HomeMy Public PortalAboutVillage 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.
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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.
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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
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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