Honorable Toni Preckwinkle, President

fpdcc.com

Forest Preserve District of Cook County, Illinois

Honorable Toni Preckwinkle, PresidentForest Preserve District Board of Commissioners

For the programs and services of the Forest Preserve District of Cook County as submitted to the Finance Committee of the Forest Preserve District Board of Commissioners

Executive Budget Recommendation

2020

2020

This document was printed on recycled paper

Alma E. Anaya Luis Arroyo, Jr.Scott R. Britton

John P. Daley Dennis Deer Bridget Degnen

Bridget Gainer Brandon Johnson

Bill Lowry

Donna Miller Stanley MooreKevin B. MorrisonSean M. MorrisonPeter N. Silvestri

Deborah SimsLarry Suffredin

Jeffrey R. Tobolski

Honorable Toni Preckwinkle, President Forest Preserve District Board of Commissioners

and

Board of Forest Preserve District Commissioners

Arnold Randall General Superintendent

Stephen Hughes Chief Financial Officer



I I F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S

2 0 2 0 E X E C U T I V E B U D G E T R E C O M M E N D A T I O N

Table of ContentsINTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Our Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

The Forest Preserve District of Cook County Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Accounting & Budgetary Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Budget Development Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

FY 2020 Proposed Budget Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Reader’s Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Forest Preserves of Cook County Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Forest Preserves of Cook County Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

EXECUTIVE SUMMARY & EXECUTIVE BUDGET RECOMMENDATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Forest Preserve District Of Cook County, Illinois

Annual Appropriation Ordinance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Attachment A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Attachment B - Corporate Fund Balance Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Position Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

CORPORATE FUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Estimated Revenues and Available Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Budgeted Expenditures and Other Uses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Office of the General Superintendent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Finance & Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Conservation & Experiential Programming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Permits, Rentals And Concessions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S I I I


Landscape Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Facilities & Fleet Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Law Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Planning & Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

District Wide Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

CAPITAL AND RELATED FUNDING SOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Construction & Development Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

Capital Improvement Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99

Real Estate Acquisition Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100

Resident Watchmen Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

Bond & Interest Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

FIDUCIARY, AGENCY AND COMPONENT UNIT FUNDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Employee Annuity And Benefit Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104

Self-Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

Chicago Zoological Society Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Chicago Horticultural Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Chicago Zoological Society & Brookfield Zoo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

Chicago Botanic Garden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121

SUPPLEMENTARY INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135

Chart of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136

Budgetary Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

Revenue Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146

Major Funds Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

I V F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S


Supplementary Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149

Schedule 1 – Non-Union Salary Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149

Schedule 2 – Teamsters Local 700 Salary Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150

Schedule 3 – Police Salary Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151

Schedule 4 – “X” Grade Salary Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152

Schedule 5 – Non-Union Hourly Rate Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152

Schedule 6 – Tax Rates for Real Property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153

Schedule 7 – Property Tax Rates Comparison – City of Chicago . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154

Schedule 8 – Property Tax Rates Comparison – Suburban Snapshot . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154

Schedule 9 – Property Tax Distribution Net of Uncollectible / Refunds . . . . . . . . . . . . . . . . . . . . . . . . . . . 157

Schedule 10 – Total Operating and Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

Schedule 11 – Annual Appropriation Comparative Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

Schedule 12 – Staffing History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160

Schedule 13 – Property Tax Levy Summary from 2012 - 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161

Schedule 14 – Property Tax Levies and Collections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162

Schedule 15 – Direct and Overlapping Governmental Activities Debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163

Schedule 16 – Legal Debt Margin Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164

Schedule 17 – Picnic Permit Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165

Schedule 18 – Pool Fees and Other License and Permits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168

Schedule 19 – Pavilions and Facilities Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

Schedule 20 – Golf Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170

Schedule 21 – Campground Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171

Schedule 22 – Bicycle Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

Schedule 23 – Boat Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

Schedule 24 – Aerial Adventure Course Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174

Schedule 25 – Stable Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174

Schedule 26 – Special Access/Construction Permit Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175

Photography Credits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176

Our Mission Statem

ent2020

Our Mission Statement To acquire, restore and manage lands for the purpose of protecting

and preserving public open space with its natural wonders, significant prairies, forests, wetlands, rivers, streams, and other landscapes

with all of its associated wildlife, in a natural state for the education, pleasure and recreation of the public now and in the future.

2 F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S


The Forest Preserve District of Cook County Organizational Chart

The Forest Preserve District of Cook County Organizational Chart

Residents of Cook County

President & Board of Commissioners

General Superintendent

Compliance Legal Department

Deputy Superintendent

Office of General

Superintendent

Finance &

AdministrationHuman

ResourcesResource

ManagementConservation & Experiential Programming

Permits, Rentals &

ConcessionsLandscape

MaintenanceFacilities & Fleet

MaintenanceLaw

EnforcementPlanning

& Development

F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S 3


Accounting & Budgetary Practices

The accounts of the District are organized on a basis of funds and an account group to present the financial position and results of operations of each fund . The accounting system of the District is also designed to provide budgetary control over the revenues and expenditures of each fund . The accounting principles of the District conform to accounting principles generally accepted in the United States of America as appli-cable to governmental units or, in the case of the discretely presented component units, the Chicago Horticultural Society (“Chicago Botanic Garden”) and Chicago Zoological Society (“Brookfield Zoo”), as applicable to not-for-profits. The accepted standard-setting body for establishing governmental account-ing and financial reporting principles is the Governmental Accounting Standards Board (GASB) and for establishing not- for-profit accounting and financial reporting principles is the Financial Accounting Standards Board (FASB) .

The District’s budget is developed in accordance with Generally Accepted Accounting Principles (GAAP) as applied to government units . With respect to government-wide funds, expendable trust funds and agency funds, the District follows the modified accrual basis of accounting in which revenues are recognized when they become both measurable and available as net current assets . Available means collectible within the current period or 60 days thereafter to pay liabilities of the current period . Taxpayer assessed taxes, gross receipts and personal property replacement taxes are considered “measurable” when they are in the hands of intermediary collecting governments and are recognized as revenue at that time . Anticipated refunds of such taxes are recorded as liabilities and reductions of revenue when they are measurable and their validity seems certain . Revenues considered to be susceptible to accrual are: real estate taxes, personal property replacement taxes, land sale proceeds, concession receivables and interest receivables .



The Budget Development Process

The Forest Preserve District of Cook County Board of Commissioners must adopt the annual operating budget before or within sixty (60) days after the commencement of any fiscal year, which begins January 1. The Annual Appropriation Ordinance includes proposed expenditures and the means of financing them.

The budget development process begins with each department submitting a detailed request for appropriations to the Comptroller . These requests are reviewed with the Chief Financial Officer and General Superintendent. Further review occurs during meetings among the President, General Superintendent and Finance Committee of the Board .

The President’s Appropriation Ordinance recommendations are then submitted to the Board and referred to the Finance Committee . The Finance Committee holds public hearings throughout the County . The Finance Committee may offer amendments to the President’s recommendations before submitting the Appropriation Ordinance to the Board for final approval .

The budget is available for public review for at least ten (10) days prior to the Board’s passage of the Annual Appropriation Ordinance .

The Board must hold at least one public hearing on the budget prior to legally enacting it through the passage of the Annual Appropriation Ordinance .

The Chief Financial Officer is authorized to transfer budgeted amounts between various line items within any fund . The Board must approve any revisions increasing the total expenditures of any fund. The budget information referenced in the financial statements includes adjustments, if any, made during the year .

The level of control where expenditures may not exceed the budget is the fund level of activity . With the exception of unspent Capital Improvement, Construction and Development and Bond Funds, budgeted amounts lapse at year-end and are not carried forward to succeeding years . State statute permits the Capital Improvement Fund to remain open for five years. Unspent budgeted amounts for the Capital Improvement Fund are carried forward for four (4) succeeding years until the fund is closed .

A comparison of actual results of operations to the budget can be found in the District’s Comprehensive Annual Financial Report under the section entitled “Required Supplementary Information .”



FY 2020 Budget Calendar

Budget Kickoff FPCC department heads and their deputies all gather together to learn about expectations for the upcoming budget year, along with sharing departmental accomplishments, goals, and challenges .

Department Requests Submission FPCC departments submit personnel, non-personnel, and other funds (if applicable) requests for FY 2020 .

Department Hearings Departments are given the opportunity to further elaborate upon their requests with the General Superintendent, Deputy Superintendent, Chief Financial Officer, Comptroller and the rest of the Budget Team .

Budget Introduction The President of the Board of Commissioners introduces the recommended FY 2020 Budget .

Public Hearings These ensue two times before there is a vote on the Annual Appropriation Ordinance . At the hearings, the public can voice concerns and/or support for funding initiatives outlined in recommended appropriation for FY 2020 .

Vote on Annual Appropriation Ordinance During the FPDCC President and Board of Commissioners’ meeting, a vote takes place on whether or not to approve the Annual Appropriation Ordinance as amended (if applicable) .

BUDGET EVENTS

§ July 26 Budget Kickoff

§ August 12 Department Requests Submission

§ August 19-30 Department Hearings

§ October 22 Budget Introduction

§ October 30 Public Hearing

§ November 5 Public Hearing

§ November 19 Vote on Annual Appropriation Ordinance



Reader’s Guide

This section is designed to introduce and explain the contents of the FY 2020 Annual Appropriation in the order of appear-ance in this document .

§ District Profile, Map and Organization Chart This section examines the history of the District, its management and governance; the District map delineates the District by region; and the organization chart depicts the composition of the District .

§ Annual Appropriation Ordinance This section contains the annual appropriation ordinance and corresponding attachments .

§ Executive Summary This section provides an overview of the FY 2020 Budget . It addresses the current priorities of the District; resources to be allocated to achieve these goals; sources of funding; descriptions, charts, graphs and productivity analysis related to staffing, tax levy and distribution; and the budgetary process .

§ Corporate Fund Summary These pages list estimated 2020 tax and non-tax Corporate Fund revenues; budgeted expenditures by department and other uses; position summary and salaries by department .

§ Corporate Fund Appropriations by Department This section details each department by its duties and composition, prior year’s accomplishments, 2020 goals, organization chart, positions and salaries, and non-personnel services .

§ Capital and Related Funding Sources This section contains a description of and data related to the Capital Improvement Fund, Construction and Development Fund, Real Estate Acquisition Fund, Bond and Interest Fund and Monetary Awards (grants received) .

§ Fiduciary, Agency and Component Unit Funds This section summarizes appropriations for the Employee Annuity and Benefit Fund, the Self-Insurance Fund, the Zoological Fund and the Botanic Garden Fund .

§ Budgetary Chart of Accounts This section identifies and explains the numbered account system under which all appropriations are represented including salaries and wages, professional contractual services, materials and supplies, utilities, self-insurance and employee benefits, equipment and fixtures, building and construction, and other expenses .

§ Glossary This section defines budgetary terminology.

§ Funds and Accounting Practices This section explains each budgetary fund and accounting practices of the District .

§ Position Classification and Compensation Schedule This section describes District personnel practices and classification of positions and compensation . It includes position grading and step increases for full-time employees based on time of service, salary schedules of hourly employees, and salary schedules for law enforcement personnel .

§ Fee Schedule This section delineates fee categories for public usage of District facilities including picnics, pools, snowmobiling, cross-country skiing, camping, horse and dog licensing, pavilion rentals, special usage fees (permits for special events and special use categories) and the golf fee schedule .

§ Revenue Glossary This section identifies and explains revenue that is received by the District for various services rendered .



Profile: Forest Preserves of Cook County

The Forest Preserves of Cook County, with nearly 70,000 acres, is a regional treasure and a critical resource for Cook County. The preserves help control floods in our neighborhoods, clean our water and air, provide an escape into nature, and improve the health and quality of life of millions of people . Healthy preserves also help attract business and investment in the region .

The Forest Preserves of Cook County provides an escape into a world teeming with wildlife and rich with outdoor recreation and environmental education opportunities . Within its boundaries are rare habitats that offer plant and animal diversity on par with the rainforests of the world . Thanks to dedicated restoration and conservation efforts, native plants and wildlife—including North American river otters, blue spotted salamanders, native orchids, and birds such as bald eagles and bobolinks—continue to return to or flourish on our lands .

Each year, the Forest Preserves receives an estimated 62 million visits, as people use these lands and facilities to enjoy nature, bicycle, hike, fish, cross-country ski, picnic, canoe, or simply relax . Facilities located in the preserves include nature centers, boat rentals, equestrian stables, golf courses and driving ranges, and aquatic centers . Among the treasures of the Forest Preserves of Cook County are the Brookfield Zoo and the Chicago Botanic Garden, two world-class institutions located on FPCC land and supported by funding of the Forest Preserves .

More than 100 years ago, as our young metropolis was quickly expanding, civic leaders in Chicago had the wisdom and foresight to protect natural lands . The founders of our Forest Preserves predicted the explosive population growth and anticipated the wave of urban development that would sprawl far beyond the city limits of Chicago into the open prairie, forest, wetland and farm field.

They dreamed of a region that preserved its natural character and sense of place, where city and suburb flowed together along vast expanses of open land traversing Cook County .

In February 1915, the Board of Forest Preserve Commissioners held its first meeting, and the Forest Preserves acquired its first piece of property in 1916—500 acres in what is now known as the Deer Grove Forest Preserve .

While the District has experienced many changes over the decades, three central tenets were established more than 100 years ago which continue to guide our work today:

Preservation: The Forest Preserves acquire, restore and manage land to preserve public open space and the habitats that wildlife and plants need to thrive .

Education: The Forest Preserves provide environmental education programming for all ages, with a particular focus on offering information and experiences that will inspire the next generation to take responsibility for protecting the land, plants and wildlife of our region .

Recreation: Not only are the Forest Preserves close to home, but they are also fun and affordable, offering accessible recreation opportunities to all residents of Cook County .

The Forest Preserve District is a separate body and political subdivision of the State of Illinois . The Forest Preserves has independent taxing powers and its boundaries are the same as those of Cook County . It is governed by a President elected by voters across Cook County, and a Board of Commissioners elected by Cook County voters from 17 districts within the county . The President and Commissioners are elected for four-year terms . The President and Commissioners also serve on the Cook County Board in the same capacities .

The Forest Preserves of Cook County is administered by a General Superintendent and Department Heads from each of ten departments: Finance and Administration; Human Resources; Resource Management; Conservation and Experiential Programming; Permits, Rentals and Concessions; Landscape Maintenance; Fleet and Facilities Maintenance; Legal; Law Enforcement; and Planning and Development . The Office of the General Superintendent serves as an 11th Department .

10

Camp Bullfrog LakeMaple LakeBoating Center

Camp Bullfrog LakeMaple LakeBoating Center

CampReinberg

CampSullivan

BrookfieldZooBrookfieldZoo

CampDan Beard

Green LakeFamilyAquaticCenter

BurnhamWoodsGolf Course

Joe LouisGolf Course

George W. DunneGolf Course

SagawauEnvironmentalLearning Center

CrabtreeNatureCenter

Little RedSchoolhouseNature Center

ChicagoBotanicGarden

ChicagoBotanicGarden

Billy CaldwellGolf Course

Sand RidgeNature Center

River TrailNature Center

Hal TyrellTrailsideMuseum

ThatcherPavilion

GeneralHeadquarters

Dan RyanWoods

Rolling KnollsPavilionDisc Golf Course

NORTHWESTNORTH

CENTRAL

SOUTHWEST

SOUTH

Skokie Lagoons Canoe & Kayak Rentals

Skokie Lagoons Canoe & Kayak Rentals

Busse LakeBoatingCenter

Chick EvansGolf Course

IndianBoundaryGolf Course

Edgebrook Golf CourseMathew BieszczatVolunteer Resource Center

WhealanPool AquaticCenter

Swallow Cliff

Highland WoodsGolf Course

Harry SemrowDriving Range

ModelAirplane Flying Field

Beck LakeOff-LeashDog Area

Miller MeadowOff-LeashDog Area

BremenGroveOff-LeashDog Area

ModelAirplane Flying Field

Glen GroveEquestrianCenter

MeadowlarkGolf Course

Bemis Woods SouthZip Line & TreetopAdventure Course

Cermak FamilyAquatic Center

TampierLakeBoatingCenter

River OaksGolf Course

CampShabbonaWoods

FPCC Trails

FPCC Land



Forest Preserves of Cook County Map



Introduction

The Forest Preserves of Cook County has reached a critical inflection point in its more than 100-year history. The proposed FY 2020 budget reflects a status-quo of insufficient funding that cannot continue beyond this year . To be on a sustainable fiscal path, the Forest Preserves must move in one direction or another: Either scale up to provide the resources and amenities that thoroughly support preservation of natural open land for future generations, protection of our land, water and air, and opportunities to connect residents to nature—or cut back Forest Preserves services and programs, as well as its capacity to protect the habitats and wildlife in its care .

In 2014, the Forest Preserve District Board of Commissioners adopted the Next Century Conservation Plan (NCCP), a bold set of actions to be implemented over the next 25 years to further cement Cook County’s role as a national leader in urban conservation . Created by a commission and advisors representing corporate, government and nonprofit organizations, the NCCP lays out a blueprint to restore protected lands to ecological health, to acquire and protect more land, and to make the preserves more accessible to the diverse people of Cook County .

In the ensuing five years, the Forest Preserves and its many partners and volunteers have made steadfast progress towards the NCCP’s goals, building on advances instituted since the start of the current administration of the Forest Preserve District of Cook County in 2010 . Today 13,000 acres of land are in restoration or active maintenance . The Conservation Corps has expanded, and new initiatives are adding educational and outdoor recreation experiences, with an emphasis on reaching out to communities in the City of Chicago and southern and western segments of the county where residents have traditionally been less likely to visit the preserves . As important, the District has improved accountability and incorporated best practices to ensure existing resources are being used efficiently and effectively.

At the same time, however, the Forest Preserves has not had the resources necessary to meet long-term needs that no longer can be only partially addressed . If the Forest Preserves does not increase its payments towards pensions, the fund will be depleted by 2040 . The District has a moral and ethical duty to meet its pension obligations . The average pension payment to a Forest Preserves retiree is $30,566 per year, and most of these retirees do not receive Social Security . The District currently contributes a little more than $4 million each year to pensions, meeting its legally required pension payment . But to adequately fund pension obligations, an additional $9 .2 million per year over the next 30 years is needed to eliminate an existing deficit.

The Forest Preserves also has an extensive backlog of capital needs, including deferred maintenance on older facilities and its expansive network of parking lots and roadways throughout the county . The estimate for capital needs such as repairs to trails, cabins, picnic shelters and comfort stations stands today at $130 million, including $30 million for urgent needs such as roof replacements, parking lot repairs, boiler replacements and other immediate maintenance that if left untended will create much more expensive problems in the near future . Furthermore, FPCC’s two key partners, the Brookfield Zoo and the Chicago Botanic Garden, each have their own critical capital needs .

The arrow for the Forest Preserves is pointing up . With expanded and deeper partnerships in communities and in the conservation field, more efficient and transparent operations, and better management of its natural lands, the Preserves is a government agency that has transformed itself and what it offers the residents of Cook County . The work is far from complete, but staff, partners, volunteers and advocates have the blueprint and the momentum to continue on this rising trajectory . Accomplishments to date within the constraints of a relatively limited budget show that the Forest Preserves has the vision and capacity to ably invest increased resources in a manner that will benefit the residents, natural world, human health, and long-term quality of life of Cook County .

1 0 F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S


Executive Summary

The proposed 2020 budget for the Forest Preserves of Cook County largely retains the status quo of the budget from last year, and from years before . It does not provide the additional resources that will make significant and full progress toward the vision of the Next Century Conservation Plan or address the pension shortfall or deferred maintenance needs of the Forest Preserves .

The Forest Preserves of Cook County total budget request for all funds for FY 2020 is $124,651,512, an increase of 3 .8% over FY 2019 . Revenues to support this budget include property taxes totaling $96 .8 million, non-tax revenues totaling $9 .3 million, reserves totaling $10 .7 million, and $7 .4 million from the Personal Property Replacement Tax, a tax collected from corporations, subchapter S corporations, partnerships, trusts, and public utilities by the state and paid to local governments . The Corporate budget request, which funds the day to day operations of the Distract, is $63,529,304, an increase of 1 .4% over last year .

Capturing Inflationary Growth. Approximately 80% of FPCC’s operating budget comes from property taxes . In 2020, the percentage allocated to the Forest Preserves will remain the about the same on individual property tax bills—typically less than 1% of a homeowner’s property tax bill . For the owner of a median-priced home, this equates to $35 to $45 per year, depending upon which municipality the home is located in .

For its 2020 budget, the Forest Preserves of Cook County proposes a tax levy increase that captures the rate of inflation, as it has in each budget for the last decade or so for its non-debt service funds . For 2020, this increase of $1 .5 million is 1 .8% more than the Forest Preserves property tax levy of 2019, or about 50 cents per household . The increase will cover anticipated cost-of-living adjustments included in collective bargaining agreements, increasing health care costs, workers’ compensation and other insurance claims, with an additional $760,000 allocated to the Construction and Development fund for necessary capital projects . In addition to capturing inflationary growth, the levy will increase by $683,000 for debt service from the 2019 bond issue totaling $8 .0 million for capital improvements, as required by the bond ordinance . This results in a total FY 2020 levy increase of $2 .2 million .

Support for the Brookfield Zoo and the Chicago Botanic Garden. The proposed FPCC 2020 budget of just over $124 .6 million includes $23 .3 million to continue to fund our world-class institutional partners. In 2019, the Brookfield Zoo is budgeted for $14 .4 million in FPCC support, and the Chicago Botanic Garden at $8 .9 million, both the same level as last year .

Staff Levels. The FY 2020 budget assumes no layoffs . The number of full-time equivalent positions is planned to be 633 .8, an increase of 3 .9 FTEs over last year and 40 .2 fewer than in 2016. The filling of vacant positions will be closely monitored throughout the year while the Forest Preserves continues to follow successful cost savings measures and hiring practices implemented in prior years .

Reducing Costs and Increasing Earned Revenue. Operation of the aquatic centers has been outsourced to become more efficient by using third-party operators with core competencies in the field for management. In 2020, expanded services and fee adjustments are projected to generate $610,000 from the aquatic centers. In addition, a cost-benefit analysis of services and fees resulted in adjustments to permit fees, and vehicles across the district are being converted to propane, resulting in significant savings.

Pension fund contribution. The 2019 budget does not provide the recommended additional $9 .2 million per year needed to meet pension obligations, nor does current law allow FPCC to increase its payment . Due to state law formulas that limit the allowed contribution to the ForInest Preserves pension fund, the Preserves will actually reduce its appropriation to pensions from $4 .3 million in 2019 to $4 .1 million in 2020 .

Reserve funds. In 2018, revenues in the reserves fund grew by approximately $5 .5 million, from $34 to $39 .5 million, due to operating revenues exceeding expenditures . In recent years, the Forest Preserves has reformed its practice of relying on its reserve funds to pay for various recurring programs and services, a change that remains in the proposed 2020 budget . The increase in the reserves will be used in part to fund needed demolition work of existing structures on recently acquired properties and additional funding for anticipated insurance claims and settlements .

F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S 1 1


In the five years since the adoption of its Next Century Conservation Plan (NCCP), the Forest Preserves of Cook County has made notable advancements on many fronts . Building on the work since 2010 to become a more transpar-ent, accountable and strategic government agency—including the creation of the NCCP itself—the Forest Preserves has worked with the relatively limited resources available to improve programs, the preserves and operations . Native Landscapes The Next Century Conservation Plan calls for 30,000 acres to be restored to ecological health, with healthy woodlands, wetlands and prairies filled with thriving native trees, grasses, flowers, birds and other animals. Today, 13,000 acres are under restoration or active maintenance . Since 2015, the Forest Preserves has dedicated three new Illinois Nature Preserves (and expanded another) and two Illinois Land & Water Reserves with the Illinois Nature Preserves Commission, raising the total to 9,870 acres protected into perpetuity .

In the last five years, the Resource Management department has done large-scale restoration work in 20 of the 22 proper-ties identified as priority locations for restoration in the Natural and Cultural Resources Master Plan created in partnership with the University of Illinois’s Prairie Research Institute (PRI) . The department has expanded the prescribed burn program to 42,563 acres over that time, an increase of more than 155 percent over the previous period .

The Forest Preserves has implemented a long-term vegetation monitoring program and developed a formal seed policy in collaboration with PRI and regional experts, including volunteer stewards and the Chicago Botanic Garden, to be able to source native seed material that is ecologically, genetically, and geographically suited to a given site .

The Conservation Corps program, operated in conjunction with a wide variety of operational and funding partners, provides paid, hands-on experiences working in the preserves to participants from across Cook County’s diverse communi-ties—including youth and those with barriers to employment . The programs have more than doubled in size in the last five years, from engaging 164 participants in 2014 to more than 329 in 2019 .

The Forest Preserves continues to look for ways to support the nature in its care . For example, to increase the habitat for insects, plants and wildlife at recreation and administration sites, in 2015 the Preserves implemented a “low/no mow” zone program, with more than 160 acres now in the program .

Welcoming and AccessibleThe Forest Preserves has added new amenities and programs to reach the NCCP goal to invite, excite and engage diverse visitors from all walks of life in the preserves . In 2014, the Forest Preserves opened five new campgrounds, and as of July 2019 more than 215,000 people have camped at these facilities, generating $2 million in revenue .

To reach out to families and individuals with no experiences going camping, many from urban communities, the Forest Preserves created the Camping Leadership Immersion Course in 2015 to teach leaders at community groups how to bring their members out to the campgrounds . The model has been so successful that the Preserves replicated it for kayaking in 2017 with the award-winning Greater Maywood Paddling Program .

The Forest Preserves has invested in key sites around the county over the last five years to offer more to visitors and transform key sites. The Preserves opened new fitness stairs, a nature play site, and a visitors center at Dan Ryan Woods; a pavilion and improved fitness stairs at Swallow Cliff; the Maple Lake Boathouse; a pavilion and pro disc golf course at Rolling Knolls; new canoe launches at Kickapoo and Northwestern woods; and two new off-leash dog areas . The Preserves reconstructed three model airplane flying fields, repaired shorelines and dams at 18 fishing lakes, and installed new wayfinding and information signs at five “gateway” sites. There are now more than 350 miles of trails in the preserves, including an addition of 29 miles of new paved trails since 2015, a 23 percent increase .

The Preserves has also launched innovative new concessions opportunities since 2015, including the Go Ape Treetop Adventure Course, a new boat rental program at Saganashkee Slough, dockless bike rental at 50 groves, and food and beverage concessions at multiple sites . Concessions revenue over the last five years has risen by 21 percent. In 2014, the Forest Preserves created the Conservation and Experiential Programming (CEP) department to increase and institutionalize public programming and engagement . Activities have increased more than 100-fold since the department’s inception, with more than 2 .5 million participants . New programs include youth-engagement programs like It’s Cooler in the Forest, tentpole events like Party in the Preserves and Kids Fest, programs at six Nature Centers like Stars, Stories and S’mores and art lessons, and community partnerships like Better Beaubein .

Five-Year Accomplishments



The Forest Preserves continues to not only be open and welcoming to all visitors, but to actively invite and be inclusive to those who may not have used the preserves in the past . In 2017 CEP moved to a zone model to work more closely with local partners to build awareness and engage users . Marketing efforts over the last three years have included an increased focus on diverse populations and underserved communities . In 2018, the Forest Preserves has expanded its commitment to accessibility, including hiring an advisor, launching ADA working groups, and completing training of all FPCC staff on working with people with disabilities .

Operations and AdministrationUnder the leadership of President Toni Preckwinkle and General Superintendent Arnold Randall, the Forest Preserves has recommitted to active, effective stewardship of the preserves and fundamentally rebuilt administration and operating systems . Since the adoption of the Next Century Conservation Plan, the pace of change has continued, including establishing the independent Conservation and Policy Council, which advises the President, Board of Commissioners and General Superintendent and reviews and makes recommendations for the annual budget, conservation policies and practices and long-term strategic issues .

Prioritizing financial efficiency, the Forest Preserves has explored more than 50 initiatives to reduce costs and/or to use resources more effectively. In five years, cost savings have been generated by establishing in-house pavement repair teams, reducing printing, converting to a fuel-efficient fleet, and refinancing bonds.

The budget for non-tax revenue for the Forest Preserves has nearly doubled since 2014, from $4 .7 million to $9 .2 million in 2019 . Revenue sources over this period include more than $11 million in state, local and philanthropic grants (and note that external partners have raised another $13 million dedicated to projects that invest in improvements in the preserves) . The Forest Preserve Foundation continues to expand its support for conservation, education and recreation in the Preserves, increasing grants to the Forest Preserves from $166,000 in 2015 to $266,000 in 2018 . By outsourcing management of campgrounds in 2015, aquatic centers in 2016, and indoor room rental in 2018 to vendors that have the expertise in these specialized areas, the Forest Preserves has seen revenue growth in the operations of these facilities. The Forest Preserves also conducted its first comprehensive cost-benefit model for the permits program

with the goal of decreasing taxpayer subsidy of private events . Following those recommendations, from 2015 to 2018 permits revenue increased by more than 30 percent .

Under the current administration, Forest Preserves improvements include opening a human resources department, creating clear employee job descriptions and performance reviews, and establishing a M/WBE ordinance and M/WBE contract compliance program . In 2018, 47% of awarded contracts achieved M/WBE business participation and 55% of contract payments were made to M/WBE businesses . In 2014 the Forest Preserves was one of the first city or county agencies to be found by a judge to be in substantial compliance with the Shakman Consent Decrees, and continued good governance includes established employment guidelines and the oversight of a full-time director of compliance .

Administrative improvements over the last five years range from new financial management systems to an intergovernmental agreement with Cook County that conducts internal audits each year in areas such as concessions, inventory and warehouse management, and cash handling . For the 11th consecutive year, the Preserves received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association.

In 2018, the Preserves adopted its first Sustainability & Climate Resiliency Plan, and efforts to lower its carbon footprint to date include purchasing 20 percent of electricity from green renewable sources, conversion of vehicles and equipment to propane, and a green office challenge for employees. That same year, the Preserves started its Racial Equity Diversity & Inclusion (REDI) Committee to promote a work culture that embraces diversity and is inclusive and welcoming to all FPCC employees, visitors, and partners . The committee is assessing FPCC operations including hiring, promotions, discipline, communications and outreach .



In the last five years, the Forest Preserves of Cook County and its staff and partners have received more than 50 awards for Forest Preserves projects and management, ranging from youth programming to natural area conservation to good governance and conservation leadership . Recognition has come from national, regional and local associations, government agencies and nonprofits.

Notably, General Superintendent Arnold Randall received the 2017 Outstanding Public Official Award from the National Association of County Park and Recreation Officials, and The Forest Preserves of Cook County received the 2016 Illinois Governor’s Sustainability Award from the Illinois Sustainability Technology Center honoring its commitment to sustainable business and operations .

Awards

2019 AWARDSThe Forest Preserves of Cook County received the Best in Green Practices Award from the Illinois Association of Park Districts for its Sustainability and Climate Resiliency Plan .

The Forest Preserves of Cook County and the Housing Authority of Cook County received the Intergovernmental Award from the Illinois Association of Park Districts for their partnership on the Conservation Corps’ Forest Preserve Experience Program .

Friends of the Forest Preserves’ Chicago Conservation Leadership Corps received the Urban Forestry Award-Youth Engagement Award for the Chicago Region Trees Initiative .

The Forest Preserves of Cook County’s Conservation Corps received a Force of Nature Award from the Chicago Wilderness which highlights bold and exceptional work being done on behalf of nature in our region .

The Greater Maywood Paddling Program received the Project Excellence Award from the Society of Outdoor Recreation Professionals, presented to exemplary outdoor recreation projects .

The Greater Maywood Paddling Program received a Park and Recreation Program – Class II category Award from the National Association of County Park and Recreation Officials for its unique and exceptional program.

Flora of the Chicago Region by Laura Rericha and Gerould Wilhelm received the Award of Excellence in the category of Botany and Flora from the Council on Botanical and Horticultural Libraries’ Annual Literature Awards, which recognizes work that makes a significant contribution to the literature of botany or horticulture.

Flora of the Chicago Region received a Force of Nature Award from the Chicago Wilderness alliance as a remarkable piece of work that provides a guide to the natural world .

General Superintendent Arnold Randall received the Agency Leadership Award from the Public Lands Alliance, which recognizes a land management agency employee for outstanding accomplishments in championing, cultivating and leading a partnership .

John Navin, who has volunteered more than 20,000 hours as a steward at Poplar Creek Forest Preserve, received the Outstanding Citizen Volunteer Award from the Illinois Association of Park Districts for his dedication and commitment to restoring natural ecosystems . The Forest Preserves of Cook County received the 2019 BusCon PERC Award from the Propane Education & Research Council for its work utilizing the clean fuel source propane for its vehicles and equipment .



Forest Preserve District Of Cook County, Illinois Annual Appropriation Ordinance

For Fiscal Year Beginning January 1, 2020

BE IT ORDAINED by the Board of Commissioners of the Forest Preserve District of Cook County:

That this Ordinance be and the same is hereby termed the “Annual Appropriation Ordinance” of the Forest Preserve District of Cook County (the “District”) for the fiscal year beginning on the first day of January, A.D. 2020.

That the amounts herein set forth be and the same are hereby appropriated for the several objects and purposes specified herein for the fiscal year beginning on the first day of January, A.D. 2020.

That, for the purpose of administrative detail and accounting control, the appropriations herein specified are made in accordance with the standard classification of accounts as adopted by the Board of Commissioners of the District. The Chief Financial Officer and the heads of departments of the District shall administer the amounts appropriated in this Annual Appropriation Ordinance by accounts and by code numbers conforming to such standard classifications within the discretion of the Chief Financial Officer, if necessary .

That the salaries or rates of compensation of all officers and employees of the District as hereinafter named, when not otherwise provided by law, shall be in accordance with the salaries and rates of compensation of the officers and places of employment as fixed in the Resolutions adopted by the Board of Commissioners of the District prior to the adoption of the Annual Appropriation Ordinance and shall not be changed during the year for which the Appropriation is made, except that the Board of Commissioners may direct the officers of the District by Resolution to expend all or any portion of the appropriation herein contained entitled “Personnel Services Adjustments” according to prearranged plans of classification and/or salary adjustments, and except further that the Board of Commissioners may direct the officers of the District to expend all or any portion of the Appropriation herein contained reserved for wage adjustment for per diem or monthly employees to conform to prevailing rates .

That, whenever appropriations for salaries or wages of any office or place of employment are supported by detailed schedule, all expenditures against such appropriations shall be made in accordance with such schedule subject to modification by direction or approval of said position and classification plan by the Board of Commissioners of the District.

That, no payroll item shall be approved by the Comptroller or paid by the Treasurer for a sum exceeding the amount in said schedule, or modified schedule, except that the Board of Commissioners may direct the proper officials of the District to expend all or any part of the appropriation herein contained for scheduled salary adjustments in wages of employees, when approved by the Board of Commissioners of the District .

That the amounts appropriated under classification other than salaries and wages to any department of the District shall be fixed under the following conditions:

A . Insofar as practicable, all contract and open market orders for purchases to be charged against such appropriation shall be based upon specifications for various classes of supplies, materials, parts or equipment already provided or hereinafter to be provided by the Board of Commissioners of the District .

B . All open market orders issued by any department for supplies, materials, parts or equipment, for which specifications shall have been prescribed, shall contain a description of the goods ordered conforming to such standard specifications.

C . The Purchasing Agent shall, in auditing claims for goods delivered on open market order, determine through inspection or otherwise, whether the goods to be delivered conform to such standard specifications.

D . Before entering into contracts for goods or services for one hundred-fifty thousand dollars ($150,000.00) or more, the pro-posed contract and specifications shall be submitted to the Board of Commissioners of the District for approval.



That the heads of departments are hereby prohibited from incurring any liabilities against any account in excess of the amount herein authorized for such account, except as otherwise approved by the Board of Commissioners of the District .

That for fiscal year 2020, estimates of assets, revenues and fees available for appropriation, and amounts appropriated, specify-ing purposes therefore are as detailed on Attachment A.

That the budgeted Fund Balance level for the corporate fund is in accordance with the Board- adopted Fund Balance policy . (See Attachment B)

That the Chief Financial Officer and the Comptroller are authorized to correct any factual errors in the Annual Appropriation Ordinance and to implement the adopted Amendments with any required internal modification.

BE IT FURTHER ORDAINED that this Ordinance shall take effect and be in full force and effect from and after its passage, approval and publication according to the terms of law .

APPROVED:

__________________________________________________

Toni Preckwinkle, President Board of Commissioners of the Forest Preserve District of Cook County, Illinois

Alma E . Anaya Luis Arroyo, Jr.

Scott R . Britton

John P. Daley

Dennis Deer Bridget Degnen

Bridget Gainer

Brandon Johnson

Bill Lowry

Donna Miller Stanley Moore

Kevin B . Morrison

Sean M . Morrison

Peter N . Silvestri

Deborah Sims

Larry Suffredin

Jeffrey R. Tobolski



ATTACHMENT A

ProposedTax Uncollectible PPRT Non-Tax Fund Fund Budget

Fund Levy & Refunds Tax Revenue Balance Transfer Total

51001-CCF Corporate 52,562,375 (1,576,871) 2,233,500 9,310,300 1,000,000 (3,500,000) 63,529,30451003-Bond & Interest 12,834,300 0 3,996,250 0 0 16,830,55051004-Employee Annuity & Benefit 3,659,331 0 407,044 0 0 4,066,37551005-Chicago Zoological 14,284,927 (428,548) 533,126 0 0 14,389,50551006-Real Estate Acquisition 0 0 0 0 850,000 850,00051008-Chicago Horticultural 8,948,070 (268,442) 253,150 0 0 8,932,77851011-Self Insurance 0 0 0 190,000 5,350,000 3,000,000 8,540,00051028 Construction & Development 7,000,000 (210,000) 0 0 0 6,790,00051009- Capital Improvement 0 0 0 0 0 500,000 500,00054017-Resident Watchmen 0 0 0 223,000 0 223,000TOTAL $99,289,003 -$2,483,861 $7,423,070 $9,723,300 $7,200,000 $0 $124,651,512

FOREST PRESERVE DISTRICT OF COOK COUNTY, ILLINOISSUMMARY OF APPROPRIATION, SOURCES, AND TAX LEVY

FOR FISCAL YEAR BEGINNING JANUARY 1, 2020

Breakdown of Proposed Budget by Funding Source

Attachment AFOREST PRESERVE DISTRICT OF COOK COUNTY, ILLINOIS SUMMARY OF APPROPRIATION SOURCES, AND TAX LEVY


Breakdown of Proposed Budget By Funding Source

($2,483,861)



Attachment B Corporate Fund Balance Policy

INTRODUCTION

The District’s Corporate Fund is used to fund and account for the general operations of the District, and is funded primarily by tax receipts and certain other non-tax revenues. In governmental accounting, the balance sheet shows the current financial resources and liabilities of the fund. Accordingly, the balance sheet of the District’s Corporate Fund shows the current financial resources of the District together with its current liabilities. The difference between the current financial resources available in the Corporate Fund and its liabilities is the Fund Balance . The Fund Balance is generally divided into Reserved and Unreserved . This policy establishes a guideline for the Corporate unreserved fund balance, and how the guideline is implemented .

UNRESERVED FUND BALANCE LEVEL

The District will endeavor to have a sufficient unreserved fund balance for the Corporate Fund to mitigate the risk stemming from 1) revenue fluctuations, 2) unexpected emergency expenditures, and temporary periods of negative cash flow. To this end, a minimum fund balance shall be budgeted annually that is the total of the following percentages:1

1 . Revenue Fluctuations: 5 .5 percent of Corporate Fund Gross Revenues

2 . Unexpected Expenditures: 1 percent of Corporate Fund Expenditures

3 . Insufficient Operating Cash: 8 percent of Corporate Fund Expenditures

IMPLEMENTATION OF THE FUND BALANCE POLICY

The District’s Chief Financial Officer (CFO) is responsible for implementing this policy and the District’s designated Auditor must certify the necessary calculations . In any given year, the President may request that the Board waive this policy as operations demand . However, it is the intention of the President and the Board that this policy is adhered to in normal years . If, in any given year, the fund balance declines below the level specified by this policy, budgeted increases in the Fund Balance should be made over a maximum three-year period to bring the fund balance in accordance with the policy .

1 These percentages assume an allowance for uncollectible receivables based on a moving 5-year average of uncollected receivables and a minimum employee turnover of 5 percent . Use of the Working Cash fund is also assumed .



2019APPROPRIAT

ION

Full-Time Employee CorporateTOTALFTEs

TOTALSALARIES

TOTALFTEs

TOTALSALARIES

5110-Office of the General Superintendent (Office) 24 2,114,886 26 $2,249,901

5120-Finance & Adminstration (Office) 19 1,782,059 19 1,799,572

5122-Human Resources (Office) 7 605,015 7 587,337

5131-Resource Management (Office) 59 3,899,409 59 3,912,697

5135-CEP (Office) 52 3,374,447 52 3,358,194

5140-Permits, Rentals & Concessions (Office) 11 805,764 12 847,003

5152-Landscape Maintenance (Office) 145 7,683,589 145 7,656,070

515354 - Facilities & Fleet Maintenence 57 4,001,455 57 3,985,096

5160-Legal (Office) 10 1,025,062 10 1,004,056

5170-Law Enforcement (Office) 129 8,639,827 130 8,779,377

5180-Planning & Development (Office) 18 1,562,832 18 1,577,737Full-Time Employee Total 531 35,494,345 535 $35,757,042

Part Time/Seasonal Employee

5110-Office of the General Superintendent (Office) 4.0 142,532 2.5 $80,080

5120-Finance & Adminstration (Office) 0.3 5,200 0.5 10,400

5122-Human Resources (Office) 0.5 17,928 0.9 18,720

5131-Resource Management (Office) 2.9 91,204 2.4 75,479

5135-CEP (Office) 36.5 1,050,585 35.7 1,046,359

5140-Permits, Rentals & Concessions (Office) 5.0 157,893 4.1 128,951

5152-Landscape Maintenance (Office) 42.0 1,612,686 45.2 1,678,483

515354 - Facilities & Fleet Maintenence 3.9 197,865 4.6 198,403

5160-Legal (Office) 1.0 14,560 0.7 14,560

5170-Law Enforcement (Office) 0.5 15,084 0.7 15,080

5180-Planning & Development (Office) 2.2 80,504 1.5 39,936Part-Time/Seasonal Total 98.9 3,386,042 98.8 $3,306,451

Corporate Total 629.9 38,880,387 633.8 $39,063,492

Position Summary

TOTAL FTEs

TOTAL

SALARIES

TOTAL FTEs

2020 RECOMMENDATION

2019 APPROPRIATION

TOTAL SALARIES



FOREST PRESERVE DISTRICT OF COOK COUNTY, ILLINOIS COMPARISON OF ESTIMATED CORPORATE FUND REVENUE AND

AVAILABLE SOURCES FOR FISCAL YEAR BEGINNING JANUARY 1, 2019

Tax Revenue 2019 2020 % Change411010-Property Tax Revenue $49,293,810 $50,985,504 3%

411050-Property Replacement Tax 2,200,230 2,233,500 2%

Total Tax Revenue $51,494,040 $53,219,004 3%

Non-Tax Revenues

411310-Concessions $428,000 $435,000 2%

411330-Equestrian Licenses 49,000 51,000 4%

411070-Investment Earnings 875,000 1,125,000 29%

411210-Golf Revenue 684,000 644,000 -6%

411230-Picnic Permits 1,590,000 1,625,500 2%

411270-Campgrounds 530,000 580,000 9%

411340-Winter Sports Activities 14,000 14,000 0%

411350-Pool Revenue 810,000 610,000 -25%

411360-Fees 2,695,320 2,722,300 1%

411390-Fines 401,000 403,000 0%

411460-Other Revenue 1,141,800 1,100,500 -4%

Total Non-Tax Revenue $9,218,120 $9,310,300 1%

Total Tax and Non Tax Revenues $60,712,160 $62,529,304 %4

Other Financing Sources

411490-Fund Balance Contributions $1,000,000 $1,000,000 0%

Total All Revenues $61,712,160 $63,529,304 3%

Estimated Revenues and Available Sources

CORPORATE FUND

FOREST PRESERVE DISTRICT OF COOK COUNTY, ILLINOIS COMPARISON OF ESTIMATED CORPORATE FUND REVENUE AND

AVAILABLE SOURCES FOR FISCAL YEAR BEGINNING JANUARY 1, 2020



FOREST PRESERVE DISTRICT OF COOK COUNTY, ILLINOISCORPORATE FUND BUDGETED EXPENDITURES AND OTHER USES


Category / DepartmentPersonnelServices*

ProgramExpenses** Total

5110-Office of the General Superintendent $2,565,236 $610,070 $3,175,306

5120-Finance & Adminstration 2,069,498 110,600 2,180,098

5122-Human Resources 714,072 80,425 794,497

5131-Resource Management 4,722,238 271,840 4,994,078

5135-CEP 5,012,694 573,225 5,585,919

5140-Permits, Rentals & Concessions 1,125,358 622,500 1,747,858

5152-Landscape Maintenance 10,798,340 572,500 11,370,840

515354-Facilities & Fleet Maintenence 4,960,853 4,522,569 9,483,422

5160-Legal 1,255,870 371,000 1,626,870

5170-Law Enforcement 10,473,623 340,500 10,814,123

5180-Planning & Development 1,909,448 152,192 2,061,640

5199-District-Wide Services 2,857,402 6,837,251 9,694,653

Total $48,464,632 $15,064,672 $63,529,304

* Includes Salary, Health Insurance, Life Insurance, Dental Plan, Vision Plan, and Vacancy/Turnover Adjustment. ** Includes Employee Transportation and Travel, Professional Contractural Services, Material & Supplies, Utilities, Equipment and Fixtures, Building and Construction, and Other Expenses,

Budgeted Expenditures and Other UsesFOREST PRESERVE DISTRICT OF COOK COUNTY, ILLINOIS

CORPORATE FUND BUDGETED EXPENDITURES AND OTHER USES FOR FISCAL YEAR BEGINNING JANUARY 1, 2020

* Includes Salary, Employee Transportation and Travel, Health Insurance, Life Insurance, Dental Plan, Vision Plan, and Vacancy/Turnover Adjustment.** Includes Professional Contractual Services, Material & Supplies, Utilities, Equipment and Fixtures, Building and Construction, and Other Expenses.

Office of the General Superintendent


2020

MISSION: To ensure that the overall mission of the Forest Preserve District is

advanced through the plans, programs and activities of all departments.



Office of the General Superintendent Organizational Chart

Office of the General Superintendent Organizational Chart

General Superintendent

Deputy General Superintendent

Executive Assistant

Director of Compliance Director of

Legislative & Governmental

Affairs

Director of Special Projects

Assistant to Deputy General

Superintendent Special Projects

Director of External/ Strategic Initiatives

Director of Communications

Manager of Volunteer Resources

Stewardship Coordinator

Graphic Designer

Volunteer Program

CoordinatorWeb Manager

Volunteer Program

SpecialistCommunications

Manager

Clerk V

Part-Time Stewardship

Aide

Grant Administrator

Project Analyst

Administrative Assistant II

Administrative Assistant to the Deputy General

Superintendent

Policy & Special Projects Manager

Sustainability Fellow



The Office of the General Superintendent (OGS) is responsible for ensuring all, programs, policies and department work plans are aligned with the Forest Preserves’ mission . OGS secures public and private resources to advance the mission and ensures that these resources are used effectively, efficiently and in full compliance with policies, procedures and legal requirements . OGS oversees all communications provided to the public, facilitates broad civic stewardship of the preserves, and cultivates partnerships with government agencies, cultural institutions, universities, non-profit advocates, and a wide range of organizations that support biodiversity conservation, environmental education and outdoor recreation .

The Office of the General Superintendent is comprised of the following functional areas: Executive Office, Communications, Compliance, and Volunteer Resources .

The Executive Office oversees the entire Forest Preserves staff and guides efforts to implement the Next Century Conservation Plan (NCCP), an ambitious 25-year plan to protect and restore nature and make the preserves more welcoming and accessible to all the residents of Cook County . The Executive Office provides strategic support to the Office of the President and Forest Preserves Board of Commissioners, and provides direction on all plans, operations and programs . The Executive Office also directs internal and external strategic initiatives, develops policies and procedures, oversees sustainability efforts, secures grant funding, and serves as a partner to the Forest Preserve Foundation in efforts to raise additional resources to support the Forest Preserves .

Communications generates media coverage of activities, initiatives, and events by disseminating news to electronic, print and broadcast media. Communications serves as the official spokesperson to the media and provides information to the public via on-site signage, an electronic newsletter, the Forest Preserves’ website and social media .

Compliance ensures that the Forest Preserves is in full compliance with legal requirements and policies and procedures . Compliance provides annual training concerning the Employment Plan and Supplement Policies Manual and serves as liaison to the Office of the Independent Inspector General . Finally, Compliance ensures that no political considerations are factored into employment actions for non-exempt employees .

Volunteer Resources provides meaningful volunteer opportunities for individuals and groups that enhance the health, safety and beauty of the Forest Preserves . Volunteer Resources coordinates ecological stewardship and High School Service Learning and collaborates with other local and national volunteer organizations . These volunteer programs support restoration and maintenance of trails, streams, lakeshores, and natural areas .


2019 ACCOMPLISHMENTS

Welcoming and Accessible Preserves § Created the Racial Equity/Diversity and Inclusion (REDI) committee to create a work culture that embraces diversity and is

inclusive and welcoming to all Forest Preserves employees, visitors, and partners .

§ Launched a new mobile-friendly Forest Preserves website that features a translation service and conforms to level “AA” of the Web Content Accessibility Guidelines (WCAG) 2 .0, making it easier for visitors to access information about the Forest Preserves . A new accessibility page provides information on accessibility policies and the ADA notice and grievance procedure .

§ Created a marketing campaign that emphasized the health, recreation and ecological benefits of the Forest Preserves for all residents of Cook County that was delivered by radio, social media, television, billboard, print, and email .

§ Presented information about the Forest Preserves to more than 70 village boards, rotary clubs and other civic organizations to raise awareness and connect more people to nature .

§ Completed over 6,000 individual Trail Watch patrols . Trail Watch volunteers serve as additional eyes and ears for the Law Enforcement Department and are a visible presence to help make the Forest Preserves safe, welcoming and inviting to all visitors .

§ Was awarded the Agency Leadership Award from the Public Lands Alliance.



Protecting the Forest Preserves

§ Developed four draft position papers with the Conservation and Policy Council that set clear guidelines related to land acquisition and disposition, racial equity, compatible recreation, and scaling up volunteers .

§ Launched the Green Sustainability Committee and began implementing the Sustainability & Climate Resiliency Plan, which commits the Forest Preserves to achieving net-zero greenhouse gas emissions by the year 2050 and establishes a roadmap for the Forest Preserves’ lands to be resilient in a changing climate .

§ Secured a partnership agreement with Morton Arboretum to provide volunteer Path to Stewardship online courses, which helps the Forest Preserves reach the NCCP’s goal of significantly increasing certified stewardship workday leaders.

2020 GOALS

Implementation of the NCCP remains a major goal for OGS and all Forest Preserves departments . OGS will continue to work with partners to leverage resources already being invested . In addition, OGS will work with the Conservation and Policy Council to identify sustainable funding strategies to implement this long-term plan .

§ Develop strategies to raise the resources needed to successfully implement the NCCP, address the capital needs of the Forest Preserves, Brookfield Zoo and Chicago Botanic Garden, and meet pension obligations.

§ Establish a Green Building & Sustainable Site Standards Protocol & Plan and a Green Fleet Transition & Purchasing Plan to meet the goal of operating all Forest Preserves’ building and vehicles with 100% renewable energy by 2050 .

§ Facilitate communication with new leadership in the Illinois Department of Natural Resources (IDNR) to identify increased collaboration opportunities between the Forest Preserves and IDNR as well as other forest preserves and conservation districts in Illinois .

§ Continue to meet with state legislators and local government officials locally and in Springfield to increase awareness of the benefits, amenities, and value of the Forest Preserves of to the residents of Cook County and Illinois.

§ Complete accessibility improvements at six additional picnic groves .

§ Update the Forest Preserves website with expanded information about locations throughout the County, including all available accessible amenities, including picnic groves, campgrounds and trails .



01 - Corporate Fund5110-Office of the General Superintendent (Office)

2019 2020Appropriation Recommendation

Title GRADETotalFTEs

TotalSalaries

TotalFTEs

TotalSalaries

2507-Deputy Superintendent 24 1 163,800 1 163,8002530-General Superintendent 24 1 182,145 1 182,1456044-Director of Compliance 24 1 105,251 1 105,2516878-Dir Legislative and Gov Affair 24 1 111,000 1 111,0002513-Director of Communications/FPD 23 1 112,613 1 112,6136877-Director of Special Projects 23 1 111,488 1 111,4882512-Executive Assistant 22 1 105,344 1 105,3442600-Grant Administrator 22 1 110,396 1 110,3964382-Dir of Extern and Strategi Aff 22 1 112,023 1 113,7416018-Admin Asst to Deputy Supt 22 1 87,393 1 91,6076014-Mgr of Volunteer Resources 20 1 91,607 1 91,6074626-Graphic Designer-FPD 19 1 66,011 1 69,2565933-Stewardship Program Coordinat 19 1 76,039 1 79,6476256-Web Manager 19 1 79,647 1 79,6476518-Communications Manager-FPD 19 1 72,448 1 76,0396875-Policy & Special Projects Mgr 19 1 76,039 1 79,6476654-Project Analyst-FPD 18 1 69,256 1 72,4486234-Volunteer Program Coordinator 17 2 133,578 2 136,4856274-Volunteer Program Specialist 15 2 109,685 3 163,8696932-Administrative Asst II-FPD 14 1 54,802 1 57,4186940-Clerk V-FPD 11 2 84,323 3 136,452Full Time Personnel Total 24 $2,114,886 26 $2,249,901

2439-Intern FPD XFPD 1.5 38,532 1.0 20,8006452-Stewardship Program Aide XFPD 2.5 104,000 1.0 41,6007776-Sustainability Fellow XFPD - - 0.5 17,680Part-Time/Seasonal Personnel Total 4.0 $142,532 2.5 $80,080

Personnel Wages Total 28.0 $2,257,418 28.5 $2,329,981



01 - Corporate Fund10 - OFFICE OF THE GENERAL SUPERINTENDANT

2019 2020Acct#/Description Appropriation Recommendation DifferencePersonnel Services

501010-Sal/Wag Of Reg Employees $2,114,886 $2,249,901 $135,015501030-Turnover Adjustment (178,532) (160,679) 17,853501135-Sal/Wages Seasonal Empl 142,532 80,080 (62,452)501511-Mandatory Medicare Cost 32,733 33,785 1,052501590-Group Life Insurance 3,611 3,756 145501610-Group Health Insurance 306,452 321,417 14,965501640-Group Dental Insurance 7,623 7,655 32501690-Vision Care 1,926 1,621 (306)501836-Transp & Travel Expenses 8,000 10,000 2,000

Total Personnel Services $2,439,232 $2,547,536 $108,304

Contractual & Professional Services520260-Postage 16,600 16,600 -520610-Advertising & Promotions 133,320 315,820 182,500520830-Professional Services 26,000 148,000 122,000521313-Special or Coop Programs 96,600 96,600 -501766-Professional Develop/Fees - 17,700 17,700501790-Prof /Tech Membership Fees 27,000 27,000 -501805-Training Program Staff 6,400 - (6,400)

Total Contractual & Professional Services $305,920 $621,720 $315,800

Materials & Supplies530600-Office Supplies 5,800 5,800 -530635-Books, Periodicals & Publish 250 250 -

Total Materials & Supplies $6,050 $6,050 -

Department Total $2,751,202 $3,175,306 $424,104

Finance & Adm

inistration

Finance & Administration

2020

MISSION:To oversee and manage all financial affairs and administrative functions

related to financial accounting, internal and external auditing, and purchasing, with an increased emphasis on the implementation of controls,

accountability, information technology and cross training.



Finance & Administration Organizational ChartFinance & Administration Organizational Chart

Chief Financial Officer and Treasurer

Finance Project Manager

Comptroller

Accounting Manager

Accountant V

Accountant IV

Accounts Payable Coordinator

Administrative Assistant IV

Clerk V

Purchasing Agent

Contract Compliance Administrator

Assistant to Purchasing Agent

Assistant to Purchasing Agent

Director of Budget & Management

Administrative Analyst IV

Director of Financial & Information Technology

Information Technology Manager

Payroll Manager

Finance Coordinator



The Finance & Administration (F&A) Department is responsible for the financial management and fiscal stewardship of the Forest Preserves .

F&A supports all Forest Preserves departments in achieving the goals of the Next Century Conservation Plan by implementing sound financial management principles through annual budgeting, accurate financial record keeping, payroll, competitively procured goods and services, and timely payment to vendors . The department maintains a database of potential vendors, including minority and women owned

businesses to ensure the Forest Preserves’ procurement process is competitive and open to all qualified vendors.

Additionally, the F&A Information Technology (IT) team provides hardware, software, telecommunication and other technological tools to assist with daily operations .

The Finance & Administration Department has received a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association annually since 2009 .

Finance & Administration


Financial Management & Procurement

§ Received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association for the 11th consecutive year .

§ Issued $8 million in General Obligation Bonds to support the Forest Preserves’ most urgent capital needs .

§ Implemented a new procurement database with workflows to improve the monitoring and processing of contracts.

§ Achieved 45 percent minority and women owned business (MWBE) participation for awarded contracts and made 36 percent of all contract payments to MWBEs .

§ Assisted eight former MWBE sub-contractors who are now performing as prime contractors .

§ Assisted Law Enforcement in the procurement of a new evidence inventory database .

§ Implemented electronic ACH payments to 30 vendors .

§ Completed a successful pilot of Oracle’s I-Supplier electronic bid process .

§ Placed procurement opportunities on local and state news outlets to attract additional vendors to do business with the Forest Preserves .

Information Technology

§ Implemented online payments for Law Enforcement fines.

§ Successfully upgraded the hardware of 70 desktop & laptop computers .

§ Implemented new internet based (VOIP) phone system for more than 110 employees .

§ Rolled out IT security awareness online training to over 500 employees .

§ Assisted Human Resources Department with implementation of an online training platform and assisted with online employee training during onboarding .

§ Worked with Fleet & Facilities Department’s fuel management system .

§ Supported Forest Preserves’ video conferencing capabilities to reduce staff travel time .



2020 GOALS

Financial Management & Procurement

§ Maintain or improve current bond ratings by addressing structural budget issues .

§ Improve the Independent Audit Processes and Audit Cycle to shorten the length of time to produce the Comprehensive Annual Financial Report .

§ Create an accounting policies and procedures manual and continue to seek opportunities for process improvements .

§ Design and implement a financial transparency website.

§ Provide MWBE certification assistance to potential vendors and increase the participation of new MWBEs in the procurement process .

§ Place procurement ads in local news outlets on a regular and ongoing basis to increase awareness among potential vendors .

§ Ensure adequate monitoring of Forest Preserves employment vacancies and continued improvement of the request-to-hire and budget transfer processes .

Information Technology

§ Improve SharePoint Workflow Automation with the goal of ensuring its effective use by all departments in the Forest Preserves .

§ Upgrade nearly 100 desktop and laptop computers that are more than four years old .

§ Continue to improve cell phone signal booster and Wi-Fi coverage for priority locations .



01 - Corporate Fund5120-Finance & Adminstration (Office)



TotalSalaries

TotalFTEs

TotalSalaries

0120-Chief Financial Officer 24 1 146,728 1 146,7282501-Comptroller 24 1 119,569 1 119,5692504-Purchasing Agent FPD 24 1 114,055 1 114,0556013-Dir of Financial and Info Tech 24 1 103,449 1 103,4491057-Information Technology Mgr/FPD 22 2 206,877 2 211,5922519-Accounting Manager I-FPD 22 1 113,142 1 113,1426019-Contract Compliance Administ 22 1 95,965 1 100,6806788-Payroll Manager 22 1 100,680 1 105,3446937-Accountant V-FPD 22 1 113,142 1 113,1426812-Finance Project Manager 20 1 87,393 1 91,6076948-Accounts Payable Coord-FPD 20 1 91,607 1 92,0847049-Administrative Analyst IV-FPD 20 1 92,084 1 92,0841211-Asst to th Purchasing Agent 19 2 153,078 2 156,2706934-Administrative Asst IV-FPD 18 1 76,806 1 76,8066936-Accountant IV-FPD 17 1 67,800 1 56,1547791-Finance Coordinator 17 - - 1 58,9767014-Payroll Assistant 14 1 52,291 - -6940-Clerk V-FPD 11 1 47,393 1 47,8906012-Dir of Budget and Management 22 - - - -Full Time Personnel Total 19 $1,782,059 19 $1,799,572

2439-Intern FPD XFPD 0.3 5,200 0.5 10,400Part-Time/Seasonal Personnel Total 0.3 $5,200 0.5 $10,400




01 - Corporate Fund20 - FINANCE & ADMINISTRATION


501010-Sal/Wag Of Reg Employees $1,782,059 $1,799,572 $17,513501030-Turnover Adjustment (156,191) (117,143) 39,048501135-Sal/Wages Seasonal Empl 5,200 10,400 5,200501511-Mandatory Medicare Cost 25,915 26,245 329501590-Group Life Insurance 2,733 2,843 110501610-Group Health Insurance 356,629 331,678 (24,951)501640-Group Dental Insurance 10,199 10,244 45501690-Vision Care 2,567 2,159 (408)501836-Transp & Travel Expenses 3,500 3,500 -


Contractual & Professional Services520260-Postage 2,500 2,500 -520830-Professional Services 9,500 9,500 -520894-Auditing Services 73,000 78,000 5,000501790-Prof /Tech Membership Fees 3,000 3,000 -501805-Training Program Staff 7,600 7,600 -


Materials & Supplies530170-Institutional Supplies 2,000 2,000 -530600-Office Supplies 5,000 5,000 -530635-Books, Periodicals & Publish 3,000 3,000 -



Human Resources

Human Resources

2020

MISSION:To develop and maintain a high functioning workforce through strategic,

flexible, progressive and cost-effective human resource systems linked to the strategic goals of the District.



Human Resources Organizational ChartHuman Resources Organizational Chart

Director of Human Resources

Training & Development Manager

Training Coordinator

Human Resources Analyst

Seasonal HR Staff



The Human Resources (HR) Department is responsible for the Forest Preserves’ hiring, employee relations, change management, conflict resolution, labor relations, performance management and employee recognition . The HR department is comprised of two functional areas: Personnel Services and Employee/Staff Support .

Personnel Services establishes human resources policies and procedures, recommends staffing levels, and recruitment options . Personnel Services also implements equal employment opportunity practices, administers disciplinary procedures and assists with internal investigations and compliance reviews .

Employee/Staff Support assesses organizational goals and individual development needs . This includes training programs, department performance evaluations, and opportunities for employees to participate in a variety of special programs, including charitable, civic and social activities .

Human Resources




Compliance

§ Continue compliance with Employment Plan and Supplemental Policies Manual for HR related employment actions .

Hiring

§ Validated over 2,500 applications, scheduled more than 1,430 interviews and facilitated more than 450 hiring processes, ultimately leading to 250 new full- and part-time hires .

§ Conducted interviews for 97 percent of positions within 45 days of job opening .

Training

§ Facilitated annual Anti-Sexual Harassment Training for all employees .

§ Hosted online Employee Assistance Program information sessions .

§ Conducted more than 30 group orientation sessions for new employees .

2020 GOALS

§ Introduce Unconscious and Implicit Bias Awareness Curriculum for all employees .

§ Facilitate annual Sexual Harassment Training and Employee Assistance Program information sessions .



01 - Corporate Fund5122-Human Resources (Office)



TotalSalaries

TotalFTEs

TotalSalaries

1043-Director of Human Resources 24 1 121,800 1 121,8005667-Training & Development Manager 21 1 100,680 1 100,6806257-Human Resources AnalystFPD 19 4 304,192 4 308,7036934-Administrative Asst IV-FPD 18 1 78,343 - -7952-Training Coordinator 17 - - 1 56,154Full Time Personnel Total 7 $605,015 7 $587,337


Personnel Wages Total 7.5 $622,943 7.9 $606,057



01 - Corporate Fund22 - HUMAN RESOURCES


501010-Sal/Wag Of Reg Employees $605,015 $587,337 ($17,678)501030-Turnover Adjustment (43,526) (32,645) 10,881501135-Sal/Wages Seasonal Empl 17,928 18,720 792501511-Mandatory Medicare Cost 9,033 8,788 (245)501590-Group Life Insurance 1,023 1,056 33501610-Group Health Insurance 126,231 126,860 629501640-Group Dental Insurance 2,822 2,828 6501690-Vision Care 747 628 (119)501836-Transp & Travel Expenses 500 500 -

Total Personnel Services $719,772 $714,072 ($5,700)

Contractual & Professional Services520490-Graphics & Reproduction Svcs 1,000 1,000 -520610-Advertising & Promotions 1,000 1,000 -520830-Professional Services 49,425 49,425 -501790-Prof /Tech Membership Fees 2,000 2,000 -501805-Training Program Staff 25,000 25,000 -

Total Contractual & Professional Services $78,425 $78,425 -

Materials & Supplies530170-Institutional Supplies 2,000 2,000 -


Department Total $800,197 $794,497 ($5,700)

Resource Managem

ent

Resource Management

2020

MISSION:To protect, restore and preserve the biodiversity and beauty of the natural communities of the District as nearly as may be in their natural condition,

for the education, pleasure and recreation of the public.



Resource Management Organizational Chart

Resource Management Organizational Chart

Director of Resource Management

Resource Management Administrator

Deputy Director of Resource Management

Resource Management

Assistant

Senior Resource Ecologist

Resource Ecologist II

Resource Ecologist I

Resource Management

Aide

Fisheries Biologist III

Fisheries Biologist II

Fisheries Technician

Senior Wildlife

Biologist

Wildlife Biologist II

Wildlife Biologist I

Wildlife Technician

Resource Project

Manager

Assistant Resource

Project Manager

Resource Specialist I

Horticulture Technician

Resource Operations

Manager

Trails Manager

Northwest, Skokie, Salt Creek, Tinley Creek

& Palos Regions

Resource Supervisor

Senior Resource

Technician

Resource Technician

GIS Specialist I

Resource Management Project Analyst Administrative Assistant III

Resource Management Aide



The Resource Management Department is responsible for the preservation, restoration, and protection of the Forest Preserves’ natural areas and public open spaces . The depart-ment provides an environment for the region’s native plants and wildlife to thrive in an urban landscape, conducting and administering contractual and cooperative agreements over-seeing the restoration of the FPCC’s many prairies, savannas, woodlands, wetlands and other significant habitats.

The Resource Management General Office division monitors all field locations in an administrative capacity, facilitating product requisition, contract and work order processing . This division interfaces with the public and interacts with the Board of Commissioners, other Forest Preserves departments and outside agencies on behalf of the Resource Management Department .

The Fisheries Management division maintains Forest Preserves lakes and ponds to provide recreational fishing opportunities for the public. This division conducts a variety of fishery and lake management programs, which include fish population analyses, water monitoring, nuisance aquatic vegetation control, brood stock propagation, invasive species monitoring and educational programming .

The Resource Ecology section recommends and designs ecological restoration projects . This section monitors habitats, assesses the ecological health of the FPCC’s holdings, and produces management plans to inform responsible land usage . Its staff work with other conservation organizations and agen-cies to protect and preserve the diverse habitats of the Forest Preserves, and with the Project Management division to help design restoration work done by FPCC staff, private contractors and volunteers .

Resource Management Crews are responsible for the execution of large-scale land management, vegetation removal and trail maintenance projects . The primary functions of these five crews include hazardous tree removal, management of woody and herbaceous vegetation, and response to public work requests . They are also responsible for inspecting and

maintaining more than 350 miles of trails, performing a variety of surface repair and drainage work that may be impacting trail usage . The Crews conduct prescription burns, utilize special-ized machinery to mow and cut various types of vegetation, and control invasive vegetation through the application of herbicides .

The Resource Project Management division coordinates the work of private contractors and cooperative agencies to design and execute restoration and vegetation removal projects . Additionally, this division assists other department divisions with work coordination and monitoring .

The Resource Programming division administers and manages conservation-based internship programs to engage youth, out-of-school youth and adults in the FPCC Conservation Corps, a key component of the Next Century Conservation Plan . This division coordinates programs with a variety of workforce, justice system, and community partner agencies . This division also works with other Resource Management divisions, FPCC departments, and volunteer stewards to coordinate intern-ap-propriate habitat restoration projects and provide safety, work skills, and conservation-based training opportunities for staff and volunteers .

The Wildlife Management division works in conjunction with other governmental agencies, researchers and universities to investigate zoonotic disease transmittal and control programs . This division is responsible for monitoring and collecting data on wildlife populations on Forest Preserves holdings, working directly with other FPCC departments and Resource Management divisions to respond to wildlife issues, and conduct educational programs for the general public, organizations, and scientific peer groups. They work closely with the Illinois Department of Natural Resources and the U .S . Department of Agriculture on white-tailed deer, coyote and other wildlife population management .

Resource Management



2020 Budget Overview

The Resource Management department’s 2020 budget request prioritizes our obligations to restore some of the FPCC’s most critical sites, with due consideration of the advanced timelines established by the Next Century Conservation Plan (NCCP) . To this end, the department has re-established several contracts that are essential to achieving the restoration goals outlined in the NCCP, including the habitat enhancement and Conservation Corps programs, which are now secured for the next several years .

The budget allocation for ecological restoration and habitat enhancement during the upcoming budget cycle is not projected to change significantly from 2019. Due to creative project planning, contractual efficiencies and positive partnerships, progress was made in 2019 towards restoring the FPCC’s highest priority landscapes . However, without additional resources, the current restoration footprint cannot be significantly expanded beyond current levels and the ongoing focus will be on maintaining—not expanding—existing restoration sites .

Similarly, funding in support of the Conservation Corps program will remain on par with 2019 in favor of large-scale restoration, which is the most efficient and cost-effective means of achieving and maintaining ecological health . Partner philanthropy has been and will continue to be relied upon

to provide supplies, wages, and general funding for these programs . Additional challenges have arisen related to increased demand for materials as a result of expanding Conservation Corps programs, which are being addressed through budgetary reallocation and the investigation of partnerships .

Although the basic operations budget also remains unchanged compared to the previous year, reductions over the past several years will continue to limit programmatic offerings . The department coordinates and runs more than 100 environmental education classes annually, many of which are valid for continuing education credits (CEUs) used to maintain environmental licenses and certifications. At current budget levels, we will be able to provide for core training, but lack the flexibility to capitalize on unexpected training opportunities or offer supplemental trainings in response to demand from other departments, partners, volunteers or intern programs .

Projects have and will continue to be proportionally scaled back to suit budget reductions . Less funding to purchase materials and other supplies means we will continue to have to selectively prioritize areas in the most critical need of repair, and budget the distribution of supplies to staff and volunteers that were traditionally purchased by the department on behalf of the entire FPCC .




Restoration

§ Dedicated Harms Woods and Wampum Lake as new Illinois Nature Preserves, and added a 100-acre addition to Thornton-Lansing Road Nature Preserve .

§ Planned and contracted a 500-acre mitigation project at Tinley Creek Ravines .

§ Completed a project connecting Mill Creek to the Cal-Sag Channel in partnership with the Illinois Department of Natural Resources and Friends of the Chicago River .

§ Conducted the most successful prescribed burn season in FPCC history, breaking a previous record set in 2017 . Over the course of 12 days, staff and contractors used this valuable ecological management tool to burn approximately 8,950 acres .

§ Secured grant funding for restoration projects at Cap Sauers Holding Nature Preserve, Eggers Grove, Cranberry Slough, Galloping Hill Fen, Thornton-Lansing Nature Preserve, Powderhorn Prairie Nature Preserve, Turnbull Woods, and the Crooked Creek Watershed in the Palos region .

§ Constructed a water control system at Eggers Grove that will allow the Forest Preserves to drain and adjust the water levels in the area on a more natural cycle, and restore one of the few remaining wetlands in the Calumet region .

§ Completed restoration work across 207 acres of the Crooked Creek Watershed in partnership with Friends of the Chicago River to restore the natural infiltration provided by deep-rooted native perennial forbs and grasses, and improving habitat for wildlife both within the creek and the larger watershed .

§ Removed invasive brush and trees from approximately 870 acres .

§ Continued rapid assessment vegetation monitoring protocols with volunteer stewards at six stewardship sites, promoting collaboration and partnership with the volunteer stewardship community .

Administration and Training

§ The Conservation Corps received the Innovation in Conservation Award from the National Recreation and Park Association, which recognizes agencies that have improved and empowered their communities through innovative practices in park design, health and wellness, environmental conservation, and social equity .

§ Expanded the summer high school Conservation Corps programs to engage more than 208 participants from across Cook County with emphasis on engaging low-income youth in hands-on work in their local forest preserves .

§ Successfully grew our partnership with the Housing Authority of Cook County (HACC) to engage an additional 28 youth in the Forest Preserve Experience summer youth employment program compared to 2018, a 33 percent increase . A total of 112 participants were engaged in the program in 2019 . Via HACC, the program received an honorable mention in the Resident Service Large Agency Award category from the Nan Mckay & Associates Housing Awards .

§ Added a new Conservation Corps program that engages young men with barriers to employment through a new partnership with the Friends of the Forest Preserves, CRED Chicago, and the Emerson Collective .

§ The Chicago Conservation Leadership Corps, in partnership with Friends of the Forest Preserves, received the Urban Forestry Award-Youth Engagement Award for the Chicago Region Trees Initiative .

§ Developed and published a tree protection manual with the support of a grant provided by the Morton Arboretum and the U .S . Forest Service .

§ Conducted college level programming with American Fisheries Society (AFS) clubs .



Research

§ Established new vegetation monitoring plots at 22 sites across FPCC priority landscapes to capture baseline data at recently restored or soon-to-be restored sites . The data will be used to measure ecological change over time and inform restoration projects as a part of the Natural and Cultural Resources Master Plan .

§ Completed a preliminary herptile disease surveillance survey in partnership with the Illinois Department of Natural Resources and the University of Illinois Zoological Pathology Program .

§ Initiated a study on canine Distemper Virus with researchers from the University of Illinois and the University of Minnesota .

§ Completed a telemetry study on the endangered Blanding’s turtle .

§ Expanded our bat monitoring program to two new preserves: Bemis Woods and Salt Creek Nature Preserve .

§ Placed 43 artificial habitats at three fishing lakes with various scouting programs.

§ Partnered with the Illinois Natural History Survey on a long-term project to assess the value of artificial habitats in lakes.

2020 GOALS

Restoration§ Establish a framework to expand capacity for restoration across the Forest Preserves .

§ Establish a Districtwide tree planting plan for future plantings in groves and near facilities .

§ Assess and install improvements to the water control structures at Powderhorn Lake .

Administration and Training

§ Support Conservation Corps programs to help maintain more than 2,000 acres of habitat for native plants and animals through land management activities such as invasive species removal . Continue partnerships to increase our engagement of high school youth in summer Conservation Corps programs by 15 percent .

§ Expand forest health monitoring program by providing supplemental training and continuing education opportunities for staff and volunteers .

§ Continue to implement and improve tree inspection protocols for annually tracking 25 percent of all FPCC trails, groves, and roadsides .

§ Implement the newly developed tree protection manual, updating it as necessary with information learned from contractors and internal use .

Research

§ Survey grassland birds at several preserves last monitored in 2014/15, to compare change over the five-year period.

§ Continue to expand the network of long-term vegetation monitoring plots, adding at least 15 sites across FPCC priority landscapes .

§ Continue research in partnership with the Illinois Natural History Survey into the effects of artificial habitat enhancement on fish recruitment and reproduction in Forest Preserves waterbodies.



01 - Corporate Fund5131-Resource Management (Office)



TotalSalaries

TotalFTEs

TotalSalaries

6261-Senior Resource Technician XF6261 5 287,912 5 287,2704340-Resource Technician XF4340 22 1,168,088 22 1,167,8184315-Director of Resource Mgment 24 1 115,404 1 115,4044320-Dep Director of Resource Mgmt 22 1 113,142 1 113,1424375-Senior Wildlife Biologist 21 1 102,130 1 103,1686353-Resource Mgment Administrator 21 1 91,607 1 95,9656516-Resource Operations Manager 21 1 87,393 1 91,6076988-Senior Resource Ecologist 21 1 87,393 1 91,6074350-Trails Manager - FPD 20 1 93,912 1 93,9126258-Resource Project Manager 20 1 87,393 1 87,3934365-Fisheries Biologist III - FPD 19 1 83,822 1 83,8226259-Resource Supervisor 19 5 405,263 5 403,4826260-Assistant Resource Project Mgr 18 1 76,039 1 76,0396862-Resource Mgmt Project Analyst 18 1 63,024 1 66,0114360-Fisheries Biologist II - FPD 17 1 73,235 1 73,2354370-Wildlife Mgmt Biologist II 17 1 73,235 1 73,2354385-Resource Ecologist II - FPD 17 3 212,878 3 216,1952467-Horticulture Technician 16 1 67,966 1 67,9662479-Resource Ecologist I 16 2 117,826 2 123,4294310-GIS Specialist I 16 1 66,011 1 66,0115780-Resource Specialist I 16 2 123,429 1 60,1166933-Administrative Asst III-FPD 16 1 67,298 1 67,9668672-Resource Management Assistant 16 - - 1 52,2912539-Wildlife Biologist I 15 2 124,675 2 125,2802487-Wildlife Technician 14 1 58,042 1 58,0422488-Fisheries Technician 14 1 52,291 1 52,291Full Time Personnel Total 59 $3,899,409 59 $3,912,697

4345-Resource Management Aide -FPD XFPD 2.9 91,204 2.4 75,479Part-Time/Seasonal Personnel Total 2.9 $91,204 2.4 $75,479




01 - Corporate Fund31 - RESOURCE MANAGEMENT


501010-Sal/Wag Of Reg Employees $3,899,409 $3,912,697 $13,289501030-Turnover Adjustment (317,111) (285,400) 31,711501135-Sal/Wages Seasonal Empl 91,204 75,479 (15,725)501511-Mandatory Medicare Cost 57,864 57,829 (35)501590-Group Life Insurance 6,494 6,754 260501610-Group Health Insurance 895,060 910,370 15,310501640-Group Dental Insurance 24,782 24,739 (43)501690-Vision Care 6,859 5,769 (1,090)501836-Transp & Travel Expenses 14,000 14,000 -


Contractual & Professional Services521313-Special or Coop Programs 119,000 119,000 -




Operations & Maintenance540130-Maint & Subscription Svcs 20,000 20,000 -540350-Property Maint & Operations 77,840 77,840 -

Total Operations & Maintenance $97,840 $97,840 -


Conservation & Experiential Program

ming

Conservation & Experiential Programming

2020

MISSION: To support the Forest Preserve’s mission by connecting people to nature

through educational and outdoor recreation through collaborative efforts.



Conservation & Experiential Programming Organizational Chart

Conservation & Experiential Programming Organizational Chart

Director of Conservation & Experiential Programming


Deputy Director of Conservation & Experiential Programming

Community Outreach Coordinator


Recreation (Operations) Manager

Public Engagement Manager

Community Engagement Specialist

Naturalist I

PT Naturalist Aide

PT Rec Aide

Youth Ambassador Interns

Nature Center Director

Naturalist II

Naturalist I

PT Naturalist Aides

Laborer

Nature Center Attendant

Nature Center Director - Campus

Naturalist II

Special Events Coordinator

Naturalist I

PT Rec Aide

PT Naturalist Aide

Seasonal Rec Aide

Laborer

Nature Center Attendant

Zone Program Coordinator

Program Specialist

Rec Aides

Seasonal Rec Aide



The Conservation & Experiential Programming (CEP) Department connects diverse audiences to nature through a wide range of educational and outdoor recreation experiences, focused at six nature centers, three aquatic centers, five campgrounds and other sites throughout the Forest Preserves .

CEP provides the Forest Preserves’ public programming: education and outdoor recreation events and programs, outdoor adventures, camping, water fun and swim lessons, and cultural and seasonal special events .

The department is also responsible for community engagement and committed to developing relationships with citizens to energize them and connect them to nature . CEP works with program partners at the local level on programming, building relationships with groups to become long-term advocates, stewards and ambassadors of the Forest Preserves .

The CEP Department has aligned its public programming with the goals of the Forest Preserves’ Next Century Conservation

Plan to: § Provide programs in the preserves that emphasize

the benefits of nature for healthy people and healthy communities .

§ Invite, excite and engage diverse visitors to the Forest Preserves from all walks of life .

§ Make the Forest Preserves accessible to all .

§ Educate visitors and the community about the Forest Preserves’ natural treasures .

Together with partners, the CEP Department is focused on advancing these goals through community outreach processes, development of new partnerships, and the continuation of experiential programs delivered by staff and partners that expose the community to the benefits and wonders of nature.

Conservation & Experiential Programming


Programming & Community Engagement § Continued community engagement and programming activities to expand and diversify the Forest Preserves’ users and

advocates through geographic program and engagement focus .

§ Created and launched a new program partnership proposal process to expand programming activities for new users and user groups that support the mission of the Forest Preserves .

§ Continued to develop a programming and engagement strategy that activates Beaubien Woods, with a focus on the nearby communities of Altgeld Gardens, Golden Gate and Riverdale on the South Side of Chicago .

§ Continued ongoing collaborations with the Chicago Zoological Society and the Chicago Botanic Garden and collaborated on new opportunities:

§ Collaborated with the Zoo and Misericordia to develop a new program model that furthers the mission of all three organizations .

§ Collaborated with the Zoo on the Teen Leadership Conference .

§ Continued work with the Garden on new Citizen Scientist program related to Budburst .

§ Provided programming to the Garden for their adult camping program .

§ Continued work with University of Illinois Extension on Master Naturalists, Master Gardeners and Conservation@Home . Expanded Conservation@Home to schools and received funds for nine school gardens .



Planning & Evaluation § Finalized site specific interpretive plans and began implementation strategies.

§ Began work on new Nature Play area at River Trail Nature Center focused on outdoor adventures for middle school youth . Received funds for a new programmatic pollinator garden .

§ Evaluated and assessed the Mighty Acorns program .

2020 GOALS

Programming & Community Engagement § Expand efforts and partnerships to welcome, invite and support more people and new communities from all over Cook County

to enjoy the many offerings and natural amenities of the Forest Preserves .

§ Begin the development of an inclusive program model that reflects the cultural and ethnic diversity of Cook County while continuing community engagement and programming activities that expand and diversify the Forest Preserves’ users and advocates through geographic program and community engagement focus .

§ Develop institutional processes and structures for more partner, community and gear lending programming .

§ Continue to work within the Riverdale neighborhood to understand and develop ways that the Forest Preserves, Beaubien Woods and nature can play a positive role in the community in conjunction with new and ongoing community development initiatives .

Planning & Evaluation § Create the plan for new OSLAD grant-funded interpretation at the Sand Ridge Campus .

§ Evaluate programs, activities, events and engagement through the lens of the Interpretive Plan .

§ Through planning and research begin to develop standards, guidelines, processes and advocacy for outdoor classrooms and nature-based learning experiences that include partners, training and collaboration models .



01 - Corporate Fund5135-CEP (Office)



TotalSalaries

TotalFTEs

TotalSalaries

6946-Laborer-FPD 700 7 326,516 7 324,7136332-Dir of Conser & Exper Program 24 1 113,348 1 113,3486333-Dep Dir of Cons & Exp Program 22 1 110,396 1 110,3964325-Education Manager IV-FPD 21 1 103,168 - -6341-Recreation & Event Manager 21 1 91,607 1 95,9657753-Public Engagement & Program Manager 21 - - 1 79,6476593-Nature Center Director 19 6 507,181 6 475,1142543-Naturalist II 17 6 430,487 6 434,5315917-Special Events Coordinator 17 1 67,800 1 71,1176265-Program Coordinator/FPD 17 4 259,218 4 268,0416363-Community Outreach Coordinator 17 1 64,642 1 67,8006071-Community Engagement Analyst 16 1 63,024 1 63,0242542-Naturalist I 15 17 999,066 17 1,005,4806438-Program Specialist-FPD 14 4 190,395 4 199,2146932-Administrative Asst II-FPD 14 1 47,599 1 49,804Full Time Personnel Total 52 $3,374,447 52 $3,358,194

2494-Nature Center Attendant XFPD 3.6 105,560 3.6 104,8322546-Naturalist Aide XFPD 13.4 410,472 11.6 357,3864386-Intern-FPD XFPD 6.2 129,620 5.7 119,0806016-Seasonal Recreation Aide XFPD 3.5 108,894 2.7 84,5216793-YOA Intern II XFPD 1.8 45,228 - -6959-Part-Time Recreational Aide XFPD 8.0 250,811 12.1 380,540Part-Time/Seasonal Personnel Total 36.5 $1,050,585 35.7 $1,046,359




01 - Corporate Fund35 - CONSERVATION & EXPERIENTIAL PROGRAMMING


501010-Sal/Wag Of Reg Employees $3,374,447 $3,358,194 ($16,253)501030-Turnover Adjustment (358,893) (323,004) 35,889501135-Sal/Wages Seasonal Empl 1,050,585 1,046,359 (4,226)501511-Mandatory Medicare Cost 64,163 63,866 (297)501590-Group Life Insurance 5,790 6,022 232501610-Group Health Insurance 741,292 822,589 81,296501640-Group Dental Insurance 20,218 20,254 36501690-Vision Care 5,368 4,516 (853)501836-Transp & Travel Expenses 8,900 13,900 5,000


Contractual & Professional Services520610-Advertising & Promotions 214,500 214,500 -521313-Special or Coop Programs 130,725 130,725 -501805-Training Program Staff 10,000 10,000 -


Materials & Supplies530170-Institutional Supplies 160,000 160,000 -530600-Office Supplies 8,000 8,000 -531900-Other Supplies & Material 5,000 50,000 45,000

Total Materials & Supplies $173,000 $218,000 $45,000


Permits, Rentals

and Concessions

Permits, Rentals and Concessions

2020

MISSION: To support the Forest Preserve District’s mission by connecting Cook County residents with their Preserves through appropriate

recreational activities and permitted picnics.



Permits, Rentals and Concessions Organizational Chart

Permits, Rentals and Concessions Organizational Chart

Director of Permits, Rentals & Concessions

Permits, Rentals & Concessions Project Manager

Golf & Concessions Manager Business Development

Manager

Concessions Aide


Permits & Revenue Collection Manager of Permits & Revenue

Permits & Revenue Supervisor

Deputy Director of Permits, Rentals & Concessions

Permit Assistant

Permit Aide



The Permits, Rentals and Concessions (PRC) Department provides opportunities for new and returning visitors to enjoy the Forest Preserves of Cook County while also generating significant non-tax revenue. Each year the PRC Department issues thousands of permits for picnics, special events and athletic leagues in our indoor and outdoor spaces, and oversees a concessions portfolio that includes golf courses, boat rentals, bike rentals and more . The PRC Department is comprised of the two functional areas: Permits & Rentals and Concessions .

Permits & Rentals issued nearly 7,000 permits in 2019 for private use of Forest Preserves spaces, including 289 picnic groves, five indoor facilities, paved and unpaved trail systems, and athletic fields. Permits & Rentals also administers membership programs for use of off-leash dog areas and trails by equestrians and snowmobiles, and oversees the nine model airplane fields located throughout the Forest Preserves. As part of these efforts, the PRC Department maintains the online permit reservation system and point-of-sale systems .

Concessions actively seeks out new opportunities to partner with concessionaires to provide residents with access to outdoor recreational activities and other amenities . Concessions monitors the performance of Billy Casper Golf Management to ensure full compliance with all contractual obligations in the operation of the Forest Preserves’ ten golf courses . It is also responsible for monitoring and ensuring contract compliance for five canoe and kayak rental locations, a dockless bicycle rental program, a treetop adventure course, food and beverage concessions, outdoor recreational activity vendors, a tennis center and an equestrian stable .

In recent years, the PRC Department has also taken the lead on new revenue generating opportunities, such as long-term leasing of parking lots, installation of cell towers, corporate sponsorships and expanded commercial filming in the Forest Preserves .

Permits, Rentals and Concessions


Permits & Rentals § Issued more than 6,900 permits as of August 31, 2019. Permit revenue since November 15, 2018 is approximately $1.4 million,

roughly flat from 2018.

§ Successfully transitioned the indoor room rental program to a third-party vendor, increasing both rentals and revenues while decreasing costs . Rentals are up 17% as of August 31, 2019 .

§ Grew awareness and utilization of the Approved Vendor List, which streamlines the process of securing Special Use Items for customers by removing the step of obtaining liability insurance for third-party vendors and generates a modest additional revenue stream . According to customer satisfaction surveys, 64 .7 percent of people used the list to obtain their vendor and 64 .4 percent were aware of the program in its second year of existence .

§ Continued offering portable restroom rental through the permitting process as a convenience for customers . Approximately 140 customers took advantage of the program this year .

§ Offered permits for sale at our satellite location in the Dan Ryan Visitor Center on the South Side of Chicago on Tuesdays, Thursdays and Saturdays during the summer months . This satellite location provides residents who are not in close proximity to the General Headquarters in River Forest with a more convenient option .

§ Modernized off-leash dog area access by installing a keyless system that no longer requires the Forest Preserves to print and mail keys to thousands of members each year .

§ Conducted the fourth year of a major survey of permit holders to better understand the customer experience in the Forest Preserves. The July monthly report showed the highest ever overall satisfaction rates for all divisions, and also demonstrated continued improvement over five months (spanning two seasons.)



Concessions

§ Partnered with Bike and Roll Chicago to offer bicycles for rental at 23 sites throughout the Forest Preserves .

§ Working with the Legal Department and Board of Commissioners to establish a new section of the municipal code governing revenue-generating contracts, giving PRC increased flexibility to earn critical non-tax dollars

§ Issued RFPs and RFIs to secure a new corporate sponsorship consultant, identify locations for possible cell towers, and reimagine the Forest Preserves’ bike rental program for 2020 .

§ Opened a new juice and smoothie concession at the Swallow Cliff Pavilion & Cafe .

2020 GOALS

Permits & Rentals

§ Rebuild the online permit reservation system with the current vendor to improve the customer experience and increase efficiency.

§ Grow indoor room reservations and revenues at the Forest Preserves’ newest locations, Swallow Cliff and Rolling Knolls .

§ Begin a multi-year transition to mandatory utilization of the Forest Preserves’ approved vendor list .

§ Expand permit staff availability at the Dan Ryan Visitor Center . Currently the site is only open for permit requests two and a half days per week from Memorial Day through Labor Day .

§ Streamline the equestrian tag and license program .

Concessions

§ Implement a concessions permit program to create new opportunities for small businesses to offer food, beverages and recreational offerings in the Forest Preserves .

§ Award contracts to operate both a new bike rental program and management of two boathouses to be launched by the summer of 2020 .

§ Onboard a sponsorship sales consultant to generate additional financial support for Forest Preserves programs, facilities and events .

§ Expand other sources of non-tax revenue, including cell towers, to increase the percentage of the Forest Preserves’ operating budget derived from earned income .

§ Conduct public hearings on the key recommendations offered by the National Golf Foundation in the draft report of the Forest Preserves’ Golf System Analysis .

§ Secure a long-term vendor for the Swallow Cliff Pavilion & Cafe .



01 - Corporate Fund5140-Permits, Rentals & Concessions (Office)



TotalSalaries

TotalFTEs

TotalSalaries

2482-Dir of Recreat Vol Res Permits 24 1 111,736 1 111,7362535-Dep Dirof Rec Vol Res Permit 22 1 110,396 1 110,3965941-Concession Manager 21 1 83,450 - -6273-Manager of Permits & Revenue 21 1 87,393 1 91,6077653-Business Development Manager 21 - - 1 79,6476949-Perm Rntals & Conces Proj Mgr 20 1 87,393 1 87,3934630-Permit Coordinator - FPD 17 1 67,800 - -7823-Permits & Revenue Supervisor 17 - - 2 127,2716271-Event & Facility Supervisor 16 1 66,011 - -6932-Administrative Asst II-FPD 14 1 47,599 1 55,4096437-Permit Assistant 13 3 143,986 4 183,543Full Time Personnel Total 11 $805,764 12 $847,003

5943-Seasonal Permit Aide XFPD 0.9 29,170 - -6262-Permit Aide XFPD 3.4 105,923 3.4 106,1506451-Concession Aide XFPD 0.7 22,801 0.7 22,801Part-Time/Seasonal Personnel Total 5.0 $157,893 4.1 $128,951

Personnel Wages Total 16.0 $963,657 16.1 $975,954



01 - Corporate Fund40 - PERMITS RENTALS & CONCESSIONS


501010-Sal/Wag Of Reg Employees $805,764 $847,003 $41,240501030-Turnover Adjustment (93,149) (83,834) 9,315501135-Sal/Wages Seasonal Empl 157,893 128,951 (28,942)501511-Mandatory Medicare Cost 13,973 14,151 178501590-Group Life Insurance 1,187 1,236 49501610-Group Health Insurance 207,795 207,485 (310)501640-Group Dental Insurance 6,922 6,937 15501690-Vision Care 1,698 1,428 (270)501836-Transp & Travel Expenses 2,000 2,000 -


Contractual & Professional Services520490-Graphics & Reproduction Svcs 6,500 6,500 -520610-Advertising & Promotions 2,000 2,500 500520830-Professional Services 525,000 595,500 70,500501805-Training Program Staff 5,000 5,000 -


Materials & Supplies530170-Institutional Supplies - 5,000 5,000530600-Office Supplies 8,000 8,000 -



Landscape Maintenance


2020

MISSION: To maintain the recreational areas throughout the Forest Preserve District.



Landscape Maintenance Organizational Chart

Landscape Maintenance Organizational Chart

Director of Landscape Maintenance

Deputy Director of Landscape Maintenance

Administrative Assistant V


Divisional Superintendents

Regional Superintendents

Landscape Maintenance Project Coordinator

Assistant Divisional Superintendents

Serviceman III

Serviceman II

Serviceman I

Light Maintenance Equipment Operator

Laborer

Clerk

Intern



The mission of the Landscape Maintenance Department is to provide a safe, clean and aesthetically inviting environment for users of the Forest Preserves, and to continually promote best practices for the preservation and public appreciation of outdoor and public spaces .

The Landscape Maintenance Department is responsible for ground and facility maintenance, which includes General Headquarters of the Forest Preserves and four regional areas with eight operational division and two sub-divisions .

Landscape Maintenance responsibilities include maintaining picnic groves, mowing the grounds, repairing asphalt, landscape beautification, removing refuse, plowing parking lots, installing signage, and assisting in setting-up and breaking down special events at the groves and pavilions . In addition to maintenance operations, the department provides support to inter-departmental programming, activities, rentals and special events .



Sustainability and Resiliency

§ Successfully implemented a recycling campaign that included the addition of 200 blue recycling garbage cans at various picnic groves throughout the district. Since initiating the program, 16 tons of refuse have been diverted from landfills.

§ Promoted the benefits of environmental and sustainable industry practices within the department through the 2019 Green Office Challenge.

§ Transitioned from fuel to battery-operated landscaping equipment such as chainsaws, string trimmers, leaf blowers, hedge trimmers and brush cutters to cut down on our carbon footprint .

Ground Maintenance

§ Planted sustainable-use fertilizer to help with water run-off at Whelan Pool .

§ Nominated for the Chicago Excellence in Gardening Award for sustainable planting techniques and the use of battery-operated equipment .

§ Installed native planting from in-house designs to help reduce the carbon footprint at all the aquatic centers and several maintenance division throughout the Forest Preserves .

Training

§ Updated the seasonal laborer training manual to include topics on safety, sustainability and industry-best practices . More than 80 seasonal employees received training certificates.

§ Trained eleven employees of the Cook County Department of Homeland Security and Emergency Management to receive their Commercial Drivers Licenses (CDL) as part of the Forest Preserve training opportunities .



2020 GOALS

Sustainability and Resiliency

§ Continue to implement sustainability and resiliency best practices throughout all Landscape Maintenance divisions, such as reducing vehicle idling .

§ Continue to expand recycling and energy efficiency programs within our buildings.

Ground maintenance

§ Continue to implement training methods and safety awareness to reduce injuries and vehicle incidents within the department .

§ Continue to provide timely response and efficient maintenance services to forest preserve users and departments.

§ Continue to identify new areas for paving and landscaping projects . Identify 40 new paving projects for parking lot and sewer repairs, cross culvert and trail maintenance .

§ Expand landscaping projects to include installation of native planting at 15 sites throughout the county .

§ Implement a strategic plan to decrease the amount of “fly-dumping” within the Forest Preserves of Cook County.

Training

§ Work with department superintendents to create a more cohesive team by holding quarterly meetings to implement strategies on department goals and projects .

§ Continue to fully utilize available training opportunities offered within the Forest Preserve to foster internal professional growth among our employees .



01 - Corporate Fund5152-Landscape Maintenance (Office)



TotalSalaries

TotalFTEs

TotalSalaries

2587-Serviceman III XF2587 2 116,289 1 58,1442586-Serviceman II XF2586 3 158,931 3 158,9312585-Serviceman I XF2585 22 1,080,564 23 1,128,6892397-Light Equipment Operator XF2397 9 441,393 9 441,8796946-Laborer-FPD 700 71 3,275,761 71 3,276,8012577-Director of Maintenance 24 1 120,649 1 115,4006879-Dep Dir of Landscape Maintenan 22 1 110,396 1 110,3962508-Regional Superintendent 21 4 355,940 4 374,9806935-Administrative Asst V-FPD 20 1 87,393 1 91,6072572-Division Superintendent 19 8 640,001 8 615,4086934-Administrative Asst IV-FPD 18 1 72,448 1 76,0392571-Asst Div Superintendent 17 12 768,714 12 756,6327056-Landscape Maint Project Coord 17 1 56,154 1 58,9766940-Clerk V-FPD 11 9 398,956 9 392,188Full Time Personnel Total 145 $7,683,589 145 $7,656,070

2399-Seasonal Laborer 700 40.0 1,536,288 40.0 1,536,5762439-Intern FPD XFPD 0.5 14,560 0.7 14,5607023-Seasonal Serviceman XFPD 1.5 61,838 4.5 127,347Part-Time/Seasonal Personnel Total 42.0 $1,612,686 45.2 $1,678,483




01 - Corporate Fund52 - LANDSCAPE MAINTENANCE


501010-Sal/Wag Of Reg Employees $7,683,589 $7,656,070 ($27,519)501030-Turnover Adjustment (751,011) (675,910) 75,101501135-Sal/Wages Seasonal Empl 1,612,686 1,678,483 65,797501511-Mandatory Medicare Cost 134,796 135,351 555501590-Group Life Insurance 11,708 12,176 468501610-Group Health Insurance 1,902,379 1,933,329 30,951501640-Group Dental Insurance 47,566 46,472 (1,095)501690-Vision Care 14,647 12,369 (2,278)


Contractual & Professional Services520050-Refuse Disposal 200,000 200,000 -520490-Graphics & Reproduction Svcs 500 500 -520830-Professional Services 280,000 280,000 -501805-Training Program Staff 5,000 5,000 -501770-Seminar For Professional Empl. 5,000 5,000 -


Materials & Supplies530100-Wearing Apparel 32,000 32,000 -530170-Institutional Supplies 32,000 32,000 -530600-Office Supplies 11,000 11,000 -530635-Books, Periodicals & Publish 2,000 2,000 -


Operations & Maintenance540250-Automotive Operation & Maint 5,000 5,000 -



Facilities & Fleet M

aintenance

Facilities & Fleet Maintenance

2020

MISSION: To provide a variety of routine maintenance, repairs, renovations and

services to help ensure properly maintained facilities, fleet, equipment, and infrastructures, while utilizing the latest energy efficient technologies,

improving productivity and responsiveness.



Facilities & Fleet Organizational Chart

Facilities & Fleet Organizational Chart

Director of Facilities & Fleet


Technology Analyst

Intern

Warehouse Manager

Watchman

Facilities Manager


Facilities Maintenance Foreman

Electrician

Painter

Plumber

Maintenance Service Technician

Laborer

Pump & Well Repairman II

HVAC Repairman

Serviceman III

Sign Shop Foreman

Engineer Assistant II

Maintenance Equipment Repairman

Maintenance Equipment Operator

Seasonal Painter

Maintenance Supervisor III

Equipment Supervisor I

Garage Supervisor


Administrative Assistant III

Tow Truck Operator /Tire Repairman - Fleet

Fleet Technician

Heavy Equipment Technician

Clerk V

Maintenance Service Technician (Metal)

Garage Attendant

Laborer

Tractor Mechanic

Parts Counterman

Serviceman II

Maintenance Mechanic



The Facilities & Fleet Department performs two main functions for the Forest Preserves of Cook County . The Fleet division purchases, maintains and repairs District vehicles and equipment . The Facilities division maintains and repairs buildings, lighting, plumbing, in-house construction, and other trade services across the Forest Preserves . This department also procures, constructs and distributes materials and supplies, including picnic tables .

While supporting other departments, the Facilities & Fleet Department researches and tests products, vehicles and equipment that will help the Forest Preserves achieve its vision for a greener and cleaner organization . The Facilities & Fleet Department also provides more proactive routine maintenance, repairs, renovations, and services while utilizing the latest energy-efficient technologies.

The Facilities & Fleet Department supports the Next Century Conservation Plan goals by providing other departments with the tools, equipment, vehicles and operational facilities needed to support the vision of this strategic plan .

The Facilities & Fleet Department’s green initiatives include: propane conversions, green cleaning solutions and LED lighting replacement . The LED lighting replacement will have future savings . The greatest cost savings are the current low fuel prices . If fuel prices escalate, it will have sizeable impact on the department’s budget—the current savings allow the Facilities & Fleet Department to accommodate 2020 budget constraints .

Facilities & Fleet

2019 ACCOMPLISHMENTSGreen Initiatives§ Developed a five-year plan that has the potential to reduce energy costs and lighting output in Forest Preserves buildings

by up to 80 percent by changing all halide and fluorescent lighting systems to a cellular-controlled, dimmable LED lighting system . This initiative supports our greenhouse gas reduction goals and the dark skies light reduction program created in conjunction with the Adler Planetarium .

§ Received the 2019 Autogas Fleet Award from the Propane Education & Research Council . The Forest Preserves was nominated by ICOM North America, an alternative fuel system manufacturer, to recognize our efforts to develop a greener fleet and support sustainability through the use of propane .

§ Purchased eight Ford Explorer Electric Hybrid Police Vehicles, which are designed by Ford to be equally responsive when compared to traditional gas fueled police cruisers, but provides the Forest Preserves with a reduction in fuel consumption and GHG emissions .

Maintenance and Construction§ Responded to critical needs on an immediate and emergency basis, including a power outage at General Headquarters,

multiple heating responses during the polar vortex event, and reconstruction of a main circulation line at Whealan Pool discovered two weeks before opening day .

§ Supported the completion of construction of the Nature Play site at Dan Ryan Woods .

2020 GOALSGreen Initiatives§Continue to reduce the reliance on carbon-based fuels within the Fleet division .

§Ensure the Facilities & Fleet Department complies with industry standards for environmental and sustainable practices outlined in the Sustainability & Climate Resiliency Plan .

§Continue to work toward LED light replacement program while incorporating the “Dark Sky” initiatives .

Administration§Develop and implement a comprehensive preventive maintenance schedule that will allow for a more efficient deployment of

staff when responding to work order requests .

§Develop and implement a five-year plan for the replacement and refurbishment of the District’s mechanical systems within its infrastructure .



01 - Corporate Fund5153-Facilities Maintenance (Office)



TotalSalaries

TotalFTEs

TotalSalaries

6754-Sign Shop Foreman XF6754 1 59,463 1 59,7426269-Maintenance Facilities Foreman XF6269 1 75,706 1 76,0974805-Maintenance Service Technician XF4805 4 246,018 4 246,9692591-Maintenance Equipment Repair XF2591 1 62,356 1 62,3562590-Maintenance Equipment Opeator XF2590 2 150,694 2 151,7992587-Serviceman III XF2587 1 58,144 1 58,1442584-Pump and Well Repairman II XF2584 1 56,270 1 55,1602499-Watchman XF2499 4 186,466 4 187,3462489-HVAC Repairman X 1 92,040 - -6401-Pipe Fitter X - - 1 104,5206943-Electrician-FPD X 3 301,704 3 301,7046944-Plumber-FPD X 3 313,560 3 313,5606945-Painter-FPD X 2 193,648 2 193,6486946-Laborer-FPD 700 2 93,199 3 138,4096881-Director of Facilities & Fleet 24 1 111,736 1 111,7367024-Facilities Manager-FPD 22 1 87,393 1 87,3932581-Maintenance Supervisor III 21 1 79,647 - -6247-Warehouse Manager-FPD 19 1 66,011 1 66,0116510-Technology Analyst 18 1 66,011 1 69,2566934-Administrative Asst IV-FPD 18 1 69,256 1 72,4486942-Engineering Assistant II-FPD 18 1 78,343 1 78,3436932-Administrative Asst II-FPD 14 1 59,207 1 45,340Full Time Personnel Total 34 $2,506,873 34 $2,479,981

2399-Seasonal Laborer 700 0.5 18,829 0.5 19,2042439-Intern FPD XFPD 1.4 29,245 1.4 29,1206681-Seasonal Painter X 0.5 96,824 1.0 96,824Part-Time/Seasonal Personnel Total 2.4 $144,898 2.9 $145,148




01 - Corporate Fund5154-Fleet Maintenance (Office)



TotalSalaries

TotalFTEs

TotalSalaries

6508-Tractor Mechanic XF6508 1 73,439 1 73,7866356-Parts Counterman XF6356 1 55,299 1 55,5986267-Fleet Technician XF6267 1 59,948 1 59,9486266-Heavy Equipment Technician XF6266 1 79,593 1 79,9842586-Serviceman II XF2586 1 53,146 1 53,1462498-Maintenance Mechanic 700 5 366,823 5 367,9334806-Maintenance Technician Metal 700 1 65,595 1 65,5954807-Garage Attendant 700 2 109,533 2 109,5336268-Tow Truck Oper Tire Repairman 700 1 58,760 1 58,7686946-Laborer-FPD 700 3 138,640 3 136,0722581-Maintenance Supervisor III 21 1 103,168 1 103,1686509-Garage Supervisor 21 1 91,607 1 95,9652588-Equipment Supervisor I 19 1 79,647 1 83,3276934-Administrative Asst IV-FPD 18 1 60,116 1 63,0246933-Administrative Asst III-FPD 16 1 52,291 1 52,2916940-Clerk V-FPD 11 1 46,977 1 46,977Full Time Personnel Total 23 $1,494,582 23 $1,505,115

2399-Seasonal Laborer 700 1.0 38,407 1.0 38,6952439-Intern FPD XFPD 0.5 14,560 0.7 14,560Part-Time/Seasonal Personnel Total 1.5 $52,967 1.7 $53,255




01 - Corporate Fund53 - FACILITIES MAINTENANCE


501010-Sal/Wag Of Reg Employees $2,506,873 $2,479,981 ($26,892)501030-Turnover Adjustment (175,719) (158,147) 17,572501135-Sal/Wages Seasonal Empl 144,898 145,148 250501511-Mandatory Medicare Cost 37,749 38,064 316501590-Group Life Insurance 4,073 4,235 162501610-Group Health Insurance 721,373 748,520 27,147501640-Group Dental Insurance 20,101 20,829 728501690-Vision Care 4,849 4,077 (772)


Contractual & Professional Services520830-Professional Services 575,000 575,000 -


Materials & Supplies530100-Wearing Apparel 7,000 9,000 2,000530170-Institutional Supplies 420,000 420,000 -530600-Office Supplies 11,000 11,000 -530635-Books, Periodicals & Publish 2,000 5,000 3,000


Operations & Maintenance540016-Water 144,000 200,000 56,000540022-Utilities Electricity 853,200 853,200 -540250-Automotive Operation & Maint 1,095,000 1,095,000 -540350-Property Maint & Operations 453,000 453,000 -

Total Operations & Maintenance $2,545,200 $2,601,200 $56,000




01 - Corporate Fund54 - FLEET MAINTENANCE


501010-Sal/Wag Of Reg Employees $1,494,582 $1,505,115 $10,533501030-Turnover Adjustment (180,519) (162,467) 18,052501135-Sal/Wages Seasonal Empl 52,967 53,255 288501511-Mandatory Medicare Cost 22,439 22,596 157501590-Group Life Insurance 1,555 1,618 63501610-Group Health Insurance 265,582 251,143 (14,439)501640-Group Dental Insurance 7,469 5,709 (1,760)501690-Vision Care 1,771 1,176 (595)




Operations & Maintenance540250-Automotive Operation & Maint 784,377 776,369 (8,008)

Total Operations & Maintenance $784,377 $776,369 ($8,008)


Legal

Legal

2020

MISSION: To provide quality, timely, effective, and efficient legal services to the

Forest Preserve District of Cook County.



Legal Organizational ChartLegal Organizational Chart

Chief Attorney

Senior Attorney

Deputy Chief Attorney

Real Estate Agent

Assistant to General

Superintendent Labor Matters

Legal Staff Assistant

Research Analyst

Senior Paralegal



The Legal Department represents the Forest Preserves of Cook County in lawsuits filed against, or by, the Forest Preserves, including lawsuits involving personal injuries to Forest Preserves visitors, disputes with adjoining landowners, employment matters and contract disputes . The Legal Department also is responsible for drafting and enforcing ordinances . Additional responsibilities include, but are not limited to:

§ Providing legal advice and legislative support to the President, members of the Board of Commissioners, the General Superintendent, and staff of the Forest Preserves

§ Reviewing, drafting, and negotiating license agreements, intergovernmental agreements and various other contracts

§ Closing real estate transactions

§ Addressing Freedom of Information Act requests

§ Facilitating the employee disciplinary process in conjunction with the Human Resources Department

Additionally, the Legal Department handles employee complaints and litigation matters that involve administrative bodies such as the Equal Employment Opportunity Commission, the Illinois Labor Relations Board and the Cook County Commission on Human Rights .

Legal


Policy

§ Facilitated approval of several amendments to the Forest Preserves’ Code of Ordinances .

§ Worked with other departments on various policy matters .

Litigation & Dispute Resolution

§ Provided legal advice and direction to various departments within the Forest Preserves regarding grievances, discipline and other employment/labor matters, with particular focus on compliance of employment actions with Forest Preserves’ Employment Plan .

§ Worked with Planning & Development Department to resolve issues relating to construction contractors .

§ Achieved favorable resolution of worker’s compensation, property damage and personal injury claims .

Negotiation

§ Negotiated easement and license agreements in connection with the Illinois State Toll Highway Authority’s Mile Long Bridge project .

§ Negotiated several intergovernmental agreements involving the Forest Preserves and other governmental entities to address shared concerns .

§ Completed interest arbitration with one collective bargaining unit and continued negotiations with several others .



2020 GOALS

Policy

§ Facilitate amendment to Forest Preserves Enabling Act to expand construction contracting methods .

§ Continue to assist the Human Resources Department to develop and implement various new or revised employment-related policies and procedures .

§ Continue to improve Forest Preserves document retention and management processes .

§ Conduct presentations, with the Purchasing Agent, on the updated procurement and contracting process to facilitate organization wide knowledge of the process .

Litigation & Dispute Resolution

§ Continue to reduce fees and expenses related to the use of outside counsel for litigated matters .

§ Continue to achieve favorable resolutions of worker’s compensation, property damage and personal injury claims .

Real Estate

§ Negotiate to acquire active real estate targets .

§ Continue to monitor and identify tax delinquent parcels suitable for Forest Preserves land and acquire them through Cook County’s No Cash Bid Program .

§ Continue to work with the Cook County Land Bank to convert properties acquired through the Land Bank’s Flood Mitigation Buyout Program to Forest Preserves’ land .

Negotiation

§ Facilitate resolution of outstanding collective bargaining issues and renewal of collective bargaining agreements .



01 - Corporate Fund5160-Legal (Office)



TotalSalaries

TotalFTEs

TotalSalaries

0616-Chief Attorney FPD 24 1 156,254 1 156,2540628-Deputy Chief Attorney 24 1 119,926 1 119,9262483-Asst Gen Supt Labor Matters 24 1 110,000 1 110,0004712-Real Estate Agent III 23 1 112,613 1 112,6136941-Senior Attorney-FPD 23 2 227,492 2 206,4864617-Research Analyst-FPD 19 1 83,822 1 83,8227604-Senior Paralegal 19 1 76,039 1 76,0397605-Legal Staff Assistant 17 2 138,917 2 138,917Full Time Personnel Total 10 $1,025,062 10 $1,004,056





01 - Corporate Fund60 - LEGAL


501010-Sal/Wag Of Reg Employees $1,025,062 $1,004,056 ($21,006)501030-Turnover Adjustment (83,334) (62,501) 20,833501135-Sal/Wages Seasonal Empl 14,560 14,560 -501511-Mandatory Medicare Cost 15,075 14,770 (305)501590-Group Life Insurance 2,042 2,124 82501610-Group Health Insurance 244,192 271,349 27,157501640-Group Dental Insurance 7,030 7,523 493501690-Vision Care 1,667 1,489 (178)501836-Transp & Travel Expenses 5,500 2,500 (3,000)


Contractual & Professional Services520260-Postage 4,000 4,000 -520490-Graphics & Reproduction Svcs 1,500 1,500 -521054-Legal Services 347,300 300,000 (47,300)501790-Prof /Tech Membership Fees 45,000 45,000 -501805-Training Program Staff 12,500 12,500 -

Total Contractual & Professional Services $410,300 $363,000 ($47,300)

Materials & Supplies530170-Institutional Supplies 3,000 3,000 -530600-Office Supplies 5,000 5,000 -


Department Total $1,650,093 $1,626,870 ($23,223)

Law Enforcement

Law Enforcement

2020

MISSION: To uphold and enforce all State, County and Forest Preserve District laws and ordinances in order to serve and protect citizens visiting the Forest

Preserves, and protect the property and natural lands of the District.



Law Enforcement Organizational ChartLaw Enforcement Organizational Chart

Chief of Police

First Deputy Chief of Police

Deputy Chief of Administration

Deputy Commander North

Deputy Commander Central

Deputy Commander South

Sergeants Sergeants Sergeants

North Area Police

Central Area Police

South Area Police

Light Maintenance Equipment Operator

Operations Manager

Chief of Executive Protection

Security Specialist Operator

Commander of Administration

Commander of Operations


Clerk V

Intern



The Law Enforcement Department must meet the daily challenge of providing police coverage and protection for all who visit and enjoy our Forest Preserves . Forest Preserves of Cook County police officers perform a unique dual role—that of a certified law enforcement officer as well as that of a conservation officer. The Law Enforcement Department operates 24 hours a day, seven days a week, and its police officers provide protection to Forest Preserves staff and the millions of visitors to the Forest Preserves each year .

The Law Enforcement Department consists of State of Illinois certified police officers who are charged with protecting the natural lands of the Forest Preserves of Cook County and the buildings and structures situated on Forest Preserves property . Forest Preserves police adhere to and stay abreast of the county ordinances and state laws while keeping pace with the expansion of the Forest Preserves land holdings and the remarkable growth of its programs and social activities .

All members of the Forest Preserves police receive specialized training in conservation and ecology from the Illinois Department of Natural Resources. As conservation officers, the Forest Preserves police are ambassadors to the public, perform conservation roles like checking for fishing licenses, and help protect the habitat and wildlife, including rare and endangered species .

Each day, Forest Preserves police officers patrol the Preserves—both traditional vehicular patrols in marked police vehicles, and high-visibility alternative patrols on and off the trails that include foot, bike, all-terrain vehicle (ATV) and boat . While on patrol, and as needed, Forest Preserves police officers rely on their lawful authority to enforce state statutes and county ordinances to ensure the properties are safe for all to enjoy . The Law Enforcement Department also supervises the Forest Preserves Trail Watch program, which uses volunteers for additional support to the public and an official presence out in the preserves .

Police officers are deployed on three shifts (days, afternoons and midnights) to provide equitable protection for properties spread widely across the entire county . The Department of Law Enforcement is presently comprised of 94 police officers, sergeants, six civilian personnel and its command staff . The number of authorized police officers has remained the same since 2009 .

Law Enforcement




Patrols and Outreach

§ Conducted more than 2,600 alternative patrols across the Forest Preserves in the first six months of 2019, a 30 percent increase from 2018 .

§ Promoted public safety and protection of the preserves with arrests and citations for activities such as public drunkenness, vandalism, destruction of native landscape, dumping garbage in the preserves, fishing without a proper license, burglary of auto, and driving a motor vehicle on trails .

§ Engaged in community outreach programs and activities to ensure citizens from surrounding communities were clear that FPCC properties are safe and inviting for all to enjoy .

§ Certified ten officers in a patrol bicycle operators course, certified by the International Police Mountain Bike Association. Approximately one third of the Forest Preserves police force is certified as bicycle patrol operators.

Administration

§ Developed a tracking process to monitor the number of calls received from Trail Watch volunteers who report suspicious activity throughout our FPCC properties .

§ Began the process of establishing an electronic inventory program tailored specifically for the needs of tracking evidence and recovered/found property .

§ Provided active shooter training to Forest Preserves staff at employment sites across the District .

§ Participated in professional development opportunities . including police legitimacy training, to continue to serve visitors in a highly proficient manner.

2020 GOALS

Patrols and Outreach

§ Expand the K-9 program to cover more land when searching for lost visitors and evidentiary items our Forest Preserves .

§ Conduct additional water rescue training for another set of officers.

§ Increase the alternative patrols throughout the Forest Preserves, including ATV, foot and bicycle patrols .

Equipment and Training

§ Purchase body worn cameras for officers, which have been widely accepted in many law enforcement agencies to become more transparent operationally .

§ Purchase and train police officers and supervisors for use of conducted energy weapons (CEWs), non-lethal weapons typically referred to as tasers, which will provide an enhanced level of safety to our officers during their patrols.



01 - Corporate Fund5170-Law Enforcement (Office)



TotalSalaries

TotalFTEs

TotalSalaries

1310-First Deputy Chief of Police ZZ - - 1 118,0002397-Light Equipment Operator XF2397 1 49,745 1 49,7452566-Police Sergeant-FPD FPD02 16 1,247,553 16 1,202,6372561-Police Officer-FPD FPD01 94 5,848,467 94 5,880,6862562-Police Chief-FPD 24 1 113,681 1 118,0005259-Deputy Chief of Police 24 1 111,000 1 111,0006425-Chief of Executive Protection 24 1 128,509 1 116,0002597-Police Commander/FPD 23 2 220,792 2 220,7926245-Security Specialist Operator 23 3 319,765 3 333,9012565-Police Deputy Commander 21 3 264,716 3 280,9076986-Law Enforcement Operations Mgr 21 1 79,647 1 83,4506932-Administrative Asst II-FPD 14 1 47,599 1 49,8046940-Clerk V-FPD 11 5 208,354 5 214,4541310-First Deputy Chief of Police ZZ - - 1 118,000Full Time Personnel Total 129 $8,639,827 130 $8,779,377





01 - Corporate Fund70 - LAW ENFORCEMENT


501010-Sal/Wag Of Reg Employees $8,639,827 $8,779,377 $139,550501030-Turnover Adjustment (641,453) (577,308) 64,145501135-Sal/Wages Seasonal Empl 15,084 15,080 (4)501511-Mandatory Medicare Cost 125,496 127,520 2,023501590-Group Life Insurance 12,877 13,392 515501610-Group Health Insurance 2,016,515 2,041,836 25,321501640-Group Dental Insurance 53,437 53,415 (22)501690-Vision Care 14,794 12,411 (2,383)501836-Transp & Travel Expenses 7,900 7,900 -


Contractual & Professional Services520260-Postage 6,000 6,000 -520490-Graphics & Reproduction Svcs 6,000 6,500 500520830-Professional Services 50,500 49,000 (1,500)501805-Training Program Staff 80,500 83,000 2,500


Materials & Supplies530100-Wearing Apparel 50,000 60,000 10,000530170-Institutional Supplies 81,000 81,000 -530600-Office Supplies 5,000 5,000 -


Operations & Maintenance540250-Automotive Operation & Maint 50,000 50,000 -



Planning & Development


2020

MISSION: To plan, design and implement capital improvements and renovation

programs to Forest Preserve District sites as well as oversee the District’s land acquisition program to preserve and expand the District’s

lands and facilities.



Planning & Development Organizational Chart

Planning & Development Organizational Chart

Director of Planning & Development

Deputy Director of Planning & Development

Senior Planner


Chief Landscape Architect

Landscape Architect III

Licensing & Land Use Records Manager

Chief Construction Engineer

Civil Engineer IV

Civil Engineer III

Building Architect IV GIS Manager

Building Architect III GIS Specialist I

Part-Time GIS Assistant

Project EngineerLicensing & Land Use Speialist

Intern

Engineering Assistant I



The Planning & Development Department plans, designs and constructs capital improvements to make the Forest Preserves more welcoming and accessible . In recent years, the P&D De-partment has managed significant investment in campgrounds, regional trails and popular recreation sites as well as major renovation of existing buildings and infrastructure to improve life safety and accessibility .

The P&D Department also oversees plans and policies relating to land acquisition and land-use licenses . It maintains maps, geographic information, real estate records, design standards for signs and other built structures in the preserves, and infor-mation on the condition of Forest Preserve buildings, parking lots, paved trails and other infrastructure .

Capital improvement needs for the Forest Preserves far out-pace funding . Although a modest $8 million bond issue in 2019 is dedicated to addressing some urgent needs, there is still a projected need for more than this amount on an annual basis over the next five years to replace prioritized aging buildings and infrastructure, make some modest improvements to welcome new visitors at key sites, provide matching funds for grants, and support increased repairs and landscape mainte-nance work by in-house crews .

With this 2020 budget, limited capital funds will be used to keep existing facilities safe and functioning, and to a more limited extent, making the Forest Preserves more accessible and welcoming to new visitors through enhanced information and wayfinding signs, other grant-supported improvements and continuing to plan and design for the future .



New Amenities

§ Celebrated opening of new fitness stairs and nature play area at Dan Ryan Woods.

§ Added 1 .3-mile trail connection to the Burnham Greenway at Sand Ridge Campus .

§ Awarded grant for new directional signs, interpretive elements to the campus, and redesign of the Sand Ridge Nature Center, to be completed by 2021 .

§ Awarded grant for design and construction of a Des Plaines River Trail bridge over UP Railroad tracks and completed preliminary engineering design and held public outreach for the project .

§ Launched engineering study for trail safety improvements and connections on the Major Taylor Trail at 87th & 91st Streets and began initial long-range planning for a new boathouse at Skokie Lagoons and site improvements at Beaubien Woods, the Chicago Portage Historic Site and Caldwell Woods/Bunker Hill gateway sites .

Repairs and Improvements

§ Added ADA access and drainage improvements at six picnic groves . In design for similar improvements at Camp Bullfrog paths and fishing areas, new fishing outcroppings at Green Lake, and Paul Douglas bike trail drainage improvements on flooded portion of Paul Douglas bike trail .

§ Replaced existing capital assets to keep them safe and functioning: Dam repairs and other hydro infrastructure at six lakes; picnic shelter structural repairs at Teason’s Woods, Sauk Trail and other preserves; and roof replacement at River Trail Nature Center workshop/garage, Indian Boundary Golf Course clubhouse, and General Headquarters in River Forest .

§ Upgraded facilities for energy efficiency and sustainability: Replacement of old HVAC systems at the Central Maintenance Garage and other sites, and green infrastructure porous pavement retrofit of parking lot at Dam #4 Woods.



Assessments, Inspections and Evaluation Coordination

§ Bid, procured and permitted thirty capital improvement projects in the 2019 Update to the 5-Year Capital Improvement Plan . Began assessment of conditions of 157 miles of paved trail across the county and targeted inspection of the most urgent building replacement needs (HVAC, roofing and masonry).

§ Coordinated interdepartmental committees: Land Acquisition, Land Use, Trail & Recreation and Sign Committees . Co-lead Utilities & Emissions Sustainability Committee .

2020 GOALSWelcome new visitors § Conduct repairs to sites with critical needs: Swallow Cliff Limestone Stairs, Tinley Creek Trail repaving, picnic shelter repairs at

eight groves, and parking lot & driveway repaving at two or three locations .

§ Add new wayfinding signs and improvements at Sand Ridge Campus and Caldwell/Bunker Hill gateway sites.

§ Create new trail maps for the Burnham Greenway and Wolf Lake trails .

§ Complete engineering design for improvement of trail safety at Des Plaines River Trail UP Railroad bridge and Major Taylor Trail with crossing and connections .

§ Add access paths at 3-4 picnic grove locations and two new accessible canoe/kayak launches, with grant support

Improve operational efficiency

§ Conduct urgent roof replacement at George Dunne and Billy Caldwell golf course buildings .

§ Replace 100-year old water line serving Central Maintenance compound .

§ Replace Salt Creek Landscape Maintenance office/garage.

Planning

§ Continue to cultivate new planning partnerships with local and other stakeholders at Skokie Lagoons, Chicago Portage,Beaubien Woods and Caldwell Woods .

§ Review existing licenses and land-use agreements with 3rd parties, and update policies and criteria for new licenses and land use, including encroachments .

§ Continue to plan for land acquisition .

§ Improve operational efficiency through better visitor data including expanded deployment of trail counters, assessment of conditions of trails, parking lots and hydro infrastructure, and updating 5-Year Capital Improvement Plan update .



01 - Corporate Fund5180-Planning & Development (Office)



TotalSalaries

TotalFTEs

TotalSalaries

2509-Dir Planning and Devoptmt/FPD 24 1 114,422 1 114,4222237-Building Architect IV 22 1 113,142 1 113,1422517-Chief Landscape Architect 22 1 113,142 1 113,1423000-CHF CONSTRUCTION ENGINEER-FPD 22 1 113,142 1 113,1422219-Civil Engineer IV 21 2 180,328 1 100,6805720-Senior Planner-FPD 21 1 95,965 1 100,6807810-Licensing & Land Use Records Mgr 21 - - 1 89,9502212-Civil Engineer III 20 1 79,647 1 83,4502425-Geo Info Systems Manager 20 1 91,607 1 92,0846017-Building Architect III 20 2 174,787 2 179,0012242-Landscape Architect III 19 2 170,179 2 170,1795656-Lic Surveyor For Land Use Comp 19 1 83,327 - -7969-Project Engineer - FPD 19 - - 1 66,0117970-Licensing & Land Use Specialist - FPD 19 - - 1 66,0116934-Administrative Asst IV-FPD 18 1 63,024 1 67,4804310-GIS Specialist I 16 1 63,024 1 63,0244831-Engineering Assistant I - FPD 14 1 59,207 1 45,3406940-Clerk V-FPD 11 1 47,890 - -6334-Dep Dir of Planning & Develop 24 - - - -Full Time Personnel Total 18 $1,562,832 18 $1,577,737

2439-Intern FPD XFPD 0.8 15,600 0.8 16,6406263-Project Manager/FPD XFPD 0.7 40,776 - -6443-GIS Assistant Part-time-FPD XFPD 0.7 24,128 0.7 23,296Part-Time/Seasonal Personnel Total 2.2 $80,504 1.5 $39,936




01 - Corporate Fund80 - PLANNING & DEVELOPMENT


501010-Sal/Wag Of Reg Employees $1,562,832 $1,577,737 $14,905501030-Turnover Adjustment (135,982) (101,987) 33,995501135-Sal/Wages Seasonal Empl 80,504 39,936 (40,568)501511-Mandatory Medicare Cost 23,828 23,456 (372)501590-Group Life Insurance 2,674 2,781 107501610-Group Health Insurance 336,815 355,585 18,770501640-Group Dental Insurance 9,913 4,562 (5,351)501690-Vision Care 2,224 1,870 (354)501836-Transp & Travel Expenses 5,508 5,508 -


Contractual & Professional Services520490-Graphics & Reproduction Svcs 12,500 15,000 2,500520830-Professional Services 61,532 53,532 (8,000)501790-Prof /Tech Membership Fees 6,000 6,210 210501805-Training Program Staff 6,210 4,050 (2,160)

Total Contractual & Professional Services $86,242 $78,792 ($7,450)

Materials & Supplies530170-Institutional Supplies 10,950 10,400 (550)530600-Office Supplies 5,000 5,000 -530635-Books, Periodicals & Publish - 8,000 8,000


Operations & Maintenance560019-Land Improvements - 50,000 50,000

Total Operations & Maintenance - $50,000 $50,000


District WideMISSION:

To acquire, restore and manage lands for the purpose of protecting and preserving public open space with its natural wonders, significant prairies,

forests, wetlands, rivers, streams, and other landscapes with all of its associated wildlife, in a natural state for the education, pleasure and

recreation of the public now and in the future.

2020District W

ide



District Wide Services

District WideDistrict Wide Department budgets cover expenditures that are not associated with a specific department. Expenditures in this category must be pre-approved by the Finance Department before an item or service is procured, allowing the department to monitor and better control costs . Major District Wide account categories are Personnel Services, Contractual & Professional Services, Materials & Supplies, Operations & Maintenance and Other Expenses .

Personnel Services is a category that allows for anticipated cost of living increases, other required wage/salary increases, the employer-required Medicare contribution and estimated employee health care contributions .

Contractual & Professional Services includes a variety of support for management and operations of the Forest Preserves, including telecommunication services, public notices and printing. It also includes the budget to operate the five campgrounds and three aquatic centers .

Materials & Supplies appropriates funds for computer equipment and software district wide . Money is also budgeted for a pilot program to roll out Law Enforcement body cameras and conducted energy weapons, commonly known as tasers .

Operations & Maintenance includes funds for partner organizations such as NeighborSpace and for targeted, small-scale land improvement projects .

Other Expenses includes funding to support business operations related to computer software, timekeeping and the Oracle ERP system, which is used for Human Resources, Payroll, Purchasing, Accounting, Accounts Payable, and Budgeting . It also reimburses Cook County for support services provided by its Risk Management, Inspector General, Board Secretary, Human Resources and ERP departments . Office rent is also budgeted here.



01 - Corporate Fund99 - District Wide


501010-Sal/Wag Of Reg Employees $2,688,425 $3,496,700 $808,275501226-Planned Benefit Adjustment ($650,000) ($690,000) ($40,000)501511-Mandatory Medicare Cost - 50,702 50,702


Contractual & Professional Services520150-Communication Services 575,000 600,000 25,000520490-Graphics & Reproduction Svcs 58,100 58,100 -520610-Advertising & Promotions 124,500 - (124,500)520830-Professional Services 2,300,103 2,117,071 (183,032)521313-Special or Coop Programs 100,000 100,000 -

Total Contractual & Professional Services $3,157,703 $2,875,171 ($282,532)

Materials & Supplies530635-Books, Periodicals & Publish 385,000 385,000 -


Operations & Maintenance540130-Maint & Subscription Svcs 20,000 20,000 -560019-Land Improvements 400,000 420,000 20,000

Total Operations & Maintenance $420,000 $440,000 $20,000

Other Expenses

3,137,080 3,137,080 -Total Other Expenses $3,137,080 $3,137,080 -


CAPITAL AND RELATED FUNDING SOURCES

Capital and Related Funding Sources

Capital and Related Funding Sources

2020



The Construction and Development Fund is funded from annual tax levies and other resources to be used for constructing improvements in the development of forests and lands to include construction, renovation or restoration of district facilities, the acquisition of heavy equipment and vehicles and major land conservation projects. An appropriation last for a period of 5 years and any unspent appropriation at the end of the 5 year period are transferred to the Corporate Fund.

Construction & Development Fund

2019 2020 DifferenceAccount Appropriation Recommendation INC./(DEC.)

Available Funding Sources

411010-Property Tax Revenue $6,052,800 $6,790,000 $737,200

Total Funding Sources $6,052,800 $6,790,000 $737,200

Expenditures

520000-Contractual Service - 31 $3,957,600 $4,057,600 $100,000

520000-Contractual Service - 53 562,600 562,600 0

520000-Contractual Service - 80 1,207,600 1,794,800 587,200

560000-Capital Outlay Expenditures - 52 325,000 375,000 50,000

Total Expenditures $6,052,800 $6,790,000 $737,200$0 $0 $0

51028-2020 Construction and Development Fund Fund

51009-Capital Improvement Fund

2019 2020 DifferenceAccount Appropriation Recommendation INC./(DEC.)Available Funding Sources

411490-Operating Transfer in from Real Estate Acquisition Fund $0 $500,000 $500,000

Total Funding Sources $0 $500,000 $500,000

Expenditures

520000-Contractual Service $0 $500,000 $500,000

Total Expenditures $0 $500,000 $500,000

$0 $0 $0



The purpose of this fund is to account for all capital expenditures of the District that are funded by debt issued prior to 2012, or other financing sources and that are not related to land acquisitions.

Capital Improvement Fund

Corporate Fund

1 0 0 F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S


Real Estate Acquisition Fund

The fund accounts for the District’s land acquisition program. Sources available for appropriations for this fund are derived from debt proceeds, contributions, and grants. The District does not directly levy taxes for land acquisition, but may transfer funds from Corporate Fund. The District’s land acquisition was initiated in 1916 and is limited by State statue to the acquisition of up to 75,000 acres. 51006-Real Estate Acquisition Fund52006-Real Estate Acquisition Fund Fund


411490-Fund Balance Contributions $850,000 $850,000 $0

Total Funding Sources $850,000 $850,000 $0

Expenditures

520000-Contractual Service $750,000 $750,000 $0

560000-Capital Outlay Expenditures 100,000 100,000 0

Total Expenditures $850,000 $850,000 $0

$0 $0 $0

F O R E S T P R E S E R V E D I S T R I C T O F C O O K C O U N T Y , I L L I N O I S 1 0 1


The purpose of this Cost Center is to allocate revenues collected from the Resident Watchman program to the maintenance and improvements of District Resident Watchmen Facilities.

54017-Resident Watchmen Fund

Resident Watchmen Fund

54017-Resident Watchmen Fund


411360-Fees $223,000 $223,000 $0

Total Funding Sources $223,000 $223,000 $0

Expenditures

530000-Supplies & Materials $223,000 $223,000 $0

Total Expenditures $223,000 $223,000 $0

$0 $0 $0



Bond & Interest Fund

Period Levy Series 2019 Series A Series B Series A Series B Series C Series AnnualEnding Year 2019 2015 2015 2012 2012 2012 2004 Debt Service

12/31/2020 2019 973,729 630,493 146,969 673,750 3,844,000 3,995,250 6,856,500 17,120,691 12/31/2021 2020 965,180 626,008 153,862 7,243,750 3,845,500 3,996,250 - 16,830,550 12/31/2022 2021 908,430 626,523 155,516 7,250,250 3,843,500 3,996,000 16,780,219 12/31/2023 2022 907,695 8,156,889 152,051 3,848,000 3,999,500 17,064,135 12/31/2024 2023 906,380 8,161,958 153,585 3,843,500 3,998,250 17,063,673 12/31/2025 2024 444,485 4,460,250 3,997,250 8,901,985 12/31/2026 2025 445,350 4,462,000 3,996,250 8,903,600 12/31/2027 2026 445,925 4,457,750 3,995,000 8,898,675 12/31/2028 2027 446,210 4,462,500 3,998,250 8,906,960 12/31/2029 2028 446,205 4,460,500 3,995,500 8,902,205 12/31/2030 2029 445,910 4,461,750 3,996,750 8,904,410 12/31/2031 2030 445,325 4,460,750 3,996,500 8,902,575 12/31/2032 2031 444,450 4,462,250 3,999,500 8,906,200 12/31/2033 2032 448,285 4,460,750 3,995,250 8,904,285 12/31/2034 2033 446,685 4,461,000 3,998,750 8,906,435 12/31/2035 2034 444,795 4,462,500 3,999,250 8,906,545 12/31/2036 2035 447,615 4,459,750 3,996,500 8,903,865 12/31/2037 2036 4,462,500 3,995,250 8,457,750 12/31/2038 2037 4,462,500 3,995,250 8,457,750

Total 10,012,654 18,203,886 763,998 15,169,762 81,683,262 75,942,512 6,858,504 208,622,508

Debt Service Schedule and Related Tax levy for Fiscal Year Beginning January 1, 2020

Fiduciary, Agency and Com

ponent Unit Funds

Fiduciary, Agency And Component Unit Funds

2020

51011-Self-Insurance Fund


411010-Operating Transfer in from Corporate Fund $1,000,000 $3,000,000 $2,000,000

411070-Investment Earnings 150,000 190,000 40,000

411490-Fund Balance Contributions 5,350,000 5,350,000 0

Total Funding Sources $6,500,000 $8,540,000 $2,040,000

Expenditures

501000-Personal Services $1,100,000 $1,800,000 $700,000

580000-Contingencies & Special Purp 5,000,000 6,340,000 1,340,000

700005-Other Expense 400,000 400,000 0

Total Expenditures $6,500,000 $8,540,000 $2,040,000

$0 $0 $0



Employee Annuity And Benefit Fund

Required Property Tax Levy and contribution from Personal Property Replacement Taxes in the year 2020, for the purpose of providing the amount necessary to be contributed by the Forest Preserve District as employer.

51004-Employees Annuity and BenefitFund


411010-Property Tax Revenue $3,860,832 $3,659,331 ($201,501)

411050-Property Replacement Tax 429,458 407,044 (22,414)

Total Funding Sources $4,290,290 $4,066,375 ($223,915)

Expenditures

700005-Other Expense $4,290,290 $4,066,375 ($223,915)

Total Expenditures $4,290,290 $4,066,375 ($223,915)

$0 $0 $0

52004 - Employee Annuity And Benefit Fund



The Internal Service Fund is established to account for the District’s self-insurance related activities including accumulating a fund balance sufficient to meet future estimated claims and judgments, paying worker’s compensation claims, tort judgments/settle-ments, and associated legal fees.

Self-Insurance Fund

51011-Self-Insurance Fund


411010-Operating Transfer in from Corporate Fund $1,000,000 $3,000,000 $2,000,000

411070-Investment Earnings 150,000 190,000 40,000

411490-Fund Balance Contributions 5,350,000 5,350,000 0

Total Funding Sources $6,500,000 $8,540,000 $2,040,000

Expenditures

501000-Personal Services $1,100,000 $1,800,000 $700,000

580000-Contingencies & Special Purp 5,000,000 6,340,000 1,340,000

700005-Other Expense 400,000 400,000 0

Total Expenditures $6,500,000 $8,540,000 $2,040,000

$0 $0 $0

52011 - Self Insurance Fund

51004-Employees Annuity and BenefitFund


411010-Property Tax Revenue $3,860,832 $3,659,331 ($201,501)

411050-Property Replacement Tax 429,458 407,044 (22,414)

Total Funding Sources $4,290,290 $4,066,375 ($223,915)

Expenditures

700005-Other Expense $4,290,290 $4,066,375 ($223,915)

Total Expenditures $4,290,290 $4,066,375 ($223,915)

$0 $0 $0

51005-Chicago Zoological Society Fund


411010-Property Tax Revenue $13,856,379 $13,856,379 $0

411050-Property Replacement Tax 533,126 533,126 0

Total Funding Sources $14,389,505 $14,389,505 $0

Expenditures

700005-Other Expense $14,389,505 $14,389,505 $0

Total Expenditures $14,389,505 $14,389,505 $0

$0 $0 $0



52005-Chicago Zoological Society Fund

51008-Chicago Horticultural Fund


411010-Property Tax Revenue $8,679,628 $8,679,628 $0

411050-Property Replacement Tax 253,150 253,150 0

Total Funding Sources $8,932,778 $8,932,778 $0

Expenditures

700005-Other Expense $8,932,778 $8,932,778 $0

Total Expenditures $8,932,778 $8,932,778 $0

$0 $0 $0



52008-Chicago Horticultural Fund



No partnerships have been as important to the Forest Preserves of Cook County as the relationships with the Chicago Zoological Society (CZS), which operates the Brookfield Zoo, and the Chicago Horticultural Society (CHS), which operates the Chicago Botanic Garden .

The Forest Preserves and CZS opened Brookfield Zoo in 1934, and the Preserves and CHS opened the Chicago Botanic Garden in 1972 . The Forest Preserves provided the land that houses the Zoo and Garden and contributes significant finan-

Chicago Zoological Society and Chicago Horticultural Society

cial support to these world-class institutions each year—nearly one fifth of the Forest Preserves current annual budget is dedicated to the operation of the Zoo and Garden .

These public-private partnerships have proved resilient over the years, sustaining these preeminent centers for learning and scientific research and growing them into two of the most popular attractions in Illinois .

BROOKFIELD ZOO

§ Set within a 285-acre nature park and accredited arboretum on Forest Preserves land, the Brookfield Zoo connects more than 2 million guests each year to its diverse collection of wildlife living in cutting-edge naturalistic exhibits .

§ The Chicago Zoological Society is not only at the forefront of animal welfare, it also is a leader in social innovation, developing award-winning conservation, education and community outreach initiatives that serve disadvantaged neighborhoods, veterans and individuals with cognitive, physical and intellectual differences .

§ CZS teacher training and community-based education programs and events reach more than 200,000 people and encourage everyone, regardless of age and background, to understand the importance of wildlife, nature and the environment .

CHICAGO BOTANIC GARDEN

§ The Chicago Botanic Garden features 27 gardens, more than 100 acres of woodland, and 15 acres of re-created prairie habitat on 385 acres of Forest Preserves land . More than one million guests visit the Garden each year to view this living museum’s collection of 2 .7 million plants .

§ The Garden serves more than 270,000 people in registered and free programs, including adult education classes, symposia, professional certificate programs, and a Science Career Continuum that trains Chicago Public Schools middle- and high-school students for careers in science .

§ The Garden also helps improve employment opportunities and broaden access to fresh produce for low-income households through its youth and adult urban agriculture and jobs training programs at Windy City Harvest sites throughout Cook and Lake Counties .

§ Collaboration with the Forest Preserves

§ Both the Zoo and Garden remain close partners with the Forest Preserves, which helps support the institutions and shares their mission of preserving and providing education about the natural world . Each year, the Forest Preserves collaborates with both CZS and the Garden on ecological restoration, innovative research and public programming .

§ The Forest Preserves and CZS have partnered to track walleye, badgers and river otters to help better understand their use of local habitats and inform future restoration projects . CZS also supports research efforts by helping Forest Preserves biologists perform health checks on native wildlife .

§ Recent collaborations with the Garden include the Plants of Concern and Budburst citizen science projects, the Greencorps Chicago job-training program and amphibian-focused restoration research . The Forest Preserves and Garden also partner frequently on seed collecting, research and banking for restoration efforts .

Chicago Zoological Society & Brookfield Zoo

MISSION: The mission of the Chicago Zoological Society, which manages

Brookfield Zoo, is to inspire conservation leadership by connecting people with wildlife and nature.

2020

Chicago Zoological Society & Brookfield Zoo



AN INTRODUCTION TO THE 2020 FOREST PRESERVES OF COOK COUNTY BUDGET DOCUMENT

The mission of the Chicago Zoological Society is to inspire conservation leadership by engaging people and communities

with wildlife and nature.

When Brookfield Zoo opened in 1934, its purpose was clear – the large zoological park of modern construction would feature open “bar-less” enclosures that would awe and inspire guests . With its diverse collection of wildlife living in cutting-edge naturalistic exhibits, the zoo served as a cultural destination where residents of Illinois could learn about animals they may never encounter otherwise. In 1937, the zoo was the first in North America to exhibit a giant panda. It was also the first in the United States to successfully welcome the live birth of a black rhino in 1941, and an okapi in 1959. Brookfield Zoo continues to be an innovator in animal care and welfare to this day, and in 2016 became the first zoo in the world to receive the humane certified seal from the American Humane Association .

Since the founding of the Chicago Zoological Society (Society) in 1921 by the Forest Preserves of Cook County, the percentage of the world’s population living in highly urbanized areas has doubled, and Americans are increasingly feeling disconnected from the natural world . Over the years, the Society developed centers for conservation and leadership, where humans could further connect with animals and the natural world and become inspired to champion environmental causes . Today, we reach beyond our gates into Chicago area neighborhoods and provide science and environmental programming and activities in libraries, schools and community centers in eight under resourced communities . We are one of the world’s most innovative training facilities for educators and veterinarians, pioneering the research field of conservation psychology, which investigates the best ways to motivate human action on behalf of wildlife .

The Chicago Zoological Society is dedicated to setting higher standards as an international leader in conservation and the care and welfare of animals, to strengthening our relevance in the Chicago area community, and to empowering residents to drive positive change . None of this would be possible without the continued support and partnership of the Forest Preserves of Cook County, its President, Commissioners and the General Superintendent . This support has enabled the Society to remain a world class institution at the forefront of animal welfare and social innovation, developing award-winning conservation, education and community outreach initiatives that serve disadvantaged neighborhoods, veterans and individuals with cognitive, physical and intellectual differences .

The public private partnership between the Society and the Forest Preserves is as successful as ever, and Brookfield Zoo continues to welcome over 2 million guests every year . Over the past 10 years, the zoo has supported nearly 2,000 jobs and generated over $670 million in labor income, over $1 .5 billion in economic activity, and over $211 million in local, state and federal tax revenues . However, the Society’s ability to generate valuable community programming and sustain and grow the zoo’s economic impact is based in large part on the ability to maintain and rebuild Brookfield Zoo’s 1920s-era infrastructure. Our immediate infrastructure needs are serious both in scope and related cost, with nearly $90 million of deferred capital maintenance that must be addressed in order to avoid future exhibit closures . With declining sources of government funding and limited private philanthropic support, it will remain a challenge to meet these infrastructure needs . In collaboration with the Forest Preserves of Cook County, we are committed to pursuing additional federal and state funding opportunities or potential bond initiatives to address these capital concerns .

DIVERSITY AND INCLUSION

The Chicago Zoological Society remains committed to building a diverse and inclusive conservation movement, where staff and guest diversity are a top priority . As a result of the Society’s efforts to advance diversity among zoo guests, people of color represent 83% of Chicago non-member attendance in 2018, 66% of Cook County non-member attendance, and 42% of overall non-member attendance .

In order to encourage broad guest diversity, the Society once again provided more than 400,000 free passes in 2018 to children and families who are socially or economically challenged, individuals with developmental and intellectual disabilities, students, veterans groups, victims of domestic violence and many others. By partnering with local non-profits and community groups, the Society has been able to welcome those guests who may not otherwise have had an opportunity to visit Brookfield Zoo and learn more about the natural world that surrounds them .

In addition to these complimentary tickets, we continue to provide at least 52 free days a year, additional free kids days and free admission to the zoo for every active and retired member of our armed forces . On any day of the year, guests can enter the zoo for free by checking out an admission pass at Chicago or suburban public libraries . In total, nearly 65% of all non-member guests in 2018 received complimentary admission through the Chicago Zoological Society’s efforts to keep the zoo accessible to individuals of all communities .

The Chicago Zoological Society and Brookfield Zoo



In terms of the Chicago Zoological Society’s workforce, as of September 2018, people of color represented over 42% of the workforce . Nearly 67% of employees hired year-to-date in 2018 were people of color . Women account for more than 63% of the entire workforce, and when combined, women and people of color comprise over 77% of the Society’s workforce .

When it comes to recruitment, the Society is dedicated to developing diverse slates of well-qualified applicants for all positions . All open positions are posted on a variety of job boards and communicated to community partners, including those targeted to diverse audiences . In addition, the Society participates in a wide array of job fair and recruitment events each year with partners such as the Chicago Urban League, Goodwill Industries, Helping Hand Center, Hiring our Hero’s, Mayor’s Office for Persons with Disabilities, Warrior Summit and many others . The Society has hosted individual meetings at the zoo with several of these partners to engage in a concentrated and meaningful discussion focused on how to best match applicants with meaningful employment opportunities while fulfilling the Society’s hiring needs. In collaboration with local elected officials, the Society also engaged in a targeted campaign on the west side of Chicago and the western suburbs to recruit seasonal staff from local area high schools and community groups .

INNOVATIONS AND EXCELLENCE IN CONSERVATION LEADERSHIP AND ANIMAL WELFARE

Center for Community Engagement and Social Innovation With the support of the Forest Preserves of Cook County, the Chicago Zoological Society is mobilizing the next generation of biologists, scientists, conservationists and educators to address local and global environmental issues . Our teacher training and community based education programs and events reach more than 200,000 people and encourage everyone, regardless of age and background, to understand the importance of wildlife, nature and the environment .

Youth Programming: According to the National Research Council, 95% of science learning takes place outside schools in settings like zoos, aquariums, museums and nature centers . The Society’s research shows that children who come to love animals at a young age are more likely to be conservation minded their entire lives. These findings, along with our goal of reaching all learners, particularly those who are currently underserved, led the Society to develop a series of science based informal learning programs, not just at the zoo, but in the communities where people live, work and play .

The Society’s Zoo Adventure Passport (ZAP!) program, targeted for families with children living in under-resourced neighborhoods, continues to serve hundreds of families in the Belmont Cragin, Pilsen, Cicero, Melrose Park and Fuller Park/Englewood neighborhoods . The program connects urban families with wildlife and nature by employing activities that are meaningful and relevant to their community . The 2017-2018 ZAP! program welcomed nearly 2,850 community participants .

To encourage the next generation of science, technology, engineering, and mathematics (STEM) leaders, the Society also held its 9th annual science fair for Chicago Public Schools and a second for the West Suburban Consortium of Academic Excellence in 2018 . These fairs provide an opportunity for students in elementary school through high school to practice scientific thinking and public speaking with judges from the scientific, engineering and local business communities. The 2018 science fairs hosted over 254 projects by 362 students, representing 41 different schools across 12 districts .

Teen Programming: The Chicago Zoological Society’s King Conservation Science Scholar Program welcomes around 250 high school students every year to learn about animals and conservation, network with scientists, and make a difference in their communities . Through interactive workshops, interpretation opportunities, research endeavors and community action projects, the Scholars gain STEM knowledge along with college readiness, leadership, and career skills . The program has served over 1,000 students since its launch, and in 2017, the scholars were 46% women and 60% from underserved minorities. For the first time ever in 2018, the Society hosted eight exceptional scholars on a visit to the Sarasota Dolphin Research Program, where the scholars engaged in research activities including the collection of identification and behavioral data on the dolphins in Sarasota Bay .

Institute of Science Teaching Excellence: Today’s global Today’s global economy increasingly demands more people highly trained in STEM fields. However at the same time, many Illinois students are failing to meet science education benchmarks, and the gap is even greater for low-income and minority students . The Chicago Zoological Society is helping to bridge this gap with the Institute of Science Teaching Excellence, which annually provides over 400 K-12 Chicago Public School science teachers with training on teaching inquiry-based science and in developing classroom practices that support science engagement by their students . The program gives teachers the tools, skills and resources they need to confidently teach science in the classroom. The Society additionally trains over 300 educators annually through the NatureStart Professional Development Program,



which provides educators around the country with ways to incorporate proven nature play activities into their formal and informal education programs .

The Society continues to offer advanced science learning for adults as well . 2018 marked the 8th year of the Advanced Inquiry Program, a Master’s Degree program offered by the Society in partnership with Miami University in Ohio . We currently have 162 active students, and have graduated 128 students with either a Master of Arts in Teaching in the Biological Sciences or a Master of Arts in Biology .

Inclusion Programming: According to the US Census Bureau, one in five Americans has a disability, which makes the Society’s Zoo for All initiative critically important . For years, the initiative has provided support for our guests with disabilities, including preschoolers on the autism spectrum, young adults with developmental disabilities, veterans with physical impairments, and seniors who have cognitive impairments . In 2018 we expanded this program by creating a new Inclusion Resource Center and Sensory Friendly Family Room, a safe and convenient place for families to relax and regroup before returning to the zoo . We also offer low-sensory days and events at the zoo, as well as Family Fun Saturdays, which allow children on the autism spectrum and their families to enjoy activities before the zoo is open to the general public .

In 2018, the Good Works program and Project SEARCH, collaborations between the Chicago Zoological Society and nearby community organizations, provided unique engagement opportunities for children, youth and adults with disabilities to develop job and customer service skills as well as independence while participating in volunteer positions at Brookfield Zoo. In the Good Works program, 10 students from local area high schools volunteered at the Hamill Family Play Zoo during the school year . In 2018, Project SEARCH entered its second year at Brookfield Zoo, where nearly a dozen participants received hands on job training while rotating through positions in various departments around the zoo . Following the completion of the first year of externships, all of the participants were placed in local jobs .

Brookfield Zoo guests often leave the park inspired by the connections they’ve made with animals and nature . Sometimes, connecting with other guests can be just as inspiring . The Society hosts a variety of veteran programing throughout the year, which encourages veterans, their families, and guests to connect with each other in a safe and welcoming space . In 2018, the Society coordinated with the Cook County Department of Veterans Affairs to host a Cook County Veterans Outreach Forum, where veterans had the opportunity to engage with local resources, social services and veteran

programs from around the county . The Society also hosts an annual Veteran’s Day celebration, as well as the Wounded Warrior Project’s Soldier Ride, a 3-day 60 mile bike ride that highlights the importance of moving forward together, where zoo guests, staff, and campers cheer on veterans completing their first day with a ride through the zoo. The Society is also proud to facilitate free visits by many of the surrounding VA Hospitals throughout the year .

Center for the Science of Animal Welfare Inspiring our guests is one of the Society’s top priorities, but we also seek to establish the highest standards and best practices in animal care, behavioral research, nutrition, exhibit design and much more . In 2018, the Chicago Zoological Society embarked on innovative studies aimed at understanding the welfare of animals based in managed care, and welcomed the births of several critically endangered species . A few of the year’s highlights follow below .

Cetacean Welfare Study: In 1960, Brookfield Zoo became the first inland facility in the United States to showcase bottlenose dolphins . The Society’s Sarasota Dolphin Research Program now conducts the world’s longest running study of a wild dolphin population . For more than 47 years, the program has charted the behavior, social structure, life history, ecology, health and community changes of more than 160 bottlenose dolphins along the coast of Florida . The program utilizes this information to foster positive outcomes for dolphins and their ecosystems both locally and internationally .

Institutions like Brookfield Zoo that work with cetaceans (porpoises, dolphins and whales) are committed to understanding these animals’ welfare and doing so in a scientifically rigorous way. In 2018 that effort expanded exponentially with an Institute of Museum and Library Services grant to study cetacean welfare within 44 institutions located across seven countries . The study, led by the Chicago Zoological Society, aims to uncover how cetaceans here and at other facilities around the world are impacted by three parameters: their physical habitat, environmental enrichment, and training they receive from animal care specialists . The study will include observations, physical exams and blood and fecal testing . Additionally, the dolphins will wear D-tags, suction cup movement monitors that provide information about the animal’s underwater movements . The results of this study will provide zoos and aquariums worldwide with important information on how to best provide these animals training, enrichment and exhibit characteristics that lead to optimal welfare .

Veterinary Advances: As a world-class animal welfare institution, the Society is continually making advances in



veterinary services for the animals in its care . In 2018, the zoo witnessed the successful emergency appendectomy of a geriatric orangutan, which was made possible due to a unique collaboration between animal care and veterinary staff and the consultation of human surgeons . The Society’s veterinary staff also performed the very first Computerized Tomography (CT) scan on a black rhinoceros to evaluate an obstructed nasal passageway. As the first zoo in the country to have a large animal CT table, Brookfield Zoo is able to complete detailed internal examinations of even our largest animals, providing better treatment for individuals with routine health concerns, along with those with more unique and complicated cases .

The Society has also founded the first and only zoo-based anesthesia, analgesia, and pharmacology research program, whose primary goal is to advance the standard of care for anesthesia and pain management of non-domesticated animals . In 2018, staff traveled to institutions around the country to offer anesthesia support and evaluate a new anesthesia protocol for gorillas which will provide safer, more reliable anesthetic recoveries. Additionally, Brookfield Zoo is the first animal care and welfare institution to launch a radiology consulting service for zoos and aquariums around the world .

Notable Additions: In 2018, the Society greeted many new additions to the zoo . Lawrence the two-toed sloth was introduced to Tropic World, and Leo the Red Panda joined Hamill Family Wild Encounters . The Society also welcomed the births of two binturong cubs, a prehensile-tailed porcupette (the official name of a baby porcupine), a baby Kirk’s dik-dik (one of the world’s smallest antelope species), a western lowland gorilla, and twin Amur leopard cubs . Amur leopards are critically endangered with fewer than 200 animals left in the wild and in managed care, making their births vitally important for the conservation of the species. Brookfield Zoo’s participation in the Amur Leopard Species Survival Plan, a multi-zoo conservation program that manages the breeding of species in zoos to maintain a healthy, genetically diverse population, helps ensure a stable and protected future for these unique felines .

The Society was also proud to welcome nine Togo slippery frog tadpoles this year, making Brookfield Zoo the only zoological institution in the world to successfully breed this critically endangered African species . Also in 2018, the US Fish and Wildlife Service confiscated several Giant Chinese Salamanders being shipped through the mail as part of an illegal pet trade . Unable to be reintroduced to the wild, they were brought to Brookfield Zoo. At five feet long at adulthood, Giant Chinese Salamanders are the largest amphibians in the world, and also critically endangered due to the pet trade and habitat destruction .

PARTNERING TO SUPPORT WILDLIFE AND NATURE

The enduring Public Private Partnership between the Forest Preserves of Cook County and the Chicago Zoological Society will soon celebrate its successful 100-year tenure, and the partnership has never been stronger . The collaboration between the Forest Preserves and the Society continues to grow, encouraging all Cook County residents to explore the environment around them and experience a deeper connection with nature .

Every year, the Society’s Zoo Adventure Passport Program organizes group trips into the Forest Preserves to learn more about local wildlife in Cook County and help with restoration initiatives . In 2018, nearly 200 families participated in a Conservation Action Day at Zoo Woods, where they trimmed buckthorn, protected oak tree seedlings, planted new native seedling, and enjoyed the natural setting . The success of this event inspired future collaboration with the Forest Preserves to coordinate additional restoration days at preserves located around the west and south side of the county .

This year, the Society was also excited to continue partnering with the Forest Preserves’ Wildlife Research Division on multiple wildlife initiatives . Most recently, the Society’s veterinary team participated in a Forest Preserves study on great egrets at Baker’s Lake in Barrington, performing blood chemistry tests on the egrets to check their health . The Society has been fortunate to assist in several wildlife projects, including attaching transmitters to otters and walleye, which provide information about the ecology and health of the species in the county .

The Society also encourages guests and members to learn more about the nature right outside their door by visiting local forest preserves . In 2018, the Society installed new signage in The Swap exhibit highlighting the location of Forest Preserve wetlands and marshes, crucial habitat for some of the animals which reside at Brookfield Zoo. This exhibit is in addition to signage established throughout the park, especially along our Forest Preserve nature trail at Swan Lake, advertising the Forest Preserves of Cook County . In conjunction with the Forest Preserves, the Society is also taking this message beyond the gates of the zoo and participating in forums around the local community which highlight the historic partnership of the zoo and Forest Preserves and opportunities to become involved at each institution .

With the support and collaboration of the Forest Preserves of Cook County, the Society will continue to inspire conservation leadership and provide for the education, pleasure and recreation of the public now and in the future .



LOOKING TO THE FUTURE: OUR CHARGE FORWARD

The Chicago Zoological Society recently unveiled a five-year strategic plan encompassing the organization’s goals for 2019 through 2023 .

Increasing urbanization has left many people feeling disconnected from the natural world and struggling for meaningful ways to make a change . A 2016 published Chicago Zoological Society study demonstrated that visitors who felt a sense of connection with zoo animals that display behaviors of healthy wild animals changed their behavior to be more environmentally conscious, a change that notably transcended age, gender, ethnicity and political affiliation. When we provide close-up, one-on-one connections with wildlife, we not only provide engaging experiences, but also inspire action . In the Chicago area, under resourced and marginalized neighborhoods are less likely to have convenient access to nature, and for many people, zoos and aquariums are the only places they can see wildlife .

Working together with residents and leaders in Chicagoland’s under resourced neighborhoods, the Society is connecting children with nature in their neighborhood schools, libraries and community centers . Through programs like ZAP! and the King Conservation Science Scholars, youth from various backgrounds and neighborhoods are gaining access to nature and STEM learning from infancy through high school and beyond . As we reach out to our own surrounding communities to engage people of all ages and abilities in nature inspired science learning, we are leading the way towards an inclusive conservation movement .

The Society’s five year plan reinforces our commitment to engaging people with wildlife and nature. Building upon our strong foundation as a cherished cultural attraction, animal welfare pioneer and conservation leader, the Chicago Zoological Society is well equipped to achieve our strategic goals to:

§ Inspire Conservation Leadership - by creating an inclusive and captivating culture, we can inspire all people to care about nature and wildlife and provide them the tools to do so .

§ Engage Our Communities - by engaging and inspiring our surrounding communities, we can ensure a vibrant future for all .

§ Restore Wildlife Populations and People’s Connection to Nature - by leading the charge in animal advocacy and welfare, we can protect animals around the world along with those in our care, while creating and fostering meaningful connections between individuals, communities and nature .

The Chicago Zoological Society and its Board of Trustees is in the midst of a strategic planning process focused on updating our Master Site plan and identifying long term goals and objectives. Brookfield Zoo’s immediate infrastructure needs are considerable, and this process will include a serious deliberation on how to ensure a sustainable financial future for the organization, nearing its centennial . The Society will continue to pursue all available avenues of funding, and stands ready to partner with the Forest Preserves of Cook County on any potential capital initiatives to address these structural concerns .

In the face of mounting capital challenges, the Chicago Zoological Society, with the support of the Forest Preserves of Cook County, will continue to innovate as an international leader in conservation and the care and welfare of animals, to strengthen our relevance in the Chicago area community, and to empower residents to drive positive change in their communities across Cook County and beyond .



CHICAGO ZOOLOGICAL SOCIETY COMPARISON OF ESTIMATED REVENUE

AND AVAILABLE SOURCES FOR FISCAL YEAR BEGINNING JANUARY 1, 2020

Tax Revenue FY 2019 FY 2020 % CHANGE

Gross Tax Levy for Chicago Zoological Society 14,284,927 14,284,927 0%Reserves for Deferred Collections & Refunds (528,548) (528,548) 0%Deferred Collections (Prior Year Taxes) 100,000 100,000 0%Personal Property Replacement Tax (PPRT) 533,126 533,126 0%Reserves against PPRT N/A

Total Tax Revenue $14,389,505 $14,389,505 0%

Non-Tax Revenues

Merchandise & Concessions 13,730,234 13,057,756 -5%General Admissions & Parking 6,622,799 7,009,149 6%Membership & Animal Adoption 14,803,629 15,125,415 2%Unrestricted Contributions & Sponsorships 5,958,768 7,390,546 24%Special Attractions & In-Park Transportation 3,418,063 2,689,821 -21%Catering & Special Events 3,594,010 3,859,830 7%Education & Other Income 1,489,120 1,576,925 6%Endowment Investment Income 2,215,593 2,110,653 -5%Release of Restricted Program Contributions 5,035,425 4,267,219 -15%

Total Non-Tax Revenue $56,867,641 $57,087,314 0%

Total Tax and Non-Tax Revenues $71,257,146 $71,476,819

Total All Revenues $71,257,146 $71,476,819 0%

CHICAGO ZOOLOGICAL SOCIETYCOMPARISON OF ESTIMATED REVENUE




CHICAGO ZOOLOGICAL SOCIETY BUDGETED EXPENDITURES AND OTHER USES


PERSONNEL PROGRAMCATEGORY / DEPARTMENT SERVICES* EXPENSES TOTAL

Animal Programs $11,797,309 $4,474,950 $16,272,259Buildings & Grounds 7,091,188 2,393,232 $9,484,420Conservation, Education & Training 5,191,010 1,493,552 $6,684,562Administration & Security 6,873,794 2,771,532 $9,645,326Guest Services 9,526,908 7,440,377 $16,967,285Marketing, Public Relations & Design 2,181,133 4,080,613 $6,261,746Development, Membership & Government Relations 3,496,448 2,664,773 $6,161,221

Total $46,157,790 $25,319,029 $71,476,819

CHICAGO ZOOLOGICAL SOCIETYBUDGETED EXPENDITURES AND OTHER USES




CHICAGO ZOOLOGICAL SOCIETY PROGRAMSCHICAGO ZOOLOGICAL SOCIETY PROGRAMS

ANIMAL PROGRAMS

FY 2019 FY 2020 DIFFERENCEDESCRIPTION APPROPRIATION RECOMMENDATION INC./(DEC.)

Personnel Services

Salaries and Wages $8,411,805 $8,603,433 $8,698,256 94,823

Benefits 3,151,344 3,238,191 3,099,053 (139,138)

Total Personnel Services $11,563,149 $11,841,624 $11,797,309 ($44,315)

Program Expenses

Supplies 757,211 609,302 613,568 4,266

Operating Expenses 868,448 843,751 892,921 49,170

Equipment 167,754 181,531 168,445 (13,086)

Animal Food & Transport 1,106,572 1,206,212 1,201,909 (4,303)

Utilities 1,479,215 1,521,547 1,433,262 (88,285)

General Expense 161,323 155,302 164,845 9,543

Total Program Expenses $4,540,523 $4,517,645 $4,474,950 ($42,695)

Program Total $16,103,672 $16,359,269 $16,272,259 ($87,010)

BUILDINGS & GROUNDS


Personnel Services


Benefits 1,744,634 1,848,224 1,843,129 (5,095)

Total Personnel Services $6,396,864 $6,843,743 $7,091,188 $247,445

Program Expenses

Supplies 778,841 810,819 769,430 (41,389)


Equipment 725,935 849,468 935,124 85,656

Utilities 173,415 184,362 168,156 (16,206)

General Expense 32,828 34,061 41,726 7,665

Total Program Expenses $2,042,111 $2,232,496 $2,393,232 $160,736

Program Total $8,438,975 $9,076,239 $9,484,420 $408,181

FY 2018ACTUALS

FY 2018ACTUALS



CHICAGO ZOOLOGICAL SOCIETY PROGRAMS (CONT.)CHICAGO ZOOLOGICAL SOCIETY PROGRAMS (Cont.)

CONSERVATION, EDUCATION, & TRAINING


Personnel Services


Benefits 1,202,998 1,338,416 1,281,963 (56,453)


Program Expenses

Supplies 277,103 633,896 414,736 (219,160)

Operating Expenses 1,059,833 1,119,674 897,547 (222,127)

Equipment 64,552 158,140 49,276 (108,864)

Utilities 44,264 47,394 46,138 (1,256)

General Expense 38,452 53,676 31,868 (21,808)

Insurance 49,135 51,388 53,987 2,599


Program Total $6,270,875 $7,227,840 $6,684,562 ($543,278)

ADMINISTRATION & SECURITY


Personnel Services


Benefits 2,093,887 2,115,313 1,971,790 (143,523)


Program Expenses

Supplies 140,071 187,775 197,211 9,436

Operating Expenses 1,235,697 1,451,435 1,509,489 58,054

Equipment 818,000 920,211 914,525 (5,686)

Utilities 51,684 55,608 51,115 (4,493)

General Expense 20,517 18,162 17,562 (600)

Insurance 81,029 85,174 81,630 (3,544)


Program Total $9,229,332 $9,613,054 $9,645,326 $32,272

FY 2018ACTUALS

FY 2018ACTUALS

CHICAGO ZOOLOGICAL SOCIETY PROGRAMS (Cont.)

GUEST SERVICES


Personnel Services

Salaries and Wages $7,358,950 7,917,742 8,118,762 201,020

Benefits 1,308,194 1,466,157 1,408,146 (58,011)


Program Expenses

Supplies 128,075 253,178 222,176 (31,002)


Equipment 198,260 225,085 271,587 46,502

Cost of Sales 3,854,878 4,458,867 4,205,935 (252,932)

Utilities 769,388 884,793 757,163 (127,630)

General Expense 5,438 4,935 4,945 10

Insurance 594,404 613,048 690,650 77,602


Program Total $15,415,922 $17,104,148 $16,967,285 ($136,863)

MARKETING, PUBLIC RELATIONS & DESIGN


Personnel Services

Salaries and Wages $1,568,282 $1,680,987 $1,612,197 (68,790)

Benefits 580,205 630,991 568,936 (62,055)


Program Expenses

Supplies 274,285 466,585 437,693 (28,892)


Equipment 201,002 64,094 51,193 (12,901)

Utilities 136,628 149,562 132,739 (16,823)

General Expense 112,981 40,570 42,528 1,958


Program Total $5,693,940 $5,936,615 $6,261,746 $325,131

FY 2018ACTUALS

FY 2018ACTUALS



CHICAGO ZOOLOGICAL SOCIETY PROGRAMS (CONT.)




CHICAGO ZOOLOGICAL SOCIETY PROGRAMS (CONTINUED)CHICAGO ZOOLOGICAL SOCIETY PROGRAMS (Cont.)

DEVELOPMENT, MEMBERSHIP & GOVERNMENT RELATIONS

FY 2019 FY 2020 DIFFERENCE

DESCRIPTION APPROPRIATION RECOMMENDATION INC./(DEC.)

Personnel Services

Salaries and Wages $2,288,081 2,361,753 2,570,233 208,480

Benefits 834,885 $905,681 $926,215 20,534


Program Expenses

Supplies 491,026 585,221 531,642 (53,579)

Operating Expenses 969,487 1,349,888 1,356,979 7,091

Equipment 243,460 231,888 270,350 38,462

Utilities 15,209 16,128 16,266 138

General Expense 367,632 489,422 489,536 114


Program Total $5,209,780 $5,939,981 $6,161,221 $221,240

ZOOLOGICAL FUND

The District levies, collects and remits taxes to the Zoological Society which operates Brookfield Zoo. Brookfield Zoo

opened in 1934 on 216 acres. The District owns the land and facilities. The total 2020 estimated expenditures of the

Zoological Fund is projected to be $71.5 million. The Zoological Fund represents xx percent of the total

proposed 2020 Appropriation.

2016 2017 2018 2019 2020 Recommendation

65,711,141 66,048,358 70,141,766 71,257,146 71,476,819

2016 2017 2018 2019 2020 Recommendation

14,884,927 14,884,927 14,384,927 14,284,927 14,284,927

BROOKFIELD ZOO ATTENDANCE

Year

2016

2017

2018

Projected 2019

Projected 2020

FY 2018

ACTUALS

Zoological Summary of Appropriations

Zoological Summary of Tax Levies

Attendance

2,011,981

2,263,568

2,223,802

1,909,187

1,984,365

Chicago Botanic Garden

Chicago Botanic GardenMISSION:

The mission of the Chicago Botanic Garden is to promote the enjoyment, understanding and conservation of plants and the natural world.

2020 Chicago Botanic Garden



OVERVIEW-September, 2019

Open admission-free daily from dawn to dusk 365 days a year, the Chicago Botanic Garden is one of the great public gardens of the world and welcomes more than 1 .1 million visitors annually . The Garden’s membership includes 51,000 member families—one of the largest memberships of any botanic garden in the United States and among the highest of the Chicago-area cultural institutions .

The Garden is located on 385 acres of Forest Preserves land . The Garden is a living museum featuring 27 gardens, more than 100 acres of woodland, and 15 acres of re-created prairie habitat . The Garden’s iconic features are its 81 acres of waterways and nine islands . Miles of walking trails, paths, and bridges provide visitors with breathtaking views and vistas from which to view the Garden’s collection of 2 .7 million plants .

Education is a key component of the Garden’s mission, and the seven-acre Regenstein Learning Campus, opened in September 2016, serves as the new home to classes and drop-in programs of the Joseph Regenstein, Jr. School of the Chicago Botanic Garden . The Regenstein School offers a year-round continuum of nature-based learning and interpretive programs through more than 1,500 classes, workshops, and events . Each year, more than 270,000 people participate in the registered and free programs, including adult education classes, symposia, professional certificate programs, and a Science Career Continuum that trains Chicago Public Schools middle- and high-school students for careers in science . Over 40,000 people are served each year, without charge, through the Garden’s Plant Information Service and the Lenhardt Library, which houses 150,000 books and periodicals, including one of the nation’s premier collections of rare horticultural works . The Garden’s website (chicagobotanic .org) receives more than 6 .6 million views annually, providing information on Garden events, programs, services, science, and horticulture .

The Garden continues to expand its youth and adult urban agriculture and jobs training programs, managing thirteen Windy City Harvest sites throughout Cook and Lake Counties . These programs improve the employment opportunities for youth and adults and help broaden access to fresh produce for low-income households . Program participants are trained in sustainable urban agriculture; the resulting produce is donated to social service organizations and sold at reduced rates through neighborhood farmers’ markets . In addition to farming, trainees learn essential food preparation techniques and develop job skills applicable across a wide range of industries, including marketing; retail; food service; and transportation,

distribution, and logistics . As these teens and adults learn about the importance of good food choices, they pass along healthy eating tips through cooking demonstrations using produce they have grown and harvested through the Garden’s urban agriculture programs . Through collaborations with Loyola University Health System in Maywood, PCC Wellness in Austin, and a deepened partnership with Lawndale Christian Health Center, the VeggieRx prescription produce program will provide more than 1,000 low-income Chicagoans with free fruits and vegetables, coupled with nutrition education and cooking demonstrations . Public service is also advanced through the innovative and internationally recognized Horticultural Therapy Program, which offers therapeutic classes at the Garden and at agency sites throughout the greater Chicago area to veterans and students (youth and adults) with emotional, intellectual, and physical challenges .

The Garden’s science and research activities, including a joint master’s and Ph .D . program with Northwestern University, are housed in the Daniel F . and Ada L . Rice Plant Conservation Science Center . The Plant Science Center is a 38,000-square-foot laboratory building featuring a seed bank dedicated to preserving the native Midwest prairie, a 16,000-square-foot green roof garden, and a herbarium . The Plant Science Center is unique in its accessibility to the public and earned a Gold certification from the U.S. Green Building Council for Leadership in Energy and Environmental Design . Among the Garden’s areas of research are plant conservation biology, ornamental plant development, restoration ecology, and plant collections . The Garden leads the Department of Interior’s Bureau of Land Management Conservation and Land Management training program that has trained more than 1,100 early career biologists’ to work on federal lands since 2001 .

The Garden completed the second phase of the Jarantoski Campus late 2018, which includes greenhouses and the head house . In the coming year, work will beginning to complete the campus shade evaluation garden, which will include a winding garden with an interpretive walk and shoreline restoration .

CHICAGO BOTANIC GARDEN

2018-2019 INSTITUTIONAL ACCOMPLISHMENTS AS OF SEPTEMBER 2019

The Chicago Botanic Garden is an international leader in plant conservation programs, recognized as one of the top 10 most-visited botanic gardens in the U .S ., and one of the top cultural attractions in the Chicago area, welcoming more than 1 million visitors a year from throughout the region and the world . We are proud to be a scientific and cultural asset to Cook

Chicago Botanic Garden



County, a free admission institution, and one that, through our work, shapes how people value, perceive and care for the environment . We are also proud of the excellent public/private partnership we have with the Forest Preserves of Cook County .

The Garden anticipates ongoing growth as people recognize the value of spending time in nature and green space—and of the importance of protecting plants and the planet . We know that botanic gardens are protecting threatened and endangered plants – we risk losing 25 percent of the plant species that exist today in the United States . Of the millions of acres of native Midwest prairie that existed years ago, only a tiny fraction remains today . These fragments are in danger of disappearing completely, and with them, the birds, insects, and other animals that depend on them .

The Garden has been growing at a record pace, as people seek out our beautiful landscapes as an antidote to our stressful world . Since 2005, our visitor numbers have grown by more than 50 percent with the addition of seven new gardens and seven new annual events while staffing numbers remain flat. These large numbers, and we are happy to have them, create an enormous amount of wear and tear on our infrastructure, which now needs a significant amount of repair and re-investment. At the same time, we are good financial stewards and a wise investment for both our public and private funding partners. Combined with our conservative fiscal management, and our ability to both earn and raise revenue, we leverage our appropriation four times over which allows us to deliver science education programing off site from the Glencoe campus .

The Garden work with our community-based partners has continued to grow over the last year . The Garden runs an urban agriculture program called Windy City Harvest, a network of 13 farms that grows food locally and provides health education and job training for youth, ex-offenders, and urban farm entrepreneurs . We also manage an international citizen-science project called Budburst that brings together researchers, educators, and gardeners to study and understand how plants are affected by our changing climate .

In 2018, we celebrated two great openings that reveal our commitment to horticulture, urban agriculture, and showing the importance of plants to healthy lives, communities, and our planet . We also made a promise to our future with the development of a strategic plan that will guide the Garden for the next five years. In 2019, we experienced some weather challenges, including the polar vortex , which damaged or killed a number of plants requiring a number of them to be replaced this summer .

Here are some highlights: Facing Change/Board Diversity Initiative with the American Alliance of Museums; For the next two years, the Garden Board, along with 12 other institutions in Chicago, will be part of the Facing Change board diversity initiative . The program will provide structured support in service of our long-standing goal to increase board diversity .

Work in North Lawndale community through the Garden’s Farm of Ogden: The Farm brings food, health, and jobs together in one location . This multiuse facility—with year-round farmstand, greenhouse, aquaponics, meeting spaces, commercial kitchen, and more—opened June 2018, and it already has become a community landmark . Its farmstand regularly sells out, the classroom spaces are heavily used, and thousands have come just to tour the facility . The Farm is a partnership of the Chicago Botanic Garden and Lawndale Christian Health Center and is the homebase for Windy City Harvest, our flagship community engagement program that produces 160,000 pounds of vegetables and fruits on urban farms, most located on the near south and west sides of Chicago . In 2018, Lawndale Christian and Windy City Harvest’s Veggie Rx program distributed 1,682 boxes of produce to food insecure patients at risk for diet-related diseases .

Collaborative Work with the Forest Preserves: As a part of effort to conserve and re-establish threatened species, the Garden has collected plant material to be used for propagation of Corylus americanan, Diervilla lonicera, and Prunus americana from various Preserves sites . Garden scientists are also collaborating with Shedd Aquarium scientists to learn more about how flowers and frogs depend on each other. Working with staff and volunteers from the Forest Preserves, this information will improve the health of pond and woodland habitats of chorus frogs, blue-spotted salamanders and other amphibians in the county’s natural areas since 2015 . In addition to removing invasive brush, teams have surveyed amphibian populations and tested water quality . HEALTH, or Healing Environments Ambassadors Learning Through Horticulture, was launched last spring . Working in partnership with the Forest Preserves, the Garden connects high school students, their school, and families to the health-promoting benefits of nature. It is based at the Instituto del Progreso Latino in Pilsen .

Received $100,000 as part of the capital bill: As part of Governor Pritzker’s historic first General Assembly session, the Garden received a $100,000 line item in the capital bill for basic infrastructure for repairs and upgrades like improvements to our roads, paths, and possibly a new covered picnic structure . Additionally, the General Assembly re-appropriated $1 .5 million



for two suspended museum capital grants for the Garden’s previously completed nursery and learning campus projects .

Botanical Sciences and Native Plants Material research, Restoration and Promotion Act (H.R. 1572, Botany Bill): With the leadership by Congressman Mike Quigley, he introduced legislation creating a preference program for the use of native plants on projects under the jurisdiction of the U .S . Departments of Interior and Agriculture, incentivizing private sector production of native plant materials . It in turn authorizes existing federal efforts to combat invasive plants, conserve plant biodiversity and encourage continued focus on supporting rare and endangered native plants . Currently, there are 50 co-sponsors and the House Committee on Natural Resources held a hearing in July. Hawaiian Senator Mazie Hirono introduced a companion Senate bill that has 10 co-sponsors .

Revitalized the Garden’s citizen science program, Budburst, with 12,237registered users: Plants and pollinators need each other . What happens when changing climates disrupt the timing of plants and pollinator interactions? That’s where the citizen scientists of Budburst come in . The data they collect on the life cycle of plants can help scientists understand how plants are affected by our changing climate . A revamped Budburst website was launched, making it easier for citizen scientists across the globe to submit data and share information . The program also began its first research project, with Budburst participants collecting plant data in home gardens or at research gardens at the Garden, three Forest Preserves, and schools in Waukegan and, soon, Chicago .

Garden horticulturists travel to Texas, Latvia, the Republic of Georgia, and more to collect species for the Garden’s living collection bringing our total to 13,000 taxa represented by 2 .7 million plants . Beyond their ornamental value, the plants in our collection contain genetic material important as a resource for restoration, breeding new plants, and protecting the biodiversity of plant communities . In addition, we distributed 850 plants to 12 botanical institutions throughout the United States . Botanic Gardens have a conservation role for plants throughout the world of which many would be lost without our efforts to collect and preserve taxa . This work is supported by private funding .

Discovery of critically endangered rusty bumblebees along rail tracks in Chicago: Garden scientists are at the forefront in understanding the threats to plants and pollinators—and the consequences of their decline . Andrea Gruver, a graduate student in the joint program in plant biology and conservation through Northwestern University and the Garden, discovered critically endangered rusty patch bumblebees along rail

tracks in Chicago, providing clues on how to promote these important pollinators in urban areas . The challenges to plants and habitats are ongoing, and one of the most important roles for Garden scientists is to mentor the next generation of plant scientists through the joint graduate program, the Conservation and Land Management internship program, and the Research Experiences for Undergraduates program .

Attendance tops one million for the sixth year in a row: In 2018, visits to the Garden reached 1,045,687, with people coming to enjoy our beautiful gardens and natural areas, attend unique events. Night of 1,000 Jack-o’-Lanterns sold out, even with the addition of a fifth night. Attendance to In the Tropics: the Orchid Show topped 40,000 . The third year of an expanded Super Seed Weekend took place in January, and despite severe cold and an impeding winter storm, more than 400 people attended . The Unearth Science Festival saw nearly 4,000 visitor as snow continued into April . In early May, we hosted a new pop-up luminary event, Night Lights, with more than 6,500 guests enjoying the Garden after dark in candlelight . Through early September 2019, attendance at the Garden is up 12 percent over 2018 . Addressing the Garden’s operational needs: The Garden’s production facilities at the Jarantoski Campus are key to maintaining the quality and beauty of this great Garden, and with the completion of the Robert F . Finke Greenhouses on the Jarantoski Campus, we have one of the most advanced production greenhouses at any botanic garden . It triples our production space and allows us to raise 160,000 annuals for our gardens and more than 25,000 plants to support plant conservation research and our learning programs . Dedicated spaces ensure better care for our renowned bonsai collection and new possibilities, such as building a world-class orchid collection .

Conclusion: None of the Garden’s work would have been possible without the support and encouragement of our longtime partner, the Forest Preserves . We are deeply thankful for the Preserves commitment to every aspect of our great Garden of today and even greater Garden of tomorrow . A new five-year strategic plan, approved in 2018, articulates our future direction and identifies our goals. Together, we shall work to meet the challenge of sharing our Garden and its work with even more people throughout Cook County and beyond .



CHICAGO BOTANIC GARDEN-Possible Challenges in 2020

• Financial Risks, including growing expenses and operating costs due to increased annual visitation; rising employee health care expenses; and to free admission which limis our ability to grow revenue Additionally, an anticipated reduction in government support to continue . And we anticipate a turnover of long serving employees in the coming years .

• Site-Related Risks, including numerous negative impacts from invasive exotic organisms and soil-related issues . Examples of the former include zebra mussels (which require ongoing monitoring and repairs to irrigation systems and pumps), boxwood blight (the local appearance of which neccesitated establishing protocols banning boxwood from being brought on-site, and quarantine procedures for our living collections), and numerous species of invasive plants (including purple loosestrife, buckthorn, and garlic mustard) that threaten all of our cultivated and natural areas . Examples of the latter include Southern blight and Phytophthora, naturally occurring soil pathogens that are becoming more virulent with our warming climate . We also suffer from soil issues that stem, in part, from site construction and heavy visitor traffic. These include water retention, soil compaction, and a depauperate soil microorganism community . All increase the need for costly plant health care intervention and replacement plants .

• Traffic, deferred and preventive maintenance needs: including the serious ongoing traffic safety hazard which on busy days can occur from the Garden’s Lake Cook Road entrance to all the way onto the northbound lane of the Edens Expressway before the exit ramp . The Garden’s potable water system requires improvements to allow for water to be re-routed throughout the entire campus if a supply line break were to occur . The Garden continues to address repairs to deteriorated roads, paths, and parking lots, and garden structures such as fences, walls, arbors, and masonry features . We are currently developing both short- and long-term strategies to fund those needs, as well as for expansion of overburndened restroom facilties, and repairs to public greenhouse and building systems, envelopes and infrastrucuture that have exceeded their expected lifespan .

• Natural Disaster/Extreme Weather Conditions, including damage to facilities and the living collections; and human safety, business, residual risk issues associated with a catastrophic natural disaster at the Garden .

Extreme weather conditions including tornadoes, floods, droughts, and life-threatening cold are an increasing concern. Recent flooding incidents caused potential health issues, required the replacement of thousands of drowned plants, exacerbated shoreline erosion, damaged infrastructure (such as walls, bulkheads, paths and roadways), and forced the closing of the Garden, which resulted in the loss of revenue . In the last several years, the Garden has experienced more adverse weather which has had a negative impact on physical plant, general attendance and admission to special events .

• Information Systems Risks, including, but not limited to, those resulting from comprehensive information systems interruption and/or failure, the loss or breaching of information (member, donor, student, customer, etc .) obtained via the increasing use of online activities, and residual risk (negative publicity and damage to reputation) .

• Food Safety Risks, including food-borne illnesses resulting from produce grown or distributed via Garden activities (Windy City Harvest and Fruit & Vegetable Garden) or illnesses resulting from consumption of toxic plants on the Garden grounds would be problematic . Injuries to visitors resulting from outdoor hazards (such as trips and falls) are an ongoing concern .



CHICAGO BOTANIC GARDEN 2020 GOALS

The Chicago Botanic Garden’s 2020 goals are drawn directly from our Strategic Plan 2019-2023 . Our mission — we cultivate the power of plants to sustain and enrich life — is evergreen, and our outstanding core experience — our Garden in Glencoe — is the foundation from which all else builds . Our long-term ambition is to be globally recognized for the role our Garden and its plant-based learning experiences play in shaping how people value, perceive, and care for the environment . Our opportunity is to take our core product — the Garden and its plant-based learning experiences — to a broader audience. As important, the defining characteristic across all our work is the quality of our products, services, and visitor experience . In updating our strategy, we are guided by the Garden’s long-standing, core beliefs:

We believe: people live better, healthier lives when they can create, care for, and enjoy gardens and green space . We believe: beautiful gardens and natural environments are fundamentally important to the mental and physical well-being of all people . We believe: that the future of life on Earth depends on how well we understand, value, and protect plants, other wildlife, and the natural habitats that sustain our world . In order to complete our strategic plan, we are guided by the following broadly defined goals. Our focus is to: Elevate, leverage, and sustain the beauty of our Garden to ensure that it is vibrant, thriving cultural institution for future generations:

1 . Invest in the maintenance, improvement, and sustainability of our landscapes, collections, buildings, and site while keeping to the spirit of the original master site plan and architectural vocabulary .

2 . Make our natural areas — water, woodland, and prairie — obvious and accessible points of connection to our conservation and restoration work .

3 . Make our living collection distinctive and resilient .

4 . Use the Garden to reveal our behind-the-scenes and off-site work .

5 . Draw on the natural synergy between the arts, humanities, and sciences, using our collection, exhibitions, and programs to help us tell this story and exploit the natural crossover between audiences interested in the connections among these topics .

6 . Partner to deliver on-site enhancements of the Garden experience .

7 . Invest in our indoor facilities to raise attendance between October and May .

Advance the Garden’s role as a leading center for learning in plant science and conservation, horticulture, and education, shaping the way indi-viduals and communities value, perceive, and care for the environment.

1 . Continually review and assess the strength and viability of our programs to improve focus, maximize impact, and demonstrate the relevance of our work on the lives of individuals and communities .

2 . Document and share program impacts through rigorous evaluation, research partnerships, and advocacy .

3 . Maximize partnerships and collaborations with those who add value to our brand and help us achieve our goal to provide learning experiences about plant science, conservation, and gardening to children, adults, and families at the Garden and beyond .

4 . Create the next-generation leadership in plant science, conservation, restoration, horticulture, and urban agriculture .

5 . Leverage our science and conservation work through practical applications within the Forest Preserves of Cook County and other urban green spaces .

6 . Using the latest technology, maximize the reach, excitement, and accessibility of our citizen science initiatives .

7 . Leverage existing networks to strengthen the Garden through recognition, recruitment, and support .



8 . Refine horticultural therapy practice and focus on target audiences with greatest need.

9 . Make Windy City Harvest the partner of choice in the Chicago region for urban agriculture and a global model of best practices .

10 . Increase the impact and visibility of our community outreach by using our Windy City Harvest sites as strategic hubs for coordinated programming .

Expand the Garden’s reach to engage more people in the full breadth and depth of our work.

1 . Shift people’s expectations of the Garden from a destination to a generous idea focusing on the power of plants to sustain and enrich life .

2 . Grow and diversify our audiences in order to attract the next generation of members, visitors, and donors .

3 . Invest in drawing audiences that have potential for lifelong relationships with the Garden by maintaining our loyal membership and growing our visitorship, especially from families .

4 . Establish the Garden as a must-visit destination for the residents of Cook County and the greater Chicago metropolitan area .

5 . Ensure that our site can accommodate a growing visitor base while maintaining the quality of the experience and providing excep-tional accessibility .

6 . Provide a welcoming, inclusive experience for all who visit the Garden and participate in our programs .

7 . Recruit Board, staff, and volunteers to reflect the breadth of the audience we strive to serve.

Make certain that our people and our processes are capable of meeting the needs of a large, forward-thinking, and evolving organization.

1 . Review future opportunities to ensure that the work aligns with the Garden’s strategic priorities and that we have the people, skills, and expertise to deliver with excellence .

2 . Working with strategic partners, create a pipeline of talent in plant science, conservation, restoration, horticulture, and urban agriculture to meet the future skill requirements of the Garden .

3 . Review and re-engineer key processes for efficient and effective operations.

4 . Invest in essential requirements in finance, external communications, information systems, data collection and management, and analytics, and ensure that staff skill sets in key positions effectively meet these needs .

5 . Ensure that we have competitive recruitment practices and policies that position us to attract and retain the most talented staff and volunteers for the Garden .

Grow and diversify revenue to secure our financial future.

1 . Demonstrate the value of the Forest Preserves of Cook County’s investment in the Garden .

2 . Strengthen our ability and competitiveness to win both public and private grants in science, education, and urban agriculture .

3 . Grow the Garden’s endowment to provide financial opportunity and to mitigate financial risks.

4 . Invest in increasing earned and raised revenue from 60% to 80% of the operating budget by 2023 .

5 . Continually review and assess the strength and viability of our programs to improve focus and maximize impact .



CHICAGO HORTICULTURAL SOCIETY COMPARISON OF ESTIMATED REVENUE


Tax Revenue FY 2019 FY 2020 % CHANGE

Gross Tax Levy for Chicago Horticulture Society $8,948,070 $8,948,070 0.0%Reserves for Deferred Collections & Refunds (268,442) (268,442) 0.0%Personal Property Replacement Tax (PPRT) 253,150 253,150 0.0%Reserves against PPRT 0 0 0.0%

Total Tax Revenue $8,932,778 $8,932,778 0.0%

Non-Tax Revenues

Unrestricted Contributions $4,367,297 $5,005,891 14.6%Government Grants and Contracts 3,858,216 3,074,827 -20.3%Membership 4,950,861 5,278,014 6.6%Parking 1,992,254 1,888,000 -5.2%Restricted Program Contributions 2,385,432 2,615,447 9.6%Sponsorships 1,295,700 1,325,000 2.3%Investment Income 2,816,592 3,136,171 11.3%Education Fees 2,369,828 2,453,582 3.5%Visitor Program & Events 3,549,379 3,722,404 4.9%Tram 239,500 206,000 -14.0%Food Service Fees 500,000 524,000 4.8%Miscellaneous 509,900 220,000 -56.9%

Total Non-Tax Revenue $28,834,959 $29,449,336 2.1%

Total Tax and Non-Tax Revenues $37,767,737 $38,382,114

Total All Revenues $37,767,737 $38,382,114 1.6%

CHICAGO HORTICULTURAL SOCIETYCOMPARISON OF ESTIMATED REVENUE




CHICAGO HORTICULTURAL SOCIETY BUDGETED EXPENDITURES AND OTHER USES


PERSONNEL PROGRAMCATEGORY / DEPARTMENT SERVICES* EXPENSES TOTAL

Administration & Information Services $2,501,884 $2,840,391 $5,342,275Horticulture & Collections 5,217,417 1,483,235 6,700,652Science & Conservation 3,964,316 1,199,973 5,164,289Facilities & Planning 2,348,034 1,999,543 4,347,577Communications 1,978,680 1,345,905 3,324,585Institutional Advancement 2,642,292 1,329,327 3,971,619Education 1,849,364 844,700 2,694,064Visitor Services 2,386,535 1,593,639 3,980,174Outreach/Community Programs 2,110,980 745,900 2,856,880

Major Repairs & Maintenance 0 0

Total $24,999,501 $13,382,613 $38,382,114

* Includes Salary, Wages, & Benefits

CHICAGO HORTICULTURAL SOCIETYBUDGETED EXPENDITURES AND OTHER USES




CHICAGO HORTICULTURAL SOCIETY PROGRAMSCHICAGO HORTICULTURAL SOCIETY PROGRAMS

ADMINISTRATION & INFORMATION SERVICES

FY 2019 FY 2019 FY 2020 DIFFERENCEDESCRIPTION ESTIMATED ACTUALS APPROPRIATION RECOMMENDATION INC./(DEC.)

Personnel Services


Benefits 444,947 525,850 467,832 (58,018)


Program Expenses


Equipment Expenses 145,500 160,000 160,000 0


Program Total $4,790,309 $5,022,459 $5,342,275 $319,816

HORTICULTURE & COLLECTIONS


Personnel Services


Benefits 941,888 911,893 998,963 87,071


Program Expenses

Operating Expenses 995,745 1,270,885 1,423,235 152,350

Equipment Expenses 24,686 42,000 60,000 18,000


Program Total $6,121,679 $6,134,374 $6,700,652 $566,278

DESCRIPTION ESTIMATED ACTUALS APPROPRIATION RECOMMENDATION INC./(DEC.)

Personnel Services


Benefits 696,992 1,045,659 714,877 (330,783)

Total Personnel Services $3,958,125 $5,193,108 $3,964,316 ($1,228,792)

Program Expenses

Operating Expenses 1,088,407 1,202,604 1,174,973 (27,631)

Equipment Expenses 16,812 15,000 25,000 10,000


Program Total $5,063,344 $6,410,712 $5,164,289 ($1,246,423)



CHICAGO HORTICULTURAL SOCIETY PROGRAMS (CONT.)CHICAGO HORTICULTURAL SOCIETY PROGRAMS (Cont.)

FACILITIES & PLANNING


Personnel Services


Benefits 492,705 474,726 527,853 53,127


Program Expenses


Equipment Expenses 158,911 120,000 120,000 0


Program Total $4,215,417 $4,072,735 $4,347,577 $274,842

COMMUNICATIONS


Personnel Services


Benefits 346,625 401,658 384,583 (17,075)


Program Expenses

Operating Expenses 1,038,259 996,092 1,340,905 344,813

Equipment Expenses 2,326 0 5,000 5,000

Total Program Expenses $1,040,585 $996,092 $1,345,905 $349,813

Program Total $2,830,682 $2,828,644 $3,324,585 $495,941

INSTITUTIONAL ADVANCEMENT


Personnel Services


Benefits 491,604 545,669 561,747 16,078


Program Expenses


Equipment Expenses 0 0 0 0


Program Total $3,969,418 $3,810,138 $3,971,619 $161,481



CHICAGO HORTICULTURAL SOCIETY PROGRAMS (CONT.)

CHICAGO HORTICULTURAL SOCIETY PROGRAMS (Cont.)

EDUCATION


Personnel Services


Benefits 391,520 362,765 369,873 7,108


Program Expenses


Equipment Expenses 11,799 0 0 0

Total Program Expenses $842,590 $542,136 $844,700 $302,564

Program Total $2,832,787 $2,530,752 $2,694,064 $163,312

VISITOR SERVICES


Personnel Services


Benefits 448,684 470,056 461,910 (8,146)


Program Expenses

Operating Expenses 1,448,288 1,737,062 1,593,639 (143,423)

Equipment Expenses 4,089 0 0 0


Program Total $3,768,005 $4,200,746 $3,980,174 ($220,572)

OUTREACH/COMMUNITY PROGRAMS


Personnel Services


Benefits 388,416 365,322 408,577 43,255


Program Expenses


Equipment Expenses 0 0 0 0

Total Program Expenses $677,055 $666,850 $745,900 $79,050

Program Total $2,677,970 $2,757,177 $2,856,880 $99,703



CHICAGO HORTICULTURAL SOCIETY PROGRAMS (CONT.)CHICAGO HORTICULTURAL SOCIETY PROGRAMS (Cont.)

BOTANIC GARDEN FUND

The District levies, collects and remits taxes to the Chicago Horticultural Society which operates the Botanic Garden on

a 385 acre site. The District owns the land and facilities. The total 2020 estimated expenditures of the Botanic Garden

Fund are projected to be $38.3 million. The Botanic Garden Fund's share of the 2020 tax levy appropriation represents

approximately 9 percent of the total proposed 2020 tax levy appropriation for all funds.

2016 2017 2018 2019 2020 Recommendation

34,361,429 36,257,319 37,854,937 37,767,737 38,382,114

2016 2017 2018 2019 2020 Recommendation

9,348,070 9,348,070 8,948,070 8,948,070 8,948,070

BOTANIC GARDEN ATTENDANCE

Year Annual Attendance

2016 1,074,000

2017 1,111,000

2018 1,046,000

Projected 2019 1,170,000

Projected 2020 1,193,000

Botanic Garden Summary of Appropriations

Botanic Garden Summary of Tax Levies

Supplementary

Information

Supplementary Information

2020



Chart of Accounts

This detailed description of classification and coding by object and purpose of account has been prepared to assist the departments in planning for appropriation request as guided by their individual needs and expenditure history. By appropriate fiscal planning, and use of these account descriptions, departments can best determine the allocation of resources and assist the Forest Preserve District of Cook County in accurately planning for the distribution of funds to all elements of the District .

The Department of Finance and Administration has prepared these descriptions to establish guidelines for account usage in the budgeting, accounting and purchasing functions . This Department and its staff will assist departments of the District with questions concerning the Chart of Accounts, or the guidelines, and can recommend placement of funding requests .

This Chart of Accounts offers a detailed description of classifications and coding by object and purpose of accounts as a guideline for appropriate account usage in budgeting functions for the Forest Preserve District of Cook County .

Budgetary AccountsSALARIES AND WAGES

The category of accounts designated as Salaries and Wages include accounts from which payment is made for the District’s employee expenses .

ORACLE DESCRIPTION

501010 Salaries and Wages: Full Time amounts paid to permanent District employees as identified in the approved and adopted budget . This amount includes gross salary for personal services including authorized amounts which are components of the base salary .

501010 Salaries and Wages (Part Time): Amounts paid to part-time District employees as identified in the approved and adopted budget .

501610 Health Insurance: Payments made to providers of health care coverage on behalf of eligible District employees .

501590 Life Insurance: Payments made to carriers for life insurance coverage on behalf of eligible District employees .

501640 Dental Care Plan: Payments for insurance coverage on behalf of eligible District employees .

501690 Vision Care Plan: Payments for insurance coverage on behalf of eligible District employees .

501190 Personnel Service Adjustment: Estimated reserve amounts for anticipated salary and wage increases which may occur during the course of the fiscal year but are not.

501010 Vacancy/Turnover Adjustment: Amount calculated by the Finance and Administration Department to offset personnel expenses; estimated based upon a combination of historic and target vacancy rates .

501511 Employer Medicare Tax Cont.: Payments made to reimburse the cost of Medicare .

501836 Employee Trans & Travel: Payment of cost associated with the travel expenses of employees to other District facilities, work locations, training seminars and meetings . These costs may include reimbursement for automobile usage, public transportation or private carriers and are either a strict reimbursement for costs incurred or (in the instance of personal vehicle mileage) paid at a rate determined by the Federal government .

501660 Unemployment Insurance: Payments made to the State of Illinois to reimburse the cost of employment benefits made to eligible former District employees .



PROFESSIONAL CONTRACTUAL SERVICES

The category of accounts designed as Professional Contractual Services includes accounts funded for payment of services that by their nature can be performed only by persons or firms with specialized skills and knowledge.

Included are services that support the various policy-making and managerial activities of the District, professional services sup-porting various District facilities, and services that are not regarded as professional but that require basic scientific knowledge or specialized skills . Expenditures for operation, maintenance and repair of equipment or facilities are not included in these categories .

ORACLE DESCRIPTION

520000 Contractual Services: Expenditures for general specialized services including Intergovernmental Services .

521054 Legal Services: Charges for the services of law firms or attorneys to represent or advise the District in matters relating to labor law, statutory compliance and union negotiation .

521054 Legal Services: Charges for the services of law firms or attorneys to represent or advise the District in matters relating to labor law, statutory compliance and union negotiation .

520894 Annual Reports/Audit: Fees paid to outside auditors for the performance of the District’s financial annual audit, as well as other possible one-time audits for grants, etc .

501805 Professional Training: Payments for training of District employees including classes, seminars etc . related to staff functions .

520830 Other Professional Services: Charges for general specialized services that are not part of the regular contractual services .

521313 Ecological Stewardship: Expenses related to management of the Volunteer Resources Stewardship program .

521313 Restoration Intern Program: Hiring of interns for ecological management .

521313 Mighty Acorn (YELAR): Funds set aside for the MIGHTY ACORN project educational program .

521313 Next Gen. Youth Ambassadors (YELAR): Funds set aside for the Next Generation Youth Ambassadors project educational program .

521313 YELARY-Youth Education L/Acquisition: Funds from license fees that are set aside for Youth Education, Land Acquisition and Restoration .

521313 Grant Match Funding: Funds set aside to match grants .

521313 Certified Arborist Training: Payments for professional training and certification of resource management staff responsible for tree care .

521313 Volunteer Resources Program: Expenditure for support of volunteer program .

521313 Wildlife Management Program: Payments for projects involving observation and management of wild animals .

521313 Fisheries Management Program: Payments for projects involving fish management.



521313 Resource Ecology Program: Expenditures for resource ecology .

521313 Trails Management Program: Payments for projects regarding trails maintenance and management initiatives .

521313 Special Events & Special Programs: Expenditure for materials and supplies needed for festivals and programs .

520830 General Consulting Services: Payments for Habitat enhancement projects .

520830 Law Enforcement Pre-Employment Processing: Expenditures related to screening candidates for employment in Law Enforcement .

520675 Security Contract Services: Professional service contract for off-duty security .

521313 Conservation Corps Program: Expenditures related to the administration of the Conservation Corp .

520830 Permit Services Contract: Expenditures related to picnic and other event permit services .

520490 Printing: Expenditures for printing and publishing of District records such as bound volumes of Board Proceedings, printing of forms, stationery, business cards, stamps, seals and labels . Expenditures for print advertising should not be charged to this account .

520490 Publication: Volunteer Steward program, advertising and promotions .

520490 Stationery and Office Forms: Payments for purchases related to off-the-shelf forms, and stationery needed for official duties.

501790 Dues and Subscriptions: Charges for professional membership dues and subscriptions to newspapers and magazines .

520610 Special Events & Special Programs: Expenditure for materials and supplies needed for festivals and programs .

520610 Publications, Advertising and Promotion: Expenditures for the publishing of District bids and promotion of special events .



MATERIALS AND SUPPLIES

These accounts represent line item expenses related to office support materials, and those items needed for the maintenance of the building such as water, plumbing, heating, electrical supply and other sundry items . These are not the actual utility cost but those things needed for the upkeep .

ORACLE DESCRIPTION

530188 Capital Maintenance Outlays: Expenditures for toilet facilities products and other materials and supplies .

530605 Office Supplies: Payments for work related office supplies utilized by employees of the District.

531670 Computer Supplies: Payments for purchases related to computers and computer supplies .

520260 Postage: Cost of United States postage stamps for general office and institutional use, including postage meter setting payments, stamped envelopes, stamped post cards, postal permit deposits, overnight/express mail and postal registry .

530790 Medical Supplies: Payments for medical supplies and first aid kits mandated by EPA, USDA and other regulatory authorities .

530228 Materials and Supplies: Payments for office support materials.

530259 Chemical Supplies: Payments for the chemicals used for pool maintenance and herbicides for invasive species management .

530259 Janitorial Supplies: Payments for toilet paper and other cleaning supplies for the District’s rest rooms .

530188 Plumbing/Electrical/Heating: Payments for the materials and supplies used for plumbing, electrical, and heating activities .

530259 Propane Gas and Heating: Payments for propane gas .

530259 Nature Center Supplies: Payments related to the supplies used to manage the operations of the Nature Centers .

530259 Campground Program Supplies: Payments related to the supplies used to manage the operations of the Campgrounds .

530228 Other Materials and Supplies: Charges for other items which do not fit other categories and/or expenditures anticipated to be too small to warrant their own category .

530228 ID Cards and Film: Charges for materials and supplies for employee and patron identification cards.

530105 Uniforms: Expenditures for purchases related to uniforms to be worn by employees of the District who need them in order to perform their tasks .



530188 Engineering Equipment and Supplies: Payments for supplies and equipment used for engineering purposes .

540130 Office Equipment & Fixtures: Payments for professionally performed repairs on the District’s equipment .

531670 Computer Supplies & Services: Payments for purchases related to computers and computer software and licenses .

540129 Equipment Purchases & Repairs: Charges for costs related to purchasing and repairing District equipment .

540350 Building Repair Services: Charges for the cost of repairing District buildings .

530259 Resident Watchman Facilities Contractual Services: Professional services to repair Resident Watchman facilities .

530228 Resident Watchman Buildings and Supplies: Materials and supplies purchased for staff to repair Resident Watchman facilities .

UTILITIES

These accounts are used to track the line item expenditures set aside for the payment of utility bills, various governmental and publicly-regulated utilities . It also includes expenses for repairing utility-related equipment .

ORACLE DESCRIPTION

540022 Electricity and Natural Gas - Electricity: Charges made by utility companies to provide electric and gas services to District facilities . The cost of special wiring or equipment installed and maintained by these companies should be charged to appropriate accounts in the same manner as such services or equipment would be charged if provided by any other contractor or vendor .

540028 Electricity and Natural Gas – Natural Gas: Charges made by utility companies to provide electric and gas services to District facilities . The cost of special wiring or equipment installed and maintained by these companies should be charged to appropriate accounts in the same manner as such services or equipment would be charged if provided by any other contractor or vendor .

540010 Gas & Oil for Auto & Equip.: Payments related to District-wide consumption of gas and oil for vehicles and heavy machinery, as well as equipment such as gas tanks .

520150 Telephone Services: Expenditures for telephone services of the District .

540016 Water/Sanitary Services: Charges for water and sewer services for District facilities .

520050 Refuse Disposal: Payments for refuse pick-up and disposal throughout the District .



SELF INSURANCE AND EMPLOYEE BENEFITS

These categories are used to identify the District’s self-insured obligations .

ORACLE DESCRIPTION

580140 Self Insurance: Insurance charges related to the District’s self-insurance program .

580110 Workman Compensation Claims/Judgment: Payments of Temporary Total Disability Benefits to employees for work related injuries, payments to medical providers, and payments of awards or settlements mandated by the Industrial Commission of the State of Illinois .

EQUIPMENT AND FIXTURES

This account category represents payments related to depreciable fixed assets.

ORACLE DESCRIPTION

530605 Office Equipment & Furniture: Charges for small office equipment.

540129 Equipment Maintenance Service: Charges for the maintenance and repair of office equipment such as copiers and similar office equipment. The costs may include any charges for usage, parts, labor, travel, etc ., as billed by the vendor or provider of the maintenance or repair service . Charges for accessories, non-replacement parts or “upgrade” purchased from any supplier or vendor, which include or exclude installation, should not be charged to this account but to the appropriate supply or equipment account .

530259 Equipment & Tools: Charges for the acquisition of new tools and new equipment .

540250 Equipment & Vehicle Modifications: Charges for the acquisition of new vehicles/new equipment & modifications of existing vehicles & equipment .

540250 Vehicle Licenses & Registration: Charges for the licensing of existing District vehicles and for those planned new vehicles .

540250 Equipment Supplies & Maintenance Service: Expenditures related to professional services on the maintenance of existing equipment and the supplies needed for the effective functionality of District vehicles .

530259 Police Supply & Equipment Services: Payments for radio maintenance .



BUILDING AND CONSTRUCTION

This account category is used to affect expenditures related to non-depreciable long-term assets, and the repairs affecting those assets .

ORACLE DESCRIPTION

560105 Buildings: Payment for construction and maintenance of building structures .

520830 General Consulting Services: Funds set aside for the acquisition of specialized skills from vendors with those capabilities .

521313 Habitat Enhancement: Payments for the maintenance, restoration and rehabilitation of wildlife habitats and natural landscapes .

560019 Neighborhood Space: Planned expenditures for Intergovernmental projects .

560105 Buildings & Facilities: Charges for the cost of renovating, upgrading or constructing District buildings and facilities .

560019 Site Amenities: Payments for fences, gates and concrete units; parking projects; sewer & water lines; and site identification/signage.

560019 Trails: Planned expenditures for the construction of new and existing trails systems, bridges and culverts .

CAPITAL EXPENDITURES

These accounts are used for payment of Real Estate expenditures .

ORACLE DESCRIPTION

560010 Land Acquisition: Payments for the acquisition of new land .

560010 Land Acquisition Professional Services: Fees paid to independent appraisers and court costs associated with the acquisition of land .

560010 Land Acquisition Property Tax



OTHER EXPENSES

This category is used to manage payments related to appropriation adjustment, payment of costs associated with the travel expense of employees to other County facilities, work locations, training seminars and meetings . These costs may include reim-bursement for automobile usage, public transportation or private carriers and are paid at a rate determined by the Department of Finance and Administration .

ORACLE DESCRIPTION

700005 Intergovernmental Services: Various small intergovernmental expenditures .

700005 Office of Inspector General: Inspector General Expenditures .

700005 State’s Attorney Service

700005 Intergovernmental Affairs: Intergovernmental Affairs Expenditures .

700005 Board Secretary Services: Board Secretary Services Expenditures .

700005 Bureau of Technology: Charges for IT administrative support, network connectivity, telecommunications and Internet services .

700005 Copy Equipment Rental: Charges for copiers, scanning and fax equipment .

700005 Office Rental – 69 W Washington: Operating expense charges for administrative office space at 69 West Washington for Legal, Finance and the Office of the General Superintendent.

700005 UIC Extension: Funding for programs run through a partnership with the University of Illinois-Chicago Agricultural Extension Office.

700005 911 Telecommunications: Charges for emergency communications services .

700005 Office Rental – 1140 Lake St: Operating expense charges for administrative office space at 1140 Lake Street for Conservation & Experiential Program .

700005 Forest Preserve Foundation: Partnership Agreement payment .

700005 Board of Commissioners’ Services

700005 Internal Audit: Internal Audit Expenditures .



Glossary

Appropriation An amount of money in the budget, authorized by the Forest Preserve District’s Board of Commissioners, for expenditure by departments for a specific purpose. Appropriations are made by account group within each department and fund .

Assessed Valuation The value placed on all taxable property within the boundaries of Cook County . The Assessed Valuation is used as the basis for computing the Property Tax Levy .

Bonded Debt The portion of an issuer’s total indebtedness represented by outstanding bonds .

Bond The document or documents representing action of the issuer authorizing the Resolution issuance and sale of general obligation bonds .

Budget A plan of financial operations embodying an estimate of proposed expenditures and revenues for a period of twelve (12) months .

Corporate Fund A fund used to account for resources other than those accounted for in other funds .

Debt Service The payment of principal and interest on borrowed funds . The District has debt service for general obligation bonds and Cook County Tender Note Program .

Encumbrances Commitments related to unperformed (executory) contracts for goods and services .

Equalizer The equalizer for the County is the ratio of the state-mandated assessment level to the median level of assessment for the County for the preceding three years as determined by the Illinois Department of Revenue .

Equalized Value The assessed value of the property multiplied by the equalizer Assessed gives the Equalized Assessed Value . The Equalized Assessed Value is the property tax base .

Fiscal Year (FY) In the Forest Preserve District, the fiscal year is January 1 through December 31.

Full-Time A part-time position converted to the decimal equivalent of a full-time position upon 2,080 hours of workEquivalent (FTE) per year . For example, a part-time naturalist aide working 20 hours per week would be equivalent to half of

a full-time position .

Fund An independent accounting entity containing self-balancing accounts used to record revenue and expenditures .

Fund Balance The difference between revenue and expenditures . A negative fund balance is sometimes referred to as a deficit.



General Fund See Corporate Fund .

Non-Personnel Expenditures within this classification are included with budgetary Service accounts 520830 thru 700005.

Personnel Service Expenditures within this classification are included with budgetary accounts 501020 thru 501700. Expenditures included are cost related to salaries, wages, benefits and other personnel costs.

Property Tax A tax levied on the equalized assessed value of real property in Cook County . The Tax is collected by Cook County with assistance from the Illinois Department of Revenue . Authorization for the Forest Preserve property tax occurs through annual appropriation .

Revenues Amount of monies collected from taxes, fines and fees for the purpose of financing governmental operations and services .

Tax Levy Amount of estimated revenue to be generated from the property tax that will be used to finance government operations and services .

Tax Rate The rate that will be necessary to generate the amount of revenue from property tax levies . The rate will be levied for each $100 of assessed valuation .



Revenue Glossary

Aerial Adventure Lease fee from Go Ape for the operation of the aerial adventure and zip-line course at Bemis Woods South .

Aquatic Center Revenue collected from the sale of various items at the aquatic center concession stands . Concessions

Bicycle Rental Revenue received from a monthly lease payment and percentage of sales for Bike and Roll Chicago for installed bicycle rental kiosks at five (5) locations along the North Branch Trail and Dan Ryan Woods. Additional locations added in 2016 .

Billy Casper Golf Billy Casper Golf Management operates, manages and collects fees at the FPCC’s ten (10) golf courses and four (4) driving ranges .

Boat House Monthly lease payments received from T&M Lakes, REI and Chicago Canoe and Kayak in exchange for Concessions operating the Busse Woods, Maple lake, Sagawau Lake and Tampier Boat Houses .

Campgrounds Rental fees are for: cabins, tent pads and RV locations per night (5 camp ground sites) and banquet hall at Camp Reinberg .

Camp Ground Operated by Billy Casper Golf campground concessions include: grab and go offering snacks and drinks, Concessions camping equipment sales and rentals, fishing equipment, and firewood.

Chicago Canoe & Revenue collected from the monthly lease payments for Chicago Canoe and Kayak to operate Kayak canoe and kayak rentals at Skokie Lagoons and Busse Woods .

Cross-Country Fees for rental of equipment (ski boots, ski poles and skis) . Skiing

Dog Fees Off-Leash Dog Area fees collected at Beck Lake, Bremen Grove, and Miller Meadow for letting visitors to allow their dogs to enjoy the preserves without a leash . All fees collected are used for capital improvements and procuring supplies for the off-leash dog areas .

Stable Revenue collected from the vendor at Glen Grove for leasing of the equestrian stable in Morton Grove .Fees Glen Grove pays the FPCC a flat monthly rate in exchange for the leasing of the FPCC’s stable.

Horse Fees Equestrian tag and membership fees collected for the purposes of patrons riding their horses along FPCC trails . All fees collected are used for capital improvements and procuring supplies to improve trails and installing equestrian hitching posts .

Ice Cream Vendors Revenue collected from the annual permits given to third party ice cream vendors to sell ice cream on FPCC property .

License Agreements The fee for licenses issued under Ordinance No . 05-O-12-07-03 that is determined by multiplying the acres used by the cost per acre . All fees due are paid in a lump- sum up-front one-time payment .

Mobile Food Revenue received from vendors that operate mobile concessions within the District at high volumeConcessions locations .



Nature Center Nature Centers charge a nominal fee averaging between one and five dollars for specific program fees.Program Fees

Oak Park Tennis Bi-annual fee collected in exchange for the Oak Park Tennis Center to operate the tennis facility at Cummings Square in River Forest .

Pavilions & Facility rental fees collected from five indoor rental locations, the Mathew Bieszczat VolunteerFacilities Resource Center, Thatcher Pavilion, and Dan Ryan Pavilion; along with two additional spaces,

Swallow Cliff and Rolling Knolls which will be in service for 2016 .

Permit Fees Fees collected from patrons for the use of FPCC land, athletics fields and other special event activities.

Aquatic Center Admission to the three (3) FPCC aquatic centers, fees can vary between seasonal passes and individualFees day admission .

Snowmobile Snowmobile decal fees collected to allow patrons to snowmobile at five (5) designated locations throughout the FPCC during the winter months .

Recreation Vendors Revenue received from recreation instructors that perform classes on District property .

Pay & Display Revenue received from daily commuter parking at FPCC facilities .



Major Funds Glossary

Corporate

The Corporate Fund is the District’s general operating fund . It supports the various departments and other District oper-ations and services . The majority of the tax receipts received by the District, excluding receipts for the Brookfield Zoo and Chicago Botanic Garden, and almost all non-tax revenues go into this fund .

Construction and Development

The Construction and Development Fund is established to account for annual tax levies and certain other revenues to be used for the acquisition or construction of major capital facilities . The proceeds of taxes levied must be expended over a five-year period and any unspent proceeds at the end of the five-year period are transferred to the Corporate Fund.

Capital Improvement

The Capital Improvement Fund accounts for all capital expenditures of the District that are funded by debt or other financing sources and that are not related to land acquisitions or accounted for in another fund .

Real Estate Acquisition

The Real Estate Acquisition Fund accounts for the District’s land acquisition program . Sources available for appropri-ations for this fund are derived from debt proceeds, contributions and grants . The District does not levy taxes for land acquisition . Only expenses directly related to the acquisi-tion of land are charged to this fund .

Resident Watchman

The Resident Watchman Fund is the fund which allocates revenues collected from the Resident Watchman program to the maintenance and improvements of the District’s Resident Watchman Facilities .

Bond and Interest

The debt service and corresponding tax levy for this fund is for scheduled debt service payments for the 2004 and 2012 Series bonds . A tax levy pledge of approximately $4 million for Personal Property Replacement Tax (PPRT) - backed bonds will be abated when the total amount is available for payment of the debt service .

Employee Annuity and Benefit

The Employee Annuity and Benefit Fund is the amount to be levied and received in Personal Property Replacement Taxes (PPRT) as required for the purpose of providing the amount necessary to be contributed to meet FPCC Employer Pension Obligations .

Self-Insurance

The Self-Insurance Fund was established to account for the District’s self-insurance related expenditures including all worker’s compensation claims, tort judgments/settle-ments, and associated legal fees . It is actually funded on a biannual basis .

Zoological

The Zoological Fund is the fund from which appropriations are made to the Chicago Zoological Society for the operation of Brookfield Zoo.

Botanic Garden

The Botanic Garden Fund is the fund from which appropriations are made to the Chicago Horticultural Society for the operation of the Chicago Botanic Garden .


2 0 2 0 E X E C U T I V E B U D G E T R E C O M M E N D A T I O N ( A S O F 1 2 / 3 1 / 1 7 )

Schedule 1

NON-UNION SALARIESFOREST PRESERVE DISTRICT

After 1 After 1 After 1Yr at 1st Yr at 2nd Yr at 3rd

After 2 Longevity Longevity Longevity1st 2nd 3rd 4th 5th Years at Rate & 10 Rate & 15 Rate & 20Step Step Step Step Step 5th Step Yrs Servc Yrs Servc Yrs Servc

Hourly 15.27 15.99 16.80 17.61 18.46 19.34 19.72 19.93 20.12 Bi-Weekly 1,221.52 1,279.12 1,343.76 1,409.12 1,477.12 1,547.28 1,577.84 1,594.56 1,609.60

9 Annual 31,760 33,257 34,938 36,637 38,405 40,229 41,024 41,459 41,850 Hourly 16.40 17.17 18.00 18.91 19.83 20.76 20.96 21.18 21.38 Bi-Weekly 1,311.84 1,373.44 1,439.60 1,513.04 1,586.64 1,660.64 1,676.72 1,694.24 1,710.16














23 Annual 91,609 95,965 100,680 105,344 110,396 111,500 112,615 113,741 114,879

102.00%

Grade

Schedule 1 – Non-Union Salary Schedule

Supplementary Schedules



Schedule 2 – Teamsters Local 700 Salary Schedule TEAMSTERS LOCAL 700 Schedule 2FOREST PRESERVE DISTRICT

102.00% 1st 2nd 3rd 4th 5thStep Step Step Step Step (Step 6) (Step 7) (Step 8) (Step 9)

Facilities Maintenance Foreman (Hourly) 35.86 36.04 36.23 36.40 36.59 36.95 37.32 37.69 38.08 Bi-Weekly 2,869.04 2,883.28 2,898.32 2,911.76 2,926.80 2,956.24 2,985.60 3,014.96 3,046.16 Annual 74,595 74,965 75,356 75,706 76,097 76,862 77,626 78,389 79,200 Fleet Technician (Hourly) 28.25 28.39 28.53 28.68 28.82 29.11 29.40 29.68 29.98 Bi-Weekly 2,260.32 2,271.04 2,282.56 2,294.16 2,305.68 2,328.88 2,351.92 2,374.24 2,398.32 Annual 58,768 59,047 59,347 59,648 59,948 60,551 61,150 61,730 62,356 Garage Attendant (Hourly) 26.33 26.46 26.59 26.73 26.85 27.12 27.40 27.68 27.95 Bi-Weekly 2,106.32 2,117.04 2,126.80 2,138.40 2,148.24 2,169.60 2,191.76 2,214.08 2,236.32 Annual 54,764 55,043 55,297 55,598 55,854 56,410 56,986 57,566 58,144 Heavy Equipment Technician (Hourly) 38.08 38.27 38.45 38.65 38.84 39.24 39.62 40.03 40.43 Bi-Weekly 3,046.24 3,061.28 3,076.32 3,092.16 3,107.20 3,138.80 3,169.76 3,202.32 3,234.32 Annual 79,202 79,593 79,984 80,396 80,787 81,609 82,414 83,260 84,092 Laborer (Hourly) 21.74 21.85 21.95 22.07 22.17 22.39 22.60 22.84 23.07 Bi-Weekly 1,738.80 1,747.76 1,755.76 1,765.60 1,773.60 1,791.36 1,808.24 1,826.96 1,845.60 Annual 45,209 45,442 45,650 45,906 46,114 46,575 47,014 47,501 47,986 Light Equipment Operator (Hourly) 22.54 22.66 22.77 22.87 22.99 23.22 23.45 23.68 23.92 Bi-Weekly 1,802.96 1,812.72 1,821.60 1,829.60 1,839.44 1,857.20 1,875.92 1,894.56 1,913.28 Annual 46,877 47,131 47,362 47,570 47,825 48,287 48,774 49,259 49,745 Maintenance Equip OP (Hourly) 35.86 36.04 36.23 36.40 36.59 36.95 37.32 37.69 38.08 Bi-Weekly 2,869.04 2,883.28 2,898.32 2,911.76 2,926.80 2,956.24 2,985.60 3,014.96 3,046.16 Annual 74,595 74,965 75,356 75,706 76,097 76,862 77,626 78,389 79,200 Maintenance Equip Repair (Hourly) 28.25 28.39 28.53 28.68 28.82 29.11 29.40 29.68 29.98 Bi-Weekly 2,260.32 2,271.04 2,282.56 2,294.16 2,305.68 2,328.88 2,351.92 2,374.24 2,398.32 Annual 58,768 59,047 59,347 59,648 59,948 60,551 61,150 61,730 62,356 Maintance Foreman II (Hourly) 28.49 28.63 28.77 28.92 29.06 29.34 29.63 29.93 30.23 Bi-Weekly 2,279.04 2,290.56 2,301.28 2,313.68 2,324.40 2,347.52 2,370.64 2,394.72 2,418.72 Annual 59,255 59,555 59,833 60,156 60,434 61,036 61,637 62,263 62,887 Maintenance Mechanic (Hourly) 34.95 35.13 35.31 35.47 35.66 36.02 36.37 36.74 37.12 Bi-Weekly 2,796.00 2,810.32 2,824.48 2,837.92 2,852.96 2,881.44 2,909.92 2,939.28 2,969.60 Annual 72,696 73,068 73,436 73,786 74,177 74,917 75,658 76,421 77,210 Maintenance Service Tech (Hourly) 29.10 29.24 29.40 29.53 29.68 29.98 30.28 30.58 30.89 Bi-Weekly 2,328.00 2,339.52 2,351.92 2,362.64 2,374.24 2,398.32 2,422.32 2,446.32 2,471.28 Annual 60,528 60,828 61,150 61,429 61,730 62,356 62,980 63,604 64,253 Maintenance Tech Metal (Hourly) 31.54 31.69 31.86 32.00 32.17 32.48 32.80 33.13 33.46 Bi-Weekly 2,522.80 2,535.28 2,548.64 2,560.24 2,573.60 2,598.56 2,624.32 2,650.16 2,676.80 Annual 65,593 65,917 66,265 66,566 66,914 67,563 68,232 68,904 69,597 Parts Counterman (Hourly) 26.33 26.46 26.59 26.73 26.85 27.12 27.40 27.68 27.95 Bi-Weekly 2,106.32 2,117.04 2,126.80 2,138.40 2,148.24 2,169.60 2,191.76 2,214.08 2,236.32 Annual 54,764 55,043 55,297 55,598 55,854 56,410 56,986 57,566 58,144 Pump & Well Repairman II (Hourly) 26.52 26.65 26.79 26.91 27.05 27.32 27.60 27.88 28.14 Bi-Weekly 2,121.52 2,132.24 2,142.88 2,152.72 2,164.16 2,185.60 2,207.84 2,230.08 2,251.44 Annual 55,160 55,438 55,715 55,971 56,268 56,826 57,404 57,982 58,537 Resource Tech (Hourly) 24.93 25.04 25.17 25.30 25.43 25.67 25.93 26.19 26.45 Bi-Weekly 1,994.24 2,003.12 2,013.84 2,023.60 2,034.32 2,053.84 2,074.32 2,094.80 2,116.16 Annual 51,850 52,081 52,360 52,614 52,892 53,400 53,932 54,465 55,020 Senior Resource Tech (Hourly) 27.25 27.37 27.51 27.63 27.76 28.01 28.26 28.52 28.79 Bi-Weekly 2,180.16 2,189.36 2,201.04 2,210.24 2,221.04 2,241.04 2,261.12 2,281.92 2,302.80 Annual 56,684 56,923 57,227 57,466 57,747 58,267 58,789 59,330 59,873 Serviceman (Hourly) 23.35 23.47 23.59 23.71 23.82 24.05 24.29 24.54 24.78 Bi-Weekly 1,867.92 1,877.68 1,887.52 1,896.40 1,905.28 1,924.00 1,943.52 1,963.12 1,982.72 Annual 48,566 48,820 49,076 49,306 49,537 50,024 50,532 51,041 51,551 Serviceman I (Hourly) 23.35 23.47 23.59 23.71 23.82 24.05 24.29 24.54 24.78 Bi-Weekly 1,867.92 1,877.68 1,887.52 1,896.40 1,905.28 1,924.00 1,943.52 1,963.12 1,982.72 Annual 48,566 48,820 49,076 49,306 49,537 50,024 50,532 51,041 51,551 Serviceman II (Hourly) 24.09 24.22 24.34 24.45 24.58 24.83 25.06 25.31 25.55 Bi-Weekly 1,927.44 1,937.28 1,947.04 1,955.92 1,966.64 1,986.24 2,004.88 2,024.48 2,044.08 Annual 50,113 50,369 50,623 50,854 51,133 51,642 52,127 52,636 53,146 Serviceman III (Hourly) 26.33 26.46 26.59 26.73 26.85 27.12 27.40 27.68 27.95 Bi-Weekly 2,106.32 2,117.04 2,126.80 2,138.40 2,148.24 2,169.60 2,191.76 2,214.08 2,236.32 Annual 54,764 55,043 55,297 55,598 55,854 56,410 56,986 57,566 58,144 Seviceman IV (Hourly) 28.44 28.59 28.72 28.87 29.01 29.30 29.59 29.88 30.18 Bi-Weekly 2,275.52 2,287.04 2,297.68 2,309.28 2,320.88 2,344.00 2,367.12 2,390.24 2,414.32 Annual 59,164 59,463 59,740 60,041 60,343 60,944 61,545 62,146 62,772 Sign Maker (Hourly) 23.35 23.47 23.59 23.71 23.82 24.05 24.29 24.54 24.78 Bi-Weekly 1,867.92 1,877.68 1,887.52 1,896.40 1,905.28 1,924.00 1,943.52 1,963.12 1,982.72 Annual 48,566 48,820 49,076 49,306 49,537 50,024 50,532 51,041 51,551 Sign Shop Foreman (Hourly) 28.44 28.59 28.72 28.87 29.01 29.30 29.59 29.88 30.18 Bi-Weekly 2,275.52 2,287.04 2,297.68 2,309.28 2,320.88 2,344.00 2,367.12 2,390.24 2,414.32 Annual 59,164 59,463 59,740 60,041 60,343 60,944 61,545 62,146 62,772 Tow Truck Operator/Tire Repairmen (Hourly) 28.25 28.39 28.53 28.68 28.82 29.11 29.40 29.68 29.98 Bi-Weekly 2,260.32 2,271.04 2,282.56 2,294.16 2,305.68 2,328.88 2,351.92 2,374.24 2,398.32 Annual 58,768 59,047 59,347 59,648 59,948 60,551 61,150 61,730 62,356 Tractor Mechanic (Hourly) 34.95 35.13 35.31 35.47 35.66 36.02 36.37 36.74 37.12 Bi-Weekly 2,796.00 2,810.32 2,824.48 2,837.92 2,852.96 2,881.44 2,909.92 2,939.28 2,969.60 Annual 72,696 73,068 73,436 73,786 74,177 74,917 75,658 76,421 77,210 Watchman (Hourly) 21.74 21.85 21.94 22.07 22.17 22.39 22.61 22.84 23.07 Bi-Weekly 1,738.80 1,747.92 1,755.44 1,765.52 1,773.84 1,791.36 1,808.88 1,827.28 1,845.60 Annual 45,209 45,446 45,641 45,904 46,120 46,575 47,031 47,509 47,986

1st long 2nd long 3rd long 4th long



Schedule 3

POLICE UNIONS SCHEDULEFOREST PRESERVE DISTRICT

102.00% After After After After1st 2nd 3rd 4th 5th 6th 10 Years 15 Years 20 Years 25 Years

Grade Step Step Step Step Step Step Service Service Service ServiceFPD-1 Hourly 24.161 26.894 27.966 29.077 30.234 31.436 32.696 33.988 35.343 36.757 Police Bi-Weekly 1,932.88 2,151.52 2,237.28 2,326.16 2,418.72 2,514.88 2,615.68 2,719.04 2,827.44 2,940.56 Officer Annually 50,255 55,940 58,169 60,480 62,887 65,387 68,008 70,695 73,513 76,455

FPD-2 Hourly 27.803 29.896 31.296 32.769 34.369 36.051 36.420 37.703 39.212 40.780 Sergeant Bi-Weekly 2,224.24 2,391.68 2,503.68 2,621.52 2,749.52 2,884.08 2,913.60 3,016.24 3,136.96 3,262.40

Annually 57,830 62,184 65,096 68,160 71,488 74,986 75,754 78,422 81,561 84,822

Schedule 3 – Police Salary Schedule



Schedule 4 – “X” Grade Salary Schedule

Schedule 5 – Non-Union Hourly Rate Schedule

Schedule 4 -"X" GRADE Salary Schedule

Hourly Bi-Weekly Annual

Title Rate Salary Salary

Electrician 48.35 3,868.00 100,568.00

Plumber 50.25 4,020.00 104,520.00

Painter 46.55 3,724.00 96,824.00

HVAC Repairman 44.25 3,540.00 92,040.00

Schedule 5 - NON-UNION HOURLY RATE SCHEDULE

Hourly

Title Rate

Naturalist Aide 15.12

Nature Center Attendant 14.00

Seasonal Recreation Aide 15.12

Permit Aide/Seasonal Permit Aide 15.12

Seasonal Concession Aide 15.12

Event Aide 15.12

Project Manager 27.04

Stewardship Program Aide 20.00

Resource Management Aide 15.12

Seasonal Laborer 18.46

Schedule 4 -"X" GRADE Salary Schedule

Hourly Bi-Weekly Annual

Title Rate Salary Salary

Electrician 48.35 3,868.00 100,568.00

Plumber 50.25 4,020.00 104,520.00

Painter 46.55 3,724.00 96,824.00

HVAC Repairman 44.25 3,540.00 92,040.00

Schedule 5 - NON-UNION HOURLY RATE SCHEDULE

Hourly

Title Rate

Naturalist Aide 15.12

Nature Center Attendant 14.00

Seasonal Recreation Aide 15.12

Permit Aide/Seasonal Permit Aide 15.12

Seasonal Concession Aide 15.12

Event Aide 15.12

Project Manager 27.04

Stewardship Program Aide 20.00

Resource Management Aide 15.12

Seasonal Laborer 18.46



Schedule 6 – Tax Rates for Real Property (Per $100 Equalized Assessed Valuation)

Schedule 6

Assessment Year Tax Rate

1998 $0.072

1999 $0.070

2000 $0.069

2001 $0.067

2002 $0.060

2003 $0.059

2004 $0.059

2005 $0.059

2006 $0.057

2007 $0.053

2008 $0.051

2009 $0.049

2010 $0.051

2011 $0.058

2012 $0.063

2013 $0.069

2014 $0.069

2015 $0.069

2016 $0.063

2017 $0.062

2018* $0.060

Schedule 6 - Tax Rates for Real Property(Per $100 Equalized Assessed Valuation)

*Projected based on 2018 Actual Agency Tax Rate

$0.051$0.049 $0.051

$0.058

$0.063

$0.069 $0.069 $0.069

$0.063 $0.062$0.060

$0.000

$0.010

$0.020

$0.030

$0.040

$0.050

$0.060

$0.070

$0.080

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018*

Tax Year

*Projected based on 2018 Actual Agency Tax Rate



Schedule 7 – Property Tax Rates Comparison – City of Chicago Per $100 of equalized Assessed Valuation

Schedule 7

FUNDEducation $3.699 57 369.90 56.57% 58 0.565683 4.054 BOE & CCD City of Chicag $1.565 24 156.50 23.93% 24 0.239333 1.652Metropolitan W $0.396 6 39.60 6.06% 6 0.06056 0.402Cook County $0.489 7 48.90 7.48% 77 0.074782 0.496Chicago Park $0.330 5 33.00 5.05% 5 0.050466 0.352Forest Preser $0.060 1 6.00 0.92% 1 0.009176 0.062

$6.539 $100.0 653.90 7.018

Source: Office of the Clerk of Cook County (2019 Rates Not Available)

Education$3.69957%

City of Chicago$1.56524%

Metropolitan Water Reclamation

$0.3966%

Cook County$0.489

7%

Chicago Park District$0.330

5% Forest Preserve District$0.060

1%

Source: Office of the Clerk of Cook County (2019 Rates Not Available)



Schedule 8 – Property Tax Rates Comparison – Suburban Snapshot (Per $100 of Equalized Assessed Value)

Source: Office of the Clerk of Cook County

Entity Per $100 EAV Percentage Entity Per $100 EAV PercentageVillage of Maywood $12.32 48.7% Education $9.80 42.5%Education $11.44 45.2% Village of Evergreen Park $12.20 52.9%Cook County $0.49 1.9% Cook County $0.49 2.1%Metropolitan Water Reclamation $0.40 1.6% Metropolitan Water Reclamation $0.40 1.7%Park District $0.29 1.2% Worth Township $0.12 0.5%Proviso Township $0.31 1.2% Forest Preserve District $0.06 0.3%Forest Preserve District $0.06 0.2% Miscellaneous $0.01 0.0%Miscellaneous $0.02 0.1%

TOTAL $23.07 100%TOTAL $25.32 100%

Entity Per $100 EAV Percentage Entity Per $100 EAV PercentageEducation $33.69 77.2% Education $22.47 78.2%Village of Burnham $7.23 16.6% Village of Robbins $4.36 15.2%Thornton Township $0.92 2.1% Park District $0.66 2.3%Park District $0.82 1.9% Cook County $0.49 1.7%Cook County $0.49 1.1% Metropolitan Water Reclamation $0.40 1.4%Metropolitan Water Reclamation $0.40 0.9% Bremen Township $0.16 0.6%Forest Preserve District $0.06 0.1% Worth Township $0.12 0.4%Miscellaneous $0.02 0.0% Forest Preserve District $0.06 0.2%

Miscellaneous $0.02 0.1%TOTAL $43.62 100%

TOTAL $28.73 100%

Entity Per $100 EAV Percentage Entity Per $100 EAV PercentageEducation $15.22 80.5% Education $13.91 82.3%Village of Steger $2.11 11.2% Village of Harwoods Heights $0.80 4.7%Cook County $0.49 2.6% Norwood Park Fire District $0.77 4.6%Bloom Township $0.36 1.9% Cook County $0.49 2.9%Steger S. Chicago Heights District $0.26 1.4% Metropolitan Water Reclamation $0.40 2.3%Metropolitan Water Reclamation $0.40 2.1% Norwood Park Township $0.08 0.5%Forest Preserve District $0.06 0.3% Forest Preserve District $0.06 0.4%Miscellaneous $0.02 0.1% Park District $0.38 2.3%

TOTAL $18.92 100% TOTAL $16.89 100%


Village of Robbins

Village of Harwoods Heights

Schedule 8 - Property Tax Rates Comparison - Suburban Snapshot(Per $100 of Equalized Assessed Value)

Village of Maywood

Village of Burnham

Village of Steger

Village of Evergreen Park



Schedule 8 – Property Tax Rates Comparison – Suburban Snapshot (Cont.)(Per $100 of Equalized Assessed Value)


Schedule 9

Corporate $50,985,504Const. & Development $6,790,000Bond & Interest $12,834,300Annuity & Benefit $3,659,331Self Insurance $0Zoological $13,856,379Botanic Garden $8,679,628

$96,805,142

TOTAL: $96,805,142

Corporate$50,985,504

53%

Const. & Development$6,790,000

7%

Bond & Interest$12,834,300

13%

Annuity & Benefit$3,659,331

4%

Zoological$13,856,379

14%

Botanic Garden$8,679,628

9%

Entity Per $100 EAV Percentage Entity Per $100 EAV PercentageEducation $26.62 77.7% Education $41.41 88.7%Village of Bedford Park $3.47 10.1% Village of Skokie $2.68 5.7%Lyons Township $0.20 0.6% Cook County $0.49 1.0%Stickney Township $0.76 2.2% Park District $1.58 3.4%Cook County $0.49 1.4% Metropolitan Water Reclamation $0.40 0.8%Metropolitan Water Reclamation $0.40 1.2% Forest Preserve District $0.06 0.1%Park District $2.25 6.6% Niles Township $0.06 0.1%Forest Preserve District $0.06 0.2% Miscellaneous $0.01 0.0%Miscellaneous $0.02 0.0%

TOTAL $46.68 100%TOTAL $34.25 100%

Entity Per $100 EAV PercentageEntity Per $100 EAV Percentage Education $19.06 69.9%Education $18.55 63.8% Park District $3.33 12.2%South Barrington $4.32 14.9% Village of Schaumburg $3.07 11.3%Cook County $0.49 1.7% Cook County $0.49 1.8%Park District $1.80 6.2% Elk Grove Township $0.10 0.3%Palatine Township $0.15 0.5% Hanover Township $0.45 1.6%Hanover Township $0.45 1.5% Palatine Township $0.15 0.5%Barrington Township $0.03 0.1% Schaumburg Township $0.16 0.6%Fire District $2.84 9.8% Metropolitan Water Reclamation $0.40 1.5%Metropolitan Water Reclamation $0.40 1.4% Forest Preserve District $0.06 0.2%Forest Preserve District $0.06 0.2% Miscellaneous $0.01 0.0%Miscellaneous $0.07 0.2%

TOTAL $27.26 100%TOTAL $29.08 100%

Entity Per $100 EAV PercentageEducation $9.51 77.4%

Entity Per $100 EAV Percentage Pleasant View Fire District $0.79 6.4%Education $11.18 60.8% Cook County $0.49 4.0%City of Berwyn $4.75 25.8% Metropolitan Water Reclamation $0.40 3.2%Cook County $0.49 2.7% Lyons Township $0.20 1.6%Park District $1.24 6.8% Park District $0.73 5.9%Metropolitan Water Reclamation $0.40 2.2% Village of Burr Ridge $0.11 0.9%Berwyn Township $0.28 1.5% Forest Preserve District $0.06 0.5%Forest Preserve District $0.06 0.3% Miscellaneous $0.02 0.1%

TOTAL $18.39 100% TOTAL $12.30 100%


City of Berwyn

Schedule 8 - Property Tax Rates Comparison - Suburban Snapshot (Cont.)(Per $100 of Equalized Assessed Value)

Village of Bedford Park Village of Skokie

Village of South BarringtonVillage of Schaumburg

Village of Burr Ridge



Schedule 9 – Property Tax Distribution Net of Uncollectible / Refunds

Schedule 9


$96,805,142

TOTAL: $96,805,142


53%


7%


13%


4%


14%


9%

Schedule 9


$96,805,142

TOTAL: $96,805,142


53%


7%


13%


4%


14%


9%

Schedule 10

Corporate $63,529,304Const. & Deve $6,790,000Other $1,573,000Self-Insurance $8,540,000Bond & Intere $16,830,550Annuity & Ben $4,066,375Zoological $14,389,505Botanic Garde $8,932,778

$124,651,512

TOTAL: $124,651,512


51%


5%

Other$1,573,000

1%

Self-Insurance$8,540,000

7%


14%Annuity & Benefit

$4,066,3753%


12%

Botanic Gar$8,932,77

7%



Schedule 10 – Total Operating and Debt Service

Schedule 10


$124,651,512

TOTAL: $124,651,512


51%


5%

Other$1,573,000

1%


7%



$4,066,3753%


12%


7%

Schedule 10


$124,651,512

TOTAL: $124,651,512


51%


5%

Other$1,573,000

1%


7%



$4,066,3753%


12%


7%

*See Attachment A (Page 16)

Botanic Garden $8,932,778

7%



Schedule 11 – Annual Appropriation Comparative SummarySchedule 11

FY 2019 FY 2020Fund Appropriation Recommendation Difference % Change

Operating and Debt ServiceCorporate $61,712,160 $63,529,304 $1,817,144 2.94%Self Insurance 6,470,000 8,540,000 2,070,000 31.99%Bond and Interest 16,146,962 16,830,550 683,588 4.23%Employee Annuity and Benefit 4,290,290 4,066,375 (223,915) -5.22%Resident Watchmen 223,000 223,000 - 0.00%Real Estate Acquisition 850,000 850,000 - 0.00%Zoological 14,389,505 14,389,505 - 0.00%Botanic Garden 8,932,778 8,932,778 - 0.00%Total for Operations $113,014,695 $117,361,512 $4,346,817 3.85%

Capital ImprovementConstruction and Development $6,052,800 $6,790,000 $737,200 12.18%Capital Improvement - 500,000 500,000 0.00%Total for Capital $6,052,800 $7,290,000 $1,237,200 20.44%

Total Recommendations $119,067,495 $124,651,512 $5,584,017 4.69%

*FY 2019 & FY 2020 Includes $1M for corporate reserves from prior year cost of living increases still under negotiations.

Schedule 11 - Annual Appropriation Comparative Summary

*



Schedule 12 – Staffing History Number of Full-Time Equivalents

NOTE: Part-Time and Seasonal hours are converted to a Full-Time Equivalent

Schedule 12 - Staff HistoryNumber of Full-Time Equivalents

Year Full-time Equivalent2006 5022007 5022008 5242009 5362010 5382011 5442012 5742013 5902014 6042015 6702016 6742017 6472018 6352019 6292020 634

Note: Part-Time and Seasonal hours are converted to a Full-Time Equivalent

524 536 538 544

574 590

604

670 674

647 635 629 634

0

100

200

300

400

500

600

700

800

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020



Schedule 13 – Property Tax Levy Summary from 2014 – 2020

Following the approval of the Annual Appropriation Ordinance, the Forest Preserve District Board of Commissioners authorizes the raising of revenue by direct taxes on real property . This is known as the Property Tax Levy .

Once property taxes are collected and remitted to the District, they are distributed to six funds: Corporate, Construction & Development, Bond & Interest, Employee Annuity & Benefit, Zoological and Botanic Garden.

Schedule 13

Following the approval of the Annual Appropriation Ordinance, the Forest Preserve District Board of Commissioners authorizes the raising of revenue by directtaxes on real property. This is known as the Property Tax Levy.

Once property taxes are collected and remitted to the District, they are distributed to six funds: Corporate, Construction & Development, Bond & Interest, EmployeeAnnuity & Benefit, Zoological and Botanic Garden.

Fund 2014 2015 2016 2017 2018 2019 2020

Corporate 47,809,540 48,387,904 49,081,783 49,911,783 49,812,175 51,612,175 52,562,375

Const. & Development 3,000,000 3,000,000 4,000,000 3,750,000 6,000,000 0 7,000,000

Bond & Interest 15,935,863 12,118,288 12,111,222 11,850,948 12,144,905 12,151,712 12,834,300

Bond & Interest Abatement (7,308,839) (1,200,000) (2,500,000) (1,500,000) (500,000) 0 0

Annuity & Benefit 2,839,012 3,143,687 3,094,498 3,242,300 3,724,926 3,860,832 3,659,331

Zoological 14,884,927 14,884,927 14,884,927 14,884,927 14,284,927 14,284,927 14,284,927Botanic Garden 9,348,070 9,348,070 9,348,070 9,348,070 8,948,070 8,948,070 8,948,070

Total 86,508,573 89,682,876 90,020,500 91,488,028 94,415,003 90,857,716 99,289,003

Schedule 13 - Property Tax Levy Summary from 2014 - 2020



Schedule 14 – Property Tax Levies and Collections Last Ten Fiscal Years

Collected within theTaxes Levied Fiscal Year of the Levy Collections in Total Collections to Date

Levy for the Percentage Subsequent PercentageYear Fiscal Year (1) Amount of Levy Years Amount of Levy

2017 93,655,716 91,288,667 97.47% -$ (2) 88,535,413$ 94.53%

2016 91,388,420 88,535,413 96.88% 737,638$ 89,273,051$ 97.69%

2015 89,682,876 86,136,131 96.05% 644,321$ 86,780,452$ 96.76%

2014 88,093,777 82,811,764 94.00% 627,003$ 83,438,767$ 94.72%

2013 86,508,573 84,977,230 98.23% 670,315$ 85,647,545$ 99.00%

2012 85,790,895 83,976,813 97.89% 3,213,272$ 87,190,085$ 101.63%

2011 86,944,154 82,493,356 94.88% 3,012,101$ 85,505,457$ 98.35%

2010 86,944,102 80,243,940 92.29% 1,894,463$ 82,138,403$ 94.47%

2009 86,783,200 71,821,455 82.76% 10,353,919$ 82,175,374$ 94.69%

2008 87,647,885 81,716,672 93.23% 4,062,180$ 85,778,852$ 97.87%

(1) Tax levied for Fiscal Year 2004-2010 includes levy for Forest District and Series 2004; 2012 & 2015 General Obligation Bonds Escrow Account(2) Subsequent tax collections for 2017 tax levy collected during 2017 and future years

Sources: Cook County Clerk, Tax Extension Division & Cook County Treasurer Department

Schedule 14 - Property Tax Levies and CollectionsLast Ten Fiscal Years

Page 1



Schedule 15 – Direct and Overlapping Governmental Activities DebtAs of December 31, 2018

General Obligation Overlapping

Direct Debt Debt Outstanding Percentage

Forest Preserve District 142,360,000$ 84.8%

Overlapping Debt(1)(6)

Governmental UnitCook County Government(4) 3,213,142 1.9%City of Chicago(2) 9,805,104 5.8%City Colleges(2) 241,830 0.1%Chicago Board of Education(2)(3) 8,409,347 5.0%Chicago Park District(2)(3) 1,108,465 0.7%Metropolitan Water Reclamation District5 2,750,357 1.6%

Subtotal, overlapping debt 25,528,245 15.2%

Total direct and overlapping debt 167,888,245$ 100.0%

2018 Estimated Population 5,180,493 2018 Equalized Assessed Valuation 158,584,064,770$

2017 Estimated Fair Market Value (7) 559,685,159,940$

Per Capita(5)

% of Equalized Assessed Valuation

% of Estimated Fair Market Value

Direct Debt 27.48$ 0.09% 0.03% Direct and Overlapping Debt(5) 32.41$ 0.11% 0.03%

Notes:(1) Debt of Overlapping Taxing Districts(2) Excludes Outstanding Tax Anticipation Notes and Warrants(3) Includes "Alternate Bonds"; which are secured by a dedicated pledge of Revenues and the general obligation taxing ability of the issuer(4) Excludes short-term cash flow notes(5) Includes Loans Payable to the Illinois Environmental Protection Agency(6) Excludes Municipalities and Districts outside of the City of Chicago(7) 2018 Estimated Fair Market Value not available

Source: Forest Preserves 2018 CAFR

Schedule 15 - Direct and Overlapping Governmental Activities DebtAs of December 31, 2018

Selected Debt Statistics(2)

Page 1



Schedule 16 – Legal Debt Margin Information Last Ten Years

Assessed value 158,584,064,770$ (1) Debt limit (.345% assessed value) 547,115,023$ Debt applicable to limit:

General obligation bonds 142,360,000

(9,370,000) Total net debt applicable to limit 132,990,000 Legal debt margin 414,125,023$

Fiscal Year Debt LimitTotal Net Debt

Applicable to LimitLegal Debt

Margin

Total Net Debt Applicable to Limit as a Percentage

of Debt Limit

2018 547,115,023$ 132,990,000$ 414,125,023$ 76%2017 520,318,918 143,220,000 377,098,918 72%2016 457,866,234 151,010,000 306,856,234 67%2015 457,866,234 150,260,000 307,606,234 67%2014 434,406,194 165,330,000 269,076,194 62%2013 469,807,284 172,535,000 297,272,284 63%2012 524,638,228 179,655,000 344,983,228 66%2011 587,895,915 87,500,000 500,395,915 85%2010 614,343,550 89,276,658 525,066,892 85%2009 599,043,453 95,896,783 503,146,670 84%

(1) Assessed valuation for 2018 not available

Sources: Annual Financial Reports 2009 - 2017 and Cook County Clerk's Office, Tax Extension Division

Schedule 16 - Legal Debt Margin InformationLast Ten Fiscal Years

Legal Debt Margin Calculation for Fiscal Year 2018

Less: Amount set aside for repayment of general obligation debt

Page 1



Schedule 17 – Picnic Permit Fee Schedule Schedule 17

PERMITS **PICNIC PERMITS WITH SMALL GROVE

Category Size Rate

Non-Shelter 25 - 99 people $63

Shelter 25 - 99 people $84



PICNIC PERMITS WITH LARGE GROVE

Category Size Rate






Shelter 201- 399 people $224

SPECIAL/ATHLETIC EVENT PERMITS

Size Rate Application Fee

25 - 99 people $235

100 - 200 people $287

201 - 399 people $338

400 - 999 people $728

1000+ people $1,248

FILMING/PHOTOGRAPHY PERMIT

Size Rate Application Fee

Filming - Commerical/TV (Hourly) $156

Still Photography (Hourly) $73

Low Budget Films (Hourly) $131

Feature Films (Hourly) $208

DAY CAMP PERMITS

25 - 99 people $42

100 - 200 people $52

201 - 399 people $63

OVERFLOW PARKING

Category Rate Application Fee

Monday - Friday $32

Saturday - Sunday $235

**Permits: one grove per permit, large groups may require multiple permits and/or security deposit.

25.00$

25.00$

25.00$

25.00$



Schedule 17 – Picnic Permit Fee Schedule (Cont.) Schedule 17 (Continued)

Fee

$35

$50

$30

$45

$5

$5

$60 per dog

$120 per dog*Annual Equestrian Memberships include the Annual Horse Tag and Rider License

**25% discount on Annual Memberships after the first dog or horse in household

***50% off for the last 3 months of the season

Fee

$50

$100

Fee

$15

$10

$40

$5 per person

$30

$20

Other Fees

Maximum Vending Fee $500 per vendor

Model Airplane Event

Special Use Permit $25 + $10 per item

Permit Change Fee $5

Youth Field Permit (soccer, football, etc.) $16 per hour + $25 Application Fee

Adult Field Permit (soccer, football, etc.) $27 per hour + $25 Application Fee

Administration Fee* $25

Monthly Fitness Instructor $52 per month + $25 Application Fee

Portable Toilet Rental (1 to 7 units) $205 per unit

Portable Toilet Rental (8 or more units units) $155 per unit

Accessible Portable Toilet Rental $260 per unit

District Police Security Fee $45 per hour per officer

Early/Late Entry Fee (special, athletic and filming) $80 per hour

Approved Vendor Fee $150 per year

Conservation@Home membership $50 (one time fee)

$42 per hour + $25 Application Fee

Snowmobile

Resident Permit

Ski Rental - Group

Lesson and Ski Rental

Lesson

Non-Resident Permit

Cross-Country Skiing

Ski Rental

Ski Rental - Senior

Ski Rental - Family (Up to 4 members)

OTHER LICENSES AND PERMITS

Horses and Dogs

Resident Annual Equestrian Membership*

Non-Resident Annual Equestrian Membership*

Resident Annual Horse Tag

Non-Resident Annual Horse Tag

Riders License (Annual Per Person)

Day Pass

Resident Annual Dog License**

Non-Resident Annual Dog License**



Schedule 17 – Picnic Permit Fee Schedule (Cont.)Schedule 17 (Continued)

*Fee is assessed for changes or new permit requests made within two weeks of event date

*Additional ten percent Non-County Resident Premiums apply to base permit fees for Picnic, Special/Athletic Event, Hourly Athletic Field, Monthly Fitness Instructor, Model Airplane, Day Camp, Overflow Parking, and Filming/Photography. Additional Non-County Resident Premiums may apply as stated in this Code or the then current Annual Appropriations Ordinance.

*Special/Athletic Events, Model Airplane Events, Day Camps, Overflow Parking, Hourly Athletic Field, Monthly Fitness Instructor, Filming/Photography and Indoor Room Rentals, plus basic picnics with special use items, require a certificate of liability insurance with the endorsement attached naming the Forest Preserve District of Cook County as an additional insured in the amount of $1,000,000.00 per occurrence, or other proof of insurance as may be required by the District. Events with 1,000+ attendees require $2,000,000.00 per occurrence.*A standard security deposit ranging from $100.00-$2,000.00 is required for Special/Athletic Events, Model Airplane Events, Day Camps, Overflow Parking, Filming/Photography and Indoor Room Rentals based on the size and nature of the event. Security deposits are intended to protect the District in the event of damage to the site or to address permit violations. Events with a previous history of causing damage to the District or potential to cause greater degree of damage may be charged a higher security deposit. Additional Security Deposits may apply as stated in this Code or the then current Annual Appropriations Ordinance.

*Non-profit organizations and veteran organizations, with proper documentation as stated in Section 2-4-2 of this Code, may qualify for a reduced rate of fifty (50) percent on base fees for Picnic, Special/Athletic Event, Hourly Athletic Field, Monthly Fitness Instructor, Model Airplane, Day Camp, Overflow Parking, Filming/Photography and Indoor Room Rental permits. Picnics and Special/Athletic Event fees for permits booked for use Monday through Thursday (excluding Holidays) are eligible for a 25-percent discount. Additional discounts or reduced promotional fees may be applied as stated in this Code or the then current Annual Appropriations Ordinance, or as made available by the General Superintendent or District concessionaires. Any applicable discount does not apply to application fees, cost of District provided security, special use fees, security deposits, and vending.

*Picnics and Special/Athletic Event fees for permits booked for use Monday through Thursday (excluding Holidays) are eligible for a 25% discount. Any applicable discount does not apply to application fees, cost of District provided security, special use fees, security deposits and vending.



Schedule 18 – Pool Fees and Other License and Permits

AQUATIC CENTER FEES Schedule 18

Fee Type Fee

Child 3 and Under FreeChild 4 - 12 Years $5.00Adult 13 and Older $7.00

Groups of 10 or more (Purchased in Advance) $4.00/person**

Individual Season Pass $42.00Family up to 4 and fewer $158.00

Family up to 5 $189.00Family of 6 or more $220.00

3 hours (up to 20 people, including admission fee) $200.00Up to two hours after hours for entire facility $400.00

PAVILION & FACILITY Schedule 19

Type Capacity DaysCook County Residents & Businesses

Non-Cook County Residents & Businesses

East Room 80 Mon-Thur $79/Hr. $104/Hr.East Room 80 Fri-Sun $109/Hr. $135/Hr.West Room 40 Mon-Thur $63/Hr. $94/Hr.West Room 40 Fri-Sun $94/Hr. $120/Hr.



Pavilion 100 Mon-Thur $79/Hr. $104/Hr.Pavilion 100 Fri-Sun $109/Hr. $135/Hr.






Small Room 25 Mon-Thur $21/Hr. $52/Hr.Small Room 25 Fri-Sun $37/Hr. $73/Hr.Large Room 100 Mon-Thur $79/Hr. $104/Hr.Large Room 100 Fri-Sun $99/Hr. $125/Hr.



Community Room* 100 Mon-Thurs $68/Hr. $94/Hr.Community Room* 100 Fri-Sun $99/Hr. $125/Hr.Classroom 40 Mon-Thurs $21/Hr. $52/Hr.Classroom 40 Fri-Sun $46/Hr. $73/Hr.



Pavilion 100 Mon-Thur $135/Hr $163/HrPavilion 100 Fri-Sun $150/Hr $178/Hr

*All pavilion rentals require a 4-hour minimum rental.

*Stated rates and minimum rental times may not apply to Indoor Room Rentals for District Volunteer Stewards, units of local government and permit applicants who have an executed partnership agreement with the District.-----

Sagawau Environmental Learning Center

*Edgebrook golf outings are available Monday through Friday at the Mathew Bieszczat Volunteer Resource Center. 40 golfers or less per two hours is $126. Between 40 and 144 golfers per two hours is $258.

SINGLE DAY ADMISSION

SEASON PASS

PARTY RENTALS

All pavilion reservations will be subject to an additional $25.00 Application fee.

*Swim lessons, aqua fit, water rehabilitation and other class fees start at $5 for one class and will not exceed $175 for a series of classes.

Thatcher Woods - Pavilion

Dan Ryan Woods

Matthew Bieszczat Volunteer Resource Center

Swallow Cliff

Rolling Knolls

**Regular fee if purchased on location.***All pool rentals with over 25 guests require $90 security fee.



Schedule 19 – Pavilions and Facilities Fee Schedule

AQUATIC CENTER FEES Schedule 18

Fee Type Fee

Child 3 and Under FreeChild 4 - 12 Years $5.00Adult 13 and Older $7.00

Groups of 10 or more (Purchased in Advance) $4.00/person**

Individual Season Pass $42.00Family up to 4 and fewer $158.00

Family up to 5 $189.00Family of 6 or more $220.00

3 hours (up to 20 people, including admission fee) $200.00Up to two hours after hours for entire facility $400.00

PAVILION & FACILITY Schedule 19



East Room 80 Mon-Thur $79/Hr. $104/Hr.East Room 80 Fri-Sun $109/Hr. $135/Hr.West Room 40 Mon-Thur $63/Hr. $94/Hr.West Room 40 Fri-Sun $94/Hr. $120/Hr.









Small Room 25 Mon-Thur $21/Hr. $52/Hr.Small Room 25 Fri-Sun $37/Hr. $73/Hr.Large Room 100 Mon-Thur $79/Hr. $104/Hr.Large Room 100 Fri-Sun $99/Hr. $125/Hr.



Community Room* 100 Mon-Thurs $68/Hr. $94/Hr.Community Room* 100 Fri-Sun $99/Hr. $125/Hr.Classroom 40 Mon-Thurs $21/Hr. $52/Hr.Classroom 40 Fri-Sun $46/Hr. $73/Hr.



Pavilion 100 Mon-Thur $135/Hr $163/HrPavilion 100 Fri-Sun $150/Hr $178/Hr

*All pavilion rentals require a 4-hour minimum rental.

*Stated rates and minimum rental times may not apply to Indoor Room Rentals for District Volunteer Stewards, units of local government and permit applicants who have an executed partnership agreement with the District.-----

Sagawau Environmental Learning Center

*Edgebrook golf outings are available Monday through Friday at the Mathew Bieszczat Volunteer Resource Center. 40 golfers or less per two hours is $126. Between 40 and 144 golfers per two hours is $258.

SINGLE DAY ADMISSION

SEASON PASS

PARTY RENTALS

All pavilion reservations will be subject to an additional $25.00 Application fee.

*Swim lessons, aqua fit, water rehabilitation and other class fees start at $5 for one class and will not exceed $175 for a series of classes.

Thatcher Woods - Pavilion

Dan Ryan Woods

Matthew Bieszczat Volunteer Resource Center

Swallow Cliff

Rolling Knolls

**Regular fee if purchased on location.***All pool rentals with over 25 guests require $90 security fee.



Schedule 20

GOLF FEES

Golf CoursePublic Golf Card Public Golf Card Public Golf Card

Billy Caldwell - - $18 $15 $15 $12 $11Burnham Woods $25 $20 $17 $15 $18 $16 $13Chick Evans $30 $25 $20 $18 $23 $20 $15Edgebrook $26 $21 $17 $16 $19 $17 $13George W. Dunne National $49 $44 $33 $27 $29 $24 $21Highland Woods $38 $33 $25 $23 $26 $24 $19Indian Boundary $30 $25 $20 $18 $23 $20 $15Joe Louis "The Champ" $26 $21 $17 $16 $19 $17 $13Meadowlark - - $18 $15 $15 $12 $11River Oaks $26 $21 $17 $16 $19 $17 $13

Public Golf Card Public Golf Card Public Golf CardBilly Caldwell - - $20 $17 $15 $12Burnham Woods $30 $24 $19 $16 $19 $16Chick Evans $33 $27 $22 $19 $25 $22Edgebrook $30 $25 $20 $17 $20 $17George W. Dunne National $55 $50 $34 $28 $33 $25Highland Woods $43 $38 $27 $24 $27 $24Indian Boundary $38 $27 $22 $19 $25 $22Joe Louis "The Champ" $30 $25 $20 $17 $20 $17Meadowlark - - $20 $17 $15 $12River Oaks $30 $25 $20 $17 $20 $17

Maximum Driving Range FeePublic Golf Card SM M L XL

Burnham Woods $6 $5 - - - -George Dunn $6 $5 - - - -High Land Woods $6 $5 - - - -Harry Semrow* - - $5.25 $8.25 $10.25 $14.25

*Plus $2.00 for grass tees

Identification Cards FeeStandard - Resident $37Standard - Non-Resident $42Platinum - Resident $84Platinum - Non-Resident $89

Cart Fees - Per Rider18 - Holes $179 - Holes $11

Golf Card rate available with purchase of Golf Card. Weekdays (Mon-Fri); Weekends (Sat-Sun); Holidays (Officially Observed). Seniors age 62 and over; Junior age 17 and under. Add 9% Chicago city sales tax on green fee and 8% Chicago city sales tax on cart fee for Indian Boundary, Edgebrook and Billy Caldwell. Senior/Junior rate only available for Golf Card.

All Courses

Maximum Golf Course Green Fees (Weekdays)

Maximum Golf Course Green Fees (Weekend)

18 - Holes 9 - Holes Twilight Sr./Jr. Golf Card

18 - Holes 9 - Holes Twilight

Schedule 20 – Golf Fee Schedule



Schedule 21 – Campground Fee Schedule Schedule 21

CAMPGROUND FEESCamp Bullfrog, Sullivan and Reinberg

Type Capacity Months Nights Resident* Non-Resident*Tent or RV Electric 6 Nov - Mar All Nights $27 $36Tent or RV Electric 6 Apr - Oct Sun - Wed $36 $46Tent or RV Electric 6 Apr - Oct Thurs - Sat $51 $61

Tent or RV Non-Electric 6 Nov - Mar All Nights $21 $31Tent or RV Non-Electric 6 Apr - Oct Sun - Wed $31 $41Tent or RV Non-Electric 6 Apr - Oct Thurs - Sat $36 $46

Small Cabin 8 Nov - Mar All Nights $42 $52Small Cabin 8 Apr - Oct Sun - Wed $52 $63Small Cabin 8 Apr - Oct Thurs - Sat $84 $94

Large Cabin 10 Nov - Mar All Nights $102 $114Large Cabin 10 Apr - Oct Sun - Wed $102 $114Large Cabin 10 Apr - Oct Thurs - Sat $127 $141

Small Bunkhouse 16 Nov - Mar All Nights $119 $131Small Bunkhouse 16 Apr - Oct Sun - Wed $119 $131Small Bunkhouse 16 Apr - Oct Thurs - Sat $171 $182

Large Bunkhouse 36 Nov - Mar All Nights $156 $166Large Bunkhouse 36 Apr - Oct Sun - Wed $156 $166Large Bunkhouse 36 Apr - Oct Thurs - Sat $261 $270

Group sites (tents only) 30-60 Year Round All Nights $21 $31

Gear Library 32 Year Round All Nights $102 $102

Type Capacity Months Nights Resident* Non-Resident*

Tent or RV Non-Electric 6 Nov - Mar All Nights $21 $31Tent or RV Non-Electric 6 Apr - Oct Sun - Wed $31 $41Tent or RV Non-Electric 6 Apr - Oct Thurs - Sat $36 $46

Small Cabin 8 Nov - Mar All Nights $42 $53Small Cabin 8 Apr - Oct Sun - Wed $53 $62Small Cabin 8 Apr - Oct Thurs - Sat $83 $94

Large Cabin 10 Nov - Mar All Nights $89 $99Large Cabin 10 Apr - Oct Sun - Wed $89 $99Large Cabin 10 Apr - Oct Thurs - Sat $104 $114

Group sites (tents only) 30-60 Apr - Oct All Nights $21 $31

*A security deposit of $100 is required at the time of reservation for all cabin and bunkhouse reservations.

Camp Shabonna and Dan Beard

*Non-profit organizations, individual veterans and veteran organization with proper documentation may qualify for a reduced rate of 50% for all Cabin and Bunkhouse reservations for use Sunday through Thursday night and qualify for a reduced rate of 50% on stated Tent or RV non-electric fees, anytime. These reduced rates only apply to sites being occupied by the qualifying veteran or organizations.

*Camp Shabbona is a seasonal site and opens April - October.

*All November - March Fees are specifically for Camp Dan Beard.



Schedule 21 – Campground Fee Schedule, continued

Schedule 21 (Continued)

CAMPGROUND EXCLUSIVE USE FEES

Exclusive use includes all campsites, pavilions, dining hall and barn, as applicable based on campground site.

Camp Capactity Sun Mon-Wed Night Thurs - Sat Night

Bullfrog 340 $3,115 $3,842 $4,673Reinberg 205 $2,596 $3,323 $4,153Sullivan 314 $4,673 $5,400 $6,230Dan Beard 248 $1,057 $1,765 $2,596Shabbona 159 $1,057 $1,765 $2,596

Camp Capactity Sun Mon-Wed Night Thurs - Sat NightBullfrog 340 $3,634 $4,361 $5,192Reinberg 205 $3,115 $4,860 $4,581Sullivan 314 $5,192 $5,919 $6,749Dan Beard 248 $1,558 $2,284 $3,115Shabbona 159 $1,558 $2,284 $3,115

Exclusive use fees are on a daily basis

OTHER CAMPGROUND FEES

Dining Hall Rental Capacity Mon - Thurs Fri - SatReinberg* Resident 103 $51 $76Reinberg* Non-Resident 103 $71 $97

Barn RentalSullivan Barn** Resident 109 $51 $76Sullivan Barn** Non-Resident 109 $71 $97

* Rental includes exclusive use of the dining hall with tables and chairs with access to a kitchen with stove and refrigerator.

** Rental fee excludes the use of climbing wall and includes the exclusive use of Sullivan Barn upper level with kitchen, tables and chairs.

All campground facility rentals are subject to a minimum $100 to maximum $500 security deposit

Camp Sullivan

Event Mon - Thurs Fri - Sunup to 20 climbers (max 40) $323 $36621 - 40 climbers (max 80) $397 $438

camp & climbing overnight event** $255 $295



Fee for Camp Sullivan Camp & Climb overnight event includes an additional campsite fee.

camp & climbing wall day event*

RESIDENTCapacity

* All campground exclusive use rentals are subject to a security deposit $100 per bunkhouse, cabin, pavilion, barn and dining hall as is applicable to each site

NON-RESIDENT

RESIDENT

-NON - RESIDENT

**Includes overnight camping plus exclusive use for 2 hours on upper level of barn, tables, chairs, 2 hours staff led climbing wall activities, bring your own food and drink, use of upper deck amd use of kitchen. Reservation must include separate rental of campsite large enough to accommodate number of campers plus two additional.

Capacity

camp & climbing wall day event*-

*Includes exclusive use for 2 hours on upper level of barn, tables, chairs, 2 hours staff led climbing activities. Bring your own food and drink, use of upper deck and use of the kitchen

Schedule 21 (Continued)

CAMPGROUND EXCLUSIVE USE FEES

Exclusive use includes all campsites, pavilions, dining hall and barn, as applicable based on campground site.

Camp Capactity Sun Mon-Wed Night Thurs - Sat Night

Bullfrog 340 $3,115 $3,842 $4,673Reinberg 205 $2,596 $3,323 $4,153Sullivan 314 $4,673 $5,400 $6,230Dan Beard 248 $1,057 $1,765 $2,596Shabbona 159 $1,057 $1,765 $2,596

Camp Capactity Sun Mon-Wed Night Thurs - Sat NightBullfrog 340 $3,634 $4,361 $5,192Reinberg 205 $3,115 $4,860 $4,581Sullivan 314 $5,192 $5,919 $6,749Dan Beard 248 $1,558 $2,284 $3,115Shabbona 159 $1,558 $2,284 $3,115

Exclusive use fees are on a daily basis

OTHER CAMPGROUND FEES

Dining Hall Rental Capacity Mon - Thurs Fri - SatReinberg* Resident 103 $51 $76Reinberg* Non-Resident 103 $71 $97

Barn RentalSullivan Barn** Resident 109 $51 $76Sullivan Barn** Non-Resident 109 $71 $97

* Rental includes exclusive use of the dining hall with tables and chairs with access to a kitchen with stove and refrigerator.

** Rental fee excludes the use of climbing wall and includes the exclusive use of Sullivan Barn upper level with kitchen, tables and chairs.

All campground facility rentals are subject to a minimum $100 to maximum $500 security deposit

Camp Sullivan





Fee for Camp Sullivan Camp & Climb overnight event includes an additional campsite fee.

camp & climbing wall day event*

RESIDENTCapacity

* All campground exclusive use rentals are subject to a security deposit $100 per bunkhouse, cabin, pavilion, barn and dining hall as is applicable to each site

NON-RESIDENT

RESIDENT

-NON - RESIDENT

**Includes overnight camping plus exclusive use for 2 hours on upper level of barn, tables, chairs, 2 hours staff led climbing wall activities, bring your own food and drink, use of upper deck amd use of kitchen. Reservation must include separate rental of campsite large enough to accommodate number of campers plus two additional.

Capacity

camp & climbing wall day event*-

*Includes exclusive use for 2 hours on upper level of barn, tables, chairs, 2 hours staff led climbing activities. Bring your own food and drink, use of upper deck and use of the kitchen



Schedule 22 – Bicycle Fee Schedule

Schedule 23 – Boat Fee Schedule

BICYCLE RENTAL FEES Schedule 22

TYPE Half Hour RateAdult Bicycle $2.50

BOAT HOUSE RENTAL FEES Schedule 23

TYPE Hourly Rate Discount Hourly Rate

Row Boat $20 $15

Single Kayak $20 $15Tandem Kayak $25 $20

Canoe $20 $15Paddle Boat $20 $15

Electric Motor Boat $25 $20Pedal Kayak $25 $20Pedal Tandem Kayak $25 N/A

AERIAL ADVENTURE COURSE & ZIPLINE FEES Schedule 24

TYPE RateTree Top Adventure Course (Adults Ages 16+) $59Tree Top Adventure Course (Child Ages 10-15) $39

Tree Top Junior Course (All Ages) $29Stand Alone Zipline (All Ages) $12

*Non-profit organizations with proper documentation may qualify for a reduced rate of 30% on designated charges.

*A reduction of 30% applies toward the last two weeks of April and for the first two weeks of November

`

STABLE FEES Schedule 25

TYPE RatePrivate Rate Lesson Fee $55Semi Private Rate $50Group Rate $70Special Advanced Jumping Rate $80

*Fees listed above represent not to exceed fees that the District's vendor may charge

*Veterans, students and seniors, with proper documentation, may qualify for a reduced rate of 10% on stated Boat House rental fees

For special events, additional bicycles types or amenities may be offered for cost not to exceed $25 per half-hour, $35 per hour or $40 per day

*Annual "Bike The Preserves" Membership: $60/annually (only applies to Adult Bicycle rentals)

*Veterans, Students, and Seniors with proper documentation will qualify for a reduced rate of 10% on the annual membership.

Fees listed above represent not to exceed fees that the District's vendor may charge BICYCLE RENTAL FEES Schedule 22




Row Boat $20 $15









`








Fees listed above represent not to exceed fees that the District's vendor may charge



Schedule 24 – Aerial Adventure Course Fee Schedule

Schedule 25 – Stable Fees





Row Boat $20 $15









`













Row Boat $20 $15









`









Schedule 25

TYPE RateStall in Front Barn $835 monthlyStall in Large Isle $875 monthlyGrooming Packages $175/$200

TYPE RateTwo Lessons or Training Riders Per Week $450Three Lessons or Training Riders Per Week $660Four Lessons or Training Riders Per Week $880



Schedule 26 - Special Access/Construction Permit Fees

Using the Per Acre License Fee for a Per Acre 1 Year Permit Fee

Schedule 26

SPECIAL ACCESS/CONSTRUCTION PERMIT FEES

Using the Per Acre License Fee for a Per Acre 1 Year Permit Fee

Year Permit Fee/Acre Per Acre/Per Day Per Day/Per SF 100 500 1,000 2,000 10,000 20,000

S.F. S.F. S.F. S.F. S.F. S.F.

2019 $86,000.00 $235.62 0.00541 $16.23 $81.14 $162.27 $324.54 $1,622.70 $3,245.41

2020 $88,000.00 $241.10 0.00553 $16.60 $83.02 $166.04 $332.09 $1,660.44 $3,320.88

2021 $90,000.00 $246.58 0.00566 $16.98 $84.91 $169.82 $339.64 $1,698.18 $3,396.35

2022 $92,000.00 $252.05 0.00579 $17.36 $86.80 $173.59 $347.18 $1,735.91 $3,471.83

2023 $94,000.00 $257.53 0.00591 $17.74 $88.68 $177.37 $354.73 $1,773.65 $3,547.30

Year Permit Fee/Acre Per Acre/Per Day Per Day/Per SF 100 500 1,000 2,000 10,000 20,000

S.F. S.F. S.F. S.F. S.F. S.F.

2019 $344,000.00 $942.47 0.02164 $64.91 $324.54 $649.08 $1,298.16 $6,490.81 $12,981.62

2020 $352,000.00 $964.38 0.02214 $66.42 $332.09 $664.18 $1,328.35 $6,641.76 $13,283.52

2021 $360,000.00 $986.30 0.02264 $67.93 $339.64 $679.27 $1,358.54 $6,792.71 $13,585.42

2022 $368,000.00 $1,008.22 0.02315 $69.44 $347.18 $694.37 $1,388.73 $6,943.66 $13,887.32

2023 $376,000.00 $1,030.14 0.02365 $70.95 $354.73 $709.46 $1,418.92 $7,094.61 $14,189.21

30 Day Permit Low Impact

30 Day Permit High Impact (4 times Low Impact)



Page/Tab Photographer Caption

Cover Liz Worth “Painted Lady Butterfly”

Our Mission Statement Chad Reno “Fire Pink”

Office of the General Superintendent Kevin Coyote-Trust “Ravine of Awe”

Finance & Administration Ben Julian “Red-headed Woodpecker”

Human Resources Ralph Chichester “Doe Lying in Grass” Resource Management Timothy Minnick “Golden-winged Warbler”

Conservation & Experiential Programming Fidencio Marbella “Hearty Kayakers”

Permits, Rentals & Concessions Leonardo Estrada “Got it, Mommy; Sandhill Crane and Colts”

Landscape Maintenance Christine Albrecht “A Scenic Winter Afternoon Along the Des Plaines River”

Facilities & Fleet Kelly C . Ballantyne “Muskrat”

Legal Janet Haugen “Differential Grasshopper”

Law Enforcement Elaine Masciale, “Deer Grove West”

Planning & Development Fidencio Marbella “Hummingbird and Cardinal Flowers” District Wide Tommy DiGiovanni “Deer in the Snow”

Capital & Related Funding Sources Laura Rowan “A Foggy Morning”

Fiduciary, Agency & Component Unit Funds Gabriell Prochaska “Monarch Butterfly Snacking on a Tall Boneset

Chicago Zoological Society/Brookfield Zoo Kaitlin Klingbeil “Green Snakes”

Chicago Botanical Garden Dunya Petros “Grackle Feeding its Babies”

Supplemental Information Liz Worth “Silphium Near Sunset”

Photography Credits:

Honorable Toni Preckwinkle, President Forest Preserve District Board of Commissioners

and

Board of Forest Preserve District Commissioners

Arnold Randall Stephen Hughes General Superintendent Chief Financial Officer

Alma E. Anaya Luis Arroyo, Jr. Scott R. Britton John P. Daley Dennis Deer Bridget Degnen

Bridget Gainer Brandon Johnson Bill Lowry Donna Miller Stanley Moore Kevin B. Morrison



2020

Sean M. Morrison Peter N. Silvestri Deborah Sims Larry Suffredin Jeffrey R. Tobolski

fpdcc.com

Honorable Toni Preckwinkle, President

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Transcript of Honorable Toni Preckwinkle, President