HomeMy Public PortalAboutVillage Budget 2020-20212020-2021
Fiscal Year Budget
24401 W. Lockport Street, Plainfield, Illinois 60544
Village of Plainfield
VILLAGE OFFICIALS
PRESIDENT
TRUSTEES
Harry Benton Patricia T. Kalkanis
Margie Bonuchi Cally Larson
Kevin M. Calkins Brian Wojowski
Village Administrator
Traci Pleckham
John Konopek Police Chief
Allen Persons Public Works Director
Lonnie Spires Building Official
Jonathan Proulx Planning Director
Village Clerk
VILLAGE OF PLAINFIELD, ILLINOIS
FISCAL YEAR 2020-2021 BUDGET
Michael P. Collins
Brian Murphy
Assistant Village Admin.
Management Services Director
Michelle Gibas
VILLAGE OF PLAINFIELD
FISCAL YEAR 2020-2021 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 44
BUDGET SUMMARY 47
BUDGET DETAIL 48
STREETS
NARRATIVE 57
BUDGET SUMMARY 60
BUDGET DETAIL 61
PLANNING
NARRATIVE 64
BUDGET SUMMARY 67
BUDGET DETAIL 68
VILLAGE OF PLAINFIELD
FISCAL YEAR 2020-2021 BUDGET
TABLE OF CONTENTS
BUILDING
BUILDING NARRATIVE 69
BUILDING BUDGET SUMMARY 72
BUILDING BUDGET DETAIL 73
WATER/SEWER OPERATIONS & UTILITY EXPANSION
NARRATIVE 74
ALL DIVISIONS BUDGET SUMMARY 79
WATER AND SEWER REVENUE DETAIL 80
WATER BUDGET DETAIL 81
SEWER BUDGET DETAIL 83
UTILITY EXPANSION BUDGET DETAIL 85
CAPITAL FUND
CAPITAL NARRATIVE 86
CAPITAL BUDGET SUMMARY 90
CAPITAL BUDGET DETAIL 91
OTHER FUNDS
MISCELLANEOUS FUNDS SUMMARY 93
MOTOR FUEL TAX FUND BUDGET DETAIL 94
BOND AND INTEREST FUND BUDGET DETAIL 95
TORT IMMUNITY FUND BUDGET DETAIL 97
AUDIT FUND BUDGET DETAIL 98
POLICE PENSION FUND BUDGET DETAIL 99
D.A.R.E FUND BUDGET DETAIL 101
DOWNTOWN TAX INCREMENT FINANCING FUND BUDGET DETAIL 102
ROUTE 30 TAX INCREMENT FINANCING FUND BUDGET DETAIL 103
ALCOHOL ENFORCEMENT FUND BUDGET DETAIL 104
BUDGET FORECAST
GENERAL FUND REVENUE AND EXPENSE FORECAST 105
WATER AND SEWER REVENUE AND EXPENSE FORECAST 106
STATISTICAL TRENDS
REVENUE, EXPENSE AND FUND BALANCE RATIOS 107
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
Downtown Rt. 30 Tax
Capital Capital Tax Increment Increment
General Replacement Improvement Financing Financing
Estimated Fund Balance
5/1/2020 10,498,871 13,318,307 3,425,715 18,270,764 473,537 -
Revenues 27,370,062 20,236,500 50,000 16,770,000 740,000 1,050
Transfers In 225,000 - - - - -
Debt Proceeds - - - - - -
Total Revenues 27,595,062 20,236,500 50,000 16,770,000 740,000 1,050
Expenses
Salaries and Wages 12,555,953 1,351,000 - - - -
Benefits 5,771,740 560,550 - - - -
Utilities 338,075 717,000 - - - -
Supplies/Commodities 949,020 469,800 - - - -
Contractual Services 7,420,324 9,362,500 - 110,000 - -
Other
Debt Service - 1,756,777 - - - -
Capital Outlay - 5,048,000 - 15,465,000 1,040,000 -
Miscellaneous 559,950 350,000 - 1,797,000 - -
Sub-Total Expenditures 27,595,062 19,615,627 - 17,372,000 1,040,000 -
Interfund Transfers - 983,800 - 2,031,000 50,000 -
Total Expenditures 27,595,062 20,599,427 - 19,403,000 1,090,000 -
Excess (Deficiency)- (362,927) 50,000 (2,633,000) (350,000) 1,050
Estimated Fund Balance
4/30/2021 10,498,871 12,955,380 3,475,715 15,637,764 123,537 1,050
Water and Sewer
Operations &
Expansion
All Fund Summary
Revenues, Expenditures & Fund Balances
2020-2021 Fiscal Year Budget
Page 1
Bond and Tort Police Alcohol
MFT Interest Immunity Audit Pension Enforcement DARE Totals
3,784,726 14,730 499,687 18,893 36,875,083 37,047 11,340 87,228,700
1,650,000 8,000 155,000 30,400 3,350,000 15,500 20,100 70,396,612
- 3,014,800 - - - - - 3,239,800
- - - - - - - -
1,650,000 3,022,800 155,000 30,400 3,350,000 15,500 20,100 73,636,412
- - - - 700,000 - - 14,606,953
- - - - 5,000 - - 6,337,290
- - - - - - - 1,055,075
- - - - 7,500 - 23,000 1,449,320
- - 450,336 42,000 35,000 - - 17,420,160
- 3,014,800 - - - - - 4,771,577
2,000,000 - - - - - - 23,553,000
- - - - 115,000 - - 2,821,950
2,000,000 3,014,800 450,336 42,000 862,500 - 23,000 72,015,325
150,000 - - - - 25,000 - 3,239,800
2,150,000 3,014,800 450,336 42,000 862,500 25,000 23,000 75,255,125
(500,000) 8,000 (295,336) (11,600) 2,487,500 (9,500) (2,900) (1,618,713)
3,284,726 22,730 204,351 7,293 39,362,583 27,547 8,440 85,609,987
Revenues, Expenditures & Fund Balances
2020-2021 Fiscal Year Budget
All Fund Summary
Page 2
All Revenue Sources
Amount
Percent of
Total
Fiscal Year
2020 Estimate
Fiscal Year
2019 Actual
Property Taxes 7,830,900 10.64%7,579,643 7,310,096
State of Illinois Taxes 17,944,703 24.39%18,405,000 17,561,477
Other Taxes 4,457,800 6.06%4,340,275 4,678,246
Licenses and Permits 1,257,200 1.71%1,562,785 1,545,544
Fines 1,063,000 1.44%1,045,550 993,957
Charges for Services 22,755,000 30.92%21,991,166 21,693,446
Grants 8,959,750 12.18%1,290,107 343,267
Franchise Fees 625,000 0.85%582,000 658,354
Investment Income 1,697,259 2.31%1,932,650 2,762,153
Intergovernmental 475,000 0.65%468,282 452,080
Miscellaneous 2,451,000 3.33%2,612,801 6,337,183
Water & Sewer Tap-on Fees 830,000 1.13%1,195,000 1,593,358
Subtotal Revenues 70,346,612 95.60%63,005,259 65,929,161
Interfund Transfers 3,239,800 4.40%4,191,850 4,879,743
Debt Proceeds - 0.00%- -
Grand Total Revenues 73,586,412 100.00%67,197,109 70,808,904
All Funds
Revenue Summary
2020-2021 Fiscal Year Budget
Fiscal Year 2021 Budget History
Page 3
Expense Classification
Amount
Percent
of Total
Fiscal Year
2020 Estimate
Fiscal Year
2019 Actual
Salaries and Wages 14,606,953 19.41%13,888,450 13,289,042
Benefits 6,337,290 8.42%5,749,837 5,631,227
Utilities 1,055,075 1.40%1,039,675 1,006,678
Supplies and Commodities 1,449,320 1.93%1,585,626 1,439,206
Contractual Services 17,420,160 23.15%16,484,587 16,982,815
Debt Service 4,771,577 6.34%6,300,807 6,236,510
Capital Outlay 23,553,000 31.30%12,338,000 11,284,916
Other 2,821,950 3.75%2,128,250 1,829,339
Total Expenditures 72,015,325 59,515,232 57,699,733
Interfunds 3,239,800 4.31%4,191,850 4,879,743
Grand Total Expenditures 75,255,125 100.00%63,707,082 62,579,476
All Funds
Expense Summary
2020-2021 Fiscal Year Budget
Fiscal Year 2021 Budget History
Page 4
FINANCIAL POLICIES
General
The Village of Plainfield has an important responsibility to carefully account for public funds, to
manage municipal finances wisely, and to plan and provide for the adequate funding of services
desired by the public and as required by laws, rules, or regulations, including the provision and
maintenance of public facilities and improvements. The financial goals and policies set forth in
this document are intended to establish guidelines for the continued financial strength and
stability of the Village of Plainfield.
Financial Goals
Financial goals are broad, fairly timeless statements of the financial position the Village seeks to
attain. The financial goals for the Village of Plainfield are:
• To provide full value for each tax dollar by delivering quality services efficiently and on a
cost-effective basis.
• To preserve our quality of life by providing and maintaining adequate financial resources
necessary to sustain a sufficient level of municipal services, and to respond to changes
in the economy, the priorities of governmental and non-governmental organizations,
and other changes that may affect our financial well-being.
• To maintain a strong credit rating in the financial community.
Financial Policies
Financial policies support the financial goals. They are general statements that guide decision-
making in specific situations, to ensure that a decision will contribute to the attainment of the
financial goals. Federal and state laws, rules, and regulations, our Village Code of Ordinances,
and generally accepted accounting principles promulgated by the Governmental Accounting
Standards Board (“GASB”) and the Government Finance Officers Association of the United
States and Canada (“GFOA”) govern our financial policies and processes.
Budget Policies
Sound financial practice and the desire to maintain a strong credit rating dictate that our
budgets be balanced, constantly monitored, and responsive to changes in service demands.
With these concepts in mind, the Village of Plainfield has adopted the following budget policy
statements:
• The Village will adopt and maintain a balanced budget in which expenditures will
not be allowed to exceed reasonably estimated revenues and other available
funds at the same time maintaining recommended fund balances.
• 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
• 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
• 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
• 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
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
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
• 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
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
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.
2020-2021 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 $2.98 million in present value interest cost, due to the
improved bond market and the Village's rating upgrades.
In 2015,again Moody’s Investors Service upgraded the Village of Plainfield, IL’s general
obligation (GO) rating to Aa1 from Aa2. Moody's stated that, "the Aa1 rating reflects the
village’s healthy financial operations and ample reserves supported by strong management and
long term fiscal planning."
In its 2018 Annual Issuer Comment, Moody's describes the Village's credit position as "high
quality and its Aa1 rating exceeds the median rating of Aa3 for US cities. Notable credit factors
include a robust financial position, very strong wealth and income profile and a healthy tax
base."
Page 14
Current Position Title Grade
Directors and Senior Managers Minimum Maximum
Chief of Police 12 116,836$ 163,300$
Director of Public Works
Director of Community Development
Assistant Village Admin./Management Services Director
Village Attorney
Police Commander 11 101,597$ 142,000$
Information Technology Director
Director of Planning
Human Resources Director
Building Official 10 88,345$ 123,479$
Superintendent - All Divisions
Police Sergeant
Supervisors and Advanced Technical
Accounting Services Supervisor 9 86,340$ 120,676$
Lead Engineer
IT Operations Manager
Planner 8 76,746$ 107,267$
Community Relations Director
Crew Leader - All 7 68,219$ 95,350$
Engineer
Economic Development Specialist
Utility Billing Supervisor
Village Clerk
Associate Prosecutor
Office Manager
Information Technology Specialist
Building Inspector 6 60,639$ 84,754$
Mechanic I
Public Works Inspector
Geographic Information Systems Specialist
Village of Plainfield
Classification Plan
FY 2021 Range
2020-2021 Fiscal Year Budget
Page 15
Position Title Grade
Administrative and Technical Minimum Maximum
Human Resources Assistant 5 58,932$ 82,370$
Code Compliance Inspector
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 53,576$ 74,882$
Equipment Operator I - Streets
Plant Operator I - Water
Accounting Assistant
Community Service Officer 3 48,705$ 68,074$
Administrative Assistant
Water Service Worker
Fleet Coordinator
Court Technician
Utility Billing Representative 2 44,277$ 61,885$
Records Technician
Administrative Aide
Clerical Assistant 1 40,252$ 56,260$
Cable Television Operator
Crossing Guard
Custodian
Village of Plainfield
Classification Plan
FY 2021 Range
2020-2021 Fiscal Year Budget
Page 16
Authorized Positions
Administration/Finance 15.5 16 16 16 16 16 17
Police Department 77 77.5 76.5 76.5 80 82 85
Streets Division 18.5 18.5 18.5 18.5 18.5 18.5 18.5
Community Development 8 9.5 14 15 15 14.5 15
Water and Sewer Division 11.5 11.5 11.5 11.5 10.5 11 10.5
Public Works Engineering 3 3 3 3 4 4 4
Village Totals 133.5 136 139.5 140.5 144 146 150
Positions Reflected are Full Time Equivalent (FTE) Positions
2010 Village Population 39,581
2018 Population Estimate*43,048
*(US Census)
Village of Plainfield
Staffing Schedule
2020-2021 Fiscal Year Budget
2020-2021
Budgeted
2016-2017
Actual
2014-2015
Actual
2015-2016
Actual
2017-2018
Actual
2018-2019
Actual
2019-2020
Actual
125
130
135
140
145
150
2014-2015
Actual
2015-2016
Actual
2016-2017
Actual
2017-2018
Actual
2018-2019
Actual
2019-2020
Actual
2020-2021
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 economic challenges due to the COVID-19 pandemic, the Village
continues to remain conservative in its projections across multiple revenue sources, including State
shared revenues (Income Tax, Use Tax, and Sales Tax), property taxes, and permit revenues. For
Fiscal Year 2021, 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 39%. This consists of Municipal Sales Tax,
Income Tax, Replacement and Use Tax.
Property Taxes continue to be the second largest revenue source at 25%.
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 (10.19%), Illinois Income Tax (34.74%), and Sales Tax (54.56%). For Fiscal Year 2021, 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 2021 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 2020 sales tax revenue is estimated at 2.8% higher than 2019. The Village experienced
increases in Sales Tax revenues of 1.4%, 5.4% and 2.0% in FY 2017, 2018 and 2019 respectively.
Fiscal Year 2021 represents a modest 0.4% decrease as compared to the 2020 estimate.
Page 19
GENERAL FUND REVENUES The following chart depicts the Village’s retail municipal sales tax revenue by category for the 2019
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 2019 resulted in a 17% increase in Use Tax revenues. It is anticipated that Fiscal Year
2020 revenues will trend higher than 2019 and Fiscal Year 2021 is budgeted with a decline due
to the State of Illinois budgetary uncertainty and impact due to the COVID-19 pandemic.
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 2020 and 2021:
Fiscal Year 2019 reflected a 7% increase as compared to 2018 income tax revenues. Fiscal Year 2020
income tax revenues are anticipated to increase slightly as compared to 2019. Due to the uncertainty of
the State distribution formula, Fiscal Year 2021 is budgeted with a 10% decline as compared to the Fiscal
Year 2020 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 2020 permit revenues are estimated to finish approximately 1% higher than Fiscal
Year 2019, and Fiscal Year 2021 is budgeted to decrease as compared to the 2020 estimate.
In Fiscal Year 2006, building permit revenues accounted for 37% of the Village’s overall General
Fund revenue. Fiscal Year 2021 is estimated to account for 3.4% 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 an increase, even as the Village has maintained an unchanged property tax rate.
Page 22
GENERAL FUND REVENUES For the 2019 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 2018, for every dollar
paid in property taxes by Village residents, 5.39 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, 2017 and 2018 EAV increased by 2%, 3.4%, 6%, 3.8% and
4.2% respectively. The Village’s 2019 EAV is estimated to increase approximately 5%.
Page 23
GENERAL FUND REVENUES
Tax Rate Percentage Tax Rate Percentage
Village of Plainfield 0.4669 5.39%0.4079 5.76%
Will County & Forest Preserve 0.7431 8.57%0.6387 9.01%
School District 202 5.5732 64.29%4.5270 63.89%
Joliet Junior College 525 0.2924 3.37%0.1896 2.68%
Plainfield Township Park District 0.2591 2.99%0.1761 2.48%
Plainfield Public Library District 0.1893 2.19%0.1676 2.36%
Plainfield Fire Protection District 0.9537 11.00%0.8323 11.75%
Township and Other 0.1908 2.20%0.1469 2.07%
Total Tax Rate 8.6685 100.00%7.0861 100.00%
Village of Plainfield
Comparison of Tax Rates per $100 of Assessed Valuation
2018 and 2008 Levy Years
2018 Levy 2008
Village of Plainfield
5.39%Will County & Forest
Preserve
8.57%
School District 202
64.29%
Joliet Junior College
525
3.37%
Plainfield Township
Park District
2.99%
Plainfield Public
Library District
2.19%
Plainfield
Fire
Protection
District
11.00%
Township and Other
2.20%
2018 Levy Tax Distribution by District
Residential
87.66%Commercial
10.75%
Industrial
1.23%
Farm
0.32%Railroad
0.04%
2018 Levy
Village Equalized Assessed Value by Type
Page 24
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Fund: 01 - General Fund
5,220,898 5,538,793 5,929,329 6,233,500 6,919,900
10,126,278 10,334,450 10,870,272 10,640,000 10,794,703
969,144 1,106,952 1,124,341 1,158,500 1,107,800
1,166,151 1,094,102 1,318,572 1,132,200 1,163,200
662,328 641,082 611,677 705,500 708,000
4,535,305 4,761,507 4,927,437 5,083,700 5,305,000
38,749 56,545 147,994 35,750 35,750
742,997 676,567 658,354 690,000 625,000
78,688 116,511 270,129 126,326 98,209
284,574 712,604 409,787 126,500 137,500
445,881 467,448 452,080 490,000 475,000
12,000 18,000 25,000 225,000 225,000
$24,282,993 $25,524,561 $26,744,972 $26,646,976 $27,595,062
Administration/Finance 8,534,402 7,445,410 8,367,812 7,741,100 8,108,759
Police Department 11,363,331 11,913,161 12,686,110 13,205,216 13,809,053
Street Department 3,271,156 3,864,189 3,978,493 4,044,035 4,051,700
Planning Program 430,572 549,991 593,847 607,050 628,150
Building Program 655,543 865,696 964,165 1,049,575 997,400
$24,255,004 $24,638,447 $26,590,427 $26,646,976 $27,595,062
$27,989 $886,114 $154,545 $0 $0
Expense Totals
Total: General Fund
Grants
Franchise Fees
Investment Income
Intergovernmental
Interfund Transfers
Expenses
Miscellaneous
State of Illinois Taxes
Other Taxes
Licenses & Permits
Revenue Totals
Fines and Forfeits
Charges for Services
Classification
Revenues
Property Taxes
General Fund
Revenue & Expense Summary
2020-2021 Fiscal Year Budget
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY 2017 Actual FY 2018 ActualFY 2019 Actual FY 2020
Adopted
Budget
FY 2021
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 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 01 - General Fund
Revenues
Property Tax Revenue 3,186,940 3,238,347 3,607,982 4,018,500 4,084,845 4,414,900
Property Tax Rev-Road & 357,161 362,941 377,733 375,000 381,556 375,000
Property Tax-Police Pen 1,101,142 1,364,479 1,402,475 1,300,000 1,297,308 1,580,000
Property Tax Rev-IMRF 575,655 573,026 541,139 540,000 539,134 550,000
$5,220,898 $5,538,793 $5,929,329 $6,233,500 $6,302,843 $6,919,900
STTAX - State of Illinois Taxes
Municipal Sales Tax 5,354,048 5,642,698 5,754,207 5,900,000 5,915,000 5,889,703
Illinois Income Tax 3,741,387 3,589,279 3,842,879 3,600,000 4,155,000 3,750,000
Replacement Tax 56,645 55,764 48,665 55,000 55,000 55,000
Local Use Tax 974,198 1,046,709 1,224,521 1,085,000 1,350,000 1,100,000
$10,126,278 $10,334,450 $10,870,272 $10,640,000 $11,475,000 $10,794,703
Hotel/Motel Tax 199 1,438 1,097 1,500 675 800
Amusement Tax 9,893 8,220 7,168 7,000 4,600 7,000
Local Motor Fuel Tax 959,052 1,097,294 1,116,076 1,150,000 1,055,000 1,100,000
$969,144 $1,106,952 $1,124,341 $1,158,500 $1,060,275 $1,107,800
LIC&PER - Licenses and Permits
Liquor License 103,568 112,919 103,150 100,000 112,000 100,000
Contractors License 47,200 50,100 44,400 45,000 45,400 45,000
Cigarette License 7,000 6,500 8,000 6,000 6,045 6,000
Scavenger License 100 100 100 200 100 200
Business License 37,788 40,488 41,438 40,000 42,100 40,000
Building Permit 952,317 855,481 1,087,619 925,000 1,100,000 950,000
Sign Permit 7,763 4,394 3,895 5,000 4,675 5,000
Special Movement Permit 8,630 21,950 26,540 10,000 69,700 15,000
Solicitors Permit 1,785 2,170 3,430 1,000 2,765 2,000
$1,166,151 $1,094,102 $1,318,572 $1,132,200 $1,382,785 $1,163,200
Will County Court Fines 367,797 319,256 353,322 325,000 368,000 330,000
Aministrative Fines(P-Tkts)135,528 128,239 179,769 135,000 155,000 135,000
Aministrative Fines - Late fees 9,960 8,940 9,020 10,000 7,600 9,000
Asset Seizure 100,190 51,270 43,815 225,000 15,000 225,000
Alarm Fees 2,025 3,100 650 3,000 500 1,000
Kendall County Court Fines 1,166 2,228 2,213 1,500 2,450 2,000
Total: State of Illinois Taxes
OTHTX - Other Taxes
Total: Other Taxes
General Fund
Revenue Detail
2020-2021 Fiscal Year Budget
PROPTX - Property Taxes
Total: Property Taxes
Total: Licenses & Permits
FIN - Fines and Forfeits
Page 26
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Revenue Detail
2020-2021 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Asset Seizure (DOJ)44,741 128,049 22,888 5,000 127,000 5,000
Asset Seizure (US Treas)921 0 0 1,000 0 1,000
$662,328 $641,082 $611,677 $705,500 $675,550 $708,000
Garbage Fee 3,992,763 4,157,777 4,320,878 4,475,000 4,500,000 4,665,000
Garbage Penalties 55,336 55,380 55,301 50,000 45,900 55,000
Engineering Services 33,590 13,375 0 15,000 0 5,000
Zoning Applications 13,162 28,056 37,634 10,000 23,500 20,000
Accident Report Fees 4,585 5,876 5,969 4,500 7,850 5,000
Copies-Maps & Ordinances 2,367 2,639 2,512 2,000 2,400 2,000
Impound Fee 22,853 26,250 32,762 25,000 26,500 25,000
Parking Lot Revenue 4,532 1,950 8,566 4,000 1,500 4,000
Tower Rent 38,191 41,837 42,910 45,000 44,616 45,800
Rental Income 45,100 49,200 49,200 49,200 49,200 49,200
Rental-Community/Multi 4,547 4,259 3,740 4,000 3,400 4,000
Special Detail/OT 68,279 124,908 117,965 50,000 115,400 75,000
Water & Sewer Service 250,000 250,000 250,000 350,000 350,000 350,000
$4,535,305 $4,761,507 $4,927,437 $5,083,700 $5,170,266 $5,305,000
Grant Revenue 17,545 20,698 98,848 0 0 0
Bulletproof Vest Grant 3,415 5,325 3,425 3,000 4,185 3,000
Tobacco Grant 2,750 1,375 2,750 2,750 1,375 2,750
Traffic Grant 15,039 29,147 42,971 30,000 44,547 30,000
$38,749 $56,545 $147,994 $35,750 $50,107 $35,750
AT&T Franchise Payment 209,381 153,127 126,384 160,000 102,000 125,000
Cable TV- Franchise 533,616 523,440 531,970 530,000 480,000 500,000
$742,997 $676,567 $658,354 $690,000 $582,000 $625,000
Interest Income 88,416 124,418 225,089 126,326 210,000 98,209
Realized Gain/Loss 17 14,898 (829)0 0 0
Unrealized Gain/Loss (9,745)(22,805)45,869 0 15,000 0
$78,688 $116,511 $270,129 $126,326 $225,000 $98,209
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 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Revenue Detail
2020-2021 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Event Sponsorship Program 4,097 4,950 5,729 4,000 3,300 5,000
Amphitheater Rent 200 1,375 250 500 125 500
Restitution Program 9,700 0 0 0 200 0
Donation/Contribution 16,377 20,772 17,083 15,000 30,660 15,000
Sales-Fixed Assets 3,769 4,500 0 2,000 4,740 2,000
Liability Write Off 151,127 453,380 238,525 0 0 0
Other Reimbursements 86,085 210,915 99,015 80,000 88,000 90,000
Other Receipts 13,219 16,712 49,185 25,000 20,000 25,000
$284,574 $712,604 $409,787 $126,500 $147,025 $137,500
INTERGOV - Intergovernmental
School Liaison 431,373 454,895 441,774 475,000 460,772 465,000
HIDTA/Organized Crime 14,508 12,553 10,306 15,000 7,510 10,000
$445,881 $467,448 $452,080 $490,000 $468,282 $475,000
Transfer From MFT 0 0 0 150,000 150,000 150,000
Transfer From TIF 0 0 0 50,000 50,000 50,000
Transfer From Alcohol Enforc.12,000 18,000 25,000 25,000 25,000 25,000
$12,000 $18,000 $25,000 $225,000 $225,000 $225,000
$24,282,993 $25,524,561 $26,744,972 $26,646,976 $27,764,133 $27,595,062Revenues 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
• Legal Services
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 2019, Village residents recycled approximately 157,000 pounds of
electronics and household hazardous waste.
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 the Village’s website
and cable community access television.
ADMINISTRATIVE 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 Program is 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 Assistant Village Administrator/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 Information Technology and the Facility
Management Programs. 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 2013 2014 2015 2016 2017 2018 2019
Processing of Ordinances 43 62 51 42 53 58 43
Processing of Resolutions 19 10 26 12 15 13 11
Village Board Meetings Minutes/Agendas 34 28 21 21 22 25 21
COW Workshop Meetings/Agendas 18 14 18 23 20 21 19
FOIA Requests Processed 265 270 349 370 417 450 440
Early Voting (when applicable) 173 1,874 237 5,310 519 4,087 330
Page 30
ADMINISTRATION/FINANCE
Management Services Performance Measures – Accounts Payable/Payroll
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Checks Issued:
Accounts Payable
Payroll Checks
2,824
370
3,556
417
3,467
424
3,379
390
3,383
406
3,346
356
3,520
298
No. of direct
deposits 4,549 4,763 4,884 4,932 5,045 5,089 5,275
Total Payroll
Processed 4,919 5,180 5,308 5,322 5,451 5,445 5,573
Management Services Performance Measures – Utility Billing
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Total Billing
Accounts:
(as of 4/30)
12,997 13,217 13,400 13,565 13,708 13,862
Total Water
consumption
billed:
(cubic feet)
158,288,569 147,821,768 143,551,989 148,331,627 152,525,850 153,103,708
Residential
Commercial
Industrial
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
112,720,800
18,750,621
21,632,287
Total Water
Bill
Transactions:
154,914 156,826 159,281 161,593 162,422 165,185
Lockbox
Direct Debit
Front desk
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
73,987
47,258
43,940
Page 31
ADMINISTRATION/FINANCE
COMMUNITY RELATIONS PROGRAM
The Community Relations Program includes Village communications and public/community relations
activities. These efforts include intergovernmental/community projects and events, the Village web site,
Settlers’ Park programming, social media, and Village publications.
Community Relations Program Highlights
• Distribute and publicize Village news and information via Village publications (quarterly
newsletters, press releases), digital billboards, water bills, weekly E-News Updates, the Village
web site, Facebook, Twitter, LinkedIn, and YouTube.
• Maintain/update the Village web site and use it to share Village information and news.
• Coordinate, write, edit, and lay out the Village newsletter.
• Special event coordination including Hunger Action Month 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 2020-2021 Community Relations Key Objectives
• Continue to use and expand weekly E-News Updates, Economic Development E-News Updates,
quarterly Village Voice newsletters, water bill inserts, press releases, the Village web site, social
media, Plainfield Community Television (PCT), Coffee with the Mayor, 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.
• Work with the IT Department and the project consultant on the development of the new Village
web site and delivery system for Village news and social media content. Continue to add/update
information on the Village web site.
• Create and send E-News and Economic Development E-News Updates and continue increasing
the number of subscribers. E-News currently has 4,605 subscribers.
• Assist with the completion of Strategic Plan action items and help complete plan updates.
• In response to COVID-19, continue to share information relating to the Village’s response to the
pandemic, social distancing messages, and other updates as needed.
• Community Projects:
o Promote and publicize the 2020 Census.
o Coordinate the America In Bloom project including the written report, tour, and
associated projects. (This project may be delayed due to the COVID-19 situation.)
o Promote the completion of the Settlers’ Park landscaping project and the installation of
the new playground (when playground use restrictions have been lifted).
o Once approved, assist with the development of the new Riverfront Master Plan. (At this
time, we have delayed this project due to the large community input needed.)
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.
Page 32
ADMINISTRATION/FINANCE
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 Coordinate and publicize the annual Toys for Tots collection.
• Settlers’ Park Concerts & Movies:
o Coordinate the annual summer concert (3) and movie (4) series.
o Continue event/series sponsorship for these programs. In 2019, $4,000 was raised.
o Work with other jurisdictions/groups/food vendors to coordinate activities/offerings at
the movies.
Note: At this time, we have put the 2020 concerts and movies on hold due to the COVID-19
situation and restrictions on large gatherings. If we are unable to hold these events this summer,
we will offer them again in 2021.
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.
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 2020-2021 Key Objectives
• COVID-19 -As part of the Action Response Team, continue to address our continuity of operations
plan to ensure the safety of our employees and residents. Communicate and coordinate the
Families First Coronavirus Response Act (FFCRA) benefits, as well as, any other Federal or State
COVID-19 initiatives related to payroll, benefits, and employee wellbeing. Continue working with
the Directors and Supervisors to ease the impact of COVID-19 on our staff and budget.
• Monitor the ongoing updates of all federal, state and local employment requirements. Ensure
that the Village remains in compliance.
Page 33
ADMINISTRATION/FINANCE
Human Resources FY 2020-2021 Key Objectives (continued)
• Enhance the Village’s loss prevention efforts to reduce the cost of worker’s compensation:
o Implement the goals, best practices, and objectives determined by the Southwest Agency
for Risk Management (SWARM) Pool.
o Foster alliances with third party providers to help meet our safety/risk goals.
• 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.
• Work with the Police Department team to review policies and procedures throughout the
implementation of Lexipol. Maintain consistencies with policies within the Personnel Manual
and Collective Bargaining Agreement.
• Using our compensation/organization structure study, continue evaluating trends to build an
effective performance evaluation process and maintain our 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.
• Employee Wellness Program – Continue to increase awareness of our Village Employee Wellness
Program and maintain/increase employee participation (currently at 85%). 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:
o Wellness Recognition - Continue the Village’s incentives commitment.
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). In this proposed budget we are looking to add a
full time IT Operations Manager position to handle the ongoing infrastructure and maintenance
initiatives.
Page 34
ADMINISTRATION/FINANCE
Information Technology Performance Measures
End users supported 180
Endpoints (desktop and laptop) 250
Servers (physical and virtual) 35
Network devices 300
Mobile devices 110
IT Staff 2 +1
GIS Staff 1
Information Technology FY 2020-2021 Key Objectives
With the increasing threat of targeted attacks against government infrastructure, the IT Department will
continue to provide for the security of the Village’s data by renewing the current backup solution and
will investigate new ways to further secure the data and operations.
The IT Department will continue to support the technological initiatives of the Police Department with
regards to updating legacy databases and providing a more integrated tool for staff to use as part of their
daily routine.
The IT Department looks to expand its use of the Unmanned Aerial System (drone) to enhance mapping
capabilities within the GIS system and also to provide aerial photos and data for other departments such
as Planning and Public Works. Staff recognizes that with the current fiscal environment, some projects
like this one may not be achievable and each project will be evaluated based on the needs of the Village.
The IT Department will also continue to update its security and evidentiary camera network and
hardware to keep up with new video technological advances and will begin the planning process for the
inevitable introduction of body-worn cameras for our police officers.
LEGAL SERVICES PROGRAM
Newly added to the Administration Program this fiscal year is the Legal Services Program, which in the
past has been budgeted within the Police Department. Although physically residing within the Police
Department, the operational expenses of the Attorney, Associate Prosecutor and Court Technicians are
now included within the Administration Program.
Calendar Year Support Tickets Closed
2013 1273
2014 1221
2015 1810
2016 1693
2017 1083
2018 942
2019 1015
Page 35
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
2021
Proposed
Budget
1,279,816 1,272,722 1,380,447 1,419,084 1,448,000 1,795,514
492,620 505,693 536,021 551,280 599,100 736,622
9,382 11,066 11,892 14,389 14,250 16,063
90,263 96,020 95,485 123,471 117,450 138,750
3,806,041 4,355,814 4,633,183 4,586,998 4,763,600 5,017,510
439,745 103,520 255,551 313,378 348,700 404,300
Sub-total $6,117,867 $6,344,835 $6,912,579 $7,008,600 $7,291,100 $8,108,759
2,378,289 2,189,567 532,831 1,359,212 450,000 0
$8,496,156 $8,534,402 $7,445,410 $8,367,812 $7,741,100 $8,108,759
Unit: 04 - Administration/Finance
Total Administration/Finance
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Other
Transfers
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Administration/Finance Summary
2020-2021 Fiscal Year Budget
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
2021
Proposed
Budget
Admin/Finance Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 36
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Unit: 04 - Administration/Finance
Contrac - Contractual Services
Fees to Refuse Hauler 3,669,782 3,821,167 3,982,891 4,134,000 4,160,000 4,300,000
Bad Debt Expense 134,093 272,422 0 0 0 0
$3,803,875 $4,093,589 $3,982,891 $4,134,000 $4,160,000 $4,300,000
Salaries-President 20,000 23,667 24,000 24,000 24,000 24,000
Salaries-Elected Officials 24,100 24,200 23,800 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
$48,100 $51,867 $51,800 $53,000 $53,000 $53,000
FICA 2,783 3,055 3,037 3,300 3,300 3,300
Medicare 651 714 710 780 780 780
IMRF 862 233 0 0 0 0
Employee Insurance 92 141 139 150 150 150
Travel/Training 3,844 6,145 4,393 10,000 2,500 10,000
$8,232 $10,288 $8,279 $14,230 $6,730 $14,230
SUPP - Supplies and Commodities
Replacement Supplies 85 0 0 3,000 1,000 3,000
Dues & Subscriptions 38,761 33,946 56,001 40,000 51,000 40,000
$38,846 $33,946 $56,001 $43,000 $52,000 $43,000
Contrac - Contractual Services
Public Relations 113,975 82,765 100,472 115,000 115,000 115,000
Cable TV 17,086 20 0 10,000 10,000 10,000
$131,061 $82,785 $100,472 $125,000 $125,000 $125,000
Economic Incentive Rebate 36,008 165,532 189,796 175,000 170,000 225,000
$36,008 $165,532 $189,796 $175,000 $170,000 $225,000
$262,247 $344,418 $406,348 $410,230 $406,730 $460,230
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: 01 - Legislative Program
Total: Salaries and Wages
BEN - Benefits
Total: Non-Divisional
SAL - Salaries and Wages
Total: Benefits
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
Division: 00 - Non-Divisional
Division: 01 - Legislative Program
Expenditures
Page 37
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
Salaries-Full Time 688,352 718,382 744,712 755,000 755,000 650,000
Salaries-Part Time 45,066 52,773 53,127 55,000 55,000 55,000
Salaries-Overtime 339 2,734 878 3,000 800 3,000
$733,757 $773,889 $798,717 $813,000 $810,800 $708,000
FICA 40,633 44,176 45,116 50,400 45,000 43,900
Medicare 10,673 11,215 11,560 11,800 11,800 10,265
IMRF 83,198 86,552 84,813 92,000 81,000 77,900
Employee Insurance 102,071 99,560 103,736 105,000 113,000 88,000
Deferred Comp. Contribution 24,321 22,077 23,458 28,000 25,000 25,500
Travel/Training 9,488 9,320 12,055 15,000 6,000 15,000
IL Unemployment Insurance 3,506 3,876 4,043 5,000 3,000 5,000
$273,890 $276,776 $284,781 $307,200 $284,800 $265,565
UTIL - Utilities
Telephone/Internet 4,094 4,736 6,346 5,500 5,500 5,500
Cellular Phones/Pagers 3,004 2,262 2,146 3,000 2,300 2,300
$7,098 $6,998 $8,492 $8,500 $7,800 $7,800
SUPP - Supplies and Commodities
Office Supplies/Postage 30,163 31,370 32,003 32,000 32,000 32,000
Dues & Subscriptions 4,072 3,759 3,716 5,000 3,800 5,000
Gas/Oil/Mileage/Carwash 8,260 8,205 8,919 9,500 8,500 9,500
$42,495 $43,334 $44,638 $46,500 $44,300 $46,500
Contrac - Contractual Services
Maintenance Contracts/Lease 7,908 7,908 8,719 8,000 5,000 8,000
Recording Fees 1,379 398 1,579 1,500 750 1,500
Legal Notices 1,600 2,085 2,328 2,500 2,300 2,500
Legal Fees 30,736 41,774 48,478 45,000 40,000 45,000
Contractual Services 85,320 59,102 95,535 80,000 53,000 80,000
Engineering Fees 2,283 0 0 0 0 0
$129,226 $111,267 $156,639 $137,000 $101,050 $137,000
OTHER - Other
Office Furniture & Equipment 4,632 641 1,748 5,000 10,000 5,000
Contingencies 18,750 0 37,696 45,000 10,000 45,000
$23,382 $641 $39,444 $50,000 $20,000 $50,000
Total: 02 - Administration $1,209,848 $1,212,905 $1,332,711 $1,362,200 $1,268,750 $1,214,865
Total: Supplies & Commodities
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
BEN - Benefits
Total: OTHER - Other
SAL - Salaries and Wages
Total: UTIL - Utilities
Division: 02 - Administration Program
Page 38
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
Salaries-Full Time 96,782 99,201 102,251 105,000 105,000 108,000
$96,782 $99,201 $102,251 $105,000 $105,000 $108,000
FICA 5,592 5,680 5,901 6,510 6,000 6,700
Medicare 1,308 1,328 1,380 1,525 1,500 1,600
IMRF 11,059 11,231 11,010 12,075 11,000 12,075
Employee Insurance 18,563 19,865 21,094 22,500 23,000 23,500
Deferred Comp. Contribution 3,561 3,608 3,656 4,000 4,000 4,000
Travel/Training 143 155 251 1,500 100 1,500
$40,226 $41,867 $43,292 $48,110 $45,600 $49,375
UTIL - Utilities
Telephone/Internet 409 474 635 650 575 700
$409 $474 $635 $650 $575 $700
SUPP - Supplies and Commodities
Office Supplies/Postage 81 94 0 500 0 500
Dues & Subscriptions 525 1,316 530 850 575 850
Gas/Oil/Mileage/Carwash 0 0 0 100 0 100
$606 $1,410 $530 $1,450 $575 $1,450
Contrac - Contractual Services
Public Relations 8,157 10,647 10,799 12,500 10,000 13,000
Marketing and Promotions 0 500 173 2,000 200 1,500
Settler's Park 4,863 6,892 6,191 7,500 4,500 8,500
Contractual Services 0 336 3,850 4,000 500 4,000
$13,020 $18,375 $21,013 $26,000 $15,200 $27,000
Total: 03-Community Relations $151,043 $161,327 $167,721 $181,210 $166,950 $186,525
Total: UTIL - Utilities
Total: Salaries and Wages
Division: 03 - Community Relations Program
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
SAL - Salaries and Wages
Total: Benefits
Page 39
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
Salaries-Full Time 33,937 45,909 50,139 51,000 51,000 53,000
Salaries-Overtime 1,705 4,673 4,226 3,000 4,300 3,000
$35,642 $50,582 $54,365 $54,000 $55,300 $56,000
FICA 2,245 2,996 3,227 3,400 3,400 3,400
Medicare 525 701 755 800 800 800
IMRF 4,221 5,586 5,766 5,900 5,500 5,900
Employee Insurance 9,200 11,946 15,300 15,000 16,800 17,500
Deferred Comp. Contribution 0 343 777 0 0 0
$16,191 $21,572 $25,825 $25,100 $26,500 $27,600
SUPP - Supplies and Commodities
Building Supplies 9,970 11,614 10,387 12,000 11,000 12,000
$9,970 $11,614 $10,387 $12,000 $11,000 $12,000
Contrac - Contractual Services
Contractual Services 32,624 46,024 43,067 40,000 40,000 40,000
$32,624 $46,024 $43,067 $40,000 $40,000 $40,000
OTHER - Other
Building Improvements 0 28,178 5,987 40,000 40,000 30,000
$0 $28,178 $5,987 $40,000 $40,000 $30,000
Total: 04-Facility Management $94,427 $157,970 $139,631 $171,100 $172,800 $165,600
Total: Salaries and Wages
Division: 04 - Facility Management Program
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Page 40
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
Salaries-Full Time 135,412 163,895 166,248 170,000 170,000 180,000
Salaries-Overtime 0 0 50 500 0 500
$135,412 $163,895 $166,298 $170,500 $170,000 $180,500
FICA 8,014 9,803 9,972 10,550 10,200 11,000
Medicare 1,874 2,293 2,332 2,500 2,400 2,500
IMRF 15,422 18,321 17,738 19,650 17,500 19,650
Employee Insurance 25,578 35,224 38,063 40,000 41,300 42,500
Deferred Comp. Contribution 2,895 5,595 6,580 7,000 7,000 7,000
Travel/Training 4,494 5,979 8,688 6,500 1,500 6,500
$58,277 $77,215 $83,373 $86,200 $79,900 $89,150
UTIL - Utilities
Telephone/Internet 819 947 1,269 1,000 1,000 1,000
Cellular Phones/Pagers 120 551 667 600 600 600
$939 $1,498 $1,936 $1,600 $1,600 $1,600
SUPP - Supplies and Commodities
Office Supplies/Postage 969 774 518 1,500 1,000 1,500
Dues & Subscriptions 613 928 7,804 9,000 8,000 9,000
Gas/Oil/Mileage/Carwash 282 303 341 1,200 100 1,200
$1,864 $2,005 $8,663 $11,700 $9,100 $11,700
Contrac - Contractual Services
Public Relations 10,627 11,134 4,149 12,300 9,000 12,300
Contractual Services 6,463 4,128 5,473 8,000 5,000 8,000
$17,090 $15,262 $9,622 $20,300 $14,000 $20,300
Total: 06 - Human Resources $213,582 $259,875 $269,892 $290,300 $274,600 $303,250
Total: Supplies & Commodities
Total: Contractual Services
Total: Benefits
Total: UTIL - Utilities
BEN - Benefits
SAL - Salaries and Wages
Total: Salaries and Wages
Division: 06 - Human Resources Program
Page 41
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
Salaries-Full Time 222,850 241,013 245,653 252,000 265,000 365,000
Salaries-Overtime 179 0 0 500 0 500
$223,029 $241,013 $245,653 $252,500 $265,000 $365,500
FICA 13,700 14,804 15,004 15,600 16,100 22,500
Medicare 3,204 3,462 3,509 3,660 3,800 5,300
IMRF 25,141 26,929 26,162 29,000 26,300 40,000
Employee Insurance 39,121 39,617 42,083 46,000 47,600 60,000
Deferred Comp. Contribution 8,525 8,540 6,926 9,500 7,500 9,000
Travel/Conventions/Training 19,186 14,951 12,046 14,500 10,200 17,000
$108,877 $108,303 $105,730 $118,260 $111,500 $153,800
UTIL - Utilities
Telephone/Internet 409 474 669 500 500 500
Cellular Phones/Pagers 2,211 2,448 2,657 3,000 3,000 3,700
$2,620 $2,922 $3,326 $3,500 $3,500 $4,200
SUPP - Supplies and Commodities
Office Supplies/Postage 1,425 1,759 1,869 1,400 1,000 1,400
Dues & Subscriptions 539 484 675 700 755 700
Gas/Oil/Mileage/Carwash 275 630 340 400 360 400
Uniforms 0 303 368 300 0 500
$2,239 $3,176 $3,252 $2,800 $2,115 $3,000
Contrac - Contractual Services
Software Licensing/Renewals 220,552 248,071 256,683 265,000 240,000 289,950
Contractual Services 8,366 17,810 16,611 16,300 16,300 56,100
$228,918 $265,881 $273,294 $281,300 $256,300 $346,050
OTHER - Other
Server/Network Supplies 33,661 49,883 55,355 58,700 53,000 74,300
Computers 10,469 11,317 22,796 25,000 20,000 25,000
$44,130 $61,200 $78,151 $83,700 $73,000 $99,300
Total: 08 - IT Program $609,813 $682,495 $709,406 $742,060 $711,415 $971,850
Total: OTHER - Other
Total: Salaries and Wages
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Total: Contractual Services
Division: 08 - IT Program
Total: Supplies & Commodities
Total: UTIL - Utilities
Page 42
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Administration/Finance Detail
2020-2021 Fiscal Year Budget
General Fund
SAL - Salaries and Wages
Salaries-Full Time 0 0 0 0 0 282,714
Salaries - Part Time 0 0 0 0 0 40,800
Salaries-Overtime 0 0 0 0 0 1,000
$0 $0 $0 $0 $0 $324,514
BEN - Benefits
FICA 0 0 0 0 0 20,040
Medicare 0 0 0 0 0 4,705
IMRF 0 0 0 0 0 35,700
Employee Insurance 0 0 0 0 0 65,457
Deferred Comp. Contrib.0 0 0 0 0 8,000
Travel/Training 0 0 0 0 0 3,000
$0 $0 $0 $0 $0 $136,902
UTIL - Utilities
Telephone/Internet 0 0 0 0 0 1,092
Cellular Phones/Pagers 0 0 0 0 0 671
$0 $0 $0 $0 $0 $1,763
SUPP - Supplies and Commodities
Office Supplies/Postage 0 0 0 0 0 10,000
Dues & Subscriptions 0 0 0 0 0 10,000
Gas/Oil/Mileage/Carwash 0 0 0 0 0 500
Uniforms/Clothing 0 0 0 0 0 600
$0 $0 $0 $0 $0 $21,100
Contrac - Contractual Services
Maintenance Contracts/Lease 0 0 0 0 0 2,160
Legal Fees 0 0 0 0 0 20,000
$0 $0 $0 $0 $0 $22,160
Total: Legal Services $0 $0 $0 $0 $0 $506,439
Transfer to Capital 2,189,567 532,831 1,359,212 450,000 450,000 0
$2,189,567 $532,831 $1,359,212 $450,000 $450,000 $0
Total: Administration/Finance $8,534,402 $7,445,410 $8,367,812 $7,741,100 $7,611,245 $8,108,759
Total: Transfers
Transfers
Total: Contractual Services
Division: 09 - Legal Services
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Page 43
POLICE DEPARTMENT
In 2019 a comprehensive Staffing and Organizational Study was conducted within the Plainfield Police
Department due to a generational shift which is about to begin within the agency. This shift will result
in many personnel reaching retirement age over the next several years, and the need for a new
generation of personnel taking the reins to ensure for the continued delivery of professional services
to the Village. As a result of this Study, recommendations were made to re-structure the Organization,
and make other changes in the operational and administrative functions within the department.
Below is a synopsis of these proposed updates along with their corresponding Budget highlights.
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, Patrol, Administration, and Support Services (formerly
Community Service), each which is overseen by a sworn Commander. These Divisions, along with the
Executive Division and Records Unit are responsible for their own budget cost centers.
Each of these cost centers will be addressed individually but 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 – Executive Division
This section represents the Office of the Chief, Executive Assistant, Custodians, as well as facility-specific
costs. Aside from adjustments in this Division as a result of salaries and benefits, there is a $20,000
increase request to the Maintenance Contract/Office line item for external consulting services to support
the SharePoint and Data Analytics projects we are currently working on. The implementation of these
programs should result in a significant decrease in paper related forms, and a significant increase in intra-
departmental communication.
Police - Patrol Division
The Patrol Division is overseen by Patrol Commander Anthony Novak and represents all platoon Patrol
functions, including the K-9 Unit and Fleet Maintenance. Salaries, uniforms, training, ammunition, range
maintenance and wireless communications are included in this area.
The Patrol Division is proposing the hiring of five (5) officers, and subsequent promotions and personnel
movements in FY21; (one to replace the promotion to the open Support Services Commander, one to
replace a retiring Sergeant and the promotion to that position, two to fill the creation of two Relief
Sergeant positions, and one to add an additional person to the ranks).
With the unknown financial and operational impact of COVID-19, staff acknowledges that the timing of
any staffing additions will be continually evaluated throughout the fiscal year.
Page 44
POLICE DEPARTMENT
Police - Administration Division
The Administration Division is comprised of Administrative Commander Ken Ruggles and includes the
following units and functions:
• Criminal Investigations
• The Investigations Unit
• School Resource Officers
• DARE
• Property/Evidence Control
Police - Support Services Division
The Support Services Division (formerly Community Service) is comprised of Support Services
Commander Zach Zigterman and includes the Traffic Unit, Community Service Officers, Crossing Guards,
Accreditation/Training, Records Unit, and oversight of the Plainfield Emergency Management Agency
(PEMA), Police Chaplains, and Special Events.
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 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.
Courts Services Division
The Courts Services Division budget, although physically remaining in the Police facility, has been moved
under the Village’s Administration/Finance budget (Legal Services Program).
Plainfield Emergency Management Agency (PEMA)
The PEMA Budget represents the overall operating expenses of this unit.
The PEMA organization is a very valuable asset to the Village in providing manpower/service in all major
events or emergencies/disasters with approximately 30 volunteers providing more than 2848 hours of
volunteer service to the Village in 2019.
Several members of PEMA have obtained advanced certifications and qualifications in Emergency
Management and Ground Search and Rescue.
The fiscal year 2020 budget reflects a 4% increase due to the need to make repairs to the existing PEMA
garage (roof and insulation), and parking lot (paving), as the construction start of the new PEMA facility
is over a year out.
Page 45
POLICE DEPARTMENT
Non-Departmental/Capital/Contingencies
Seizure Expenditures as well as Special Activities expenses have remained unchanged. Seizure expenses
are paid through revenues restricted only for specific Police purposes and cannot be used for General
Fund operations. Capital items include replacement and purchase of new STARCOM radios and in car
cameras, as well as budgeted items for updates to existing equipment.
Police Commission
The Police Commission Budget covers expenses for a part-time secretary who handles meeting agendas,
minutes and other administrative tasks. The Police Commission has increased slightly to account for
additional Sergeant and Entry Level Officer testing in 2020/21.
FY 2020-2021 Key Objectives
1. Commit to the hiring and promotional processes, as applicable within the Police Department.
2. Continue to research and implement recommendations from the Staffing and Organizational Study,
as deemed appropriate.
3. Continue to update the rolling three (3) year Strategic Plan.
4. Evaluate new technology and its’ application as a means to improve on public safety within the
community.
5. 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.
6. Continue to refine and increase communication with the community through social media and direct
interaction.
PERFORMANCE MEASURES 2014 2015 2016 2017 2018 2019
Calls Responded To 33,345 34,026 34,176 33,476 37,915 35,492
Total Traffic Citations 7,947 6,964 6,843 6,903 7,469 7,004
Total DUI Arrests 91 67 68 84 99 73
Total Occupant Restraint Citations 924 651 350 485 662 819
Total Crashes 1,109 1,225 1,156 895 956 865
DARE Program Student Attendance 1,050 1,200 1,000 855 790 782
Battery 136 140 150 164 179 140
Burglary to Motor Vehicle 91 68 87 51 75 52
Suicide/Attempt 34 29 55 66 80 44
Sexual Assault 10 9 10 29 34 40
Retail Theft 88 105 96 148 103 72
Mental Health Calls 21 22 17
Drug Related Calls 104 156 89
IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND
PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE
Page 46
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Salaries and Wages 6,673,211 6,839,442 7,076,406 7,431,449 7,740,460 8,117,439
Benefits 2,840,912 3,064,648 3,342,703 3,485,115 3,563,659 3,831,618
Utilities 57,103 57,217 59,597 68,639 65,280 63,212
Supplies and Commodities 296,740 284,324 319,678 316,388 381,950 357,320
Contractual Services 1,040,595 1,067,694 981,636 1,083,725 1,251,667 1,283,814
Other 42,164 50,006 133,141 300,794 202,200 155,650
Total - Police Department $10,950,725 $11,363,331 $11,913,161 $12,686,110 $13,205,216 $13,809,053
Classification
Fund: 01 - General Fund
Expenditures
Total Police Department
General Fund
Police Division Summary
2020-2021 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
$16,000,000
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Police Division Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 47
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 01 - General Fund
Expenditures
Unit: 05 - Police Department
SAL - Salaries and Wages
Salaries-Full Time 302,897 299,913 309,660 322,291 320,000 337,760
Salaries-Part Time 19,966 31,652 34,245 35,000 33,000 35,875
Salaries-Overtime 819 336 361 1,000 1,100 1,000
$323,682 $331,901 $344,266 $358,291 $354,100 $374,635
BEN - Benefits
FICA 18,486 19,524 20,055 22,214 20,500 23,227
Medicare 4,532 4,644 4,773 5,195 4,900 5,432
IMRF 21,038 21,480 21,272 24,728 21,000 25,156
Employee Insurance 59,862 63,658 63,618 67,730 67,730 71,539
Deferred Comp. Contrib.5,940 6,003 6,068 8,000 7,000 8,000
Travel/Training 3,888 2,113 4,058 7,000 5,000 7,000
Education/School 433 494 0 3,000 2,700 3,000
Unemployment Insurance 17,279 18,909 18,634 20,000 18,200 20,000
$131,458 $136,825 $138,478 $157,867 $147,030 $163,354
UTIL - Utilities
Telephone/Internet 1,283 1,384 1,741 1,300 500 1,092
Cellular Phones/Pagers 997 697 748 800 650 720
$2,280 $2,081 $2,489 $2,100 $1,150 $1,812
SUPP - Supplies and Commodities
Office Supplies/Postage 5,052 5,687 4,680 8,000 6,000 8,000
Replacement Supplies 707 1,097 907 3,500 2,000 3,500
Dues & Subscriptions 3,772 3,380 2,967 5,000 3,500 5,000
Gas/Oil/Mileage/Carwash 1,343 940 1,178 3,700 1,200 3,700
Uniforms/Clothing 2,345 1,798 1,871 1,800 2,500 1,800
$13,219 $12,902 $11,603 $22,000 $15,200 $22,000
Contrac - Contractual Services
Maintenance Contracts/Lease 6,710 6,422 7,385 7,190 6,200 6,709
Custodian 52,223 44,315 58,936 60,000 60,000 60,000
Vehicle Maintenance 1,340 449 2,115 2,500 1,000 2,500
Contractual Services 5,465 4,073 3,002 8,000 5,000 28,000
$65,738 $55,259 $71,438 $77,690 $72,200 $97,209
Total: Administration Program $536,377 $538,968 $568,274 $617,948 $589,680 $659,010
Total: Contractual Services
Total: Supplies & Commodities
Division: 02 - Administration Program
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Page 48
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 3,329,740 3,612,010 3,972,682 4,105,555 4,225,000 4,142,260
Salaries-Part Time 0 257,795 245,263 275,000 265,000 0
Salaries-Overtime 263,296 331,280 306,702 350,000 310,000 250,000
$3,593,036 $4,201,085 $4,524,647 $4,730,555 $4,800,000 $4,392,260
BEN - Benefits
FICA 214,599 253,591 271,691 293,294 293,294 272,320
Medicare 50,935 59,593 64,010 68,593 68,593 63,687
IMRF 6,289 42,654 41,580 55,689 43,000 45,993
Employer Pension Contrib.1,101,142 1,364,479 1,402,475 1,300,000 1,297,308 1,580,000
Employee Insurance 528,507 579,887 615,423 689,835 687,000 606,620
Deferred Comp. Contrib.91,162 92,270 122,332 130,000 130,000 130,000
Travel/Training 35,571 32,525 32,232 36,000 39,000 41,240
$2,028,205 $2,424,999 $2,549,743 $2,573,411 $2,558,195 $2,739,860
UTIL - Utilities
Telephone/Internet 24,799 24,613 29,305 27,180 36,000 13,604
Cellular Phones/Pagers 5,005 5,368 5,365 5,500 5,500 20,844
$29,804 $29,981 $34,670 $32,680 $41,500 $34,448
SUPP - Supplies and Commodities
Office Supplies/Postage 13,298 12,680 14,553 13,500 13,500 13,500
Replacement Supplies 15,850 18,015 18,178 18,000 15,000 17,000
Dues & Subscriptions 1,388 1,223 1,124 3,400 1,300 3,900
Gas/Oil/Mileage/Carwash 63,833 81,113 91,570 85,000 85,000 61,000
K-9 Unit 4,514 4,578 4,655 4,000 4,000 4,000
Uniforms/Clothing 32,246 41,291 37,983 41,000 49,000 44,900
Ammunition/Weapons 25,791 27,884 32,522 28,000 20,000 28,000
Bike Unit 0 1,260 825 6,000 6,000 3,500
$156,920 $188,044 $201,410 $198,900 $193,800 $175,800
Contrac - Contractual Services
Traffic Programs 21,124 21,518 20,302 24,800 15,000 0
Explorer Program 0 0 0 0 0 5,000
Radio Maintenance 272 2,933 955 2,000 500 2,000
Maintenance Contracts/Lease 11,702 13,552 15,656 16,567 15,500 19,275
Vehicle Maintenance 68,997 61,079 78,393 60,000 69,000 46,970
Contractual Services 14,533 12,479 13,887 15,000 15,000 16,000
Contractual Svcs - WESCOM 564,842 582,731 602,845 603,000 603,000 608,000
Animal Control 0 6,710 4,440 14,000 7,000 9,000
$681,470 $701,002 $736,478 $735,367 $725,000 $706,245
Total: Police Operations $6,489,435 $7,545,111 $8,046,948 $8,270,913 $8,318,495 $8,048,613
Total: Salaries and Wages
Division: 51 - Police Patrol
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Page 49
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 1,290,356 815,503 1,042,704 1,095,531 1,035,000 1,856,123
Salaries-Overtime 94,859 85,112 79,262 100,000 70,000 120,000
$1,385,215 $900,615 $1,121,966 $1,195,531 $1,105,000 $1,976,123
BEN - Benefits
FICA 84,084 63,061 68,145 74,123 67,500 122,520
Medicare 19,883 14,748 15,999 17,335 15,775 28,654
IMRF 0 0 6,773 8,195 7,000 14,840
Employee Insurance 210,770 167,976 177,746 186,309 190,000 330,749
Deferred Comp. Contrib.40,468 26,657 39,548 45,000 43,500 55,000
Travel/Training 12,632 8,938 10,445 15,600 11,000 23,800
$367,837 $281,380 $318,656 $346,562 $334,775 $575,563
UTIL - Utilities
Telephone/Internet 1,593 1,728 2,238 1,500 700 1,404
Cellular Phones/Pagers 7,514 9,243 11,609 9,800 10,700 12,924
$9,107 $10,971 $13,847 $11,300 $11,400 $14,328
SUPP - Supplies and Commodities
Office Supplies/Postage 5,294 4,822 2,488 5,500 3,000 5,500
Replacement Supplies 269 4,824 893 4,000 1,000 6,500
Dues & Subscriptions 3,512 3,470 5,050 4,070 4,000 4,970
Gas/Oil/Mileage/Carwash 20,480 15,810 16,974 25,000 18,000 40,000
Crime Scene/Evidence Tech 7,338 10,649 7,851 8,000 7,000 5,000
Uniforms/Clothing 10,061 6,105 7,199 8,900 8,900 12,800
$46,954 $45,680 $40,455 $55,470 $41,900 $74,770
Contrac - Contractual Services
Community Programs 0 0 0 0 0 8,500
Community Prog-Alc/Tobacco 0 0 0 0 0 2,500
Explorer Program 4,369 9,304 6,471 5,000 11,551 0
Radio Maintenance 0 415 0 500 1,400 28,500
Maintenance Contracts/Lease 4,048 3,825 3,735 4,200 3,500 5,420
Vehicle Maintenance 12,013 11,889 14,102 15,000 15,000 31,820
D.A.R.E. Program 0 0 0 0 0 5,000
Background Check Svcs.995 1,764 2,330 2,500 2,500 2,500
Accreditation 8,437 4,595 4,595 4,100 4,600 0
$29,862 $31,792 $31,233 $31,300 $38,551 $84,240
OTHER - Other
Shop with a Cop 0 0 0 0 0 10,000
$0 $0 $0 $0 $0 $10,000
Total: Police Administration $1,838,975 $1,270,438 $1,526,157 $1,640,163 $1,531,626 $2,735,024
Division: 52 - Police Administration
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Page 50
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 401,678 445,733 216,142 222,150 225,000 0
Salaries-Part Time 0 21,248 27,636 36,311 33,500 0
Salaries-Overtime 10,112 7,263 6,235 6,000 4,600 0
$411,790 $474,244 $250,013 $264,461 $263,100 $0
BEN - Benefits
FICA 24,805 28,561 15,877 16,397 16,397 0
Medicare 5,806 6,680 3,713 3,835 3,835 0
IMRF 33,213 34,268 26,816 31,735 27,000 0
Employee Insurance 115,826 100,044 56,492 31,666 33,700 0
Deferred Comp. Contrib.11,003 11,047 8,966 12,000 10,500 0
Travel/Training 1,797 4,063 2,136 2,750 900 0
$192,450 $184,663 $114,000 $98,383 $92,332 $0
UTIL - Utilities
Telephone/Internet 1,593 1,728 2,238 1,500 700 0
$1,593 $1,728 $2,238 $1,500 $700 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 7,380 10,377 8,624 10,000 9,500 0
Dues & Subscriptions 87 50 15 480 50 0
Uniforms/Clothing 1,611 2,828 1,019 1,500 800 0
$9,078 $13,255 $9,658 $11,980 $10,350 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 2,160 3,585 2,160 4,460 4,800 0
$2,160 $3,585 $2,160 $4,460 $4,800 $0
Total: Police Records $617,071 $677,475 $378,069 $380,784 $371,282 $0
Division: 53 - Police Records
Total: Salaries and Wages
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Page 51
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
Contrac - Contractual Services
Seizure/Forfeiture Exp.156,827 85,954 123,515 225,000 50,500 225,000
$156,827 $85,954 $123,515 $225,000 $50,500 $225,000
Total: Seizure/Forfeiture $156,827 $85,954 $123,515 $225,000 $50,500 $225,000
SAL - Salaries and Wages
Salaries-Special Activities 46,555 88,380 77,522 32,513 75,000 32,513
$46,555 $88,380 $77,522 $32,513 $75,000 $32,513
BEN - Benefits
FICA 2,621 4,949 4,927 2,016 4,500 2,016
Medicare 620 1,159 1,169 471 1,100 471
$3,241 $6,108 $6,096 $2,487 $5,600 $2,487
SUPP - Supplies and Commodities
Mobile Field Force 0 201 0 1,000 1,000 0
$0 $201 $0 $1,000 $1,000 $0
Total: Police Special Activities $49,796 $94,689 $83,618 $36,000 $81,600 $35,000
Total: Contractual Services
Division: 54 - Seizure/Forfeiture
Total: Supplies & Commodities
Total: Salaries and Wages
Total: Benefits
Division: 55 - Police Special Activities
Page 52
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 556,142 764,801 909,075 952,453 950,000 978,189
Salaries-Part Time 210,280 (8,947)203 0 0 302,219
Salaries-Overtime 28,729 49,411 46,408 40,000 52,000 56,000
$795,151 $805,265 $955,686 $992,453 $1,002,000 $1,336,408
BEN - Benefits
FICA 47,860 42,711 57,350 61,532 62,000 82,857
Medicare 11,231 10,033 13,508 14,391 15,000 19,378
IMRF 49,462 6,224 5,514 7,191 5,000 13,010
Employee Insurance 113,185 113,711 164,841 172,396 176,000 179,978
Deferred Comp. Contrib.5,100 17,519 27,000 22,000 29,000 41,000
Travel/Training 10,133 14,172 12,670 20,000 15,000 8,710
$236,971 $204,370 $280,883 $297,510 $302,000 $344,933
UTIL - Utilities
Telephone/Internet 1,593 1,728 2,238 2,000 1,000 2,808
Cellular Phones/Pagers 2,759 2,721 2,709 3,000 2,700 3,036
$4,352 $4,449 $4,947 $5,000 $3,700 $5,844
SUPP - Supplies and Commodities
Office Supplies/Postage 2,898 1,333 2,661 3,100 3,100 13,600
Replacement Supplies 752 7,735 931 6,200 4,000 4,700
Dues & Subscriptions 1,904 1,260 1,319 2,200 1,000 1,650
Gas/Oil/Mileage/Carwash 14,878 8,793 9,783 16,000 12,000 22,000
Uniforms/Clothing 5,957 6,271 4,443 8,600 6,300 9,700
$26,389 $25,392 $19,137 $36,100 $26,400 $51,650
Contrac - Contractual Services
Traffic Program 0 0 0 0 0 21,400
Community Programs 3,590 7,508 4,895 5,500 4,800 0
Community Prog-Alc/Tobacco 145 128 152 2,500 30 0
Radio Maintenance 33,761 7,813 25,962 26,800 18,000 500
Maintenance Contracts 1,023 0 0 2,180 1,600 8,060
Vehicle Maintenance 22,653 8,627 16,321 25,000 13,000 21,210
DARE Program 1,983 4,818 4,159 5,000 2,000 0
Chaplaincy Program 2,655 1,330 1,097 3,000 1,500 3,000
Animal Control 7,140 0 0 0 0 0
Accreditation 0 0 0 0 0 8,000
$72,950 $30,224 $52,586 $69,980 $40,930 $62,170
OTHER - Other
Shop With a Cop 9,500 14,040 13,600 10,000 14,800 0
$9,500 $14,040 $13,600 $10,000 $14,800 $0
Total: Community Services $1,145,313 $1,083,740 $1,326,839 $1,411,043 $1,389,830 $1,801,005
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Division: 56 - Police Support Services
Total: Contractual Services
Total: OTHER - Other
Page 53
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 121,359 126,146 129,880 134,680 136,500 0
Salaries - Part Time 37,461 24,116 25,268 25,476 26,800 0
Salaries-Overtime 0 110 100 1,000 100 0
$158,820 $150,372 $155,248 $161,156 $163,400 $0
BEN - Benefits
FICA 9,695 9,039 9,282 9,992 9,992 0
Medicare 2,267 2,114 2,171 2,337 2,337 0
IMRF 18,054 16,862 16,579 18,944 16,500 0
Employee Insurance 37,630 38,394 40,435 42,245 43,900 0
Deferred Comp. Contrib.4,807 4,843 4,879 5,500 5,225 0
Travel/Training 161 993 2,252 3,000 800 0
$72,614 $72,245 $75,598 $82,018 $78,754 $0
UTIL - Utilities
Telephone/Internet 1,283 1,349 1,741 1,500 700 0
$1,283 $1,349 $1,741 $1,500 $700 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 8,745 8,722 8,300 10,000 7,000 0
Dues & Subscriptions 8,151 8,986 9,808 9,800 8,500 0
Uniforms/Clothing 564 339 809 600 300 0
$17,460 $18,047 $18,917 $20,400 $15,800 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 1,920 1,920 1,920 1,920 1,920 0
Legal Fees 8,405 13,749 13,816 20,000 15,000 0
$10,325 $15,669 $15,736 $21,920 $16,920 $0
Total: Court Services $260,502 $257,682 $267,240 $286,994 $275,574 $0
OTHER - Other
Office Furniture & Equip.5,864 716 4,590 8,000 5,000 8,000
Machinery and Equipment 13,396 103,600 262,011 162,200 100,000 115,650
$19,260 $104,316 $266,601 $170,200 $105,000 $123,650
Total: Capital $19,260 $104,316 $266,601 $170,200 $105,000 $123,650
OTHER - Other
Contingencies 13,888 11,767 18,119 12,000 22,000 12,000
$13,888 $11,767 $18,119 $12,000 $22,000 $12,000
Total: Contingencies $13,888 $11,767 $18,119 $12,000 $22,000 $12,000
Total: Police Department $11,127,444 $11,670,140 $12,605,380 $13,051,045 $12,735,587 $13,639,302
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: OTHER - Other
Division: 57 - Court Services
Division: 91 - Capital
Division: 93 - Contingencies
Total: Salaries and Wages
Page 54
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 124,512 122,865 0 0 0 0
$124,512 $122,865 $0 $0 $0 $0
BEN - Benefits
FICA 7,126 7,685 0 0 0 0
Medicare 1,790 1,797 0 0 0 0
Employee Insurance 18,319 19,502 0 0 0 0
Deferred Comp. Contrib.4,022 1,700 0 0 0 0
Travel/Training 572 1,299 1,377 4,000 1,000 4,000
$31,829 $31,983 $1,377 $4,000 $1,000 $4,000
UTIL - Utilities
Telephone/Internet 5,347 6,263 6,590 6,000 6,000 6,000
Cellular Phones/Pagers 3,451 2,775 2,117 5,200 800 780
$8,798 $9,038 $8,707 $11,200 $6,800 $6,780
SUPP - Supplies and Commodities
Office Supplies/Postage 303 185 739 1,000 800 1,000
Replacement Supplies 1,473 2,374 2,215 10,000 5,000 6,000
Dues & Subscriptions 1,910 2,228 3,153 4,000 3,800 4,000
Gas/Oil/Mileage/Carwash 5,236 5,313 4,461 8,000 4,200 8,000
Supplies/Hardware 182 585 1,245 2,000 1,000 2,000
Supplies/Hardware-ESDA 617 370 514 2,000 1,200 2,000
Uniforms/Clothing 4,075 4,215 2,094 6,000 5,500 6,000
Bike Unit 0 16 0 500 0 1,500
$13,796 $15,286 $14,421 $33,500 $21,500 $30,500
Contrac - Contractual Services
Emergency Operation Center 0 0 933 1,000 1,000 1,000
Police Public Relations 0 0 524 2,000 2,000 3,000
Disaster Plan/Exercises/NIMS 26 0 216 3,000 0 3,000
Radio Maintenance 7,176 9,856 10,939 15,000 8,000 12,000
Maintenance Contracts/Lease 1,312 1,295 1,269 1,200 2,000 1,200
Building Maintenance 0 3,589 1,059 5,000 2,000 20,000
Vehicle Maintenance 19,361 16,904 17,620 20,000 8,000 20,000
Siren Maintenance 9,556 10,214 10,246 13,000 10,000 13,000
Contractual Services 740 1,315 194 5,250 0 5,250
CERT/Cadet Program 2,153 1,545 2,001 5,500 2,000 5,500
PEMA Search and Rescue 0 4,129 1,500 4,000 4,000 4,000
$40,324 $48,847 $46,501 $74,950 $39,000 $87,950
OTHER - Other
Office Furniture & Equipment 684 304 228 2,000 250 2,000
Machinery and Equipment 5,514 1,409 1,710 5,000 1,000 5,000
Contingencies 1,160 1,305 536 3,000 2,200 3,000
$7,358 $3,018 $2,474 $10,000 $3,450 $10,000
Total: PEMA $226,617 $231,037 $73,480 $133,650 $71,750 $139,230
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: Contractual Services
Total: Benefits
Total: Salaries and Wages
Unit: 07 - PEMA
Page 55
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Police Division Detail
2020-2021 Fiscal Year Budget
Division: 02 - Administration Program
SAL - Salaries and Wages
Salaries-Part Time 681 1,679 2,101 5,500 2,000 5,500
$681 $1,679 $2,101 $5,500 $2,000 $5,500
BEN - Benefits
FICA 35 105 118 341 118 341
Medicare 8 25 28 80 28 80
Travel/Training 0 0 138 1,000 150 1,000
$43 $130 $284 $1,421 $296 $1,421
SUPP - Supplies and Commodities
Office Supplies/Postage 133 496 412 2,000 500 2,000
Dues & Subscriptions 375 375 375 600 375 600
$508 $871 $787 $2,600 $875 $2,600
Contrac - Contractual Services
Legal Fees 0 0 0 1,000 0 1,000
Police Testing/Hiring 8,038 8,664 4,078 10,000 29,600 20,000
Contractual Services 0 640 0 0 0 0
$8,038 $9,304 $4,078 $11,000 $29,600 $21,000
Total: Police Commission $9,270 $11,984 $7,250 $20,521 $32,771 $30,521
Police Division Total $11,363,331 $11,913,161 $12,686,110 $13,205,216 $12,840,108 $13,809,053
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
Total: Supplies & Commodities
Unit: 50 - Police Commission
Page 56
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.
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. (Most of this work will be contracted out)
8. Parkway tree inspection and required maintenance for the 36,000 trees that are owned
by the Village.
9. Emergency response to storm damage and clean-up and assistance with sandbagging
operations as needed.
10. Provide support for festivals and special events.
11. Fleet Services provides repairs and maintains over 200 pieces of equipment and/or
vehicles, as required, for all departments.
12. Emergency traffic control and barricading placement.
13. Graffiti removal from sidewalks, streets, and buildings.
14. Dead animal pick-up and animal nuisance control as needed.
15. Mosquito abatement.
Page 57
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 2012-2021 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. Approximately 100 trees will be removed in FY21.
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 and Settler’s Park maintenance.
g) Manage a contract for the mowing of Village roadway rights-of-way and most other
Village properties that have turf grass and landscaping.
It is important to note that the streets contractual services budget has increased, as part-time seasonal
employees will not be utilized this fiscal year. Due to the current COVID 19 pandemic, we will transition
to contracting out for services rather than employing part-time seasonal staff. This change in
operations will not negatively impact the overall streets budget, as the reduction in part-time wages
will be offset by the increase in the contractual services.
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 2012 with
full compliance required by the end of 2020, Staff plans to complete the following:
a) Update the sign inventory.
b) Replace signs that exceed their life cycle by 10 years.
c) Continue updating the sign maps as changes occur.
3. To complete a regular pavement and sidewalk maintenance schedule including:
a) Complete pavement patching utilizing street division employees rather than outside
contractors within certain areas.
b) Continue to complete the roadway crack sealing program to help extend pavement life.
c) Continue the sidewalk replacement program as required.
Page 58
STREET DEPARTMENT
FY 2020-2021 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 2012 2013 2014 2015 2016 2017 2018 2019
Asphalt patching / pot hole
repair (tons) 136 109 104 72 55 179 122 150
Shoulder stone repaired (tons) 1,173 824 945 390 277 749 1,096 352
Snow removal events 12 26 27 23 21 19 30 26
Storm sewer structures
repaired 41 44 45 32 25 35 48 37
New signs installed 182 124 144 254 382 334 217 336
Street sweeping (lane miles) 1,958 1,635 1,334 1,398 1,906 2,181 1,964 1,718
Trees trimmed 1,457 893 2,041 2,128 3,645 5,127 6,402 2,885
Plantings installed 700 602 610 568 1,800 1,274 1,528 1,528
Grounds maintenance and
mowing (hours) 1,709 1,904 1,552 1,674 1,026 1,989 2,949 1,937
All vehicles, trucks, and
equipment repaired in fleet
services (units)
688 810 785 766 675 623 650 852
Page 59
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Salaries and Wages 1,376,325 1,410,078 1,566,120 1,644,082 1,668,635 1,624,000
Benefits 566,772 581,553 626,529 659,144 719,600 706,900
Utilities 344,406 287,349 290,125 249,654 283,500 248,500
Supplies and Commodities 386,303 355,609 424,591 496,484 451,300 421,300
Contractual Services 699,719 636,567 956,824 929,129 921,000 1,051,000
$3,373,525 $3,271,156 $3,864,189 $3,978,493 $4,044,035 $4,051,700
General Fund
Streets Division Summary
2020-2021 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 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Streets Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 60
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Unit: 08 - Street Department
Salaries-Full Time 272,912 286,073 351,002 375,135 383,500 390,000
$272,912 $286,073 $351,002 $375,135 $383,500 $390,000
FICA 16,763 17,845 21,110 23,500 24,000 24,500
Medicare 4,078 4,285 5,062 5,500 5,600 5,700
IMRF 31,773 33,185 37,925 43,200 39,500 43,200
Employee Insurance 51,855 53,141 69,871 80,000 85,000 85,000
Deferred Comp. Contribution 8,716 8,023 9,433 9,500 9,700 10,000
Travel/Conventions/Training 9,710 9,506 12,212 10,000 11,000 10,000
IL Unemployment Insurance 3,652 4,696 4,000 4,500 4,000 4,500
$126,547 $130,681 $159,613 $176,200 $178,800 $182,900
Telephone/Internet 22,891 27,957 31,749 25,000 30,700 25,000
Cellular Phones/Pagers 7,348 7,808 8,948 8,500 7,800 8,500
$30,239 $35,765 $40,697 $33,500 $38,500 $33,500
SUPP - Supplies and Commodities
Office Supplies/Postage 3,583 2,935 5,237 3,000 6,800 3,000
Dues & Subscriptions 2,968 2,533 2,881 3,000 2,800 3,000
Gas/Oil/Mileage/Carwash 80 120 318 300 300 300
Supplies/Hardware 0 200 705 500 500 500
$6,631 $5,788 $9,141 $6,800 $10,400 $6,800
Building Maintenance 6,476 8,488 7,124 20,000 10,000 20,000
Legal Notices 0 0 0 1,000 1,000 1,000
$6,476 $8,488 $7,124 $21,000 $11,000 $21,000
$442,805 $466,795 $567,577 $612,635 $622,200 $634,200
Fund: 01 - General Fund
Expenditures
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: UTIL - Utilities
Total: Administration
General Fund
Streets Division Detail
2020-2021 Fiscal Year Budget
Division: 02 - Administration Program
Page 61
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Streets Division Detail
2020-2021 Fiscal Year Budget
Salaries-Full Time 721,757 792,901 813,414 832,500 823,000 860,000
Salaries-Part Time 62,433 77,421 71,643 70,000 58,000 0
Salaries-Overtime 106,836 127,378 134,402 90,000 125,000 80,000
$891,026 $997,700 $1,019,459 $992,500 $1,006,000 $940,000
FICA 52,747 58,850 60,326 62,000 62,500 59,500
Medicare 12,336 13,763 14,109 15,000 15,250 14,000
IMRF 91,864 100,729 98,715 104,000 93,000 95,000
Employee Insurance 173,326 187,138 199,481 210,000 199,500 215,500
Deferred Comp. Contribution 21,869 21,893 21,725 25,000 23,000 25,000
$352,142 $382,373 $394,356 $416,000 $393,250 $409,000
Electricity/Gas 257,110 254,360 208,957 250,000 206,000 215,000
$257,110 $254,360 $208,957 $250,000 $206,000 $215,000
SUPP - Supplies and Commodities
Gas/Oil/Mileage/Carwash 53,295 62,695 51,796 65,000 65,000 65,000
Supplies/Hardware 11,681 17,984 17,352 15,000 15,000 15,000
Supplies - Salt Purchase 232,041 274,578 356,106 300,000 488,000 270,000
Street Sign Maintenance 29,486 41,345 37,318 40,000 38,000 40,000
Aggregate Materials 5,240 4,480 2,711 4,000 4,200 4,000
Uniforms/Clothing 10,439 8,347 10,428 10,000 9,000 10,000
$342,182 $409,429 $475,711 $434,000 $619,200 $404,000
Radio Maintenance 1,692 2,383 3,956 5,000 3,500 5,000
Vehicle Maintenance 25,637 20,497 26,194 35,000 30,000 35,000
Street Light Maintenance 113,358 116,194 94,787 115,000 122,000 115,000
Street Maintenance 115,168 80,740 97,537 130,000 168,000 140,000
Storm Sewer Improvements 1,491 11,446 16,940 15,000 13,000 20,000
Contractual Services 108,462 72,004 95,073 115,000 116,000 190,000
Contractual Snow Removal 169,521 539,611 468,986 350,000 320,000 375,000
Sidewalk Maintenance 1,497 0 0 5,000 5,000 5,000
Equipment Maintenance 77,488 83,503 105,630 90,000 148,000 100,000
$614,314 $926,378 $909,103 $860,000 $925,500 $985,000
$2,456,774 $2,970,240 $3,007,586 $2,952,500 $3,149,950 $2,953,000 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
Division: 60 - Street Maintenance Program
Page 62
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
General Fund
Streets Division Detail
2020-2021 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 49,733 73,478 74,795 82,000 82,000 83,000
Salaries-Overtime 6,677 7,249 7,219 6,000 17,500 8,000
$56,410 $80,727 $82,014 $88,000 $99,500 $91,000
FICA 3,635 5,239 5,558 5,500 6,200 6,000
Medicare 850 1,225 1,300 1,300 1,350 1,400
IMRF 6,754 9,671 9,785 10,000 9,950 10,000
Employee Insurance 11,057 13,100 13,719 19,000 13,500 15,000
Deferred Comp. Contribution 1,817 2,889 2,253 3,000 3,000 3,000
$24,113 $32,124 $32,615 $38,800 $34,000 $35,400
SUPP - Supplies and Commodities
Supplies/Hardware 6,796 9,374 11,557 10,000 11,800 10,000
Uniforms/Clothing 0 0 75 500 0 500
$6,796 $9,374 $11,632 $10,500 $11,800 $10,500
Tree Removal 11,865 11,009 11,765 20,000 28,600 20,000
Contractual Services 3,912 10,949 1,137 20,000 5,000 25,000
$15,777 $21,958 $12,902 $40,000 $33,600 $45,000
$103,096 $144,183 $139,163 $177,300 $178,900 $181,900
Salaries-Full Time 186,525 194,308 183,376 205,000 185,000 195,000
Salaries-Overtime 3,205 7,312 8,231 8,000 8,100 8,000
$189,730 $201,620 $191,607 $213,000 $193,100 $203,000
FICA 11,275 12,136 11,381 13,500 11,500 12,600
Medicare 2,637 2,838 2,662 3,100 2,800 3,000
IMRF 21,387 22,779 20,495 23,500 19,500 21,500
Employee Insurance 37,236 37,343 34,877 41,000 34,500 35,000
Deferred Comp. Contribution 6,216 6,255 3,145 7,500 4,200 7,500
$78,751 $81,351 $72,560 $88,600 $72,500 $79,600
$268,481 $282,971 $264,167 $301,600 $265,600 $282,600
$3,271,156 $3,864,189 $3,978,493 $4,044,035 $4,216,650 $4,051,700
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
Division: 63 - Vehicle Maintenance Program
Division: 62 - Forestry Program
Total: Benefits
Total: Salaries and Wages
BEN - Benefits
Page 63
PLANNING DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Planning Department oversees the long-range Comprehensive Plan for the Village of Plainfield and
administers the Zoning Code with respect to all current development projects. Planning is also
responsible for coordinating local historic preservation efforts, including nominations for local landmark
and historic district status and certificate of appropriateness reviews.
The Planning Department plays a lead role in economic development activities, including efforts to
attract new commercial development as well as retain and support Plainfield’s existing businesses. With
the ongoing impact of COVID-19, staff anticipates a greater focus and effort on business retention and
business support in the coming fiscal year.
For the 2020-21 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. Three 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. Staff
works with land owners, entitlement attorneys, land planners, architects, engineers and landscape
architects. Cases involve Annexations, Annexation Agreements, Special Uses, Planned Developments,
Rezoning, Variances and Site Plan Reviews. The planning process starts with the pre-application meeting.
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.
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.
Planning 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 64
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/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 2020-21 Key Objectives
The Planning Department has established key objectives to pursue in the 2020-2021 Fiscal Year. The
timing of moving forward with some projects will be dependent on the impact of the COVID-19 pandemic
on the Village of Plainfield. Specifically, some consultant-led projects may be delayed or deferred to
mitigate the financial impact of COVID-19 relative to the Planning Department budget. Key objectives
include:
• Continued support of development of the Boulevard Place / Costco development.
• Completion of an affordable housing plan in compliance with the Village’s obligations of the
Illinois Housing Development Authority.
• Pursue commercial development at Prairie Creek on Illinois Route 59.
• Promote enhanced business retention efforts, especially as it relates to mitigating economic
impacts from COVID-19.
• Award a contract and lead the development of an updated master plan for the Plainfield
Riverfront property.
Page 65
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, including
additional end-users at Boulevard Place and Prairie Creek.
• Coordinating with property owners and commercial brokers to provide customized marketing
materials and demographic information specific to the targeted retailers and end-users. The
former Shops at the Polo Club (northeast corner of Illinois Route 59 and 119th Street) is the prime
undeveloped site for pursuit.
• Supporting the Village of Plainfield’s physical or virtual 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.
• 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:
• Pursue development of an updated master plan for the Plainfield Riverfront.
• Coordinate with the Springbank developer on construction of the Springbank trail extending
south from the pedestrian bridge over the DuPage river, south to the southern limits of the
Village-owned riverfront property adjacent to the Canadian National ROW.
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.
Page 66
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 256,570 288,831 343,473 347,822 366,000 381,000
Benefits 106,885 110,520 150,362 154,115 165,500 171,600
Utilities 2,766 3,214 3,276 4,146 4,800 4,800
Supplies and Commodities 11,964 15,206 20,465 26,728 15,750 15,750
Contractual Services 2,217 12,801 32,415 61,036 55,000 55,000
$380,402 $430,572 $549,991 $593,847 $607,050 $628,150Total: 20 - Planning Program
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Summary
2020-2021 Fiscal Year Budget
Division: 20 - Planning Program
$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
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Planning Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 67
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Unit: 09 - Community Development
Division: 20 - Planning Program
Salaries-Full Time 283,526 338,816 343,839 360,000 345,000 375,000
Salaries-Overtime 2,460 1,867 2,845 2,500 200 2,500
Salaries-Commissioner 2,845 2,790 1,138 3,500 2,750 3,500
$288,831 $343,473 $347,822 $366,000 $347,950 $381,000
FICA 17,020 20,877 21,162 22,700 21,200 23,500
Medicare 3,980 4,883 4,949 5,300 5,000 5,500
IMRF 31,198 38,123 37,018 41,000 34,500 41,100
Employee Insurance 51,716 72,259 76,347 79,000 80,700 84,000
Deferred Comp. Contribution 3,400 5,371 5,420 8,500 6,500 8,500
Travel/Training 2,567 7,965 8,341 8,000 3,200 8,000
IL Unemployment Insurance 639 884 878 1,000 1,000 1,000
$110,520 $150,362 $154,115 $165,500 $152,100 $171,600
Telephone/Internet 2,047 2,400 3,173 3,000 3,000 3,000
Cellular Phones/Pagers 1,167 876 973 1,800 900 1,800
$3,214 $3,276 $4,146 $4,800 $3,900 $4,800
SUPP - Supplies and Commodities
Office Supplies/Postage 11,812 15,490 22,702 10,000 5,000 10,000
Dues & Subscriptions 3,394 4,927 3,776 5,000 4,000 5,000
Gas/Oil/Mileage/Carwash 0 48 250 750 300 750
$15,206 $20,465 $26,728 $15,750 $9,300 $15,750
Maintenance Contracts/Lease 600 600 550 2,000 1,600 2,000
Vehicle Maintenance 0 0 0 1,000 0 1,000
Legal Notices 0 0 0 5,000 11,000 5,000
Legal Fees 2,354 2,801 4,199 4,000 2,000 4,000
Special Projects and Programs 3,709 15,150 9,924 15,000 12,500 15,000
Contractual Services 1,692 1,919 30,913 20,000 5,000 20,000
Engineering Fees 4,446 11,945 15,450 8,000 11,500 8,000
$12,801 $32,415 $61,036 $55,000 $43,600 $55,000
$430,572 $549,991 $593,847 $607,050 $556,850 $628,150
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Detail
2020-2021 Fiscal Year Budget
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
Page 68
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 workflow. 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.
As we move into a new budget year we are cautiously watching the state of our current fiscal
environment; keeping in mind that our day to day operations change on a daily and weekly basis. Calls,
emails and permit issuance currently remains steady, yet we are cautious to a downturn at any time and
are ready to respond accordingly.
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,
business licensing, contractor registrations and maintains information pertaining to insurance
and bonding requirements
Page 69
BUILDING AND CODE ENFORCEMENT DEPARTMENT
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.
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 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 Zoning Ordinance: The department inspects and enforces 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 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 70
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 2020-2021 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, fees and
codes
• Continue the paperless permit process
FY 2020-2021 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 2018 (US Census estimate) 43,048
Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019
New Residential Permits 111 135 166 138 143 144 180 201
General Construction
Inspections 6,619 8,016 6,296 7,801 8,750 8,816 8,453 10,490
Commercial/Industrial
Added (Sq Ft) 71,414 194,250 355,587 336,744 976,399 38,757 95,421 1,674,667
Acreage Annexed 277 6 86 172 3 58.87 206.86 65.717
Page 71
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 402,711 438,346 579,510 645,504 668,000 638,000
Benefits 155,893 197,534 269,032 296,055 334,175 325,000
Utilities 4,693 3,909 4,278 4,621 5,500 5,500
Supplies and Commodities 10,204 8,164 9,710 7,489 18,900 15,900
Contractual Services 35,247 7,590 3,166 10,496 23,000 13,000
$608,748 $655,543 $865,696 $964,165 $1,049,575 $997,400
General Fund
Building Division Summary
2020-2021 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 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Building Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 72
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Unit: 09 - Community Development
Salaries-Full Time 431,841 578,507 642,943 665,000 670,000 635,000
Salaries-Part Time 6,364 0 0 0 0 0
Salaries-Overtime 141 1,003 2,561 3,000 700 3,000
$438,346 $579,510 $645,504 $668,000 $670,700 $638,000
FICA 26,489 34,478 38,083 41,500 41,800 40,000
Medicare 6,195 8,063 8,906 9,700 9,775 9,500
IMRF 49,418 64,335 67,963 76,475 66,200 72,000
Employee Insurance 97,664 138,327 152,094 185,000 183,000 175,000
Deferred Comp. Contribution 8,257 8,674 16,344 10,000 17,000 15,000
Travel/Training 8,511 13,655 11,188 10,000 8,800 12,000
IL Unemployment Insurance 1,000 1,500 1,477 1,500 1,500 1,500
$197,534 $269,032 $296,055 $334,175 $328,075 $325,000
Telephone/Internet 409 538 810 1,000 850 1,000
Cellular Phones/Pagers 3,500 3,740 3,811 4,500 4,000 4,500
$3,909 $4,278 $4,621 $5,500 $4,850 $5,500
Office Supplies/Postage 7,112 7,831 6,265 13,000 9,000 10,000
Dues & Subscriptions 520 564 675 4,000 1,000 4,000
Gas/Oil/Mileage/Carwash 32 818 57 1,000 800 1,000
Uniforms/Clothing 500 497 492 900 900 900
$8,164 $9,710 $7,489 $18,900 $11,700 $15,900
Recording Fees 0 1,720 1,079 3,000 2,000 3,000
Contractual Services 7,590 1,446 9,417 20,000 5,000 10,000
$7,590 $3,166 $10,496 $23,000 $7,000 $13,000
$655,543 $865,696 $964,165 $1,049,575 $1,022,325 $997,400
Fund: 01 - General Fund
Expenditures
Division: 21 - Building Program
General Fund
Building Division Detail
2020-2021 Fiscal Year Budget
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
Page 73
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 235 miles of water main, 3,600
hydrants, 3,500 valves, and 13,950 water service/water meters.
Page 74
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 2020-2021 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 75
WATER DIVISION
Objective 3: Planning for the Future.
a. While our community continues to deal with the impact that the COVID-19 Pandemic
has created, each project will be evaluated based on funding availability. New grant
funding programs will be evaluated, and the Village will seek Federal and State funding
when these grant programs align with our infrastructure improvement plans.
b. Continue to update the 5-Year Capital Improvement Plan for the water system.
c. Discuss low interest loans and grant funding opportunities with the Village Board for
future consideration.
d. 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.
e. 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.
f. 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.
g. The Village will conduct a leak survey of the entire water system in 2019 in an effort to
reduce water loss.
h. The Building Department Staff will assist with scheduling water inspections and creating
reports in an effort to improve efficiency.
Performance Measures – Water Division
2012 2013 2014 2015 2016 2017 2018 2019
Water Flow: ( Jan 1- Dec 31)
Total pumpage (in billions)
Unaccounted for flow
Average daily flow (MGD)
Maximum daily flow (MGD)
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
1.149
4.0%
3.148
4.700
Water Mains:
Main breaks
Valves repaired
Valves exercised
Hydrants repaired
Hydrants tested
Water service repairs
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
9
2
1,843
21
3,524
5
Fire Flow Tests 3 6 5 4 13 6 4 12
Water Samples 517 517 517 747 744 750 723 706
Page 76
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, 223 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 to track, sample,
report, monitor, and to environmentally enforce 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.
FY 2020-2021 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.
Page 77
WASTEWATER DIVISION
FY 2020-2021 Key Objectives (Objective 1 continued):
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. While our community continues to deal with the impact that the COVID-19 Pandemic has
created, each project will be evaluated based on funding availability. New grant funding
programs will be evaluated, and the Village will seek Federal and State funding when these
grant programs align with our infrastructure improvement plans.
b. Continue to update the 5 Year Capital Improvement Plan for the Wastewater system.
c. Discuss low interest loans and grant funding opportunities with the Village Board for future
consideration.
d. 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 2021, the lining of the sanitary sewer mains
under Route 59 are scheduled to occur. Design plans for the replacement of the 100-year-old water
mains, fire hydrants, and service lines within the neighborhoods east of Route 59 is scheduled to be
completed in 2021. Funds are also budgeted to address lift station upgrades and SCADA equipment
improvements for both divisions.
2013 2014 2015 2016 2017 2018 2019
Total Gallons Reclaimed (Billions)
Bio-solids Treated (Tons)
Average Daily Flow (Millions)
Maximum Daily Flow (Millions)
Sanitary Sewer Main (Miles)
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
2.102
878
5.758
22.037
223
Lift Station Maintenance Events
Laboratory Tests
Industrial Samples
Sewers Inspected & cleaned (ft.)
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
827
17,993
48
68,138
Page 78
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Fund: 02 - Water & Sewer Fund
Licenses and Permits 817,169 938,329 780,856 1,760,395 728,000 888,000
State of Illinois Taxes 1,701,328 1,745,968 1,808,980 1,862,432 1,875,000 1,800,000
Charges for Services 14,194,012 15,018,795 15,986,666 16,729,536 16,786,000 17,423,000
Investment Income 45,688 47,752 73,154 300,234 120,000 100,000
Miscellaneous 35,549 37,565 43,341 125,446 20,500 25,500
Revenues Total $16,793,746 $17,788,409 $18,692,997 $20,778,043 $19,529,500 $20,236,500
Salaries and Wages 1,308,405 1,375,599 1,287,179 1,290,678 1,315,000 1,351,000
Benefits 516,299 504,869 484,621 478,365 519,400 560,550
Utilities 696,361 694,889 615,153 665,229 682,000 717,000
Supplies and Commodities 458,161 440,934 433,809 462,225 467,300 469,800
Contractual Services 8,579,626 9,042,292 9,507,871 9,793,009 9,211,500 9,362,500
Other 250,000 250,000 250,000 250,000 350,000 350,000
Transfer to Debt Service 498,100 970,900 979,300 976,800 981,000 983,800
Capital 463,391 1,402,943 798,994 2,224,833 4,950,000 5,048,000
Debt service 3,160,125 3,105,059 3,114,850 3,111,360 3,169,557 1,756,777
Depreciation 3,102,438 3,149,875 3,199,738 3,238,274 0 0
Expenditures Total $19,032,906 $20,937,360 $20,671,515 $22,490,773 $21,645,757 $20,599,427
Total: Water & Sewer Fund ($2,239,160)($3,148,951)($1,978,518)($1,712,730)($2,116,257)($362,927)
Classification
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Water & Sewer Fund
Revenue/Expense Summary
2020-2021 Fiscal Year Budget
Page 79
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Fund: 02 - Water and Sewer Fund
LIC&PER - Licenses and Permits
Meter Sales 52,325 17,750 89,690 20,000 88,000 50,000
Water Connection Fee 446,840 452,032 574,742 375,000 600,000 430,000
Sewer Connection Fee 427,124 300,754 1,018,616 325,000 595,000 400,000
Sewer By-Pass Fee 12,040 10,320 7,310 8,000 5,000 8,000
Recapture Fee 0 0 70,037 0 0 0
$938,329 $780,856 $1,760,395 $728,000 $1,288,000 $888,000
STTAX - State of Illinois Taxes
Home Rule Sales Tax 1,745,968 1,808,980 1,862,432 1,875,000 1,850,000 1,800,000
$1,745,968 $1,808,980 $1,862,432 $1,875,000 $1,850,000 $1,800,000
SERV - Charges for Services
Water Sales 9,316,320 10,141,336 10,511,994 10,370,000 10,400,000 10,780,000
Water Penalty 100,004 102,183 100,499 95,000 98,000 95,000
Sewer Sales 4,335,795 4,559,533 4,980,864 5,179,000 5,100,000 5,380,000
Sewer Penalty 47,432 46,404 49,211 45,000 48,000 45,000
Capital Charge 1,204,238 1,123,760 1,074,619 1,085,000 1,085,000 1,087,000
Capital Charge Penalty 15,006 13,450 12,349 12,000 12,000 12,000
Tower Rent 0 0 0 0 46,000 24,000
$15,018,795 $15,986,666 $16,729,536 $16,786,000 $16,789,000 $17,423,000
Interest Income 44,481 91,565 186,009 120,000 150,000 100,000
Unrealized Gain/Loss 3,271 (18,411)114,225 0 0 0
$47,752 $73,154 $300,234 $120,000 $150,000 $100,000
Donation/Contribution 0 0 97,847 0 0 0
Sale of Scrap 1,055 2,798 1,110 500 165 500
Other Reimbursements 13,714 4,621 369 0 0 0
Other Receipts 22,796 35,922 26,120 20,000 28,000 25,000
$37,565 $43,341 $125,446 $20,500 $28,165 $25,500
$17,788,409 $18,692,997 $20,778,043 $19,529,500 $20,105,165 $20,236,500
Water & Sewer Fund
Revenue Detail
2020-2021 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
Page 80
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Fund: 02 - Water and Sewer Fund Expenses
Unit: 10 - Water Department
SAL - Salaries and Wages
Salaries-Full Time 236,158 237,531 232,990 220,000 220,000 240,000
$236,158 $237,531 $232,990 $220,000 $220,000 $240,000
FICA 14,288 17,176 14,338 14,000 14,000 15,000
Medicare 3,457 4,098 3,445 3,200 3,200 3,500
IMRF 27,343 32,097 25,892 25,500 22,500 26,400
Employee Insurance 36,257 44,329 39,786 40,000 44,000 53,500
Deferred Comp. Contrib 8,028 7,259 6,511 7,500 7,000 7,500
Travel/Training 2,708 4,002 2,857 5,000 3,500 5,000
IL Unemployment Ins.1,706 1,653 1,518 2,000 2,000 2,000
$93,787 $110,614 $94,347 $97,200 $96,200 $112,900
Telephone/Internet 4,665 6,211 7,758 7,500 7,500 7,500
Cellular Phones/Pagers 4,153 4,159 4,679 4,500 4,500 4,500
$8,818 $10,370 $12,437 $12,000 $12,000 $12,000
SUPP - Supplies & Commodities
Office Supplies/Postage 33,548 28,551 31,871 30,000 30,000 30,000
Dues & Subscriptions 1,458 1,642 2,256 1,500 1,500 1,500
Gas/Oil/Mileage/Wash 522 396 227 500 500 500
Supplies/Hardware 525 1,537 878 500 500 500
Software 1,893 0 1,950 2,000 2,000 2,000
Sand & Gravel 1,384 2,272 698 2,000 2,000 2,000
Water Meters 131,728 124,429 115,111 130,000 140,000 130,000
$171,058 $158,827 $152,991 $166,500 $176,500 $166,500
Contract - Contractual Services
Building Maintenance 4,921 11,572 6,217 10,000 10,000 10,000
Legal Fees 292 876 176 1,500 1,500 1,500
Contractual Services 42,195 28,126 29,094 35,000 35,000 35,000
Equipment Maintenance 126 363 807 500 500 500
Engineering Fees 0 17,911 17,306 5,000 5,000 5,000
$47,534 $58,848 $53,600 $52,000 $52,000 $52,000
Admin Service Charge 125,000 125,000 125,000 175,000 175,000 175,000
Bad Debt Expense 3,424 0 0 0 0 0
Transfer to Debt Service 242,725 244,825 244,200 245,250 245,250 245,950
$371,149 $369,825 $369,200 $420,250 $420,250 $420,950
$928,504 $946,015 $915,565 $967,950 $976,950 $1,004,350
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Water Admin Program
Total: Salaries and Wages
Division: 02 - Water Administration Program
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2020-2021 Fiscal Year Budget
Page 81
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2020-2021 Fiscal Year Budget
Salaries-Full Time 403,796 349,359 366,934 390,000 380,000 393,000
Salaries-Part Time 15,650 8,760 7,706 15,000 19,000 0
Salaries-Overtime 31,516 42,045 34,420 35,000 35,000 35,000
$450,962 $400,164 $409,060 $440,000 $434,000 $428,000
FICA 26,732 22,222 24,758 27,000 25,000 26,500
Medicare 6,300 5,231 5,828 6,500 6,000 6,200
IMRF 47,882 39,919 42,623 48,000 41,000 43,300
Employee Insurance 63,113 55,677 67,962 71,000 72,000 75,000
Deferred Comp. Contrib 15,502 11,279 11,682 15,000 13,000 15,000
$159,529 $134,328 $152,853 $167,500 $157,000 $166,000
Telephone/Internet 7,888 9,905 16,673 18,000 18,000 18,000
Cellular Phones/Pagers 152 0 0 500 500 500
Electricity/Gas 123,566 84,085 137,244 100,000 125,000 125,000
$131,606 $93,990 $153,917 $118,500 $143,500 $143,500
SUPP - Supplies and Commodities
Office Supplies/Postage 200 2,526 702 2,000 2,000 2,000
Replacement Supplies 7,017 8,021 10,458 8,000 8,000 8,000
Gas/Oil/Mileage/Wash 8,602 10,304 13,764 15,000 15,000 15,000
Supplies/Hardware 5,485 10,728 5,359 4,000 4,000 4,000
Chemicals 5,380 5,961 5,807 6,000 6,000 6,000
Uniforms/Clothing 5,328 1,827 2,775 2,000 2,500 3,000
$32,012 $39,367 $38,865 $37,000 $37,500 $38,000
Contract - Contractual Services
Building Maintenance 2,772 1,169 3,209 5,000 6,000 8,000
Vehicle Maintenance 6,090 7,548 12,100 8,000 8,000 8,000
Contractual Services 53,499 38,175 30,800 50,000 50,000 50,000
Lake Michigan Water 8,471,988 9,095,105 9,273,434 8,602,000 8,602,000 8,700,000
Equipment Maint.12,096 12,261 10,747 10,000 10,000 10,000
System Maintenance 49,419 12,827 8,098 60,000 60,000 80,000
Water/Fire Hydrant 19,075 18,977 0 20,000 20,000 50,000
EPA Analytical 11,035 10,128 9,282 16,000 12,000 16,000
$8,625,974 $9,196,190 $9,347,670 $8,771,000 $8,768,000 $8,922,000
Transfer to Debt Service 242,725 244,825 244,200 245,250 245,250 245,950
$242,725 $244,825 $244,200 $245,250 $245,250 $245,950
Contingencies/Depreciation
Depreciation 3,149,875 3,199,738 3,238,274 0 0 0
$3,149,875 $3,199,738 $3,238,274 $0 $0 $0
$12,792,683 $13,308,602 $13,584,839 $9,779,250 $9,785,250 $9,943,450
$13,721,187 $14,254,617 $14,500,404 $10,747,200 $10,762,200 $10,947,800Total: 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
Total: Salaries and Wages
SAL - Salaries and Wages
Division: 30 - Water Distribution Program
Page 82
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2020-2021 Fiscal Year Budget
Unit: 11 - Sewer Department
Salaries-Full Time 235,197 239,809 233,085 220,000 225,000 245,000
$235,197 $239,809 $233,085 $220,000 $225,000 $245,000
FICA 14,291 14,816 14,283 14,000 14,000 15,200
Medicare 3,457 3,546 3,431 3,200 3,200 3,550
IMRF 27,356 27,776 25,837 25,500 23,000 26,950
Employee Insurance 35,825 35,500 37,563 35,000 42,000 52,000
Deferred Comp. Contrib 7,723 7,658 6,612 8,500 7,000 8,500
Travel/Training 5,192 8,208 3,306 12,000 10,000 12,000
IL Unemployment Ins.1,706 1,080 1,034 2,000 2,000 2,000
$95,550 $98,584 $92,066 $100,200 $101,200 $120,200
Telephone/Internet 11,909 11,243 12,140 13,000 13,000 13,000
Cellular Phones/Pagers 2,974 2,704 3,319 3,500 3,500 3,500
$14,883 $13,947 $15,459 $16,500 $16,500 $16,500
SUPP - Supplies and Commodities
Office Supplies/Postage 31,332 27,679 32,872 30,000 30,000 30,000
Dues & Subscriptions 60,536 65,522 65,015 72,300 70,000 72,300
Gas/Oil/Mileage/Wash 299 30 457 1,000 500 1,000
Supplies/Hardware 511 2,154 3,022 2,500 2,500 2,500
$92,678 $95,385 $101,366 $105,800 $103,000 $105,800
Contract - Contractual Services
Building Maintenance 17,449 13,396 8,090 20,000 15,000 20,000
Legal Fees 172 284 176 1,500 1,500 1,500
Contractual Services 39,620 22,893 27,915 35,000 35,000 35,000
Equipment Maintenance 0 1,166 2,857 2,000 2,000 2,000
Engineering Fees 10,186 7,509 13,077 10,000 10,000 10,000
$67,427 $45,248 $52,115 $68,500 $63,500 $68,500
2013/2004A Bond (Principal)340,500 384,000 397,500 414,000 414,000 414,000
2013/2004A Bond (Interest)46,650 39,840 28,320 12,420 12,420 12,420
2005B Bond (Principal)30,000 0 0 0 0 0
2005B Bond (Interest)1,162 0 0 0 0 0
Admin Service Charge 125,000 125,000 125,000 175,000 175,000 175,000
Bad Debt Expense 2,321 0 0 0 0 0
Transfer to Debt Service 242,725 244,825 244,200 245,250 245,250 245,950
$788,358 $793,665 $795,020 $846,670 $846,670 $847,370
$1,294,093 $1,286,638 $1,289,111 $1,357,670 $1,355,870 $1,403,370 Total: Sewer Admin Program
SAL - Salaries and Wages
Total: Salaries and Wages
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies and Commodities
Division: 02 - Sewer Administration Program
Total: Contractual
OTHER - Other
Total: Other
BEN - Benefits
Page 83
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2020-2021 Fiscal Year Budget
Salaries-Full Time 410,780 370,002 376,342 395,000 395,000 408,000
Salaries-Part Time 15,650 8,760 7,706 10,000 12,000 0
Salaries-Overtime 26,852 30,913 31,495 30,000 38,000 30,000
$453,282 $409,675 $415,543 $435,000 $445,000 $438,000
FICA 27,243 24,741 24,790 27,000 27,000 27,200
Medicare 6,414 5,817 5,832 6,500 6,500 6,350
IMRF 48,878 44,572 43,025 48,000 45,000 44,900
Employee Insurance 60,441 50,821 52,579 55,000 61,000 65,000
Deferred Comp. Contrib 13,027 15,144 12,873 18,000 15,000 18,000
$156,003 $141,095 $139,099 $154,500 $154,500 $161,450
Telephone/Internet 19,797 24,398 34,051 35,000 35,000 35,000
Electricity/Gas 519,785 472,448 449,365 500,000 500,000 510,000
$539,582 $496,846 $483,416 $535,000 $535,000 $545,000
SUPP - Supplies and Commodities
Office Supplies/Postage 841 2,367 2,229 4,500 2,500 3,000
Replacement Supplies 2,085 2,503 4,508 2,000 2,000 3,000
Gas/Oil/Mileage/Wash 8,249 11,407 15,850 12,000 14,000 12,000
Supplies/Hardware 10,857 15,190 7,385 10,000 10,000 10,000
Chemicals 112,021 100,602 129,880 115,000 115,000 119,000
Sand & Gravel 253 0 0 500 500 500
Industrial Flow Monitor 1,971 2,462 2,088 8,000 3,000 8,000
Uniforms/Clothing 8,909 5,699 7,063 6,000 6,000 4,000
$145,186 $140,230 $169,003 $158,000 $153,000 $159,500
Contract - Contractual Services
Vehicle Maintenance 3,473 10,343 2,177 10,000 10,000 10,000
Contractual Services 214,685 136,856 196,551 160,000 175,000 160,000
Equipment Maint.22,092 18,764 22,814 25,000 25,000 25,000
Maintenance-James St.5,601 0 0 0 0 0
System Maintenance 55,506 41,622 118,082 125,000 125,000 125,000
$301,357 $207,585 $339,624 $320,000 $335,000 $320,000
Transfer to Debt Service 242,725 244,825 244,200 245,250 245,250 245,950
$242,725 $244,825 $244,200 $245,250 $245,250 $245,950
$1,838,135 $1,640,256 $1,790,885 $1,847,750 $1,867,750 $1,869,900
$3,132,228 $2,926,894 $3,079,996 $3,205,420 $3,223,620 $3,273,270
Division: 40 - Sewer Treatment Program
Total: Sewer Department
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
Page 84
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2020-2021 Fiscal Year Budget
Unit: 12 - Utility Expansion
Contractual Services 0 33,028 173,810 50,000 70,000 455,000
Engineering Fees 40,152 245,312 9,668 100,000 50,000 150,000
Machinery & Equipment 12,894 5,997 60,766 240,000 240,000 660,000
Vehicles 0 157,702 38,267 60,000 60,000 78,000
Village Green Reconstruction 1,690,049 3,000,000 3,000,000 2,680,000
Route 30 Water Main 269,614 0 0 0 0 0
Rt 30 Main-Kuusakoski to Tower 2 840,470 52,359 0 0 0 0
143rd Water/Sewer Improvements 0 0 5,285 680,000 680,000 0
Lakewater/Essignton Rd Trans Main 0 0 0 200,000 200,000 0
Scada Improvements 2,158 0 0 275,000 50,000 550,000
Pump Station Improvements 56,525 304,596 219,197 255,000 255,000 0
Tower Improvements 0 0 27,791 0 0 0
Liftstation Improvements 181,130 0 0 90,000 90,000 475,000
$1,402,943 $798,994 $2,224,833 $4,950,000 $4,695,000 $5,048,000
2013/2004A Bond (Principal)794,500 896,000 927,500 966,000 966,000 0
2013/2004A Bond (Interest)100,338 78,560 46,205 28,980 28,980 0
2013/2004B Bond (Principal)365,000 375,000 385,000 400,000 400,000 0
2013/2004B Bond (Interest)43,213 34,431 21,625 12,000 12,000 0
2005B Bond (Principal)70,000 0 0 0 0 0
2005B Bond (Interest)1,260 0 0 0 0 0
2008 Bond (Principal)450,000 475,000 500,000 0 0 0
2008 Bond (Interest)47,863 25,000 0 0 0 0
2015/2008 Bond (Principal)90,000 90,000 90,000 645,000 645,000 665,000
2015/2008 Bond (Interest)531,550 529,750 527,950 503,150 503,150 477,350
IEPA Loan 155,470 157,419 159,393 161,392 161,392 163,416
IEPA Loan (Interest)31,808 29,850 27,867 26,615 26,615 24,591
$2,681,002 $2,691,010 $2,685,540 $2,743,137 $2,743,137 $1,330,357
$4,083,945 $3,490,004 $4,910,373 $7,693,137 $7,438,137 $6,378,357
$20,937,360 $20,671,515 $22,490,773 $21,645,757 $21,423,957 $20,599,427Total: Water & Sewer Fund
Total: Other
Division: 92 - Bonds
OTHER - Other
Total: Other
Unit Total: 12 - Utility Expansion
OTHER - Other
Division: 91 - Capital
Unit: 12 - Utility Expansion
Page 85
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, one Staff Engineer and one Public Improvements Inspector. Facility Maintenance employees
consist of one Facility Maintenance Crew Leader and two Facility Maintenance Workers.
2020/2021 Goal
It is anticipated to be another extremely busy year for the Engineering division. The ongoing expansion
of the resurfacing program, the final phase of the Village Green neighborhood reconstruction project,
143rd Street East, 143rd Street West, and several new development projects will require a great deal of
attention. Several other projects and programs, listed below, will help our community move forward
during the fiscal year.
The Village anticipates utilizing in-house resources to administer the annual roadway resurfacing
programs, the bike path, sidewalk/curb replacement, pavement crack sealing, and pavement patching
programs, bridge inspections, and the LED streetlight replacement programs. The Village has had
continued success, along with cost savings, by managing these programs in-house over the past several
years.
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 of this type of work as 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”
repair and maintenance work as our schedule will allow.
Page 86
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 2021
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 the Village’s thousands of linear feet of asphalt bike path.
Required patching or pavement sealing is completed annually. This amount also includes engineering
funds for bike path connections adjacent to traffic signals. The multi-year program also addresses the
needs of completing “gaps” within the 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.
Roadway Pavement Marking /Crack Fill Program - (The funds are included in the Street Maintenance
Division budget.) Engineering Staff will coordinate with the Street Division to identify areas that need
pavement marking and crack filling.
Bridge Program - $830,000
The Village has (16) bridges that are under our jurisdiction. According to the latest bridge inspection
reports, that there are some maintenance issues that need attention. Repair includes rip-rap/scour
restoration, corrosion mitigation and railing replacement. The reconstruction costs for the Indian
Boundary Bridge is included within the budget. Federal grant funding is anticipated to cover 80% of the
design and construction costs.
Storm Sewer Program - $40,000
Staff completes routine maintenance and inspection work as it relates to the Village’s storm sewer
system and other various storm sewer improvements as required.
LED Street light replacement - $125,000
The Village continues to replace older inefficient streetlight fixtures with longer lasting more energy
efficient LED fixtures. Staff has been maximizing the Energy Grant rebate program as provided through
ComEd to leverage the total dollars available each cycle. We are in a position to expend additional funds
from the ComEd rebate program this year.
Page 87
CAPITAL
Grant funded Projects
143rd Street – Rt 59 to Illinois 126 – STP Grant $21.7M and Illinois Competitive Freight Grant $20.328M.
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. Grants have been awarded totaling approximately $42M as of April 2020.
Renwick Road reconstruction – Spangler Farm subdivision to River Road - $1,500,000 Grant
Engineering for this project has started. This project takes a rural two-lane cross section to the standard
three-lane urban cross section. Coordination with the Plainfield Township and Plainfield Park District is
needed to complete the work.
Indian Boundary Bridge Replacement - $650,000 Grant
The Village was awarded Federal Bridge Replacement funding under the IDOT bridge program. The
design is near completion and it is anticipated that construction will begin in 2020. This Grant provides
80% funding from the Federal Government.
Village/Shared Projects
Village Green Project – Roadway/Sidewalk/Street Lighting/Parkway Improvements – (The funds are
provided from the Capital Improvement Fund as well as the Water/Sewer/Expansion Fund.
This phase involves the complete reconstruction of the roads, concrete curbs, sidewalks, utility
adjustments, installation of decorative street lighting and parkway restoration. This is the final phase of
a three-year project with all anticipated work to be complete by the end of 2020.
I-55 Interchange Project at 126 and Lockport/Airport (Plainfield/Bolingbrook/Romeoville) - $100,000
We will continue coordination efforts with the other communities with the goal to complete the Phase
1 Engineering Study.
127th Street & Naperville/Plainfield Road - Intersection/Traffic Signal Project - $250,000
The design work is scheduled to be completed in 2020. A cost sharing agreement has been approved
with the Will County Highway Department. A similar agreement is needed with the Village of
Bolingbrook before required property acquisition can occur.
143rd Street & Route 30 – Traffic Signal & intersection Improvements
This project is at the point where a cost sharing agreement with IDOT is needed before property
acquisition can occur.
143rd Street West Extension - $500,000
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 88
CAPITAL
Settlers Park Improvements - $160,000
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 within the park including the
replacement of the playground equipment.
Building/Facility Improvements - $250,000
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.
Page 89
Classification
FY 2016
Actual
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Fund: 11 - Capital Fund
State of Illinois Taxes 3,403,167 3,492,459 3,618,502 3,725,422 3,775,000 3,775,000
Utility Taxes 2,816,908 2,915,445 2,865,380 3,553,905 3,350,000 3,350,000
Licenses and Permits 11,635 10,031 6,682 59,935 6,000 36,000
Fines and Forfeits 211,035 348,306 379,000 359,600 325,000 340,000
Charges for Services 37,433 24,328 27,510 36,473 26,500 27,000
Grants 206,944 643,335 202,283 195,273 1,240,000 8,924,000
Investment Income 5,404 39,065 137,006 283,557 200,000 250,000
Miscellaneous 184,744 96,442 1,438,439 3,818,643 307,000 68,000
Interfund Transfers 2,878,289 2,689,567 532,831 1,859,212 950,000 0
Revenues Total $9,755,559 $10,258,978 $9,207,633 $13,892,020 $10,179,500 $16,770,000
Transfers 2,500,818 2,032,264 2,023,992 2,018,731 2,035,850 2,031,000
Contractual Services 106,513 110,742 110,790 92,411 110,000 110,000
Machinery and Equipment 615,880 534,985 497,109 520,401 550,000 922,000
Storm/Drainage Improvements 29,186 9,686 24,459 57,345 40,000 40,000
Bridge Repairs & Construction 20,554 0 51,645 152,933 200,000 830,000
Sidewalk, Curb, & Bikepath 328,634 163,592 336,350 15,611 500,000 500,000
Traffic Control Device 0 0 384 47,839 710,000 550,000
Roadway Improvements 1,980,955 1,682,583 2,909,348 3,716,920 5,925,000 13,295,000
Misc. Capital Expenses 149,360 728,910 1,636,387 4,109,736 375,000 775,000
Building Improvements 269,853 96,047 68,701 125,050 200,000 250,000
Emerald Ash Borer/Landscape 396,796 279,983 247,808 194,312 200,000 100,000
Expenses Total $6,398,549 $5,638,792 $7,906,973 $11,051,289 $10,845,850 $19,403,000
Total: Capital Fund $3,357,010 $4,620,186 $1,300,660 $2,840,731 ($666,350)($2,633,000)
**Capital Fund has a 4/30/19 Fund Balance of $17,678,526
Capital Fund Revenues
Capital Fund Expenses
Capital Improvement Fund Summary
2020-2021 Fiscal Year Budget
Page 90
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Fund: 11 - Capital Improvement Fund
Home Rule Sales Tax 3,492,459 3,618,502 3,725,422 3,775,000 3,700,000 3,775,000
$3,492,459 $3,618,502 $3,725,422 $3,775,000 $3,700,000 $3,775,000
Utility Tax 2,915,445 2,865,380 2,995,191 2,800,000 2,750,000 2,800,000
Local Motor Fuel Tax 0 0 558,714 550,000 530,000 550,000
$2,915,445 $2,865,380 $3,553,905 $3,350,000 $3,280,000 $3,350,000
Traffic Impact Fee 0 0 47,750 0 80,000 30,000
Recapture Fee 10,031 6,682 12,185 6,000 7,000 6,000
$10,031 $6,682 $59,935 $6,000 $87,000 $36,000
Red Light Fines 348,306 379,000 359,600 325,000 350,000 340,000
$348,306 $379,000 $359,600 $325,000 $350,000 $340,000
Impound Fee 22,853 26,250 32,763 25,000 28,000 25,000
Daily Storage Fee for Impound 1,475 1,260 3,710 1,500 3,900 2,000
$24,328 $27,510 $36,473 $26,500 $31,900 $27,000
Grant Revenue 49,471 41,099 62,466 290,000 290,000 1,324,000
STP Grant 593,864 161,184 132,807 950,000 950,000 7,600,000
$643,335 $202,283 $195,273 $1,240,000 $1,240,000 $8,924,000
Interest Income 39,065 137,006 283,557 200,000 290,000 250,000
$39,065 $137,006 $283,557 $200,000 $290,000 $250,000
Sales-Fixed Assets 0 0 27,725 5,000 51,700 3,000
Donation/Contribution 0 0 0 300,000 300,000 0
Other Reimbursements 95,942 1,438,139 3,686,277 0 20,000 20,000
Other Receipts 500 300 104,641 2,000 187,488 45,000
$96,442 $1,438,439 $3,818,643 $307,000 $559,188 $68,000
Transfer From TIF 500,000 0 500,000 500,000 500,000 0
Transfer From General 2,189,567 532,831 1,359,212 450,000 450,000 0
$2,689,567 $532,831 $1,859,212 $950,000 $950,000 $0
$10,258,978 $9,207,633 $13,892,020 $10,179,500 $10,488,088 $16,770,000
MISC - Miscellaneous
INTER - Interfund Transfers
Total: Interfund Transfers
Revenues Total
Total: Miscellaneous
SERV - Charges for Services
Total: Charges for Services
GRNTS - Grants
Total: Grants
INT - Investment Income
Total: Investment Income
OTHTX - Other Taxes
Total: Other Taxes
LIC&PER - Licenses and Permits
Total: Licenses and Permits
FIN - Fines and Forfeits
Total: Fines and Forfeits
STTAX - State of Illinois Taxes
Total: State of Illinois Taxes
Revenues
Capital Improvement Fund
Revenue & Expense Detail
2020-2021 Fiscal Year Budget
Page 91
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Budget
FY 2021
Proposed
Budget
Capital Improvement Fund
Revenue & Expense Detail
2020-2021 Fiscal Year Budget
Police Fleet/Equipment 231,378 210,964 202,666 225,000 265,000 270,000
Public Works/Community Dev.303,607 286,145 317,735 325,000 250,000 652,000
127th St. & Plfd-Naperville Rd 0 384 15,219 100,000 100,000 250,000
Rt. 30 and 143rd - engineering 0 0 0 300,000 0 300,000
119th St./Rt.30 0 0 0 10,000 0 0
Meadow Ln./143rd St. Signal 0 0 32,620 300,000 300,000 0
163,592 336,350 15,611
Bike Path 400,000 400,000 400,000
Curb & Sidewalk 100,000 100,000 100,000
485,235 1,433,479 2,892,724 3,000,000 3,050,000 2,000,000
I-55 Phase 1 Study 33,291 306,734 59,290 100,000 60,000 100,000
143rd St. East Extension 711,301 201,480 349,612 1,800,000 1,800,000 8,500,000
143rd St. West Extension 0 0 138,273 600,000 200,000 500,000
Renwick Corridor engineering 7,123 97,806 19,002 250,000 50,000 250,000
Rt 30 Reconstr. - Village Portion 104,582 0 0 0 0 0
127th - Heggs to Meadow-eng 263,730 685,954 0 0 0 0
Rt. 126 & Meadow Ln 0 0 20,180 0 0 0
Village Green project 2,643 68,040 63,353 0 0 1,820,000
Woodfarm Road - eng 0 0 61,776 50,000 30,000 0
74,678 115,855 112,710 125,000 125,000 125,000
0 51,645 152,933 200,000 100,000 830,000
9,686 24,459 57,345 40,000 100,000 40,000
PCI Pavement Inspection 73,975 0 0 0 0 0
Settler's Park - Campus refresh 168,834 37,555 84,501 150,000 150,000 160,000
Ft. Beggs Street Lighting 205,830 0 0 0 0 0
Street Lights - LED/pole 74,735 128,243 186,501 125,000 185,000 125,000
School Beacons Upgrade 0 3,467 0
Misc. Engineering 106,349 48,428 66,889 100,000 100,000 100,000
PD Parking Lot resurface 0 0 0 0 0 350,000
Pond Drainage 0 0 0 0 0 40,000
PACE Lot 99,187 1,418,694 3,771,845 0 0 0
279,983 247,808 194,312 200,000 200,000 0
0 0 0 0 0 100,000
96,047 68,701 125,050 200,000 200,000 250,000
110,742 110,790 92,411 110,000 95,000 110,000
2,032,264 2,023,992 2,018,731 2,035,850 2,035,850 2,031,000
$5,638,792 $7,906,973 $11,051,289 $10,845,850 $9,895,850 $19,403,000
Roadway Improvements
Pavement Patching
Machinery and Equipment
Traffic Control Device
Sidewalk, Curb, & Bikepath
Miscellaneous Capital Expenses
Emerald Ash Borer
Expenditure Grand Totals:
Building Improvements
Contractual Services (Red Lt Camera)
Transfer to Debt Service
ROW Landscape Improvements
Bridge Repairs & Construction
Storm & Drainage Improvements
Expenses
Page 92
Downtown Rt. 30 Other
MFT Bond and Tort Audit Police DARE TIF TIF Alcohol Funds
Fund Interest Immunity Fund Pension Fund Fund Fund Enforcement Totals
REVENUES
Property Taxes - - 150,000 30,000 - - 730,000 1,000 - 911,000
State of Illinois Taxes 1,575,000 - - - - - - - - 1,575,000
Fines And Forfeits - - - - - - - - 15,000 15,000
Interest Income 75,000 8,000 5,000 400 1,150,000 100 10,000 50 500 1,249,050
Other -
Employer Contributions - - - - 1,580,000 - - - - 1,580,000
Employee Contributions - - - - 620,000 - - - - 620,000
DARE Contributions - - - - - 20,000 - - - 20,000
Interfund Transfers - 3,014,800 - - - - - - - 3,014,800
Total 1,650,000 3,022,800 155,000 30,400 3,350,000 20,100 740,000 1,050 15,500 8,984,850
EXPENDITURES
Salaries & Wages - - - - 700,000 - - - 700,000
Benefits - - - - 5,000 - - - 5,000
Supplies/Commodities - - - - 7,500 23,000 - - 30,500
Contractual Services - - 450,336 42,000 35,000 - - - 527,336
Other
Debt Service - 3,014,800 - - - - - - 3,014,800
Capital Outlay 2,000,000 - - - - - 1,040,000 - - 3,040,000
Miscellaneous - - - - 115,000 - - - 115,000
Interfund Transfers 150,000 - - - - - 50,000 - 25,000 225,000
Total 2,150,000 3,014,800 450,336 42,000 862,500 23,000 1,090,000 - 25,000 7,657,636
EXCESS/(DEFICIENCY)(500,000) 8,000 (295,336) (11,600) 2,487,500 (2,900) (350,000) 1,050 (9,500) 1,327,214
Miscellaneous Funds
Revenue & Expenses by Fund Summary
2020-2021 Fiscal Year Budget
Page 93
Description
2017
Actual
2018
Actual
2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 04 - Motor Fuel Tax
State of Illinois Taxes
MFT Entitlements 1,105,594 1,110,842 1,103,351 1,100,000 1,380,000 1,575,000
Total: State of Illinois Taxes $1,105,594 $1,110,842 $1,103,351 $1,100,000 $1,380,000 $1,575,000
Investment Income
Interest Income 15,411 38,101 72,787 50,000 80,000 75,000
Total: Investment Income $15,411 $38,101 $72,787 $50,000 $80,000 $75,000
Revenues Total $1,121,005 $1,148,943 $1,176,138 $1,150,000 $1,460,000 $1,650,000
Division: 91 - Capital
Street Improvements 863,120 1,052,089 875,331 1,000,000 1,000,000 2,000,000
Total: Other $863,120 $1,052,089 $875,331 $1,000,000 $1,000,000 $2,000,000
Division Total: 91 - Capital $863,120 $1,052,089 $875,331 $1,000,000 $1,000,000 $2,000,000
Division: 99 - Transfers
Transfer to General 0 0 0 150,000 150,000 150,000
Total: 99 - Transfers $0 $0 $0 $150,000 $150,000 $150,000
Total: Non-Departmental $863,120 $1,052,089 $875,331 $1,150,000 $1,150,000 $2,150,000
Expenditures Total $863,120 $1,052,089 $875,331 $1,150,000 $1,150,000 $2,150,000
Total: 04 - Motor Fuel Tax $257,885 $96,854 $300,807 $0 $310,000 ($500,000)
**MFT has a 4/30/19 Fund Balance of $3,474,726
Motor Fuel Tax Fund
2020-2021 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$1,000,000
$1,100,000
$1,200,000
$1,300,000
$1,400,000
$1,500,000
$1,600,000
$1,700,000
2017 Actual 2018 Actual 2019 Actual FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
MFT Revenue History
MFT
Entitlements
Page 94
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 05 - Bond and Interest Fund
Property Taxes
Property Tax Revenue 117,214 118,519 118,114 114,400 114,000 0
Total: Property Taxes $117,214 $118,519 $118,114 $114,400 $114,000 $0
Investment Income
Interest Income 798 6,287 12,403 8,000 12,000 8,000
Total: Investment Income $798 $6,287 $12,403 $8,000 $12,000 $8,000
Interfund Transfers
Transfer From Water & Sewer 970,900 979,300 976,800 981,000 981,000 983,800
Transfer From Capital 2,032,264 2,023,992 2,018,731 2,035,850 2,035,850 2,031,000
Total: Interfund Transfers $3,003,164 $3,003,292 $2,995,531 $3,016,850 $3,016,850 $3,014,800
Revenues Total $3,121,176 $3,128,098 $3,126,048 $3,139,250 $3,142,850 $3,022,800
Bond & Interest Fund
2020-2021 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 2017 ActualFY 2018 ActualFY 2019 Actual FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Bond & Interest Revenue History
Property Tax
Revenue
Interfund Transfers
Page 95
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Bond & Interest Fund
2020-2021 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 92 - Bonds
OTHER - Other
2007 Bond (Principal)725,000 755,000 170,000 0 0 0
2007 Bond (Interest)75,100 42,475 8,500 0 0 0
2009 Refunding Bond(Princ)100,000 100,000 105,000 110,000 110,000 0
2009 Refunding Bond (Int)16,100 12,600 8,600 4,400 4,400 0
2010 Bond (Principal)720,000 750,000 770,000 805,000 805,000 840,000
2010 Bond (Interest)250,900 229,300 206,800 176,000 176,000 143,800
2012 Refunding Bond (Princ)645,000 660,000 680,000 695,000 695,000 715,000
2012 Refunding Bond (Int)188,100 175,200 155,400 135,000 135,000 114,150
2014 Refunding Bond (Princ)125,000 130,000 750,000 950,000 950,000 965,000
2014 Refunding Bond (Int)275,950 273,450 270,850 255,850 255,850 236,850
Total: OTHER - Other $3,121,150 $3,128,025 $3,125,150 $3,131,250 $3,131,250 $3,014,800
Expenditures Total $3,121,150 $3,128,025 $3,125,150 $3,131,250 $3,131,250 $3,014,800
Total: Bond & Interest $26 $73 $898 $8,000 $11,600 $8,000
Expenditures
Page 96
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 07 - Tort Immunity Fund
Property Taxes
Property Tax Revenue 621,535 623,114 491,668 400,000 395,500 150,000
Total: Property Taxes $621,535 $623,114 $491,668 $400,000 $395,500 $150,000
Investment Income
Interest Income 165 2,447 8,101 3,000 8,000 5,000
Total: Investment Income $165 $2,447 $8,101 $3,000 $8,000 $5,000
Other Reimbursements $55 $0 $451 $0 $0 $0
$55 $0 $451 $0 $0 $0
Revenues Total $621,755 $625,561 $500,220 $403,000 $403,500 $155,000
Unit: 00 - Non-Departmental
Contractual Services
Bond-Treasurer 336 336 336 500 336 336
Comm. Umbrella Liability 268,633 157,858 170,959 200,000 156,000 200,000
Workman's Comp. Ins.325,852 221,340 180,488 250,000 190,000 250,000
Total: Contractual Services $594,821 $379,534 $351,783 $450,500 $346,336 $450,336
Expenditures Total $594,821 $379,534 $351,783 $450,500 $346,336 $450,336
Total: Tort Immunity Fund $26,934 $246,027 $148,437 ($47,500)$57,164 ($295,336)
**Tort Immunity Fund has a 4/30/19 Fund Balance of $442,523
Tort Immunity Fund
2020-2021 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 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Tort Immunity Revenue History
Property Tax Revenue
Page 97
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 08 - Audit Fund
Property Taxes
Property Tax Revenue 42,252 42,274 44,169 35,000 35,800 30,000
Total: Property Taxes $42,252 $42,274 $44,169 $35,000 $35,800 $30,000
Investment Income
Interest Income 72 236 532 400 500 400
Total: Investment Income $72 $236 $532 $400 $500 $400
Revenues Total $42,324 $42,510 $44,701 $35,400 $36,300 $30,400
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Contrac - Contractual Services
Audit Village 39,142 35,875 38,085 42,000 40,000 42,000
Total: Contractual Services $39,142 $35,875 $38,085 $42,000 $40,000 $42,000
Expenditures Total $39,142 $35,875 $38,085 $42,000 $40,000 $42,000
Total: Audit Fund $3,182 $6,635 $6,616 ($6,600)($3,700)($11,600)
**Audit Fund has a 4/30/19 Fund Balance of $22,593
Audit Fund
2020-2021 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Audit Fund Revenue History
Property Tax
Revenue
Page 98
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 10 - Police Pension Fund
Investment Income
Interest Income 784,140 1,200,928 1,219,956 700,000 700,000 700,000
Realized Gain/Loss (66,866)80,837 339,712 150,000 150,000 150,000
Unrealized Gain/Loss 1,646,913 916,507 235,710 300,000 300,000 300,000
Total: Investment Income $2,364,187 $2,198,272 $1,795,378 $1,150,000 $1,150,000 $1,150,000
MISC - Miscellaneous
Other Receipts 0 0 200 0 0 0
Employee Contributions 509,526 524,835 555,362 570,000 580,000 620,000
Employer Contributions 1,101,142 1,364,479 1,402,475 1,300,000 1,284,423 1,580,000
Total: Miscellaneous $1,610,668 $1,889,314 $1,958,037 $1,870,000 $1,864,423 $2,200,000
Revenues Total $3,974,855 $4,087,586 $3,753,415 $3,020,000 $3,014,423 $3,350,000
Police Pension Fund
2020-2021 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
$1,800,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Police Pension Contribution History
Employee Contributions
Employer Contributions
Page 99
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Police Pension Fund
2020-2021 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Salaries and Wages
Pension Payments 442,742 494,765 510,423 625,000 640,000 700,000
Total: Salaries & Wages $442,742 $494,765 $510,423 $625,000 $640,000 $700,000
Benefits
Travel/Training 4,170 3,197 7,153 5,000 7,200 5,000
Total: Benefits $4,170 $3,197 $7,153 $5,000 $7,200 $5,000
Supplies and Commodities
Office Supplies/Postage 0 0 0 500 200 500
Dues & Subscriptions 5,560 5,740 6,421 5,800 7,111 7,000
Total: Supplies & Commodities $5,560 $5,740 $6,421 $6,300 $7,311 $7,500
Contractual Services
Contractual Services 32,082 33,807 36,143 35,000 35,000 35,000
Total: Contractual Services $32,082 $33,807 $36,143 $35,000 $35,000 $35,000
Other
Investment Expense 87,300 99,577 106,456 100,000 115,000 115,000
Total: OTHER - Other $87,300 $99,577 $106,456 $100,000 $115,000 $115,000
Total: Non-Divisional $571,854 $637,086 $666,596 $771,300 $804,511 $862,500
Expenditures Total $571,854 $637,086 $666,596 $771,300 $804,511 $862,500
Total: Police Pension Fund $3,403,001 $3,450,500 $3,086,819 $2,248,700 $2,209,912 $2,487,500
Expenditures
Page 100
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 14 - D.A.R.E. Fund
Investment Income
Interest Income $45 $118 $315 $100 $100 $100
Total: Investment Income $45 $118 $315 $100 $100 $100
Miscellaneous
DARE Contributions 18,295 22,320 24,819 22,000 14,000 20,000
Total: Miscellaneous $18,295 $22,320 $24,819 $22,000 $14,000 $20,000
Revenues Total $18,340 $22,438 $25,134 $22,100 $14,100 $20,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
D.A.R.E. Program 21,530 15,950 18,948 23,000 15,000 23,000
Total: Non-Divisional $21,530 $15,950 $18,948 $23,000 $15,000 $23,000
Expenditures Total $21,530 $15,950 $18,948 $23,000 $15,000 $23,000
Total: D.A.R.E. Fund ($3,190)$6,488 $6,186 ($900)($900)($2,900)
**DARE Fund has a 4/30/19 Fund Balance of $12,240
D.A.R.E. Fund
2020-2021 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
DARE Contribution History
DARE Contributions
Page 101
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 17 - Tax Increment Financing Fund-Downtown
Property Taxes
Property Tax Revenue 736,922 718,508 726,816 730,000 730,500 730,000
Total: Property Taxes $736,922 $718,508 $726,816 $730,000 $730,500 $730,000
INT - Investment Income
Interest Income 5,190 7,686 17,553 10,000 16,000 10,000
Total: Investment Income $5,190 $7,686 $17,553 $10,000 $16,000 $10,000
Revenues Total $742,112 $726,194 $744,369 $740,000 $746,500 $740,000
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 429,676 944,580 81,868 260,000 70,000 1,000,000
Facade Improvements 157,162 127,118 2,500 40,000 8,000 40,000
Total: Capital $586,838 $1,071,698 $84,368 $300,000 $78,000 $1,040,000
Division: 99 - Transfers
OTHER - Other
Transfer to General Fund 0 0 0 50,000 50,000 50,000
Transfer to Capital Fund 500,000 0 500,000 500,000 500,000 0
Total: Transfers $500,000 $0 $500,000 $550,000 $550,000 $50,000
Expenditures Total $1,086,838 $1,071,698 $584,368 $850,000 $628,000 $1,090,000
Total: Tax Increment Financing Fund ($344,726)($345,504)$160,001 ($110,000)$118,500 ($350,000)
**TIF Fund has a 4/30/19 Fund Balance of $355,037
Downtown Tax Increment Financing Fund
2020-2021 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$480,000
$530,000
$580,000
$630,000
$680,000
$730,000
$780,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
TIF Property Tax Revenue History
Property Tax Revenue
Page 102
Description
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 18 - Tax Increment Financing Fund - Rt 30
Property Taxes
Property Tax Revenue 0 0 1,000 1,000
Total: Property Taxes $0 $0 $1,000 $1,000
INT - Investment Income
Interest Income 0 0 50 50
Total: Investment Income $0 $0 $50 $50
Revenues Total $0 $0 $1,050 $1,050
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 0 0 0 0
Total: Capital $0 $0 $0 $0
Expenditures Total $0 $0 $0 $0
Total: Tax Increment Financing Fund $0 $0 $1,050 $1,050
Route 30 Tax Increment Financing Fund
Revenue & Expense Detail
2020-2021 Fiscal Year Budget
Revenues
Expenditures
$0
$2,000
$4,000
$6,000
$8,000
$10,000
FY 2019 Actual FY 2020 Adopted
Budget
FY 2021 Proposed
Budget
Rt. 30 TIF Property Tax Revenue History
Property Tax
Revenue
Page 103
Description
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2020
Estimated
Amount
FY 2021
Proposed
Budget
Fund: 27 - Alcohol Enforcement Fund
Fines and Forfeits
Alcohol Fines 16,645 16,893 22,680 15,000 20,000 15,000
Total: Fines and Forfeits $16,645 $16,893 $22,680 $15,000 $20,000 $15,000
Investment Income
Interest Income 207 562 1,164 500 1,000 500
Total: Investment Income $207 $562 $1,164 $500 $1,000 $500
Revenues Total $16,852 $17,455 $23,844 $15,500 $21,000 $15,500
Unit: 00 - Non-Departmental
Division: 99 - Transfers
Other
Transfer to General 12,000 18,000 25,000 25,000 25,000 25,000
Total: Other $12,000 $18,000 $25,000 $25,000 $25,000 $25,000
Expenditures Total $12,000 $18,000 $25,000 $25,000 $25,000 $25,000
Total: Alcohol Enforcement Fund $4,852 ($545)($1,156)($9,500)($4,000)($9,500)
**Alcohol Enforcement Fund has a 4/30/19 Fund Balance of $41,047
Alcohol Enforcement Fund
2020-2021 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$8,200
$10,200
$12,200
$14,200
$16,200
$18,200
$20,200
$22,200
$24,200
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Adopted
Budget
FY 2021
Proposed
Budget
Alcohol Fines History
Alcohol Fines
Page 104
FY 2021
Proposed
Budget
FY 2022
Budget
FY 2023
Budget
FY 2024
Budget
6,919,900 7,077,673 7,239,626 7,456,815
10,794,703 10,966,497 11,135,687 11,358,401
1,107,800 1,129,800 1,141,020 1,163,840
1,163,200 1,175,950 1,205,163 1,241,317
708,000 702,000 705,300 712,353
5,305,000 5,449,275 5,643,356 5,812,657
35,750 35,750 35,750 35,750
625,000 625,000 625,000 625,000
98,209 90,000 90,000 90,900
137,500 125,500 125,500 125,500
475,000 486,625 498,541 503,526
225,000 220,000 215,000 215,000
Revenues Total $27,595,062 $28,084,070 $28,659,942 $29,341,059
Administration/Finance 8,108,759 8,226,695 8,346,143 8,513,066
Police Department 13,809,053 14,054,809 14,389,780 14,749,524
Street Department 4,051,700 4,128,609 4,200,746 4,284,761
Planning Program 628,150 642,871 658,064 671,225
Building Program 997,400 1,026,255 1,052,797 1,073,853
Expenses Total $27,595,062 $28,079,238 $28,647,530 $29,292,429
$0 $4,831 $12,412 $48,630Surplus/(Deficit) General Fund
Miscellaneous
Intergovernmental
Interfund Transfers
General Fund Revenues
General Fund Expenses
Franchise Fees
Investment Income
General Fund
Revenue & Expense Forecast
Fiscal Years 2021-2024
Grants
Classification
Fund: 01 - General Fund
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Page 105
FY 2021
Proposed
Budget
FY 2022
Budget
FY 2023
Budget
FY 2024
Budget
Licenses and Permits 888,000 800,000 600,000 600,000
State of Illinois Taxes 1,800,000 1,800,000 900,000 0
Charges for Services 17,423,000 17,945,690 18,484,061 19,038,583
Investment Income 100,000 100,000 90,000 90,000
Miscellaneous 25,500 20,000 20,000 20,000
Revenues Total $20,236,500 $20,665,690 $20,094,061 $19,748,583
Salaries and Wages 1,351,000 1,384,775 1,419,394 1,454,879
Benefits 560,550 582,972 606,291 630,543
Utilities 717,000 720,585 724,188 727,809
Supplies and Commodities 469,800 472,149 474,510 476,882
Contractual Services 9,362,500 9,596,563 9,836,477 10,082,388
Other 350,000 350,000 350,000 350,000
Transfer to Debt Service 983,800 985,200 995,200 998,400
Capital 5,048,000 3,300,000 4,000,000 3,000,000
Debt service 1,756,777 1,338,758 1,335,758 1,331,758
Depreciation 0 1,934,688 352,243 695,924
Expenses Total $20,599,427 $20,665,690 $20,094,061 $19,748,583
Surplus/(Deficit) Water & Sewer Fund ($362,927)$0 $0 $0
Water & Sewer Fund
Revenue & Expense Forecast
Fiscal Years 2021-2024
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Classification
Fund: 02 - Water & Sewer Fund
Page 106
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 taxes, property, income, use, sales tax etc.) collected divided by total
General Fund operating revenue.
Preferably, revenue per capita should at a minimum remain constant over time. Decreasing revenues might
indicate an inability to meet service demands under the existing revenue structure.
Per capita revenue provides preliminary information about the financial burden on and benefit received from
residents. Significant variances should be investigated by examining individual revenue sources.
Total General Fund operating revenues, divided by the current population (as reported or estimated by U.S.
or Special Census)
$400
$450
$500
$550
$600
$650
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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 2019
Fiscal Year
GF Tax Revenues as a % of GF Revenue
Page 107
LOCAL TAXES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
SALES TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
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
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).
20.00%
30.00%
40.00%
50.00%
60.00%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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 2019
Fiscal Year
Sales Tax as a % of GF Revenue
Page 108
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 2019
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 2019
Fiscal Year
Income Tax as a % of GF Revenue
Page 109
GENERAL FUND EXPENDITURES PER CAPITA
Importance
Emerging Trends
OPERATING SURPLUS (DEFICIT) AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
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.
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)
$200
$300
$400
$500
$600
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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 2019
Fiscal Year
Operating Surplus (Deficit) as a % of GF Revenue
Page 110
UNRESERVED FUND BALANCE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Importance
Emerging 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.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
0.00%
20.00%
40.00%
60.00%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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 2019
Fiscal Year
Unrestricted Cash & Investments as a % of GF
Expenses
Page 111