replacement. Picnic Shelter Park Entrance Wall ReAesign and Build Ell 338 RECREATION CENTER FUND CIP PROJECTS Projects identified in the Recreation Center Fund Capital Improvement Program are related to Improvements to, or the expansion of, the McHenry Recreation Center. The FY20/21— FY24/25 Recreation Center Fund Capital Improvement Program includes a single project within the 5-year planning period. This relates to the expansion of the Recreation Center and development of a family aquatic facility. This could only occur with alternative funding through developer donations or via a referendum. A summary spreadsheet that provides a 5-year snapshot of proposed projects, along with estimated costs, and project narratives follows. 339 Project: McHenry Recreation/Aquatic Center (Row 6 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- $25,000,000 -0- $5,000,000 $25,000,000 Submitted By: Bill Hobson, Parks &Recreation Director on and Benefit The McHenry Recreation Center is approximately 18,500 square feet, Including a large fitness center, community room, dance/group exercise rooms, locker rooms and staff offices. Future phases of the project are master planned to include an Indoor aquatic facility, a two court gymnasium and walking track and finally an outdoor aquatic center. Thls request serves as a "placeholder" for this project with the assumption that Council may choose, at a later date, to move on this project. This project is Identified as a placeholder should funding become available or should Council choose to move to referendum at some future date. 340 TOURISM FUND CIP PROJECTS Projects identified in the Tourism Fund Capital Improvement Program are for capital improvement projects in excess of $10,000 related to attracting visitors to the community. Revenue in the fund is derived from a 5%occupancy tax on hotel/motel stays In McHenry. The FY20/21 — FY24/25 Tourism Fund Capital Improvement Program Includes a single recommended project category, City Gateway Signage Replacement, at this time with a total estimated cost of $125,000 over the 5-year planning period. The Tourism fund Balance is currently $272,609. As a reminder, approximately $70,000 per year for five (5) years, beginning in FY20/21, will be used from the Tourism Fund to pay the Installment purchase contract for the lots. However, expenditure is reflected in the Tourism Fund Annual Budget and not as part of this CIP request. A summary spreadsheet that provides a 5-year snapshot of proposed projects, along with estimated costs, and project narratives follows. KLfI Project: City Gateway Signage (Row 6 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 Submitted By: Derik Morefield, City Administrator and Benefit The City's existing decorative entryway signs are more than 15 years old are showing significant signs of wear and, in fact in some cases, additional maintenance on these are not possible. The purpose of this project request is to replace these signs —currently located on east and west Route 120 and north and south Route 31 —with newer, larger and more decorative signs. Additionally, a new sign is proposed for the Municipal Center, possibly to mirror the digital sign at Whispering Oaks Park to include a digital message board During FY16/17 the City was able to obtain funding for the Installation of the first of these signs for east Route 120 through a Developer Contribution as part of the new Ricky Rocket, now Thornton's, projects. In addition to these signs, a new community information sign at the Municipal Center is proposed for FY20/21 through FY23/24 of the Tourism fund CIP. 342 WATER &SEWER FUND CIP PROJECTS The Water &Sewer Fund is an enterprise fund —that is, a business -type fund utilized to account for operations and activities that are financed and operated in a manner similar to a private business enterprise, and where the cost of providing goods and services to the general public on a continuing basis is expected to be recovered through user charges and fees. This Includes both operating and capital Improvement costs related to the maintenance and operation of the water and sewer utility systems, Operating costs ofthe water and sewersystem are evaluated annually as part of the budget process and the City has committed to adjusting water and sewer rates according to operational needs. In regards to funding water and sewer capital projects, the City currently has adopted a flat $2 water and $4 sewer base fee per user, per billing period (every 2 months). Revenues derived from these base fees are used to fund water and sewer capital projects to the existing utility systems as identified in the capital improvement program. Projects Identified in the Water &Sewer Fund CIP are related to water and sewer utility replacement or maintenance capital projects. The FY20/21— FY24/25 Water &Sewer Fund Capital Improvement Program includes a total of twenty-nine (29) projects proposed for the 5-year planning period at a total estimated cost of $12,963,500. Of these totals there are seventeen (17) Water, Sewer and Utility projects totaling $1,299,500. The current Water &Sewer Fund Balance is $997,169 meaning that there are not sufficient funds to implement all projects. The City Council and Staff need to evaluate the total of projects within the 5-year planning period, as well as outstanding projects within the 10-year planning window, to determine if sufficient revenues are being generated by the water and sewer base fees to fund Identified projects. It may be that these need to be adjusted over time to fund projects. A summary spreadsheet that provides a 5-year snapshot of proposed projects, along with estimated costs, and project narratives follows. Where possible, projects have been Identified out to a 10-year planning period. 343 WATER PROJECTS Project: Water Meters New Construction and Replacement (Row 6 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23. FY23/24 FY24/25 Total $50,000 $51,500 $53,000 $54,500 $56,000 $265,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $50,000 $51,500 $53,000 $54,500 $56,000 $265,000 Fund Submitted By: Troy Strange, Public Worl<s Directors and Benefit The purpose of this project is for the installation of water meters for new construction and replacement of existing water meters due to failure. As of November 2019 the Water Division has completed amulti-year meter replacement program. This program was completed to replace obsolete metering equipment with modern metering equipment currently being utilized in the rest of the system. This capital item will support new development and will allow staff to complete necessary replacements due to failure of existing meters. 344 Project: Water Tower Maintenance &Repair (Row 7 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $55,000 $425,000 -0- -0- -0- $480,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer Fund $55,000 $425,000 -0- -0- -0- $480,000 Submitted By: Troy Strange, Public Works Director and Benefit The purpose of the project is to prepare engineering plans and specifications for a contractor to perform a corrosion Inspection (FY20/21) and then the completion of preventative maintenance of Water Tower #4. The.scope of the work will Involve a corrosion inspection of the tank by a NACE certified consultant followed by a sandblast and re -painting of the 1,000,000 gallon elevated tank (FY21/22). Water Tower #4 was built in 2006 and in 2013 the exterior needed to be "touched up" due to areas of delaminating top coat. This has and will continue until a fdll repainting process. It is of upmost importance that the coating (paint) system be maintained to prevent deterioration of the steel structure. The Inspection report from August 2014 concluded the following; the overall exterior condition was acceptable but there was continued delaminating ofthe top coat which is clearly visible. The dry interior above the first floor deck was in fair condition, with signs of rusting and the wet Interior was in good condition. Staff recommends in FY20/21 select a consultant to perform a scope of services which will Include design and bidding services for the Inspection and repainting of the structure. It can be anticipated that a water tower which has been properly coated can last 20-25 years between coatings. Due to the premature coating failures which are currently visible, staff is recommending repainting of Tower #4 in FY21/22. If funding is not available in FY21/22 it is recommended the setting aside of funds annually until the funding level for the project Is reached. Completion of this capital project will enable the City to potentially extend the useful service life of the elevated tank to 100+ years. The replacement value of this structure is $2.5M. Without the regular maintenance and re -painting schedule, the useful life of the structure will be significantly reduced. 345 Project: Well #8 Raw Water Line Rehabilitation (Row 8 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $300,000 -0- -0- -0- -0- $300,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $300,000 -0- -0- -0- -0- $300,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is to rehabilitate the existing ductile Iron raw water line from Well#8 to Water Treatment Plant #3. The scope of the work will be for a single general contractor to provide all of the labor and material to install a cured in place liner in the raw water line. This will include excavation, traffic control, the liner and restoration. Well #8 is one of two wells which supply raw water to Water Treatment Plant #3, located at 105 S. Crystal Lake Road, near the Malibu "Tot Lot". The well was drilled and raw water piping installed to WTP#3 in 1985. During the past decade the raw water line has experienced several leaks. A galvanized nipple and a galvanized plug have been replaced on the pitless adaptor at the well. In the past staff utilized a representative from the Ductile Iron Pipe Research Association, or DIPRA to investigate the course of the deterioration which was inconclusive. Staff have evaluated alternatives for rehabilitation of the Tine and recommend cured in place lining. This process Involves the insertions of a fibrous liner which is cured with hot water that expands to conform to the "host" pipe. The material is National Sanitation Foundation (NSF) approved and yields sufficient structural strength to withstand system pressures. The project was bid out last year with bids ranging from $222,000 to $289,000. Staff have estimated the cost to remove and replace the raw water line at $348,000. Staff recommends the more economical and less disruptive lining method. Completion of this capital project will protect the continuous operation of Well #8 and will protect the City water supply which is disrupted whenever a leak needs to be repaired on the water line. KLfi Project: SCADA Server Upgrade (Row 9 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $40,000 -0- -0- -0- -0- $40,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $40,000 -0- -0- -0- -0- $40,000 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this project is to upgrade the Supervisory Control And Data Acquisition (SCADA) system hardware and software for the City water system. The last upgrade to SCADA was the server in 2009. SCADA is responsible for monitoringthe current state of water production operations; it allows for the viewing of security status, water tower levels, and pumping flow rates, alarm status and acknowledgement of alarm call -outs, on/off status of water plants, etc. SCADA is also responsible for the storage of daily and statistical data. This is accomplished through radio transmissions with programmable logic computers (PLC) at all facilities in the water system. Upgrading hardware and updating software will provide the best protection against system outages, cyber-attacks, and communication failures which can strain the operations of the system. A major emphasis on cyber security should be considered as part of the upgrade. The unpredictable and Inevitable failure of existing equipment requires the system to be regularly upgraded to prevent loss. Staff recommends the completion of SCADA upgrades in FY20/21. This capital Item will replace antiquated hardware and software which cannot be kept In service indefinitely, increase security, provide better data collection, and allow for better monitoring of the performance of the City water system. 347 Project: Water Treatment Plant #4 Maintenance (Row 10 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $27,000 $14,000 -0- -0- -0- $41,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $27,000 $14,000 -0- -0- -0- $41,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is to perform upgrades in two phases to the control panel in Water Treatment Plant #4. Upon staff analysis and recommendation from control support engineers, it has been decided that a two phased approach to upgrading the control panel is an effective path to fully upgrading the control panel. This will allow for the newest Programmable Logic Controller (PLC) to be implemented while utilizing the majority of other components until the panel can be fully upgraded. By upgrading the control panel promptly the City can avoid a major control failure before the current PLCs are antiquated and not available for replacement. Project: WeII Inspection/Maintenance &Repair (Row 11 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $35,000 $36,000 $37,000 $38,000 $39,000 $185,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer Fund $35,000 $36,000 $37,000 $38,000 $39,000 $185,000 Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is perform annual well Inspection for all wells in the water production system. In 2005 the City began a yearly testing and Inspection program of each City well. The program was initiated to aid in Identifying wells which were in need of pumping equipment or well repair. The tests performed identify the original specific capacity (well production) to current specific capacities, and identifythe wells to be targeted for rehabilitation. Other electrical tests are performed to anticipate motor failures, and allow for "scheduled" shut downs of these wells. A process known as high rate Injection or (Hy -RIP) has been used to rehabilitate the wells 2, 3, 5, 6, 8, 9. This process injects high rates of National Sanitation Foundation (NSF) approved chemicals into the well, removing any mineral and biological buildup which supports additional water production in the well. This capital Item will allowthe Cityto identify wells which are experiencing performance losses and rehabilitate them to protect their production and the overall City water supply. 349 Project: Well Rehabilitation -Well #2 (Row 12 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $7,500 -0- $7,500 -0- $7,500 $22,500 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $7,500 -0- $7,500 -0- $7,500 $22,500 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this project is to rehabilitate Well #2 through a CO2 Injection process. Well 2 serves Water Treatment Plant#1 located on Green St. This well has Iron bacteria which has proven to be aggressive and has the ability to reproduce quickly causing performance related issues. Well#2 is being evaluated annually for decreased performance due to iron bacteria growth. Although the iron bacteria is not harmful for consumption it reduces efficiency of pumping equipment and is the primary reason for loss of performance and pump failure. Staff has chosen a CO2 Injection process as a viable alternative to the Hy -Rip process for reduction of Iron bacteria levels in the well. Utilization ofthis treatment technique on a bi-annual basis will be more cost effective to keep the iron levels down in the well and maintain well performance. The iron bacteria realistically cannot be eliminated but can be managed through bi-annual CO2 treatments. Project: Water Division —Motor Pool Replacement (Row 13 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $30,000 $25,000 $35,000 $35,000 $125,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer Fund _0- $30,000 $25,000 $35,000 $35,000 $125,000 Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this request is for the replacement of Water Division motor pool vehicles. This capital equipment item will allow for the performance of critical Water Division maintenance and operations tasks. Vehicles proposed for replacement throughout the 5-year CIP planning period are as follows: FY20/21—None FY21/22 — 2009 Dodge Durango (Water Superintendent) FY22/23 — 2010 Chrysler/Dodge Caravan (Operator Vehicle) FY23/24 — 2011 Ford Transit Connect (Meter Van #12) FY24/25-2014 Dodge 1500 Crew Cab (Locate Vehicle) 351 Project: Well Rehabllitation -Well #7 (Row 14 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $50,000 -0- -0- -0- $50,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0- $50,000 -0- -0- -0- $50,000 Fund Submitted By: Troy Strange, Public Worl<s Director Project Purpose, Description and Benefit The purpose of this project is to restore performance of Well #7 in order maintain the wells peak performance. In years past the City has rehabilitated wells 2, 3, 5, 6, 8, 9 with success. A yearly testing and inspection program of each City well is the most effective way to determine if a well is a candidate for rehabilitation. The tests performed outline the original and current specific capacity (well production). Other electrical tests are performed in an effort to anticipate motor faflures, and enable "scheduled" shut downs for these wells. One key piece of rehabilitation is video recording down the well casing before and after treatments to visually Identify any possible deterioration of the steel casing and pinpoint possible areas which may need attention. Well #7 is Identified for rehabilitation as this location is yet to be rehabilitated and there has been a drop in production at this well over Its service life. Rehabllitation of this well will allow the City to operate its water system at peak efficiency, reducing water quality concerns and unanticipated failures. Providing safe water quality for the public's consumption, general use and needed fire protection is the Water Division's primary responsibility. 352 Project: Update Master Utility Plan (Row 15 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- $50,000 -0- -0- $50,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0- -0- $50,000 -0- -0- $50,000 Fund Submitted By: Troy Strange, Public Works Director � Project Purpose, Description and Benefit The purpose of the project is to update the Master Utility Plan for Water, Wastewater and Stormwater. Completion of this project will Involve hiring a consultant to review the existing Master Plan and Water/Sewer Model Report, provide a comprehensive sewer and water analysis and develop a short, medium and long range plan for Infrastructure rehabilitation and expansion projects based on the latest population projections. A comprehensive Master Utility Plan for Water, Wastewater, and Storm Water was completed in 1966,1989 and updated in 1994. In 2007 a Water/Sewer Model Report was completed which considered existing distribution and collection system needs coupled with future development, within the Facility Planning Area (FPA) boundary. The completion of this capital project will allow for the creation of single comprehensive document to be used for planning and decision making with regard to the City's water resources. By consolidating all of the Information together in one updated Master Utility Plan, the City would be able to prioritize future projects and objectives in current and future time tables. 353 Project: SCADA Radio Communication Upgrade (Row 16 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- $45,000 -0- -0- $45,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0_ _0- $45,000 -0- -0- $45,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is to upgrade the Supervisory Control And Data Acquisition (SCADA) Radio Communication system hardware. SCADA is responsible for monitoringthe current state of water production operations; It allows for the viewing of security status, water tower levels, and pumping flow rates, alarm status and acknowledgement of alarm call -outs, on/off status of water plants, etc. SCADA is also responsible for the storage of daily and statistical data. This all is accomplished through radio transmissions with programmable logic computers (PLC) at all facilities in the water system. The radio hardware is original equipment that was installed back in 2004 when the City had SCADA designed and constructed. Now 16 years old the equipment although functioning is obsolete. Due to the complexity of the communication system individual radio replacement is not possible. There are currently 11 sites with radio communication. This capital item will replace antiquated hardware which cannot be Kept in service indefinitely, by upgrading current radio hardware before failure occur, will help ensure communication within the City water system. Upgrading will also allow for a phased in approach to replacing aging PLC hardware giving more flexibility in future years to come. 354 Project: Well Rehabilitation Program (Row 17 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- $50,000 -0- $50,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/sewer Fund _0- -0- -0- $50,000 -0- $50,000 submitted By: Troy Strange, Public Works Director and Benefit The purpose of this protect is to identify and prioritize future wells for maintenance and complete rehabilitation treatments to maintain a well's peak performance. In years past the City has rehabilitated wells 2, 3, 5, 6, 8, 9 with success. Specific wells will need to be identify in futures depending on a wells performance. This program is needed to secure funds for future well rehabilitation, keeping in mind that a specific well will need to be identified as a candidate for rehab. In FY23/24 Well#10 will be a possible candidate. Although It has never been rehabilitated, the well has had pumping equipment failures and signs of corrosion due to aggressive water prior to treatment. A yearly testing and Inspection program of each City well is the most effective way to determine if a well is a candidate for rehabilitation. The tests performed outline the original and current specific capacity (well production). Other electrical tests are performed in an effort to anticipate motor failures, and enable "scheduled" shut downs for these wells. One key piece of rehabilitation is video recording down the well casing before and after treatments to visually identify any possible deterioration of the steel casing and pinpoint possible areas which may need attention. Rehabilitation of the City's wells will allow the City to operate Its water system at peak efficiency, reducing water quality concerns and unanticipated failures. Providing safe water quality for the public's consumption, general use and needed fire protection is the Water Division's primary responsibility. 355 Project: WTP #2 MCC Replacement and Relocation (Row 18 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- $10,000 $75,000 $85,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0_ -0- -0- $10,000 $75,000 $85,000 Fund Submitted ey: Troy Strange, Public Works Director and Benefit The purpose of this project is to replace and relocate the Motor Control Center (MCC) at Water Treatment Plant #2. In 2008, the City replaced the aging and antiquated MCC at WTP #2. The MCC was replaced in its original location in the piping room. The piping room is also where chemical injection takes place, the most critical of which is chlorine injection. Approximately 5 years ago, a major leak occurred in this room and as a result, chemical feed equipment mixed with water and chlorine gas at high concentrations was sprayed on the MCC panel. Chlorine is highly corrosive at the levels needed for proper chlorine residuals to be achieved. Corrosion of many components occurred and has led to early deterioration of wiring connections and other Internal pieces of these components. In 2019 one phase of a transformer feeding many other control circuits critical to the treatment process was lost. The costs provided to replace the transformer In its original location within the MCC were substantially higher than installing a standalone transformer. Staff projects more issues of this nature due to known corrosion within the existing MCC. Relocating the MCC from Its current location to an adjacent room where ft is provided more protection from water and chemical feed equipment will provide the best protection and reduce the likelihood of recurrence. 356 WATER CIP: Years 6-10 Project Narratives Project: Water Tower Maintenance &Repair (Tower #1-Sioux Lane) Funding Request: FY25/Z6 FY26/27 FY27/28 FY28/29 FY29/30 Total $400,000 -0- -0- -0- -0- $400,000 Submitted ey: Troy Strange, Public Works Director on and Benefit The purpose of this project is for the painting and repair of Water Tower #2 located at Sioux Lane. Water Towers #1, #2, #3, #4 were comprehensively inspected between April 2013 and August 2014. The inspections included Remote Operated Vehicles (ROV) in the "wet" interior; videos of the inspections are on file. A 20 year life expectancy for tower coatings is an industry standard. Tower #1 was built in 1960; in 2002 the tower was sandblasted and completely repainted. In August 2014 a comprehensive inspection revealed the coatings to be in good condition at the 12 year point, A subsequent inspection in 2020 will be completed to assess the coating conditions and time line for repainting. The tank coatings will be 22 years old in FY24/25, reflected above. Completion of this capital project will maintain the current facility and ensure that the facility can serve out its maximum potential service life. 357 Project: Water Tower Maintenance &Repair (Tower 2 —Albany St) Funding Request: FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total -0- -0- -0- -0- $500,000 $500,000 Submitted By: Troy Strange, Public Wori<s Director and Benefit The purpose of this project is for the painting and repair of Water Tower #2 located at Albany Street. Water Towers #1, #2, #3, #4 were comprehensively inspected between April 2013 and August 2014. The inspections included Remote Operated Vehicles (ROV) in the "wet" interior; videos of the inspections are on file. A 20 year life expectancy for tower coatings is an industry standard. Tower #2 was constructed in 1985; a complete repainting was completed in 2008. The inspection completed in 2014 concluded that the tank was In good condition overall. Another Inspection will be completed in 2020. Tower #2 should again be evaluated and considered for repainting in FY29/30, at which time the coating system will be 22 years old. Completion of this capital project will maintain the current facility and ensure that the facility can serve out Its maximum potential service life. 358 Project: Water Treatment Plant #3 Rehabilitation Funding Request: FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total -0- -0- $50,000 $2,500,000 -0- $2,550,000 Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this project request is for engineering and construction costs for the rehabilitation of Water Treatment Plant #3 located on Crystal Lake Road. Water Treatment Plant #3 was constructed in 1986. This plant treats raw water from Well #7& Well #8. The filter media was replaced in 2000. A major overhaul of the filter is projected within the next 10 years. At that time the treatment facility should be evaluated to aid in the decision to overhaul or replace the filter. The City has rehabilitated two treatment facilities; Plant #1 in 2005 and Plant #2 in 2012. Both plants currently utilize "gravity" filtration. This form of filtration has proven to Increase filter run times and water quality. Looking forward, an in depth assessment will be need to determine the course of action. Staff recommends assessment and design of "WTP#3 Rehab" in FY25/26. Completion of this capital Item will ensure the serviceability of the plant for the duration of its service life. 359 Project: Water Treatment #5 Development (Legend Lakes) Funding Request: FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total -0- -0- -0- -0- $4,100,000 $4,100,000 Submitted By: Troy Strange, Public Worlcs Director and Benefit The purpose of this project is for the development of Water Treatment Plant #5 at a location on the west end of town near Legend Lakes. In the late 2000's Smith Engineering developed plans and specifications for the construction of a new water treatment facility for Well #12 and Well #13, approximately 1,400 lineal feet of new finished water piping from the new facility to Farmstead Drive, and selection of submersible -type well pump and controls for Well #13. The new facility was designed to remove barium and radium from the raw water of Well #13 and iron from the raw water of Well #12. The future treatment facflity will utilize Ion exchange to treat/remove the barfum and radium from the 1,200 gpm from Well #13 and aeration/filtration to treat/remove iron from the 500 gpm from Well #12. The future treatment facility will be housed in a new building which will architecturally resemble the fire house that was constructed to the east and Include necessary equipment and facilities to support water production operations. Expansion of the City's water system, as in the past, will be driven by current and future development. It is recommended that new estimates of construction costs be obtained at least two years prior to actual construction. Completion of this capital item will allow future water supply demands to be met for both near term and longterm population projections. 360 Project: Water Treatment Plant #6 Development (Adams Industrial Parl<) Funding Request; FY25/26 FY26/27 FY27/ZII FY28/29 FY29/30 Total -0- -0- -0- $25,000 $2,700,000 $2,725,000 Submitted By; Troy Strange, Public Worl<s Director and Benefit The purpose of this project Is for the development of Water Treatment Plant #6 at a location east of the Fox River near Adams Industrial Park. In the early 2000's Baxter &Woodman, Inc. developed plans and specifications for the construction of a new water treatment facility located on the east side of the City. This treatment facility will be capable of treating a total of 1000 gpm, supplied from two 500 gpm shallow wells, Well #11 located at the Water Tower #3 site, and a future well. The need for the expansion was projected in the 1994 Update to the Utility Master plan. Subsequently in a letter from the City to Baxter & Woodman dated May 4, 2005, the City terminated the agreement with Baxter &Woodman. The reason far terminating the agreement was that at the time the water system demonstrated a greater demand on the west side of the City, as that was the area of greatest development. WTP #6 plans and specifications were never finalized. Due to more modest projections of near term future development the construction of an eastern water plant has become more viable. This option for a plant location has potential benefits to the redundancy of the water system because currently the only water source to the City service area east of the river is a single water main crossing of the Fox River. Completion ofthis capital Item will allow near future water supply demands to be met and will provide additional system redundancy for the service area east of the Fox River. 361 Project: Well #14 (Liberty Trails) &Raw Water Line to Plant ##6 (Adams Industrial Parl<) Funding Request: FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total -0- -0- -0- -0- $950,000 $950,000 Submitted By: Troy Strange, Public Worl<s Director Project Purpose, Description and Benefit The purpose of this project is the development of Weli #14 at a location near Liberty Trails Subdivision and a raw water line to the future location of Water Treatment Plant #6. The City conducted a test well program in the fall of 1997 which was concluded in the spring of 1998. One site was identified as being capable of 455 gpm production. The site at that time was Known as the Diedrich Property, now known as the Liberty Trails Subdivision. Contingent upon the construction of WTP #6, a raw water line will need to be installed from Liberty Trails to the treatment plant site located in Adams Commercial Center, Water Tower #3, and Well #11 sites. This project will need to be reevaluated and estimated costs re -developed due to the age of the previously completed preliminary engineering work, Completion of this capital item will be necessary for the future development of Water Treatment Plant #6 and can be completed in coordination with this Plant Construction. 362 SEWER PROJECTS Project: Millstream Lift Station Rehabilitation &Sewer Main Relocation (Row 24 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $100,000 -0- -0- -0- -0- $100,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $100,000 -0- -0- -0- -0- $100,000 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this project Is to repair an aged clay pipe which is currently back -pitched and to realign the pipe such that the existing seawall in the vicinity ofthe Riverwalk can be repaired. The funding request is for surveying and engineering to be completed this year with the Intent of constructing the sewer later in the fiscal year. The total project scope will consist of 300 LF of sewer main realignment along with the addition of two manholes. Easement research and acquisition will also need to the necessary. Completion ofthis capital project will allowfor the completion of a seawall repair in the vicinity of the Riverwalk and will preserve the Water and Sewer Fund balance until such time that the $2,000,000 Millstream/Freund Lift station consolidation project needs to be completed. 363 Project: Sewer Division -Motor Pool (Replacement) (Row 25 of spreadsheet) Funding Request: FY20/21 FY21/22 FY23/24 FY22/23 FY24/25 Total $110,000 $15,000 $10,000 $45,000 -0- $180,000 Funding Source(s): FY20/21 FY21/22 FY23/24 FY22/23 FY24/25 Total Water/Sewer $110,000 $15,000 $10,000 $45,000 -0- $180,000 Fund Submitted By: Troy Strange, Public Works Director Project Purpose, Description and Benefit The purpose of this project request is for the replacement of Sewer Division motor pool vehicles. Proposed for FY 20/21 is the replacement of pickup truck #623 a 2006 Ford F250 with a snowplow, toolbox and lift gate. The replacement cost for this vehicle is $65,000. Also proposed for FY 20/21 is the replacement of pickup truck #625 a 2007 Dodge Dakota. The replacement cost of this vehicle is $45,000. This capital equipment item will allow for the performance of critical Wastewater Division operation and maintenance tasks. Future small vehicle replacement needs will include: FY 21/22 -Replace #622 John Deere Gator FY 22/23 -Replace #650 safety trailer FY 23/24 -Replace #620 2014 Dodge Ram 364 Project: Replace Heated Floor in Step Screen Building (Row 26 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $60,000 -0- -0- -0- -0- $60,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $60,000 -0- -0- -0- -0- $60,000 Fund Submitted By: Troy Strange, Public Wori<s Director and Benefit The purpose of this project is to replace the radiant floor heating system in the step screen building. The heating system was Installed In 2011 when the step screen building was constructed. Due to the possibility of flammable gases In the building the heating system must be explosion proof. At the present time the furnace and heat exchanger have failed and there are several leaks in the piping. The current set-up with in floor piping will be replaced with a mare cost effective system which is also easier to maintain. There are several options for explosion proof heating systems under consideration. The capital project will allow the building to be properly heated in order prevent several components of the wash water system from freezing and failing at great repair cost to the City and risk to the operations of the plant. 355 Project: Lift Station Upgrades (Row 27 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $25,000 $25,000 $30,000 0- 0- $80,000 Funding Source(s): FY20/21 FY21/22 I FY22/23 J FY23/24 FY24/25 Total Water/Sewer $25,000 $25,000 $30,000 -0- -0. $80,000 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this project is to update the controls and pumps for several lift stations. This project can be funded as one project or split into three smaller projects, This project will require updating the control systems for the Lift Stations at Boone Lagoon, Diamond and South Riverside and upgrading the pumps at the Diamond Lift Station. This capital project will result in reduced call -outs to these lift station and will reduce the risk of a sanitary sewer back up occurring due to a failure of these lift stations. Various Lift Station Proiects- FY20/21-South Riverside Lift Station, Control Upgrades; HMI and transducer with float back- up $25,000 FY21/22 -Boone Lagoon Control Upgrades, HMI & transducer w/float backup $25,000 FY22/23 -Diamond Lift Station, Pump replacement and controls upgrade $30,000 Project: Central Wastewater Plant Demolition (Row 28 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $2,250,000 -0- -0- -0- $2,250,000 Funding Source(s)9 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer -0- $2,250,000 -0- -0- -0- $2,250,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is the demolition of the Central Wastewater Treatment Plant (CWWTP). The scope of work for the demolition will be to demolish all buildings, remove all foundations, backfill with suitable fill materials and remove all utility lines. The CWWTP ceased operations on January 17, 2018. In May of 2018 the City of McHenry requested and was granted permission to permanently seal off the effluent discharge of the CWWTP. The effluent pipe was filled with concrete by City staff in Spring of 2019. On August 9, 2018 the City received a letter from the Illinois Environmental Protection Agency stating the NPDES permit for the CWWTP has been terminated. The City of McHenry is now free to demolish the treatment plant and repurpose the area. Completion ofthis capital project will create a shovel ready site at the former Central Plant site which will be more marketable for potential developers, 367 Project: Automation of Generator Controls (Row 29 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $45,000 -0- -0- -0- $45,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0- $45,000 -0- -0- -0- $45,000 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this project is to automate the controls for the emergency power generators at the City lift stations. Automating these controls will allow the generators to be programmed to be exercised every month. Currently a wastewater division staff spend approximately twenty hours per month starting, transferring power and then shutting down generators. The project would require additional components be purchased, installed and programmed for each generator. Completion ofthis capital project will allow lift station generators to be exercised automatically which will Increase the efficiency of the division operations and ensure consistent predictable exercising of the stations. &I37 Project: Millstream Lift Station Rehabilitation &Sewer Mafn Relocation (Row 30 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -o- -o- •o- Sz,aoo,000 •o- Sz,000,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0- -0- -0- $2,000,000 -0- $2,000,000 Fund Submitted By: Troy Strange, Public Works Director Project Purpose, Description and Benefit The project purpose is to eliminate one lift station and relocate a sewer main. The consolidation of these two lift stations will be accomplished by relocating and increasing the capacity of the Millstream Avenue Lift station. Once this is done the Freund Avenue Lift stations' flow will be diverted to the new lift station. Another element of this project is the relocation ofthe existingsewer main, which runs under 3705 W. Elm Street and then along the Boone Creek. The existing main is in poor condition and will need to be replaced or relocated prior to development occurring along Boone Creek. This project was conceived and originally engineered (90% completed) in 2008. Illinois Department of Transportation (IDOT) and Illinois Environmental Protection Agency (IEPA) permits will need to be acquired prior to construction. Based on current permit requirements several engineering/design Items need to be updated and some additional testing will need to be done. The cost for this additional work and construction observation has been included in the total. Completion of this capital project will eliminate one lift station, two pumps and all of the controls necessary to operate the station. 369 SEUVER CIP: Years 6-10 Project Narratives Project: Update aeration & mixing on oxidation ditches at SWWTP Funding Request: FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total -o- Si,soo,000 -o- -o- -o- $s,soo,aao Submitted By: Troy Strange, Public Worl<s Director Project Purpose, Description and Benefit This project will update the aeration and mixing systems on the oxidation ditches at the Wastewater Treatment Plant from mechanical aeration to bubble diffused aeration system. Currently the method of aerating and mixing the oxidation ditches is with large inefficient mechanical mixers. There is little or no operator control allowed for with the current setup. This project would consist of installing blowers and fine bubble diffusers, similar to what is currently used in digesters, and submersible mixers. Completion of this capital project will allow for more accurate control over the treatment process which in turn will allow the plant to run efficiently and in a cost effective manner. 370 Project: Rebuild clarifier gearbox and manifold seals Clarifler #3 & #4 @ SWWTP Funding Request: FY25/26 FY26/27 FY27/28 FY28/29 FY29/30 Total -0- -0- -0- $25,000 -0- $25,000 Submitted By: Troy Strange, Public Wori<s Director and Benefit The purpose ofthis protect is to rebuild the intermediate drive gearboxes and replace manifold seals on clarifiers # 3 & #4 at the Wastewater Treatment Plant. This requires draining each clarifier and keeping it emptyforthe weel<the worlds being done. Each clarifier can be completed over approximately 3 — 5 days. This work needs to be completed at regular Intervals to maintain the operation of the clarifiers. The optimal means to complete this work Is to advance schedule the wori< rather than wait for a failure and threaten the overall operations of the plant. This capital Item will ensure the serviceability of the wastewater plant clarifiers and overall plant operations while reducing the risk of an unanticipated clarifier shut down. 371 UTILITY PROJECTS Project: Sanitary Sewer Maln and Manhole Rehab Program (Row 36 of spreadsheet) Funding Request; FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $200,000 $zoo,000 $zoo,000 $zoo,000 $200,000 $1,000,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is to perform in -place sanitary manhole and sanitary sewer rehabilitation to reduce stormwater infiltration. The scope of work consists of Installing a spray epoxy coating on the interior of selected manholes and then installing acured-in-place-pipe (CIPP) epoxy lining. The City owns and maintains approximately 600,000 LF of sanitary sewer lines throughout the system. The $150,000 budget will be utilized for sewer lining ($150,000) and manhole lining ($50,000). These amounts will allow for the completion of 4,000-5,000 LF of sewer main lining and the lining of 10-15 manholes. Staff recommends that the City make this quantity of annual investment in the collection system at a minimum. The recently completed South Wastewater Treatment Plant is currently rated for a Daily Average Flow (ADF) of 4.5 million gallons per day (mgd) and a Peal< Daily Flow (PDF) of 16 mgd. During heavy rainfalls, flows routinely exceed 16 mgd, often reaching an instantaneous flow in excess of 20 mgd. Traditionally, the IEPA has not strictly enforced the hydraulic loading rating of the plant, because the plant consistently meets effluent standards. However, this allowance may change at any time in the future. ey eliminating as much Infiltration as possible the City can greatly increase the capacity and effectiveness of the treatment plant and avoid future IEPA violations. Completion of this capital item will to reduce the groundwater and stormwater infiltration in the existing sewer network, ultimately reducing flow to the wastewater treatment plant. This item will also provide a structural repair to aging sections of pipe which would otherwise need to be replaced at great expense. 372 FY20/21: There are three sections on Manchester Mall that are falling at depths in excess of 20 feet which would make excavation extremely difficult and costly. Approximately 650' of 10" sanitary main needs to be lined at this time. If the condition worsens it may not be possible to rehabilitate without excavation. There is approximately 2100' of 8" sanitary that is need of rehabilitation. One section is in a rear easement behind the homes on Maple Avenue there is cracking and numerous joint separations, Another section is in the right ofway between Maple Avenue and Grand Avenue this area also has significant joint separation. These two lines have been in a root control program since 2013 to reduce the tree roots from entering the sanitary and creating blockages in the sanitary main. Rehabilitation ofthese sanitary mains would also reduce the amount of infiltration In the sanitary collection system. FY21/22-FY24/25; Locations to be identified through Inflow and Infiltration Study 373 Project: Utility Division —Inflow and Infiltration Inspection (Row 37 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $100,000 -0- -0- -0- -0- $100,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $100,000 -0- -0- -0- -0- $100,000 Fund Submitted By: Troy Strange, Public Works Director The purpose of the project is to identify areas of the City with high inflow and infiltration. The scope of this work will be to retain an outside consultant and contractor to perform smoke testing and flow monitoring in an effort to Identify points of inflow (Illegal sump pump, downspout, storm drain connections) and infiltration (cracked service lines, leaking manhole and sewers). The benefit of the study will be to identify Inflow and, with the assistance of code enforcement, require a disconnection. The inspection will also identify areas of high infiltration which can more effectively target specific locations for the sewer lining program. In the 2008 City Of McHenry sanitary sewer model it states that SWWTP receives approximately 656,000 GPD of baseline Infiltration and CWWTP (now Regional Pump Station) receives approximately 1,240,000 GPD of baseline infiltration. During heavy rain events inflow and infiltration from deficiencies in the system cause significant surcharging to the system and South WWTP. This increases lift station run times and adds to treatment costs. On a normal day at the treatment plant, the City will treat an average flow of 3 million gallons per day (mgd). During heavy rain events every year, the hydraulic discharge exceeds 16 mgd, which is above the hydraulic discharge limits of the WWTP and results in a "soft violation" of the City's IEPA permit. Although this has not resulted in any hard violations requiring corrective action, the decline ofthe collection system and Increased Inflow &infiltration, if not addressed, could lead to a more severe discharge violations at the WWTP. Through additional flow monitoring and smoke testing the worst areas of Inflow and infiltration can be identified and addressed thereby reducing both the baseline and storm flows which may ultimately reduce future needs for treatment expansion. Project: Utility Division —Sewer Camera Replacement (Row 38 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $65,000 -0- -0- -0- -0- $65,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $65,000 -0- -0- -0- -0- $65,000 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this request is for the purchase of a new sewer televising camera which is capable of televising sewer mains up to 24" in diameter replacing the current camera which is nearing the end of Its service life. In 2011 The City Of McHenry purchased an Arles Pathfinder TR3300 tractor and camera system. This camera is capable of televising a 6" to 12" sanitary sewer main. Over the last two years the camera has needed repairs to components that have worn out due to routine televising of the collection system. The purchase of the Aries Pathfinder TR3310 will enable personnel to televise up to a 24" sanitary sewer main &will provide a unit that can be continuously kept in service. Arles is the sole provider due to system software. This capital Item will allow Utility Division personnel to continue to perform necessary and critical tasks related to the maintenance of the City's wastewater collection system. This new tractor and camera will further enable the City to televise the large pipes in the collection system with no need to pay the expense of software upgrades for a new system. This unit will assist In investigation for Inflow and infiltration which is the foremost priority of the wastewater treatment and collection system. 375 Project: Water Main Replacement Program (Row 39 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $60,000 $600,000 $30,000 $300,000 $45,000 $1,035,000 Punriine Snurrelsl: - � .. FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $60,000 $600,000 $30,000 $300,000 $45,000 $1,035,000 Fund Submitted 8y: Troy Strange, Public Works Director and Benefit The purpose of this project is to remove and replace the old, undersized, water mains at critical locations in the City. The scope of work will involve installing new 8" (min) to 12" PVC water main via open cut methods. The Green Street water main project has been selected to be the most immediate priority because this location has been identified as a candidate for resurfacing through the Surface Transportation Program. The most recent revision of the Capital Improvement Program created a budget line item for water main replacement. In 2007 the City Council approved an engineeringservice agreement with Smith Engineering Consulting (SEC Group) to create a water system model evaluating the overall performance of the system. In this report, areas of town were Identified with "undersized" water mains, creating "bottle necks" where water hydraulically reaches maximum flow rates. This can pose Issues for future development, fire protection, water quality, etc. Staff has been developing a water main replacement program for aging infrastructure, proactive replacement for future needs, and to address water quality issues. The completion of this capital project will allow for new water main made of corrosion resistant material which provides a 75+year service life to be put into service. This will provide better performance of the water system and reduce losses of service for residents due to water main breaks. FY20/21 Professional engineering services for replacement of the water main on Green Street between Waukegan Road and Kane Avenue. Approximately 1,900 lineal feet of 4" and 6" is undersized which creates a bottleneck Increasing the sizing to a 12" water main will eliminate the bottleneck, provide better water quality,. and Improve fire flow to the Green Street business district and surrounding area. Fire hydrants, valve vaults, new service lines, and b- 376 boxes will be installed in accordance with current standards. Professional engineering services will include design services. FY21/22 Bidding, construction and resident engineering services for Green Street water main replacement. FY22/23 Professional engineering services for replacement of the existing 4" transite water main on Oal< Drive. The location between Shore Drive and Prairie Avenue has had several longitudinal water main breaks requiring partial sections to be replaced. Approximately 1,150 lineal feet of 4"diameter transite water main is to be replaced with an 8"diameter water main. Fire hydrants, valve vaults, new service lines, and b-boxes are to be installed per current standards. Professional engineering services will Include design services. FY23/24 Bidding, construction and resident engineering services for Oal< Drive water main replacement, FY24/25 Professional engineering services for replacement of the water main on Richmond Road. (between Washington Street and Broad Street) and Broad Street (between Richmond Road and Green Street). Approximately 400 lineal feet of 6" water main on Richmond Road and 1,300 lineal feet of 4" water main on Broad Street are undersized and replacement with 12" water main would improve fire flow and water quality to the surrounding area. Fire hydrants, valve vaults, new service lines, and b-boxes will be installed per current standards. Professional engineering services will include design services, 377 Project: Utility Division —Motor Pool Replacement (Row 40 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $40,000 $110,000 $160,000 $85,000 $100,000 $495,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer $40,000 $110,000 $160,000 $85,000 $100,000 $495,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project request is for the replacement of a 2002 Chevrolet I<2500 Truck. This vehicle is utilized as an everyday maintenance vehicle for supporting critical operations such as responding to water main breaks, performing service repairs, fire hydrant installation, loading and unloading equipment and materials, and pulling an equipment trailer. This capital equipment .item will allow for the performance of critical Utility Division maintenance tasks. Future small vehicle replacement needs will include: FY20/21— 2002 Chevrolet K2500 FY21/22 —2008 Ford F350 2wd Utility Trucl< (1 ton with lift gate),2006 Ford F250 4X4 w/ Plow, Easement sewer jetting machine FY22/23 —Case 590 Super M tractor, 1994 Air Compressor, 2006 Wells Cargo Trailer (Water Main Break Trailer) FY23/24 — 2007 Mini Excavator, 2007 Mac -Lander Flatbed Trailer FY24/25 —1999 GMC Camera Van "Bus", 2012 Ford Interceptor Project: Utility Division —Waterway Crossing Inspections (Row 41 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total $25,000 -0- -0- -0- -0- $25,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total General $25,000 -0- -0- -0- -0- $25,000 Fund Submitted By: Troy Strange, Public Works Director and Benefit The purpose of this request is for the completion of condition assessments by a retained consultant of waterway crossings such as box culverts and multi barrel culverts which are not considered bridges but require more comprehensive maintenance treatments than small storm sewer pipes. The City Of McHenry has 12 waterway crossings which are not considered bridges. These are primarily constructed of concrete and are either cylindrical pipes or box culverts. Due to the age of these structures they are in need of Inspection to Identify any deficiencies and determine when rehabilitation or replacement Is needed. This capital Item will allow staff to identify maintenance needs for a number of drainage structures which are not classified as bridges whose maintenance will be the full responsibility of the City with no funding assistance from the Federal Highway Administration or Illinois Department of Transportation. Maintenance of these structures is critical in order to protect the safety of the motoring public and the serviceability of the system of City streets. 379 Project: Route 31 Widening Utility Relocation (Row 42 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- $150,000 $150,000 $1,500,000 $1,500,000 $3,300,000 Funding Snurcefsl� FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer -0- $150,000 $150,000 $1,500,000 $1,500,000 $3,300,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this protect is to relocate the City -owned utilities which are currently located within the State right-of-way (ROW) along Illinois Route 31. The scope of work will consist of relocating 12,050 LF of water main and 4,660 LF of sanitary sewerto offsets outside of the new pavement limits. Recently, Illinois Department of Transportation (IDOT) included the Route 31 widening in their five year Highway Improvement Program. When completed, there will be a continuous five lane highway from between Crystal Lake and McHenry. As part of an IDOT project of this nature, any utility (sewer, water, gas, electric) is required to relocate at the utility's expense. Leaving the utilities in place under the road is not an option the City has. The City does have two options with regard to achieving the required utility relocation. One option is to relocate utilities (sewer, water) with a City controlled design, bidding and construction project in advance of the widening project. Another option is to have IDOT incorporate the relocation of the City's utilities into the IDOT construction project. The City would then reimburse IDOT for the cost of the engineering and construction work. Staff is currently evaluating each option. � This CIP sheet considers proceeding with the City controlled protect option to hire an engineering consultant at $300,000 to design and bid the project between FY21/22 to FY22/23. Construction will be completed in 2024 over the FY23/24 and FY24/25 budget years. IDOT has estimated the construction relocation costs to the City at $1,007,000 (sewer) and $1,807,500 (water) for a total of $2,814,500. The completion of this capital protect is necessary due to IDOT's requirements for utility relocation in advance of any major highway improvement. The completion of the relocation will allow for the City utilities, most of which are later in their service life, to be relocated outside of the pavement which will allow for more efficient maintenance. Project: Barreville Road Water Main Extension (Row 43 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- -0- $325,000 $325,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0- -0- -0- -0- $325,000 $325,000 Fund Submitted By: Troy Strange, Public Wori<s Director and Benefit The purpose of this project request is for extension of approximately 1300 lineal feet of water main along the west side of Barreville Road. In June 2008 the IEPA issued a permit for the construction of new water main extending from Charles Miller Road to the Pebble Creek Subdivision, however this extension is yet to be completed due to financial constraints. Construction of this section of water main has been Included in facilities planning documents for the purpose ofeliminating anon -looped portion of the water distribution system. The installation of sidewall<s along Barreville Road is included In this project. This project would "loop" the respective area described above, providing improved water quality, fire protection, and added system redundancy. 381 Project: Eastside Water Main Extension (North Leg) (Row 44 of spreadsheet) Funding Request: FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total -0- -0- -0- -0- $300,000 $300,000 Funding Source(s): FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 Total Water/Sewer _0- -0- -0- -0- $300,000 $300,000 Fund Submitted By: Troy Strange, Public Worl<s Director and Benefit The purpose of this project is to provide City water in the area of detected ground contamination. The area left to finish has approximately 500' on River Road, 400' on Lincoln Road and 450' on Lake Street of water main to install. In January 2007 the IEPA released a "Fact Sheet" which detailed sampling of the monitoring wells located at 3004 W. Route 120. The results indicated significant levels of chemical solvents in the ground water. There are multiple regulatory agencies Involved, such as; IEPA, USEPA, Illinois Department of Health, and McHenry County Department of Health. Further testing concluded that private wells in a defined area were affected by this contamination. The IEPA asked the City to prepare to extend the public water supply to affected areas. Some of the affected areas - primarily north of Rt. 120- are in unincorporated McHenry County. Due to the public health risk, installation of a public water supply is necessary to provide safe and clean water to the affected properties. There is approximately 1300 feet remaining to be Installed on the north leg permitted by the IEPA. This is a "shovel ready" project once funding has been secured. Consequently, the projected cost has been reduced, bringing the estimated cost of construction to complete the North leg to $300,000. TAX INCREMENT FINANCE FUND CIP PROJECTS Projects identified in the Tax Increment Finance Fund Capital Improvement Program are for capital Improvement projects related to the improvements within McHenry's established Tax Increment Finance (TIF) district. By action of the City Council, the City of McHenry Downtown Tax Increment Finance (TIF) District was established In 2002. Tax Increment Financing (TIF) is an economic development tool that was provided by state lawmakers more than 25 years ago to assist local governments in attracting private development and new businesses to their respective communities. TIF helps public and private Investors overcome extraordinary costs that often prevent development and private investment from occurring on environmentally sensitive and other properties that are at risk of remaining underutilized/underdeveloped for an extended period of time. As a result of this Investment, the TIF area is Improved and property values Increase. Without TIF benefits, a deteriorating area is less likely to improve. Investors do not Invest capital into decaying areas and most local governments cannot afford the needed costly Improvements without raising taxes. When considering an area for TIF designation, municipal officials must ask the question "Will the same kind of private investment occurhere without an incentive?" In other words, "but for" the establishment of a TIF as a mechanism for providing financial incentives for private Investment, would redevelopment occur that is desired by the community? Once a TIF Is established, private Investors and local governments are able to undertake redevelopment protects by utilizing the Increase in property tax revenues, or tax Increment, as a funding source for TIF Improvements over a period not to exceed 23 years. The tax Increment is the difference between the amount of property tax revenue generated before TIF district designation and the amount of property tax revenue generated after TIF designation. Establishment of a TIF does not reduce property tax revenues available to the overlapping taxing bodies because property tax revenues collected on properties Included In the TIF at the time of its designation continue to be distributed to taxing districts in the same manner as if the TIF did not exist. Only property taxes generated by the incremental Increase in the value of these properties after that time are available for use by the TIF. On April 15, 2002 the City Council established the City of McHenry TIF District. The TIF District encompasses the area between John Street on the south and the Fox River on the east, Third Street on the west and Pearl and Broad Street on the north. The primary Intent of creating the TIF District was to revitalize the downtown with a primary focus of generating funds to construct the proposed Riverwalk. Much work has been completed to date in the TIF District and as a result the City is now positioned to encourage downtown revitalization. The first development within the TIF District, Riverwalk Place Townhomes was formally approved by the City Council on April 14, 2003. The project consists of twenty (20) luxury townhome units with two bedrooms (third bedroom option), 2.5 bathrooms and two -car garages with an exterior of brick and siding. The 1,69-acre site is located on the north side of Waukegan Road, south of 383 Boone Lagoon and east of Green Street. Construction of the development has transformed a vacant parl<Ing tot into a quality development that serves as an example for future developments in the TIF District. TIF assistance has also made it possible for the city to fund boat piers and public utility Improvements at the site. Another project that came to fruition through the assistance of the TIF District has been the redevelopment of the former Eby Brown Building. The building has been completely renovated and is the new home of Verlo Mattress as well as various other inline store frontage. In 2007/08, the second major project within the TIF District began to take form on a parcel on the site of the former medical arts property at 1110 N. Green Street. The site was purchased and prepared by the city of McHenry eventually Including the site as a TIF Incentive through an RFO/RFP process. A redevelopment agreement was approved by city council on March 5, 2007 and work on the building commenced. This four story mixed use building contains 62,000 total square feet Including 17,000 square feet of first floor retail space. The 45,000 square feet of residential space occupy floors two through four of the building with 27 total units. In all just over $2,000,000 in incentives were provided to the Riverwalk Place development with the first certificate of Occupancy issued in January of 2010. Finally in the fall of 2012, the City of McHenry entered into a contract to purchase the former site of the Dobyn's House, commonly referred to as Miller Point In the Riverwalk Plans. The 2.6 acres of land will potentially be the base for the next redevelopment project as well as the continuation of the Riverwalk project and its extension to the Fox River. In 2014 the City worked with the Riverwalk Foundation to coordinate the construction of the Riverwalk from Miller Point north to and under the Elm Street/120 bridge. This Included work on behalf of the Riverwalk Foundation to secure private easements and collaboration with design and construction and Included financing ofthe project. Also, the City funded the implementation of a new pier system so that boats could dock at Miller Point throughout the day to access business in the downtown areas. The hard work of many has come to fruition with construction of the Riverwalk beginning and the base of redevelopment projects set. It is the intent of the City of McHenry to continue to encourage additional development and redevelopment according to the adopted Downtown Plan and to complete the construction additional phases of the Riverwalk. In FY18/19, usingthe original VOA Riverwalk Improvement documents, the Riverwalk Foundation chose to apply existing Foundation funding toward improvements at Miller Point. These Improvements are anticipated for construction in 2019 and will move the Riverwalk another step further. The 20/21 — FY24/25 Tax Increment Finance Fund Capital Improvement Program currently Includes Riverwalk Maintenance and Riverwalk Improvements totaling $9,440,000. These are identified in the project descriptions. For FY20/21, Downtown/Riverwalk Maintenance projects totaling $130,000 are proposed to be paid from the TIF Fund. Moving forward, with new projects occurring in the TIF District, it is possible that other TlF improvements can be Implemented in the future. Additionally, the Riverwalk Foundation continues to spearhead efforts to raise funding for other Improvement projects. The City Administration continues to research the potential for extending the TIF beyond 23 years. 385 Investment Poli I. Policy It is the policy of the City of McHenry to invest public funds in a manner which will provide the highest investment return with the maxintwn security while meeting the daily cash Flaw demands of the City and conforming to all state and local statutes governhtg the investment of public fitnds. II. Scope This policy includes all funds governed by the Maya• and Council ("City Council"). III. General Objectives The primary objectives, in priority order, of investment activities shall be safety, liquidity, and yield: A. Safety. Safety of principal is the foremost objective of the investment program. Investments shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. The objective will be to mitigate credit risk and interest rate risk. 1. Credit Rislc. The City will minimize credit rislr, the risk of loss due to the failm•e of the secur[ty issuer or backer, by: (a) Limiting investments to the safest types ofsecurities. (b) Pre -qualifying the financial institutions, brokers/dealers, intermediaries, and advisers with which the City will do bus[ness. (c) Diversifying the investment portfolio so that potential losses on individual securities will be minhnized. 2. Interest Rate Risk. The City will minimize the risk that the market value of securities in the portfolio will fall due to changes in general interest rates, by: (a) Structuring the investment portfolio so that securities mature to meet cash requhrements for ongoing operations, thereby avoiding the need to sell securities on the open market prior to maturity. (b) Investingoperatiugfundsprhnarilyhtshorter-termsecurittes,money market mutual funds, or similar htvestment pools. B. Liquidity. The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. This is accomplished by structuringthe portfolio so thatsecurities mature concurrentwith cash needs to meet anticipated demands (static liquidity), Fw•thermore, since all possible cash demands cannot Ue anticipated, fire pa•tfolio should consist largely of secm9ties with active secondary or resale markets (dynamic liquidity). A portion of the portfolio also may be placed In money market mutual funds or local government investment pools which offer same -day liquidity for short-term funds. C. Yield. The investment portfolio shall be designed with the objective of attaining a marltet rate of retm•n throughout budgetary and ecmtomic cycles, takhtg into account the investment constraints and liquidity needs. Return on investment is of secondary importance compared to the safety and liquidity objectives described above. The core of investments are limited to relatively low risk securities as identified ht this policy in anticipation of earning a fah• t•eturn relative to the risk being assumed. Securities shall not be sold prim• to maturity with the following exceptions: 1. A secm•ity with declining credit may be sold early to minimize loss of principal. 2. A security swap would improve the quality, yield, a• target duration in the portfolio. 3. Liquidity needs of the portfolio requh•e that the security be sold. IV. Prudence The standard of prudence to Ue used by investment officials shall be the "prudent person" standard and shall be applied in the context of managing an overall pm•tfolio. Investment officers acting in accordance with written procedures and this investment policy and exercising due diligence shall be relieved of persatal respatsibility for an individual secm•ity's credit risk or market price changes, provided deviations from expectations are reported to a timely fashion and the liquidity and the sale of the secm4ties are carried out in accordance with the terms of this policy. hwestments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for Investment, considering the probable safety of their capital as well as the probable income to be derived. V. Ethfcs and Conflicts of Interest Officers and employees involved in the inveshnent process shall re8•ain from personal business activity that could cmtfiict with the proper execution and management of the investment program, or that could impair their ability to make impart[al decisions. Employees and investment officials shall disclose any material interests ht financial institutions with which they conduct business. They shall fm•ther disclose any personal financial/investment positions that could be related to the performance of the htvestment portfolio. Employees and officers shall refrain from undertalting personal investment transactions wtth the same htdividual with whom bushtess is conducted on behalf of the City. 387 VI. Delegat[on of Anthm•ity Authority to manage the hrvesttnent program is granted to the City Treasurer or his designee, hereinafter referred to as ]nvestment Officer. Responsibility for the operation of the investment program is hereby delegated to the Investment Officer, who shall act in accm•dance with established procedures and internal controls for the operation of the investment program consistent with this investment policy. Procedut•es should include references to: safekeeping, delivery vs. payment, investment accounting, repm•chase agreements, wire h•ansfer agreements, and collateral/depository agreements. No person may engage Lr an investment transaction except as provided under the terms of this policy and the procedm•es established by the hrvestment Off[cer. The lnvestment Officer shall be responsible for• all transactions undertaken and shall establish a system of controls to t•egulate the activities of subordinate offlc[als. VII. Authot•ized Financial Dealers and Institutions A list will be maintained of financial institutions authm•ized to provide investment services. hi addition, a list also will be maintained of approved security broker/dealers selected by creditworthiness (e.g., a minimum capital requh•ement of $10,000,000 and at least five years of operatimt). These Wray include "primary' dealers or regional dealers Yhat qualify under Securities and Exchange Commissimr (SEC) Rule 15C3-1(uniform net capital rule). All financial institutions and broker/dealers who desire to become qualified for investment transactions mustsupply the following as appropriate: A. Audited financial statements. B. Proof of National Association of Securities Dealers (NASD) cer•tificatlorr. C. Proof of state registration. D. Completed broker/dealer questimntaire. E. Certification of havhtg read and understood and agreeing to comply with the City's investment policy. An annual review of the financial condition and registrat[on of qualified financ[al institutions and broker/dealers will be conducted by the Investment Officer. VIII. Suitable and Authotlzed Investments The City may invest in auy investment allowed for in Ylre Illinois statutes regarding investment of public Funds including but not limited to the following: A. U.S, government obligations, U.S, government agency obligations, and U.S. government insh•umentality obligations, which have a liquid market with a readily determinable market value. !m B. Canadian government obligations (payable 1n local currency). C. Certiftcates of deposit and other evidences of deposit at financial Institutions, bankers' acceptances, and commercial paper, rated in the highest tier (e.g., A-1, P-1, F-1, or D-1 or higher) by a nationally recognized rating agency. D. htveshnent-grade obligations of state, provincial and local governments and public authm•ities. E. Repurchase agreements only if the underlyhtg purchased securities consist of government secuirities which are subject to the Government Securities Act of 19B6 m• as authorized in 301LCS 235/2(]t)(1)-(11). F. Money market nmtual fiords regulated by the Securities and Exchange Commission and whose portfolios consist only ofdollar-denominated securities. G. Local government investment pools, either state -administered or through johtt powers statutes and other intergovernmental agreement legislation. IX. Collateralization Funds on deposit (checking accounts, certificates of deposit, etc.) in excess of FDIC limits must be secured by scone form of collateral, witnessed by a written agreement and held at an independent -third party institution in the name of the City. X. Safekeeping and Custody All security transactions, Including collateral fot• repurchase agreements, entered 6rto by the City, shall be conducted on a dellve�y-versus-payment (DVP) basis. Securities will be held by an independent third party custodian designated by the Investment Officer and evidenced by safekeeping receipts and a written custodial agreement. XI. Diversification The investments shall be diversiFled by: A. Limiting Investments to avoid over concentratiat insecurities from a specific issuer or bushtess sector (excluding U.S. Treasury secuirities). B. Limiting investment in securities that have higher credit t•isks. C. Investing in secmrities with varying maturities. D. Conthruously investing a portion of the pm•tfolio in readily available funds such as local government investment pools (LGIPs), money market funds or overnight E<iF] repurchase agreements to ensure that appropriate llquidlty is maintained in order to meet ongoing obligations. XII. Maximum Maturities '1'o the extent possible, the City shall attempt to match its investments with anticipated cash Flow requirements. Unless matched to a specific cash flow, the City will not directly invest in secmrities maturhig more than two years from the date of put•chase m• in accordance with state and local statutes and ordinances. Reserve 8mds may be invested in securities exceeding two years if maturity of such investments are made to coincide as nearly as practicable with the expected use of the funds. The intent to invest in securities with longer maturities shall be disclosed to the corporate authorities. XIII. Internal Controls The Investment Officer is responsible For establishing and maintaining an hiternal control structut•e designed to ensure that the assets of the City are protected from loss, theft or misuse. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be der[ved and (2) the valuation of costs and benefits requites estimates and judgments by management. Accordingly, the Investment Officer shall establish a process for an annual independent review by an external auditor to assure compliance with policies and procedures. The internal cmitrols shall address the following points: A. Control of collusion. B. Separation of transaction authm•ity from accounting and recordiceepiug. C. Custodial safekeeping. D. Avoidance of physical delivery securities. E. Clear delegation of authm•ity to subordhtate staff members. Written confirmatimi of transactions for investments and wire transfers. G. Development of a wire transfer agreement with the lead bank and thh•d-party custodian. 390 XIV. Perfm•mance Standards The investmentportfolio will be managed ht accot•dance with the parameters specified within this policy. The portfolio should obtain a market average rate of rehn•n during a market/economic environment of stable interest rates. A series of appropriate benchmarks shall be established agahtst which portfolio performance shall be compared on a regular basis. XV. Repot•ting The Investment Officer, orhis designee, shall prepare an htvestment t•eportatleast quarterly, htcluding a management summary that provides an analysis of the status of the current investment portfolio and tt•ansactions made ever the last quarter. This management summary will be prepat•ed ht a manner which will allow the City to ascertain whether investment activities daring the repm•ting period have conformed to the htveshment policy. The report should be provided to the Investment Officer, the legislative body, and any pool participants, The repm•twill Include the following: A. Listing of individual securities held at the end of the reporting period. B. Realized and um•ealized gains ot• losses resulting fi•om appreciation or depreciation by listing the cost and market value of securities over one-year duration that are not intended to beheld until maturity. C. Average weighted yield to maturity of portfolio on investments as compared to applicable benchmarks. D. Listing of investment by maturity date. E. Percentage of the total portfolio which each type of investment represents. XVI• MarlchtgtoMarlcet A statement of the market value of the portfolio shall be issued to the Mayor and City Council quarterly. XVII. Exemption Any Investment currently held that does not meet the guidelines of this policy shall be exempted from the requh•ement of this policy. At maturity or liquidation, such monies shall beteittvested only as provided by this policy. XVIII. Amendments This policy shall be reviewed on an annual basis. The htvestment Officer may implement changes in the investment policy after gaining approval from the Mayor and City Council for 391 the amendments. Any and all amendments to the investment policy shall be provided to the hidividual(s) charged with maintaining 6rternal controls. XIX. Investment Policy Adoption The investment policy shall be adopted by the Maym• and City Council. The policy shall be reviewed ai an annual basis by the hroestment Officer and any modifications made thereto must be presented to the Mayor and City Council for approval. 392 Purcllasine Policv and Procedures General Rules• Regulations and Gthics • Purchasing activities for the City of McHenry shall be in accordance with this Purchasing Policy, City ordinances and applicable Statutes of the State of ll8nois. • Items procured will t•epresent the maximum economical benefit for each dollar spent. • Procurement shall be made of commodities and services of high quality and conthwed availability. • Whenever possible, purchases shall be Uased on obtahting cost comparisons, quotations or competitive bids. In the case that it is not possible to obtain cost comparisons, quotat[orts or competitive bids, this will be identified in the approval and review process. • Pm•chases shall be based on obtahting better knowledge of methods and of commodit[es t•equir•ed to operate cost effectively. • Local participation will be encouraged in the procurement process. • Consideration should be given to participate in cooperative purchasing efforts with other local government entities and in the State of Illinois Joint Purchasing Program whenever• possible. • All personnel involved in the purchasing process shall conduct themselves with fairness and impartiality, and demand the same of all vendors. • Negotiations and discussions involving purchasingshall be conducted In compliance with the Code of>;thics and Rules of Conduct in the City's Personnel Handbook. • The purchasing process will promote professionalism and be committed to the efficiencies of cenh•alized purchasing. Approval Requirements & Delegat[ons of Authoritx The purpose of this procedure is to outline the required approvals for all purchase commitments and transactions, and secondly, to define City persormel by classlffcation who are authorized to initiate ptu•chases at var[ous monetary levels for materials, equipment, supplies and services. All designated personnel shall obtain the requh•ed approvals) prior to final commitment. If one or more person's approval is required who is not available, the approval must be obtained from the next highest level of author•lty of approval level. 393 • Prior to approval for payment by the City Council, Deparhnent Directors and the City Administrator• must approve all purchase invoices for those transactions and conunitments of authorized supervisors and employees. • The followhng table establishes the required levels of approval based on the dollar amount of the purchase: City Authorized Timployees Administrator Mayor or Amomrt & Department or Finance City Mayor and Supervisors/Managers Directors Director• Administrator City Comrcil $750 or less X X X $751 to X X $3,500 $3,501 to X $6,500 $6,501 to X $10,000 More than X $10,000 • The following table lists those position classifications atttltorized to initiate purchases in r•elationsltip to rite prescribed dollar• amottttts (fiom above). Those position classifications not shown below are str[ctly prohibited firom purchasing unless otherwise authorized by the City Administrator or Finance Director•. Dollar Amounts Authorized Position s More than $1Q000 Mayor• and City Cowtcil in accordance with "Budgeted Items - Cost Comparisons, Quotations and Competitive Bidding" section of this olic $6,501- $1Q000 Budgeted Items with the author•izatiort of the Mayor or City Adntinisttatot• in accordance with "Budgeted Items -Cost Cotnpar•isotts, Quotations and Competitive Bidding" section of this olic $3,501- $6,500 Budgeted Items with authorization of rite Finance Director• or City Administrator in accordance with "Budgeted Items - CosC Comparisons, Quotations and Competitive Biddin ' section of this olic * $751- $3,500 Budgeted Items with autltotization of the Department Dh•ector• in accordance with "Budgeted Items - Cost Comparisons, Quotations attd Competitive Bidding" section ofthis olic $750 or less Budgeted Items by Employees authorized by their immediate Su erintendent, Mana er, or 394 Department Director in accordance with "Budgeted Items - Cost Comparisons, Quotations and Competitive Bidding" section of this colic *For items not identified as "Budgeted Items", budget amendment requests will be brought before the City Cotmcil for consideratimi/approval for items over $6,500 wiless the action is considered emergency in nature. Should this be the case, Cotmcil will be notified of the purchase/acquisition and the item will be presented for approval at the next regular meethig of the City Council. • Definitions of authorized positions: Amount Authorized Position s or less Authorized Employees: (must have prim• approval of their immediate Supervisor, Manager, or Department Director) • Executive Assistant/Deputy CIty Cleric • Adminish•ative Assistants (all departments) • Public Worlcs Maintenance Worker • Public Worlcs Operator • Public Worlcs Mechanic • Parlcs &Recreation Maintenance Wotket• • Public Worlcs Project fingineer • Commun[ty Development Plumbing Inspector • Community Development Code Enforcement Officer • Commun[ty Development Permit Technician Supervisors/Managers: • Public Worlcs Water Diylsion Superintendent • Public Worlcs Wastewater Division Superintendent • Public Worlcs Street Division Superintendent • Public Worlcs Wastewater Division Assistant Superintendent • Public Wm•lcs Utility Division Superintendent • Public Wm•]cs Forestry Division Superintendent • Community Development Superintendent of Residential Inspections • Commm�ity Development Superintendent of Commercial Inspections • Parlcs &Recreation Parlcs Division Superintendent • Parlcs & Recreation Parlcs Division Assistant Superintendent • Parlcs &Recreation Recreation Center Manager • Recreation Superintendent oFPrograms • Recreation Superintendent of Athletics &Aquatics • Police Deputy Chief • Police Commander of Operat[ons 395 • Police Commander of Support Services • Police Sergeants • Police Dispatch Supervisor • htfor•mation Technology Manager $751- $3,500 Department Directors: • Deputy City Administrator•/Dh•ector• of Parlcs & Recreation • Dit•ector• of Economic Development • Director of Convnmt[ty Development • Director of Finance • Dh•ector• of Public Works • Chief of Police $3,501- $6,500 City Administrator or Finance Director• $6,501- $10,000 Mayor or• City Administrator More than $10,000 May and City Council Budgeted Itetns —Cost Comnarison. Quotations and Contnet[tive Bidding • For budgeted items under $6,500 authorized positions shall obtain, where possible, three (3) cost comparisons prior to the purchase of goods and/or services. • For• budgeted Rents between $6,501 and $10,000 authorized positions shall obtain, wltete possible, Cht•ee (3) cost comparisons or three (3) written quotations prior to the purchase of goods and/ot• services. • For budgeted items over $1QOOQ but less than $20,000, staff shall obtain, where possible, three (3) written quotations for• the pw•chase of goods and/or• services for consideration and approval by the City Council. • For budgeted items over $20,OOQ the purchase of goods and/ot� services shall follow a Formal competitive bidding pt•ocess whereby staff develops bid specifications, Council approves a request to advertise for bids, bids are received and evaluated, and a recommendation is. forwarded to the City Council For award/approval. 396 Glossary of'I'erms Acct•ual Basis of Accounting; A method of accountiug that recognizes the Flnancial effect of transactions, events, and iuterFund activities when they occur, regardless ofthe timing ofrelated cash flows. ctivit :Specific m• distinguishable type of work performed by a competent of government for the purpose of accomplishhtg a function feu• which the government is respons[ble. Annropriatiou: Legal authorization by the City Council to make expenditures and to incur oUligations for specific proposes. Assessed Valuation: A valuation set upon real estate or other• property by a govermnent as a basis for levying taxes. Availability Criterion: Principle of the modified accrual basis of accounting accm•ding to which revenues may only be recognized when they are collectible withhr the current period m• soon enough thereafter to be used to pay liabilities of the current period. Basis of Accountine: The timing of recognition, that is, when the effects of transactions or events should Ue recognized for financial reporting purposes. Far example, the effects of transactions or events can be recognized on an accrual basis (that is, when the transactions or events take place), or on a cash basis (that is, when cash is received or paid). Bond: A written promise to pay a specific sum of money, called the Face value or principal amount at a specified date or dates in the future, called the maturity dates, together with periodic Interest at a specified rate. Budget: The financial plan for the operation of a program or organization, which htcludes an estimate of proposed expenditures for a given period, and the proposed means of financing those expenditures. Budget Messnge: A general outline of the budget, which includes comments regarding the government's experience during the past period, its financial status at the time of the message, and recommendations regarding the Flnancial policy for the coming period. Budgetary Basis of Accounting; The method used to determine when revenues and expenditures are recognized for budgetary purposes. Business -Tyke Activities: Activities of the City that are financed ht whole, or in part, by fees charged to external parties for goods or services. These activities are accounted for as enterprise funds and include the Airport, Transit, Parking, Golf Course, Boat Harbor, Marina, Ambulance, Refuse Collection, Landfill, Transfer Station, Water Pollution Control, and Collectimt and Drainage Funds. Capital Improvements Program: An amntally updated plan or schedule of projected expenditures fm• public facilities and improvements which includes estimated project costs, sources of funding, and tinting of work over a t"ive-year period. Fm• fnancial planning and general management, the program is presented as a plan oFwork and proposed expenditures, and is the basis for appropriation requests and bond issues. 397 Capital Outlay: Fixed assets which have a value of V00 or more and have a useful economic lifetime of more than one year. Capital Projects Fund: Fund used to account for financial resources to be used for the acquisition or construction of major capital facilities. Commodities: Supplies required by the municipality in order to perform the services to its citizens. Community and Economic Development Function: Government function that provides for planning and development of the City including the social, physical and economic needs of the City. Activities included In this function are Planning, Zoning and Building Safety, Economic Development and the Municipal Housing Programs, Contractual Services: Services other than employee services such as contractual arrangements and consultant services, which may be required by the municipality. Culture and Recreation Function: This function promotes the general well being of the City and encourages the fullest development of cultural and educational potentials of the citizens in the community. This function includes the activities of library, art center, parks and recreation, and cemetery. Debt Service Fund: A fund established to account for the accumulation of resources for and the payment of general long-term debt, principal, and interest. Depreciatiom An appropriation is expended when a capital asset is acquired or constructed. By definition, a capital asset has a service life expected to extend over more than one fiscal period. The process of allocating the cost of a capital asset to the periods during which the asset is used is called depreciation. Encumbrances: Obligations in the form of purchase orders, and/or contracts, which are chargeable to an appropriation and for which a part of the appropriation is reserved. Enterprise Fund: A fiord established to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of a governing body is that the cost of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges or where the governingbody has decided thatperiodic determination of revenues earned, expenses incurred and/or net Income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Expenditures: The cost of goods received or services rendered for the government unit. For the City of McHenry, expenditures are charged against an appropriation when incurred, not when paid. Fiscal Policy: The City of McHenry's policy with respect to taxes, spending and debt management as they relate to government services, programs, and capital investments. Fiscal Year: A twelve-month period to which an annual operating budget applies. EID Fringe Benefits: Benefits paid by the City of McHenry for social security, retirement, group health, life, dental and long-term disability insurance. It also includes costs for worker's compensation and unemployment. Function: A group of related activities aimed at providing a major service or regulatory program for which a government is responsible. Fund: The fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources together with all related liabilities and residual equity or balances and changes therein which are segregated foil the purpose of carrying out specific activities or obtaining certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance: Funds remaining after the application of available revenues and resources to support expenditures for the find. General Fund: A fund used to account for all financial resources except those required to be accounted for in another fund. General Government Function: Funct[on that provides for the operation of the government and assures the general administration of the municipality. Activities included in this function are mayor and council, legal services, city administrator, human resources, wellness program, finance, computer operations, risk management, and buildings and grounds. General Obligation Bonds: Bonds for the payment of which the full faith and credit of the issuing government are pledged. Goal: Broad statement of desired results foil the city, department, and/or activity relating to the quality of services to be provided to the citizens of McHenry. Governmental Funds: Funds generally used to account fan• tax -supported activities. There are five different types of governmental funds: the general fund, special revenue fonds, debt service funds, capital projects funds, and permanent hinds. Health and Social Services Function: Government function which provides for assistance to service agencies involved in providing health and social services in the community. For the City, this function includes the Economic Well -Being activity. Intergovernmental Revenues: Revenue from other governments, primarily in the form of Federal and State grants, but may also be payments from other local governments. Internal Service Fund: A fund used to account for the financing of goods and services provided by one department or agency to other departments or agencies of a government on a cost - reimbursement basis. Legal Debt Martin: The excess of the amount of debt legally authorized over the amount of debt outstanding, Level of Service: Generally used to define the existing o• current services, programs and facilities provided by the government for its citizens. Level of service of any given activity may be Increased, decreased, o• remain the same depending upon the needs, alternatives, and available resources. 399 ev :The total amount of taxes, special assessments, or service charges imposed by a government to support governmental activities. �7odifled Accrual Ba is of Accounthr •Basis of accounthtg accm•ding to which (a) revenues are recognized in the accounting period in which they become available and meastu•able and (b) expendihu•es are recognized in the accounting period ht which the fund liability is incurred, if measurable, except for unmahu'ed interest on general long-term debt and certain similar acct•ued obligations, which should be recognized when due. Objectives: Specific measurable achievements that an activity seeks to accomplish within a given thne fi•ame, which are directed to a particular goal. An obi ective shotdd be stated in terms of results, not processes m• activities. For the City of McHenry, departmental objectives are included in the department's budget request. Ordinance: A formal legislative enactment by the governing body of a nnrnicipality. Performance Measuremenh Commonly used term for service efforts and accomplishments reporting. Permanent Fmrds: A fiduciary fund type used to report resources that are legally resh•Icted to the extent that only earnings, and not principal, may be used fm• purposes that support the reporting government's programs. Personal Servicec; Expenditures for salaries, wages, and related employee benefits for persons employed by the munic[pality. Proprietm'y Funds• Fttnds that focus on the determination of operathrg income, changes in net assets (or• cost recovery), financial position, and cash flows. There ar•e two different types of proprietary funds: entet•prise funds and internal service funds. Public Safety Functiotr Government function that provides for services to reduce the amowrt and effects of external harm to individuals and damage to property, and in general to promote an atmosphere of personal security From external events. Police, anima] control, comnuutications, fire, and civil defense activities are included in this function. Public Worlts Function• Government function that provides for safe and well -maintained inft•astructure for the City. Activities included in this Function are public works administration, roadway maintenance, snow and Ice control, street cleaning, traffic conh•ol and engineering. Resolution: An m•der of a legislative body requiring less legal formality than an ordinance; additionally, it has less legal status. e e rue• hrcome received by the City of McHenry to support the government's program of services to the citizens. Income includes such Items as property tax, fees, user• charges, grants and fines. Special Assessment• A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or• service deemed to primarily benefit those properties. Special Revenue Funds• Fmtds used to account for proceeds of specific revenue sources that are legally resh•icted to expenditures for specified purposes. Taxable Valuations: Valuations set upon real estate or other property by a government as the basis for levying taxes. Taxes: Compulsory charges levied by government for the purpose of financing services performed foil the common beneflt. This does not include specific charges made against particular persons or property foil current or permanent benefits such as special assessnnents. Trust and Agencygunds• Funds used to accournt fm assets held by a government in a trustee or agent capacity for individuals, private organizations, other governments, and/or other finds. 407