2019 DUPAGE AIRPORT AUTHORITY FOR THE FISCAL YEAR OF 2019 WEST CHICAGO, ILLINOIS (This page intentionally left blank) 2 Fiscal Year 2019 Operating Plan and Capital Improvements Plan For the period January 1, 2019 - December 31, 2019 DuPage Airport Authority West Chicago, IL Board of Commissioners Stephen L. Davis, Chairman Gina R. LaMantia, Vice Chairman Donald C. Sharp, Secretary Michael V. Ledonne, Treasurer Juan E. Chavez Charles E. Donnelly Herbert A. Getz Gregory J. Posch Daniel J. Wagner David Bird, Executive Director Patrick Hoard, Director of Finance & Administration Mark Doles, Director of Aviation Facilities & Property 3 TABLE OF CONTENTS TRANSMITTAL LETTER _________________________________________________ 6 AWARD ______________________________________________________________ 7 ORGANIZATIONAL CHART ______________________________________________ 8 PAYROLL HEADCOUNT ________________________________________________ 9 FINANCIAL POLICIES _________________________________________________ 10 BUDGET TIMELINE ___________________________________________________ 15 BUDGET SUMMARIES _________________________________________________ 16 DEPARTMENT BUDGETS A100 - Administration Summary _________________________________________________________ 27 Budget ___________________________________________________________ 28 A150 – Procurement & Project Management Summary _________________________________________________________ 29 Budget ___________________________________________________________ 30 A200 – Field Maintenance Summary _________________________________________________________ 31 Budget ___________________________________________________________ 32 A300 – Building Maintenance Summary _________________________________________________________ 33 Budget ___________________________________________________________ 34 A400 – Flight Center Building Maintenance Summary _________________________________________________________ 35 Budget ___________________________________________________________ 36 A500 – Equipment Maintenance Summary _________________________________________________________ 37 Budget ___________________________________________________________ 38 A600 - Commissioners Summary _________________________________________________________ 39 Budget ___________________________________________________________ 40 A700 – Business Development Summary _________________________________________________________ 41 Budget ___________________________________________________________ 42 A800 – Finance & Accounting Summary _________________________________________________________ 43 Budget ___________________________________________________________ 44 F100 – DuPage Flight Center Summary _________________________________________________________ 46 Budget ___________________________________________________________ 47 4 P100 – Golf Administration Summary _________________________________________________________ 49 Budget ___________________________________________________________ 50 P200 – Golf Maintenance Summary _________________________________________________________ 51 Budget ___________________________________________________________ 52 P300 – Golf Operations Summary _________________________________________________________ 53 Budget ___________________________________________________________ 54 P400-P700 – Consolidated Food & Beverage Summary _________________________________________________________ 55 Budget ___________________________________________________________ 56 P400 – Food & Beverage (a la carte) Summary _________________________________________________________ 57 Budget ___________________________________________________________ 58 P500 – Weddings Summary _________________________________________________________ 59 Budget ___________________________________________________________ 60 P600 – Private Events Summary _________________________________________________________ 61 Budget ___________________________________________________________ 62 P700 – Golf Outings Summary _________________________________________________________ 63 Budget ___________________________________________________________ 64 P900 – Kitty Hawk Cafe Summary _________________________________________________________ 65 Budget ___________________________________________________________ 66 CAPITAL IMPROVEMENTS & MAJOR MAINTENANCE Capital & Major Maintenance Plan _____________________________________ 68 Capital Program Summary ___________________________________________ 71 Major Maintenance Summary _________________________________________ 75 BUDGET & APPROPRIATIONS ORDINANCE ______________________________ 78 FILESTAMPS & SIGNATORIES _________________________________________ 84 5 6 7 ORGANIZATIONAL CHART DuPage Airport Authority Board of Commissioners džeĐutiǀe Assistant džeĐutiǀe DireĐtor /d Manager Marketing Manager ;ǀĂĐĂŶƚͿ DireĐtor of Aǀiation DireĐtor of FinanĐe Θ Administration FaĐiůities and Properties DireĐtor of Prairie >anding 'oůf Cůuď Manager Airport MaintenanĐe KƉĞƌĂƚŝŽŶƐΘĂƉŝƚĂů 'olf KperaƟons Manager 'olf Cluďhouse DFC Manager WƌŽũĞĐƚDĂŶĂŐĞƌ P>'C KperaƟons AĐĐountant Fieůd MaintenanĐe ^uperǀisor Field MaintenanĐe Kperations and Administratiǀe Superintendent 'olf Course & Wildlife Program Coordinator ^uperǀisor ^afety^uperǀisor ^erǀiĐes Coordinator P>'C KperaƟons ƵŝůĚŝŶŐ &ŝĞůĚ ƋƵŝƉŵĞŶƚ Front Desk Food Θ Beǀerage Manager 'olf Cluď FΘB Department Department Department P>'C KperaƟons >ine ^erǀiĐe AĐĐountant Staff Senior AĐĐountant Senior AĐĐountant P>'C AĐĐountant 8 DUPAGE AIRPORT AUTHORITY WEST CHICAGO, ILLINOIS SCHEDULE OF FULL-TIME EQUIVALENT EMPLOYEES BY DEPARTMENT For the Budget Year Ending December 31, 2019 FY2017 FY2018 FY2019 Budget Prior Current Budget vs. Curr. DEPARTMENT AIRPORT AUTHORITY DAA Commissioners 9 9 9 0 Administration 5 5 5 0 Procurement/Project Mgmt. 3 3 3 0 Field Maintenance 9 9 9 0 Buildings Maintenance 4 4 4 0 Equipment Maintenance 3 3 3 0 Marketing 0 0 0 0 Finance 3 3 3 0 TOTAL AIRPORT AUTHORITY 36 36 36 0 FLIGHT CENTER Line Service 14 14 14 0 Counter 4 4 4 0 Accounting 1 1 1 0 TOTAL FLIGHT CENTER 19 19 19 0 GOLF COURSE Food, Beverage, Banquets 4 4 4 0 Administration/Accounting 1 1 1 0 Golf Operations 2 2 2 0 Maintenance 4 4 4 0 TOTAL GOLF COURSE 11 11 11 0 GRAND TOTAL 66 66 66 0 Notes on Staffing Changes: Marketing Department has one full-time position that has been open since FY2016. This position has remained unfilled to help reduce operating expenses. The position will not be budgeted until such time the Authority deems the resposibilities of this position are required. 9 FINANCIAL POLICIES The budget process and format shall be performance based and focused on goals, objectives and performance indicators. Basis of Accounting The accounting policies for the Authority conform to GAAP applicable to proprietary funds of governmental units. The financial records of the Authority are maintained by utilizing the accrual basis of accounting. Under this method, revenues are recorded when earned, and expenses are recorded when the liability is incurred or economic asset used. Basis of Budgeting The budget is created using a balanced approach whereby the Authority staff estimates all revenues and expenditures, including depreciation, based on historical trends and anticipated future results and aims to achieve at minimum a balanced net operating profit. Management’s control of the budget is maintained at the department level. It is the responsibility of each department to administer its operations in such a manner as to ensure that the use of funds is consistent with the goals and programs authorized by the Board of Commissioners. The Authority’s definition of a balanced budget is one in which revenues and other resources equal or exceed expenditures and other uses. A balanced budget is an integral part of maintaining the Authority’s financial integrity. Strategies employed to attain this balance include cost reductions, personnel and service efficiencies, and increasing fees to match related expenses. Operating Revenues and Expenses The Authority distinguishes operating revenues and expenses from non-operating items. Operating revenues and expenses generally result from providing services in connection with the Authority’s operations. The principal operating revenues of the Authority are fuels sales, lease revenues, and golf, grill, and banquet revenues from Prairie Landing Golf Club. Operating expenses for the Authority include cost of sales and services, and general and administrative expenses. All revenues and expenses not meeting this definition are reported as non-operating revenues and expenses. Cash, Cash Equivalents and Investments The Authority considers all highly-liquid investments (including short-term investments) with maturity of three months or less when purchased to be cash equivalents. Investments with a maturity of less than one year when purchased, non-negotiable certificates of deposit, and other nonparticipating investments are stated at cost or amortized cost. Investments with a maturity greater than one year when purchased and all investments of the pension trust funds are stated at fair value. Fair value is the price that would be received to sell an asset or paid to transfer the liability in an orderly transaction between market participants at the measurement date. Custodial Credit Risk – Deposits: Custodial credit risk is the risk that in the event of bank failure, the Authority’s deposits may not be returned to it. The Authority’s investment policy requires pledging of collateral for all bank balances