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Village Budget 2019-20202019-2020 FISCAL YEAR BUDGET Village of Plainfield24401 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 2019-2020 BUDGET VILLAGE OF PLAINFIELD, ILLINOIS Michael P. Collins VILLAGE OF PLAINFIELD FISCAL YEAR 2019-2020 BUDGET TABLE OF CONTENTS ALL FUNDS REVENUE AND EXPENSE SUMMARY 1 REVENUE SUMMARY 3 EXPENSE SUMMARY 4 FINANCIAL POLICIES 5 DEBT RATINGS 14 SALARY CLASSIFICATION PLAN 15 STAFFING SCHEDULE 17 GENERAL FUND REVENUE NARRATIVE 18 REVENUE AND EXPENSE SUMMARY 25 REVENUE DETAIL 26 ADMINISTRATION/FINANCE NARRATIVE 29 BUDGET SUMMARY 36 BUDGET DETAIL 37 POLICE NARRATIVE 43 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 2019-2020 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 5/1/2019 11,771,792 14,004,531 3,345,080 15,932,253 201,852 3,443,918 Revenues 26,421,976 19,529,500 50,000 9,229,500 740,000 1,150,000 Transfers In 225,000 - - 950,000 - - Debt Proceeds - - - - - - Total Revenues 26,646,976 19,529,500 50,000 10,179,500 740,000 1,150,000 Expenses Salaries and Wages 11,891,095 1,315,000 - - - - Benefits 5,382,034 519,400 - - - - Utilities 373,330 682,000 - - - - Supplies/Commodities 985,350 467,300 - - - - Contractual Services 7,014,267 9,211,500 - 110,000 - - Other Debt Service - 3,169,557 - - - - Capital Outlay - 4,950,000 - 7,575,000 300,000 1,000,000 Miscellaneous 550,900 350,000 - 1,125,000 - - Sub-Total Expenditures 26,196,976 20,664,757 - 8,810,000 300,000 1,000,000 Interfund Transfers 450,000 981,000 - 2,035,850 550,000 150,000 Total Expenditures 26,646,976 21,645,757 - 10,845,850 850,000 1,150,000 Excess (Deficiency)- (2,116,257) 50,000 (666,350) (110,000) - Estimated Fund Balance 4/30/2020 11,771,792 11,888,274 3,395,080 15,265,903 91,852 3,443,918 All Fund Summary Water and Sewer Operations & Expansion Revenues, Expenditures & Fund Balances 2019-2020 Fiscal Year Budget Page 1 Bond and Tort Police Alcohol Interest Immunity Audit Pension Enforcement DARE Totals 19,748 440,750 20,651 33,914,479 34,103 11,099 83,140,256 122,400 403,000 35,400 3,020,000 15,500 22,100 60,739,376 3,016,850 - - - - - 4,191,850 - - - - - - - 3,139,250 403,000 35,400 3,020,000 15,500 22,100 64,931,226 - - - 625,000 - - 13,831,095 - - - 5,000 - - 5,906,434 - - - - - - 1,055,330 - - - 6,300 - 23,000 1,481,950 - 450,500 42,000 35,000 - - 16,863,267 3,131,250 - - - - - 6,300,807 - - - - - - 13,825,000 - - - 100,000 - - 2,125,900 3,131,250 450,500 42,000 771,300 - 23,000 61,389,783 - - - - 25,000 - 4,191,850 3,131,250 450,500 42,000 771,300 25,000 23,000 65,581,633 8,000 (47,500) (6,600) 2,248,700 (9,500) (900) (650,407) 27,748 393,250 14,051 36,163,179 24,603 10,199 82,489,849 Revenues, Expenditures & Fund Balances 2019-2020 Fiscal Year Budget All Fund Summary Page 2 All Revenue Sources Amount Percent of Total 2018/2019 Estimate 2017/2018 Actual Property Taxes 7,512,900 11.58%7,306,205 7,041,208 State of Illinois Taxes 17,390,000 26.80%17,280,000 16,872,774 Other Taxes 4,508,500 6.95%4,533,500 3,972,332 Licenses and Permits 1,166,200 1.80%1,279,000 1,128,854 Fines 1,045,500 1.61%993,000 1,036,975 Charges for Services 21,896,200 33.75%21,056,100 20,775,683 Grants 1,275,750 1.97%137,450 258,828 Franchise Fees 690,000 1.06%655,000 676,567 Investment Income 1,668,326 2.57%1,679,625 2,580,380 Intergovernmental 490,000 0.76%465,000 467,448 Miscellaneous 2,346,000 3.62%5,752,356 4,106,018 Water & Sewer Tap-on Fees 700,000 1.08%1,065,000 752,786 Subtotal Revenues 60,689,376 93.54%62,202,236 59,669,853 Interfund Transfers 4,191,850 6.46%4,086,550 3,554,123 Debt Proceeds - 0.00%- - Grand Total Revenues 64,881,226 100.00%66,288,786 63,223,976 All Funds Revenue Summary 2019-2020 Fiscal Year Budget Fiscal Year 2020 Budget History Page 3 Expense Classification Amount Percent of Total 2018/2019 Estimate 2017/2018 Actual Salaries and Wages 13,831,095 21.09%13,225,103 12,727,900 Benefits 5,906,434 9.01%5,650,571 5,412,465 Utilities 1,055,330 1.61%1,021,954 984,321 Supplies and Commodities 1,481,950 2.26%1,321,825 1,309,478 Contractual Services 16,863,267 25.71%16,165,306 16,675,101 Debt Service 6,300,807 9.61%6,292,907 6,242,875 Capital Outlay 13,825,000 21.08%10,845,000 7,881,354 Other 2,125,900 3.24%1,905,600 1,567,837 Total Expenditures 61,389,783 56,428,266 52,801,331 Interfunds 4,191,850 6.39%3,886,550 3,554,123 Grand Total Expenditures 65,581,633 100.00%60,314,816 56,355,454 All Funds Expense Summary 2019-2020 Fiscal Year Budget Fiscal Year 2020 Budget History Page 4 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) 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. • 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. Page 5 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES • 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. • Water and Sewer Funds will be self-supporting. Page 6 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES • 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 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. Page 7 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES • 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). 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. Page 8 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES 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) 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. • 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. Page 9 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES 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. Debt will not be issued to fund ongoing operating expenses. • Capital projects financed through the issuance of bonds shall be financed for a period not to exceed the expected useful life of the improvement. • Before issuing debt, the Village shall assess financial alternatives to include, whenever feasible, categorical grants, revolving loans or other state/federal aid. • The Village shall strive to attain the highest possible credit rating for each debt issue. • The Village shall take all practical precautions to avoid any financial decision which negatively impact current credit ratings on existing or future debt issues. • 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. Page 10 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES • 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. • 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 (Adopted 2/1/10; Last Amended 3/4/19) 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 Accounting, Auditing & Financial Reporting Policies 1. The Village will adhere to a policy of full and open disclosure of all financial operations. 2. The Village will comply with prevailing federal, state and local statutes and regulations. 3. The Village will maintain a high standard of accounting practices in conformance with generally accepted accounting principles (GAAP) for governmental entities as promulgated by the Governmental Accounting Standards Board (GASB) and will adopt all applicable accounting and financial reporting standards established from time to time by GASB. 4. The Village will produce a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting principles as outlined by the Governmental Accounting Standards Board (GASB). Page 12 Financial Policies (Adopted 2/1/10; Last Amended 3/4/19) FINANCIAL POLICIES 5. An independent firm of certified public accountants will perform an annual audit according to Generally Accepted Auditing Standards (GAAS). Their opinions will be incorporated in the Village’s Comprehensive Annual Financial Report. 6. As an additional independent confirmation of the quality of the Village’s financial reporting, the Village will submit its Comprehensive Annual Financial Report (CAFR) to the Government Finance Officers Association (GFOA) for the purpose of obtaining the Certificate of Achievement for Excellence in Financial Reporting. 7. The Village will promote full disclosures in its financial statements in accordance with, but not limited to, the requirements of the Governmental Accounting Standards Board (GASB). Page 13 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. 2019-2020 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. 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 $2.98 million in present value interest cost, due to the improved bond market and the Village's rating upgrades. In 2015,again Moody’s Investors Service upgraded the Village of Plainfield, IL’s general obligation (GO) rating to Aa1 from Aa2. Moody's stated that, "the Aa1 rating reflects the village’s healthy financial operations and ample reserves supported by strong management and long term fiscal planning." In its 2018 Annual Issuer Comment, Moody's describes the Village's credit position as "high quality and its Aa1 rating exceeds the median rating of Aa3 for US cities. Notable credit factors include a robust financial position, very strong wealth and income profile and a healthy tax base." Page 14 Current Position Title Grade Directors and Senior Managers Minimum Maximum Chief of Police 12 113,986$ 160,098$ Director of Public Works Director of Community Development Director of Management Services Attorney 11 99,119$ 139,216$ Police Commander Information Technology Director Director of Planning Building Official 10 86,190$ 121,058$ Human Resources Manager Superintendent - All Divisions Police Sergeant Supervisors and Advanced Technical Accounting Services Supervisor 9 84,234$ 118,310$ Lead Engineer Planner 8 74,874$ 105,164$ Community Relations Director Crew Leader - All 7 66,555$ 93,480$ Engineer Economic Development Specialist Utility Billing Supervisor Village Clerk Associate Prosecutor Information Technology Specialist Building Inspector 6 59,160$ 83,093$ Mechanic I Office Manager Public Works Inspector Geographic Information Systems Specialist FY 2020 Range Village of Plainfield FY 2020 Classification Plan Page 15 Position Title Grade Administrative and Technical Minimum Maximum Human Resources Assistant 5 57,495$ 80,755$ 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$ 73,414$ Equipment Operator I - Streets Plant Operator I - Water Accounting Assistant Community Service Officer 3 47,517$ 66,740$ Administrative Assistant Water Service Worker Fleet Coordinator Court Technician Utility Billing Representative 2 43,197$ 60,672$ Records Technician Administrative Aide Clerical Assistant 1 39,270$ 55,157$ Cable Television Operator Crossing Guard Custodian FY 2020 Range Village of Plainfield FY 2020 Classification Plan Page 16 Authorized Positions Administration/Finance 14.5 15.5 16 16 16 16 16 Police Department 76.5 77 77.5 76.5 76.5 80 80 Streets Division 18.5 18.5 18.5 18.5 18.5 18.5 18.5 Community Development 8 8 9.5 14 15 15 15 Water and Sewer Division 11.5 11.5 11.5 11.5 11.5 10.5 10.5 Public Works Engineering 3 3 3 3 3 4 4 Village Totals 132 133.5 136 139.5 140.5 144 144 Positions Reflected are Full Time Equivalent (FTE) Positions 2010 Village Population 39,581 2017 Population Estimate*43,926 *(US Census) Village of Plainfield Staffing Schedule 2019-2020 Fiscal Year Budget 2019-2020 Budgeted 2016-2017 Actual 2013-2014 Actual 2014-2015 Actual 2015-2016 Actual 2017-2018 Actual 2018-2019 Actual 126 128 130 132 134 136 138 140 142 144 2013-2014 Actual 2014-2015 Actual 2015-2016 Actual 2016-2017 Actual 2017-2018 Actual 2018-2019 Actual 2019-2020 Budgeted Total Staff by Fiscal Year Page 17 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 2020, 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 primarily pass-through) and an administrative service charge received from the Water and Sewer Fund to the General Fund. Page 18 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 (10.20%), Illinois Income Tax (33.83%), and Sales Tax (55.45%). For Fiscal Year 2020, 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 2020 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 2019 sales tax revenue is estimated at 2.3% higher than 2018. The Village experienced increases in Sales Tax revenues of 5.1%, 1.7%, and 5.4% in FY 2016, 2017 and 2018 respectively. Fiscal Year 2020 represents a modest 2.2% increase as compared to the 2019 estimate. Page 19 GENERAL FUND REVENUES The following chart depicts the Village’s retail municipal sales tax revenue by category for the 2018 calendar year. 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 2018 resulted in a 7% increase in Use Tax revenues. It is anticipated that Fiscal Year 2019 revenues will trend higher than 2018 and Fiscal Year 2020 is budgeted with a slight decline due to the uncertainty of the State of Illinois budget decisions. Page 20 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. Local governments receive a percent of all income tax received by the state. 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 charts reflect Illinois’ historical income tax rate history and the Village’s Income Tax revenue history for the past six fiscal years, along with estimates for fiscal years 2019 and 2020: Fiscal Year 2018 reflected a 4% decrease as compared to 2017 income tax revenues. Fiscal Year 2019 income tax revenues are anticipated to remain flat as compared to 2018. Due to the uncertainty of the State distribution formula, Fiscal Year 2020 is budgeted with a 1% decline as compared to the Fiscal Year 2019 estimate. This revenue source will continue to be monitored closely so that any additional budgetary impacts can be addressed quickly and effectively. % of tax received by local governments Individual rate Corporate rate Before 1/1/2011 10%3%5% 1/1/2011 to 12/31/2014 6% (indiv) 6.86% (corp)5%7% 1/1/2015 to 6/30/2017 8% (indiv) 9.14% (corp)3.75%5.25% After 7/1/2017 6.06% (indiv) 6.85% (corp)4.95%7% ILLINOIS INCOME TAX RATE HISTORY Page 21 GENERAL FUND REVENUES Building Permit Revenues The Village’s Building Permit Revenue history is depicted in the chart below: ❖ Fiscal Year 2019 permit revenues are estimated to finish approximately 18% higher than Fiscal Year 2018, and Fiscal Year 2020 is budgeted to decrease as compared to the 2019 estimate. ❖ In Fiscal Year 2006, building permit revenues accounted for 37% of the Village’s overall General Fund revenue. Fiscal Year 2020 is estimated to account for 3.8% of the overall General Fund revenues. Property Tax Revenues Overall Local property tax revenues have remained consistent from 2011 to 2017. As new homes have been recently added to the Village’s overall Equalized Assessed value, more recent property tax revenues reflect a slight increase, even as the Village has maintained an unchanged property tax rate. Page 22 GENERAL FUND REVENUES For the 2018 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 or decrease in the Village portion of their property taxes when compared to the last five years unless the value of their home (Equalized Assessed Value) has changed. In terms of an average property tax bill for levy year 2017, for every dollar paid in property taxes by Village residents, 5.13 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, 2016, and 2017 EAV increased by 2%, 3.4%, 6%, and 3.8% respectively. The Village’s 2018 EAV is estimated to increase approximately 3.9%. Page 23 GENERAL FUND REVENUES Tax Rate Percentage Tax Rate Percentage Village of Plainfield 0.4669 5.26%0.4079 5.76% Will County & Forest Preserve 0.7881 8.89%0.6387 9.01% School District 202 5.7067 64.35%4.5270 63.89% Joliet Junior College 525 0.2994 3.38%0.1896 2.68% Plainfield Township Park District 0.2541 2.87%0.1761 2.48% Plainfield Public Library District 0.1921 2.17%0.1676 2.36% Plainfield Fire Protection District 0.9650 10.88%0.8323 11.75% Township and Other 0.1952 2.20%0.1469 2.07% Total Tax Rate 8.8675 100.00%7.0861 100.00% Village of Plainfield Comparison of Tax Rates per $100 of Assessed Valuation 2017 and 2008 Levy Years 2017 Levy 2008 Village of Plainfield 5.26%Will County & Forest Preserve 8.89% School District 202 64.35% Joliet Junior College 525 3.38% Plainfield Township Park District 2.87% Plainfield Public Library District 2.17% Plainfield Fire Protection District 10.88% Township and Other 2.20% 2017 Levy Tax Distribution by District Residential 87.41%Commercial 10.96% Industrial 1.29% Farm 0.31%Railroad 0.03% 2017 Levy Village Equalized Assessed Value by Type Page 24 FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Fund: 01 - General Fund 5,164,560 5,220,898 5,538,793 6,009,680 6,233,500 10,465,501 10,126,278 10,334,450 10,200,000 10,640,000 904,986 969,144 1,106,952 1,058,500 1,158,500 1,177,055 1,166,151 1,094,102 1,103,200 1,132,200 631,974 662,328 641,082 725,500 705,500 4,161,918 4,535,305 4,761,507 4,837,700 5,083,700 40,343 38,749 56,545 35,750 35,750 751,352 742,997 676,567 730,000 690,000 41,903 78,688 116,511 80,000 126,326 325,963 284,574 712,604 126,500 126,500 424,869 445,881 467,448 475,000 490,000 62,000 12,000 18,000 225,000 225,000 $24,152,424 $24,282,993 $25,524,561 $25,606,830 $26,646,976 Administration/Finance 8,496,156 8,534,402 7,445,410 7,393,300 7,741,100 Police Department 10,950,725 11,363,331 11,913,161 12,771,955 13,205,216 Street Department 3,373,525 3,271,156 3,864,189 3,824,850 4,044,035 Planning Program 380,402 430,572 549,991 595,950 607,050 Building Program 608,748 655,543 865,696 1,020,775 1,049,575 $23,809,556 $24,255,004 $24,638,447 $25,606,830 $26,646,976 $342,868 $27,989 $886,114 $0 $0 Classification Revenues Property Taxes General Fund Revenue & Expense Summary 2019-2020 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 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 FY 2016 Actual FY 2017 ActualFY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Revenue History by Type Interfund Transfers Intergovernmental Miscellaneous Investment Income Franchise Fees Grants Charges for Services Fines and Forfeits Licenses & Permits Other Taxes Page 25 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 01 - General Fund Revenues Property Tax Revenue 3,254,993 3,186,940 3,238,347 3,739,680 3,607,000 4,018,500 Property Tax Rev-Road & 385,492 357,161 362,941 375,000 377,000 375,000 Property Tax Rev-Police 948,549 1,101,142 1,364,479 1,370,000 1,402,000 1,300,000 Property Tax Rev-IMRF 575,526 575,655 573,026 525,000 541,000 540,000 $5,164,560 $5,220,898 $5,538,793 $6,009,680 $5,927,000 $6,233,500 STTAX - State of Illinois Taxes Municipal Sales Tax 5,280,661 5,354,048 5,642,698 5,575,000 5,775,000 5,900,000 Illinois Income Tax 4,218,244 3,741,387 3,589,279 3,600,000 3,650,000 3,600,000 Replacement Tax 48,180 56,645 55,764 50,000 55,000 55,000 Local Use Tax 918,416 974,198 1,046,709 975,000 1,150,000 1,085,000 $10,465,501 $10,126,278 $10,334,450 $10,200,000 $10,630,000 $10,640,000 Hotel/Motel Tax 0 199 1,438 1,500 1,500 1,500 Amusement Tax 7,582 9,893 8,220 7,000 7,000 7,000 Local Motor Fuel Tax 897,404 959,052 1,097,294 1,050,000 1,125,000 1,150,000 $904,986 $969,144 $1,106,952 $1,058,500 $1,133,500 $1,158,500 LIC&PER - Licenses and Permits Liquor License 91,455 103,568 112,919 100,000 103,000 100,000 Contractors License 48,000 47,200 50,100 45,000 45,000 45,000 Cigarette License 6,500 7,000 6,500 6,000 8,000 6,000 Scavenger License 100 100 100 200 100 200 Business License 35,125 37,788 40,488 40,000 40,000 40,000 Building Permit 983,448 952,317 855,481 900,000 995,000 925,000 Sign Permit 4,442 7,763 4,394 5,000 5,000 5,000 Special Movement Permit 6,410 8,630 21,950 6,000 25,000 10,000 Solicitors Permit 1,575 1,785 2,170 1,000 2,400 1,000 $1,177,055 $1,166,151 $1,094,102 $1,103,200 $1,223,500 $1,132,200 Will County Court Fines 332,692 367,797 319,256 350,000 320,000 325,000 Aministrative Fines(P-Tkts)139,091 135,528 128,239 130,000 160,000 135,000 Aministrative Fines - Late fees 14,985 9,960 8,940 10,000 7,000 10,000 Asset Seizure 132,665 100,190 51,270 225,000 100,000 225,000 Alarm Fees 11,350 2,025 3,100 3,000 3,000 3,000 Kendall County Court Fines 1,191 1,166 2,228 1,500 2,000 1,500 Total: Licenses & Permits FIN - Fines and Forfeits Total: State of Illinois Taxes OTHTX - Other Taxes Total: Other Taxes General Fund Revenue Detail 2019-2020 Fiscal Year Budget PROPTX - Property Taxes Total: Property Taxes Page 26 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Revenue Detail 2019-2020 Fiscal Year Budget Fund: 01 - General Fund Revenues (continued) Asset Seizure (DOJ)0 44,741 128,049 5,000 5,000 5,000 Asset Seizure (US Treas)0 921 0 1,000 0 1,000 $631,974 $662,328 $641,082 $725,500 $597,000 $705,500 Garbage Fee 3,621,237 3,992,763 4,157,777 4,324,000 4,300,000 4,475,000 Garbage Penalties 51,025 55,336 55,380 50,000 50,000 50,000 Engineering Services 25,782 33,590 13,375 20,000 10,000 15,000 Zoning Applications 23,187 13,162 28,056 10,000 40,000 10,000 Accident Report Fees 4,490 4,585 5,876 4,500 5,000 4,500 Copies-Maps & Ordinances 2,904 2,367 2,639 2,000 2,000 2,000 Impound Fee 31,038 22,853 26,250 25,000 28,000 25,000 Parking Lot Revenue 4,550 4,532 1,950 4,000 5,400 4,000 Tower Rent 39,784 38,191 41,837 45,000 42,500 45,000 Rental Income 53,300 45,100 49,200 49,200 49,200 49,200 Rental-Community/Multi 5,218 4,547 4,259 4,000 3,000 4,000 Special Detail/OT 49,403 68,279 124,908 50,000 115,000 50,000 Water & Sewer Service 250,000 250,000 250,000 250,000 250,000 350,000 $4,161,918 $4,535,305 $4,761,507 $4,837,700 $4,900,100 $5,083,700 Grant Revenue 0 17,545 20,698 0 98,000 0 Bulletproof Vest Grant 6,851 3,415 5,325 3,000 5,325 3,000 Tobacco Grant 2,750 2,750 1,375 2,750 4,125 2,750 Traffic Grant 30,742 15,039 29,147 30,000 30,000 30,000 $40,343 $38,749 $56,545 $35,750 $137,450 $35,750 AT&T Franchise Payment 260,502 209,381 153,127 200,000 125,000 160,000 Cable TV- Franchise 490,850 533,616 523,440 530,000 530,000 530,000 $751,352 $742,997 $676,567 $730,000 $655,000 $690,000 Interest Income 35,785 88,416 124,418 80,000 175,000 126,326 Realized Gain/Loss 0 17 14,898 0 0 0 Unrealized Gain/Loss 6,118 (9,745)(22,805)0 0 0 $41,903 $78,688 $116,511 $80,000 $175,000 $126,326 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 27 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Revenue Detail 2019-2020 Fiscal Year Budget Fund: 01 - General Fund Revenues (continued) Event Sponsorship Program 4,411 4,097 4,950 4,000 4,000 4,000 Amphitheater Rent 500 200 1,375 500 500 500 Restitution Program 500 9,700 0 0 0 0 Donation/Contribution 17,848 16,377 20,772 15,000 22,000 15,000 Sales-Fixed Assets 0 3,769 4,500 2,000 0 2,000 Liability Write Off 201,503 151,127 453,380 0 0 0 Other Reimbursements 73,288 86,085 210,915 80,000 100,000 80,000 Other Receipts 27,913 13,219 16,712 25,000 48,000 25,000 $325,963 $284,574 $712,604 $126,500 $174,500 $126,500 INTERGOV - Intergovernmental School Liaison 411,490 431,373 454,895 460,000 450,000 475,000 HIDTA/Organized Crime 13,379 14,508 12,553 15,000 15,000 15,000 $424,869 $445,881 $467,448 $475,000 $465,000 $490,000 Transfer From MFT 0 0 0 150,000 150,000 150,000 Transfer From TIF 50,000 0 0 50,000 50,000 50,000 Transfer From Alcohol Enforc.12,000 12,000 18,000 25,000 25,000 25,000 $62,000 $12,000 $18,000 $225,000 $225,000 $225,000 $24,152,424 $24,282,993 $25,524,561 $25,606,830 $26,243,050 $26,646,976Revenues Total MISC - Miscellaneous Total: Miscellaneous Total: Intergovernmental INTER - Interfund Transfers Total: Interfund Transfers Page 28 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 approximately 175,000 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 29 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 2011 2012 2013 2014 2015 2016 2017 2018 Processing of Ordinances 65 57 43 62 51 42 53 58 Processing of Resolutions 23 27 19 10 26 12 15 13 Village Board Meetings Minutes/Agendas 27 29 34 28 21 21 22 25 COW Workshop Meetings/Agendas 21 16 18 14 18 23 20 21 FOIA Requests Processed 198 275 265 270 349 370 417 450 Early Voting (when applicable) 162 2,959 173 1,874 237 5,310 519 4,087 Page 30 ADMINISTRATION/FINANCE Management Services Performance Measures – Accounts Payable/Payroll FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Checks Issued: Accounts Payable Payroll Checks 3,411 345 2,824 370 3,556 417 3,467 424 3,379 390 3,383 406 3,346 356 No. of direct deposits 4,470 4,549 4,763 4,884 4,932 5,045 5,089 Total Payroll Processed 4,815 4,919 5,180 5,308 5,322 5,451 5,445 Management Services Performance Measures – Utility Billing FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Water Billing Activity: # of metered accts 151,816 153,205 154,914 156,826 159,281 161,593 162,422 Total Water consumption billed: (cubic feet) 154,350,603 163,826,191 158,288,569 147,821,768 143,551,989 148,331,627 152,525,850 Residential Commercial Industrial 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 19,359,527 110,776,966 18,481,670 23,267,214 Total Water Bill Transactions: 151,816 153,205 154,914 156,826 159,281 161,593 162,422 Lockbox Direct Debit Front desk 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 75,469 44,310 42,643 Page 31 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 2019-2020 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. Assist with the redesign of 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. Expand the Village’s use of LinkedIn. • Community Projects: o Work with other agencies/groups to assist in publicizing their events through E-News, the Village web site, the digital billboard, 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 2020 How-To Fair with the Plainfield Public Library District and Plainfield Park District. o Coordinate and publicize the annual Toys for Tots collection. o Work with the Plainfield Library District to install the Library’s StoryWalk in Settlers’ Park. o Promote and publicize the 2020 Census. Page 32 ADMINISTRATION/FINANCE • Settlers’ Park Concerts & Movies: o Coordinate the annual summer concert and movie series. o Continue event/series sponsorship program for concerts and movies. o Work with other jurisdictions/groups/food vendors to coordinate activities/offerings at the movies. Community Relations Performance Measures 2013 2014 2015 2016 2017 2018 Concerts 3 3 3 3 3 3 Movies 3 (1 rainout) 4 3 (1 rainout) 3 (1 rainout) 4 4 Sponsorship Dollars $4,000 $4,500 $4,000 $3,500 $3,500 $4,000 Concessions $236 $481 ($111) $83.25 $204.09 $132.12 Press Releases* 34 16 14 15 11 13 Village Voice Newsletters 4 4 4 4 4 4 E-News Subscribers 2,444 2,850 3,227 3,823 4,190 4,386 E-News Updates 56 55 53 54 55 52 Facebook Posts** (Village of Plainfield IL only) 238 224 271 257 253 207 Tweets** (@Plainfield IL only) 236 221 243 245 226 201 *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 33 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 2019-2020 Key Objectives • Employee Wellness Program – Continue to increase awareness of our Village Employee Wellness Program and maintain/increase employee participation (currently at 90%). 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 and Wellness Kick Off Programs. o On-site (live) and online educational wellness programming and presentations. o Officer Wellness Checks 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” and Neo Gov Perform platforms. • Using our compensation/organization structure study, continue evaluating trends to streamline an effective performance evaluation process and develop a compensation philosophy. • 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 34 ADMINISTRATION/FINANCE Information Technology Program The IT Department is responsible for supporting and securing the computer network, telephone and voicemail systems for the Village’s three main facilities as well as several remote sites. Information Technology plays a vital role in the implementation of new software projects, acquisition of new computer and network equipment, maintenance of existing hardware, management of backups and planning for disaster recovery, designing and supporting the Village’s public website and social media, and supporting the Village’s existing software systems and wired/wireless networks. The IT Department is comprised of three employees: the IT Director, an IT Specialist for Police, and an IT Specialist for Geographical Information Systems (GIS). End users supported 175 Endpoints (desktop and laptop) 210 Servers (physical and virtual) 35 Network devices 300 Mobile devices 105 IT Staff 2 GIS Staff 1 Information Technology FY 2019-2020 Key Objectives The IT Department plans to upgrade all desktop computers to Windows 10 during this fiscal period. Additionally, IT will be facilitating a complete re-design of the Village’s website as well as enabling a conversion of our Public Works SCADA system to update technology and communication methods. IT also plans to implement online utility information, including online credit card payments, as another way to service our residents and their utility billing needs. The IT Department plans to continue to enhance services provided to the residents and staff and is committed to continuous improvement. This year, the IT Department will begin the process of becoming an accredited IT Department through the GMIS Accreditation Program. Calendar Year Support Tickets Closed 2013 1273 2014 1221 2015 1810 2016 1693 2017 1083 2018 942 Page 35 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget 2020 Proposed Budget 1,231,614 1,279,816 1,272,722 1,380,447 1,421,300 1,448,000 470,288 492,620 505,693 536,021 602,230 599,100 9,246 9,382 11,066 11,892 13,566 14,250 92,049 90,263 96,020 95,485 107,950 117,450 3,630,645 3,806,041 4,355,814 4,633,183 4,558,054 4,763,600 399,103 439,745 103,520 255,551 340,200 348,700 Sub-total $5,832,945 $6,117,867 $6,344,835 $6,912,579 $7,043,300 $7,291,100 3,295,000 2,378,289 2,189,567 532,831 350,000 450,000 $9,127,945 $8,496,156 $8,534,402 $7,445,410 $7,393,300 $7,741,100 Classification Fund: 01 - General Fund Expenditures General Fund Administration/Finance Summary 2019-2020 Fiscal Year Budget Unit: 04 - Administration/Finance Total Administration/Finance Salaries and Wages Benefits Utilities Supplies and Commodities Contractual Services Other Transfers $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 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget 2020 Proposed Budget Admin/Finance Expense History Other Contractual Services Supplies and Commodities Utilities Benefits Salaries and Wages Page 36 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Unit: 04 - Administration/Finance Contrac - Contractual Services Fees to Refuse Hauler 3,342,145 3,669,782 3,821,167 3,940,079 3,975,000 4,134,000 Bad Debt Expense 0 134,093 272,422 0 0 0 $3,342,145 $3,803,875 $4,093,589 $3,940,079 $3,975,000 $4,134,000 Salaries-President 20,000 20,000 23,667 24,000 24,000 24,000 Salaries-Elected Officials 21,700 24,100 24,200 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 $45,700 $48,100 $51,867 $53,000 $53,000 $53,000 FICA 2,616 2,783 3,055 3,300 3,300 3,300 Medicare 612 651 714 780 780 780 IMRF 769 862 233 0 900 0 Employee Insurance 99 92 141 150 150 150 Travel/Training 5,306 3,844 6,145 10,000 6,000 10,000 $9,402 $8,232 $10,288 $14,230 $11,130 $14,230 SUPP - Supplies and Commodities Replacement Supplies 0 85 0 3,000 1,000 3,000 Dues & Subscriptions 33,896 38,761 33,946 40,000 56,000 40,000 $33,896 $38,846 $33,946 $43,000 $57,000 $43,000 Contrac - Contractual Services Public Relations 56,242 113,975 82,765 115,000 115,000 115,000 Cable TV 13 17,086 20 10,000 5,000 10,000 $56,255 $131,061 $82,785 $125,000 $120,000 $125,000 Economic Incentive Rebate 298,678 36,008 165,532 175,000 175,000 175,000 $298,678 $36,008 $165,532 $175,000 $175,000 $175,000 $443,931 $262,247 $344,418 $410,230 $416,130 $410,230 Administration/Finance Detail 2019-2020 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 37 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Administration/Finance Detail 2019-2020 Fiscal Year Budget General Fund Salaries-Full Time 666,169 688,352 718,382 745,000 740,000 755,000 Salaries-Part Time 41,519 45,066 52,773 50,000 50,000 55,000 Salaries-Overtime 372 339 2,734 1,800 1,000 3,000 $708,060 $733,757 $773,889 $796,800 $791,000 $813,000 FICA 40,327 40,633 44,176 48,800 47,500 50,400 Medicare 10,239 10,673 11,215 11,400 11,000 11,800 IMRF 74,515 83,198 86,552 86,500 84,000 92,000 Employee Insurance 97,626 102,071 99,560 119,000 103,000 105,000 Deferred Comp. Contribution 22,438 24,321 22,077 28,000 25,000 28,000 Travel/Training 11,507 9,488 9,320 15,000 11,000 15,000 IL Unemployment Insurance 3,372 3,506 3,876 5,000 5,000 5,000 $260,024 $273,890 $276,776 $313,700 $286,500 $307,200 UTIL - Utilities Telephone/Internet 3,496 4,094 4,736 5,000 6,000 5,500 Cellular Phones/Pagers 2,113 3,004 2,262 3,000 3,000 3,000 $5,609 $7,098 $6,998 $8,000 $9,000 $8,500 SUPP - Supplies and Commodities Office Supplies/Postage 32,692 30,163 31,370 30,000 31,000 32,000 Dues & Subscriptions 3,277 4,072 3,759 5,000 4,500 5,000 Gas/Oil/Mileage/Carwash 7,704 8,260 8,205 9,500 8,000 9,500 $43,673 $42,495 $43,334 $44,500 $43,500 $46,500 Contrac - Contractual Services Maintenance Contracts/Lease 8,491 7,908 7,908 8,000 8,000 8,000 Recording Fees 254 1,379 398 1,500 1,600 1,500 Legal Notices 1,452 1,600 2,085 2,500 2,500 2,500 Legal Fees 33,701 30,736 41,774 45,000 45,000 45,000 Contractual Services 89,742 85,320 59,102 80,000 85,000 80,000 Engineering Fees 0 2,283 0 0 0 0 $133,640 $129,226 $111,267 $137,000 $142,100 $137,000 OTHER - Other Office Furniture & Equipment 1,475 4,632 641 5,000 2,000 5,000 Contingencies 36,483 18,750 0 45,000 40,000 45,000 $37,958 $23,382 $641 $50,000 $42,000 $50,000 Total: 02 - Administration $1,188,964 $1,209,848 $1,212,905 $1,350,000 $1,314,100 $1,362,200 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 38 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Administration/Finance Detail 2019-2020 Fiscal Year Budget General Fund Salaries-Full Time 94,786 96,782 99,201 103,000 103,000 105,000 $94,786 $96,782 $99,201 $103,000 $103,000 $105,000 FICA 5,677 5,592 5,680 6,400 6,200 6,510 Medicare 1,328 1,308 1,328 1,500 1,450 1,525 IMRF 10,915 11,059 11,231 11,700 11,500 12,075 Employee Insurance 17,615 18,563 19,865 22,500 20,700 22,500 Deferred Comp. Contribution 3,516 3,561 3,608 4,000 4,000 4,000 Travel/Training 164 143 155 1,500 500 1,500 $39,215 $40,226 $41,867 $47,600 $44,350 $48,110 UTIL - Utilities Telephone/Internet 328 409 474 500 620 650 $328 $409 $474 $500 $620 $650 SUPP - Supplies and Commodities Office Supplies/Postage 42 81 94 700 200 500 Dues & Subscriptions 136 525 1,316 750 600 850 Gas/Oil/Mileage/Carwash 0 0 0 100 100 100 $178 $606 $1,410 $1,550 $900 $1,450 Contrac - Contractual Services Public Relations 7,565 8,157 10,647 12,000 10,000 12,500 Marketing and Promotions 1,200 0 500 2,250 1,000 2,000 Settler's Park 5,641 4,863 6,892 7,500 7,000 7,500 Contractual Services 0 0 336 2,250 1,000 4,000 $14,406 $13,020 $18,375 $24,000 $19,000 $26,000 Total: 03-Community Relations $148,913 $151,043 $161,327 $176,650 $167,870 $181,210 Division: 03 - Community Relations Program BEN - Benefits Total: Supplies & Commodities Total: Contractual Services SAL - Salaries and Wages Total: Benefits Total: UTIL - Utilities Total: Salaries and Wages Page 39 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Administration/Finance Detail 2019-2020 Fiscal Year Budget General Fund Salaries-Full Time 32,856 33,937 45,909 51,000 50,000 51,000 Salaries-Overtime 2,836 1,705 4,673 2,500 4,500 3,000 $35,692 $35,642 $50,582 $53,500 $54,500 $54,000 FICA 2,122 2,245 2,996 3,400 3,300 3,400 Medicare 496 525 701 800 800 800 IMRF 4,036 4,221 5,586 5,900 5,500 5,900 Employee Insurance 8,561 9,200 12,289 15,000 14,000 15,000 $15,215 $16,191 $21,572 $25,100 $23,600 $25,100 SUPP - Supplies and Commodities Building Supplies 7,276 9,970 11,614 10,000 9,000 12,000 $7,276 $9,970 $11,614 $10,000 $9,000 $12,000 Contrac - Contractual Services Contractual Services 38,552 32,624 46,024 40,000 38,000 40,000 $38,552 $32,624 $46,024 $40,000 $38,000 $40,000 OTHER - Other Building Improvements 52,995 0 28,178 40,000 26,000 40,000 $52,995 $0 $28,178 $40,000 $26,000 $40,000 Total: 04-Facility Management $149,730 $94,427 $157,970 $168,600 $151,100 $171,100 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 40 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Administration/Finance Detail 2019-2020 Fiscal Year Budget General Fund Salaries-Full Time 174,347 135,412 163,895 167,000 165,000 170,000 Salaries-Overtime 0 0 0 500 100 500 $174,347 $135,412 $163,895 $167,500 $165,100 $170,500 FICA 10,843 8,014 9,803 10,500 10,000 10,550 Medicare 2,536 1,874 2,293 2,500 2,300 2,500 IMRF 20,427 15,422 18,321 19,000 19,000 19,650 Employee Insurance 24,373 25,578 35,224 40,000 38,000 40,000 Deferred Comp. Contribution 6,707 2,895 5,595 7,000 6,000 7,000 Travel/Training 2,238 4,494 5,979 6,500 5,500 6,500 $67,124 $58,277 $77,215 $85,500 $80,800 $86,200 UTIL - Utilities Telephone/Internet 672 819 947 1,000 1,200 1,000 Cellular Phones/Pagers 360 120 551 600 600 600 $1,032 $939 $1,498 $1,600 $1,800 $1,600 SUPP - Supplies and Commodities Office Supplies/Postage 902 969 774 1,500 800 1,500 Dues & Subscriptions 944 613 928 3,200 7,500 9,000 Gas/Oil/Mileage/Carwash 1,163 282 303 1,400 500 1,200 $3,009 $1,864 $2,005 $6,100 $8,800 $11,700 Contrac - Contractual Services Public Relations 11,360 10,627 11,134 12,300 12,000 12,300 Contractual Services 5,188 6,463 4,128 8,000 6,000 8,000 $16,548 $17,090 $15,262 $20,300 $18,000 $20,300 Total: 06 - Human Resources $262,060 $213,582 $259,875 $281,000 $274,500 $290,300 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 Page 41 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Administration/Finance Detail 2019-2020 Fiscal Year Budget General Fund Salaries-Full Time 221,231 222,850 241,013 247,000 240,000 252,000 Salaries-Overtime 0 179 0 500 0 500 $221,231 $223,029 $241,013 $247,500 $240,000 $252,500 FICA 13,386 13,700 14,804 15,500 15,000 15,600 Medicare 3,131 3,204 3,462 2,600 3,500 3,660 IMRF 25,241 25,141 26,929 28,000 28,000 29,000 Employee Insurance 47,260 39,121 39,617 46,000 42,000 46,000 Deferred Comp. Contribution 3,627 8,525 8,540 9,500 7,000 9,500 Travel/Conventions/Training 8,995 19,186 14,951 14,500 14,000 14,500 $101,640 $108,877 $108,303 $116,100 $109,500 $118,260 UTIL - Utilities Telephone/Internet 328 409 474 500 600 500 Cellular Phones/Pagers 2,085 2,211 2,448 2,966 2,340 3,000 $2,413 $2,620 $2,922 $3,466 $2,940 $3,500 SUPP - Supplies and Commodities Office Supplies/Postage 924 1,425 1,759 1,400 1,600 1,400 Dues & Subscriptions 554 539 484 700 700 700 Gas/Oil/Mileage/Carwash 50 275 630 400 400 400 Uniforms 703 0 303 300 300 300 $2,231 $2,239 $3,176 $2,800 $3,000 $2,800 Contrac - Contractual Services Software Licensing/Renewals 191,734 220,552 248,071 252,375 250,000 265,000 Contractual Services 12,761 8,366 17,810 19,300 15,000 16,300 $204,495 $228,918 $265,881 $271,675 $265,000 $281,300 OTHER - Other Server/Network Supplies 39,044 33,661 49,883 55,200 50,000 58,700 Computers 11,070 10,469 11,317 20,000 20,000 25,000 $50,114 $44,130 $61,200 $75,200 $70,000 $83,700 Total: 08 - IT Program $582,124 $609,813 $682,495 $716,741 $690,440 $742,060 Transfer to Capital 2,378,289 2,189,567 532,831 350,000 350,000 450,000 $2,378,289 $2,189,567 $532,831 $350,000 $350,000 $450,000 Total: Administration/Finance $8,496,156 $8,534,402 $7,445,410 $7,393,300 $7,339,140 $7,741,100 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 42 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 purchase four new bicycles. In the 2019-2020 budget year we are looking at two officers retiring and two new officers coming on board. Also, normal cost of living increases as well as benefit related adjustments explains the increase in the Patrol Division. 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 Page 43 POLICE DEPARTMENT Criminal Investigations The Investigations Unit is looking to purchase a new evidence refrigerator as well as replace old office furniture. 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. 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. We are requesting an additional $20,000 towards the replacement and purchase of new STARCOM radios as we continue to hire new officers and need to replace outdated CSO radios. We also requested $7,000 to replace two laptops used by the School Resource Officers with Dell Laptops of the same format as the new Patrol Laptops. This will keep our School Division in line with technology utilized by the Patrol Division for Dispatching and electronic Crash and Incident reports. We will purchase the remaining two laptops the following fiscal year. Community Services Division The Community Services Division is comprised of a Commander, a Sergeant, D.A.R.E Officers, School Resource Officers, an Executive Assistant, and Police Chaplains. Adjustments were made to the Overtime Budget for this division reflecting increases in salaries and multiple years of expenditures exceeding budgeted amounts. The Training budget was also increased to reflect the need to train a new DARE Officer and two new School Resource Officers. And Commander Ruggles has applied to attend the FBI-National Academy. 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 who enter this program will be educated on social and life skills, anger management, the legal system; and also provide professional counseling. Upon completion of the program, cases are dismissed with permission of the presiding Judge. Page 44 POLICE DEPARTMENT PEMA 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 providing more than 3,400 hours of volunteer service to the Village. 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 an 8% increase due to the need to replace aging equipment and to keep pace with rising cost of vehicle maintenance. Police Commission The Police Commission Budget covers expenses for a part-time secretary who handles meeting agendas, minutes and other administrative tasks. There is no increase in the 2019-2020 Budget. FY 2019-2020 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. PERFORMANCE MEASURES 2013 2014 2015 2016 2017 2018 Calls Responded To 34,570 33,345 34,026 34,176 28,196 31,703 Total Traffic Citations 9,819 7,947 6,964 6,843 4,559 7,492 Total DUI Arrests 107 91 67 68 67 99 Total Occupant Restraint Citations 1,465 924 651 350 294 662 Total Crashes 1,121 1,109 1,225 1,156 1,081 1,369 DARE Program Student Attendance 1,200 1,050 1,200 1,000 855 2,100 Battery 119 136 140 150 102 200 Burglary to Motor Vehicle 99 91 68 87 36 70 Suicide/Attempt 34 34 29 55 43 80 Sexual Assault 8 10 9 10 13 24 Retail Theft 80 88 105 96 111 103 Operating Uninsured Motor Vehicle –OUMV 1,253 975 787 788 650 958 IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE Page 45 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Salaries and Wages 6,518,609 6,673,211 6,839,442 7,076,406 7,435,515 7,740,460 Benefits 2,775,608 2,840,912 3,064,648 3,342,703 3,520,301 3,563,659 Utilities 58,674 57,103 57,217 59,597 65,152 65,280 Supplies and Commodities 350,213 296,740 284,324 319,678 356,995 381,950 Contractual Services 1,226,397 1,040,595 1,067,694 981,636 1,203,992 1,251,667 Other 34,050 42,164 50,006 133,141 190,000 202,200 Total - Police Department $10,963,551 $10,950,725 $11,363,331 $11,913,161 $12,771,955 $13,205,216 Classification Fund: 01 - General Fund Expenditures Total Police Department General Fund Police Division Summary 2019-2020 Fiscal Year Budget $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Police Division Expense History Other Contractual Services Supplies and Commodities Utilities Benefits Salaries and Wages Page 46 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 01 - General Fund Expenditures Unit: 05 - Police Department SAL - Salaries and Wages Salaries-Full Time 291,464 302,897 299,913 316,160 310,000 322,291 Salaries-Part Time 31,268 19,966 31,652 32,364 34,000 35,000 Salaries-Overtime 978 819 336 1,000 600 1,000 $323,710 $323,682 $331,901 $349,524 $344,600 $358,291 BEN - Benefits FICA 18,788 18,486 19,524 21,794 20,000 22,214 Medicare 4,544 4,532 4,644 5,105 4,650 5,195 IMRF 21,602 21,038 21,480 24,333 21,500 24,728 Employee Insurance 61,577 59,862 63,658 69,226 63,000 67,730 Deferred Comp. Contrib.7,601 5,940 6,003 8,000 8,000 8,000 Travel/Training 5,023 3,888 2,113 6,000 5,000 7,000 Education/School 2,000 433 494 3,000 2,000 3,000 Unemployment Insurance 17,244 17,279 18,909 20,000 19,000 20,000 $138,379 $131,458 $136,825 $157,458 $143,150 $157,867 UTIL - Utilities Telephone/Internet 1,082 1,283 1,384 1,300 1,500 1,300 Cellular Phones/Pagers 1,117 997 697 672 650 800 $2,199 $2,280 $2,081 $1,972 $2,150 $2,100 SUPP - Supplies and Commodities Office Supplies/Postage 5,103 5,052 5,687 8,000 7,500 8,000 Replacement Supplies 1,096 707 1,097 1,500 1,000 3,500 Dues & Subscriptions 4,280 3,772 3,380 4,500 4,000 5,000 Gas/Oil/Mileage/Carwash 1,127 1,343 940 1,500 1,000 3,700 Uniforms/Clothing 1,602 2,345 1,798 1,800 1,800 1,800 $13,208 $13,219 $12,902 $17,300 $15,300 $22,000 Contrac - Contractual Services Maintenance Contracts/Lease 6,104 6,710 6,422 7,190 6,800 7,190 Custodian 78,777 52,223 44,315 55,000 50,000 60,000 Vehicle Maintenance 316 1,340 449 2,500 1,000 2,500 Contractual Services 5,564 5,465 4,073 8,000 6,500 8,000 $90,761 $65,738 $55,259 $72,690 $64,300 $77,690 Total: Administration Program $568,257 $536,377 $538,968 $598,944 $569,500 $617,948 Total: Supplies & Commodities Division: 02 - Administration Program General Fund Police Division Detail 2019-2020 Fiscal Year Budget Total: Salaries and Wages Total: Benefits Total: Utilities Total: Contractual Services Page 47 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 3,124,054 3,329,740 3,612,010 3,880,842 3,800,000 4,105,555 Salaries-Part Time 0 0 257,795 275,000 250,000 275,000 Salaries-Overtime 376,622 263,296 331,280 350,000 335,000 350,000 $3,500,676 $3,593,036 $4,201,085 $4,505,842 $4,385,000 $4,730,555 BEN - Benefits FICA 202,401 214,599 253,591 279,350 260,000 293,294 Medicare 48,109 50,935 59,593 65,350 63,000 68,593 IMRF 6,235 6,289 42,654 53,500 45,000 55,689 Employer Pension Contrib.948,549 1,101,142 1,364,479 1,370,000 1,400,000 1,300,000 Employee Insurance 512,323 528,507 579,887 645,885 615,000 689,835 Deferred Comp. Contrib.80,676 91,162 92,270 95,000 100,000 130,000 Travel/Training 39,388 35,571 32,525 48,000 40,000 36,000 $1,837,681 $2,028,205 $2,424,999 $2,557,085 $2,523,000 $2,573,411 UTIL - Utilities Telephone/Internet 24,055 24,799 24,613 27,180 25,000 27,180 Cellular Phones/Pagers 5,792 5,005 5,368 5,500 5,000 5,500 $29,847 $29,804 $29,981 $32,680 $30,000 $32,680 SUPP - Supplies and Commodities Office Supplies/Postage 11,385 13,298 12,680 13,500 13,000 13,500 Replacement Supplies 13,265 15,850 18,015 18,000 17,000 18,000 Dues & Subscriptions 1,893 1,388 1,223 3,400 2,000 3,400 Gas/Oil/Mileage/Carwash 60,579 63,833 81,113 80,000 80,000 85,000 K-9 Unit 5,195 4,514 4,578 4,000 4,000 4,000 Uniforms/Clothing 34,252 32,246 41,291 38,000 35,000 41,000 Ammunition/Weapons 26,300 25,791 27,884 28,000 28,000 28,000 Bike Unit 1,536 0 1,260 2,000 1,000 6,000 $154,405 $156,920 $188,044 $186,900 $180,000 $198,900 Contrac - Contractual Services Traffic Programs 9,482 21,124 21,518 23,000 23,000 24,800 Radio Maintenance 0 272 2,933 2,000 1,500 2,000 Maintenance Contracts/Lease 6,937 11,702 13,552 11,392 15,000 16,567 Vehicle Maintenance 42,543 68,997 61,079 50,000 55,000 60,000 Contractual Services 0 14,533 12,479 15,000 15,000 15,000 Contractual Svcs - WESCOM 591,023 564,842 582,731 593,000 600,000 603,000 Animal Control 0 0 6,710 14,000 14,000 14,000 $649,985 $681,470 $701,002 $708,392 $723,500 $735,367 Total: Police Operations $6,172,594 $6,489,435 $7,545,111 $7,990,899 $7,841,500 $8,270,913 Total: Supplies & Commodities Total: Contractual Services Total: Salaries and Wages Division: 51 - Police Operations Total: Benefits Total: Utilities Page 48 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 1,255,762 1,290,356 815,503 1,073,460 1,030,000 1,095,531 Salaries-Overtime 119,925 94,859 85,112 100,000 90,000 100,000 $1,375,687 $1,385,215 $900,615 $1,173,460 $1,120,000 $1,195,531 BEN - Benefits FICA 84,120 84,084 63,061 73,561 67,000 74,123 Medicare 19,673 19,883 14,748 17,204 16,000 17,335 IMRF 0 0 0 0 0 8,195 Employee Insurance 196,175 210,770 167,976 187,774 179,000 186,309 Deferred Comp. Contrib.40,170 40,468 26,657 45,000 40,000 45,000 Travel/Training 12,821 12,632 8,938 15,600 13,600 15,600 $352,959 $367,837 $281,380 $339,139 $315,600 $346,562 UTIL - Utilities Telephone/Internet 1,366 1,593 1,728 1,500 2,000 1,500 Cellular Phones/Pagers 8,945 7,514 9,243 9,800 9,800 9,800 $10,311 $9,107 $10,971 $11,300 $11,800 $11,300 SUPP - Supplies and Commodities Office Supplies/Postage 5,014 5,294 4,822 5,500 5,000 5,500 Replacement Supplies 4,423 269 4,824 5,000 5,000 4,000 Dues & Subscriptions 3,535 3,512 3,470 4,070 5,000 4,070 Gas/Oil/Mileage/Carwash 19,024 20,480 15,810 25,000 15,000 25,000 Crime Scene/Evidence Tech 4,382 7,338 10,649 10,000 10,000 8,000 Uniforms/Clothing 12,752 10,061 6,105 7,400 7,400 8,900 $49,130 $46,954 $45,680 $56,970 $47,400 $55,470 Contrac - Contractual Services Explorer Program 1,455 4,369 9,304 5,000 5,000 5,000 Radio Maintenance 0 0 415 500 500 500 Maintenance Contracts/Lease 3,669 4,048 3,825 5,000 4,000 4,200 Vehicle Maintenance 11,793 12,013 11,889 15,000 15,000 15,000 Background Check Svcs.3,739 995 1,764 2,500 2,500 2,500 Accreditation 4,065 8,437 4,595 4,100 4,600 4,100 $24,721 $29,862 $31,792 $32,100 $31,600 $31,300 Total: Police Administration $1,812,808 $1,838,975 $1,270,438 $1,612,969 $1,526,400 $1,640,163 Total: Salaries and Wages Total: Benefits Total: Utilities Total: Supplies & Commodities Total: Contractual Services Division: 52 - Police Administration Page 49 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 392,281 401,678 445,733 220,344 220,000 222,150 Salaries-Part Time 0 0 21,248 35,426 28,000 36,311 Salaries-Overtime 3,369 10,112 7,263 6,000 6,000 6,000 $395,650 $411,790 $474,244 $261,770 $254,000 $264,461 BEN - Benefits FICA 23,683 24,805 28,561 16,230 16,000 16,397 Medicare 5,539 5,806 6,680 3,796 3,500 3,835 IMRF 32,506 33,213 34,268 23,879 26,000 31,735 Employee Insurance 115,948 115,826 100,044 49,097 33,000 31,666 Deferred Comp. Contrib.12,397 11,003 11,047 10,000 11,000 12,000 Travel/Training 2,025 1,797 4,063 2,750 2,100 2,750 $192,098 $192,450 $184,663 $105,752 $91,600 $98,383 UTIL - Utilities Telephone/Internet 1,366 1,593 1,728 1,500 2,000 1,500 $1,366 $1,593 $1,728 $1,500 $3,344 $1,500 SUPP - Supplies and Commodities Office Supplies/Postage 9,486 7,380 10,377 10,000 10,000 10,000 Dues & Subscriptions 124 87 50 425 100 480 Uniforms/Clothing 2,524 1,611 2,828 1,500 1,500 1,500 $12,134 $9,078 $13,255 $11,925 $11,600 $11,980 Contrac - Contractual Services Maintenance Contracts/Lease 6,025 2,160 3,585 4,460 4,000 4,460 $6,025 $2,160 $3,585 $4,460 $4,000 $4,460 Total: Police Records $607,273 $617,071 $677,475 $385,407 $364,544 $380,784 Division: 53 - Police Records Total: Salaries and Wages Total: Contractual Services Total: Benefits Total: Utilities Total: Supplies & Commodities Page 50 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget Contrac - Contractual Services Seizure/Forfeiture Exp.137,908 156,827 85,954 225,000 100,000 225,000 $137,908 $156,827 $85,954 $225,000 $100,000 $225,000 Total: Seizure/Forfeiture $137,908 $156,827 $85,954 $225,000 $100,000 $225,000 SAL - Salaries and Wages Salaries-Special Activities 35,419 46,555 88,380 32,513 85,000 32,513 $35,419 $46,555 $88,380 $32,513 $85,000 $32,513 BEN - Benefits FICA 2,120 2,621 4,949 2,016 5,000 2,016 Medicare 500 620 1,159 471 1,000 471 $2,620 $3,241 $6,108 $2,487 $6,000 $2,487 SUPP - Supplies and Commodities Mobile Field Force 0 0 201 1,000 500 1,000 $0 $0 $201 $1,000 $500 $1,000 Total: Police Special Activities $38,039 $49,796 $94,689 $36,000 $91,500 $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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 523,444 556,142 764,801 920,203 918,000 952,453 Salaries-Part Time 203,675 210,280 (8,947)0 0 0 Salaries-Overtime 30,884 28,729 49,411 30,000 45,000 40,000 $758,003 $795,151 $805,265 $950,203 $963,000 $992,453 BEN - Benefits FICA 46,278 47,860 42,711 58,913 58,913 61,532 Medicare 10,823 11,231 10,033 13,778 13,778 14,391 IMRF 46,701 49,462 6,224 6,445 6,445 7,191 Employee Insurance 93,888 113,185 113,711 169,861 165,000 172,396 Deferred Comp. Contrib.6,883 5,100 17,519 10,000 18,000 22,000 Travel/Training 9,872 10,133 14,172 14,000 11,680 20,000 $214,445 $236,971 $204,370 $272,997 $273,816 $297,510 UTIL - Utilities Telephone/Internet 1,365 1,593 1,728 2,000 2,000 2,000 Cellular Phones/Pagers 2,710 2,759 2,721 3,000 2,800 3,000 $4,075 $4,352 $4,449 $5,000 $4,800 $5,000 SUPP - Supplies and Commodities Office Supplies/Postage 2,842 2,898 1,333 3,100 2,000 3,100 Replacement Supplies 1,582 752 7,735 4,100 2,500 6,200 Dues & Subscriptions 1,477 1,904 1,260 1,900 1,900 2,200 Gas/Oil/Mileage/Carwash 14,963 14,878 8,793 16,000 13,000 16,000 Uniforms/Clothing 11,607 5,957 6,271 5,100 5,500 8,600 $32,471 $26,389 $25,392 $30,200 $24,900 $36,100 Contrac - Contractual Services Community Programs 4,141 3,590 7,508 5,000 5,000 5,500 Community Prog-Alc/Tobacco 76 145 128 2,500 2,500 2,500 Radio Maintenance 33,053 33,761 7,813 25,800 20,000 26,800 Maintenance Contracts 49 1,023 0 2,180 1,000 2,180 Vehicle Maintenance 21,218 22,653 8,627 15,000 15,000 25,000 DARE Program 4,829 1,983 4,818 5,000 3,000 5,000 Chaplaincy Program 1,753 2,655 1,330 3,000 2,000 3,000 Animal Control 7,130 7,140 0 0 0 0 $72,249 $72,950 $30,224 $58,480 $48,500 $69,980 OTHER - Other Shop With a Cop 11,022 9,500 14,040 10,000 13,600 10,000 $11,022 $9,500 $14,040 $10,000 $13,600 $10,000 Total: Community Services $1,092,265 $1,145,313 $1,083,740 $1,326,880 $1,328,616 $1,411,043 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 116,283 121,359 126,146 131,451 131,451 134,680 Salaries - Part Time 43,771 37,461 24,116 24,252 24,252 25,476 Salaries-Overtime 0 0 110 1,000 500 1,000 $160,054 $158,820 $150,372 $156,703 $156,203 $161,156 BEN - Benefits FICA 9,618 9,695 9,039 9,716 9,700 9,992 Medicare 2,249 2,267 2,114 2,272 2,200 2,337 IMRF 18,149 18,054 16,862 18,000 17,000 18,944 Employee Insurance 35,705 37,630 38,394 41,474 40,000 42,245 Deferred Comp. Contrib.4,773 4,807 4,843 5,500 5,500 5,500 Travel/Training 1,032 161 993 3,000 3,000 3,000 $71,526 $72,614 $72,245 $79,962 $77,400 $82,018 UTIL - Utilities Telephone/Internet 1,082 1,283 1,349 1,500 1,500 1,500 $1,082 $1,283 $1,349 $1,500 $1,500 $1,500 SUPP - Supplies and Commodities Office Supplies/Postage 8,116 8,745 8,722 10,000 8,000 10,000 Dues & Subscriptions 8,713 8,151 8,986 9,000 9,000 9,800 Uniforms/Clothing 651 564 339 600 650 600 $17,480 $17,460 $18,047 $19,600 $17,650 $20,400 Contrac - Contractual Services Maintenance Contracts/Lease 1,693 1,920 1,920 1,920 1,920 1,920 Legal Fees 3,325 8,405 13,749 20,000 15,000 20,000 $5,018 $10,325 $15,669 $21,920 $16,920 $21,920 Total: Court Services $255,160 $260,502 $257,682 $279,685 $269,673 $286,994 OTHER - Other Office Furniture & Equip.967 5,864 716 8,000 5,000 8,000 Machinery and Equipment 21,242 13,396 103,600 150,000 260,000 162,200 $22,209 $19,260 $104,316 $158,000 $265,000 $170,200 Total: Capital $22,209 $19,260 $104,316 $158,000 $265,000 $170,200 OTHER - Other Contingencies 6,300 13,888 11,767 12,000 10,000 12,000 $6,300 $13,888 $11,767 $12,000 $10,000 $12,000 Total: Contingencies $6,300 $13,888 $11,767 $12,000 $10,000 $12,000 Total: Police Department $10,712,813 $11,127,444 $11,670,140 $12,625,784 $12,366,733 $13,051,045 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 121,920 124,512 122,865 0 0 0 $121,920 $124,512 $122,865 $0 $0 $0 BEN - Benefits FICA 7,408 7,126 7,685 0 0 0 Medicare 1,747 1,790 1,797 0 0 0 Employee Insurance 17,320 18,319 19,502 0 0 0 Deferred Comp. Contrib.3,965 4,022 1,700 0 0 0 Travel/Training 600 572 1,299 4,000 2,000 4,000 $31,040 $31,829 $31,983 $4,000 $2,000 $4,000 UTIL - Utilities Telephone/Internet 4,995 5,347 6,263 6,000 6,000 6,000 Cellular Phones/Pagers 3,228 3,451 2,775 5,200 3,000 5,200 $8,223 $8,798 $9,038 $11,200 $9,000 $11,200 SUPP - Supplies and Commodities Office Supplies/Postage 620 303 185 1,000 500 1,000 Replacement Supplies 5,224 1,473 2,374 8,000 2,000 10,000 Dues & Subscriptions 2,329 1,910 2,228 4,000 3,000 4,000 Gas/Oil/Mileage/Carwash 5,907 5,236 5,313 10,000 5,000 8,000 Supplies/Hardware 439 182 585 1,000 500 2,000 Supplies/Hardware-ESDA 29 617 370 1,000 500 2,000 Uniforms/Clothing 2,105 4,075 4,215 5,000 4,000 6,000 Bike Unit 0 0 16 500 500 500 $16,653 $13,796 $15,286 $30,500 $16,000 $33,500 Contrac - Contractual Services Emergency Operation Center 0 0 0 1,000 750 1,000 Police Public Relations 22,000 0 0 2,000 1,000 2,000 Disaster Plan/Exercises/NIMS 784 26 0 3,000 1,000 3,000 Radio Maintenance 0 7,176 9,856 15,000 8,000 15,000 Maintenance Contracts/Lease 2,004 1,312 1,295 1,200 1,200 1,200 Building Maintenance 0 0 3,589 5,000 2,000 5,000 Vehicle Maintenance 11,752 19,361 16,904 15,000 20,000 20,000 Siren Maintenance 9,322 9,556 10,214 13,000 10,000 13,000 Contractual Services 0 740 1,315 5,250 3,000 5,250 CERT/Cadet Program 3,644 2,153 1,545 5,500 3,000 5,500 PEMA Search and Rescue 308 0 4,129 4,000 500 4,000 $49,814 $40,324 $48,847 $69,950 $50,450 $74,950 OTHER - Other Office Furniture & Equipment 0 684 304 2,000 1,000 2,000 Machinery and Equipment 1,735 5,514 1,409 5,000 2,000 5,000 Contingencies 898 1,160 1,305 3,000 1,000 3,000 $2,633 $7,358 $3,018 $10,000 $4,000 $10,000 Total: PEMA $230,283 $226,617 $231,037 $125,650 $81,450 $133,650 Unit: 07 - PEMA Total: Benefits Total: Salaries and Wages Total: Utilities Total: Supplies & Commodities Total: OTHER - Other Total: Contractual Services Page 54 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Police Division Detail 2019-2020 Fiscal Year Budget Division: 02 - Administration Program SAL - Salaries and Wages Salaries-Part Time 2,092 681 1,679 5,500 3,000 5,500 $2,092 $681 $1,679 $5,500 $3,000 $5,500 BEN - Benefits FICA 133 35 105 341 200 341 Medicare 31 8 25 80 50 80 Travel/Training 0 0 0 1,000 500 1,000 $164 $43 $130 $1,421 $750 $1,421 SUPP - Supplies and Commodities Office Supplies/Postage 884 133 496 2,000 1,000 2,000 Dues & Subscriptions 375 375 375 600 375 600 $1,259 $508 $871 $2,600 $1,375 $2,600 Contrac - Contractual Services Legal Fees 0 0 0 1,000 500 1,000 Police Testing/Hiring 4,114 8,038 8,664 10,000 10,000 10,000 Contractual Services 0 0 640 0 0 0 $4,114 $8,038 $9,304 $11,000 $10,500 $11,000 Total: Police Commission $7,629 $9,270 $11,984 $20,521 $15,625 $20,521 Police Division Total $10,950,725 $11,363,331 $11,913,161 $12,771,955 $12,463,808 $13,205,216 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 2019-2020 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 200 trees will be removed in 2019-2020. 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 2020, 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 2019-2020 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 2011 2012 2013 2014 2015 2016 2017 2018 Asphalt patching / pot hole repair (tons) 195 136 109 104 72 55 179 122 Shoulder stone repaired (tons) 843 1,173 824 945 390 277 749 1,096 Snow removal events 20 12 26 27 23 21 19 30 Storm sewer structures repaired 79 41 44 45 32 25 35 48 New signs installed 254 182 124 144 254 382 334 217 Street sweeping (lane miles) 1,627 1,958 1,635 1,334 1,398 1,906 2,181 1,964 Trees trimmed 3,728 1,457 893 2,041 2,128 3,645 5,127 6,402 Plantings installed 821 700 602 610 568 1,800 1,274 1,528 Grounds maintenance and mowing (hours) 2,280 1,709 1,904 1,552 1,674 1,026 1,989 2,949 All vehicles, trucks, and equipment repaired in fleet services (units) 762 688 810 785 766 675 623 650 Page 58 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Salaries and Wages 1,386,176 1,376,325 1,410,078 1,566,120 1,629,000 1,668,635 Benefits 575,346 566,772 581,553 626,529 707,050 719,600 Utilities 306,083 344,406 287,349 290,125 283,500 283,500 Supplies and Commodities 439,843 386,303 355,609 424,591 419,300 451,300 Contractual Services 624,419 699,719 636,567 956,824 786,000 921,000 $3,331,867 $3,373,525 $3,271,156 $3,864,189 $3,824,850 $4,044,035 General Fund Streets Division Summary 2019-2020 Fiscal Year Budget Total Street Division Classification Fund: 01 - General Fund Expenditures Unit: 08 - Street Division $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 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Streets Division Expense History Contractual Services Supplies and Commodities Utilities Benefits Salaries and Wages Page 59 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Unit: 08 - Street Department Salaries-Full Time 266,746 272,912 286,073 355,000 355,000 375,135 $266,746 $272,912 $286,073 $355,000 $355,000 $375,135 FICA 16,113 16,763 17,845 22,000 22,000 23,500 Medicare 3,835 4,078 4,285 5,150 5,150 5,500 IMRF 30,944 31,773 33,185 39,000 39,000 43,200 Employee Insurance 48,313 51,855 53,141 80,000 76,000 80,000 Deferred Comp. Contribution 7,244 8,716 8,023 9,500 8,500 9,500 Travel/Conventions/Training 7,901 9,710 9,506 10,000 10,000 10,000 IL Unemployment Insurance 3,226 3,652 4,696 4,000 4,000 4,500 $117,576 $126,547 $130,681 $169,650 $164,650 $176,200 Telephone/Internet 18,338 22,891 27,957 25,000 28,000 25,000 Cellular Phones/Pagers 7,841 7,348 7,808 8,500 7,000 8,500 $26,179 $30,239 $35,765 $33,500 $35,000 $33,500 SUPP - Supplies and Commodities Office Supplies/Postage 2,280 3,583 2,935 3,000 3,000 3,000 Dues & Subscriptions 2,457 2,968 2,533 3,000 3,000 3,000 Gas/Oil/Mileage/Carwash 62 80 120 300 300 300 Supplies/Hardware 0 0 200 500 700 500 $4,799 $6,631 $5,788 $6,800 $7,000 $6,800 Building Maintenance 20,275 6,476 8,488 20,000 10,000 20,000 Legal Notices 338 0 0 1,000 500 1,000 Contractual Services 625 0 0 0 0 0 $21,238 $6,476 $8,488 $21,000 $10,500 $21,000 $436,538 $442,805 $466,795 $585,950 $572,150 $612,635 General Fund Streets Division Detail 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Streets Division Detail 2019-2020 Fiscal Year Budget Salaries-Full Time 706,708 721,757 792,901 820,000 816,000 832,500 Salaries-Part Time 63,692 62,433 77,421 70,000 72,000 70,000 Salaries-Overtime 86,809 106,836 127,378 90,000 140,000 90,000 $857,209 $891,026 $997,700 $980,000 $1,028,000 $992,500 FICA 51,295 52,747 58,850 61,000 64,000 62,000 Medicare 11,996 12,336 13,763 15,000 15,800 15,000 IMRF 89,457 91,864 100,729 94,000 100,000 104,000 Employee Insurance 164,734 173,326 187,138 218,000 200,000 210,000 Deferred Comp. Contribution 18,735 21,869 21,893 25,000 23,000 25,000 $336,217 $352,142 $382,373 $413,000 $402,800 $416,000 Electricity/Gas 318,227 257,110 254,360 250,000 220,000 250,000 $318,227 $257,110 $254,360 $250,000 $220,000 $250,000 SUPP - Supplies and Commodities Gas/Oil/Mileage/Carwash 36,490 53,295 62,695 65,000 60,000 65,000 Supplies/Hardware 13,852 11,681 17,984 15,000 15,000 15,000 Supplies - Salt Purchase 281,780 232,041 274,578 280,000 260,000 300,000 Street Sign Maintenance 26,158 29,486 41,345 30,000 30,000 40,000 Aggregate Materials 3,960 5,240 4,480 4,000 4,000 4,000 Uniforms/Clothing 10,512 10,439 8,347 10,000 8,000 10,000 $372,752 $342,182 $409,429 $404,000 $377,000 $434,000 Radio Maintenance 2,884 1,692 2,383 5,000 2,500 5,000 Vehicle Maintenance 33,722 25,637 20,497 35,000 25,000 35,000 Street Light Maintenance 116,110 113,358 116,194 95,000 95,000 115,000 Street Maintenance 132,611 115,168 80,740 130,000 125,000 130,000 Storm Sewer Improvements 10,798 1,491 11,446 10,000 15,000 15,000 Contractual Services 81,072 108,462 72,004 115,000 115,000 115,000 Contractual Snow Removal 143,543 169,521 539,611 250,000 400,000 350,000 Sidewalk Maintenance 1,566 1,497 0 5,000 5,000 5,000 Equipment Maintenance 99,656 77,488 83,503 90,000 90,000 90,000 $621,962 $614,314 $926,378 $735,000 $872,500 $860,000 $2,506,367 $2,456,774 $2,970,240 $2,782,000 $2,900,300 $2,952,500 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget General Fund Streets Division Detail 2019-2020 Fiscal Year Budget SAL - Salaries and Wages Salaries-Full Time 64,226 49,733 73,478 80,000 78,000 82,000 Salaries-Overtime 3,748 6,677 7,249 6,000 7,200 6,000 $67,974 $56,410 $80,727 $86,000 $85,200 $88,000 FICA 4,338 3,635 5,239 5,500 5,500 5,500 Medicare 1,014 850 1,225 1,300 1,300 1,300 IMRF 8,171 6,754 9,671 9,000 9,700 10,000 Employee Insurance 16,920 11,057 13,100 19,000 15,000 19,000 Deferred Comp. Contribution 1,892 1,817 2,889 3,000 2,900 3,000 $32,335 $24,113 $32,124 $37,800 $34,400 $38,800 SUPP - Supplies and Commodities Supplies/Hardware 8,316 6,796 9,374 8,000 9,000 10,000 Uniforms/Clothing 436 0 0 500 200 500 $8,752 $6,796 $9,374 $8,500 $9,200 $10,500 Tree Removal 50,749 11,865 11,009 20,000 20,000 20,000 Contractual Services 5,770 3,912 10,949 10,000 12,000 20,000 $56,519 $15,777 $21,958 $30,000 $32,000 $40,000 $165,580 $103,096 $144,183 $162,300 $160,800 $177,300 Salaries-Full Time 179,083 186,525 194,308 200,000 185,000 205,000 Salaries-Overtime 5,313 3,205 7,312 8,000 8,000 8,000 $184,396 $189,730 $201,620 $208,000 $193,000 $213,000 FICA 10,944 11,275 12,136 13,000 12,500 13,500 Medicare 2,560 2,637 2,838 3,100 3,000 3,100 IMRF 21,067 21,387 22,779 22,000 20,000 23,500 Employee Insurance 39,895 37,236 37,343 41,000 35,000 41,000 Deferred Comp. Contribution 6,178 6,216 6,255 7,500 7,000 7,500 $80,644 $78,751 $81,351 $86,600 $77,500 $88,600 $265,040 $268,481 $282,971 $294,600 $270,500 $301,600 $3,373,525 $3,271,156 $3,864,189 $3,824,850 $3,903,750 $4,044,035 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 45,000, Plainfield will continue to attract new development over the next several decades. The Planning Department 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 2019-20 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 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 requests for Certificate of Appropriateness (COA) approval for exterior modifications to landmarks and properties within districts 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 2019-20 Key Objectives • Pursue large-scale commercial developments at The Boulevard site (I-55 and US-30), Prairie Creek (IL-59 south of 135th Street) and the Polo Club (northeast corner of IL-59 and 119th Street). • Begin efforts to update the Village of Plainfield Comprehensive Plan. • 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. • Support the U.S. Census Bureau for the 2020 Census, including support of a Village of Plainfield Complete Count Committee. 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 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Unit: 09 - Community Development Salaries and Wages 263,288 256,570 288,831 343,473 361,000 366,000 Benefits 117,758 106,885 110,520 150,362 161,400 165,500 Utilities 2,367 2,766 3,214 3,276 4,800 4,800 Supplies and Commodities 11,068 11,964 15,206 20,465 15,750 15,750 Contractual Services 15,410 2,217 12,801 32,415 53,000 55,000 $409,891 $380,402 $430,572 $549,991 $595,950 $607,050Total: 20 - Planning Program Classification Fund: 01 - General Fund Expenditures General Fund Planning Division Summary 2019-2020 Fiscal Year Budget Division: 20 - Planning Program $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 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Planning Division Expense History Contractual Services Supplies and Commodities Utilities Benefits Salaries and Wages Page 66 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2018 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Unit: 09 - Community Development Division: 20 - Planning Program Salaries-Full Time 252,076 283,526 338,816 355,000 350,000 360,000 Salaries-Overtime 1,854 2,460 1,867 2,500 2,500 2,500 Salaries-Commissioner 2,640 2,845 2,790 3,500 3,000 3,500 $256,570 $288,831 $343,473 $361,000 $355,500 $366,000 FICA 15,884 17,020 20,877 22,300 22,000 22,700 Medicare 3,715 3,980 4,883 5,200 5,000 5,300 IMRF 29,399 31,198 38,123 39,000 36,000 41,000 Employee Insurance 49,086 51,716 72,259 78,500 75,000 79,000 Deferred Comp. Contribution 6,378 3,400 5,371 8,500 6,000 8,500 Travel/Training 1,795 2,567 7,965 7,000 8,000 8,000 IL Unemployment Insurance 628 639 884 900 900 1,000 $106,885 $110,520 $150,362 $161,400 $152,900 $165,500 Telephone/Internet 1,684 2,047 2,400 3,000 3,000 3,000 Cellular Phones/Pagers 1,082 1,167 876 1,800 1,800 1,800 $2,766 $3,214 $3,276 $4,800 $4,800 $4,800 SUPP - Supplies and Commodities Office Supplies/Postage 10,614 11,812 15,490 11,000 18,300 10,000 Dues & Subscriptions 1,350 3,394 4,927 4,000 4,000 5,000 Gas/Oil/Mileage/Carwash 0 0 48 750 750 750 $11,964 $15,206 $20,465 $15,750 $23,050 $15,750 Maintenance Contracts/Lease 1,460 600 600 3,500 1,000 2,000 Vehicle Maintenance 0 0 0 1,500 500 1,000 Legal Notices 0 0 0 0 0 5,000 Legal Fees 254 2,354 2,801 5,000 3,000 4,000 Special Projects and Programs 0 3,709 15,150 15,000 9,000 15,000 Contractual Services 333 1,692 1,919 20,000 31,000 20,000 Engineering Fees 170 4,446 11,945 8,000 14,500 8,000 $2,217 $12,801 $32,415 $53,000 $59,000 $55,000 $380,402 $430,572 $549,991 $595,950 $595,250 $607,050 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 2019-2020 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 and approval from the Illinois Department of Public Health and Department of Children and Family Services 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 district, plumbing, other building systems and village design standards are met. The department also interfaces with the Illinois Department of Public Health, Department of Children and Family Services and 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 2019-2020 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 • Continue the paperless permit process • Create a record and monitor all commercial properties for new and existing safety violations to protect the public FY 2019-2020 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 2017 (US Census estimate) 43,926 Calendar Year 2011 2012 2013 2014 2015 2016 2017 2018 New Residential Permits 93 111 135 166 138 143 144 180 General Construction Inspections 4,884 6,619 8,016 6,296 7,801 8,750 8,816 8,453 Commercial/Industrial Added (Sq Ft) 90,770 71,414 194,250 355,587 336,744 976,399 38,757 95,421 Acreage Annexed 2.1 277 6 86 172 3 58.87 206.86 Page 70 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Unit: 09 - Community Development Salaries and Wages 405,815 402,711 438,346 579,510 648,000 668,000 Benefits 132,040 155,893 197,534 269,032 325,375 334,175 Utilities 4,863 4,693 3,909 4,278 5,500 5,500 Supplies and Commodities 12,547 10,204 8,164 9,710 18,900 18,900 Contractual Services 21,105 35,247 7,590 3,166 23,000 23,000 $576,370 $608,748 $655,543 $865,696 $1,020,775 $1,049,575 General Fund Building Division Summary 2019-2020 Fiscal Year Budget Total Building Program Classification Fund: 01 - General Fund Expenditures Division: 21 - Building Program $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Building Division Expense History Contractual Services Supplies and Commodities Utilities Benefits Salaries and Wages Page 71 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Unit: 09 - Community Development Salaries-Full Time 350,093 431,841 578,507 645,000 645,000 665,000 Salaries-Part Time 51,349 6,364 0 0 0 0 Salaries-Overtime 1,269 141 1,003 3,000 3,000 3,000 $402,711 $438,346 $579,510 $648,000 $648,000 $668,000 FICA 24,268 26,489 34,478 40,175 40,175 41,500 Medicare 5,676 6,195 8,063 9,400 9,400 9,700 IMRF 42,565 49,418 64,335 71,300 70,000 76,475 Employee Insurance 75,395 97,664 138,327 183,000 180,000 185,000 Deferred Comp. Contribution 3,400 8,257 8,674 10,000 9,000 10,000 Travel/Training 3,648 8,511 13,655 10,000 10,000 10,000 IL Unemployment Insurance 941 1,000 1,500 1,500 1,500 1,500 $155,893 $197,534 $269,032 $325,375 $320,075 $334,175 Telephone/Internet 343 409 538 1,000 1,000 1,000 Cellular Phones/Pagers 4,350 3,500 3,740 4,500 4,000 4,500 $4,693 $3,909 $4,278 $5,500 $5,000 $5,500 Office Supplies/Postage 9,541 7,112 7,831 13,000 10,000 13,000 Dues & Subscriptions 580 520 564 4,000 1,000 4,000 Gas/Oil/Mileage/Carwash 83 32 818 1,000 800 1,000 Uniforms/Clothing 0 500 497 900 500 900 $10,204 $8,164 $9,710 $18,900 $12,300 $18,900 Recording Fees 0 0 1,720 3,000 1,200 3,000 Contractual Services 35,247 7,590 1,446 20,000 15,000 20,000 $35,247 $7,590 $3,166 $23,000 $16,200 $23,000 $608,748 $655,543 $865,696 $1,020,775 $1,001,575 $1,049,575 Total: 21 - Building Program SAL - Salaries and Wages Total: 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 2019-2020 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 two Water Operators and one Water Service Worker. 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 the American Lake Water Company 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 13,668 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 2019-2020 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 4.0%) 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 has programed the replacement of the 100-year-old water system infrastructure, within the Village Green Neighborhood, during 2019. This work will include the replacement of approximately fifty lead service lines. f. The Village will conduct a leak survey of the entire water system in 2019 in an effort to reduce water loss. g. The Building Department Staff will assist with scheduling water inspections and creating reports in an effort to improve efficiency. Performance Measures – Water Division 2011 2012 2013 2014 2015 2016 2017 2018 Water Flow: ( Jan 1- Dec 31) Total pumpage (in billions) Unaccounted for flow Average daily flow (MGD) Maximum daily flow (MGD) 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 1.219 4.0% 3.340 6.000 Water Mains: Main breaks Valves repaired Valves exercised Hydrants repaired Hydrants tested Water service repairs 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 4 1 1,200 10 3,425 3 Fire Flow Tests 4 3 6 5 4 13 6 4 Water Samples 517 517 517 517 747 744 750 723 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 1.6 billion gallons of municipal wastewater annually, utilizing an operating budget of 3.6 million dollars. The 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 2019-2020 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 2020, improvements to the sanitary sewer system, within the Village Green neighborhood will occur. The replacement of the 100-year-old water mains, fire hydrants, and service line, and sanitary mains within the Village Green neighborhood, is scheduled to be completed in 2019. Funds are also budgeted to address lift station and SCADA issues as well as capital equipment for both divisions. 2012 2013 2014 2015 2016 2017 2018 Total Gallons Reclaimed (Billions) Bio-solids Treated (Tons) Average Daily Flow (Millions) Maximum Daily Flow (Millions) Sanitary Sewer Main (Miles) 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 1.675 972 4.587 11.229 220 Lift Station Maintenance Events Laboratory Tests Industrial Samples Sewers Inspected & cleaned (ft.) 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 13,200 675 16,520 54 24,568 Page 77 FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Fund: 02 - Water & Sewer Fund Licenses and Permits 648,200 817,169 938,329 780,856 618,000 728,000 State of Illinois Taxes 1,643,244 1,701,328 1,745,968 1,808,980 1,775,000 1,875,000 Charges for Services 13,377,977 14,194,012 15,018,795 15,986,666 15,907,000 16,786,000 Investment Income (11,253)45,688 47,752 73,154 35,000 120,000 Miscellaneous 18,745 35,549 37,565 43,341 20,500 20,500 Interfund Transfers 0 0 0 0 570,000 0 Revenues Total $15,676,913 $16,793,746 $17,788,409 $18,692,997 $18,925,500 $19,529,500 Salaries and Wages 1,295,489 1,308,405 1,375,599 1,287,179 1,360,000 1,315,000 Benefits 522,633 516,299 504,869 484,621 551,243 519,400 Utilities 589,954 696,361 694,889 615,153 725,600 682,000 Supplies and Commodities 509,019 458,161 440,934 433,809 493,100 467,300 Contractual Services 8,033,790 8,579,626 9,042,292 9,507,871 9,160,000 9,211,500 Other 250,380 250,000 250,000 250,000 250,000 350,000 Transfer to Debt Service 489,852 498,100 970,900 979,300 976,800 981,000 Capital 56,011 463,391 1,402,943 798,994 2,240,000 4,950,000 Debt service 3,082,189 3,160,125 3,105,059 3,114,850 3,168,757 3,169,557 Depreciation 3,083,662 3,102,438 3,149,875 3,199,738 0 0 Expenditures Total $17,912,979 $19,032,906 $20,937,360 $20,671,515 $18,925,500 $21,645,757 Total: Water & Sewer Fund ($2,236,066)($2,239,160)($3,148,951)($1,978,518)$0 ($2,116,257) Classification Water, Sewer & Expansion Revenues Water, Sewer & Expansion Expenses Water & Sewer Fund Revenue/Expense Summary 2019-2020 Fiscal Year Budget Page 78 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Fund: 02 - Water and Sewer Fund LIC&PER - Licenses and Permits Meter Sales 30,672 52,325 17,750 35,000 12,000 20,000 Water Connection Fee 460,745 446,840 452,032 300,000 425,000 375,000 Sewer Connection Fee 316,937 427,124 300,754 275,000 640,000 325,000 Sewer By-Pass Fee 8,815 12,040 10,320 8,000 7,500 8,000 $817,169 $938,329 $780,856 $618,000 $1,084,500 $728,000 STTAX - State of Illinois Taxes Home Rule Sales Tax 1,701,328 1,745,968 1,808,980 1,775,000 1,850,000 1,875,000 $1,701,328 $1,745,968 $1,808,980 $1,775,000 $1,850,000 $1,875,000 SERV - Charges for Services Water Sales 8,539,253 9,316,320 10,141,336 9,933,000 10,100,000 10,370,000 Water Penalty 93,946 100,004 102,183 85,000 98,000 95,000 Sewer Sales 4,229,705 4,335,795 4,559,533 4,784,000 4,795,000 5,179,000 Sewer Penalty 47,713 47,432 46,404 45,000 48,000 45,000 Capital Charge 1,267,061 1,204,238 1,123,760 1,048,000 1,070,000 1,085,000 Capital Charge Penalty 16,334 15,006 13,450 12,000 14,000 12,000 $14,194,012 $15,018,795 $15,986,666 $15,907,000 $16,125,000 $16,786,000 Interest Income 25,813 44,481 91,565 35,000 135,000 120,000 Unrealized Gain/Loss 19,875 3,271 (18,411)0 0 0 $45,688 $47,752 $73,154 $35,000 $135,000 $120,000 Sale of Fixed Assets 500 0 0 0 0 0 Sale of Scrap 1,465 1,055 2,798 500 1,500 500 Other Reimbursements 0 13,714 4,621 0 4,600 0 Other Receipts 33,584 22,796 35,922 20,000 20,000 20,000 $35,549 $37,565 $43,341 $20,500 $26,100 $20,500 Transfer From Fd 03-Utility Cap Replacement 0 0 0 570,000 0 0 $0 $0 $0 $570,000 $0 $0 $16,793,746 $17,788,409 $18,692,997 $18,925,500 $19,220,600 $19,529,500 Water & Sewer Fund Revenue Detail 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Fund: 02 - Water and Sewer Fund Expenses Unit: 10 - Water Department SAL - Salaries and Wages Salaries-Full Time 227,229 236,158 237,531 250,000 245,000 220,000 Salaries-Part Time 2,172 0 0 0 0 0 $229,401 $236,158 $237,531 $250,000 $245,000 $220,000 FICA 13,984 14,288 17,176 15,500 14,500 14,000 Medicare 3,354 3,457 4,098 3,700 3,600 3,200 IMRF 26,624 27,343 32,097 29,000 27,050 25,500 Employee Insurance 41,684 36,257 44,329 42,000 43,000 40,000 Deferred Comp. Contrib 7,788 8,028 7,259 10,000 6,500 7,500 Travel/Training 4,239 2,708 4,002 7,000 2,000 5,000 IL Unemployment Ins.1,671 1,706 1,653 2,500 1,500 2,000 $99,344 $93,787 $110,614 $109,700 $98,150 $97,200 Telephone/Internet 3,128 4,665 6,211 5,600 7,500 7,500 Cellular Phones/Pagers 3,690 4,153 4,159 7,000 4,500 4,500 $6,818 $8,818 $10,370 $12,600 $12,000 $12,000 SUPP - Supplies & Commodities Office Supplies/Postage 30,848 33,548 28,551 30,000 30,000 30,000 Dues & Subscriptions 1,244 1,458 1,642 1,500 2,000 1,500 Gas/Oil/Mileage/Wash 131 522 396 500 400 500 Supplies/Hardware 175 525 1,537 500 500 500 Software 1,838 1,893 0 2,000 1,800 2,000 Sand & Gravel 926 1,384 2,272 800 1,000 2,000 Water Meters 141,417 131,728 124,429 150,000 125,000 130,000 $176,579 $171,058 $158,827 $185,300 $160,700 $166,500 Contract - Contractual Services Building Maintenance 8,541 4,921 11,572 10,000 10,000 10,000 Legal Notices 0 0 0 500 0 0 Legal Fees 2,244 292 876 1,000 800 1,500 Contractual Services 34,698 42,195 28,126 50,000 30,000 35,000 Equipment Maintenance 0 126 363 500 500 500 Engineering Fees 128 0 17,911 4,000 8,000 5,000 $45,611 $47,534 $58,848 $66,000 $49,300 $52,000 Admin Service Charge 125,000 125,000 125,000 125,000 125,000 175,000 Bad Debt Expense 0 3,424 0 0 0 0 Transfer to Debt Service 124,525 242,725 244,825 244,200 244,200 245,250 $249,525 $371,149 $369,825 $369,200 $369,200 $420,250 $807,278 $928,504 $946,015 $992,800 $934,350 $967,950 Total: Salaries and Wages Division: 02 - Water Administration Program Water & Sewer Fund Water/Sewer/Expansion Expense Detail 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Water & Sewer Fund Water/Sewer/Expansion Expense Detail 2019-2020 Fiscal Year Budget Salaries-Full Time 378,548 403,796 349,359 375,000 382,000 390,000 Salaries-Part Time 9,474 15,650 8,760 15,000 10,000 15,000 Salaries-Overtime 35,280 31,516 42,045 35,000 35,000 35,000 $423,302 $450,962 $400,164 $425,000 $427,000 $440,000 FICA 26,171 26,732 22,222 27,000 29,000 27,000 Medicare 6,155 6,300 5,231 6,500 6,800 6,500 IMRF 47,939 47,882 39,919 50,000 45,000 48,000 Employee Insurance 60,654 63,113 55,677 73,000 65,000 71,000 Deferred Comp. Contrib 13,904 15,502 11,279 16,500 15,000 15,000 $154,823 $159,529 $134,328 $173,000 $160,800 $167,500 Telephone/Internet 5,362 7,888 9,905 9,000 18,000 18,000 Cellular Phones/Pagers 0 152 0 500 200 500 Electricity/Gas 156,790 123,566 84,085 140,000 125,000 100,000 $162,152 $131,606 $93,990 $149,500 $143,200 $118,500 SUPP - Supplies and Commodities Office Supplies/Postage 75 200 2,526 2,000 1,000 2,000 Replacement Supplies 10,150 7,017 8,021 5,000 9,500 8,000 Gas/Oil/Mileage/Wash 12,137 8,602 10,304 15,000 12,000 15,000 Supplies/Hardware 4,282 5,485 10,728 4,000 4,000 4,000 Chemicals 4,025 5,380 5,961 6,000 5,000 6,000 Uniforms/Clothing 3,322 5,328 1,827 2,000 2,000 2,000 $33,991 $32,012 $39,367 $34,000 $33,500 $37,000 Contract - Contractual Services Building Maintenance 2,365 2,772 1,169 5,000 1,500 5,000 Vehicle Maintenance 5,215 6,090 7,548 7,500 9,000 8,000 Contractual Services 48,317 53,499 38,175 65,000 40,000 50,000 Lake Michigan Water 8,124,114 8,471,988 9,095,105 8,492,000 8,500,000 8,602,000 Equipment Maint.11,512 12,096 12,261 10,000 9,000 10,000 System Maintenance 26,311 49,419 12,827 60,000 20,000 60,000 Water/Fire Hydrant 15,071 19,075 18,977 20,000 20,000 20,000 EPA Analytical 15,429 11,035 10,128 16,000 12,000 16,000 $8,248,334 $8,625,974 $9,196,190 $8,675,500 $8,611,500 $8,771,000 Transfer to Debt Service 124,525 242,725 244,825 244,200 244,200 245,250 $124,525 $242,725 $244,825 $244,200 $244,200 $245,250 Contingencies/Depreciation Depreciation 3,102,438 3,149,875 3,199,738 0 0 0 $3,102,438 $3,149,875 $3,199,738 $0 $0 $0 $12,249,565 $12,792,683 $13,308,602 $9,701,200 $9,620,200 $9,779,250 $13,056,843 $13,721,187 $14,254,617 $10,694,000 $10,554,550 $10,747,200 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Water & Sewer Fund Water/Sewer/Expansion Expense Detail 2019-2020 Fiscal Year Budget Unit: 11 - Sewer Department Salaries-Full Time 227,529 235,197 239,809 250,000 240,000 220,000 Salaries-Part Time 2,172 0 0 0 0 0 $229,701 $235,197 $239,809 $250,000 $240,000 $220,000 FICA 13,951 14,291 14,816 15,500 13,500 14,000 Medicare 3,346 3,457 3,546 4,000 3,500 3,200 IMRF 26,595 27,356 27,776 29,000 26,100 25,500 Employee Insurance 37,137 35,825 35,500 42,000 38,000 35,000 Deferred Comp. Contrib 7,565 7,723 7,658 10,000 8,000 8,500 Travel/Training 10,175 5,192 8,208 12,000 7,500 12,000 IL Unemployment Ins.1,671 1,706 1,080 2,500 1,000 2,000 $100,440 $95,550 $98,584 $115,000 $97,600 $100,200 Telephone/Internet 7,242 11,909 11,243 13,000 12,000 13,000 Cellular Phones/Pagers 3,435 2,974 2,704 3,500 3,000 3,500 $10,677 $14,883 $13,947 $16,500 $15,000 $16,500 SUPP - Supplies and Commodities Office Supplies/Postage 30,738 31,332 27,679 30,000 30,000 30,000 Dues & Subscriptions 59,021 60,536 65,522 72,300 68,200 72,300 Gas/Oil/Mileage/Wash 366 299 30 1,000 600 1,000 Supplies/Hardware 661 511 2,154 2,500 2,500 2,500 $90,786 $92,678 $95,385 $105,800 $101,300 $105,800 Contract - Contractual Services Building Maintenance 12,405 17,449 13,396 20,000 12,000 20,000 Legal Fees 756 172 284 1,500 1,500 1,500 Contractual Services 19,636 39,620 22,893 50,000 30,000 35,000 Equipment Maintenance 880 0 1,166 2,000 3,000 2,000 Engineering Fees 13,350 10,186 7,509 10,000 12,000 10,000 $47,027 $67,427 $45,248 $83,500 $58,500 $68,500 2013/2004A Bond (Principal)3,000 340,500 384,000 397,500 397,500 414,000 2013/2004A Bond (Interest)46,710 46,650 39,840 28,320 28,320 12,420 2005B Bond (Principal)348,000 30,000 0 0 0 0 2005B Bond (Interest)18,563 1,162 0 0 0 0 Admin Service Charge 125,000 125,000 125,000 125,000 125,000 175,000 Bad Debt Expense 0 2,321 0 0 0 0 Transfer to Debt Service 124,525 242,725 244,825 244,200 244,200 245,250 $665,798 $788,358 $793,665 $795,020 $795,020 $846,670 $1,144,429 $1,294,093 $1,286,638 $1,365,820 $1,307,420 $1,357,670 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Water & Sewer Fund Water/Sewer/Expansion Expense Detail 2019-2020 Fiscal Year Budget Salaries-Full Time 388,887 410,780 370,002 395,000 390,000 395,000 Salaries-Part Time 9,474 15,650 8,760 10,000 10,000 10,000 Salaries-Overtime 27,640 26,852 30,913 30,000 26,000 30,000 $426,001 $453,282 $409,675 $435,000 $426,000 $435,000 FICA 26,345 27,243 24,741 27,000 25,500 27,000 Medicare 6,193 6,414 5,817 6,543 6,000 6,500 IMRF 48,544 48,878 44,572 48,000 45,000 48,000 Employee Insurance 68,440 60,441 50,821 57,000 53,000 55,000 Deferred Comp. Contrib 12,170 13,027 15,144 15,000 15,500 18,000 $161,692 $156,003 $141,095 $153,543 $145,000 $154,500 Telephone/Internet 13,405 19,797 24,398 22,000 35,000 35,000 Electricity/Gas 503,309 519,785 472,448 525,000 475,000 500,000 $516,714 $539,582 $496,846 $547,000 $510,000 $535,000 SUPP - Supplies and Commodities Office Supplies/Postage 272 841 2,367 4,500 4,500 4,500 Replacement Supplies 1,376 2,085 2,503 2,000 5,000 2,000 Gas/Oil/Mileage/Wash 10,229 8,249 11,407 12,000 12,000 12,000 Supplies/Hardware 12,960 10,857 15,190 10,000 10,000 10,000 Chemicals 117,231 112,021 100,602 115,000 115,000 115,000 Sand & Gravel 0 253 0 500 500 500 Industrial Flow Monitor 7,052 1,971 2,462 18,000 3,000 8,000 Uniforms/Clothing 7,685 8,909 5,699 6,000 5,000 6,000 $156,805 $145,186 $140,230 $168,000 $155,000 $158,000 Contract - Contractual Services Vehicle Maintenance 4,977 3,473 10,343 10,000 2,500 10,000 Contractual Services 149,779 214,685 136,856 170,000 150,000 160,000 Equipment Maint.29,493 22,092 18,764 25,000 20,000 25,000 Maintenance-James St.196 5,601 0 5,000 0 0 System Maintenance 54,209 55,506 41,622 125,000 125,000 125,000 $238,654 $301,357 $207,585 $335,000 $297,500 $320,000 Transfer to Debt Service 124,525 242,725 244,825 244,200 244,200 245,250 $124,525 $242,725 $244,825 $244,200 $244,200 $245,250 $1,624,391 $1,838,135 $1,640,256 $1,882,743 $1,777,700 $1,847,750 $2,768,820 $3,132,228 $2,926,894 $3,248,563 $3,085,120 $3,205,420 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Water & Sewer Fund Water/Sewer/Expansion Expense Detail 2019-2020 Fiscal Year Budget Unit: 12 - Utility Expansion Contractual Services 0 0 33,028 100,000 175,000 50,000 Engineering Fees 3,100 40,152 245,312 150,000 50,000 100,000 Machinery & Equipment 3,454 12,894 5,997 75,000 75,000 240,000 Vehicles 0 0 157,702 70,000 70,000 60,000 Village Green Reconstruction 1,500,000 1,300,000 3,000,000 Route 30 Water Main 296,356 269,614 0 0 0 0 Rt 30 Main-Kuusakoski to Tower 2 22,461 840,470 52,359 0 0 0 143rd Water/Sewer Improvements 0 0 0 0 0 680,000 Lakewater/Essignton Rd Trans Main 0 0 0 0 0 200,000 Scada Improvements 63,520 2,158 0 20,000 8,000 275,000 Pump Station Improvements 0 56,525 304,596 225,000 2,000 255,000 Tower Improvements 0 0 0 0 20,000 Liftstation Improvements 74,500 181,130 0 100,000 0 90,000 $463,391 $1,402,943 $798,994 $2,240,000 $1,700,000 $4,950,000 2013/2004A Bond (Principal)7,000 794,500 896,000 927,500 927,500 966,000 2013/2004A Bond (Interest)108,990 100,338 78,560 66,080 66,080 28,980 2013/2004B Bond (Principal)360,000 365,000 375,000 385,000 385,000 400,000 2013/2004B Bond (Interest)53,150 43,213 34,431 27,400 27,400 12,000 2005B Bond (Principal)812,000 70,000 0 0 0 0 2005B Bond (Interest)43,313 1,260 0 0 0 0 2008 Bond (Principal)450,000 450,000 475,000 0 0 0 2008 Bond (Interest)721,391 47,863 25,000 0 0 0 2015/2008 Bond (Principal)0 90,000 90,000 620,000 620,000 645,000 2015/2008 Bond (Interest)0 531,550 529,750 527,950 527,950 503,150 IEPA Loan 153,545 155,470 157,419 158,419 159,393 161,392 IEPA Loan (Interest)34,463 31,808 29,850 30,588 28,614 26,615 $2,743,852 $2,681,002 $2,691,010 $2,742,937 $2,741,937 $2,743,137 $3,207,243 $4,083,945 $3,490,004 $4,982,937 $4,441,937 $7,693,137 $19,032,906 $20,937,360 $20,671,515 $18,925,500 $18,081,607 $21,645,757 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. 2019/2020 Goal It is anticipated to be an extremely busy year for the Engineering division. The Village resurfacing program, the Village Green neighborhood utility project, two new subdivisions, Project Jupiter, and the Boulevard Project will require a great deal of time and attention. Staff will strive to continue to utilize in-house resources as much as possible to administer the Village’s annual maintenance programs, including the Roadway Resurfacing (Capital and MFT Funds), Bike Path, Sidewalk/Curb Replacement, Pavement Crack Filling, Roadway Striping, Pavement Patching, Bridge Inspections, and the LED Streetlight Replacement programs. The Village has had continued success, while providing these services at a reduced cost, by managing these programs in-house over the past several years. The Engineering group is continuing to utilize seasonal engineering interns that will assist with administering the Village’s maintenance programs and completing 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 2020 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 funds for engineering of bike path connections adjacent to traffic signals which cannot be completed in- house at this time. 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. 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. Crack Fill Program/Roadway Pavement Marking - (The funds are included in the Street Maintenance Division budget.) Engineering Staff will coordinate with the Street Division to identify areas that need roadway crack filling and/or pavement marking. Bridge Program - $200,000 The Village has (15) bridges that are under our jurisdiction. According to the latest bridge inspection reports, there are some maintenance issues that need attention. Repair includes rip-rap/scour restoration, corrosion mitigation and railing replacement. $140,000 of the budgeted amount includes the engineering design costs for the Indian Boundary Bridge replacement project. 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/concrete pole replacement - $125,000 The Village continues to replace older deteriorating concrete light poles and inefficient streetlight fixtures with longer lasting more energy efficient LED fixtures. Staff has been maximizing the ComEd Energy Grant rebate program for street lights to leverage the total dollars available each cycle. Page 86 CAPITAL Grant funded Projects 143rd Street – East: (Surface Transportation Grant Program) - STP Grant $4.5M total. Illinois Competitive Freight Grant for $20.328 Million for construction. – FY 19/20 $600,000 143rd Street – Route 59 to Illinois 126 – Phase 1 design was approved by IDOT in December of 2014. Phase 2 design work continues. Once constructed, this project will ultimately provide a much-needed east-west connection for the Village. TIGER, FASTTRACK, INFRA and STP-Shared Fund Grants have been applied for to assist with the construction costs. Renwick Road Corridor: (STP $1,500,000) FY 19/20 $250,000 Renwick Road reconstruction – Spangler Farm subdivision to River Road. Engineering for this project has started and should be completed by the end of 2019. 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. Indian Boundary Bridge Replacement (Total Project $1,400,000) FY 19/20 $140,000 The Village was awarded Federal Bridge Replacement funding under the IDOT bridge program. It is anticipated that construction will begin in 2020. This Grant provides 80% funding from the Federal Government. Village/Shared Projects I-55 Interchange Project (Plainfield/Bolingbrook/Romeoville) - $100,000 Costs associated with the Phase 1 Engineering Study. 143rd Street & Route 30 – Traffic Signal & intersection Improvements - $300,000 This project is at the point where a cost sharing agreement with IDOT is needed before ROW acquisition can occur. 127th Street & Naperville/Plainfield Road – Traffic Signal & intersection Improvements - $100,000 Budgeted funds are for engineering work. This project is at the point where a cost sharing agreement with Will County Highway Department and the Village of Bolingbrook is needed. Meadow Lane & 143rd Street – Traffic Signal - $300,000 This project is related to new development occurring west of Steiner Road. Funding will be 100% provided by the developer. 143rd Street West Extension - $1,800,000 This project is for the design of the west extension of 143rd Street from the Diageo/Seefried project to Ridge Road. Intergovernmental agreements are in place to assist with the project funding. Page 87 CAPITAL 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 - $150,000 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. Building/Facility Improvements - $200,000 Includes the cost of a Village-wide building condition study. This study would perform a complete inventory of all the buildings and provide recommendations for maintenance projects with timelines and rough costs. This study would aid in the planning for future budgets in a proactive manner. Other improvements include HVAC maintenance 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. Page 88 Classification FY 2015 Actual FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Fund: 11 - Capital Fund State of Illinois Taxes 3,286,980 3,403,167 3,492,459 3,618,502 3,500,000 3,775,000 Utility Taxes 3,107,995 2,816,908 2,915,445 2,865,380 3,300,000 3,350,000 Licenses and Permits 9,193 11,635 10,031 6,682 5,500 6,000 Fines and Forfeits 216,400 211,035 348,306 379,000 280,000 325,000 Charges for Services 196,470 37,433 24,328 27,510 26,500 26,500 Grants 34,409 206,944 643,335 202,283 2,115,000 1,240,000 Investment Income 267 5,404 39,065 137,006 105,000 200,000 Miscellaneous 9,858 184,744 96,442 1,438,439 5,260,000 307,000 Interfund Transfers 3,700,000 2,878,289 2,689,567 532,831 850,000 950,000 Revenues Total $10,561,572 $9,755,559 $10,258,978 $9,207,633 $15,442,000 $10,179,500 Transfers 2,500,545 2,500,818 2,032,264 2,023,992 2,034,750 2,035,850 Contractual Services 110,400 106,513 110,742 110,790 110,000 110,000 Machinery and Equipment 310,468 615,880 534,985 497,109 550,000 550,000 Storm/Drainage Improvements 35,843 29,186 9,686 24,459 40,000 40,000 Bridge Repairs & Construction 111,808 20,554 0 51,645 295,000 200,000 Sidewalk, Curb, & Bikepath 306,148 328,634 163,592 336,350 500,000 500,000 Traffic Control Device 44,166 0 0 384 2,620,000 710,000 Roadway Improvements 1,290,329 1,980,955 1,682,583 2,909,348 3,675,000 5,925,000 Misc. Capital Expenses 406,056 149,360 728,910 1,636,387 5,365,000 375,000 Building Improvements 167,709 269,853 96,047 68,701 200,000 200,000 Emerald Ash Borer 246,357 396,796 279,983 247,808 200,000 200,000 Expenses Total $5,529,829 $6,398,549 $5,638,792 $7,906,973 $15,589,750 $10,845,850 Total: Capital Fund $5,031,743 $3,357,010 $4,620,186 $1,300,660 ($147,750)($666,350) Ending Fund Balance $5,466,855 $8,823,865 $13,444,051 $14,744,711 $14,596,961 $12,777,701 Capital Fund Revenues Capital Fund Expenses Capital Improvement Fund Summary 2019-2020 Fiscal Year Budget Page 89 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Fund: 11 - Capital Improvement Fund Home Rule Sales Tax 3,403,167 3,492,459 3,618,502 3,500,000 3,700,000 3,775,000 $3,403,167 $3,492,459 $3,618,502 $3,500,000 $3,700,000 $3,775,000 Utility Tax 2,816,908 2,915,445 2,865,380 2,800,000 2,850,000 2,800,000 Local Motor Fuel Tax 0 0 0 500,000 550,000 550,000 $2,816,908 $2,915,445 $2,865,380 $3,300,000 $3,400,000 $3,350,000 Bike Path Fee 296 0 0 0 0 0 Traffic Impact Fee 500 0 0 0 26,000 0 Recapture Fee 10,839 10,031 6,682 5,500 10,000 6,000 $11,635 $10,031 $6,682 $5,500 $36,000 $6,000 Red Light Fines 211,035 348,306 379,000 280,000 380,000 325,000 $211,035 $348,306 $379,000 $280,000 $380,000 $325,000 Impound Fee 31,038 22,853 26,250 25,000 30,000 25,000 Daily Storage Fee for Impound 6,395 1,475 1,260 1,500 1,000 1,500 $37,433 $24,328 $27,510 $26,500 $31,000 $26,500 Grant Revenue 206,944 49,471 41,099 115,000 0 290,000 STP Grant 0 593,864 161,184 2,000,000 0 950,000 $206,944 $643,335 $202,283 $2,115,000 $0 $1,240,000 Interest Income 5,404 39,065 137,006 105,000 250,000 200,000 $5,404 $39,065 $137,006 $105,000 $250,000 $200,000 Sales-Fixed Assets 31,180 0 0 5,000 2,100 5,000 Donation/Contribution 16,264 0 0 0 0 300,000 Other Reimbursements 15,739 95,942 1,438,139 5,250,000 3,561,861 0 Other Receipts 121,561 500 300 5,000 500 2,000 $184,744 $96,442 $1,438,439 $5,260,000 $3,564,461 $307,000 Transfer From TIF 500,000 500,000 0 500,000 500,000 500,000 Transfer From General 2,378,289 2,189,567 532,831 350,000 350,000 450,000 $2,878,289 $2,689,567 $532,831 $850,000 $850,000 $950,000 $9,755,559 $10,258,978 $9,207,633 $15,442,000 $12,211,461 $10,179,500 STTAX - State of Illinois Taxes Total: State of Illinois Taxes Revenues Capital Improvement Fund Revenue & Expense Detail 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Budget FY 2020 Proposed Budget Capital Improvement Fund Revenue & Expense Detail 2019-2020 Fiscal Year Budget Police Fleet/Equipment 217,571 231,378 210,964 225,000 225,000 225,000 Public Works/Community Dev.398,309 303,607 286,145 325,000 325,000 325,000 127th St. & Naperville Rd-eng 384 2,600,000 20,000 100,000 Rt. 30 and 143rd - engineering 10,000 0 300,000 119th St./Rt.30 10,000 0 10,000 Meadow Ln./143rd St. Signal 0 300,000 328,634 163,592 336,350 350,000 Bike Path 400,000 400,000 Curb & Sidewalk 100,000 100,000 1,205,822 485,235 1,433,479 3,000,000 3,000,000 3,000,000 I-55 Phase 1 Study 13,785 33,291 306,734 200,000 100,000 100,000 143rd St. East Ext. Design 124,531 711,301 201,480 200,000 200,000 1,800,000 143rd St. West Ext. Design 100,000 600,000 Lockport Street bypass - eng 275 Renwick Corridor engineering 6,060 7,123 97,806 100,000 20,000 250,000 Rt 30 Reconstr. - Village Portion 153,821 104,582 127th - Heggs to Meadow-eng 309,366 263,730 685,954 Rt. 126 & Meadow Ln 46,851 25,000 0 Village Green project 2,643 68,040 50,000 50,000 0 Woodfarm Road - eng 50,000 50,000 120,444 74,678 115,855 125,000 125,000 125,000 20,554 0 51,645 295,000 60,000 200,000 29,186 9,686 24,459 40,000 45,000 40,000 PCI Pavement Inspection 73,975 Settler's Park - Campus refresh 75,026 168,834 37,555 90,000 90,000 150,000 Ft. Beggs Street Lighting 205,830 Street Lights - LED/pole 53,466 74,735 128,243 125,000 100,000 125,000 School Beacons Upgrade 3,467 Misc. Engineering 20,868 106,349 48,428 100,000 80,000 100,000 PACE Lot 99,187 1,418,694 5,000,000 3,650,000 0 Gateway Signage 0 50,000 0 0 396,796 279,983 247,808 200,000 200,000 200,000 269,853 96,047 68,701 200,000 125,000 200,000 106,513 110,742 110,790 110,000 110,000 110,000 2,493,518 2,032,264 2,023,992 2,034,750 2,034,750 2,035,850 $6,398,549 $5,638,792 $7,906,973 $15,589,750 $11,084,750 $10,845,850 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 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 - 114,400 400,000 35,000 - - 730,000 - 1,279,400 State of Illinois Taxes 1,100,000 - - - - - - - 1,100,000 Fines And Forfeits - - - - - - - 15,000 15,000 Interest Income 50,000 8,000 3,000 400 1,150,000 100 10,000 500 1,222,000 Other - Employer Contributions - - - - 1,300,000 - - - 1,300,000 Employee Contributions - - - - 570,000 - - - 570,000 DARE Contributions - - - - - 22,000 - - 22,000 Interfund Transfers - 3,016,850 - - - - - - 3,016,850 Total 1,150,000 3,139,250 403,000 35,400 3,020,000 22,100 740,000 15,500 8,525,250 EXPENDITURES Salaries & Wages - - - - 625,000 - - - 625,000 Benefits - - - - 5,000 - - - 5,000 Supplies/Commodities - - - - 6,300 23,000 - - 29,300 Contractual Services - - 450,500 42,000 35,000 - - - 527,500 Other Debt Service - 3,131,250 - - - - - - 3,131,250 Capital Outlay 1,000,000 - - - - - 300,000 - 1,300,000 Miscellaneous - - - - 100,000 - - - 100,000 Interfund Transfers 150,000 - - - - - 550,000 25,000 725,000 Total 1,150,000 3,131,250 450,500 42,000 771,300 23,000 850,000 25,000 6,443,050 EXCESS/(DEFICIENCY)- 8,000 (47,500) (6,600) 2,248,700 (900) (110,000) (9,500) 2,082,200 Miscellaneous Funds Revenue & Expenses by Fund Summary 2019-2020 Fiscal Year Budget Page 92 Description 2016 Actual 2017 Actual 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 04 - Motor Fuel Tax State of Illinois Taxes MFT Entitlements 1,114,756 1,105,594 1,110,842 1,100,000 1,100,000 1,100,000 Total: State of Illinois Taxes $1,114,756 $1,105,594 $1,110,842 $1,100,000 $1,100,000 $1,100,000 Investment Income Interest Income 3,175 15,411 38,101 25,000 60,000 50,000 Total: Investment Income $3,175 $15,411 $38,101 $25,000 $60,000 $50,000 Miscellaneous Other Receipts 200 0 0 0 0 0 Total: Miscellaneous $200 $0 $0 $0 $0 $0 Transfer From Capital $7,300 $0 $0 $0 $0 $0 $7,300 $0 $0 $0 $0 $0 Revenues Total $1,125,431 $1,121,005 $1,148,943 $1,125,000 $1,160,000 $1,150,000 Division: 91 - Capital Street Improvements 996,972 863,120 1,052,089 1,000,000 900,000 1,000,000 Total: Other $996,972 $863,120 $1,052,089 $1,000,000 $900,000 $1,000,000 Division Total: 91 - Capital $996,972 $863,120 $1,052,089 $1,000,000 $900,000 $1,000,000 Division: 99 - Transfers Transfer to General 0 0 0 150,000 0 150,000 Total: 99 - Transfers $0 $0 $0 $150,000 $0 $150,000 Total: Non-Departmental $996,972 $863,120 $1,052,089 $1,150,000 $900,000 $1,150,000 Expenditures Total $996,972 $863,120 $1,052,089 $1,150,000 $900,000 $1,150,000 Total: 04 - Motor Fuel Tax $128,459 $257,885 $96,854 ($25,000)$260,000 $0 **MFT has a 4/30/18 Fund Balance of $3,173,918 Motor Fuel Tax Fund 2019-2020 Fiscal Year Budget Revenues Expenditures Revenue & Expense Detail INTER - Interfund Transfers Total: Interfund Transfers $1,000,000 $1,020,000 $1,040,000 $1,060,000 $1,080,000 $1,100,000 $1,120,000 $1,140,000 2016 Actual 2017 Actual 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget MFT Revenue History MFT Entitlements Page 93 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 05 - Bond and Interest Fund Property Taxes Property Tax Revenue 114,654 117,214 118,519 113,600 118,115 114,400 Total: Property Taxes $114,654 $117,214 $118,519 $113,600 $118,115 $114,400 Investment Income Interest Income 37 798 6,287 1,000 13,000 8,000 Total: Investment Income $37 $798 $6,287 $1,000 $13,000 $8,000 Interfund Transfers Transfer From Water & Sewer 498,100 970,900 979,300 976,800 976,800 981,000 Transfer From Capital 2,493,518 2,032,264 2,023,992 2,034,750 2,034,750 2,035,850 Total: Interfund Transfers $2,991,618 $3,003,164 $3,003,292 $3,011,550 $3,011,550 $3,016,850 Revenues Total $3,106,309 $3,121,176 $3,128,098 $3,126,150 $3,142,665 $3,139,250 Bond & Interest Fund 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Bond & Interest Revenue History Property Tax Revenue Interfund Transfers Page 94 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Bond & Interest Fund 2019-2020 Fiscal Year Budget Revenue & Expense Detail Unit: 00 - Non-Departmental Division: 92 - Bonds OTHER - Other 2005A Bond (Principal)540,000 0 0 0 0 0 2005A Bond (Interest)25,650 0 0 0 0 0 2007 Bond (Principal)690,000 725,000 755,000 170,000 170,000 0 2007 Bond (Interest)106,150 75,100 42,475 8,500 8,500 0 2009 Refunding Bond(Princ)95,000 100,000 100,000 100,000 105,000 110,000 2009 Refunding Bond (Int)19,425 16,100 12,600 13,600 8,600 4,400 2010 Bond (Principal)690,000 720,000 750,000 770,000 770,000 805,000 2010 Bond (Interest)271,600 250,900 229,300 206,800 206,800 176,000 2012 Refunding Bond (Princ)75,000 645,000 660,000 680,000 680,000 695,000 2012 Refunding Bond (Int)189,600 188,100 175,200 155,400 155,400 135,000 2014 Refunding Bond (Princ)125,000 125,000 130,000 750,000 750,000 950,000 2014 Refunding Bond (Int)278,450 275,950 273,450 270,850 270,850 255,850 Total: OTHER - Other $3,105,875 $3,121,150 $3,128,025 $3,125,150 $3,125,150 $3,131,250 Expenditures Total $3,105,875 $3,121,150 $3,128,025 $3,125,150 $3,125,150 $3,131,250 Total: Bond & Interest $434 $26 $73 $1,000 $17,515 $8,000 Expenditures Page 95 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 07 - Tort Immunity Fund Property Taxes Property Tax Revenue 529,935 621,535 623,114 475,000 492,000 400,000 Total: Property Taxes $529,935 $621,535 $623,114 $475,000 $492,000 $400,000 Investment Income Interest Income 189 165 2,447 500 5,000 3,000 Total: Investment Income $189 $165 $2,447 $500 $5,000 $3,000 Other Reimbursements $12,150 $55 $0 $0 $0 $0 $12,150 $55 $0 $0 $0 $0 Transfers Transfer from General 0 0 0 0 0 0 Total: Transfers $0 $0 $0 $0 $0 $0 Revenues Total $542,274 $621,755 $625,561 $475,500 $497,000 $403,000 Unit: 00 - Non-Departmental Contractual Services Contractual Services 0 0 0 0 0 0 Bond-Treasurer 0 336 336 500 336 500 Comm. Umbrella Liability 259,746 268,633 157,858 180,000 169,500 200,000 Workman's Comp. Ins.332,028 325,852 221,340 250,000 180,500 250,000 Total: Contractual Services $591,774 $594,821 $379,534 $430,500 $350,336 $450,500 Expenditures Total $591,774 $594,821 $379,534 $430,500 $350,336 $450,500 Total: Tort Immunity Fund ($49,500)$26,934 $246,027 $45,000 $146,664 ($47,500) **Tort Immunity Fund has a 4/30/18 Fund Balance of $294,086 Tort Immunity Fund 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Tort Immunity Revenue History Property Tax Revenue Page 96 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 08 - Audit Fund Property Taxes Property Tax Revenue 38,820 42,252 42,274 42,000 42,274 35,000 Total: Property Taxes $38,820 $42,252 $42,274 $42,000 $42,274 $35,000 Investment Income Interest Income 16 72 236 100 500 400 Total: Investment Income $16 $72 $236 $100 $500 $400 Revenues Total $38,836 $42,324 $42,510 $42,100 $42,774 $35,400 Unit: 00 - Non-Departmental Division: 00 - Non-Divisional Contrac - Contractual Services Audit Village 36,645 39,142 35,875 42,000 38,100 42,000 Total: Contractual Services $36,645 $39,142 $35,875 $42,000 $38,100 $42,000 Expenditures Total $36,645 $39,142 $35,875 $42,000 $38,100 $42,000 Total: Audit Fund $2,191 $3,182 $6,635 $100 $4,674 ($6,600) **Audit Fund has a 4/30/18 Fund Balance of $15,977 Audit Fund 2019-2020 Fiscal Year Budget Revenues Expenditures Revenue & Expense Detail $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Audit Fund Revenue History Property Tax Revenue Page 97 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 10 - Police Pension Fund Investment Income Interest Income 791,770 784,140 1,200,928 700,000 675,000 700,000 Realized Gain/Loss 156,423 (66,866)80,837 150,000 250,000 150,000 Unrealized Gain/Loss (951,437)1,646,913 916,507 300,000 100,000 300,000 Total: Investment Income ($3,244)$2,364,187 $2,198,272 $1,150,000 $1,025,000 $1,150,000 MISC - Miscellaneous Other Receipts 50 0 0 0 0 0 Employee Contributions 490,958 509,526 524,835 550,000 560,000 570,000 Employer Contributions 948,549 1,101,142 1,364,479 1,370,000 1,402,475 1,300,000 Total: Miscellaneous $1,439,557 $1,610,668 $1,889,314 $1,920,000 $1,962,475 $1,870,000 Revenues Total $1,436,313 $3,974,855 $4,087,586 $3,070,000 $2,987,475 $3,020,000 Police Pension Fund 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Police Pension Contribution History Employee Contributions Employer Contributions Page 98 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Police Pension Fund 2019-2020 Fiscal Year Budget Revenue & Expense Detail Unit: 00 - Non-Departmental Division: 00 - Non-Divisional Salaries and Wages Pension Payments 434,932 442,742 494,765 525,000 505,000 625,000 Total: Salaries & Wages $434,932 $442,742 $494,765 $525,000 $505,000 $625,000 Benefits Travel/Training 4,584 4,170 3,197 5,000 7,500 5,000 Total: Benefits $4,584 $4,170 $3,197 $5,000 $7,500 $5,000 Supplies and Commodities Office Supplies/Postage 119 0 0 500 100 500 Dues & Subscriptions 5,073 5,560 5,740 5,800 5,750 5,800 Total: Supplies & Commodities $5,192 $5,560 $5,740 $6,300 $5,850 $6,300 Contractual Services Contractual Services 23,051 32,082 33,807 30,000 33,000 35,000 Total: Contractual Services $23,051 $32,082 $33,807 $30,000 $33,000 $35,000 Other Investment Expense 69,450 87,300 99,577 90,000 100,000 100,000 Total: OTHER - Other $69,450 $87,300 $99,577 $90,000 $100,000 $100,000 Total: Non-Divisional $537,209 $571,854 $637,086 $656,300 $651,350 $771,300 Expenditures Total $537,209 $571,854 $637,086 $656,300 $651,350 $771,300 Total: Police Pension Fund $899,104 $3,403,001 $3,450,500 $2,413,700 $2,336,125 $2,248,700 Expenditures Page 99 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 14 - D.A.R.E. Fund Investment Income Interest Income $16 $45 $118 $50 $225 $100 Total: Investment Income $16 $45 $118 $50 $225 $100 Miscellaneous DARE Contributions 25,720 18,295 22,320 20,000 24,820 22,000 Total: Miscellaneous $25,720 $18,295 $22,320 $20,000 $24,820 $22,000 Revenues Total $25,736 $18,340 $22,438 $20,050 $25,045 $22,100 Unit: 00 - Non-Departmental Division: 00 - Non-Divisional D.A.R.E. Program 26,596 21,530 15,950 20,000 20,000 23,000 Total: Non-Divisional $26,596 $21,530 $15,950 $20,000 $20,000 $23,000 Expenditures Total $26,596 $21,530 $15,950 $20,000 $20,000 $23,000 Total: D.A.R.E. Fund ($860)($3,190)$6,488 $50 $5,045 ($900) **DARE Fund has a 4/30/18 Fund Balance of $6,054 D.A.R.E. Fund 2019-2020 Fiscal Year Budget Revenues Expenditures Revenue & Expense Detail $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget DARE Contribution History DARE Contributions Page 100 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 17 - Tax Increment Financing Fund Property Taxes Property Tax Revenue 737,382 736,922 718,508 725,000 726,816 730,000 Total: Property Taxes $737,382 $736,922 $718,508 $725,000 $726,816 $730,000 INT - Investment Income Interest Income 1,988 5,190 7,686 5,000 15,000 10,000 Total: Investment Income $1,988 $5,190 $7,686 $5,000 $15,000 $10,000 Miscellaneous Sales-Fixed Assets 72,922 0 0 0 0 0 Total: Miscellaneous $72,922 $0 $0 $0 $0 $0 Revenues Total $812,292 $742,112 $726,194 $730,000 $741,816 $740,000 Unit: 00 - Non-Departmental Division: 91 - Capital Other Contractual Services 78,658 429,676 944,580 250,000 225,000 260,000 Facade Improvements 284,471 157,162 127,118 50,000 10,000 40,000 Total: Capital $363,129 $586,838 $1,071,698 $300,000 $235,000 $300,000 Division: 99 - Transfers OTHER - Other Transfer to General Fund 50,000 0 0 0 0 50,000 Transfer to Capital Fund 500,000 500,000 0 500,000 500,000 500,000 Total: Transfers $550,000 $500,000 $0 $500,000 $500,000 $550,000 Expenditures Total $913,129 $1,086,838 $1,071,698 $800,000 $735,000 $850,000 Total: Tax Increment Financing Fund ($100,837)($344,726)($345,504)($70,000)$6,816 ($110,000) **TIF Fund has a 4/30/18 Fund Balance of $195,036 Tax Increment Financing Fund 2019-2020 Fiscal Year Budget Revenues Expenditures Revenue & Expense Detail $480,000 $530,000 $580,000 $630,000 $680,000 $730,000 $780,000 FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget TIF Property Tax Revenue History Property Tax Revenue Page 101 Description FY 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2019 Estimated Amount FY 2020 Proposed Budget Fund: 27 - Alcohol Enforcement Fund Fines and Forfeits Alcohol Fines 21,398 16,645 16,893 15,000 16,000 15,000 Total: Fines and Forfeits $21,398 $16,645 $16,893 $15,000 $16,000 $15,000 Investment Income Interest Income 57 207 562 250 900 500 Total: Investment Income $57 $207 $562 $250 $900 $500 Revenues Total $21,455 $16,852 $17,455 $15,250 $16,900 $15,500 Unit: 00 - Non-Departmental Division: 99 - Transfers Other Transfer to General 12,000 12,000 18,000 25,000 25,000 25,000 Total: Transfers $12,000 $12,000 $18,000 $25,000 $25,000 $25,000 Expenditures Total $12,000 $12,000 $18,000 $25,000 $25,000 $25,000 Total: Alcohol Enforcement Fund $9,455 $4,852 ($545)($9,750)($8,100)($9,500) **Alcohol Enforcement Fund has a 4/30/18 Fund Balance of $42,203 Alcohol Enforcement Fund 2019-2020 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 2016 Actual FY 2017 Actual FY 2018 Actual FY 2019 Adopted Budget FY 2020 Proposed Budget Alcohol Fines History Alcohol Fines Page 102 FY 2020 Proposed Budget FY 2021 Budget FY 2022 Budget FY 2023 Budget 6,233,500 6,393,055 6,557,397 6,754,119 10,640,000 10,768,850 10,936,169 11,154,892 1,158,500 1,175,750 1,187,423 1,211,171 1,132,200 1,144,325 1,172,769 1,207,952 705,500 706,750 710,033 717,133 5,083,700 5,203,450 5,388,762 5,550,425 35,750 35,750 35,750 35,750 690,000 690,000 690,000 700,350 126,326 100,000 100,000 101,000 126,500 119,000 119,000 119,000 490,000 501,875 514,047 519,187 225,000 220,000 215,000 215,000 Revenues Total $26,646,976 $27,058,805 $27,626,348 $28,285,978 Administration/Finance 7,741,100 7,724,559 7,809,842 7,966,038 Police Department 13,205,216 13,422,895 13,784,650 14,163,728 Street Department 4,044,035 4,128,836 4,215,964 4,300,283 Planning Program 607,050 622,868 639,259 652,044 Building Program 1,049,575 1,079,797 1,110,967 1,133,186 Expenses Total $26,646,976 $26,978,955 $27,560,681 $28,215,280 $0 $79,850 $65,667 $70,699 General Fund Revenue & Expense Forecast Fiscal Years 2020-2023 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 2020 Proposed Budget FY 2021 Budget FY 2022 Budget FY 2023 Budget Licenses and Permits 728,000 600,000 600,000 600,000 State of Illinois Taxes 1,875,000 946,875 478,172 0 Charges for Services 16,786,000 17,289,580 17,808,267 18,342,515 Investment Income 120,000 100,000 90,000 90,000 Miscellaneous 20,500 20,000 20,000 20,000 Revenues Total $19,529,500 $18,956,455 $18,996,439 $19,052,515 Salaries and Wages 1,315,000 1,347,875 1,388,311 1,429,961 Benefits 519,400 540,176 561,783 584,254 Utilities 682,000 685,410 688,837 692,281 Supplies and Commodities 467,300 469,637 471,985 474,345 Contractual Services 9,211,500 9,441,788 9,677,832 9,919,778 Other 350,000 350,000 350,000 350,000 Transfer to Debt Service 981,000 983,800 985,200 995,200 Capital 4,950,000 3,750,000 3,400,000 3,000,000 Debt service 3,169,557 1,330,358 1,338,758 1,335,758 Depreciation 0 57,412 133,733 270,939 Expenses Total $21,645,757 $18,956,455 $18,996,439 $19,052,516 Surplus/(Deficit) Water & Sewer Fund ($2,116,257)$0 $0 $0 Water & Sewer Fund Revenue & Expense Forecast Fiscal Years 2020-2023 Water, Sewer & Expansion Revenues Water, Sewer & Expansion Expenses Classification Fund: 02 - Water & Sewer Fund 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 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year General Fund Revenue Per Capita 50.00% 54.00% 58.00% 62.00% 66.00% 70.00% 74.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 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 20.00% 30.00% 40.00% 50.00% 60.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year Local Taxes as a % of GF Revenue 15.00% 20.00% 25.00% 30.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 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% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year Property Taxes as a % of GF Revenue 0.00% 5.00% 10.00% 15.00% 20.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 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 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year GF Expenses Per Capita -15.00% -10.00% -5.00% 0.00% 5.00% 10.00% 15.00% 20.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 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% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year Unreserved Fund Balance as a % of GF Revenue 0.00% 20.00% 40.00% 60.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fiscal Year Unrestricted Cash & Investments as a % of GF Expenses Page 109