Loading...
Village 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