HomeMy Public PortalAboutVillage Budget 2018-2019Village of Plainfield
Fiscal Year 2018-2019 Budget
24401 West Lockport Street Plainfield, Illinois 60544
VILLAGE OFFICIALS
PRESIDENT
TRUSTEES
Margie Bonuchi Larry D. Newton
Bill Lamb Edward O'Rourke
Cally Larson Brian Wojowski
Village Administrator
Traci Pleckham Management Services Director
John Konopek Police Chief
Allen Persons Public Works Director
Ken Goska Building Official
Jonathan Proulx Planning Director
Village Clerk
Brian Murphy
Michelle Gibas
FISCAL YEAR 2018-2019 BUDGET
VILLAGE OF PLAINFIELD, ILLINOIS
Michael P. Collins
VILLAGE OF PLAINFIELD
FISCAL YEAR 2018-2019 BUDGET
TABLE OF CONTENTS
ALL FUNDS
REVENUE AND EXPENSE SUMMARY 1
REVENUE SUMMARY 3
EXPENSE SUMMARY 4
FINANCIAL POLICIES 5
DEBT RATINGS 13
STAFFING SCHEDULE 14
SALARY CLASSIFICATION PLAN 15
GENERAL FUND
REVENUE NARRATIVE 17
REVENUE AND EXPENSE SUMMARY 24
REVENUE DETAIL 25
ADMINISTRATION/FINANCE
NARRATIVE 28
BUDGET SUMMARY 35
BUDGET DETAIL 36
POLICE
NARRATIVE 42
BUDGET SUMMARY 46
BUDGET DETAIL 47
STREETS
NARRATIVE 56
BUDGET SUMMARY 59
BUDGET DETAIL 60
PLANNING
NARRATIVE 63
BUDGET SUMMARY 66
BUDGET DETAIL 67
VILLAGE OF PLAINFIELD
FISCAL YEAR 2018-2019 BUDGET
TABLE OF CONTENTS
BUILDING
BUILDING NARRATIVE 68
BUILDING BUDGET SUMMARY 71
BUILDING BUDGET DETAIL 72
WATER/SEWER OPERATIONS & UTILITY EXPANSION
NARRATIVE 73
ALL DIVISIONS BUDGET SUMMARY 78
WATER AND SEWER REVENUE DETAIL 79
WATER BUDGET DETAIL 80
SEWER BUDGET DETAIL 82
UTILITY EXPANSION BUDGET DETAIL 84
CAPITAL FUND
CAPITAL NARRATIVE 85
CAPITAL BUDGET SUMMARY 89
CAPITAL BUDGET DETAIL 90
OTHER FUNDS
MISCELLANEOUS FUNDS SUMMARY 92
MOTOR FUEL TAX FUND BUDGET DETAIL 93
BOND AND INTEREST FUND BUDGET DETAIL 94
TORT IMMUNITY FUND BUDGET DETAIL 96
AUDIT FUND BUDGET DETAIL 97
POLICE PENSION FUND BUDGET DETAIL 98
D.A.R.E FUND BUDGET DETAIL 100
TAX INCREMENT FINANCING FUND BUDGET DETAIL 101
ALCOHOL ENFORCEMENT FUND BUDGET DETAIL 102
BUDGET FORECAST
GENERAL FUND REVENUE AND EXPENSE FORECAST 103
WATER AND SEWER REVENUE AND EXPENSE FORECAST 104
STATISTICAL TRENDS
REVENUE, EXPENSE AND FUND BALANCE RATIOS 105
Citizens of the
Village
Mayor and
Board of
Trustees
Village
Administrator
Management
Services
Department
Police
Department
Public Works
Department
Planning
Department
Building
Department
IT Community
Relations
Village Clerk
Village of Plainfield
Organizational Chart
Tax
Capital Capital Increment
General Replacement Improvement Financing MFT
Estimated Fund Balance
5/1/2018 11,757,295 11,595,992 3,285,211 14,446,544 177,928 3,017,064
Revenues 25,381,830 18,355,500 25,000 14,592,000 730,000 1,125,000
Transfers In 225,000 570,000 - 850,000 - -
Debt Proceeds - - - - - -
Total Revenues 25,606,830 18,925,500 25,000 15,442,000 730,000 1,125,000
Expenses
Salaries and Wages 11,494,815 1,360,000 - - - -
Benefits 5,316,356 551,243 - - - -
Utilities 372,518 725,600 - - - -
Supplies/Commodities 918,895 493,100 - - - -
Contractual Services 6,624,046 9,160,000 - 110,000 - -
Other
Debt Service - 3,168,757 - - - -
Capital Outlay - 2,240,000 - 7,330,000 300,000 1,000,000
Miscellaneous 530,200 250,000 - 6,115,000 - -
Sub-Total Expenditures 25,256,830 17,948,700 - 13,555,000 300,000 1,000,000
Interfund Transfers 350,000 976,800 570,000 2,034,750 500,000 150,000
Total Expenditures 25,606,830 18,925,500 570,000 15,589,750 800,000 1,150,000
Excess (Deficiency)- - (545,000) (147,750) (70,000) (25,000)
Estimated Fund Balance
4/30/2019 11,757,295 11,595,992 2,740,211 14,298,794 107,928 2,992,064
All Fund Summary
Water and Sewer
Operations &
Expansion
Revenues, Expenditures & Fund Balances
2018-2019 Fiscal Year Budget
Page 1
Bond and Tort Police Alcohol
Interest Immunity Audit Pension Enforcement DARE Totals
2,170 293,018 15,766 30,407,288 38,009 2,125 75,038,410
114,600 475,500 42,100 3,070,000 15,250 20,050 63,946,830
3,011,550 - - - - - 4,656,550
- - - - - - -
3,126,150 475,500 42,100 3,070,000 15,250 20,050 68,603,380
- - - 525,000 - - 13,379,815
- - - 5,000 - - 5,872,599
- - - - - - 1,098,118
- - - 6,300 - 20,000 1,438,295
- 430,500 42,000 30,000 - - 16,396,546
3,125,150 - - - - - 6,293,907
- - - - - - 10,870,000
- - - 90,000 - - 6,985,200
3,125,150 430,500 42,000 656,300 - 20,000 62,334,480
- - - - 25,000 - 4,606,550
3,125,150 430,500 42,000 656,300 25,000 20,000 66,941,030
1,000 45,000 100 2,413,700 (9,750) 50 1,662,350
3,170 338,018 15,866 32,820,988 28,259 2,175 76,700,760
Revenues, Expenditures & Fund Balances
2018-2019 Fiscal Year Budget
All Fund Summary
Page 2
All Revenue Sources
Amount
Percent of
Total
2017/2018
Estimate
2016/2017
Actual
Property Taxes 7,365,280 10.74%7,039,209 6,738,821
State of Illinois Taxes 16,575,000 24.17%16,064,000 16,470,299
Other Taxes 4,358,500 6.36%3,899,500 3,884,589
Licenses and Permits 1,151,700 1.68%1,057,200 1,240,547
Fines 1,020,500 1.49%997,200 1,027,279
Charges for Services 20,771,200 30.29%20,222,600 19,578,428
Grants 2,150,750 3.14%437,061 682,084
Franchise Fees 730,000 1.06%700,000 742,997
Investment Income 1,401,900 2.04%1,328,495 2,551,580
Intergovernmental 475,000 0.69%464,500 445,881
Miscellaneous 7,347,000 10.71%2,969,000 2,047,599
Water & Sewer Tap-on Fees 575,000 0.84%585,000 873,964
Subtotal Revenues 63,921,830 93.21%55,763,765 56,284,068
Interfund Transfers 4,656,550 6.79%3,423,292 5,704,731
Debt Proceeds - 0.00%- -
Grand Total Revenues 68,578,380 100.00%59,187,057 61,988,799
All Funds
Revenue Summary
2018-2019 Fiscal Year Budget
Fiscal Year 2019 Budget History
Page 3
Expense Classification
Amount
Percent
of Total
2017/2018
Estimate
2016/2017
Actual
Salaries and Wages 13,379,815 19.99%12,832,767 12,067,760
Benefits 5,872,599 8.77%5,620,072 4,968,987
Utilities 1,098,118 1.64%1,038,234 1,057,644
Supplies and Commodities 1,438,295 2.15%1,297,400 1,205,817
Contractual Services 16,396,546 24.49%16,319,506 15,899,545
Debt Service 6,293,907 9.40%6,288,232 6,226,209
Capital Outlay 10,870,000 16.24%6,768,120 5,352,635
Other 6,985,200 10.43%1,550,680 1,508,408
Total Expenditures 62,334,480 51,715,011 48,287,005
Interfunds 4,606,550 6.88%3,373,292 5,704,731
Grand Total Expenditures 66,941,030 100.00%55,088,303 53,991,736
All Funds
Expense Summary
2018-2019 Fiscal Year Budget
Fiscal Year 2019 Budget History
Page 4
FINANCIAL POLICIES
General
The Village of Plainfield has an important responsibility to carefully account for public funds, to
manage municipal finances wisely, and to plan and provide for the adequate funding of services
desired by the public and as required by laws, rules, or regulations, including the provision and
maintenance of public facilities and improvements. The financial goals and policies set forth in
this document are intended to establish guidelines for the continued financial strength and
stability of the Village of Plainfield.
Financial Goals
Financial goals are broad, fairly timeless statements of the financial position the Village seeks to
attain. The financial goals for the Village of Plainfield are:
• To provide full value for each tax dollar by delivering quality services efficiently and on a
cost-effective basis.
• To preserve our quality of life by providing and maintaining adequate financial resources
necessary to sustain a sufficient level of municipal services, and to respond to changes
in the economy, the priorities of governmental and non-governmental organizations,
and other changes that may affect our financial well-being.
• To maintain a strong credit rating in the financial community.
Financial Policies
Financial policies support the financial goals. They are general statements that guide decision-
making in specific situations, to ensure that a decision will contribute to the attainment of the
financial goals. Federal and state laws, rules, and regulations, our Village Code of Ordinances,
and generally accepted accounting principles promulgated by the Governmental Accounting
Standards Board (“GASB”) and the Government Finance Officers Association of the United
States and Canada (“GFOA”) govern our financial policies and processes.
Budget Policies
Sound financial practice and the desire to maintain a strong credit rating dictate that our
budgets be balanced, constantly monitored, and responsive to changes in service demands.
With these concepts in mind, the Village of Plainfield has adopted the following budget policy
statements:
• The Village will adopt and maintain a balanced budget in which expenditures will
not be allowed to exceed reasonably estimated revenues and other available
funds at the same time maintaining recommended fund balances.
Page 5
FINANCIAL POLICIES
• Fund balance should not be considered a source of funds for operating
expenditures. Excess unreserved and undesignated fund balance may be
appropriated as part of the adopted budget to fund capital or emergency
expenditures.
• As part of the annual budget review process, the Village will project fund
revenues and expenditures for a minimum of two years beyond the budget year
and compare the projected balances to the fund balance policy. This will allow
the Village to identify potential problems early enough to correct them.
• The Village will maintain a budgetary control system to ensure adherence to the
budget and will prepare monthly reports comparing actual revenues and
expenditures to budgeted amounts.
• Twice annually, the Village Administrator will provide the Village Board with
trend analysis/projections of revenues and expenditures.
Revenue Policies
Revenues determine the capacity of a local government to provide services. Under ideal
conditions, revenues would grow at a rate equal to or greater than expenditures. To ensure
that our revenues are balanced and capable of supporting our desired levels of services, the
Village of Plainfield has adopted the following revenue policy statements. • The Village endeavors to develop and maintain a diversified and stable revenue
base to shelter it from short-term fluctuations in any one revenue source.
• The Village will estimate annual revenues on an objective, reasonable, and
conservative basis. Most revenues will be estimated based on a historical trend
analysis. Major revenues will receive a more in-depth analysis.
• Each year and whenever appropriate, existing revenues will be re-examined and
possible new sources of revenues will be explored to ensure that we are
maximizing our revenue potential.
• The Village will strive to be informed and aware of all grants and other aid that
may be available to us. All potential grants and other aid shall be carefully
examined for matching requirements (both dollar and level-of-effort) and
restrictive covenants, to ensure that our participation in such grants will be
beneficial and cost-effective.
• All charges for services, fees, licenses, permits, etc. will be reviewed regularly to
insure that rates are maintained at a level that is related to the cost of providing
the services and are competitive with others providing similar services in the
area.
Page 6
FINANCIAL POLICIES
• Water and Sewer Funds will be self-supporting.
• The Village will establish user charges and set fees for services for its enterprise
funds at a level that fully supports both the direct and indirect costs of the
activity. Indirect costs include the recognition of annualized depreciation of
capital assets. Cash flow requirements to adequately defray bond retirement
and capital outlay will become a primary determinant in the development of
user charges.
• Connection fees for water and sewer services shall be reviewed regularly to
assure that fees reflect the cost of providing services to new developments.
• One-time revenues that are not required by law or agreement to be expended
for a particular purpose will only be used to fund one-time capital or emergency
expenditures. One-time revenues will not be used to support operating
expenditures, except in emergency situations.
Cash Management Policies
• An investment policy has been adopted by the Village Board, which provides
guidelines for the prudent investment of the temporary idle cash and outlines
the policies for maximizing the efficiency of the cash management system. The
ultimate goal is to enhance the economic status of the Village while protecting
its pooled cash.
• The cash management system is designed to accurately monitor and forecast
expenditures and revenues, thus enabling the Village to invest funds to the
fullest extent possible. The Village attempts to match funds to projected
disbursements.
• Except for cash in certain restricted and special funds, the Village of Plainfield
will consolidate cash balances from all funds to maximize investment earnings.
Investment income will be allocated to the various funds based on their
respective participation and in accordance with generally accepted accounting
principles.
• Criteria for selecting investments and the order of priority are: safety, liquidity,
and yield.
Expenditure Policies
Expenditures are a rough measure of a local government’s service output. While many
expenses can be easily controlled, emergencies, unfunded mandates, and unanticipated service
demands may strain our ability to maintain a balanced budget. To ensure the proper control of
Page 7
FINANCIAL POLICIES
expenditures and provide for a quick and effective response to adverse financial situations, the
Village of Plainfield has adopted the following expenditure statements:
• The Village will maintain a level of expenditures that will provide for the public
well being and safety of the residents and businesses of the community.
• The Village will pay all current operating expenditures with current operating
revenues.
• Expenditures and purchase commitments will follow the Village’s approved
Purchasing Authority Policy.
• Encumbrances represent commitments related to unperformed contracts for
goods or services, and will be recorded when incurred.
Fund Balance
Fund balances are established to protect against the need to reduce service levels or
raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time
expenditures.
In addition, in accordance with GASB Statement 54, the Village must establish fund balance
classifications that inform the financial statement user as to the extent to which the Village
must observe constraints imposed upon use of the resources that are reported by the
governmental funds. More detailed fund balance financial reporting and the increased
disclosures will aid the user of the financial statements in understanding the availability of
resources for various governmental purposes.
The fund balance will be composed of five categories: 1) Nonspendable, 2) Restricted, 3)
Committed, 4) Assigned, or 5) Unassigned.
Definitions
Governmental Funds – are used to account for all or most of the Village’s general activities,
including the collection and disbursement of earmarked monies (special revenue funds), the
acquisition or construction of general capital assets (capital projects funds) and the servicing of
general long-term debt (debt service funds). The General Fund is used to account for all
activities of the Village not accounted for in some other fund.
Fund Balance – the difference between assets and liabilities in a Governmental Fund.
Nonspendable Fund Balance – the portion of a Governmental Fund’s fund balance that is not
available to be spent, either short-term or long-term, in either form (e.g., inventories, prepaid
items, land held for resale) or through legal restrictions (e.g., endowments).
Page 8
FINANCIAL POLICIES
Restricted Fund Balance - the portion of a Governmental Fund’s fund balance that is subject to
external enforceable legal restrictions (e.g., grantor, contributors and property tax levies).
Committed Fund Balance - the portion of a Governmental Fund’s fund balance with self-
imposed constraints or limitations that have been placed by formal action at the highest level
of decision making.
Assigned Fund Balance - the portion of a Governmental Fund’s fund balance to denote an
intended use of resources, or for all remaining fund balance in non-General funds not
categorized above.
Unassigned Fund Balance - available expendable financial resources in a governmental fund
that are not the object of tentative management plan (i.e. designations). (Only in the General
Fund, unless negative)
Unrestricted Net Position – available expendable financial resources in an enterprise fund that
are available for general use.
Fund Balance Policies
• The Village will spend the most restricted dollars before less restricted, in the following
order:
a. Nonspendable (if funds become spendable)
b. Restricted
c. Committed
d. Assigned
e. Unassigned
• The Management Services Director will determine if a portion of fund balance should be
assigned, consistent with intentions of the Village Board.
• The Village will strive to maintain the unassigned fund balance of the General
Fund at a level at least equal to 25% of the total General Fund annual
operational expenditures.
• If the General Fund unassigned fund balance falls below the minimum, a plan will
be developed to return to the minimum balance within a reasonable period of
time.
• General Fund unassigned fund balance in excess of 40% may be transferred to
the Capital Improvement Fund.
• The Village will strive to maintain the unrestricted net position of the Enterprise
Fund (Water and Sewer) at a level at least equal to 25% of the total Water and
Sewer Fund annual operational expenditures.
• If the Enterprise Fund unrestricted net position falls below the minimum, rates
may be adjusted so as to gradually return to the minimum within a reasonable
period of time. If the position exceeds 40%, the overage may be used to offset
rate increases, or transferred to the Village’s Capital Replacement Fund, or a
combination thereof.
Page 9
FINANCIAL POLICIES
• The Water and Sewer Capital Replacement Fund is a reserve fund for future
capital investments in the Village’s infrastructure system. Funding amounts for
the Capital Replacement Fund is largely driven by the annual depreciation
amount of the Enterprise Fund infrastructure system.
Capital Improvement Policies • The Village shall maintain a Five Year Capital Improvement Program and capital
improvements will be made in accordance with that plan. The program shall be
updated annually.
• The corresponding year of the Capital Improvement Program will be
incorporated into the annual operating budget as the Capital Budget.
• As part of the development of the Capital Improvement Program, the condition
of Village infrastructure will be evaluated to appropriately prioritize and
schedule maintenance and replacement.
• Each capital project will be evaluated for its impact on current and future
operating budgets.
Debt Policies
Debt is an effective way to finance capital improvements or to even out short-term revenue
flows. Properly managed debt preserves our credit rating, provides flexibility in current and
future operating budgets, and provides us with long-term assets that maintain or improve our
quality of life. To provide for the appropriate issuance and responsible use of debt, the Village
of Plainfield has adopted the following debt management policy statements:
• The Village will confine long-term borrowing to capital improvements or one-
time obligations that cannot be financed from current revenues or reserves.
• Capital projects financed through the issuance of bonds shall be financed for a
period not to exceed the expected useful life of the improvement.
• The Village will maintain good communications with bond rating agencies about
its financial condition. The Village will follow a policy of full disclosure on every
financial report and bond prospectus.
• The Village will attempt to keep the average maturity of General Obligation
Bonds at or below 20 years.
• The annual operating budgets of all funds will be maintained so as to ensure the
full and timely repayment of debt principal and interest due that year.
Page 10
FINANCIAL POLICIES
• The Village’s annual audit and official statements will reflect the Village’s
commitment to full and open disclosure concerning our debt.
• As a home rule unit of government in the State of Illinois, the Village has no
statutory debt limit.
Capital Asset Policies
This policy is to establish the principles related to the accounting treatment of the Village’s
capital assets.
Capital assets include land, improvements to land, buildings, building improvements, vehicles,
machinery, equipment, works of art and historical treasures, infrastructure, construction in
progress and all other tangible and intangible assets that are used in operations and have initial
useful lives extending beyond a single reporting period. Infrastructure assets are long-lived
capital assets that normally are stationary in nature and can be preserved for a significantly
greater number of years than most capital assets. Examples of infrastructure assets include
roads, bridges, drainage systems, water and sewer systems.
Land and land improvements are inexhaustible capital assets and will not be depreciated.
Construction in progress will not be depreciated until construction is complete. All other capital
assets will be depreciated over their estimated useful lives, using the straight-line method of
depreciation. In no event shall the useful life of an asset be less than the period of probable
usefulness established for debt purposes as outlined by GASB34.
A capitalization threshold is the cost established by the Management Services Director that
must be met or exceeded if an asset is to be recorded and depreciated as a capital asset. The
capitalization threshold is based on the cost of a single asset. Assets that do not meet the
capitalization threshold will be recorded as expenditures or expenses. For purposes of property
control (insurance, security, etc.), the Management Services Director and/or department heads
may develop and maintain the appropriate record keeping system(s) to account for assets
which do not meet the capitalization threshold.
Capital assets that meet the minimum capitalization threshold will be recorded at historical
cost. The cost of a capital asset includes capitalized interest and ancillary charges necessary to
place the asset into its intended location and condition for use. Ancillary charges include costs
that are directly attributable to asset acquisition, such as freight and transportation charges,
site preparation costs, and professional fees. Donated capital assets will be recorded at their
estimated fair value at the time of acquisition, including any ancillary charges. Estimated
historical cost may be used in those cases where the actual historical cost is not readily
available. Estimated historical cost will be calculated using the current replacement cost of a
similar asset and deflating this cost to the acquisition year (or estimated acquisition year) using
a price-level index approved by the Management Services Director.
Page 11
FINANCIAL POLICIES
Capital assets associated with the operation of enterprise funds will be recorded in those funds.
Capital assets associated with general government operations, with the exception of
infrastructure assets, will be recorded in the appropriate internal service fund(s). Infrastructure
assets will not be recorded in a governmental or proprietary fund, but a record keeping system
necessary to allow for the accounting, auditing, and reporting of such assets, including
depreciation will be maintained.
Estimated useful life means the estimated number of years that an asset will be able to
be used for the purpose for which it was purchased. The Village of Plainfield will
capitalize all assets that have a useful life greater than one year and meet the following
dollar thresholds:
Asset Category Threshold Est. Useful Life
Land & Improvements Any Inexhaustible
Building & Improvements $20,000 5 – 50
Machinery & Equipment $5,000 3 – 20
Infrastructure $50,000 15 – 50
With respect to asset improvements (such as street resurfacing, roof replacement, etc),
costs over the appropriate asset category threshold will be capitalized if:
• The estimated life of the asset is extended by more than 25%,
or
• The cost results in an increase in the capacity of the asset, or
• Significantly changes the asset, or
• In the case of streets and road – if the work impacts the
“base” structure
Financial Reporting Policies
1. The Village will adhere to a policy of full and open disclosure of all financial
operations.
2. An independent firm of certified public accountants will perform an annual
audit according to Generally Accepted Auditing Standards (GAAS) and issue a
written opinion that will be incorporated in the Annual Financial Report.
3. As long as the Village has outstanding debt, the Annual Financial Report will
include the additional disclosures required by SEC Rule 15c2-12.
Page 12
Moody's S&P
Aaa AAA
Aa1 AA+
Aa2 *AA
Aa3 **AA-
A1 A+
A2 A
A3 A-
Baa1 BBB+
Baa2 BBB
Baa3 BBB-
*1st lien revenue bond
**2nd lien revenue bond
The Village holds both General Obligation Bonds and
Water & Sewer System Revenue Bonds
Village of Plainfield
Debt Ratings
Comparison of Ratings Used by Moody's
and Standard and Poor's (S&P)
Village of Plainfield's Debt Rating is Highlighted.
2018-2019 Fiscal Year Budget
Debt ratings express the rating agency’s opinion about the ability and willingness of an issuer
(municipality) to meet its financial obligations in full and on time. Ratings can also speak to the
credit quality of a municipal bond, and the relative likelihood that the issue may default. In
addition, debt ratings help municipalities anticipate the interest rate to be offered on their new
debt issues. As a general rule, the more creditworthy an issuer (municipality) is, the lower the
interest rate the issuer would typically have to pay to attract investors, translating to less
interest cost to the municipality. The reverse is also true: an issuer with lower creditworthiness
will typically pay a higher interest rate, thus higher interest cost , to offset the greater credit
risk assumed by investors.
During the December 2013 refunding of the Village's Series 2004 Bonds, S&P upgraded the
Village's AA debt rating to AA+. S&P noted the Village's strong economy, budgetary flexibility,
budgetary performance, management with good financial policies and practices, and adequate
debt and contingent liabilities position as key factors of the upgrade. S & P also noted, "The
stable outlook reflects our view of the village's strong economy and our anticipation that the
village will maintain very strong budgetary flexibility and liquidity."
S&P and Moody's again recognized the Village's improved financial profile, management, and
budgetary performance by upgrading the Village's Water & Sewer Revenue Bonds in 2014 to
AA+ and Aa2, saving over $911,000 in present value interest costs over the life of the bond.
Since 2009, the Village has saved $2.98 million in present value interest cost, due to the
improved bond market and the Village's rating upgrades.
In 2015,as part an annual review of the Village's bond rating, Moody’s Investors Service
upgraded the Village of Plainfield, IL’s general obligation (GO) rating to Aa1 from Aa2. Moody's
stated that, "the Aa1 rating reflects the village’s healthy financial operations and ample reserves
supported by strong management and long term fiscal planning."
Page 13
Authorized Positions
Administration/Finance 15 14.5 15.5 16 16 16 16
Police Department 75.5 76.5 77 77.5 76.5 76.5 78.5
Streets Division 18.5 18.5 18.5 18.5 18.5 18.5 18.5
Community Development 8 8 8 9.5 14 15 15
Water and Sewer Division 11.5 11.5 11.5 11.5 11.5 11.5 11.5
Public Works Engineering 3 3 3 3 3 3 4
Village Totals 131.5 132 133.5 136 139.5 140.5 143.5
Positions Reflected are Full Time Equivalent (FTE) Positions
39,581
41,881
*(US Census)
2016 Population Estimate*
2010 Village Population
Village of Plainfield
Staffing Schedule
2018-2019 Fiscal Year Budget
2018-2019
Budgeted
2016-2017
Actual
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
Actual
2017-2018
Actual
124
126
128
130
132
134
136
138
140
142
144
2012-2013
Actual
2013-2014
Actual
2014-2015
Actual
2015-2016
Actual
2016-2017
Actual
2017-2018
Actual
2018-2019
Budgeted
Total Staff by Fiscal Year
Page 14
Current Position Title Grade
Directors and Senior Managers Minimum Maximum
Chief of Police 12 113,986$ 156,959$
Director of Public Works
Director of Community Development
Director of Management Services
Attorney 11 99,119$ 136,486$
Police Commander
Information Technology Director
Director of Planning
Building Official 10 86,190$ 118,684$
Human Resources Manager
Superintendent - All Divisions
Police Sergeant
Supervisors and Advanced Technical
Accounting Services Supervisor 9 84,234$ 115,990$
Lead Engineer
Planner 8 74,874$ 103,102$
Community Relations Director
Crew Leader - All 7 66,555$ 91,647$
Engineer
Economic Development Specialist
Utility Billing Supervisor
Village Clerk
Associate Prosecutor
Information Technology Specialist
Building Inspector 6 59,160$ 81,463$
Mechanic I
Office Manager
Public Works Inspector
Geographic Information Systems Specialist
FY 2019 Range
Village of Plainfield
FY 2019 Classification Plan
Page 15
Position Title Grade
Administrative and Technical Minimum Maximum
Human Resources Assistant 5 57,495$ 79,171$
Code Enforcement Officer
Records Supervisor
Building Maintenance Worker
Executive Assistant
Evidence Specialist
Plant Operator II - Wastewater
Equipment Operator II Street/Electrical or Forestry
Associate Planner
Assistant Records Supervisor 4 52,269$ 71,974$
Equipment Operator I - Streets
Plant Operator I - Water
Accounting Assistant
Community Service Officer 3 47,517$ 65,431$
Administrative Assistant
Water Service Worker
Fleet Coordinator
Court Technician
Utility Billing Representative 2 43,197$ 59,482$
Records Technician
Administrative Aide
Clerical Assistant 1 39,270$ 54,075$
Cable Television Operator
Crossing Guard
Custodian
FY 2019 Range
Village of Plainfield
FY 2019 Classification Plan
Page 16
GENERAL FUND REVENUES
The Village of Plainfield continues to focus on diversified revenue streams to support the operations
of the Village. Based on the current economy, the Village continues to experience uncertainty across
multiple revenue sources, including State shared revenues (Income Tax, Use Tax, and Sales Tax),
property taxes, and permit revenues. For Fiscal Year 2019, the Village’s sources of General Fund
Revenue are as follows:
❖ The largest source of the Village’s total General Fund Revenues (used for operations) continue to
come from State of Illinois taxes at approximately 40%. This consists of Municipal Sales Tax,
Income Tax, Replacement and Use Tax.
❖ Property Taxes continue to be the second largest revenue source at 23%.
❖ Charges for services remain the third largest revenue source at 19%. This primarily consists of
refuse collection fees (which are pass-through) and an administrative service charge received
from the Water and Sewer Fund to the General Fund.
Page 17
GENERAL FUND REVENUES
State of Illinois Revenues
The Village’s General Fund State of Illinois Revenues are made up of three main components: Local Use
Tax (9.56%), Illinois Income Tax (35.29%), and Sales Tax (54.66%). For Fiscal Year 2019, Sales Tax includes
only the 1% Municipal Sales Tax, and none of the Village’s 1.5% Home Rule Sales Tax. The Village
implemented a 1% Home-Rule sales tax in 2008, with an additional .5% effective in July 2012. In the past
fiscal years, a portion of the Home-Rule sales tax was budgeted within the Village’s General Fund. Fiscal
Year 2019 reflects these revenues only in the Village’s Capital and Water & Sewer Fund.
Municipal Sales Tax Revenues
❖ The Village receives a 1% sales tax imposed on retail sales made within the Village of Plainfield.
Sales tax is collected by the State and remitted to the Village three months after the liability
occurs. (The below chart does not include the Village’s Home Rule Sales Tax of 1.5%.)
❖ Fiscal Year 2018 sales tax revenue is estimated at 2.4% higher than 2017. The Village experienced
increases in Sales Tax revenues of 2.7%, 5.1%, and 1.7% in FY 2015, 2016 and 2017 respectively.
Fiscal Year 2019 represents a modest 1.6% increase as compared to the 2018 estimate.
Page 18
GENERAL FUND REVENUES
The following chart depicts the Village’s retail municipal sales tax revenue by category for January –
September of 2017. Consistent with previous calendar years, General Merchandise and Automotive and
Gas stations sales reflect the two largest sales tax revenue sources for the Village.
Local Use Tax Revenue
Use tax is a tax imposed on the privilege of using, in Illinois, any item of tangible personal property that
is purchased anywhere at retail. 16% of the 6.25% State rate is allocated to the municipality. The amount
that each municipality receives is based on its population in proportion to the total state population.
❖ Fiscal Year 2017 resulted in a 6% increase in Use Tax revenues. It is anticipated that Fiscal Year
2018 revenues will trend flat and Fiscal Year 2019 is budgeted as unchanged as well due to the
uncertainty of the State of Illinois budget decisions.
Page 19
GENERAL FUND REVENUES
Illinois Income Tax Revenue
Illinois Income Tax is a tax that is imposed on the privilege of earning or receiving income in or as a
resident of the State of Illinois. This tax applies to income for each taxable year. Prior to January 1, 2011,
local governments received one-tenth (10%) of the net collections of all income tax received, income tax
rates for individuals were 3% and corporations were assessed 5%. In January of 2011, Illinois regular
income tax rates increased to 5% for individuals and to 7% for corporations, and the distribution formula
for municipalities was reduced to 6% on revenue from individuals and to 6.86% on revenue from
corporations. In January of 2015, the income tax rates were reduced to 3.75% for individuals and 5.25%
for corporations, and the current municipal distribution formula is calculated at 8% and 9.14% for
individuals and corporations respectively. The amount that each municipality receives is based on its
population in proportion to the total state population. The Village’s current population is 39,581 based
on the 2010 special census. The following chart reflects the Village’s Income Tax revenue history for the
past six fiscal years, along with estimates for fiscal years 2018 and 2019:
Fiscal Year 2017 reflected an 11.3% decrease as compared to 2016 income tax revenues. Fiscal Year
2018 income tax revenues are anticipated to remain flat as compared to 2017. Due to the uncertainty of
the State distribution formula, Fiscal Year 2019 is budgeted with a 1% decline as compared to the Fiscal
Year 2018 estimate. This reduction stems from the continued State of Illinois budget 10% reduction of
the Local Government Distributive Fund (income tax) revenues to municipalities that was applied last
year. This revenue source will continue to be monitored closely so that any additional budgetary impacts
can be addressed quickly and effectively.
Page 20
GENERAL FUND REVENUES
Building Permit Revenues
The Village’s Building Permit Revenue history is depicted in the chart below:
❖ Fiscal Year 2012 resulted in the first positive increase in Permit Revenues since Fiscal Year 2006.
Fiscal Year 2018 permit revenues are estimated to finish approximately 15% lower than Fiscal
Year 2017, and Fiscal Year 2019 is budgeted to increase approximately 11% as compared to 2017.
❖ In Fiscal Year 2006, building permit revenues accounted for 37% of the Village’s overall General
Fund revenue. Fiscal Year 2019 is estimated to account for 3.5% of the overall General Fund
revenues.
Property Tax Revenues
Overall Local property tax revenues have remained consistent since 2011. As new homes slowly add to
the Village’s overall Equalized Assessed value, property tax revenues reflect a slight increase, even as the
Village has maintained an unchanged property tax rate.
Page 21
GENERAL FUND REVENUES
For the 2017 tax levy, the Village Board has again authorized to maintain the same property tax rate as
the 2013 levy rate. Village residents on average will not see an increase in the Village portion of their
property taxes when compared to the last four years unless the value of their home (Equalized Assessed
Value) has increased. In terms of an average property tax bill for levy year 2016, for every dollar paid in
property taxes by Village residents, 5.1 cents represent the Village of Plainfield’s portion. The following
chart reflects the Village’s overall property tax rate history:
A history of the Village’s Equalized Assessed Values (EAV) is displayed below. Due to the recent
reassessments of property within the Village, the Village’s EAV declined from 2010 – 2013 by a total of
approximately 19.3%. The 2014, 2015 and 2016 EAV increased by 2%, 3.4%, and 6% respectively. The
Village’s 2017 EAV is estimated to increase approximately 3.8%.
Page 22
GENERAL FUND REVENUES
Tax Rate Percentage Tax Rate Percentage
Village of Plainfield 0.4669 5.13%0.7351 9.67%
Will County & Forest Preserve 0.8091 8.89%0.7834 10.30%
School District 202 5.8941 64.80%4.6893 61.66%
Joliet Junior College 525 0.3099 3.41%0.2135 2.81%
Plainfield Township Park District 0.2560 2.81%0.2625 3.45%
Plainfield Public Library District 0.1939 2.13%0.2531 3.33%
Plainfield Fire Protection District 0.9674 10.64%0.4641 6.10%
Township and Other 0.1991 2.19%0.2037 2.68%
Total Tax Rate 9.0964 100.01%7.6047 100.00%
Village of Plainfield
Comparison of Tax Rates per $100 of Assessed Valuation
2016 and 1995 Levy Years
2016 Levy 1995 Levy
Village of Plainfield
5.13%Will County & Forest
Preserve
8.89%
School District 202
64.80%
Joliet Junior College
525
3.41%
Plainfield Township
Park District
2.81%
Plainfield Public
Library District
2.13%
Plainfield Fire
Protection
District
10.64%
Township and Other
2.19%
2016 Levy Tax Distribution by District
Residential
86.96%Commercial
11.26%
Industrial
1.43%
Farm
0.31%Railroad
0.04%
2016 Levy
Village Equalized Assessed Value by Type
Page 23
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Fund: 01 - General Fund
5,189,002 5,164,560 5,220,898 5,480,000 6,009,680
9,772,505 10,465,501 10,126,278 10,370,000 10,200,000
821,971 904,986 969,144 935,000 1,058,500
976,464 1,177,055 1,166,151 1,111,200 1,103,200
775,892 631,974 662,328 698,100 725,500
4,060,295 4,161,918 4,535,305 4,634,415 4,837,700
50,754 40,343 38,749 35,600 35,750
705,592 751,352 742,997 730,000 730,000
(122,986)41,903 78,688 35,000 80,000
162,218 325,963 284,574 125,000 126,500
405,705 424,869 445,881 410,000 475,000
60,000 62,000 12,000 220,000 225,000
$22,857,412 $24,152,424 $24,282,993 $24,784,315 $25,606,830
Administration/Finance 9,127,945 8,496,156 8,534,402 6,848,305 7,393,300
Police Department 10,963,551 10,950,725 11,363,331 12,633,360 12,771,955
Street Department 3,331,867 3,373,525 3,271,156 3,733,900 3,824,850
Planning Program 409,891 380,402 430,572 560,750 595,950
Building Program 576,370 608,748 655,543 1,008,000 1,020,775
$24,409,624 $23,809,556 $24,255,004 $24,784,315 $25,606,830
($1,552,212)$342,868 $27,989 $0 $0
Classification
Revenues
Property Taxes
General Fund
Revenue & Expense Summary
2018-2019 Fiscal Year Budget
State of Illinois Taxes
Other Taxes
Licenses & Permits
Revenue Totals
Fines and Forfeits
Charges for Services
Expense Totals
Total: General Fund
Grants
Franchise Fees
Investment Income
Intergovernmental
Interfund Transfers
Expenses
Miscellaneous
($2,000,000)
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY 2015 Actual FY 2016 ActualFY 2017 Actual FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Revenue History by Type
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Grants
Franchise Fees
Investment Income
Miscellaneous
Intergovernmental
Interfund Transfers
Page 24
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 01 - General Fund
Revenues
Property Tax Revenue 3,333,428 3,254,993 3,186,940 3,160,000 3,238,347 3,739,680
Property Tax Rev-Road & 383,703 385,492 357,161 375,000 362,941 375,000
Property Tax Rev-Police 898,172 948,549 1,101,142 1,370,000 1,364,479 1,370,000
Property Tax Rev-IMRF 573,699 575,526 575,655 575,000 571,026 525,000
$5,189,002 $5,164,560 $5,220,898 $5,480,000 $5,536,793 $6,009,680
STTAX - State of Illinois Taxes
Home Rule Sales Tax 0 0 0 500,000 0 0
Municipal Sales Tax 5,025,975 5,280,661 5,354,048 5,400,000 5,485,000 5,575,000
Illinois Income Tax 3,876,349 4,218,244 3,741,387 3,550,000 3,640,000 3,600,000
Replacement Tax 53,813 48,180 56,645 45,000 50,000 50,000
Local Use Tax 816,368 918,416 974,198 875,000 980,000 975,000
$9,772,505 $10,465,501 $10,126,278 $10,370,000 $10,155,000 $10,200,000
Hotel/Motel Tax 0 0 199 0 1,500 1,500
Amusement Tax 8,253 7,582 9,893 5,000 8,000 7,000
Local Motor Fuel Tax 813,718 897,404 959,052 930,000 1,040,000 1,050,000
$821,971 $904,986 $969,144 $935,000 $1,049,500 $1,058,500
LIC&PER - Licenses and Permits
Liquor License 94,170 91,455 103,568 100,000 100,000 100,000
Contractors License 38,750 48,000 47,200 35,000 45,000 45,000
Cigarette License 7,500 6,500 7,000 5,000 5,000 6,000
Scavenger License 100 100 100 200 200 200
Business License 31,713 35,125 37,788 35,000 40,000 40,000
Building Permit 792,640 983,448 952,317 925,000 800,000 900,000
Sign Permit 6,672 4,442 7,763 5,000 5,000 5,000
Special Movement Permit 4,254 6,410 8,630 5,000 17,000 6,000
Solicitors Permit 665 1,575 1,785 1,000 1,000 1,000
$976,464 $1,177,055 $1,166,151 $1,111,200 $1,013,200 $1,103,200
Will County Court Fines 319,084 332,692 367,797 325,000 350,000 350,000
Aministrative Fines(P-Tkts)175,535 139,091 135,528 130,000 120,000 130,000
Aministrative Fines - Late fees 17,265 14,985 9,960 10,000 7,000 10,000
Asset Seizure 255,667 132,665 100,190 225,000 100,000 225,000
Alarm Fees 6,700 11,350 2,025 7,000 3,000 3,000
Kendall County Court Fines 1,641 1,191 1,166 1,000 2,200 1,500
Alcohol Fines 0 0 0 100 0 0
Total: Licenses & Permits
FIN - Fines and Forfeits
Total: State of Illinois Taxes
OTHTX - Other Taxes
Total: Other Taxes
General Fund
Revenue Detail
2018-2019 Fiscal Year Budget
PROPTX - Property Taxes
Total: Property Taxes
Page 25
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Revenue Detail
2018-2019 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Asset Seizure (DOJ)0 0 44,741 0 30,000 5,000
Asset Seizure (US Treas)0 0 921 0 0 1,000
$775,892 $631,974 $662,328 $698,100 $612,200 $725,500
Garbage Fee 3,536,827 3,621,237 3,992,763 4,112,315 4,158,000 4,324,000
Garbage Penalties 50,967 51,025 55,336 50,000 50,000 50,000
Engineering Services 0 25,782 33,590 25,000 20,000 20,000
Child Safety Seats 0 0 0 100 0 0
Rent 16,946 0 0 0 0 0
Zoning Applications 14,452 23,187 13,162 10,000 12,000 10,000
Accident Report Fees 4,155 4,490 4,585 4,000 5,000 4,500
Copies-Maps & Ordinances 2,701 2,904 2,367 3,000 2,000 2,000
Impound Fee 63,600 31,038 22,853 30,000 25,000 25,000
Parking Lot Revenue 4,800 4,550 4,532 2,000 4,000 4,000
Tower Rent 37,623 39,784 38,191 50,000 42,900 45,000
Rental Income 29,200 53,300 45,100 50,000 49,200 49,200
Rental-Community/Multi 5,660 5,218 4,547 3,000 4,000 4,000
Special Detail/OT 42,984 49,403 68,279 45,000 120,000 50,000
Water & Sewer Service 250,380 250,000 250,000 250,000 250,000 250,000
$4,060,295 $4,161,918 $4,535,305 $4,634,415 $4,742,100 $4,837,700
Grant Revenue 0 0 17,545 0 0 0
Bulletproof Vest Grant 7,165 6,851 3,415 3,000 3,000 3,000
Tobacco Grant 2,750 2,750 2,750 2,600 2,750 2,750
Traffic Grant 40,839 30,742 15,039 30,000 18,000 30,000
$50,754 $40,343 $38,749 $35,600 $23,750 $35,750
AT&T Franchise Payment 259,808 260,502 209,381 250,000 170,000 200,000
Cable TV- Franchise 445,784 490,850 533,616 480,000 530,000 530,000
$705,592 $751,352 $742,997 $730,000 $700,000 $730,000
Interest Income 27,131 35,785 88,416 35,000 90,000 80,000
Realized Gain/Loss (158,668)0 17 0 0 0
Unrealized Gain/Loss 8,551 6,118 (9,745)0 0 0
($122,986)$41,903 $78,688 $35,000 $90,000 $80,000
INT - Investment Income
Total: Investment Income
Total: Fines and Forfeits
GRNTS - Grants
Total: Grants
FRAN - Franchise Fees
Total: Franchise Fees
SERV - Charges for Services
Total: Charges for Services
Page 26
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Revenue Detail
2018-2019 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Event Sponsorship Program 5,276 4,411 4,097 4,000 4,000 4,000
Amphitheater Rent 1,400 500 200 500 1,400 500
Restitution Program 0 500 9,700 0 0 0
Step-Basset Program 155 0 0 500 0 0
Donation/Contribution 23,407 17,848 16,377 10,000 17,000 15,000
Sales-Fixed Assets 1,144 0 3,769 5,000 7,500 2,000
Liability Write Off 0 201,503 151,127 0 0 0
Other Reimbursements 89,304 73,288 86,085 80,000 195,000 80,000
Other Receipts 41,532 27,913 13,219 25,000 20,000 25,000
$162,218 $325,963 $284,574 $125,000 $244,900 $126,500
INTERGOV - Intergovernmental
School Liaison 391,862 411,490 431,373 400,000 450,000 460,000
HIDTA/Organized Crime 13,843 13,379 14,508 10,000 14,500 15,000
$405,705 $424,869 $445,881 $410,000 $464,500 $475,000
Transfer From MFT 0 0 0 150,000 150,000 150,000
Transfer From TIF 50,000 50,000 0 50,000 50,000 50,000
Transfer From Alcohol Enforc.10,000 12,000 12,000 20,000 20,000 25,000
$60,000 $62,000 $12,000 $220,000 $220,000 $225,000
$22,857,412 $24,152,424 $24,282,993 $24,784,315 $24,851,943 $25,606,830Revenues Total
MISC - Miscellaneous
Total: Miscellaneous
Total: Intergovernmental
INTER - Interfund Transfers
Total: Interfund Transfers
Page 27
ADMINISTRATION/FINANCE
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Administration/Finance unit of the Village’s General Fund is comprised of the following Programs:
• Non-Departmental
• Legislative Support
• Administration
• Community Relations
• Facility Management
• Human Resources
• Information Technology
Non-Departmental Program
This program accounts for fees paid to the Village’s contracted refuse hauler. Waste Management
provides weekly refuse, recycling, and yard waste hauling services to over 13,000 households. In
addition, Waste Management offers a collection program for electronics and household hazardous
waste through At Your Door. In 2017, Village residents recycled over 200,000 pounds of electronics
and household hazardous waste. The increase in budgeted expenditures represents the minimal price
increase stated in the contract.
Legislative Program
This program accounts for the expenses of the elected officials of the Village, municipal dues for
governmental organizations, economic incentive rebates for one retailer, and funding to address
economic development opportunities.
In addition to the regularly scheduled Board Meetings on the first and third Mondays of the month, the
Village Board also meets on the second and the fourth Mondays of each month in Committee of the
Whole sessions. All meetings detailed are open to the public and are televised on cable community
access television.
Administration Program
The Administration Program includes expenses of the Administrator’s Office, the Village Clerk, and the
Management Services Department. The Village Administrator oversees the Village’s daily operations
and is responsible for implementing the policies, procedures, and directives of the Village Board. All
Department Directors report to the Village Administrator, who in turn reports to the Village Board.
The Village’s Community Relations and Information Technology Programs are also under the direct
supervision of the Administrator.
Village of Plainfield Belief Statement
The Village of Plainfield believes in
Responsive and Responsible Government
Delivered Efficiently and Effectively
By Professional Public Servants
With Empathy and Humility
Page 28
ADMINISTRATION/FINANCE
The Clerk’s office is responsible for notice publication of all Village Meetings, the official keeper of
Village records, ordinances and minutes, FOIA requests, registering voters and early voting. The Clerk’s
office also oversees the administration of the community access cable television channel (Channel 6).
Performance Measures – Clerk’s Office
Management Services
The Management Services Department is managed by the Management Services Director and is
responsible for all accounting, financing and financial reporting functions of the Village, including
Accounts Payable, Accounts Receivable, Miscellaneous Billing, Human Resources/Payroll, Utility Billing,
Revenue Collections, and investment of the Village’s funds. Management Services also oversees the
administration of the Facility Management Program. The Management Services Department is also
responsible for the preparation, presentation, and administration of the annual Village budget. Trend
analysis of revenues and expenditures are continuously reviewed and projected throughout each
budget year.
The Village is audited annually by an external independent accounting firm to assure compliance with
accounting standards and reporting along with local, state, and federal regulations. Internal controls
are reviewed to assure the safeguard of assets and to prevent irregularities. The Management Services
Department throughout the year works to assure that the Village is in compliance with financial and
reporting regulations, and ensuring that internal controls are maintained.
Management Services Key Objectives
• To invest funds in accordance with the Village’s Investment Policy
• To provide responsive accounting services within generally accepted accounting principles
• To provide timely, accurate and complete reporting
• To monitor, plan and report on the fiscal health of the Village
• To complete all statutory or mandated reporting requirements
• To promote outstanding customer service
Performance Measures 2010 2011 2012 2013 2014 2015 2016 2017
Processing of Ordinances 53 65 57 43 62 51 42 53
Processing of Resolutions 18 23 27 19 10 26 12 15
Village Board Meetings Minutes/Agendas 28 27 29 34 28 21 21 22
COW Workshop Meetings/Agendas 19 21 16 18 14 18 23 20
FOIA Requests Processed 230 198 275 265 270 349 370 417
Early Voting (when applicable) 1,166 162 2,959 173 1874 237 5,310 519
Page 29
ADMINISTRATION/FINANCE
Management Services Performance Measures – Accounts Payable/Payroll
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Checks Issued:
Accounts Payable
Payroll Checks
3,701
629
3,493
487
3,411
345
2,824
370
3,556
417
3,467
424
3,379
390
3,383
406
No. of direct deposits 4,644 4,245 4,470 4,549 4,763 4,884 4,932 5,045
Total Payroll
Processed 5,273 4,732 4,815 4,919 5,180 5,308 5,322 5,451
Management Services Performance Measures – Utility Billing
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Water Billing
Activity:
# of metered
accts
148,031 151,816 153,205 154,914 156,826 159,281 161,593
Total Water
consumption
billed: (cubic
feet)
145,507,083 154,350,603 163,826,191 158,288,569 147,821,768 143,551,989 148,331,627
Residential
Commercial
Industrial
111,002,800
20,570,922
13,933,361
123,367,085
16,671,638
14,311,880
123,441,600
22,609,487
17,775,104
125,383,157
13,257,815
19,647,597
115,777,283
13,161,991
18,882,494
107,567,800
17,301,547
18,682,642
110,035,300
18,936,800
19,359,527
Total Water
Bill
Transactions:
148,031 151,816 153,205 154,914 156,826 159,281 161,593
Lockbox
Direct Debit
Front desk
65,975
26,616
55,440
65,059
27,044
59,713
81,208
28,463
43,534
75,841
32,178
46,895
75,682
35,059
46,085
76,647
37,743
44,891
76,937
39,569
45,087
Page 30
ADMINISTRATION/FINANCE
Community Relations Program
The Community Relations Program includes Village marketing, communications, and public/community
relations activities. These efforts include: the Village web site, Settlers’ Park programming, the Village’s
social media efforts, intergovernmental/community projects and events, and Village publications.
Community Relations Program Highlights
• Distribute and publicize Village news and information via Village publications (newsletters,
press releases), digital billboards, water bills, E-News Updates, the Village web site, Facebook,
and Twitter.
• Maintain the Village web site and use it to share Village information and news.
• Coordinate, write, edit, and lay out the Village newsletter, the Village Voice.
• Special event coordination including Hunger Action Month, the How-To Fair, and Settlers’ Park
Programming. For Settlers’ Park, this includes coordination of all aspects of the annual summer
concert and movie series - schedules, event hotline, bands, movies, publicity, concessions,
community group participation, and sponsorships.
FY 2018-2019 Community Relations Key Objectives
• Continue to use weekly E-News Updates, Economic Development E-News Updates, Village
Voice newsletters, water bill inserts, press releases, the Village web site, social media, Plainfield
Community Television (PCT), and local media outlets to publicize and distribute Village news
and information.
• Utilize the digital billboards for public service announcements and to promote
Village/community events.
• Continue to add/update information on the Village web site.
• Promote E-News and Economic Development E-News Updates and continue increasing the
number of subscribers.
• Strategic Plan – Assist with the completion of action items and help complete plan updates.
• Continue to expand the use of social media to reach out to residents and to publicize Village
news and information.
• Community Projects:
o Work with other agencies/groups to assist in publicizing their events through E-News,
the Village web site, the digital billboards, and social media.
o Continue Hunger Action Month activities in conjunction with the Northern Illinois Food
Bank, Plainfield Area Interfaith Food Pantry, Plainfield Park District, Plainfield Public
Library District, Plainfield School District 202, C.W. Avery Y.M.C.A, and the Plainfield
Area Chamber of Commerce.
o Help organize, coordinate, and publicize the 2018 How-To Fair with the Plainfield Public
Library District and Plainfield Park District.
o Coordinate and publicize the annual Toys for Tots collection.
• Settlers’ Park Concerts & Movies:
o Continue event/series sponsorship program for concerts and movies.
o Work with other jurisdictions/groups to coordinate activities/offerings at the movies.
Page 31
ADMINISTRATION/FINANCE
Community Relations Performance Measures
2011 2012 2013 2014 2015 2016 2017
Concerts 3 3 3 3 3 3 3
Movies 4 4 3
(1
rainout)
4 3
(1
rainout)
3
(1
rainout)
4
Sponsorship Dollars $4,500 $4,500 $4,000 $4,500 $4,000 $3,500 $3,500
Concessions $283 $608 $236 $481 ($111) $83.25 $204.09
Press Releases* 42 33 34 16 14 15 11
Village Voice Newsletters 3 3 4 4 4 4 4
E-News Subscribers 1,433 1,902 2,444 2,850 3,227 3,823 4,190
E-News Updates 59 57 56 55 53 54 55
ED E-News Subscribers 277 436 585 677 754 775 880
ED E-News Updates 7 8 6 2 1 1 1
Facebook Posts** (Village
of Plainfield IL only)
132 109 238 224 271 257 253
Tweets** (@Plainfield IL
only)
133 143 236 221 243 245 226
*Does not include Police Department Press Releases.
**The Village joined Facebook and Twitter in December 2010 and has three Facebook and three Twitter accounts (one each
for the Village, Public Works, and the Police Department). The statistics listed are for the Village accounts only to provide a
snapshot of activity.
Facility Management Program
The Facility Management Program reflects expenses related to the cleaning, upkeep and maintenance
of Village Hall. This program is coordinated through the Management Services Division; however
facility maintenance issues are managed by the Public Works Facility Maintenance Crew Leader and
staff. The custodial services are currently provided contractually, with the exception of non-routine
cleaning and miscellaneous maintenance projects such as carpet cleaning and floor waxing. Certain
tasks such as generator, HVAC, various electrical and elevator maintenance and repairs and annual
inspections are also contracted with outside vendors.
Page 32
ADMINISTRATION/FINANCE
Human Resources Program
The Human Resources Division is responsible for the oversight of recruitment, testing, selection, staff
development and training, performance evaluation, labor relations, discipline, management of
employee benefit programs, workplace wellness program initiatives, worker’s compensation and risk
management programs, and administration and interpretation of Village personnel policies and
procedures. Employee benefit programs include medical, dental, life, and supplemental insurance
programs, IMRF pension and disability programs, unemployment compensation, 457 deferred
compensation, vacation, sick leave, holiday pay programs, and wellness programs. This division is also
responsible for payroll administration, processing, and compliance with federal and state reporting.
Human Resources FY 2018-2019 Key Objectives
• Employee Wellness Program – Continue to increase awareness of our Village Employee
Wellness Program and maintain/increase employee participation (currently at 80%). Continue
to attain the highest wellness program level established by our Intergovernmental Personnel
Benefits Cooperative (IPBC). Focus on behavioral outcomes and benchmarking utilizing private
and public programs as the gold standard. These programs include:
o Employee Health Fair/Wellness Kick Off Programs.
o On-site (live) and online educational wellness programming and presentations.
o Chair Employee Benefit/Wellness Committee to help employees:
• Educate and become better consumers of their health benefits.
• Understand the benefits of participating in wellness initiatives.
• Assist the Village with plan design and cost containment strategies.
• Wellness Recognition – Continue the Village’s commitment to employee wellness in the
workplace. Continue activities in support of wellness programming and employer/employee
recognition.
• Monitor the ongoing updates of all federal, state and local employment requirements. Ensure
that the Village remains in compliance.
• Enhance the Village’s loss prevention efforts to reduce the cost of worker’s compensation:
o Implement the goals and objectives determined by the Southwest Agency for
Risk Management (SWARM) Pool.
o Continue to create and deliver Best Practices platform and training.
o Foster alliances with third party providers to help meet our safety/risk goals.
• Continue to expand online tools to enhance supervisory reporting and communication within
New World “E-Suites”.
• Using our compensation/organization structure study, continue evaluating trends to streamline
an effective performance evaluation process.
• Assist in employee recognition and the development of personnel through training programs
structured for every level of employee.
• Continue Employee Relations by delivering effective, informative messages to our employees
utilizing various communication avenues.
• Succession Planning – Help Management recognize upcoming talent attrition and to identify
areas of internal gaps. Work to proactively gather and share knowledge before attrition begins.
Page 33
ADMINISTRATION/FINANCE
Information Technology Program
The IT Department is responsible for supporting the email, telephone and voicemail systems for all
Village facilities. Information Technology plays a vital role in the implementation of new software
projects, acquisition of new computer and network equipment, designing and supporting the Village’s
public website, and supporting the Village’s existing software systems. The IT Department consists of
an IT Director, and two IT Specialists; one for Police and one for Geographical Information Systems
(GIS).
The Information Technology Department implemented a help desk ticket tracking software program in
2012.
Calendar Year Tickets Closed
2012 1528
2013 1273
2014 1221
2015 1810
2016 1693
2017 1083
Information Technology FY 2018-2019 Key Objectives
The IT Department will continue to refresh technology equipment as upgrades are needed. In FY18-19,
replacements for desktop computers, iPads and iPhones are planned. Additionally, a refresh of the
network infrastructure is budgeted. This will bring switches, routers and other network equipment up-
to-date and plan for future growth.
The IT Department also plans to expand on end-user security training and develop additional GIS
applications. Finally, the IT Department will continue to look for ways to improve efficiencies in day-to-
day operations through the use of different software tools.
Page 34
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
2019
Proposed
Budget
1,081,806 1,231,614 1,279,816 1,272,722 1,373,500 1,421,300
406,536 470,288 492,620 505,693 595,580 602,230
8,766 9,246 9,382 11,066 12,440 13,566
87,925 92,049 90,263 96,020 100,500 107,950
3,450,917 3,630,645 3,806,041 4,355,814 4,438,885 4,558,054
467,149 399,103 439,745 103,520 327,400 340,200
Sub-total $5,503,099 $5,832,945 $6,117,867 $6,344,835 $6,848,305 $7,043,300
3,003,025 3,295,000 2,378,289 2,189,567 0 350,000
$8,506,124 $9,127,945 $8,496,156 $8,534,402 $6,848,305 $7,393,300
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Administration/Finance Summary
2018-2019 Fiscal Year Budget
Unit: 04 - Administration/Finance
Total Administration/Finance
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Other
Transfers
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
2019
Proposed
Budget
Admin/Finance Expense History
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Other
Page 35
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Unit: 04 - Administration/Finance
Contrac - Contractual Services
Fees to Refuse Hauler 3,186,306 3,342,145 3,669,782 3,808,325 3,820,000 3,940,079
Bad Debt Expense 0 0 134,093 0 0 0
$3,186,306 $3,342,145 $3,803,875 $3,808,325 $3,820,000 $3,940,079
Salaries-President 20,000 20,000 20,000 24,000 24,000 24,000
Salaries-Elected Officials 20,500 21,700 24,100 25,000 25,000 25,000
Salaries-Liquor Commissioner 1,500 1,500 1,500 1,500 1,500 1,500
Salaries-Treasurer 2,500 2,500 2,500 2,500 2,500 2,500
$44,500 $45,700 $48,100 $53,000 $53,000 $53,000
FICA 2,549 2,616 2,783 3,300 3,300 3,300
Medicare 596 612 651 780 780 780
IMRF 386 769 862 900 900 0
Employee Insurance 88 99 92 150 150 150
Travel/Training 7,655 5,306 3,844 10,000 8,000 10,000
$11,274 $9,402 $8,232 $15,130 $13,130 $14,230
SUPP - Supplies and Commodities
Replacement Supplies 894 0 85 3,000 1,000 3,000
Dues & Subscriptions 33,224 33,896 38,761 35,000 38,000 40,000
$34,118 $33,896 $38,846 $38,000 $39,000 $43,000
Contrac - Contractual Services
Public Relations 49,262 56,242 113,975 115,000 115,000 115,000
Cable TV 929 13 17,086 10,000 5,000 10,000
$50,191 $56,255 $131,061 $125,000 $120,000 $125,000
Economic Incentive Rebate 329,790 298,678 36,008 175,000 150,000 175,000
$329,790 $298,678 $36,008 $175,000 $150,000 $175,000
$469,873 $443,931 $262,247 $406,130 $375,130 $410,230
Administration/Finance Detail
2018-2019 Fiscal Year Budget
General Fund
Division: 00 - Non-Divisional
Division: 01 - Legislative Program
Expenditures
Total: Salaries and Wages
BEN - Benefits
Total: Non-Divisional
SAL - Salaries and Wages
Total: Benefits
OTHER - Other
Total: Other
Total: 01 - Legislative Program
Total: Supplies & Commodities
Total: Contractual Services
Page 36
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Administration/Finance Detail
2018-2019 Fiscal Year Budget
General Fund
Salaries-Full Time 621,569 666,169 688,352 710,000 710,000 745,000
Salaries-Part Time 42,061 41,519 45,066 50,000 50,000 50,000
Salaries-Overtime 266 372 339 1,000 3,000 1,800
$663,896 $708,060 $733,757 $761,000 $763,000 $796,800
FICA 37,453 40,327 40,633 47,500 47,500 48,800
Medicare 9,600 10,239 10,673 11,000 11,000 11,400
IMRF 77,952 74,515 83,198 84,000 84,000 86,500
Employee Insurance 85,907 97,626 102,071 109,000 105,000 119,000
Deferred Comp. Contribution 20,933 22,438 24,321 25,000 25,000 28,000
Travel/Training 11,341 11,507 9,488 15,000 12,000 15,000
IL Unemployment Insurance 3,747 3,372 3,506 7,000 5,000 5,000
$246,933 $260,024 $273,890 $298,500 $289,500 $313,700
UTIL - Utilities
Telephone/Internet 3,447 3,496 4,094 5,000 4,500 5,000
Cellular Phones/Pagers 1,444 2,113 3,004 2,500 3,000 3,000
$4,891 $5,609 $7,098 $7,500 $7,500 $8,000
SUPP - Supplies and Commodities
Office Supplies/Postage 33,572 32,692 30,163 30,000 30,000 30,000
Dues & Subscriptions 3,764 3,277 4,072 5,000 4,500 5,000
Gas/Oil/Mileage/Carwash 8,513 7,704 8,260 9,500 9,500 9,500
$45,849 $43,673 $42,495 $44,500 $44,000 $44,500
Contrac - Contractual Services
Maintenance Contracts/Lease 3,957 8,491 7,908 8,000 8,000 8,000
Recording Fees 1,024 254 1,379 2,000 2,000 1,500
Legal Notices 1,729 1,452 1,600 2,500 2,500 2,500
Legal Fees 49,595 33,701 30,736 50,000 40,000 45,000
Contractual Services 90,591 89,742 85,320 75,000 75,000 80,000
Engineering Fees 0 0 2,283 5,000 0 0
$146,896 $133,640 $129,226 $142,500 $127,500 $137,000
OTHER - Other
Office Furniture & Equipment 2,927 1,475 4,632 5,000 4,000 5,000
Contingencies 30,000 36,483 18,750 45,000 20,000 45,000
$32,927 $37,958 $23,382 $50,000 $24,000 $50,000
Total: 02 - Administration $1,141,392 $1,188,964 $1,209,848 $1,304,000 $1,255,500 $1,350,000
Division: 02 - Administration Program
Total: Salaries and Wages
Total: Benefits
BEN - Benefits
Total: OTHER - Other
SAL - Salaries and Wages
Total: UTIL - Utilities
Total: Supplies & Commodities
Total: Contractual Services
Page 37
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Administration/Finance Detail
2018-2019 Fiscal Year Budget
General Fund
Salaries-Full Time 92,540 94,786 96,782 101,000 101,000 103,000
$92,540 $94,786 $96,782 $101,000 $101,000 $103,000
FICA 5,485 5,677 5,592 6,200 6,200 6,400
Medicare 1,283 1,328 1,308 1,450 1,450 1,500
IMRF 10,929 10,915 11,059 11,500 11,500 11,700
Employee Insurance 17,153 17,615 18,563 20,700 20,700 22,500
Deferred Comp. Contribution 3,472 3,516 3,561 4,000 4,000 4,000
Travel/Training 224 164 143 1,500 500 1,500
$38,546 $39,215 $40,226 $45,350 $44,350 $47,600
UTIL - Utilities
Telephone/Internet 338 328 409 500 500 500
$338 $328 $409 $500 $500 $500
SUPP - Supplies and Commodities
Office Supplies/Postage 58 42 81 750 200 700
Dues & Subscriptions 110 136 525 750 600 750
Gas/Oil/Mileage/Carwash 0 0 0 100 100 100
$168 $178 $606 $1,600 $900 $1,550
Contrac - Contractual Services
Public Relations 6,614 7,565 8,157 17,000 10,000 12,000
Marketing and Promotions 0 1,200 0 2,500 1,000 2,250
Settler's Park 5,797 5,641 4,863 7,500 7,000 7,500
Contractual Services 0 0 0 2,500 1,000 2,250
$12,411 $14,406 $13,020 $29,500 $19,000 $24,000
OTHER - Other
Software-Capital $0 $0 $0 $2,500 $0 $0
$0 $0 $0 $2,500 $0 $0
Total: 03-Community Relations $144,003 $148,913 $151,043 $180,450 $165,750 $176,650
Division: 03 - Community Relations Program
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
SAL - Salaries and Wages
Total: OTHER - Other
Total: Benefits
Total: UTIL - Utilities
Total: Salaries and Wages
Page 38
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Administration/Finance Detail
2018-2019 Fiscal Year Budget
General Fund
Salaries-Full Time 30,650 32,856 33,937 50,000 50,000 51,000
Salaries-Overtime 2,603 2,836 1,705 2,500 2,500 2,500
$33,253 $35,692 $35,642 $52,500 $52,500 $53,500
FICA 1,918 2,122 2,245 3,300 3,300 3,400
Medicare 449 496 525 800 800 800
IMRF 3,842 4,036 4,221 5,500 5,500 5,900
Employee Insurance 7,887 8,561 9,200 14,000 12,000 15,000
$14,096 $15,215 $16,191 $23,600 $21,600 $25,100
SUPP - Supplies and Commodities
Building Supplies 5,460 7,276 9,970 7,500 7,500 10,000
$5,460 $7,276 $9,970 $7,500 $7,500 $10,000
Contrac - Contractual Services
Contractual Services 37,333 38,552 32,624 40,000 38,000 40,000
$37,333 $38,552 $32,624 $40,000 $38,000 $40,000
OTHER - Other
Building Improvements 2,235 52,995 0 40,000 35,000 40,000
$2,235 $52,995 $0 $40,000 $35,000 $40,000
Total: 04-Facility Management $92,377 $149,730 $94,427 $163,600 $154,600 $168,600
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Total: Benefits
SAL - Salaries and Wages
Total: Salaries and Wages
Division: 04 - Facility Management Program
Page 39
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Administration/Finance Detail
2018-2019 Fiscal Year Budget
General Fund
Salaries-Full Time 172,901 174,347 135,412 165,000 165,000 167,000
Salaries-Overtime 0 0 0 500 0 500
$172,901 $174,347 $135,412 $165,500 $165,000 $167,500
FICA 10,605 10,843 8,014 10,500 10,500 10,500
Medicare 2,480 2,536 1,874 2,500 2,500 2,500
IMRF 20,491 20,427 15,422 19,000 19,000 19,000
Employee Insurance 19,510 24,373 25,578 43,500 38,000 40,000
Deferred Comp. Contribution 6,627 6,707 2,895 7,000 6,000 7,000
Travel/Training 3,683 2,238 4,494 6,500 5,500 6,500
$63,396 $67,124 $58,277 $89,000 $81,500 $85,500
UTIL - Utilities
Telephone/Internet 675 672 819 1,000 1,000 1,000
Cellular Phones/Pagers 360 360 120 600 500 600
$1,035 $1,032 $939 $1,600 $1,500 $1,600
SUPP - Supplies and Commodities
Office Supplies/Postage 1,184 902 969 1,500 1,000 1,500
Dues & Subscriptions 1,976 944 613 3,200 1,800 3,200
Gas/Oil/Mileage/Carwash 1,003 1,163 282 1,400 800 1,400
$4,163 $3,009 $1,864 $6,100 $3,600 $6,100
Contrac - Contractual Services
Public Relations 11,194 11,360 10,627 12,000 12,000 12,300
Marketing and Promotions 160 0 0 300 0 0
Contractual Services 6,023 5,188 6,463 8,000 6,000 8,000
$17,377 $16,548 $17,090 $20,300 $18,000 $20,300
OTHER - Other
Software-Capital 218 0 0 0 0 0
$218 $0 $0 $0 $0 $0
Total: 06 - Human Resources $259,090 $262,060 $213,582 $282,500 $269,600 $281,000
Total: UTIL - Utilities
BEN - Benefits
SAL - Salaries and Wages
Total: Salaries and Wages
Division: 06 - Human Resources Program
Total: Benefits
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Page 40
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Administration/Finance Detail
2018-2019 Fiscal Year Budget
General Fund
Salaries-Full Time 190,423 221,231 222,850 240,000 240,000 247,000
Salaries-Part Time 34,101 0 0 0 0 0
Salaries-Overtime 0 0 179 500 0 500
$224,524 $221,231 $223,029 $240,500 $240,000 $247,500
FICA 13,790 13,386 13,700 15,000 15,000 15,500
Medicare 3,225 3,131 3,204 3,500 3,500 2,600
IMRF 26,396 25,241 25,141 28,000 28,000 28,000
Employee Insurance 35,256 47,260 39,121 56,000 42,000 46,000
Deferred Comp. Contribution 5,785 3,627 8,525 7,000 7,000 9,500
Travel/Conventions/Training 11,591 8,995 19,186 14,500 14,000 14,500
$96,043 $101,640 $108,877 $124,000 $109,500 $116,100
UTIL - Utilities
Telephone/Internet 338 328 409 500 500 500
Cellular Phones/Pagers 2,644 2,085 2,211 2,340 2,340 2,966
$2,982 $2,413 $2,620 $2,840 $2,840 $3,466
SUPP - Supplies and Commodities
Office Supplies/Postage 1,389 924 1,425 1,400 1,400 1,400
Dues & Subscriptions 390 554 539 700 700 700
Gas/Oil/Mileage/Carwash 512 50 275 400 400 400
Uniforms 0 703 0 300 300 300
$2,291 $2,231 $2,239 $2,800 $2,800 $2,800
Contrac - Contractual Services
Software Licensing/Renewals 177,184 191,734 220,552 255,380 250,000 252,375
Contractual Services 2,947 12,761 8,366 17,880 21,000 19,300
$180,131 $204,495 $228,918 $273,260 $271,000 $271,675
OTHER - Other
Server/Network Supplies 18,331 39,044 33,661 47,900 47,900 55,200
Computers 15,602 11,070 10,469 12,000 10,000 20,000
$33,933 $50,114 $44,130 $59,900 $57,900 $75,200
Total: 08 - IT Program $539,904 $582,124 $609,813 $703,300 $684,040 $716,741
Transfer to Tort Immunity 95,000 0 0 0 0 0
Transfer to Capital 3,200,000 2,378,289 2,189,567 0 0 350,000
$3,295,000 $2,378,289 $2,189,567 $0 $0 $350,000
Total: Administration/Finance $9,127,945 $8,496,156 $8,534,402 $6,848,305 $6,724,620 $7,393,300
Total: Supplies & Commodities
Total: UTIL - Utilities
Total: Transfers
Total: OTHER - Other
Total: Salaries and Wages
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Total: Contractual Services
Division: 08 - IT Program
Transfers
Page 41
POLICE DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Plainfield Police Department, under the leadership and direction of the Chief of Police John
Konopek, is comprised of three primary divisions, each overseen by a sworn Commander. The Patrol,
Administration, and Community Service Commanders are responsible for their own budget cost
centers, as are three ‘stand-alone’ sections – Executive, Courts, and the Records Section which was
broken out from the Administration Division.
Each of these cost centers will be addressed individually, and also work together as one entity. The
Plainfield Police Department stands by a community policing philosophy, involving citizen interactions
and response, directed enforcement, and problem-solving. The Department was reaccredited in 2017
by the Commission on Accreditation for Law Enforcement Agencies (CALEA), and continues to maintain
high professional and law enforcement standards.
Police Administration - Executive
This section represents the Office of the Chief, as well as facility-specific costs. The majority of
increases in this Divisions bottom line were the result of full-time salaries and benefits; both consistent
with normal cost of living increases and insurance cost swells.
Police Operations - Patrol
Police Operations is more than half of the Police Department’s total budget, representing Patrol and
Traffic officer salaries, uniforms, training, ammunition, range maintenance and wireless
communications.
Police Operations includes Patrol Platoons, and also the K-9 Unit which is available to answer a wide
array of calls for service. The Traffic Unit provides specialized services in addition to patrol coverage
with focus on DUI enforcement, overweight truck enforcement, accident reconstruction, and seat belt
enforcement. The community is ALWAYS our number one priority, and we will continue our
commitment to serve and protect.
The Patrol division is looking to hire two new officers in the 2018-2019 budget year. This in addition to
training and necessary equipment for the two new officers and normal cost of living increases as well
as benefit related adjustments explains the increase in the Patrol Division.
Page 42
POLICE DEPARTMENT
Administration Division
The Administration Division is comprised of the following units and functions that report to the
Administration Commander:
• Criminal Investigations
• Records Unit
• Law Enforcement Accreditation/Policy Development
• Property/Evidence Control.
The Administration Division includes a new Property/Evidence position being added to this division. A
current Sergeant position has also been reassigned to Administration from the Records Division for this
fiscal year.
Records Division
The Records Unit responsibilities include central records safeguarding, case report data entry, front
desk calls for service, FOIA, sex offender registration, Illinois Uniform Crime Reporting, and insurance
requests.
A significant change to the 2018-2019 fiscal budget for the Records Unit was the property assistant as
well as the Administrative Sergeant position being reassigned to the Administration Division.
Non-Departmental/Capital/Contingencies
Seizure Expenditures as well as Special Activities expenses have remained unchanged. Seizure
expenses are paid through revenues restricted only for specific Police purposes and cannot be used for
General Fund operations.
Capital Equipment expenses increased due to equipment and technology upgrades for the Starcom
Radio system. This budgeted expense is in its second year of a two-year plan.
Community Services Division
The Community Services Division is comprised of a Sergeant, D.A.R.E Officers, School Resource Officers,
an Executive Assistant, and Police Chaplains.
Personnel reassignments that affected this division’s budget for fiscal year 2019 include reassigning the
PEMA Commander position from PEMA into this division.
Page 43
POLICE DEPARTMENT
Courts Services Division
The Courts Services Division represents the salary and benefit expenses of the Associate Prosecutor
and two court technicians; one (1) full-time and one (1) part-time.
Consistent with last fiscal year, this Division includes the Deferred Prosecution Program. The Deferred
Prosecution Program is an intense 6-week (9 hours per week) community-based intervention program
for first offenders 13–18 years old. Kids in this program would be educated on social and life skills,
anger management, the legal system; and also be provided professional counseling. Upon completion
of the program, cases are dismissed with permission of the presiding Judge.
PEMA
The PEMA Budget represents the overall operating expenses of this unit.
The PEMA organization is a very valuable asset to the Village in providing manpower/service in all
major events or disasters with approximately 30 volunteers dedicating numerous hours for trainings,
meetings, and call-outs when requested.
PEMA has a sub-team – Search and Rescue (SAR); which is a specifically trained response team and an
advanced component of PEMA.
The fiscal year 2019 budget reflects a reduction in this division due to a reassignment of the PEMA
Commander’s salary and benefits to the Community Service Division.
Police Commission
The Police Commission Budget covers expenses for a part-time secretary who handles meeting
agendas, minutes and other administrative tasks. The Police Commission saw no increase in the 2016-
2017 Budget.
FY 2018-2019 Key Objectives
1. Continue to evaluate performance standards for qualitative and quantitative measures within
patrol and ancillary positions, modify as necessary.
2. Continue to update the rolling three (3) year Strategic Plan.
3. Evaluate community/neighborhood/patrol programs and modify or discontinue as applicable.
4. Continue to seek grant funding or other funding sources; and efficiently and effectively use the
resources provided; to protect and serve the Village of Plainfield.
5. Continue to increase communication with the community through social media and direct
interaction.
Page 44
POLICE DEPARTMENT
PERFORMANCE MEASURES 2013 2014 2015 2016 2017
Calls Responded To 34,570 33,345 34,026 34,176 28,196
Total Traffic Citations 9,819 7,947 6,964 6,843 4,559
Total DUI Arrests 107 91 67 68 67
Total Occupant Restraint Citations 1,465 924 651 350 294
Total Crashes 1,121 1,109 1,225 1,156 1,081
DARE Program Student Attendance 1,200 1,050 1,200 1,000 855
Battery 119 136 140 150 102
Burglary to Motor Vehicle 99 91 68 87 36
Suicide/Attempt 34 34 29 55 43
Sexual Assault 8 10 9 10 13
Retail Theft 80 88 105 96 111
Operating Uninsured Motor Vehicle –OUMV 1,253 975 787 788 650
IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND
PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE
Page 45
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Salaries and Wages 6,291,602 6,518,609 6,673,211 6,839,442 7,224,513 7,435,515
Benefits 2,667,912 2,775,608 2,840,912 3,064,648 3,521,070 3,520,301
Utilities 67,354 58,674 57,103 57,217 63,170 65,152
Supplies and Commodities 355,748 350,213 296,740 284,324 408,495 356,995
Contractual Services 1,007,377 1,226,397 1,040,595 1,067,694 1,263,632 1,203,992
Other 31,890 34,050 42,164 50,006 152,480 190,000
Total - Police Department $10,421,883 $10,963,551 $10,950,725 $11,363,331 $12,633,360 $12,771,955
Classification
Fund: 01 - General Fund
Expenditures
Total Police Department
General Fund
Police Division Summary
2018-2019 Fiscal Year Budget
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Police Division Expense History
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Other
Page 46
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 01 - General Fund
Expenditures
Unit: 05 - Police Department
SAL - Salaries and Wages
Salaries-Full Time 280,675 291,464 302,897 315,000 310,000 316,160
Salaries-Part Time 30,993 31,268 19,966 26,296 30,000 32,364
Salaries-Overtime 461 978 819 3,000 900 1,000
$312,129 $323,710 $323,682 $344,296 $340,900 $349,524
BEN - Benefits
FICA 18,378 18,788 18,486 21,346 20,000 21,794
Medicare 4,377 4,544 4,532 5,000 4,650 5,105
IMRF 21,432 21,602 21,038 23,375 21,500 24,333
Employee Insurance 62,532 61,577 59,862 66,780 66,780 69,226
Deferred Comp. Contrib.7,471 7,601 5,940 8,000 8,000 8,000
Travel/Training 2,957 5,023 3,888 9,975 5,000 6,000
Education/School 4,000 2,000 433 6,000 6,000 3,000
Unemployment Insurance 19,460 17,244 17,279 20,000 19,000 20,000
$140,607 $138,379 $131,458 $160,476 $150,930 $157,458
UTIL - Utilities
Telephone/Internet 1,612 1,082 1,283 605 1,300 1,300
Cellular Phones/Pagers 1,320 1,117 997 1,644 650 672
$2,932 $2,199 $2,280 $2,249 $1,950 $1,972
SUPP - Supplies and Commodities
Office Supplies/Postage 7,070 5,103 5,052 11,950 7,000 8,000
Replacement Supplies 1,052 1,096 707 3,500 1,000 1,500
Dues & Subscriptions 3,734 4,280 3,772 7,050 4,000 4,500
Gas/Oil/Mileage/Carwash 856 1,127 1,343 3,700 1,000 1,500
Uniforms/Clothing 3,079 1,602 2,345 1,800 1,000 1,800
$15,791 $13,208 $13,219 $28,000 $14,000 $17,300
Contrac - Contractual Services
Maintenance Contracts/Lease 8,262 6,104 6,710 7,190 6,800 7,190
Custodian 56,663 78,777 52,223 70,000 50,000 55,000
Vehicle Maintenance 583 316 1,340 2,500 1,000 2,500
Contractual Services 3,301 5,564 5,465 8,000 6,500 8,000
$68,809 $90,761 $65,738 $87,690 $64,300 $72,690
Total: Administration Program $540,268 $568,257 $536,377 $622,711 $572,080 $598,944
Total: Supplies & Commodities
Division: 02 - Administration Program
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Contractual Services
Page 47
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 3,148,851 3,124,054 3,329,740 3,646,099 3,646,099 3,880,842
Salaries-Part Time 0 0 0 272,197 260,000 275,000
Salaries-Overtime 357,231 376,622 263,296 380,000 335,000 350,000
$3,506,082 $3,500,676 $3,593,036 $4,298,296 $4,241,099 $4,505,842
BEN - Benefits
FICA 209,652 202,401 214,599 266,494 240,000 279,350
Medicare 49,459 48,109 50,935 62,325 60,000 65,350
IMRF 6,259 6,235 6,289 54,538 45,000 53,500
Employer Pension Contrib.898,172 948,549 1,101,142 1,370,000 1,370,000 1,370,000
Employee Insurance 577,536 512,323 528,507 630,739 600,000 645,885
Deferred Comp. Contrib.83,770 80,676 91,162 85,000 90,000 95,000
Travel/Training 36,421 39,388 35,571 46,100 40,000 48,000
$1,861,269 $1,837,681 $2,028,205 $2,515,196 $2,445,000 $2,557,085
UTIL - Utilities
Telephone/Internet 23,104 24,055 24,799 27,180 25,000 27,180
Cellular Phones/Pagers 7,153 5,792 5,005 6,564 5,000 5,500
$30,257 $29,847 $29,804 $33,744 $30,000 $32,680
SUPP - Supplies and Commodities
Office Supplies/Postage 13,360 11,385 13,298 13,000 13,000 13,500
Replacement Supplies 13,240 13,265 15,850 17,000 17,000 18,000
Dues & Subscriptions 1,108 1,893 1,388 3,400 2,000 3,400
Gas/Oil/Mileage/Carwash 92,237 60,579 63,833 100,000 73,000 80,000
K-9 Unit 7,099 5,195 4,514 4,000 5,000 4,000
Uniforms/Clothing 31,151 34,252 32,246 33,850 33,850 38,000
Ammunition/Weapons 25,593 26,300 25,791 28,000 28,000 28,000
Bike Unit 1,679 1,536 0 2,000 1,000 2,000
$185,467 $154,405 $156,920 $201,250 $172,850 $186,900
Contrac - Contractual Services
Traffic Programs 20,061 9,482 21,124 23,000 23,000 23,000
Radio Maintenance 0 0 272 2,000 1,500 2,000
Maintenance Contracts/Lease 1,836 6,937 11,702 11,392 13,000 11,392
Vehicle Maintenance 47,593 42,543 68,997 65,000 50,000 50,000
Contractual Services 0 0 14,533 15,000 15,000 15,000
Contractual Svcs - WESCOM 648,667 591,023 564,842 593,000 593,000 593,000
Animal Control 0 0 0 14,000 14,000 14,000
$718,157 $649,985 $681,470 $723,392 $709,500 $708,392
Total: Police Operations $6,301,232 $6,172,594 $6,489,435 $7,771,878 $7,598,449 $7,990,899
Total: Supplies & Commodities
Total: Contractual Services
Total: Salaries and Wages
Division: 51 - Police Operations
Total: Benefits
Total: Utilities
Page 48
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 1,166,290 1,255,762 1,290,356 859,940 859,940 1,073,460
Salaries-Overtime 119,676 119,925 94,859 113,000 90,000 100,000
$1,285,966 $1,375,687 $1,385,215 $972,940 $949,940 $1,173,460
BEN - Benefits
FICA 77,745 84,120 84,084 60,322 60,322 73,561
Medicare 18,182 19,673 19,883 14,108 14,108 17,204
Employee Insurance 159,451 196,175 210,770 152,801 170,000 187,774
Deferred Comp. Contrib.38,695 40,170 40,468 32,000 42,000 45,000
Travel/Training 9,027 12,821 12,632 13,600 13,600 15,600
$303,100 $352,959 $367,837 $272,831 $300,030 $339,139
UTIL - Utilities
Telephone/Internet 1,282 1,366 1,593 780 1,500 1,500
Cellular Phones/Pagers 7,713 8,945 7,514 5,544 8,000 9,800
$8,995 $10,311 $9,107 $6,324 $9,500 $11,300
SUPP - Supplies and Commodities
Office Supplies/Postage 3,582 5,014 5,294 8,500 5,000 5,500
Replacement Supplies 1,766 4,423 269 12,000 5,000 5,000
Dues & Subscriptions 3,597 3,535 3,512 4,070 4,000 4,070
Gas/Oil/Mileage/Carwash 28,060 19,024 20,480 29,000 20,000 25,000
Crime Scene/Evidence Tech 5,508 4,382 7,338 10,800 10,800 10,000
Uniforms/Clothing 18,054 12,752 10,061 5,300 5,000 7,400
$60,567 $49,130 $46,954 $69,670 $49,800 $56,970
Contrac - Contractual Services
Explorer Program 0 1,455 4,369 2,500 7,000 5,000
Radio Maintenance 0 0 0 500 0 500
Maintenance Contracts/Lease 4,497 3,669 4,048 8,920 8,920 5,000
Vehicle Maintenance 10,729 11,793 12,013 15,500 13,000 15,000
Background Check Svcs.977 3,739 995 2,500 2,500 2,500
Accreditation 4,065 4,065 8,437 8,070 5,000 4,100
$20,268 $24,721 $29,862 $37,990 $36,420 $32,100
Total: Police Administration $1,678,896 $1,812,808 $1,838,975 $1,359,755 $1,345,690 $1,612,969
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Division: 52 - Police Administration
Page 49
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 383,486 392,281 401,678 463,022 434,000 220,344
Salaries-Part Time 0 0 0 0 20,000 35,426
Salaries-Overtime 3,003 3,369 10,112 6,000 6,000 6,000
$386,489 $395,650 $411,790 $469,022 $460,000 $261,770
BEN - Benefits
FICA 23,343 23,683 24,805 29,079 29,079 16,230
Medicare 5,459 5,539 5,806 6,801 6,801 3,796
IMRF 33,113 32,506 33,213 31,086 31,086 23,879
Employee Insurance 106,901 115,948 115,826 129,686 110,000 49,097
Deferred Comp. Contrib.13,843 12,397 11,003 15,000 10,000 10,000
Travel/Training 950 2,025 1,797 2,100 2,100 2,750
$183,609 $192,098 $192,450 $213,752 $189,066 $105,752
UTIL - Utilities
Telephone/Internet 1,282 1,366 1,593 780 1,500 1,500
Cellular Phones/Pagers 0 0 0 1,344 1,344 0
$1,282 $1,366 $1,593 $2,124 $2,844 $1,500
SUPP - Supplies and Commodities
Office Supplies/Postage 7,878 9,486 7,380 13,450 10,000 10,000
Dues & Subscriptions 100 124 87 425 100 425
Uniforms/Clothing 2,409 2,524 1,611 2,400 1,500 1,500
$10,387 $12,134 $9,078 $16,275 $11,600 $11,925
Contrac - Contractual Services
Maintenance Contracts/Lease 5,735 6,025 2,160 4,460 4,460 4,460
$5,735 $6,025 $2,160 $4,460 $4,460 $4,460
Total: Police Records $587,502 $607,273 $617,071 $705,633 $667,970 $385,407
Division: 53 - Police Records
Total: Salaries and Wages
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Page 50
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
Contrac - Contractual Services
Seizure/Forfeiture Exp.309,003 137,908 156,827 225,000 100,000 225,000
$309,003 $137,908 $156,827 $225,000 $100,000 $225,000
Total: Seizure/Forfeiture $309,003 $137,908 $156,827 $225,000 $100,000 $225,000
SAL - Salaries and Wages
Salaries-Special Activities 30,013 35,419 46,555 32,513 85,000 32,513
$30,013 $35,419 $46,555 $32,513 $85,000 $32,513
BEN - Benefits
FICA 1,807 2,120 2,621 2,016 6,000 2,016
Medicare 424 500 620 471 1,500 471
$2,231 $2,620 $3,241 $2,487 $7,500 $2,487
SUPP - Supplies and Commodities
Mobile Field Force 0 0 0 1,000 500 1,000
$0 $0 $0 $1,000 $500 $1,000
Total: Police Special Activities $32,244 $38,039 $49,796 $36,000 $93,000 $36,000
Total: Salaries and Wages
Total: Benefits
Division: 55 - Police Special Activities
Total: Supplies & Commodities
Total: Contractual Services
Division: 54 - Seizure/Forfeiture
Page 51
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 466,179 523,444 556,142 773,336 645,000 920,203
Salaries-Part Time 237,118 203,675 210,280 0 0 0
Salaries-Overtime 27,016 30,884 28,729 25,000 45,000 30,000
$730,313 $758,003 $795,151 $798,336 $690,000 $950,203
BEN - Benefits
FICA 44,669 46,278 47,860 49,497 45,000 58,913
Medicare 10,447 10,823 11,231 11,576 10,000 13,778
IMRF 47,721 46,701 49,462 5,534 5,534 6,445
Employee Insurance 70,144 93,888 113,185 141,293 125,000 169,861
Deferred Comp. Contrib.6,839 6,883 5,100 7,500 7,500 10,000
Travel/Training 3,124 9,872 10,133 11,680 11,680 14,000
$182,944 $214,445 $236,971 $227,080 $204,714 $272,997
UTIL - Utilities
Telephone/Internet 1,282 1,365 1,593 780 2,000 2,000
Cellular Phones/Pagers 3,107 2,710 2,759 6,744 2,800 3,000
$4,389 $4,075 $4,352 $7,524 $4,800 $5,000
SUPP - Supplies and Commodities
Office Supplies/Postage 3,857 2,842 2,898 3,400 3,000 3,100
Replacement Supplies 2,591 1,582 752 5,200 2,500 4,100
Dues & Subscriptions 1,437 1,477 1,904 1,900 1,900 1,900
Gas/Oil/Mileage/Carwash 22,663 14,963 14,878 16,000 13,000 16,000
Uniforms/Clothing 13,679 11,607 5,957 5,500 5,500 5,100
$44,227 $32,471 $26,389 $32,000 $25,900 $30,200
Contrac - Contractual Services
Community Programs 3,182 4,141 3,590 8,200 5,000 5,000
Community Prog-Alc/Tobacco 244 76 145 4,600 2,500 2,500
Radio Maintenance 28,392 33,053 33,761 24,800 24,800 25,800
Maintenance Contracts 3,983 49 1,023 2,180 2,000 2,180
Vehicle Maintenance 7,344 21,218 22,653 14,000 10,000 15,000
DARE Program 2,521 4,829 1,983 5,000 3,000 5,000
Chaplaincy Program 2,405 1,753 2,655 4,600 3,000 3,000
Animal Control 10,030 7,130 7,140 0 0 0
$58,101 $72,249 $72,950 $63,380 $50,300 $58,480
OTHER - Other
Shop With a Cop 11,925 11,022 9,500 10,000 13,500 10,000
$11,925 $11,022 $9,500 $10,000 $13,500 $10,000
Total: Community Services $1,031,899 $1,092,265 $1,145,313 $1,138,320 $989,214 $1,326,880
Total: Contractual Services
Total: OTHER - Other
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Division: 56 - Community Services
Page 52
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 114,789 116,283 121,359 124,000 124,000 131,451
Salaries - Part Time 33,779 43,771 37,461 47,410 47,410 24,252
Salaries-Overtime 0 0 0 1,000 500 1,000
$148,568 $160,054 $158,820 $172,410 $171,910 $156,703
BEN - Benefits
FICA 8,740 9,618 9,695 10,548 10,548 9,716
Medicare 2,044 2,249 2,267 2,467 2,467 2,272
IMRF 17,439 18,149 18,054 20,415 20,415 18,000
Employee Insurance 37,757 35,705 37,630 43,998 43,998 41,474
Deferred Comp. Contrib.4,740 4,773 4,807 5,500 5,500 5,500
Travel/Training 231 1,032 161 3,000 3,000 3,000
$70,951 $71,526 $72,614 $85,928 $85,928 $79,962
UTIL - Utilities
Telephone/Internet 997 1,082 1,283 605 1,500 1,500
Cellular Phones/Pagers 849 0 0 0 0 0
$1,846 $1,082 $1,283 $605 $1,500 $1,500
SUPP - Supplies and Commodities
Office Supplies/Postage 7,472 8,116 8,745 10,000 8,000 10,000
Dues & Subscriptions 8,421 8,713 8,151 9,000 9,000 9,000
Uniforms/Clothing 862 651 564 900 900 600
$16,755 $17,480 $17,460 $19,900 $17,900 $19,600
Contrac - Contractual Services
Maintenance Contracts/Lease 3,036 1,693 1,920 1,920 1,920 1,920
Legal Fees 4,035 3,325 8,405 27,500 15,000 20,000
$7,071 $5,018 $10,325 $29,420 $16,920 $21,920
Total: Court Services $245,191 $255,160 $260,502 $308,263 $294,158 $279,685
OTHER - Other
Office Furniture & Equip.5,096 967 5,864 11,000 5,000 8,000
Machinery and Equipment 2,516 21,242 13,396 107,780 107,780 150,000
$7,612 $22,209 $19,260 $118,780 $112,780 $158,000
Total: Capital $7,612 $22,209 $19,260 $118,780 $112,780 $158,000
OTHER - Other
Contingencies 9,506 6,300 13,888 13,700 10,000 12,000
$9,506 $6,300 $13,888 $13,700 $10,000 $12,000
Total: Contingencies $9,506 $6,300 $13,888 $13,700 $10,000 $12,000
Total: Police Department $10,743,353 $10,712,813 $11,127,444 $12,300,040 $11,783,341 $12,625,784
Division: 93 - Contingencies
Total: Salaries and Wages
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: OTHER - Other
Division: 57 - Court Services
Division: 91 - Capital
Page 53
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 117,567 121,920 124,512 131,200 131,200 0
$117,567 $121,920 $124,512 $131,200 $131,200 $0
BEN - Benefits
FICA 7,115 7,408 7,126 7,750 7,750 0
Medicare 1,685 1,747 1,790 1,813 1,813 0
Employee Insurance 16,936 17,320 18,319 24,336 24,336 0
Deferred Comp. Contrib.3,910 3,965 4,022 4,000 4,000 0
Travel/Training 1,141 600 572 4,000 2,000 4,000
$30,787 $31,040 $31,829 $41,899 $39,899 $4,000
UTIL - Utilities
Telephone/Internet 4,573 4,995 5,347 5,400 5,400 6,000
Cellular Phones/Pagers 4,400 3,228 3,451 5,200 4,000 5,200
$8,973 $8,223 $8,798 $10,600 $9,400 $11,200
SUPP - Supplies and Commodities
Office Supplies/Postage 520 620 303 1,300 1,000 1,000
Replacement Supplies 3,803 5,224 1,473 11,000 6,000 8,000
Dues & Subscriptions 1,369 2,329 1,910 4,000 3,000 4,000
Gas/Oil/Mileage/Carwash 7,933 5,907 5,236 12,000 8,000 10,000
Supplies/Hardware 927 439 182 2,000 500 1,000
Supplies/Hardware-ESDA 88 29 617 2,000 500 1,000
Uniforms/Clothing 1,989 2,105 4,075 5,000 5,000 5,000
Bike Unit 97 0 0 500 500 500
$16,726 $16,653 $13,796 $37,800 $24,500 $30,500
Contrac - Contractual Services
Emergency Operation Center 21 0 0 750 750 1,000
Police Public Relations 0 22,000 0 2,000 2,000 2,000
Disaster Plan/Exercises/NIMS 0 784 26 3,000 3,000 3,000
Radio Maintenance 4,744 0 7,176 15,000 8,000 15,000
Maintenance Contracts/Lease 2,400 2,004 1,312 1,800 1,800 1,200
Building Maintenance 0 0 0 5,000 5,000 5,000
Vehicle Maintenance 12,404 11,752 19,361 15,000 15,000 15,000
Siren Maintenance 13,335 9,322 9,556 20,000 10,000 13,000
Contractual Services 957 0 740 5,250 5,000 5,250
CERT/Cadet Program 4,026 3,644 2,153 5,500 3,000 5,500
PEMA Search and Rescue 991 308 0 8,000 500 4,000
$38,878 $49,814 $40,324 $81,300 $54,050 $69,950
OTHER - Other
Office Furniture & Equipment 198 0 684 2,000 1,000 2,000
Machinery and Equipment 3,583 1,735 5,514 5,000 5,000 5,000
Contingencies 1,226 898 1,160 3,000 3,000 3,000
$5,007 $2,633 $7,358 $10,000 $9,000 $10,000
Total: PEMA $217,938 $230,283 $226,617 $312,799 $268,049 $125,650
Unit: 07 - PEMA
Total: Benefits
Total: Salaries and Wages
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: Contractual Services
Page 54
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Police Division Detail
2018-2019 Fiscal Year Budget
Division: 02 - Administration Program
SAL - Salaries and Wages
Salaries-Part Time 1,482 2,092 681 5,500 3,000 5,500
$1,482 $2,092 $681 $5,500 $3,000 $5,500
BEN - Benefits
FICA 89 133 35 341 200 341
Medicare 21 31 8 80 50 80
Travel/Training 0 0 0 1,000 500 1,000
$110 $164 $43 $1,421 $750 $1,421
SUPP - Supplies and Commodities
Office Supplies/Postage (82)884 133 2,000 1,000 2,000
Dues & Subscriptions 375 375 375 600 600 600
$293 $1,259 $508 $2,600 $1,600 $2,600
Contrac - Contractual Services
Legal Fees 0 0 0 1,000 500 1,000
Police Testing/Hiring 375 4,114 8,038 10,000 5,000 10,000
$375 $4,114 $8,038 $11,000 $5,500 $11,000
Total: Police Commission $2,260 $7,629 $9,270 $20,521 $10,850 $20,521
Police Division Total $10,963,551 $10,950,725 $11,363,331 $12,633,360 $12,062,240 $12,771,955
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
Total: Supplies & Commodities
Unit: 50 - Police Commission
Page 55
STREET DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Street Department is the largest of the four divisions within Public Works. This division is under the
general supervision of the Director of Public Works while the day to day operations are managed by
the Street Superintendent, one crew leader in Street Maintenance, one crew leader in Forestry, and
one crew leader in Vehicle Maintenance. Additional staff members include nine equipment operators
and two mechanics.
Overall Goal
To provide our residents the highest level of service possible as they relate to the responsibilities of the
Street Division.
Street Operation Duties
The Street Division is responsible for the maintenance of over 420 lane miles of roadway, 388 cul-de-
sacs, several alleyways, and all associated storm sewer infrastructure within the Village.
The Streets budget includes funding for programs including:
1. Snow removal and de-icing operations.
2. Asphalt pavement patching/pot-hole repair, repair or replacement of smaller quantities
of sidewalks and curbs, striping roadways, crosswalks and stop bars as needed. The
budget includes $130,000 for these projects.
3. The installation and maintenance of over 6,000 regulatory and informational signs
within the Village.
4. Street sweeping all major roadways once a month and subdivisions streets at least four
times a year.
5. Storm sewer repairs and cleaning of structures, cleaning various creeks and ditches to
insure proper water flow.
6. Shoulder stone repair or replacement, mowing and trash pick-up within right of way,
and ground maintenance.
7. The maintenance and landscaping of Village parks and properties including 45 sites with
a total area of over 120 acres.
8. Parkway tree inspection and required maintenance for the 36,000 trees that are owned
by the Village.
9. Emergency response to storm damage and clean-up and assistance with sandbagging
operations as needed.
10. Provide support for festivals and special events.
11. Fleet Services provides repairs and maintains over 200 pieces of equipment and/or
vehicles, as required, for all departments.
12. Emergency traffic control and barricading placement.
13. Graffiti removal from sidewalks, streets, and buildings.
14. Dead animal pick-up and animal nuisance control as needed.
15. Mosquito abatement.
Page 56
STREET DEPARTMENT
Street Operation Duties (continued)
16. To provide barricades for block parties, 5K/10K runs, cruise nights, safety seat checks,
and other special events or activities.
17. The installation and maintenance of over 5,000 street lights throughout the Village.
18. Repair sidewalk trip hazards immediately after notification, with temporally patching, to
prevent accidental falls.
19. The installation of banners and holiday decorations.
20. Provide mowing services of vacant properties per the Code Enforcement division in the
Building Department.
FY 2018-2019 Key Objectives
1. To provide effective and efficient services for our residents including:
a) Continuing our efforts in managing the removal and replacement of parkway trees
infested with the Emerald Ash Borer. It is estimated that over 400 trees will be removed
in 2018-2019.
b) Street patching and pot hole repair.
c) Continue repairing and replacing the street lights to provide a safe lit community within
the Village.
d) Efficient snow removal and reasonable road salt usage that will reduce expenses
without jeopardizing safety.
e) Regular street sweeping and herbicide spraying of curb lines.
f) Downtown streetscape maintenance. This program will consist of the installation of
planting materials within approximately 70 decorative flower pots and planting beds.
Additionally, the general daily maintenance will be completed to keep the downtown
business district in a pristine condition.
2. To provide sign installation and replacement that complies with new retro-reflectivity
requirements. Understanding that there are three levels of compliance, that started in January
2012 with full compliance required by January 2019, Staff plans to complete the following:
a) Update the sign inventory.
b) Replace signs that exceed their life cycle by 10 years.
c) Continue updating the sign maps as changes occur.
3. To complete a regular pavement and sidewalk maintenance schedule including:
a) Complete pavement patching utilizing street division employees rather than outside
contractors within certain areas.
b) Continue to complete the roadway crack sealing program to help extend pavement life.
c) Continue the sidewalk replacement program as required.
Page 57
STREET DEPARTMENT
FY 2018-2019 Key Objectives (continued)
4. Vehicle Maintenance (Fleet Services) - It is our mission to provide the employees of the Village
with safe/dependable vehicles and equipment. This work is to occur in a safe and cost-effective
manner. Programs include:
a) Manage Village fuel purchasing and usage.
b) Provide a preventative vehicle maintenance program in an effort to minimize down time
and reduce operating costs.
c) Provide high quality vehicle and equipment repair service.
d) Participate in A.S.E. certification programs as required.
e) Manage the automated fuel dispensing equipment.
f) Retain an accurate inventory of parts and restock as required.
5. To provide high quality building maintenance services including:
a) Continue to manage and complete preventive maintenance for all the equipment
associated with the Village buildings.
b) Continue to maintain and operate the central warehouse by inventorying and re-
ordering parts and equipment as needed.
c) Continue to keep accurate records regarding all maintenance preformed.
Performance Measures
Program 2010 2011 2012 2013 2014 2015 2016 2017
Asphalt patching / pot hole repair
(tons) 285 195 136 109 104 72 55 179
Shoulder stone repaired (tons) 464 843 1,173 824 945 390 277 749
Snow removal events 29 20 12 26 27 23 21 19
Storm sewer structures repaired 52 79 41 44 45 32 25 35
New signs installed 255 254 182 124 144 254 382 334
Street sweeping (lane miles) 1,760 1,627 1,958 1,635 1,334 1,398 1,906 2,181
Trees trimmed 2,850 3,728 1,457 893 2,041 2,128 3,645 5,127
Plantings installed 864 821 700 602 610 568 1,800 1,274
Grounds maintenance and mowing
(hours) 1,974 2,280 1,709 1,904 1,552 1,674 1,026 1,989
All vehicles, trucks, and equipment
repaired in fleet services (units) 826 762 688 810 785 766 675 623
Page 58
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Salaries and Wages 1,433,578 1,386,176 1,376,325 1,410,078 1,543,000 1,629,000
Benefits 587,202 575,346 566,772 581,553 638,500 707,050
Utilities 290,727 306,083 344,406 287,349 317,500 283,500
Supplies and Commodities 348,937 439,843 386,303 355,609 418,800 419,300
Contractual Services 852,022 624,419 699,719 636,567 816,100 786,000
$3,512,466 $3,331,867 $3,373,525 $3,271,156 $3,733,900 $3,824,850
General Fund
Streets Division Summary
2018-2019 Fiscal Year Budget
Total Street Division
Classification
Fund: 01 - General Fund
Expenditures
Unit: 08 - Street Division
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Streets Division Expense History
Salaries and Wages
Benefits
Utilities
Supplies and
Commodities
Contractual
Services
Page 59
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Unit: 08 - Street Department
Salaries-Full Time 266,463 266,746 272,912 288,000 288,000 355,000
$266,463 $266,746 $272,912 $288,000 $288,000 $355,000
FICA 15,766 16,113 16,763 18,000 18,000 22,000
Medicare 3,800 3,835 4,078 4,200 4,200 5,150
IMRF 31,771 30,944 31,773 33,000 33,000 39,000
Employee Insurance 37,223 48,313 51,855 59,500 59,500 80,000
Deferred Comp. Contribution 6,055 7,244 8,716 8,500 8,500 9,500
Travel/Conventions/Training 7,957 7,901 9,710 10,000 10,000 10,000
IL Unemployment Insurance 3,792 3,226 3,652 4,000 4,000 4,000
$106,364 $117,576 $126,547 $137,200 $137,200 $169,650
Telephone/Internet 9,479 18,338 22,891 19,000 25,000 25,000
Cellular Phones/Pagers 7,420 7,841 7,348 8,500 7,000 8,500
$16,899 $26,179 $30,239 $27,500 $32,000 $33,500
SUPP - Supplies and Commodities
Office Supplies/Postage 2,625 2,280 3,583 2,500 2,500 3,000
Dues & Subscriptions 2,467 2,457 2,968 3,000 3,000 3,000
Gas/Oil/Mileage/Carwash 0 62 80 300 300 300
Supplies/Hardware 484 0 0 500 500 500
$5,576 $4,799 $6,631 $6,300 $6,300 $6,800
Radio Maintenance 0 0 0 100 0 0
Building Maintenance 13,942 20,275 6,476 20,000 15,000 20,000
Legal Notices 0 338 0 1,000 500 1,000
Contractual Services 0 625 0 0 0 0
$13,942 $21,238 $6,476 $21,100 $15,500 $21,000
$409,244 $436,538 $442,805 $480,100 $479,000 $585,950
General Fund
Streets Division Detail
2018-2019 Fiscal Year Budget
Division: 02 - Administration Program
Total: Administration
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: UTIL - Utilities
Fund: 01 - General Fund
Expenditures
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Page 60
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Streets Division Detail
2018-2019 Fiscal Year Budget
Salaries-Full Time 709,040 706,708 721,757 810,000 805,000 820,000
Salaries-Part Time 54,679 63,692 62,433 75,000 78,000 70,000
Salaries-Overtime 98,448 86,809 106,836 85,000 125,000 90,000
$862,167 $857,209 $891,026 $970,000 $1,008,000 $980,000
FICA 51,637 51,295 52,747 59,000 61,000 61,000
Medicare 12,077 11,996 12,336 14,000 15,000 15,000
IMRF 92,440 89,457 91,864 94,000 95,000 94,000
Employee Insurance 177,171 164,734 173,326 193,000 190,000 218,000
Deferred Comp. Contribution 18,826 18,735 21,869 20,000 20,000 25,000
$352,151 $336,217 $352,142 $380,000 $381,000 $413,000
Electricity/Gas 289,184 318,227 257,110 290,000 220,000 250,000
$289,184 $318,227 $257,110 $290,000 $220,000 $250,000
SUPP - Supplies and Commodities
Gas/Oil/Mileage/Carwash 64,283 36,490 53,295 70,000 60,000 65,000
Supplies/Hardware 15,770 13,852 11,681 15,000 15,000 15,000
Supplies - Salt Purchase 324,808 281,780 232,041 280,000 250,000 280,000
Street Sign Maintenance 17,210 26,158 29,486 25,000 25,000 30,000
Aggregate Materials 2,036 3,960 5,240 4,000 4,000 4,000
Uniforms/Clothing 6,123 10,512 10,439 10,000 10,000 10,000
$430,230 $372,752 $342,182 $404,000 $364,000 $404,000
Radio Maintenance 4,209 2,884 1,692 5,000 5,000 5,000
Vehicle Maintenance 32,586 33,722 25,637 35,000 35,000 35,000
Street Light Maintenance 90,099 116,110 113,358 95,000 95,000 95,000
Street Maintenance 90,676 132,611 115,168 130,000 125,000 130,000
Storm Sewer Improvements 8,280 10,798 1,491 10,000 10,000 10,000
Contractual Services 42,812 81,072 108,462 90,000 90,000 115,000
Contractual Snow Removal 233,913 143,543 169,521 280,000 270,000 250,000
Sidewalk Maintenance 2,681 1,566 1,497 5,000 5,000 5,000
Equipment Maintenance 88,817 99,656 77,488 95,000 95,000 90,000
$594,073 $621,962 $614,314 $745,000 $730,000 $735,000
$2,527,805 $2,506,367 $2,456,774 $2,789,000 $2,703,000 $2,782,000
Division: 60 - Street Maintenance Program
Total: Street Maintenance
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Page 61
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
General Fund
Streets Division Detail
2018-2019 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 72,373 64,226 49,733 78,000 78,000 80,000
Salaries-Overtime 4,318 3,748 6,677 6,000 6,000 6,000
$76,691 $67,974 $56,410 $84,000 $84,000 $86,000
FICA 4,789 4,338 3,635 5,500 5,500 5,500
Medicare 1,120 1,014 850 1,300 1,300 1,300
IMRF 9,334 8,171 6,754 9,000 9,000 9,000
Employee Insurance 18,146 16,920 11,057 17,000 15,000 19,000
Deferred Comp. Contribution 2,428 1,892 1,817 3,000 2,000 3,000
$35,817 $32,335 $24,113 $35,800 $32,800 $37,800
SUPP - Supplies and Commodities
Supplies/Hardware 3,994 8,316 6,796 8,000 8,000 8,000
Uniforms/Clothing 43 436 0 500 500 500
$4,037 $8,752 $6,796 $8,500 $8,500 $8,500
Tree Removal 15,703 50,749 11,865 45,000 20,000 20,000
Contractual Services 701 5,770 3,912 5,000 12,000 10,000
$16,404 $56,519 $15,777 $50,000 $32,000 $30,000
$132,949 $165,580 $103,096 $178,300 $157,300 $162,300
Salaries-Full Time 172,753 179,083 186,525 193,000 193,000 200,000
Salaries-Overtime 8,102 5,313 3,205 8,000 8,000 8,000
$180,855 $184,396 $189,730 $201,000 $201,000 $208,000
FICA 10,903 10,944 11,275 12,500 12,500 13,000
Medicare 2,550 2,560 2,637 3,000 3,000 3,100
IMRF 21,574 21,067 21,387 22,000 22,000 22,000
Employee Insurance 39,845 39,895 37,236 40,500 40,500 41,000
Deferred Comp. Contribution 6,142 6,178 6,216 7,500 7,500 7,500
$81,014 $80,644 $78,751 $85,500 $85,500 $86,600
$261,869 $265,040 $268,481 $286,500 $286,500 $294,600
$3,331,867 $3,373,525 $3,271,156 $3,733,900 $3,625,800 $3,824,850
Division: 63 - Vehicle Maintenance Program
Division: 62 - Forestry Program
Total: Benefits
Total: Salaries and Wages
BEN - Benefits
Total: Vehicle Maintenance
Total: Street Division
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Total: Forestry Program
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
Page 62
PLANNING DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Planning Department serves as the central liaison with the development community with respect
to the ongoing development of the Village of Plainfield. With a projected population of 63,000 people
by 2030 and a current population in excess of 42,000, Plainfield will continue to attract new
development over the next several decades. Planning will continue to serve as the professional lead in
creating long-term visions on how Plainfield should physically evolve over the next generation.
For the 2018-19 Fiscal Year, the department has five (5) full-time employee positions, which include
the Director of Planning, Economic Development Manager, two (2) Associate Planners and the Planning
Secretary. Two members of the Department are members of the American Institute of Certified
Planners, while one Associate Planner is an accredited professional in Leadership in Energy and
Environmental Design (LEED AP).
Planning and Zoning Process
All land use development and entitlement cases are legally processed by the Village’s planning staff.
This process requires staff to work with land owners, entitlement attorneys, land planners, architects,
engineers and landscape architects. Cases in the Planning Department involve Annexations,
Annexation Agreements, Special Uses, Planned Developments, Rezoning, Variances and Site Plan
Reviews. The planning process starts with the pre-application meeting where staff meets with the
property owner or the prospective developer to discuss the proposed zoning request or development.
At the pre-application meeting, staff generally reviews the planning process and the procedural steps
that will be necessary to obtain approval of the proposed project or zoning request. Staff prepares the
case for the Plan Commission and coordinates with the Village Engineer, Fire Department and Traffic
Committee and incorporates any planning comments regarding the case. A review letter is forwarded
to the applicant prior to the Plan Commission meeting with all review comments.
After the Plan Commission staff prepares the case for the Village Board and final approval, coordinates
the negotiations and any required revisions relating to an Annexation Agreement or Statement of
Intent and Agreement. In addition, staff prepares the necessary agreements, plats, plans, exhibits, and
ordinances relating to approved land use cases.
Staff is also responsible for handling and processing all façade grants that are submitted for
consideration. The facade grant program is funded by the downtown tax increment financing (TIF)
district. Staff processes the grant applications and processes the payments once the facades are
completed.
The Director further serves as the staff liaison to the Historic Preservation Commission (HPC) and
prepares all staff reports for the monthly meetings of the HPC. The Commission is active in soliciting
landmark and district applications throughout the Village’s historical core. Staff is responsible for
handling the administration of landmark applications and any proposed creation of a district. All
Certificate of Appropriateness (COA) for landmarks and any demolition are also processed through the
Planning Department. Lastly, staff coordinates the annual reporting requirements associated with
being a Certified Local Government (CLG) with the Illinois Historic Preservation Association (IHPA).
Page 63
PLANNING DEPARTMENT
Long Term Planning & Visioning
One of the critical roles of the department is to continue the visioning process on how Plainfield will
grow over the next several decades. Good planning continues to dictate looking into the future and
looking at the big picture. What will residential development look like in twenty years? How will retail
change in the future? How will the family structure and demographics change in the future? These are
just a few of the questions which will help reshape Plainfield in the future.
Based on this role, the Planning Department will continue to attempt in identify those areas which are
most likely to attract infill development. One of the general themes since the Great Recession is that
development in the Village will continue to evolve at a must slower and more incremental pace in the
future. Accordingly, because developments will be smaller, it will be more important to create general
plans that can be followed by the development community which will show important public
improvements. These public improvements range from local street connections to the future locations
of neighborhood parks.
Recapture
The Planning staff is also responsible for the tracking of all recapture payment requests and processing
any recapture agreements through the Village Board approval process. Additional duties of the
department include review and permit approval for all permanent and temporary signage within the
Village.
Engineering
The department oversees the coordination of all engineering review of proposed projects through the
Village’s consulting engineer, Baxter & Woodman, and the Village’s in-house lead engineer in the
Public Works Department. The coordination involves establishing a file number and authorizing the
Village engineer to start the review. Staff is responsible for the coordination of the engineering review
and the scheduling of internal meetings between the developer’s and the Village’s engineer. All
approved plans must be consistent with the Village’s subdivision and building codes and staff is
responsible for keeping the Village’s Subdivision code updated.
FY 2018-19 Key Objectives
• Implement changes identified in the Village’s “Business Plan”, including economic incentive
policy and review of development/impact fees.
• Conduct Residential Housing Forum to discuss housing trends with local builders, developers,
and property owners.
• As identified in the Village’s Strategic Plan, continue efforts toward building consensus for the
Central Area Plan, including supporting development of the Village Center project.
Facade Program – Staff will continue to work with downtown businesses on the Village’s facade
program in order to complete a number of important facade renovations along Lockport Street:
• Work with owners of the remaining properties on Lockport Street that would benefit the most
from participating in this program.
Page 64
PLANNING DEPARTMENT
Economic Development – Staff will continue to support the activities of the Advisory Task Force on
Economic Development and its activities on behalf of the Village of Plainfield. Staff, as part of the
Strategic Plan, will continue to work on an approach that promotes the Village’s many regional
strengths and supportive business environment. The Department’s Economic Development Manager is
the lead staff member to pursue the following:
• Identifying retailers that would potentially be interested in locating to Plainfield.
• Coordinating with property owners and commercial brokers to provide customized marketing
materials and demographic information specific to the targeted retailers and end-users.
• Working specifically with the owners and brokers of the Boulevard, Prairie Creek, and former
Shops at the Polo Club parcels on attracting new commercial development to these critically
important sites.
• Supporting the Village of Plainfield’s participation in the International Council of Shopping
Centers (ICSC) annual RECon conference and Chicago-area conferences.
• Conducting retention interviews in rotating cycles among the Village’s industrial, major retail,
and independently owned business communities.
• Pursuing implementation of the Business Attraction Plan.
• Managing the Business Evolution Center, including conducting quarterly reviews with
participating businesses and supporting the “graduation” of businesses into commercial space
within the Village of Plainfield by working with commercial real estate brokers and property
owners.
Riverfront Foundation – Continue to work as the staff liaison on the ongoing efforts to raise private
funds for the construction of the Riverwalk along the DuPage River. Specifically, staff has been working
extensively with the Riverfront Foundation on raising funds for the first phase of the Riverfront Project:
• Coordination with Hitchcock Design on the first phase of the Riverfront project.
• Continue to seek out grants for the Riverfront Foundation.
Irish Parade- Staff is working with the VPA on this important downtown event which requires
coordination with various village departments.
Plainfield Fest-Staff will continue to take the lead in this very challenging and time consuming event as
it relates to planning, coordinating, and marketing the event with various departments in the Village.
Specifically, staff is responsible for finding and coordinating all the vendors for this large Village event.
Green Village & Conservation Plainfield- Staff will continue to promote new “green” policies
throughout the Village including new sustainable planning efforts for green building, preservation of
open space, green energy (wind turbines), and the promotion of Best Management Practices. Staff has
been very active in the promotion of the “Rain Barrel” program which has received tremendous
community support and will be promoting the “CUB Energy Saver” program in the coming year.
Page 65
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 256,065 263,288 256,570 288,831 321,500 361,000
Benefits 113,833 117,758 106,885 110,520 150,200 161,400
Utilities 2,815 2,367 2,766 3,214 4,800 4,800
Supplies and Commodities 10,902 11,068 11,964 15,206 14,250 15,750
Contractual Services 19,413 15,410 2,217 12,801 70,000 53,000
$403,028 $409,891 $380,402 $430,572 $560,750 $595,950Total: 20 - Planning Program
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Summary
2018-2019 Fiscal Year Budget
Division: 20 - Planning Program
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Planning Division Expense History
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Page 66
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Unit: 09 - Community Development
Division: 20 - Planning Program
Salaries-Full Time 257,614 252,076 283,526 315,000 340,000 355,000
Salaries-Overtime 2,369 1,854 2,460 2,500 2,500 2,500
Salaries-Commissioner 3,305 2,640 2,845 4,000 3,000 3,500
$263,288 $256,570 $288,831 $321,500 $345,500 $361,000
FICA 16,093 15,884 17,020 20,000 20,000 22,300
Medicare 3,764 3,715 3,980 4,700 4,700 5,200
IMRF 30,659 29,399 31,198 35,000 37,000 39,000
Employee Insurance 53,552 49,086 51,716 70,500 75,000 78,500
Deferred Comp. Contribution 9,979 6,378 3,400 12,000 7,000 8,500
Travel/Training 2,928 1,795 2,567 7,000 7,000 7,000
IL Unemployment Insurance 783 628 639 1,000 1,000 900
$117,758 $106,885 $110,520 $150,200 $151,700 $161,400
Telephone/Internet 1,689 1,684 2,047 3,000 3,000 3,000
Cellular Phones/Pagers 678 1,082 1,167 1,800 1,800 1,800
$2,367 $2,766 $3,214 $4,800 $4,800 $4,800
SUPP - Supplies and Commodities
Office Supplies/Postage 9,222 10,614 11,812 10,500 11,000 11,000
Dues & Subscriptions 1,807 1,350 3,394 3,000 3,000 4,000
Gas/Oil/Mileage/Carwash 39 0 0 750 750 750
$11,068 $11,964 $15,206 $14,250 $14,750 $15,750
Maintenance Contracts/Lease 3,117 1,460 600 3,500 2,000 3,500
Vehicle Maintenance 0 0 0 1,500 500 1,500
Legal Fees 722 254 2,354 5,000 3,000 5,000
Special Projects and Programs 4,910 0 3,709 15,000 15,000 15,000
Contractual Services 6,661 333 1,692 35,000 5,000 20,000
Engineering Fees 0 170 4,446 10,000 10,000 8,000
$15,410 $2,217 $12,801 $70,000 $35,500 $53,000
$409,891 $380,402 $430,572 $560,750 $552,250 $595,950
Total: Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Total: 20 - Planning Program
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Detail
2018-2019 Fiscal Year Budget
Page 67
BUILDING AND CODE ENFORCEMENT DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The purpose of the department is to enforce the Village of Plainfield’s building codes and ordinances
and to ensure public safety, health and general welfare. This is accomplished by performing two
primary functions: plan review and field inspections. The purpose of plan review is to determine that
the plans and specifications conform to the codes and ordinances. The intent of field inspections is to
determine that the construction integrates to the plans and specifications. Field inspection is not
construction supervision. It is a review of the construction process, at various stages, to verify that the
approved plans and specifications are followed.
The administrative function of the department is responsible for the development of processes and
procedures to ensure effective work flow. The clerical staff is responsible for building permit entry,
contractor registration, billing, collection, and release of permit, along with data preservation,
inspection scheduling, Freedom of Information requests, business license issuance and quality
customer service.
Duties
The Building and Code Enforcement Department utilizes the administration, review process and
enforcement of regulations on permits and inspections for regulating construction, safe occupancy and
use of all buildings and premises. This includes structural building code compliance, control systems,
including but not limited to, electrical, plumbing, HVAC, energy control systems, fire protection and fire
safety systems and provisions for property maintenance. The Building and Code Enforcement
Department consists of a Building Official, Building Inspector, Electrical Inspector, Plumbing Inspector,
Code Enforcement Inspectors, Office Manager, and three Administrative Aides.
Administration
Permits and Inspections are the foundation of services within the department. The Building Official’s
office provides administration, support and oversight for the core services and their daily operations.
• Permits: The department receives applications for:
New construction (residential & commercial)
Residential Remodel
Commercial Build Out
Commercial Change of Occupancy
Miscellaneous Permits (fence, deck, generators, etc.)
• Licensing: The department maintains records for all contractor registration and licensing.
Approval of occupancy and verification by all departments within the Village is required prior to
issuance of all business licenses.
• Fees: The department is responsible for the collection of all fees associated with permitting,
licensing, contractor registrations and maintains information pertaining to insurance and
bonding requirements
Permit Management
The department utilizes Village code provisions for work done without permits, work exceeding the
scope of the approved permit and issues related to expired permits and extensions of permits.
Page 68
BUILDING AND CODE ENFORCEMENT DEPARTMENT
Plan Review
For compliance of permits, inspections and licensing the department conducts reviews with all
departments prior to granting approvals and issuance of certificates.
• Inspection Review: The department coordinates all interdepartmental permit reviews and plan
reviews. The plan review verifies that construction plans/drawings, proposed drawings for non-
construction changes and all requested revisions are in compliance with the Village’s building
codes and ordinances as well as its design standards. When necessary, consulting services of
structural engineers, consultants, fire protection services and elevator review/inspections
services assist in reviews for assuring compliance.
• Field Review: Field reviews ensure that the scope of work complies with approved drawings.
Deviations from approved drawings require revisions to permit drawings and subsequent
approvals by all applicable reviewers. Inspectors coordinate final inspections and require final
“walk-through” and “sign-off” before issuing appropriate certificates.
• Change of Occupancies: Inspectors coordinate final inspections and require final “walk-
through” and “sign-off” before issuing appropriate certificates.
Inspections
The department conducts inspections to implement construction provisions for compliance with codes,
requirements for occupancy, maintenance and use of buildings, structures and sites.
• Code Compliance: The department’s inspectors require compliance of the Village’s codes and
ordinances to secure that building, electrical, fire-protection, plumbing, other building systems
and village design standards are met. The department also interfaces with Thompson Elevator
Inspections Services for the periodic inspections of all elevators for compliance with State Code.
• Property Maintenance: The department assists the code enforcement department for
compliance of existing structures and their premises to comply with the Village Municipal Code
provisions for property maintenance and upkeep, and in follow up to complaints received.
• Enforcement of Village Zoning Ordinance: The department inspectors conduct inspections and
enforce special conditions and restrictions imposed on properties/premises at time of review
by Village ordinances.
Site Safety
Premise Safety is priority for the safe occupancy and use of buildings and/or structures. The
department interfaces, as needed, with the Fire Services Department and Police in code matters
related to premise safety.
• Regulating property/premises for emergency responders: The department verifies all street
addresses as required by code for emergency responders.
• Regulating safety on property by response to disasters: Safety inspections are conducted by
department inspectors on a 24-hour on-call basis for emergency incidents such as fires, floods
and other disasters.
Page 69
BUILDING AND CODE ENFORCEMENT DEPARTMENT
Code Enforcement
Prevention, detection, investigation, communication and enforcement of ordinance violations
regulating public health, safety and welfare are the primary focus of the newest addition to our
department. We use logical and sensible approaches when communicating with property owners. Our
department’s goal is compliance. We strive to help improve and maintain both property values and
quality of life of those in the community.
FY 2018-2019 Goals
• Continue to monitor and refine the department’s processes and procedures
• Continue professional academic training to stay informed of building codes and industry
updates
• Continue inter-departmental cross training initiatives
• Investigate enhancements and efficiencies to the current building permit applications
• Introduce the paperless permit process
FY 2018-2019 Key Objectives
• To provide accurate, timely and efficient Plan Reviews, Permit Issuance, and Inspection Services
• To support zoning enforcement efforts, developers, contractors and business developments
• To sustain timely response to property condition complaints, inspection, pre-construction,
phone, e-mail, letter, and Freedom of Information requests
• To administer rapid service for customers and residents
• To maintain new Village of Plainfield Codes, regulations, and department information, as well
as updating the Village website and permit applications
Growth Statistics
Year Population Year Population
2000 13,038 2007 37,334
2003 20,673 2010 39,581
2005 30,314 2016 (US Census estimate) 41,881
Calendar Year 2010 2011 2012 2013 2014 2015 2016 2017
New Residential Permits 58 93 111 135 166 138 143 144
General Construction
Inspections 4,300 4,884 6,619 8,016 6,296 7,801 8,750 8,816
Commercial/Industrial
Added (Sq Ft) 172,926 90,770 71,414 194,250 355,587 336,744 976,399 38,757
Acreage Annexed 5.4 2.1 277 6 86 172 3 58.87
Page 70
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 341,914 405,815 402,711 438,346 643,000 648,000
Benefits 136,871 132,040 155,893 197,534 292,100 325,375
Utilities 3,976 4,863 4,693 3,909 7,500 5,500
Supplies and Commodities 8,970 12,547 10,204 8,164 18,900 18,900
Contractual Services 0 21,105 35,247 7,590 46,500 23,000
$491,731 $576,370 $608,748 $655,543 $1,008,000 $1,020,775
General Fund
Building Division Summary
2018-2019 Fiscal Year Budget
Total Building Program
Classification
Fund: 01 - General Fund
Expenditures
Division: 21 - Building Program
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY 2014
Actual
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Building Division Expense History
Salaries and Wages
Benefits
Utilities
Supplies and
Commodities
Contractual Services
Page 71
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Unit: 09 - Community Development
Salaries-Full Time 359,744 350,093 431,841 633,000 633,000 645,000
Salaries-Part Time 45,854 51,349 6,364 5,000 0 0
Salaries-Overtime 217 1,269 141 5,000 1,000 3,000
$405,815 $402,711 $438,346 $643,000 $634,000 $648,000
FICA 23,310 24,268 26,489 39,800 39,800 40,175
Medicare 5,452 5,676 6,195 9,300 9,300 9,400
IMRF 39,560 42,565 49,418 70,000 70,000 71,300
Employee Insurance 53,491 75,395 97,664 157,000 151,000 183,000
Deferred Comp. Contribution 5,100 3,400 8,257 7,000 9,000 10,000
Travel/Training 4,077 3,648 8,511 7,500 11,000 10,000
IL Unemployment Insurance 1,050 941 1,000 1,500 1,500 1,500
$132,040 $155,893 $197,534 $292,100 $291,600 $325,375
Telephone/Internet 338 343 409 1,500 1,500 1,000
Cellular Phones/Pagers 4,525 4,350 3,500 6,000 4,000 4,500
$4,863 $4,693 $3,909 $7,500 $5,500 $5,500
Office Supplies/Postage 10,466 9,541 7,112 13,000 10,000 13,000
Dues & Subscriptions 870 580 520 4,000 1,000 4,000
Gas/Oil/Mileage/Carwash 611 83 32 1,000 1,300 1,000
Uniforms/Clothing 600 0 500 900 500 900
$12,547 $10,204 $8,164 $18,900 $12,800 $18,900
Recording Fees 0 0 0 0 0 3,000
Contractual Services 21,105 35,247 7,590 46,500 5,000 20,000
$21,105 $35,247 $7,590 $46,500 $5,000 $23,000
$576,370 $608,748 $655,543 $1,008,000 $948,900 $1,020,775 Total: 21 - Building Program
SAL - Salaries and Wages
Total: 1)SAL - Salaries and Wages
BEN - Benefits
Total: Benefits
SUPP - Supplies and Commodities
Total: Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
UTIL - Utilities
Total: Utilities
Fund: 01 - General Fund
Expenditures
Division: 21 - Building Program
General Fund
Building Division Detail
2018-2019 Fiscal Year Budget
Page 72
WATER DIVISION
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Water Division is a division of the Public Works Department. The department operates under the
general supervision of the Director of Public Works as the daily operations are managed by the Water
Superintendent and one Crew Leader within this division. Additional staff members include one Water
Operator and two Water Service Workers. This budget outlines the corresponding portion of the
financial revenues and expenditures that support the overall operation of this division. The primary
functions of this division include compliance with the Environmental Protection Agency’s regulations,
customer service, system operations, maintenance, water billing, and management.
Water Supply
This division is responsible for the operation and maintenance of the entire potable water supply
system within the Village. Once the treated Lake Michigan water, provided by Illinois-American, is
delivered to the 127th Street pumping station, this water is distributed throughout the system. Some of
the major components within the system include two pressure adjusting stations, one ground storage
tank, five elevated water towers, the supervisory control/data acquisition computer system, and three
emergency back-up wells. The employees of the division operate the system in a manner that provides
safe drinking water for our residents while retaining a sufficient supply of water that could be utilized
to extinguish a fire if required.
Once the Village started utilizing treated Lake Michigan water in 2004, the system has consistently
exceeded the water quality standards established by the Environmental Protection Agency. On a
regular basis staff collects bacteriological samples, complete chemical samples, volatile & synthetic
compound samples, and lead/copper samples. Once these samples are collected they are analyzed by
an EPA certified laboratory.
On a daily basis employees are available to respond to water related concerns expressed by our
residents. Additionally, staff will perform routine maintenance on pumps, motors, and chemical feed
equipment. Our field crews oversee the operation and maintenance of 231 miles of water main, 3,600
hydrants, 3,500 valves, and 13,414 water service/water meters.
Page 73
WATER DIVISION
Water Metering
This division is responsible for the installation, repair, and programming of all water meters. On a
monthly basis staff will collect water usage readings, via radio frequency, from all water meters within
the Village. These readings are then electronically transferred to our water billing system. Employees
maintain and troubleshoot meters that indicate unusually high or low usage. Staff will also replace
inoperable meters as required. The Water Division is currently in the process of changing technology
by changing the meter reading devices to a fixed base system. This system, when fully operational, will
have the capability of reading all the Village’s meters from a fixed base unit mounted on two water
towers. This new technology will enable the Division to maintain the system more efficiently and allow
reading meters in less than one day compared to the drive by reading which takes approximately four
days. This system also allows a shut off to occur at the meter instead of the buffalo box located in the
parkway. An automated shut off valve was built into the new “iPERL” meters, which we currently
purchase from Sensus Technologies Inc. Water termination can occur at the meter with this
technology, and can be performed in seconds compared to days. These advances in technology will
save money.
FY 2018-2019 Key Objectives
Objective 1: Provide Outstanding Service for our Residents & Businesses
1. All employees within the division will strive to respond to the concerns expressed by our
residents in a timely manner. The water quality and system pressure will be maintained in a
manner to help protect the wellbeing of our customers.
a. The system will be operated within the regulations established by the Environmental
Protection Agency.
b. The buildings, facilities, and equipment, will receive preventative and emergency
maintenance as required.
c. Staff will continue our efforts in streamlining the “work order” system for improved
work efficiencies.
d. Additional hydrant flow testing will be coordinated with the Fire Protection District and
related fire protection companies.
e. We will strive to maintain the Village’s unaccounted for water consumption (currently at
1.8%) at an acceptable level. Staff will conduct a water loss survey and respond quickly
to water main and service line leaks.
Objective 2: Provide Public Improvements that Improve Efficiency.
1. Staff will work with the Environmental Protection Agency, the Illinois Department of
Transportation, and local Developers to provide the most cost-effective and least disruptive
solutions to address major improvement projects. We will strive to provide a comprehensive
review of the related engineering plans and provide proper construction inspection services.
Page 74
WATER DIVISION
Objective 3: Planning for the Future.
a. Continue to update the 5-Year Capital Improvement Plan for the water system.
b. Discuss low interest loans and grant funding opportunities with the Village Board for
future consideration.
c. Continue to review the systems electrical usage will be completed to find possible
savings in efficiency. The Village currently utilizes Constellation Energy for our supplier
of electricity.
d. Expand the use of utility atlases by including new information within the geographical
information system. Currently the GIS Division, (which is under the direction of the
Information Technology Division) updates the water atlases to show hydrants on one
map and valves on another map. This greatly improves our efforts to correctly locate
and maintain the system as well as quick shut downs of the system in time of repairs.
The newly utilized I pad for utility locates has helped reduce time for locating Village
utility services.
e. The Village is currently in the planning stage of replacing the 110 year old water
mains, fire hydrants and lead water services in the Village Green neighborhood area
near downtown.
Performance Measures – Water Division
2010 2011 2012 2013 2014 2015 2016 2017
Water Flow: ( Jan 1- Dec 31)
Total pumpage (in billions)
Unaccounted for flow
Average daily flow (MGD)
Maximum daily flow (MGD)
1.118
2 %
3.062
5.841
1.128
2 %
3.091
6.324
1.273
2 %
3.490
6.644
1.170
2 %
3.205
5.941
1.131
1%
3.098
4.656
1.145
1.9%
3.136
5.292
1.128
1.6%
3.092
5.768
1.185
1.8%
3.166
5.909
Water Mains:
Main breaks
Valves repaired
Valves exercised
Hydrants repaired
Hydrants tested
Water service repairs
4
0
2,061
32
2,254
58
5
0
28
55
3,104
2
2
2
19
25
3,152
3
1
0
513
65
3,424
0
5
0
1,096
30
3,070
1
4
0
441
66
3,423
5
4
1
28
135
3,201
2
10
2
3,300
50
3,400
2
Fire Flow Tests 15 4 3 6 5 4 13 6
Water Samples 517 517 517 517 517 747 744 750
Page 75
WASTEWATER DIVISION
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Wastewater division is a sub-section of the Public Works Department. The Wastewater Division
functions under the general supervision of the Director of Public Works as the daily operations are
managed by the Wastewater Superintendent. This division employs four wastewater operators to
manage the responsibilities of wastewater collection and conveyance, advanced wastewater
treatment, bio-solids treatment and bio-solids re-use. In addition, the Wastewater Division
investigates and mitigates pollution issues, infiltration and inflow, industrial discharges and drainage
issues.
Wastewater Treatment Facility
The Wastewater Division is responsible for the treatment of over 1.5 billion gallons of municipal
wastewater annually, utilizing an operating budget of 3.6 million dollars. The newly expanded North
Wastewater Plant is a 7.5 million gallon per day, secondary activated sludge plant with nitrification and
phosphorus removal. The North Facility is also the location of the Laboratory Facility. The Laboratory
Facility is charged with the analysis requirements set forth within the federal EPA NPDES permit.
The thoroughly modern facility, utilizes screening, settling, and biological techniques to separate the
organic and inorganic solids found in the raw wastewater. The solids are removed, retained, treated
and beneficially reused as farm field fertilizer. The clear liquid portion of the wastewater (effluent) is
disinfected by ultra violet light and either reused for grounds irrigation and process cleaning or
returned to the environment by way of the DuPage River.
Sanitary Sewer System
Within its boundaries, the Village has over 3,000 manhole structures, 220 miles of sanitary sewers
ranging from 8” to 54” in diameter. The design of the system requires that 16 lift stations be employed
to elevate the wastes due to topography differences. Each of these lift stations has at least two sewage
pumps, computer controls, emergency alarms, and back-up power connections.
Industrial Pretreatment Program
This program mandates that all industrial discharges be monitored for quantity and quality of
generated wastes and pollutants. The operator responsible for industrial pretreatment is assigned the
task of tracking, sampling, reporting, monitoring, and environmental enforcement within the industrial
community.
Infiltration & Inflow (I &I)
With age, underground sewer lines deteriorate and begin to allow groundwater to enter the system.
These extraneous flows can cause basement back-ups, main line surcharging and the potential for
sanitary sewer overflow discharges to the river without proper treatment. One employee of our sewer
division has the responsibility to identify I & I points so problems can be addressed.
Page 76
WASTEWATER DIVISION
FY 2018-2019 Key Objectives
Objective 1: Provide Outstanding Service for our Residents and Retain Environmental Compliance
All employees within the division will strive to respond to the concerns expressed by our residents
in a timely manner. The water quality and system operation will be maintained in a manner to help
protect the wellbeing of our customers, people that utilize the DuPage River, and the environment.
a. The system will be operated within the regulations established by the EPA.
b. The buildings, facilities, and equipment will receive preventative and emergency
maintenance as required.
c. Staff will respond quickly to sewer pipeline problems or other environmental concerns.
Objective 2: Provide Public Improvements that Improve Efficiency
Staff will work with the EPA, the Illinois Department of Transportation, and local Developers to
provide the most cost-effective and least disruptive solutions to address major improvement
projects. Staff will strive to provide a comprehensive review of the related engineering plans and
provide proper construction inspection services.
Objective 3: Planning for the Future
a. Continue to update the 5 Year Capital Improvement Plan for the Wastewater system.
b. Discuss low interest loans and grant funding opportunities with the Village Board for future
consideration.
c. Expand the use of utility atlases by including new information within the geographical
information system.
Performance Measures – Wastewater Division
UTILITY EXPANSION
The Utility Expansion unit represents water and sewer capital and engineering projects, as well as debt
service expenses relating to past projects. For Fiscal Year 2019, it is anticipated that improvements to
the sanitary sewer system, within the Village Green neighborhood will occur. The replacement of the
110 year-old water mains, fire hydrants, and service line, within the Village Green neighborhood, will
begin in 2019. Funds are also budgeted to address lift station and SCADA issues as well as capital
equipment for both divisions.
2011 2012 2013 2014 2015 2016 2017
Total Gallons Reclaimed (Billions)
Bio-solids Treated (Tons)
Average Daily Flow (Millions)
Maximum Daily Flow (Millions)
Sanitary Sewer Main (Miles)
1.447
642
3.964
11.3
220
1.139
799
3.120
6.089
220
1.621
771
4.441
22.8
220
1.707
945
4.677
12.5
220
1.628
879
4.460
12.2
220
1.596
888
4.372
8.97
220
1.738
893
4.764
12.967
220
Lift Station Maintenance Events
Laboratory Tests
Industrial Samples
Sewers Inspected & cleaned (ft.)
2,506
18,478
259
3,308
1,602
15,143
314
23,200
771
14,294
166
13,200
860
14,620
224
6,200
1,059
15,953
138
14,006
827
16,229
108
13,450
703
16,559
54
13,200
Page 77
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Fund: 02 - Water & Sewer Fund
Licenses and Permits 648,200 817,169 938,329 603,000 618,000
State of Illinois Taxes 1,643,244 1,701,328 1,745,968 1,775,000 1,775,000
Charges for Services 13,377,977 14,194,012 15,018,795 14,875,000 15,907,000
Investment Income (11,253)45,688 47,752 24,382 35,000
Miscellaneous 18,745 35,549 37,565 25,500 20,500
Interfund Transfers 0 0 0 0 570,000
Revenues Total $15,676,913 $16,793,746 $17,788,409 $17,302,882 $18,925,500
Salaries and Wages 1,295,489 1,308,405 1,375,599 1,374,000 1,360,000
Benefits 522,633 516,299 504,869 552,875 551,243
Utilities 589,954 696,361 694,889 717,600 725,600
Supplies and Commodities 509,019 458,161 440,934 478,900 493,100
Contractual Services 8,033,790 8,579,626 9,042,292 8,960,000 9,160,000
Other 250,380 250,000 250,000 250,000 250,000
Transfer to Debt Service 489,852 498,100 970,900 979,300 976,800
Capital 56,011 463,391 1,402,943 830,000 2,240,000
Debt service 3,082,189 3,160,125 3,105,059 3,160,207 3,168,757
Depreciation 3,083,662 3,102,438 3,149,875 0 0
Expenditures Total $17,912,979 $19,032,906 $20,937,360 $17,302,882 $18,925,500
Total: Water & Sewer Fund ($2,236,066)($2,239,160)($3,148,951)$0 $0
Classification
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Water & Sewer Fund
Revenue/Expense Summary
2018-2019 Fiscal Year Budget
Page 78
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Fund: 02 - Water and Sewer Fund
LIC&PER - Licenses and Permits
Meter Sales 29,815 30,672 52,325 35,000 32,000 35,000
Water Connection Fee 309,199 460,745 446,840 280,000 325,000 300,000
Sewer Connection Fee 303,166 316,937 427,124 280,000 260,000 275,000
Sewer By-Pass Fee 6,020 8,815 12,040 8,000 8,000 8,000
$648,200 $817,169 $938,329 $603,000 $625,000 $618,000
STTAX - State of Illinois Taxes
Home Rule Sales Tax 1,643,244 1,701,328 1,745,968 1,775,000 1,760,000 1,775,000
$1,643,244 $1,701,328 $1,745,968 $1,775,000 $1,760,000 $1,775,000
SERV - Charges for Services
Water Sales 7,801,882 8,539,253 9,316,320 9,350,000 9,600,000 9,933,000
Water Penalty 84,824 93,946 100,004 85,000 95,000 85,000
Sewer Sales 4,175,306 4,229,705 4,335,795 4,250,000 4,557,000 4,784,000
Sewer Penalty 46,640 47,713 47,432 45,000 45,000 45,000
Capital Charge 1,253,043 1,267,061 1,204,238 1,130,000 1,143,000 1,048,000
Capital Charge Penalty 16,282 16,334 15,006 15,000 14,000 12,000
$13,377,977 $14,194,012 $15,018,795 $14,875,000 $15,454,000 $15,907,000
Interest Income 12,928 25,813 44,481 24,382 50,000 35,000
Unrealized Gain/Loss (24,181)19,875 3,271 0 0 0
($11,253)$45,688 $47,752 $24,382 $50,000 $35,000
Sale of Fixed Assets 0 500 0 0 0 0
Sale of Scrap 645 1,465 1,055 500 1,500 500
Other Reimbursements 0 0 13,714 0 4,600 0
Other Receipts 18,100 33,584 22,796 25,000 20,000 20,000
$18,745 $35,549 $37,565 $25,500 $26,100 $20,500
Transfer From Fd 03-Utility
Cap Replacement
0 0 0 0 0 570,000
$0 $0 $0 $0 $0 $570,000
$15,676,913 $16,793,746 $17,788,409 $17,302,882 $17,915,100 $18,925,500
Water & Sewer Fund
Revenue Detail
2018-2019 Fiscal Year Budget
Revenues Total
Revenues
Total: Licenses & Permits
Total: State of Illinois Taxes
Total: Charges for Services
INT - Investment Income
Total: Investment Income
MISC - Miscellaneous
Total: Miscellaneous
INTER - Interfund Transfers
Total: Investment Income
Page 79
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Fund: 02 - Water and Sewer Fund Expenses
Unit: 10 - Water Department
SAL - Salaries and Wages
Salaries-Full Time 227,194 227,229 236,158 245,000 260,000 250,000
Salaries-Part Time 0 2,172 0 0 0 0
$227,194 $229,401 $236,158 $245,000 $260,000 $250,000
FICA 14,463 13,984 14,288 15,200 15,200 15,500
Medicare 3,465 3,354 3,457 3,600 3,600 3,700
IMRF 27,774 26,624 27,343 28,000 28,000 29,000
Employee Insurance 47,710 41,684 36,257 46,000 46,000 42,000
Deferred Comp. Contrib 8,448 7,788 8,028 10,000 10,000 10,000
Travel/Training 2,100 4,239 2,708 7,000 7,000 7,000
IL Unemployment Ins.1,891 1,671 1,706 2,500 2,500 2,500
$105,851 $99,344 $93,787 $112,300 $112,300 $109,700
Telephone/Internet 4,403 3,128 4,665 5,600 5,600 5,600
Cellular Phones/Pagers 4,044 3,690 4,153 3,000 3,000 7,000
$8,447 $6,818 $8,818 $8,600 $8,600 $12,600
SUPP - Supplies & Commodities
Office Supplies/Postage 26,033 30,848 33,548 26,000 26,000 30,000
Dues & Subscriptions 1,360 1,244 1,458 1,400 1,400 1,500
Gas/Oil/Mileage/Wash 21 131 522 500 500 500
Supplies/Hardware 436 175 525 500 550 500
Software 1,784 1,838 1,893 2,000 1,800 2,000
Sand & Gravel 772 926 1,384 800 800 800
Water Meters 205,979 141,417 131,728 150,000 140,000 150,000
$236,385 $176,579 $171,058 $181,200 $171,050 $185,300
Contract - Contractual Services
Building Maintenance 8,996 8,541 4,921 8,000 9,500 10,000
Legal Notices 0 0 0 500 500 500
Legal Fees 684 2,244 292 1,000 1,000 1,000
Contractual Services 9,124 34,698 42,195 27,000 27,000 50,000
Equipment Maintenance (139)0 126 500 500 500
Engineering Fees 0 128 0 4,000 4,100 4,000
$18,665 $45,611 $47,534 $41,000 $42,600 $66,000
Admin Service Charge 125,190 125,000 125,000 125,000 125,000 125,000
Bad Debt Expense 0 0 3,424 0 0 0
Transfer to Debt Service 122,463 124,525 242,725 244,825 244,825 244,200
$247,653 $249,525 $371,149 $369,825 $369,825 $369,200
$844,195 $807,278 $928,504 $957,925 $964,375 $992,800
Total: Salaries and Wages
Division: 02 - Water Administration Program
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2018-2019 Fiscal Year Budget
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Water Admin Program
Page 80
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2018-2019 Fiscal Year Budget
Salaries-Full Time 376,723 378,548 403,796 410,000 360,000 375,000
Salaries-Part Time 4,707 9,474 15,650 14,000 14,000 15,000
Salaries-Overtime 37,098 35,280 31,516 35,000 35,000 35,000
$418,528 $423,302 $450,962 $459,000 $409,000 $425,000
FICA 24,569 26,171 26,732 29,000 29,000 27,000
Medicare 5,780 6,155 6,300 6,800 6,800 6,500
IMRF 48,351 47,939 47,882 53,000 53,000 50,000
Employee Insurance 61,000 60,654 63,113 70,975 70,975 73,000
Deferred Comp. Contrib 11,533 13,904 15,502 15,000 15,000 16,500
$151,233 $154,823 $159,529 $174,775 $174,775 $173,000
Telephone/Internet 6,885 5,362 7,888 9,000 9,000 9,000
Cellular Phones/Pagers 0 0 152 500 500 500
Electricity/Gas 131,748 156,790 123,566 140,000 125,000 140,000
$138,633 $162,152 $131,606 $149,500 $134,500 $149,500
SUPP - Supplies and Commodities
Office Supplies/Postage 3,687 75 200 2,000 2,000 2,000
Replacement Supplies 2,456 10,150 7,017 5,000 5,000 5,000
Gas/Oil/Mileage/Wash 14,402 12,137 8,602 15,000 15,000 15,000
Supplies/Hardware 3,118 4,282 5,485 4,000 5,800 4,000
Chemicals 4,811 4,025 5,380 5,500 6,000 6,000
Uniforms/Clothing 2,366 3,322 5,328 2,000 2,000 2,000
$30,840 $33,991 $32,012 $33,500 $35,800 $34,000
Contract - Contractual Services
Building Maintenance 1,920 2,365 2,772 4,000 4,000 5,000
Vehicle Maintenance 9,371 5,215 6,090 6,500 6,500 7,500
Contractual Services 43,807 48,317 53,499 40,000 40,000 65,000
Lake Michigan Water 7,649,599 8,124,114 8,471,988 8,403,000 8,930,000 8,492,000
Equipment Maint.10,804 11,512 12,096 9,000 9,000 10,000
System Maintenance 45,303 26,311 49,419 44,000 44,000 60,000
Water/Fire Hydrant 15,119 15,071 19,075 20,000 20,000 20,000
EPA Analytical 15,400 15,429 11,035 16,000 16,000 16,000
$7,791,323 $8,248,334 $8,625,974 $8,542,500 $9,069,500 $8,675,500
Transfer to Debt Service 122,463 124,525 242,725 244,825 244,825 244,200
$122,463 $124,525 $242,725 $244,825 $244,825 $244,200
Contingencies/Depreciation
Depreciation 3,083,662 3,102,438 3,149,875 0 0 0
$3,083,662 $3,102,438 $3,149,875 $0 $0 $0
$11,736,682 $12,249,565 $12,792,683 $9,604,100 $10,068,400 $9,701,200
$12,580,877 $13,056,843 $13,721,187 $10,562,025 $11,032,775 $10,694,000
Total: Salaries and Wages
SAL - Salaries and Wages
Division: 30 - Water Distribution Program
Total: Water Department
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Depreciation
Total: Water Distribution Program
Page 81
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2018-2019 Fiscal Year Budget
Unit: 11 - Sewer Department
Salaries-Full Time 227,693 227,529 235,197 245,000 245,000 250,000
Salaries-Part Time 0 2,172 0 0 0 0
$227,693 $229,701 $235,197 $245,000 $245,000 $250,000
FICA 13,964 13,951 14,291 15,200 15,200 15,500
Medicare 3,348 3,346 3,457 3,600 3,600 4,000
IMRF 27,837 26,595 27,356 28,000 28,000 29,000
Employee Insurance 47,420 37,137 35,825 46,000 46,000 42,000
Deferred Comp. Contrib 8,460 7,565 7,723 10,000 10,000 10,000
Travel/Training 3,443 10,175 5,192 12,000 12,000 12,000
IL Unemployment Ins.1,891 1,671 1,706 2,500 2,500 2,500
$106,363 $100,440 $95,550 $117,300 $117,300 $115,000
Telephone/Internet 9,846 7,242 11,909 9,000 10,000 13,000
Cellular Phones/Pagers 3,969 3,435 2,974 3,500 3,500 3,500
$13,815 $10,677 $14,883 $12,500 $13,500 $16,500
SUPP - Supplies and Commodities
Office Supplies/Postage 25,340 30,738 31,332 25,000 25,000 30,000
Dues & Subscriptions 61,871 59,021 60,536 68,200 68,200 72,300
Gas/Oil/Mileage/Wash 950 366 299 1,000 1,000 1,000
Supplies/Hardware 661 661 511 2,500 2,500 2,500
$88,822 $90,786 $92,678 $96,700 $96,700 $105,800
Contract - Contractual Services
Building Maintenance 11,577 12,405 17,449 15,000 16,000 20,000
Legal Fees 959 756 172 1,500 1,500 1,500
Contractual Services 9,294 19,636 39,620 30,000 30,000 50,000
Equipment Maintenance 613 880 0 2,000 2,000 2,000
Engineering Fees 0 13,350 10,186 10,000 10,000 10,000
$22,443 $47,027 $67,427 $58,500 $59,500 $83,500
2013/2004A Bond (Principal)3,000 3,000 340,500 39,840 384,000 397,500
2013/2004A Bond (Interest)48,069 46,710 46,650 384,000 39,840 28,320
2005B Bond (Principal)331,500 348,000 30,000 0 0 0
2005B Bond (Interest)33,480 18,563 1,162 0 0 0
Admin Service Charge 125,190 125,000 125,000 125,000 125,000 125,000
Bad Debt Expense 0 0 2,321 0 0 0
Transfer to Debt Service 122,463 124,525 242,725 244,825 244,825 244,200
$663,702 $665,798 $788,358 $793,665 $793,665 $795,020
$1,122,838 $1,144,429 $1,294,093 $1,323,665 $1,325,665 $1,365,820
Total: Contractual
OTHER - Other
Total: Other
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies and Commodities
Division: 02 - Sewer Administration Program
Total: Sewer Admin Program
SAL - Salaries and Wages
Total: Salaries and Wages
Page 82
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2018-2019 Fiscal Year Budget
Salaries-Full Time 386,560 388,887 410,780 385,000 380,000 395,000
Salaries-Part Time 4,707 9,474 15,650 10,000 10,000 10,000
Salaries-Overtime 30,807 27,640 26,852 30,000 30,000 30,000
$422,074 $426,001 $453,282 $425,000 $420,000 $435,000
FICA 24,616 26,345 27,243 26,500 26,500 27,000
Medicare 5,788 6,193 6,414 6,500 6,500 6,543
IMRF 47,747 48,544 48,878 46,000 46,000 48,000
Employee Insurance 69,128 68,440 60,441 56,000 56,000 57,000
Deferred Comp. Contrib 11,907 12,170 13,027 13,500 13,500 15,000
$159,186 $161,692 $156,003 $148,500 $148,500 $153,543
Telephone/Internet 17,212 13,405 19,797 22,000 22,000 22,000
Electricity/Gas 411,847 503,309 519,785 525,000 525,000 525,000
$429,059 $516,714 $539,582 $547,000 $547,000 $547,000
SUPP - Supplies and Commodities
Office Supplies/Postage 3,686 272 841 4,500 4,500 4,500
Replacement Supplies 1,300 1,376 2,085 1,500 2,200 2,000
Gas/Oil/Mileage/Wash 17,601 10,229 8,249 13,000 10,000 12,000
Supplies/Hardware 6,007 12,960 10,857 10,000 10,000 10,000
Chemicals 110,989 117,231 112,021 115,000 115,000 115,000
Sand & Gravel 0 0 253 500 500 500
Industrial Flow Monitor 8,612 7,052 1,971 18,000 18,000 18,000
Uniforms/Clothing 4,777 7,685 8,909 5,000 5,000 6,000
$152,972 $156,805 $145,186 $167,500 $165,200 $168,000
Contract - Contractual Services
Vehicle Maintenance 8,200 4,977 3,473 8,000 10,000 10,000
Contractual Services 148,525 149,779 214,685 160,000 160,000 170,000
Equipment Maint.22,892 29,493 22,092 20,000 20,000 25,000
Maintenance-James St.0 196 5,601 5,000 5,000 5,000
System Maintenance 21,742 54,209 55,506 125,000 125,000 125,000
$201,359 $238,654 $301,357 $318,000 $320,000 $335,000
Transfer to Debt Service 122,463 124,525 242,725 244,825 244,825 244,200
$122,463 $124,525 $242,725 $244,825 $244,825 $244,200
$1,487,113 $1,624,391 $1,838,135 $1,850,825 $1,845,525 $1,882,743
$2,609,951 $2,768,820 $3,132,228 $3,174,490 $3,171,190 $3,248,563
Total: Sewer Treatment Program
SAL - Salaries and Wages
Total:Salaries & Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual
OTHER - Other
Total: Other
Division: 40 - Sewer Treatment Program
Total: Sewer Department
Page 83
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2018-2019 Fiscal Year Budget
Unit: 12 - Utility Expansion
Contractual Services 5,260 0 0 210,000 210,000 100,000
Engineering Fees 533 3,100 40,152 150,000 150,000 150,000
Machinery & Equipment 25,764 3,454 12,894 0 6,000 75,000
Vehicles 19,522 0 0 180,000 40,000 70,000
Village Green Reconstruction 1,500,000
Route 30 Water Main 0 296,356 269,614 0 0 0
Rt 30 Main-Kuusakoski to Tower 2 0 22,461 840,470 100,000 100,000 0
Scada Improvements 742 63,520 2,158 20,000 20,000 20,000
Pump Station Improvements 0 0 56,525 0 200,000 225,000
Liftstation Improvements 4,190 74,500 181,130 170,000 150,000 100,000
$56,011 $463,391 $1,402,943 $830,000 $876,000 $2,240,000
2013/2004A Bond (Principal)7,000 7,000 794,500 896,000 896,000 927,500
2013/2004A Bond (Interest)108,838 108,990 100,338 92,960 92,960 66,080
2013/2004B Bond (Principal)345,000 360,000 365,000 375,000 375,000 385,000
2013/2004B Bond (Interest)57,880 53,150 43,213 38,650 38,650 27,400
2005B Bond (Principal)773,500 812,000 70,000 0 0 0
2005B Bond (Interest)59,473 43,313 1,260 0 0 0
2008 Bond (Principal)415,000 450,000 450,000 500,000 500,000 0
2008 Bond (Interest)543,438 721,391 47,863 25,000 25,000 0
2015/2008 Bond (Principal)0 0 90,000 90,000 90,000 620,000
2015/2008 Bond (Interest)168,894 0 531,550 529,750 529,750 527,950
IEPA Loan 151,643 153,545 155,470 158,419 158,419 158,419
IEPA Loan (Interest)35,474 34,463 31,808 30,588 30,588 30,588
Bond Issuance Costs 178,866 0 0 0 0 0
$2,845,006 $2,743,852 $2,681,002 $2,736,367 $2,736,367 $2,742,937
$2,901,017 $3,207,243 $4,083,945 $3,566,367 $3,612,367 $4,982,937
$18,091,845 $19,032,906 $20,937,360 $17,302,882 $17,816,332 $18,925,500
OTHER - Other
Division: 91 - Capital
Unit: 12 - Utility Expansion
Total: Water & Sewer Fund
Total: Other
Division: 92 - Bonds
OTHER - Other
Total: Other
Unit Total: 12 - Utility Expansion
Page 84
CAPITAL
Engineering / Facility Maintenance (EFM) Overall Goal
To effectively engineer and manage the design/construction of Capital Projects, Roadway and Facility
Maintenance Projects within the Village to provide high-quality, cost effective Public Improvements for
our residents. Research, evaluate, and pursue grant programs available to the Village for infrastructure
and maintenance projects.
The EFM group functions within the Public Works Department and the daily operations are managed
by the Superintendent of Public Improvements. Engineering employees currently include one Lead
Engineer and one Public Improvements Inspector. Facility Maintenance employees consist of one
Facility Maintenance Crew Leader and two Facility Maintenance Workers.
2018/2019 Goal
It is anticipated to be an extremely busy year for the Engineering division. The expansion of the
resurfacing program, the ongoing PACE parking lot construction, and the Village Green neighborhood
utility project will require a great deal of attention. Several other projects and programs, listed below,
will help our community move forward during the fiscal year.
The Village anticipates utilizing in-house resources to administer the annual roadway resurfacing
programs, the bike path, sidewalk/curb replacement, pavement crack sealing, and pavement patching
programs, bridge inspections, and the LED streetlight replacement programs. The Village has had
continued success, along with cost savings, by managing these programs in-house over the past several
years. Because the number of projects and the roadway resurfacing program funding level has
increased, the demand for additional staff time has increased as well. Funds have been budgeted to
allow the Village to hire one new Staff Engineer. This individual will help facilitate plan
review/development, bid document preparation, field inspections, and project management.
The Engineering group is continuing to utilize part-time summer engineering interns that to assist with
administering the Village’s maintenance programs and work related to collecting traffic data. This
program not only improves our overall efficiency but it also provides a positive work experience for the
interns. We will continue our sidewalk ADA compliance program and Streetlight Inventory program this
summer. The ADA program will inventory and identify the sidewalk network within the community and
note any deficiencies. Those deficiencies will be addressed via the sidewalk replacement program and
the resurfacing program in future years as the budget allows. The Streetlight inventory program
captures the GPS locations and installs identification labels on the poles for accurate inventory,
maintenance and repairs, when needed.
It is a continual goal to have the Engineering department become the central repository for all plans,
drawings, and information relating to the Village infrastructure and facilities. This task has been an
ongoing multi-year project and includes scanning old documents and plans into the Village’s laserfiche
system. A continuing effort will be made this year to complete as much as this as is possible.
Facility Maintenance goal is to centralize as many external maintenance and service contracts as
possible for cost savings and smoother response in times of need. We also strive to complete as much
‘in-house” repairs/maintenance as staff’s talents and time allow.
Page 85
CAPITAL
Annual Maintenance Programs
Roadway Resurfacing Program (MFT & General Funds) - $4,000,000.
A combination of MFT and Capital funds has been successfully utilized in past budgets to provide the
maintenance of several roadways within the Village. Staff has identified additional roadways in the
2018 fiscal year that need maintenance and resurfacing. The results of the Village’s pavement
management survey have been successful in prioritizing this work. To retain the good quality of the
Village’s roadway network, at total of $4 million has been allocated within both the MFT and Capital
funds. (The MFT funds are included in the Other Funds tab.)
Bike Path Program - $400,000
Staff is responsible for the maintenance of thousands of linear feet of asphalt bike path within the
Village. Required patching and/or pavement sealing is completed annually. This amount also includes
engineering funds for bike path connections adjacent to traffic signals. Additionally, the multi-year
program addresses the needs of completing “gaps” within the sidewalk/bike path system, as identified
in the Village’s Transportation plan.
Curb & Sidewalk Program - $100,000
Staff routinely performs inspections of sidewalks and curbs throughout the Village. In addition,
requests from residents concerning defects are promptly investigated and addressed. The sidewalk
replacement work typically occurs during the summer months. Staff plans to include the “saw cut
removal” of trip hazards within this program. This type of work has been completed several times over
the last few years with great success.
Patching Program - $125,000
Engineering Staff will coordinate with the Street Division to identify areas that need roadway patching.
Roadway Pavement Marking /Crack Fill Program - $40,000/$100,000 (The funds are included in the
Street Maintenance Division budget.) Engineering Staff will coordinate with the Street Division to
identify areas that need pavement marking and crack filling.
Bridge Program - $295,000
The Village has (15) bridges that are under our jurisdiction. According to the latest bridge inspection
reports, that there are some maintenance issues that need attention. Repair includes rip-rap/scour
restoration, corrosion mitigation and railing replacement. Engineering design costs for the Indian
Boundary Bridge replacement project is also included. This project is an 80/20 IDOT/Village cost.
Storm Sewer Program - $40,000
Staff completes routine maintenance and inspection work as it relates to the Village’s storm sewer
system and other various storm sewer improvements as required.
LED Street light replacement - $75,000
The Village continues to replace older inefficient streetlight fixtures with longer lasting more energy
efficient LED fixtures. Staff has been maximizing the Energy Grant rebate program as provided through
ComEd to leverage the total dollars available each cycle.
Page 86
CAPITAL
Grant funded Projects
STP (Surface Transportation Grant Program) - STP Grant $4.5M total with $2M for engineering.
FY 18/19 $200,000
143rd Street – Route 59 to Illinois 126 – Phase 1 design was approved by IDOT in December of 2014.
Work will continue on the Phase 2 design and ComEd coordination. Once constructed, this project
which will ultimately provide a needed east-west connection for the Village. Both TIGER and INFRA
Grants have been applied for to assist with construction costs.
STP (Surface Transportation Grant Program $1,500,000) FY 18/19 $100,000
Renwick Road reconstruction – Spangler Farm subdivision to River Road. Engineering for this project
has started and should be completed by the end of 2017. This project takes a rural two lane cross
section to the standard 3 lane urban cross section. Coordination with the Plainfield Township and
Plainfield Park District is needed to complete the work.
127th Street & Naperville/Plainfield Road - Intersection/Traffic Signal Project - ($2,000,000 grant)
$2,600,000 total cost
This project is at the point where a cost sharing agreement with Will Co Hwy and Bolingbrook is
needed before ROW acquisition can occur.
Indian Boundary Bridge Replacement (Total Project $1,400,000) FY 18/19 $50,000
The Village was awarded Federal Bridge Replacement funding under the IDOT bridge program.
Engineering will occur during 2018 and it is anticipated that construction will begin in 2019. This Grant
provides 80% funding from the Federal Government.
PACE Park-N-Ride lot/facility Project - $5,000,000
The Village and PACE have entered into an agreement whereby PACE will provide 100% funding for the
engineering and construction of a 600-car parking lot and bus related amenities. This project is
expected to be completed by the end of 2018.
Village Funded Projects
Village Green Project – Underground Utility Phase $50,000
The Village will oversee the engineering design work for the replacement of the 100+ year old water,
sanitary and storm utilities in the first phase of this multi-year project. The second phase addresses the
roadway, sidewalk and other relates features around and surrounding the Village Green neighborhood.
I-55 Interchange Project (Plainfield/Bolingbrook/Romeoville) - 200,000
Costs associated with the Phase 1 Engineering Study.
143rd Street & Route 30 – Traffic Signal & intersection Improvements - $10,000
This project is at the point where a cost sharing agreement with IDOT is needed before ROW
acquisition can occur. Budgeted expense is for engineering only.
Page 87
CAPITAL
Gateway Signage Project - $50,000
This project is for the construction of a unified Gateway entry signs at numerous locations in the
Village.
Emerald Ash Borer - $200,000
During the past twelve years the Emerald Ash Borer (EAB) has killed over 10 million trees within the
United States. Through a combination of village Staff and contractor efforts, a majority of the 6,000
Ash trees within public rights of way have been removed. In an effort to support the replacement of
these trees the Village has funded a parkway tree installation program that occurs in the spring and fall
of each year. Continued support of this program will be needed to help facilitate the future
replacement of parkway trees that have already been removed and will be removed in the future.
Settlers Park Lake Refresh Improvements - $90,000
As Settlers Park was constructed over fifteen years ago, maintenance work is needed to restore the
park to its original condition. This project will address several key areas around the Settlers’ Park pond.
It will be included in this year resurfacing program.
Public Building Condition Study - $25,000
As the Village Buildings are aging, a need for a comprehensive asset study is needed. This is similar to
the Roadway Pavement Condition Index (PCI) the Village has performed over the last few years. The
Village has 26 buildings, of varying sizes and functions, throughout our community. As part of this
study, a complete inventory of the condition of all buildings and recommendations for maintenance
improvements would be provided. This study would aid in the planning for future budget funding. The
Village has five major building sites; the Village Hall, Public Works Facility, Law Enforcement Facility,
North Wastewater Plant, and the Lake Water Pumping Station. (The funds are included in the Facility
Maintenance Division in the General Fund)
Building/Facility Improvements - $200,000
Various Items including HVAC at Public Works and renewal of the Village-wide Generator maintenance
program. There is some extensive work needed on the Settlers’ Park Band Shell this year as well.
Vehicles/Equipment/Technology
Vehicles/Equipment
Industrial Floor sweeper – At the time the Public Works Facility was constructed 14 years ago, an
industrial floor sweeper was purchased to help maintain the interior of our facility. This unit is at the
end of its useful life and has undergone numerous repairs during the last few years. Staff is proposing
to replace this unit. The cost estimate for this piece of equipment is approximately $60,000.
Traffic counting devices - The inventory of traffic counting devices has been decreasing due to
obsolescence and vehicle damage. Staff is requesting an additional (6) NC-350 units and related
equipment this year. The cost of this equipment is approximately $9,500.
Page 88
Classification
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Fund: 11 - Capital Fund
State of Illinois Taxes 3,286,980 3,403,167 3,492,459 2,900,000 3,500,000
Utility Taxes 3,107,995 2,816,908 2,915,445 2,800,000 3,300,000
Licenses and Permits 9,193 11,635 10,031 5,500 5,500
Fines and Forfeits 216,400 211,035 348,306 255,000 280,000
Charges for Services 196,470 37,433 24,328 35,000 26,500
Grants 34,409 206,944 643,335 1,733,739 2,115,000
Investment Income 267 5,404 39,065 31,886 105,000
Miscellaneous 9,858 184,744 96,442 5,810,000 5,260,000
Interfund Transfers 3,700,000 2,878,289 2,689,567 500,000 850,000
Revenues Total $10,561,572 $9,755,559 $10,258,978 $14,071,125 $15,442,000
Transfers 2,500,545 2,500,818 2,032,264 2,036,125 2,034,750
Contractual Services 110,400 106,513 110,742 110,000 110,000
Machinery and Equipment 310,468 615,880 534,985 550,000 550,000
Storm/Drainage Improvements 35,843 29,186 9,686 45,000 40,000
Bridge Repairs & Construction 111,808 20,554 0 425,000 295,000
Sidewalk, Curb, & Bikepath 306,148 328,634 163,592 500,000 500,000
Traffic Control Device 44,166 0 0 110,000 2,620,000
Roadway Improvements 1,290,329 1,980,955 1,682,583 3,725,000 3,675,000
Misc. Capital Expenses 406,056 149,360 728,910 6,170,000 5,365,000
Building Improvements 167,709 269,853 96,047 200,000 200,000
Emerald Ash Borer 246,357 396,796 279,983 200,000 200,000
Expenses Total $5,529,829 $6,398,549 $5,638,792 $14,071,125 $15,589,750
Total: Capital Fund $5,031,743 $3,357,010 $4,620,186 $0 ($147,750)
Ending Fund Balance $5,466,855 $8,823,865 $13,444,051 $13,444,051 $13,296,301
Capital Fund Revenues
Capital Fund Expenses
Capital Improvement Fund Summary
2018-2019 Fiscal Year Budget
Page 89
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Fund: 11 - Capital Improvement Fund
Home Rule Sales Tax 3,286,980 3,403,167 3,492,459 2,900,000 3,049,000 3,500,000
$3,286,980 $3,403,167 $3,492,459 $2,900,000 $3,049,000 $3,500,000
Utility Tax 3,107,995 2,816,908 2,915,445 2,800,000 2,850,000 2,800,000
Local Motor Fuel Tax 0 0 0 0 0 500,000
$3,107,995 $2,816,908 $2,915,445 $2,800,000 $2,850,000 $3,300,000
Bike Path Fee 444 296 0 500 0 0
Traffic Impact Fee 0 500 0 0 0 0
Recapture Fee 8,749 10,839 10,031 5,000 4,000 5,500
$9,193 $11,635 $10,031 $5,500 $4,000 $5,500
Red Light Fines 216,400 211,035 348,306 255,000 370,000 280,000
$216,400 $211,035 $348,306 $255,000 $370,000 $280,000
Impound Fee 64,630 31,038 22,853 30,000 25,000 25,000
Daily Storage Fee for Impound 11,840 6,395 1,475 5,000 1,500 1,500
Rental Income 120,000 0 0 0 0 0
$196,470 $37,433 $24,328 $35,000 $26,500 $26,500
Grant Revenue 34,409 206,944 49,471 500,000 48,000 115,000
STP Grant 0 0 593,864 1,233,739 365,311 2,000,000
$34,409 $206,944 $643,335 $1,733,739 $413,311 $2,115,000
Interest Income 267 5,404 39,065 31,886 120,000 105,000
$267 $5,404 $39,065 $31,886 $120,000 $105,000
Sales-Fixed Assets 0 31,180 0 5,000 0 5,000
Donation/Contribution 0 16,264 0 0 0 0
Other Reimbursements 448 15,739 95,942 5,800,000 800,000 5,250,000
Other Receipts 9,410 121,561 500 5,000 500 5,000
$9,858 $184,744 $96,442 $5,810,000 $800,500 $5,260,000
Transfer From TIF 500,000 500,000 500,000 500,000 200,000 500,000
Transfer From General 3,200,000 2,378,289 2,189,567 0 0 350,000
$3,700,000 $2,878,289 $2,689,567 $500,000 $200,000 $850,000
$10,561,572 $9,755,559 $10,258,978 $14,071,125 $7,833,311 $15,442,000
STTAX - State of Illinois Taxes
Total: State of Illinois Taxes
Revenues
Capital Improvement Fund
Revenue & Expense Detail
2018-2019 Fiscal Year Budget
OTHTX - Other Taxes
Total: Other Taxes
LIC&PER - Licenses and Permits
Total: Licenses and Permits
FIN - Fines and Forfeits
Total: Fines and Forfeits
SERV - Charges for Services
Total: Charges for Services
GRNTS - Grants
Total: Grants
INT - Investment Income
Total: Investment Income
MISC - Miscellaneous
INTER - Interfund Transfers
Total: Interfund Transfers
Revenues Total
Total: Miscellaneous
Page 90
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Budget
FY 2019
Proposed
Budget
Capital Improvement Fund
Revenue & Expense Detail
2018-2019 Fiscal Year Budget
Police Fleet/Equipment 175,242 217,571 231,378 225,000 225,000 225,000
Public Works/Community Dev.135,226 398,309 303,607 325,000 225,000 325,000
127th St. & Naperville Rd-eng 0 100,000 0 2,600,000
Rt. 30 and 143rd - engineering 37,782 0 10,000 10,000 10,000
Lockport & VanDyke ped crossing 6,384
119th St./Rt.30 10,000
Bike Path 306,148 328,634 163,592 400,000 400,000 400,000
Curb & Sidewalk 100,000 100,000 100,000
810,372 1,205,822 485,235 1,000,000 1,050,000 3,000,000
I-55 Phase 1 Study 7,393 13,785 33,291 320,000 200,000 200,000
143rd St. Ext. Design 271,988 124,531 711,301 1,400,000 200,000 200,000
Lockport Street bypass - eng 7,395 275
Renwick Corridor engineering 23,863 6,060 7,123 70,000 20,000 100,000
Rt 30 Reconstr. - Village Portion 25,636 153,821 104,582
127th - Heggs to Meadow-eng 309,366 263,730 680,000 680,000
Rt. 126 & Meadow Ln 46,851
Village Green project 2,643 130,000 40,000 50,000
143,682 120,444 74,678 125,000 125,000 125,000
111,808 20,554 0 425,000 60,000 295,000
35,843 29,186 9,686 45,000 40,000 40,000
PCI Pavement Inspection 73,975
Settler's Park - Campus refresh 75,026 168,834 90,000 60,000 90,000
Ft. Beggs Street Lighting 205,830
Street Lights - LED Replacement 29,400 53,466 74,735 75,000 75,000 75,000
Street Lights - Concrete pole repl 50,000 50,000 50,000
School Beacons Upgrade 31,190 5,000 3,500
Misc. Engineering 42,966 20,868 106,349 100,000 50,000 100,000
Property Acquisition 302,500
PACE Lot 99,187 5,800,000 800,000 5,000,000
Gateway Signage 50,000 0 50,000
246,357 396,796 279,983 200,000 200,000 200,000
167,709 269,853 96,047 200,000 130,000 200,000
110,400 106,513 110,742 110,000 110,000 110,000
2,500,545 2,493,518 2,032,264 2,036,125 2,023,992 2,034,750
7,300
$5,529,829 $6,398,549 $5,638,792 $14,071,125 $6,877,492 $15,589,750
Bridge Repairs & Construction
Storm & Drainage Improvements
Expenses
Miscellaneous Capital Expenses
Emerald Ash Borer
Expenditure Grand Totals:
Building Improvements
Contractual Services (Red Lt Camera)
Transfer to Debt Service
Transfer to MFT
Roadway Improvements
Pavement Patching
Machinery and Equipment
Traffic Control Device
Sidewalk, Curb, & Bikepath
Page 91
Other
MFT Bond and Tort Audit Police DARE TIF Alcohol Funds
Fund Interest Immunity Fund Pension Fund Fund Enforcement Totals
REVENUES
Property Taxes - 113,600 475,000 42,000 - - 725,000 - 1,355,600
State of Illinois Taxes 1,100,000 - - - - - - - 1,100,000
Fines And Forfeits - - - - - - - 15,000 15,000
Interest Income 25,000 1,000 500 100 1,150,000 50 5,000 250 1,181,900
Other -
Employer Contributions - - - - 1,370,000 - - - 1,370,000
Employee Contributions - - - - 550,000 - - - 550,000
DARE Contributions - - - - - 20,000 - - 20,000
Interfund Transfers - 3,011,550 - - - - - - 3,011,550
Total 1,125,000 3,126,150 475,500 42,100 3,070,000 20,050 730,000 15,250 8,604,050
EXPENDITURES
Salaries & Wages - - - - 525,000 - - - 525,000
Benefits - - - - 5,000 - - - 5,000
Supplies/Commodities - - - - 6,300 20,000 - - 26,300
Contractual Services - - 430,500 42,000 30,000 - - - 502,500
Other
Debt Service - 3,125,150 - - - - - - 3,125,150
Capital Outlay 1,000,000 - - - - - 300,000 - 1,300,000
Miscellaneous - - - - 90,000 - - - 90,000
Interfund Transfers 150,000 - - - - - 500,000 25,000 675,000
Total 1,150,000 3,125,150 430,500 42,000 656,300 20,000 800,000 25,000 6,248,950
EXCESS/(DEFICIENCY)(25,000) 1,000 45,000 100 2,413,700 50 (70,000) (9,750) 2,355,100
Miscellaneous Funds
Revenue & Expenses by Fund Summary
2018-2019 Fiscal Year Budget
Page 92
Description 2015 Actual 2016 Actual 2017 Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 04 - Motor Fuel Tax
State of Illinois Taxes
MFT Entitlements 1,396,548 1,114,756 1,105,594 1,150,000 1,100,000 1,100,000
Total: State of Illinois Taxes $1,396,548 $1,114,756 $1,105,594 $1,150,000 $1,100,000 $1,100,000
Investment Income
Interest Income 398 3,175 15,411 5,000 30,000 25,000
Total: Investment Income $398 $3,175 $15,411 $5,000 $30,000 $25,000
Miscellaneous
Other Receipts 0 200 0 0 0 0
Total: Miscellaneous $0 $200 $0 $0 $0 $0
Transfer From Capital $0 $7,300 $0 $0 $0 $0
$0 $7,300 $0 $0 $0 $0
Revenues Total $1,396,946 $1,125,431 $1,121,005 $1,155,000 $1,130,000 $1,125,000
Division: 91 - Capital
Street Improvements 621,545 996,972 863,120 1,005,000 1,040,000 1,000,000
Total: Other $621,545 $996,972 $863,120 $1,005,000 $1,040,000 $1,000,000
Division Total: 91 - Capital $621,545 $996,972 $863,120 $1,005,000 $1,040,000 $1,000,000
Division: 99 - Transfers
Transfer to General 0 0 0 150,000 150,000 150,000
Total: 99 - Transfers $0 $0 $0 $150,000 $150,000 $150,000
Total: Non-Departmental $621,545 $996,972 $863,120 $1,155,000 $1,190,000 $1,150,000
Expenditures Total $621,545 $996,972 $863,120 $1,155,000 $1,190,000 $1,150,000
Total: 04 - Motor Fuel Tax $775,401 $128,459 $257,885 $0 ($60,000)($25,000)
**MFT has a 4/30/17 Fund Balance of $3,077,064
Motor Fuel Tax Fund
2018-2019 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
INTER - Interfund Transfers
Total: Interfund Transfers
$1,000,000
$1,100,000
$1,200,000
$1,300,000
$1,400,000
$1,500,000
2015 Actual 2016 Actual 2017 Actual FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
MFT Revenue History
MFT
Entitlements
Page 93
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 05 - Bond and Interest Fund
Property Taxes
Property Tax Revenue 112,333 114,654 117,214 112,600 118,519 113,600
Total: Property Taxes $112,333 $114,654 $117,214 $112,600 $118,519 $113,600
Investment Income
Interest Income 162 37 798 500 6,225 1,000
Total: Investment Income $162 $37 $798 $500 $6,225 $1,000
Debt Proceeds
Refunding Bond Proceeds 9,665,000 0 0 0 0 0
Premium on Bond Proceeds 331,514 0 0 0 0 0
Total: Debt Proceeds $9,996,514 $0 $0 $0 $0 $0
Interfund Transfers
Transfer From Water & Sewer 489,852 498,100 970,900 979,300 979,300 976,800
Transfer From Capital 2,500,545 2,493,518 2,032,264 2,036,125 2,023,992 2,034,750
Total: Interfund Transfers $2,990,397 $2,991,618 $3,003,164 $3,015,425 $3,003,292 $3,011,550
Revenues Total $13,099,406 $3,106,309 $3,121,176 $3,128,525 $3,128,036 $3,126,150
Bond & Interest Fund
2018-2019 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Bond & Interest Revenue History
Property Tax Revenue
Interfund Transfers
Page 94
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Bond & Interest Fund
2018-2019 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 92 - Bonds
OTHER - Other
2005A Bond (Principal)525,000 540,000 0 0 0 0
2005A Bond (Interest)47,963 25,650 0 0 0 0
2007 Bond (Principal)665,000 690,000 725,000 755,000 755,000 170,000
2007 Bond (Interest)353,325 106,150 75,100 42,475 42,475 8,500
2009 Refunding Bond(Princ)90,000 95,000 100,000 100,000 100,000 100,000
2009 Refunding Bond (Int)22,125 19,425 16,100 12,600 12,600 13,600
2010 Bond (Principal)660,000 690,000 720,000 750,000 750,000 770,000
2010 Bond (Interest)291,400 271,600 250,900 229,300 229,300 206,800
2012 Refunding Bond (Princ)75,000 75,000 645,000 660,000 660,000 680,000
2012 Refunding Bond (Int)191,100 189,600 188,100 175,200 175,200 155,400
2014 Refunding Bond (Princ)70,000 125,000 125,000 130,000 130,000 750,000
2014 Refunding Bond (Int)115,827 278,450 275,950 273,450 273,450 270,850
Payment to Escrow Agent 9,875,322 0 0 0 0 0
Bond Issuance Costs 116,562 0 0 0 0 0
Total: OTHER - Other $13,098,624 $3,105,875 $3,121,150 $3,128,025 $3,128,025 $3,125,150
Expenditures Total $13,098,624 $3,105,875 $3,121,150 $3,128,025 $3,128,025 $3,125,150
Total: Bond & Interest $782 $434 $26 $500 $11 $1,000
Expenditures
Page 95
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 07 - Tort Immunity Fund
Property Taxes
Property Tax Revenue 399,405 529,935 621,535 625,000 623,115 475,000
Total: Property Taxes $399,405 $529,935 $621,535 $625,000 $623,115 $475,000
Investment Income
Interest Income 10 189 165 100 800 500
Total: Investment Income $10 $189 $165 $100 $800 $500
Other Reimbursements $0 $12,150 $55 $0 $0 $0
$0 $12,150 $55 $0 $0 $0
Transfers
Transfer from General 95,000 0 0 0 0 0
Total: Transfers $95,000 $0 $0 $0 $0 $0
Revenues Total $494,415 $542,274 $621,755 $625,100 $623,915 $475,500
Unit: 00 - Non-Departmental
Contractual Services
Contractual Services 7,380 0 0 0 0 0
Bond-Treasurer 0 0 336 500 336 500
Comm. Umbrella Liability 234,279 259,746 268,633 280,000 157,280 180,000
Workman's Comp. Ins.268,302 332,028 325,852 344,600 221,340 250,000
Total: Contractual Services $509,961 $591,774 $594,821 $625,100 $378,956 $430,500
Expenditures Total $509,961 $591,774 $594,821 $625,100 $378,956 $430,500
Total: Tort Immunity Fund ($15,546)($49,500)$26,934 $0 $244,959 $45,000
**Tort Immunity Fund has a 4/30/17 Fund Balance of $48,059
Tort Immunity Fund
2018-2019 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
MISC - Miscellaneous
Total: Miscellaneous
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Tort Immunity Revenue History
Property Tax Revenue
Page 96
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 08 - Audit Fund
Property Taxes
Property Tax Revenue 38,782 38,820 42,252 42,000 42,274 42,000
Total: Property Taxes $38,782 $38,820 $42,252 $42,000 $42,274 $42,000
Investment Income
Interest Income 11 16 72 50 150 100
Total: Investment Income $11 $16 $72 $50 $150 $100
Revenues Total $38,793 $38,836 $42,324 $42,050 $42,424 $42,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Contrac - Contractual Services
Audit Village 38,334 36,645 39,142 42,000 36,000 42,000
Total: Contractual Services $38,334 $36,645 $39,142 $42,000 $36,000 $42,000
Expenditures Total $38,334 $36,645 $39,142 $42,000 $36,000 $42,000
Total: Audit Fund $459 $2,191 $3,182 $50 $6,424 $100
**Audit Fund has a 4/30/17 Fund Balance of $9,342
Audit Fund
2018-2019 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Audit Fund Revenue History
Property Tax
Revenue
Page 97
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 10 - Police Pension Fund
Investment Income
Interest Income 869,435 791,770 784,140 500,000 550,000 700,000
Realized Gain/Loss 414,500 156,423 (66,866)175,000 175,000 150,000
Unrealized Gain/Loss 220,006 (951,437)1,646,913 300,000 300,000 300,000
Total: Investment Income $1,503,941 ($3,244)$2,364,187 $975,000 $1,025,000 $1,150,000
MISC - Miscellaneous
Other Receipts 0 50 0 0 0 0
Employee Contributions 522,107 490,958 509,526 575,000 510,000 550,000
Employer Contributions 898,172 948,549 1,101,142 1,370,000 1,365,000 1,370,000
Total: Miscellaneous $1,420,279 $1,439,557 $1,610,668 $1,945,000 $1,875,000 $1,920,000
Revenues Total $2,924,220 $1,436,313 $3,974,855 $2,920,000 $2,900,000 $3,070,000
Police Pension Fund
2018-2019 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Police Pension Contribution History
Employee Contributions
Employer Contributions
Page 98
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Police Pension Fund
2018-2019 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Salaries and Wages
Pension Payments 413,533 434,932 442,742 485,000 490,718 525,000
Total: Salaries & Wages $413,533 $434,932 $442,742 $485,000 $490,718 $525,000
Benefits
Travel/Training 4,348 4,584 4,170 5,000 4,000 5,000
Total: Benefits $4,348 $4,584 $4,170 $5,000 $4,000 $5,000
Supplies and Commodities
Office Supplies/Postage 287 119 0 500 100 500
Dues & Subscriptions 4,538 5,073 5,560 5,500 5,750 5,800
Total: Supplies & Commodities $4,825 $5,192 $5,560 $6,000 $5,850 $6,300
Contractual Services
Contractual Services 24,579 23,051 32,082 30,000 30,000 30,000
Total: Contractual Services $24,579 $23,051 $32,082 $30,000 $30,000 $30,000
Other
Investment Expense 37,500 69,450 87,300 85,000 90,000 90,000
Total: OTHER - Other $37,500 $69,450 $87,300 $85,000 $90,000 $90,000
Total: Non-Divisional $484,785 $537,209 $571,854 $611,000 $620,568 $656,300
Expenditures Total $484,785 $537,209 $571,854 $611,000 $620,568 $656,300
Total: Police Pension Fund $2,439,435 $899,104 $3,403,001 $2,309,000 $2,279,432 $2,413,700
Expenditures
Page 99
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 14 - D.A.R.E. Fund
Investment Income
Interest Income $16 $16 $45 $20 $60 $50
Total: Investment Income $17 $16 $45 $20 $60 $50
Miscellaneous
DARE Contributions 18,884 25,720 18,295 20,000 22,500 20,000
Total: Miscellaneous $18,884 $25,720 $18,295 $20,000 $22,500 $20,000
Revenues Total $18,901 $25,736 $18,340 $20,020 $22,560 $20,050
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
D.A.R.E. Program 29,478 26,596 21,530 20,000 20,000 20,000
Total: Non-Divisional $29,478 $26,596 $21,530 $20,000 $20,000 $20,000
Expenditures Total $29,478 $26,596 $21,530 $20,000 $20,000 $20,000
Total: D.A.R.E. Fund ($10,577)($860)($3,190)$20 $2,560 $50
**DARE Fund has a 4/30/17 Fund Balance of ($435)
D.A.R.E. Fund
2018-2019 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
DARE Contribution History
DARE Contributions
Page 100
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 17 - Tax Increment Financing Fund
Property Taxes
Property Tax Revenue 745,471 737,382 736,922 745,000 718,508 725,000
Total: Property Taxes $745,471 $737,382 $736,922 $745,000 $718,508 $725,000
INT - Investment Income
Interest Income 1,398 1,988 5,190 2,000 6,000 5,000
Total: Investment Income $1,398 $1,988 $5,190 $2,000 $6,000 $5,000
Miscellaneous
Sales-Fixed Assets 0 72,922 0 0 0 0
Total: Miscellaneous $0 $72,922 $0 $0 $0 $0
Revenues Total $746,869 $812,292 $742,112 $747,000 $724,508 $730,000
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 169,965 78,658 429,676 450,000 760,000 250,000
Facade Improvements 0 284,471 157,162 125,000 127,120 50,000
Total: Capital $169,965 $363,129 $586,838 $575,000 $887,120 $300,000
Division: 99 - Transfers
OTHER - Other
Transfer to General Fund 50,000 50,000 0 50,000 0 0
Transfer to Capital Fund 500,000 500,000 500,000 500,000 200,000 500,000
Total: Transfers $550,000 $550,000 $500,000 $550,000 $200,000 $500,000
Expenditures Total $719,965 $913,129 $1,086,838 $1,125,000 $1,087,120 $800,000
Total: Tax Increment Financing Fund $26,904 ($100,837)($344,726)($378,000)($362,612)($70,000)
**TIF Fund has a 4/30/17 Fund Balance of $540,540
Tax Increment Financing Fund
2018-2019 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$480,000
$530,000
$580,000
$630,000
$680,000
$730,000
$780,000
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
TIF Property Tax Revenue History
Property Tax
Revenue
Page 101
Description
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2018
Estimated
Amount
FY 2019
Proposed
Budget
Fund: 27 - Alcohol Enforcement Fund
Fines and Forfeits
Alcohol Fines 10,161 21,398 16,645 15,000 15,000 15,000
Total: Fines and Forfeits $10,161 $21,398 $16,645 $15,000 $15,000 $15,000
Investment Income
Interest Income 31 57 207 100 260 250
Total: Investment Income $31 $57 $207 $100 $260 $250
Revenues Total $10,192 $21,455 $16,852 $15,100 $15,260 $15,250
Unit: 00 - Non-Departmental
Division: 99 - Transfers
Other
Transfer to General 10,000 12,000 12,000 20,000 20,000 25,000
Total: Transfers $10,000 $12,000 $12,000 $20,000 $20,000 $25,000
Expenditures Total $10,000 $12,000 $12,000 $20,000 $20,000 $25,000
Total: Alcohol Enforcement Fund $192 $9,455 $4,852 ($4,900)($4,740)($9,750)
**Alcohol Enforcement Fund has a 4/30/17 Fund Balance of $42,749
Alcohol Enforcement Fund
2018-2019 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$8,200
$10,200
$12,200
$14,200
$16,200
$18,200
$20,200
$22,200
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Adopted
Budget
FY 2019
Proposed
Budget
Alcohol Fines History
Alcohol Fines
Page 102
FY 2019
Proposed
Budget
FY 2020
Budget
FY 2021
Budget
FY 2022
Budget
6,009,680 6,162,970 6,320,860 6,510,485
10,200,000 10,326,125 10,485,751 10,695,466
1,058,500 1,079,500 1,100,920 1,122,938
1,103,200 1,123,200 1,155,645 1,190,314
725,500 727,100 730,635 737,941
4,837,700 4,958,020 5,137,111 5,291,224
35,750 35,750 35,750 35,750
730,000 737,300 744,673 755,843
80,000 75,000 75,000 75,750
126,500 119,500 119,500 119,500
475,000 486,500 498,288 503,270
225,000 220,000 215,000 215,000
Revenues Total $25,606,830 $26,050,965 $26,619,132 $27,253,483
Administration/Finance 7,393,300 7,474,110 7,556,756 7,707,891
Police Department 12,771,955 12,992,111 13,343,643 13,710,593
Street Department 3,824,850 3,906,649 3,990,714 4,070,528
Planning Program 595,950 611,479 627,571 640,123
Building Program 1,020,775 1,050,145 1,080,436 1,102,045
Expenses Total $25,606,830 $26,034,494 $26,599,120 $27,231,180
$0 $16,472 $20,012 $22,303
General Fund
Revenue & Expense Forecast
Fiscal Years 2019-2022
Grants
Classification
Fund: 01 - General Fund
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Surplus/(Deficit) General Fund
Miscellaneous
Intergovernmental
Interfund Transfers
General Fund Revenues
General Fund Expenses
Franchise Fees
Investment Income
Page 103
FY 2019
Proposed
Budget
FY 2020
Budget
FY 2021
Budget
FY 2022
Budget
Licenses and Permits 618,000 600,000 600,000 600,000
State of Illinois Taxes 1,775,000 1,792,750 1,810,678 0
Charges for Services 15,907,000 16,384,210 16,875,736 17,382,008
Investment Income 35,000 25,000 25,000 25,000
Miscellaneous 20,500 20,000 20,000 20,000
570,000 1,060,683 0 0
Revenues Total $18,925,500 $19,882,643 $19,331,414 $18,027,008
Salaries and Wages 1,360,000 1,394,000 1,435,820 1,478,895
Benefits 551,243 573,293 596,224 620,073
Utilities 725,600 729,228 732,874 736,539
Supplies and Commodities 493,100 495,566 498,043 500,534
Contractual Services 9,160,000 9,389,000 9,623,725 9,864,318
Other 250,000 250,000 250,000 250,000
Transfer to Debt Service 976,800 981,000 983,800 985,200
Capital 2,240,000 2,900,000 3,500,000 1,250,000
Debt service 3,168,757 3,170,557 1,331,357 1,339,757
Depreciation 0 0 375,000 1,000,000
Expenses Total $18,925,500 $19,882,643 $19,326,844 $18,025,315
Surplus/(Deficit) Water & Sewer Fund $0 $0 $4,570 $1,693
Water & Sewer Fund
Revenue & Expense Forecast
Fiscal Years 2019-2022
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Classification
Fund: 02 - Water & Sewer Fund
Interfund Transfers
Page 104
GENERAL FUND REVENUE PER CAPITA
Importance
Emerging Trends
GENERAL FUND TAX REVENUES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Declining tax revenues, where levies or rates have not been reduced, should be avoided.
Taxes are the largest single revenue source in this fund, and so their levels must be carefully monitored on a
continual basis.
Total General Fund tax revenues (local and non-local, property, sales tax etc.) collected divided by total
General Fund operating revenue.
Preferably, revenue per capita should at a minimum remain constant over time. Decreasing revenues might
indicate an inability to meet service demands under the existing revenue structure.
Per capita revenue provides preliminary information about the financial burden on and benefit received from
residents. Significant variances should be investigated by examining individual revenue sources.
Total General Fund operating revenues, divided by the current population (as reported or estimated by U.S.
or Special Census)
$400
$450
$500
$550
$600
$650
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
General Fund Revenue Per Capita
50.00%
54.00%
58.00%
62.00%
66.00%
70.00%
74.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
GF Tax Revenues as a % of GF Revenue
Page 105
LOCAL TAXES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
SALES TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Because sales taxes account for a high percentage of some governments revenues, this ratio measures
dependency and can vary significantly with changes in external economic conditions.
Decreasing sales tax revenue typically represents a downturn in the economy, but a decline could represent a
change in a municipality's property mix (i.e. # of sales tax generating businesses).
Local taxes are a municipality's most dependable source of revenue. However, there can be a challenge of
balancing the need for financial stability with the burden placed on taxpayers by locally controlled taxes.
A low percentage indicates the possibility of little local control over its financial future; a high percentage
may indicate too much dependency on the local tax base. The appropriate balance will vary by municipality.
Though it is critical to not overburden local taxpayers, the list of local taxes reflect that some of the burden
can be spread to non-residents as well. Municipalities can proactively determine their revenue mix using
local taxes to avoid heavy dependence on any one revenue source.
Sales and use tax, divided by General Fund operating revenue.
Local taxes under direct control of the governing unit (i.e. sales/use, property, motor fuel tax) divided by
total General Fund operating revenue.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Local Taxes as a % of GF Revenue
15.00%
20.00%
25.00%
30.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Sales Tax as a % of GF Revenue
Page 106
PROPERTY TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
INCOME TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Property tax is typically one of the largest revenue sources for municipalities, but it can be politically
sensitive. Reliance on these revenues remain high because it is generally an inelastic revenue, as local
assessments are averaged over a three year period.
Property and personal property replacement tax divided by General Fund operating revenue.
Being one of the most significant revenue generators, property taxes are used to fund critical day-to-day
operations and services that residents expect. Municipalities with excessive growth will experience a future
increase in property tax revenues even when the municipality's tax rate remains the same, however
additional growth tends to increase service needs. Also, impacts based on struggling housing markets should
be examined to address the possible reduction in future property tax revenues.
Income tax revenues fluctuate with economic swings and is outside the control of the local unit.
Overreliance on sources that may be reduced with short notice could impact long-term stability.
Income Tax divided by General Fund operating revenue.
While income tax revenues are generally a reliable and steady income source, they are subject to the policy
of the State. The State is currently proposing to push their financial burden to local municipalities by
reducing its funding formula. Increasing reliance on this uncontrolled revenue source should be monitored
and addressed.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Property Taxes as a % of GF Revenue
0.00%
5.00%
10.00%
15.00%
20.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Income Tax as a % of GF Revenue
Page 107
GENERAL FUND EXPENDITURES PER CAPITA
Importance
Emerging Trends
OPERATING SURPLUS (DEFICIT) AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
A basic tenant of government is that, over time, revenues should equal expenditures. This ratio
provides an indication of the government's success in meeting this tenant.
A unit's costs are in part related to the size of the population served. One should be aware of
population trends and expect proportionate changes in demand for services. Over time, it is desirable
to expend fewer dollars per person served.
Warning signs include an increase in operating expenditures per capita unrelated to additional services
or increasing demands on existing services.
Total General Fund operating surplus (deficit) divided by the total General Fund operating revenue.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Total General Fund operating expenditures divided by the current population (as reported or estimated
by U.S. or Special Census)
Notable increases in operating surpluses or deficits may indicate a pattern of imbalance of revenues and
expenditures that should be examined and addressed through the budget process as well as monitored
throughout the year.
$200
$300
$400
$500
$600
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
GF Expenses Per Capita
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Operating Surplus (Deficit) as a % of GF Revenue
Page 108
UNRESERVED FUND BALANCE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Importance
Emerging Trends
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Declining amounts of assets that can be spent without restriction may suggest that a municipality
investigate expense trends for possible improvements.
Fund balance often assists governments in meeting unexpected needs or emergencies. In cases of
revenue shortfall, this measure displays how much revenue could be offset or subsidized by existing
unencumbered fund balance.
UNRESTRICTED CASH AND INVESTMENTS AS A % OF GENERAL FUND EXPENDITURES
Total General Fund unrestricted cash balance divided by the total General Fund operating expenditures.
Cash assets, or assets readily convertible to cash and unrestricted, are critical for funding unexpected or
emergency needs. Still, budgeting should attempt to balance security with over-funding cash-on-hand.
Total General Fund unreserved fund balance divided by the total General Fund operating revenue.
A decreasing unencumbered fund balance may hinder response in the event of an emergency or
provide cash flow challenges due to unexpected declines in the economy.
0.00%
20.00%
40.00%
60.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Unreserved Fund Balance as a % of GF Revenue
0.00%
20.00%
40.00%
60.00%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Unrestricted Cash & Investments as a % of GF
Expenses
Page 109