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Table of Contents Table of Contents I. Introduction Principal Officials……………………………………………………………… 4 Community Profile…………………………………………………………….. 5-7 Vision Statement………………………………………………………………. 8 GFOA Budget Award…………………………………………………………. 9-10 Letter of Transmittal/Budget Message…….…………………………………... 11-21 Budget Calendar……………………………………………………………….. 22 Organizational Chart…………………………………………………………… 23 Employee Data…………………………………………………………………. 24-28 II. Financial Summaries Financial and Management Policies General……………………………………………………………….... 29 Budget…………………………………………………………………. 30 Revenue………………………………………………………………... 31 Expenditure……………………………………………………………. 32 Capital Assets………………………………………………………….. 33-35 Cash Management……………………………………………………... 36 Purchasing……………………………………………………………... 37 Financial Reporting & Accounting……………………………………. 38 Debt Service…………………………………………………………… 39-40 Fund Balance………………………………………………………….. 41 Strategic Plan…………………………………………………………………... 42-53 Fund Structure…………………………………………………………………. 54 Explanation of Funds and Basis of Budgeting………………………………… 55-58 GASB 54………………………………………………………………………. 59 Property Tax Disbursement……………………………………………………. 60 Major Revenues………………………………………………………………... 61-78 Major Expenditures……………………………………………………………. 79-93 Capital Improvement Plan……………………………………………………... 94-98 Changes in Fund Balance/Net Assets………………………………………….. 99-105 III. General Fund Narrative……………………………………………………………………….. 106 Revenues……………………………………………………………………….. 107-108 Expenditure by Department/ Change in Fund Balance………………………... 109 Administration…………………………………………………………………. 110-113 City Clerk………………………………………………………………………. 114-116 Community Development……………………………………………………… 117-119 Finance…………………………………………………………………………. 120-122 Legal…………………………………………………………………………… 123-124 Police…………………………………………………………………………… 125-129 Board of Fire & Police…………………………………………………………. 130-131 Public Works Administration………………………………………………….. 132-135 Street Division…………………………………………………………………. 136-139 Vehicle Maintenance Division………………………………………………… 140-142 Central Services………………………………………………………………... 143-145 IV. Special Revenue Funds Road and Bridge Fund…………………………………………………………. 146-147 Motor Fuel Tax Fund…………………………………………………………... 148-149 Tourism Fund…………………………………………………………………... 150-152 Narcotics Forfeiture Fund…………………………………………………….... 153-154 TIF District #1………………………………………………………………….. 155-156 V. Capital Project Funds General Capital Projects Fund…………………………………………………. 157-159 Equipment Replacement Fund………………………………………………… 160-161 Land Acquisition Fund………………………………………………………… 162-163 VI. Internal Service Funds Capital Equipment Replacement Fund………………………………………… 164-169 VII. Enterprise Funds Commuter Parking Lot Fund…………………………………………………... 170-172 Sanitation Fund………………………………………………………………… 173-174 Water/Sewer Capital Projects Fund……………………………………………. 175-176 Water/Sewer Fund Summary…………....……………………………………... 177-179 Utilities Division…………………………………………………………. 180-184 Wastewater Division……………………………………………………... 185-188 Plant Maintenance Division……………………………………………… 189-191 Storm Sewer Maintenance Division……………………………………… 192-193 VIII. Trust/Agency Funds Police Pension Fund……………………………………………………………. 194-195 Special Service Area Fund……………………………………………………... 196-197 IX. Appendix Department Directory………………………………………………………….. 198 Account Listing – Revenues…………………………………………………… 199-202 Account Listing – Expenditures……………………………………………….. 203-208 Grant Information……………………………………………………………… 209-210 Sales Tax by Category...……………………………………………………….. 211-214 EAV and Estimated Actual Value……………………………………………... 215-216 Property Tax Rates…...………………………………………………………… 217-218 Principal Taxpayers……………………………………………………………. 219-220 Property Tax Levies……………………………………………………………. 221-222 Ratio of Outstanding Debt by type……...……………………………………... 223 Direct and Overlapping Bonded Debt………………………………………….. 224 Demographics………………………………………………………………….. 225 Principle Employers……………………………………………………………. 226 Top 10 Largest Water User…………………………………………………….. 227 Capital Asset Statistics by Function/Program………………………………….. 228-229 Glossary of Terms……………………………………………………………… 230-236 Common Acronyms……………………………………………………………. 237-238 City Officials Top (left to right): Alderman Roy Wesley, Alderman Antonino Catalano, Alderman Sonny Sorrentino, Alderman Randy Messina, Alderman Michael Susmarski, Alderman Eugene Wesley, Alderman Arthur Woods, Alderman Peter Jakab Bottom (left to right): City Clerk Shirley Siebert, City Attorney Pat Bond, Mayor Annunziato Pulice, City Manager Jeffrey Mermuys, Treasurer Sandra Porch Department Heads Edmund Cage Community Development Director Matthew York Director of Public Works Gregory Vesta Police Chief Bradley W. Wilson Finance Director 4 City of Wood Dale, Community Information Profile of the Government The City of Wood Dale, incorporated in 1928, is located two miles west of Chicago’s O’Hare International Airport, and is less than twenty miles west/northwest of the City of Chicago. Wood Dale encompasses an area of almost 4.7 square miles and serves a population of 13,770 residents according to the 2010 U.S. Census. Wood Dale population * 1930 230 1940 738 1950 1,857 1960 3,077 1970 8,831 1980 11,262 1990 12,425 2000 13,535 2010 13,770 5 The City of Wood Dale is empowered to levy a property tax on real properties located within its boundaries. It is also empowered by state statute to extend its corporate limits by annexation, when deemed appropriate by the City Council. The City of Wood Dale operates under the council-manager form of government. Policy- making and legislative authority are vested in the city council consisting of the mayor and eight members. The City Council is responsible for passing ordinances, adopting the annual budget, serving on standing committees and hiring the city manager and the city attorney. The City Manager is responsible for carrying out the policies and ordinances of the city council, for overseeing the day-to-day operations of the government, and for appointing the heads of the various departments. The City Council is elected on a nonpartisan basis, with two members from each of the City’s four wards. Council members serve four-year, staggered terms, with four council members elected every two years. The mayor is elected at large to serve a four-year term. The City of Wood Dale provides a full range of services, including police protection, the construction and maintenance of infrastructure, community development and community special events. The City also operates a commuter parking lot and a water and sewer utility. The annual budget serves as the foundation for the City of Wood Dale’s financial planning and control. The council is required to adopt a final budget and appropriation ordinance by no later than the close of the fiscal year. The budget is prepared by fund and department. Department Heads may make budget transfers within their departments. The City Manager may make budget transfers between departments. Any revisions that alter the total expenditures of any fund require special approval of the City Council. 6 Local Economy Wood Dale is a mature community located in the O’Hare Industrial corridor of the Chicago metropolitan area, with limited land for new development. Equalized assessed valuation, (EAV) of real property at the end of the fiscal year totaled $522,867,736, a decrease of 25.11% over the past decade. However, this valuation is a increase of 6.48%, so it appears that the EAV has finally started to increase once again. At a rate of 33.3% of market value, the equalized assessed valuation translates into $1.57 billion of investment in the community. Approximately 750 businesses operate in the City, many located in the industrial and business parks in the north part of Wood Dale. Despite a respectable return in sales tax revenue after a steady decline over the past four years, the City is still actively seeking methods to attract and retain retailers, primarily focusing on locations in or near the “town center.” Redevelopment of this area will occur in tandem with the improvements contemplated for the Irving Park, Wood Dale Road and Metra intersection. Construction on the Elgin-O’Hare Expressway (IL-390) is complete through Wood Dale, and the City is doing all that it can to position itself to take advantage of this project now and into the future. Permits for all construction types increased by 92 (869 to 961) in 2017 when compared to 2016. A total of 55 residential permits were issued, 38 Commercial permits, with 868 permits in miscellanous types such as roof, fence, windows, etc. The total value of the permits was up over $10 million from the previous year, which is almost 47%. That being said, there is still a general stagnation of building permits relative to new single family homes, which is still largely predicated on the real estate market and a lack of green space. The City has long had a planned unit development comprising approximately 97 units, which finally broke ground in late FY 2015. Construction will be completed during early FY 2019, with full occupancy approximately two years after the facility opens. An additional 40 residential single-family residences and town homes, as well as a number of retail units that have already been approved for construction during the coming years have been delayed indefinitely due to the current market environment; however the buildout of one of these subdivisions is moving along at a slow but steady pace. These projects will undoubtedly drive these numbers higher in future years. * - http://www.dupagehistory.org/dupage_roots/Wood%20Dale_25.htm (viewed
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