HomeMy Public PortalAboutVillage Budget 2021-2022VILLAGE 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
Brian Murphy
Michelle Gibas
FISCAL YEAR 2021-2022 BUDGET
VILLAGE OF PLAINFIELD, ILLINOIS
Michael P. Collins
Assistant Village Administrator/
Management Services Director
VILLAGE OF PLAINFIELD
FISCAL YEAR 2021-2022 BUDGET
TABLE OF CONTENTS
ALL FUNDS
REVENUES, EXPENDITURES & FUND BALANCES 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 2021-2022 BUDGET
TABLE OF CONTENTS
BUILDING
NARRATIVE 69
BUDGET SUMMARY 72
BUDGET DETAIL 73
WATER/SEWER OPERATIONS & UTILITY EXPANSION
NARRATIVE 74
BUDGET SUMMARY 79
WATER AND SEWER REVENUE DETAIL 80
WATER BUDGET DETAIL 81
SEWER BUDGET DETAIL 83
UTILITY EXPANSION BUDGET DETAIL 85
CAPITAL FUND
NARRATIVE 86
BUDGET SUMMARY 90
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
5/1/2021 12,350,000 14,667,821 3,450,425 17,537,050 1,319,381 6,712
Revenues 29,159,988 23,554,500 25,000 16,051,000 735,000 15,050
Transfers In 225,000 - - - - -
Debt Proceeds - - - - - -
Total Revenues 29,384,988 23,554,500 25,000 16,051,000 735,000 15,050
Expenses
Salaries and Wages 12,989,518 1,428,000 - - - -
Benefits 6,078,796 618,485 - - - -
Utilities 351,020 717,000 - - - -
Supplies/Commodities 1,052,370 504,300 - - - -
Contractual Services 7,934,784 9,763,500 - 360,000 - -
Other
Debt Service - 1,338,757 - - - -
Capital Outlay - 7,792,000 - 22,470,000 1,040,000 -
Miscellaneous 978,500 350,000 - 1,140,000 - 7,500
Sub-Total Expenditures 29,384,988 22,512,042 - 23,970,000 1,040,000 7,500
Interfund Transfers - 935,748 - 2,060,600 50,000 -
Total Expenditures 29,384,988 23,447,790 - 26,030,600 1,090,000 7,500
Excess (Deficiency)- 106,710 25,000 (9,979,600) (355,000) 7,550
Estimated Fund Balance
4/30/2022 12,350,000 14,774,531 3,475,425 7,557,450 964,381 14,262
Water and SewerOperations &
Expansion
All Fund Summary
Revenues, Expenditures & Fund Balances
2021-2022 Fiscal Year Budget
Page 1
Bond and Tort Police AlcoholMFTInterestImmunityAuditPensionEnforcement DARE Totals
3,724,365 117 244,561 9,780 42,701,936 26,328 3,551 96,042,027
2,390,000 3,000 351,000 40,500 3,475,000 15,500 20,100 75,835,638
- 2,996,349 - - - - - 3,221,349
- -- - - - - -
2,390,000 2,999,349 351,000 40,500 3,475,000 15,500 20,100 79,056,987
- - - - 950,000 - - 15,367,518
- - - - 5,000 - - 6,702,281
- - - - - - - 1,068,020
- - - - 8,000 - 20,000 1,584,670
- - 510,336 42,000 35,000 - -18,645,620
- 2,996,349 - - - - - 4,335,106
2,000,000 - - - - - - 33,302,000
- - - - 120,000 - - 2,596,000
2,000,000 2,996,349 510,336 42,000 1,118,000 - 20,000 83,601,215
150,000 - - - - 25,000 - 3,221,348
2,150,000 2,996,349 510,336 42,000 1,118,000 25,000 20,000 86,822,563
240,000 3,000 (159,336) (1,500) 2,357,000 (9,500) 100 (7,765,576)
3,964,365 3,117 85,225 8,280 45,058,936 16,828 3,651 88,276,451
Revenues, Expenditures & Fund Balances
2021-2022 Fiscal Year Budget
All Fund Summary
Page 2
All Revenue Sources
Amount
Percent of
Total
Fiscal Year
2021 Estimate
Fiscal Year
2020 Actual
Property Taxes 8,283,780 10.48%7,990,920 7,589,825
State of Illinois Taxes 19,605,000 24.80%20,023,000 18,447,460
Other Taxes 4,207,800 5.32%4,096,500 4,306,863
Licenses and Permits 1,568,200 1.98%1,794,100 1,674,908
Fines 1,049,000 1.33%831,500 1,020,250
Charges for Services 23,478,200 29.70%24,120,650 22,050,010
Grants 8,390,750 10.61%2,552,436 323,637
Franchise Fees 595,000 0.75%580,000 601,567
Investment Income 1,341,908 1.70%1,249,900 1,855,758
Intergovernmental 405,000 0.51%53,000 468,282
Miscellaneous 3,636,000 4.60%2,591,765 2,942,341
Water & Sewer Tap-on Fees 1,075,000 1.36%2,175,000 1,478,149
Subtotal Revenues 73,635,638 93.14%68,058,771 62,759,050
Interfund Transfers 3,221,349 4.08%3,244,650 5,036,937
Debt Proceeds 2,200,000 2.78%- -
Grand Total Revenues 79,056,987 100.00%71,303,421 67,795,987
All Funds
Revenue Summary
2021-2022 Fiscal Year Budget
Fiscal Year 2022 Budget History
Page 3
Expense Classification
Amount
Percent
of Total
Fiscal Year
2021 Estimate
Fiscal Year
2020 Actual
Salaries and Wages 15,367,518 17.70%14,251,321 13,860,487
Benefits 6,702,281 7.72%6,132,135 5,534,607
Utilities 1,068,020 1.23%1,006,500 1,087,625
Supplies and Commodities 1,584,670 1.82%1,213,885 1,634,631
Contractual Services 18,645,620 21.48%18,622,387 16,896,170
Debt Service 4,335,106 4.99%4,345,157 6,255,026
Capital Outlay 33,302,000 38.36%13,366,400 12,231,575
Other 2,596,000 2.99%2,406,484 1,658,536
Total Expenditures 83,601,215 61,344,269 59,158,657
Interfunds 3,221,348 3.71%3,239,550 5,036,937
Grand Total Expenditures 86,822,563 100.00%64,583,819 64,195,594
All Funds
Expense Summary
2021-2022 Fiscal Year Budget
Fiscal Year 2022 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
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.
2021-2022 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 $2.98 million in present value interest cost, due to the
improved bond market and the Village's rating upgrades.
In 2015,again Moody’s Investors Service upgraded the Village of Plainfield, IL’s general
obligation (GO) rating to Aa1 from Aa2. Moody's stated that, "the Aa1 rating reflects the
village’s healthy financial operations and ample reserves supported by strong management and
long term fiscal planning."
In its 2018 Annual Issuer Comment, Moody's describes the Village's credit position as "high
quality and its Aa1 rating exceeds the median rating of Aa3 for US cities. Notable credit factors
include a robust financial position, very strong wealth and income profile and a healthy tax
base."
Page 14
Position Title Grade
Directors and Senior Managers Minimum Maximum
Chief of Police 12 116,836$ 164,933$
Director of Public Works
Director of Community Development
Assistant Village Administrator/Management Services Director
Village Attorney
Police Commander 11 101,597$ 143,420$
Information Technology Director
Director of Planning
Human Resources Director
Building Official 10 88,345$ 124,714$
Superintendent - All Divisions
Police Sergeant
Supervisors and Advanced Technical
Accounting Services Supervisor 9 86,340$ 121,883$
Lead Engineer
IT Operations Manager
Planner 8 76,746$ 108,340$
Community Relations Director
Economic Development Manager
Crew Leader - All 7 68,219$ 96,303$
Engineer
Utility Billing Supervisor
Village Clerk
Associate Prosecutor
Office Manager
Information Technology Specialist
Building Inspector 6 60,639$ 85,602$
Mechanic I
Public Works Inspector
Geographic Information Systems Specialist
Classification Plan
FY 2022 Range
2021-2022 Fiscal Year Budget
Village of Plainfield
Page 15
Position Title Grade
Administrative and Technical Minimum Maximum
Human Resources Assistant 5 58,932$ 83,194$
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
Equipment Operator I - Streets 4 53,576$ 75,631$
Plant Operator I - Water
Operations Support Specialist
Accounting Assistant
Community Service Officer 3 48,705$ 68,755$
Administrative Assistant
Water Service Worker
Fleet Coordinator
Utility Billing Representative
Court Technician
Records Technician 2 44,277$ 62,504$
Administrative Aide
Clerical Assistant 1 40,252$ 56,823$
Cable Television Operator
Crossing Guard
Custodian
Classification Plan
FY 2022 Range
2021-2022 Fiscal Year Budget
Village of Plainfield
Page 16
Authorized Positions
Administration/Finance 16 16 16 16 16 17 17
Police Department 77.5 76.5 76.5 80 82 85 85
Streets Division 18.5 18.5 18.5 18.5 18.5 18.5 18.5
Community Development 9.5 14 15 15 14.5 14.5 14.5
Water and Sewer Division 11.5 11.5 11.5 10.5 11 11 11
Public Works Engineering 3 3 3 4 4 4 4
Village Totals 136 139.5 140.5 144 146 150 150
Positions Reflected are Full Time Equivalent (FTE) Positions
2010 Village Population 39,581
2019 Population Estimate*44,308
*(US Census)
Village of Plainfield
Staffing Schedule
2021-2022 Fiscal Year Budget
2021-2022
Budgeted
2016-2017
Actual
2015-2016
Actual
2017-2018
Actual
2018-2019
Actual
2019-2020
Actual
2020-2021
Actual
125
130
135
140
145
150
2015-2016Actual 2016-2017Actual 2017-2018Actual 2018-2019Actual 2019-2020Actual 2020-2021Actual 2021-2022Budgeted
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 2022, 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 42%. This consists of Municipal Sales Tax,
Income Tax, Replacement and Use Tax.
Property Taxes continue to be the second largest revenue source at 24%.
Charges for services remain the third largest revenue source at 19%. This primarily consists of
refuse collection fees (which are largely 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 (12.65%), Illinois Income Tax (33.46%), and Sales Tax (53.45%). 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. Fiscal Year
2022 reflects these Home-Rule sales tax revenues 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 2021 sales tax revenue is estimated at 3.9% higher than 2020. The Village experienced
increases in Sales Tax revenues of 5.4%, 2.0% and 0.4% in FY 2018, 2019 and 2020 respectively.
Fiscal Year 2022 represents a 9.2% increase as compared to the 2021 estimate, largely relating
to the addition of the new Costco retail store which opened in November of 2020.
Page 19
GENERAL FUND REVENUES The following chart depicts the Village’s retail municipal sales tax revenue by category for the 2020
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 2020 resulted in a 16.5% increase in Use Tax revenues. It is anticipated that Fiscal Year
2021 revenues will trend higher than 2020 and Fiscal Year 2022 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 2021 and 2022:
Fiscal Year 2020 reflected a 11.63% increase as compared to 2019 income tax revenues. Fiscal Year 2021
income tax revenues are anticipated to remain the same as compared to 2020. Due to the uncertainty
of the State distribution formula, Fiscal Year 2022 is budgeted with a 4.65% decline as compared to the
Fiscal Year 2021 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% 4.8%
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 2021 permit revenues are estimated to finish approximately 11% higher than Fiscal
Year 2020, and Fiscal Year 2022 is budgeted to decrease as compared to the 2021 estimate.
In Fiscal Year 2006, building permit revenues accounted for 37% of the Village’s overall General
Fund revenue. Fiscal Year 2022 building permit revenues are estimated to account for 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 2020 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 Village’s EAV increased from 2014 – 2018 EAV increased by the same
percentage. The Village’s 2019 EAV increased by approximately 5% and the 2020 EAV is estimated to
increase by 6%.
Page 23
GENERAL FUND REVENUES
Tax Rate Percentage Tax Rate Percentage
Village of Plainfield 0.4669 5.50%0.4079 5.69%
Will County & Forest Preserve 0.7304 8.60%0.6543 9.12%
School District 202 5.4425 64.08%4.5876 63.98%
Joliet Junior College 525 0.2938 3.46%0.2144 2.99%
Plainfield Township Park District 0.2554 3.00%0.174 2.43%
Plainfield Public Library District 0.1848 2.17%0.1421 1.98%
Plainfield Fire Protection District 0.9339 11.00%0.8419 11.74%
Township and Other 0.1859 2.19%0.1483 2.07%
Total Tax Rate 8.4936 100.00%7.1705 100.00%
Village of Plainfield
Comparison of Tax Rates per $100 of Assessed Valuation
2019 and 2009 Levy Years
2019 Levy 2009
Village of Plainfield
5.50%
Will County & Forest
Preserve
8.60%
School District 202
64.08%
Joliet Junior College
525
3.46%
Plainfield Township
Park District
3.00%
Plainfield Public
Library District
2.17%
Plainfield
Fire
Protection
District
11.00%
Township and Other
2.19%
2019 Levy Tax Distribution by District
Residential88.13%Commercial
10.36%
Industrial
1.17%
Farm
0.31%Railroad0.03%
2019 Levy
Village Equalized Assessed Value by Type
Page 24
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Fund: 01 - General Fund
5,538,793 5,929,329 6,302,842 6,919,900 7,148,780
10,334,450 10,870,272 11,556,111 10,794,703 12,255,000
1,106,952 1,124,341 1,008,302 1,107,800 1,007,800
1,094,102 1,318,572 1,460,594 1,163,200 1,388,200
641,082 611,677 678,496 708,000 694,000
4,761,507 4,927,437 5,173,763 5,305,000 5,453,200
56,545 147,994 65,421 35,750 35,750
676,567 658,354 601,567 625,000 595,000
116,511 270,129 380,539 98,209 41,758
712,604 409,787 142,970 137,500 135,500
467,448 452,080 468,282 475,000 405,000
18,000 25,000 25,000 225,000 225,000
$25,524,561 $26,744,972 $27,863,887 $27,595,062 $29,384,988
Administration/Finance 7,445,410 8,367,812 9,118,204 8,108,759 9,027,045
Police Department 11,913,161 12,686,110 12,719,854 13,809,053 14,332,593
Street Department 3,864,189 3,978,493 4,275,503 4,051,700 4,326,500
Planning Program 549,991 593,847 558,561 628,150 676,050
Building Program 865,696 964,165 991,573 997,400 1,022,800
$24,638,447 $26,590,427 $27,663,695 $27,595,062 $29,384,988
$886,114 $154,545 $200,192 $0 $0
Classification
Revenues
Property Taxes
General Fund
Revenue & Expense Summary
2021-2022 Fiscal Year Budget
State of Illinois Taxes
Other Taxes
Licenses & Permits
Revenue Totals
Fines and Forfeits
Charges for Services
Expense Totals
Total: General Fund
Grants
Franchise Fees
Investment Income
Intergovernmental
Interfund Transfers
Expenses
Miscellaneous
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
FY 2018 Actual FY 2019 ActualFY 2020 Actual FY 2021
Adopted
Budget
FY 2022
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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 01 - General Fund
Revenues
Property Tax Revenue 3,238,347 3,607,982 4,084,845 4,414,900 4,512,650 4,518,780
Property Tax Rev-Road & 362,941 377,733 381,555 375,000 384,400 380,000
Property Tax-Police Pen 1,364,479 1,402,475 1,297,308 1,580,000 1,577,500 1,700,000
Property Tax Rev-IMRF 573,026 541,139 539,134 550,000 549,370 550,000
$5,538,793 $5,929,329 $6,302,842 $6,919,900 $7,023,920 $7,148,780
STTAX - State of Illinois Taxes
Municipal Sales Tax 5,642,698 5,754,207 5,775,938 5,889,703 6,000,000 6,550,000
Illinois Income Tax 3,589,279 3,842,879 4,289,960 3,750,000 4,300,000 4,100,000
Replacement Tax 55,764 48,665 63,799 55,000 53,000 55,000
Local Use Tax 1,046,709 1,224,521 1,426,414 1,100,000 1,725,000 1,550,000
$10,334,450 $10,870,272 $11,556,111 $10,794,703 $12,078,000 $12,255,000
Hotel/Motel Tax 1,438 1,097 672 800 500 800
Amusement Tax 8,220 7,168 4,595 7,000 1,000 7,000
Local Motor Fuel Tax 1,097,294 1,116,076 1,003,035 1,100,000 895,000 1,000,000
$1,106,952 $1,124,341 $1,008,302 $1,107,800 $896,500 $1,007,800
LIC&PER - Licenses and Permits
Liquor License 112,919 103,150 112,523 100,000 98,000 100,000
Contractors License 50,100 44,400 48,150 45,000 42,000 45,000
Cigarette License 6,500 8,000 6,045 6,000 6,000 6,000
Scavenger License 100 100 100 200 100 200
Business License 40,488 41,438 42,250 40,000 43,000 40,000
Building Permit 855,481 1,087,619 1,171,669 950,000 1,300,000 1,175,000
Sign Permit 4,394 3,895 4,937 5,000 3,500 5,000
Special Movement Permit 21,950 26,540 72,155 15,000 28,000 15,000
Solicitors Permit 2,170 3,430 2,765 2,000 2,500 2,000
$1,094,102 $1,318,572 $1,460,594 $1,163,200 $1,523,100 $1,388,200
Will County Court Fines 319,256 353,322 376,964 330,000 275,000 325,000
Aministrative Fines(P-Tkts)128,239 179,769 144,555 135,000 95,000 125,000
Aministrative Fines - Late fees 8,940 9,020 8,010 9,000 8,000 9,000
Asset Seizure 51,270 43,815 13,338 225,000 95,000 225,000
Alarm Fees 3,100 650 500 1,000 9,000 1,000
Kendall County Court Fines 2,228 2,213 3,141 2,000 4,500 3,000
Total: Licenses & Permits
FIN - Fines and Forfeits
Total: State of Illinois Taxes
OTHTX - Other Taxes
Total: Other Taxes
General Fund
Revenue Detail
2021-2022 Fiscal Year Budget
PROPTX - Property Taxes
Total: Property Taxes
Page 26
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Revenue Detail
2021-2022 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Asset Seizure (DOJ)128,049 22,888 131,988 5,000 0 5,000
Asset Seizure (US Treas)0 0 0 1,000 0 1,000
$641,082 $611,677 $678,496 $708,000 $486,500 $694,000
Garbage Fee 4,157,777 4,320,878 4,504,532 4,665,000 4,675,000 4,850,000
Garbage Penalties 55,380 55,301 45,884 55,000 0 25,000
Engineering Services 13,375 0 0 5,000 0 5,000
Zoning Applications 28,056 37,634 22,544 20,000 19,000 15,000
Accident Report Fees 5,876 5,969 7,905 5,000 5,300 5,000
Copies-Maps & Ordinances 2,639 2,512 2,391 2,000 1,100 2,000
Impound Fee 26,250 32,762 26,150 25,000 37,000 25,000
Parking Lot Revenue 1,950 8,566 1,484 4,000 50 2,000
Tower Rent 41,837 42,910 45,110 45,800 46,000 46,000
Rental Income 49,200 49,200 49,200 49,200 49,200 49,200
Rental-Community/Multi 4,259 3,740 3,165 4,000 0 4,000
Special Detail/OT 124,908 117,965 115,398 75,000 20,000 75,000
Water & Sewer Service 250,000 250,000 350,000 350,000 350,000 350,000
$4,761,507 $4,927,437 $5,173,763 $5,305,000 $5,202,650 $5,453,200
Grant Revenue 20,698 98,848 8,600 0 1,822,616 0
Bulletproof Vest Grant 5,325 3,425 6,081 3,000 1,500 3,000
Tobacco Grant 1,375 2,750 1,375 2,750 1,320 2,750
Traffic Grant 29,147 42,971 49,365 30,000 27,000 30,000
$56,545 $147,994 $65,421 $35,750 $1,852,436 $35,750
AT&T Franchise Payment 153,127 126,384 127,184 125,000 115,000 120,000
Cable TV- Franchise 523,440 531,970 474,383 500,000 465,000 475,000
$676,567 $658,354 $601,567 $625,000 $580,000 $595,000
Interest Income 124,418 225,089 220,671 98,209 105,000 41,758
Realized Gain/Loss 14,898 (829)69,706 0 0 0
Unrealized Gain/Loss (22,805)45,869 90,162 0 0 0
$116,511 $270,129 $380,539 $98,209 $105,000 $41,758
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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Revenue Detail
2021-2022 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Event Sponsorship Program 4,950 5,729 3,300 5,000 0 3,000
Amphitheater Rent 1,375 250 125 500 0 500
Restitution Program 0 0 200 0 4,100 0
Donation/Contribution 20,772 17,083 21,579 15,000 6,500 15,000
Sales-Fixed Assets 4,500 0 4,740 2,000 22,000 2,000
Liability Write Off 453,380 238,525 0 0 0 0
Other Reimbursements 210,915 99,015 95,255 90,000 117,000 90,000
Other Receipts 16,712 49,185 17,771 25,000 20,000 25,000
$712,604 $409,787 $142,970 $137,500 $169,600 $135,500
INTERGOV - Intergovernmental
School Liaison 454,895 441,774 460,772 465,000 30,000 395,000
HIDTA/Organized Crime 12,553 10,306 7,510 10,000 23,000 10,000
$467,448 $452,080 $468,282 $475,000 $53,000 $405,000
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.18,000 25,000 25,000 25,000 25,000 25,000
$18,000 $25,000 $25,000 $225,000 $225,000 $225,000
$25,524,561 $26,744,972 $27,863,887 $27,595,062 $30,195,706 $29,384,988Revenues 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 14,000 households. In
addition, Waste Management offers a collection program for electronics and household hazardous
waste through At Your Door. In 2020, Village residents recycled approximately 154,000 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
*Early Voting Totals – the Village processed 1,293 early voters for the March Primary (Village staff) and 4,247 for
the 2020 Presidential (County Staff)
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 2014 2015 2016 2017 2018 2019 2020
Processing of Ordinances 62 51 42 53 58 43 51
Processing of Resolutions 10 26 12 15 13 11 19
Village Board Meetings Minutes/Agendas 28 21 21 22 25 21 22
COW Workshop Meetings/Agendas 14 18 23 20 21 19 16
FOIA Requests Processed 270 349 370 417 450 440 486
Early Voting (when applicable) 1,874 237 5,310 519 4,087 330 *5,540
Page 30
ADMINISTRATION/FINANCE
Management Services Performance Measures – Accounts Payable/Payroll
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Checks Issued:
Accounts Payable
Payroll Checks
3,556
417
3,467
424
3,379
390
3,383
406
3,346
356
3,520
298
3,669
220
No. of direct
deposits 4,763 4,884 4,932 5,045 5,089 5,275 5,403
Total Payroll
Processed 5,180 5,308 5,322 5,451 5,445 5,573 5,623
Management Services Performance Measures – Utility Billing
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Total Billing
Accounts:
(as of 4/30)
13,217 13,400 13,565 13,708 13,862 14,058
Total Water
consumption billed:
(cubic feet) 147,821,768 143,551,989 148,331,627 152,525,850 153,103,708 144,264,815
Residential
Commercial
Industrial
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
107,941,200
19,115,120
17,208,495
Total Water Bill
Transactions: 156,826 159,281 161,593 162,422 165,185 167,426
Lockbox/Electronic
Direct Debit
Front desk
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
73,979
49,766
43,681
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, HOA 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 project and event coordination including America In Bloom, the Riverfront, Hunger Action
Month, and Settlers’ Park programming.
FY 2021-2022 Community Relations Key Objectives
• Continue to use weekly E-News Updates, Economic Development E-News Updates, HOA 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 billboard for public service announcements and to promote Village/community
events.
• Continue to add/update information on the Village web site.
• Create and send E-News, Economic Development E-News, and HOA updates.
• 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 Coordinate the America In Bloom project including the written report and associated
projects.
o Settlers’ Park Projects - Promote the completion of the Settlers’ Park landscaping project
and the installation of the new playground. Develop consistent signage for the park.
o Coordinate and work with other Village Departments to begin implementing the new
Riverfront Master Plan.
o Work with other agencies/groups to assist in publicizing their events through E-News, the
Village web site, the digital billboard, and social media.
o Continue Hunger Action Month activities in conjunction with the Northern Illinois Food
Bank, Plainfield Area Interfaith Food Pantry, Plainfield Park District, Plainfield Public
Library District, Plainfield School District 202, C.W. Avery Y.M.C.A, and the Plainfield Area
Chamber of Commerce.
o Coordinate and publicize the annual Toys for Tots collection.
Page 32
ADMINISTRATION/FINANCE
FY 2021-2022 Community Relations Key Objectives (continued)
• Settlers’ Park Concerts & Movies:
o Coordinate all aspects of the annual summer concert and movie series including
schedules, bands, movies, publicity, concessions, the event hotline, and community group
participation.
o Continue event/series sponsorships for these programs.
o Work with other jurisdictions/groups/food vendors to coordinate activities/offerings at
the movies.
Note: At this time, the 2021 concerts and movies are 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 2022.
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 2021-2022 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. Continue to monitor federal and 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 2021-2022 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.
• Transition our Personnel Manual to the Lexipol platform. This will ensure timely policy updates
with easier communication and training on the changes. Maintain consistencies with the Police
Department’s Lexipol implementation and our Collective Bargaining Agreement.
• Work with IT and the Police Department to effectively implement the Pace Scheduler platform.
Work towards digital transfer of payroll data instead of hardcopy and manual entry of the data.
• Using our compensation/organization structure study, continue evaluating trends to build upon
our compensation philosophy.
• Assist in employee recognition and the development of personnel through training programs
structured for every level of employee.
• Participate and help coordinate negotiating efforts for a renewed Collective Bargaining
Agreement with MAP in 2022.
• 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). Our Gold Standard 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 Encouragement to get moving by including walking and exercise program points.
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 four employees: the IT Director, IT Operations Manager, IT Support
Specialist, and an IT Specialist for Geographical Information Systems (GIS).
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 3
GIS Staff 1
*not all issues are reported as a support ticket
Information Technology FY 2021-2022 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 further enhancing our security posture with
additional user-based security, monitoring tools, and audit mechanisms.
We will also continue to build out our online services, both for residents and internally for employees.
During the events of the pandemic, we shifted focus and started moving some services online and will
continue to do so where appropriate. We will also move internal services online, if possible, to provide
options for a more mobile workforce in the event of future long-term office closures. To that end we
will also work to replace aging desktop computers with laptops.
The IT Department and Police Department have been considering the use of body worn cameras for
some time now and based on current mandates we will be looking to implement body worn cameras
during this fiscal year. We will work with the Police Department to select a vendor and implement a
functional body worn camera solution that provides necessary features for the officers and integrates
well with existing infrastructure.
We will also be involved with the design and configuration of the technological aspects of the planned
PEMA facility as we see that project come to fruition and make it a functional resource for the Village.
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
2015 1810
2016 1693
2017 1083
2018 942
2019 1015
2020 1066
Page 35
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
2022
Proposed
Budget
1,272,722 1,380,447 1,419,084 1,476,873 1,795,514 1,862,500
505,693 536,021 551,280 528,872 736,622 771,080
11,066 11,892 14,389 13,958 16,063 23,305
96,020 95,485 123,471 112,020 138,750 152,800
4,355,814 4,633,183 4,586,998 4,737,669 5,017,510 5,378,860
103,520 255,551 313,378 240,800 404,300 838,500
Sub-total $6,344,835 $6,912,579 $7,008,600 $7,110,192 $8,108,759 $9,027,045
2,189,567 532,831 1,359,212 2,008,012 0 0
$8,534,402 $7,445,410 $8,367,812 $9,118,204 $8,108,759 $9,027,045
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Administration/Finance Summary
2021-2022 Fiscal Year Budget
Unit: 04 - Administration/Finance
Total Administration/Finance
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Other
Transfers
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
2022
Proposed
Budget
Admin/Finance Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 36
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Unit: 04 - Administration/Finance
Contrac - Contractual Services
Fees to Refuse Hauler 3,821,167 3,982,891 4,161,324 4,300,000 4,345,750 4,480,000
Bad Debt Expense 272,422 0 0 0 0 0
$4,093,589 $3,982,891 $4,161,324 $4,300,000 $4,345,750 $4,480,000
Salaries-President 23,667 24,000 24,000 24,000 24,000 24,000
Salaries-Elected Officials 24,200 23,800 25,300 25,000 23,000 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
$51,867 $51,800 $53,300 $53,000 $51,000 $53,000
FICA 3,055 3,037 3,286 3,300 3,100 3,300
Medicare 714 710 769 780 750 780
IMRF 233 0 0 0 0 0
Employee Insurance 141 139 109 150 110 150
Travel/Training 6,145 4,393 1,919 10,000 500 10,000
$10,288 $8,279 $6,083 $14,230 $4,460 $14,230
SUPP - Supplies and Commodities
Replacement Supplies 0 0 742 3,000 4,000 3,000
Dues & Subscriptions 33,946 56,001 50,868 40,000 48,000 50,000
$33,946 $56,001 $51,610 $43,000 $52,000 $53,000
Contrac - Contractual Services
Public Relations 82,765 100,472 122,741 115,000 100,000 115,000
Cable TV 20 0 0 10,000 16,000 10,000
$82,785 $100,472 $122,741 $125,000 $116,000 $125,000
Economic Incentive Rebate 165,532 189,796 134,559 225,000 325,000 650,000
$165,532 $189,796 $134,559 $225,000 $325,000 $650,000
$344,418 $406,348 $368,293 $460,230 $548,460 $895,230
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
Division: 00 - Non-Divisional
Division: 01 - Legislative Program
Expenditures
Total: Salaries and Wages
BEN - Benefits
Total: Non-Divisional
SAL - Salaries and Wages
Total: Benefits
OTHER - Other
Total: Other
Total: 01 - Legislative Program
Total: Supplies & Commodities
Total: Contractual Services
Page 37
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
Salaries-Full Time 718,382 744,712 768,361 650,000 670,000 675,000
Salaries-Part Time 52,773 53,127 55,836 55,000 63,000 75,000
Salaries-Overtime 2,734 878 359 3,000 200 2,000
$773,889 $798,717 $824,556 $708,000 $733,200 $752,000
FICA 44,176 45,116 45,731 43,900 38,000 45,000
Medicare 11,215 11,560 11,786 10,265 10,000 10,500
IMRF 86,552 84,813 80,550 77,900 78,000 80,000
Employee Insurance 99,560 103,736 105,980 88,000 96,000 90,000
Deferred Comp. Contribution 22,077 23,458 18,208 25,500 20,000 25,000
Travel/Training 9,320 12,055 4,901 15,000 1,000 12,000
IL Unemployment Insurance 3,876 4,043 3,594 5,000 3,650 5,000
$276,776 $284,781 $270,750 $265,565 $246,650 $267,500
UTIL - Utilities
Telephone/Internet 4,736 6,346 5,814 5,500 3,000 12,085
Cellular Phones/Pagers 2,262 2,146 2,531 2,300 1,800 2,500
$6,998 $8,492 $8,345 $7,800 $4,800 $14,585
SUPP - Supplies and Commodities
Office Supplies/Postage 31,370 32,003 33,066 32,000 32,000 32,000
Dues & Subscriptions 3,759 3,716 3,759 5,000 3,000 5,000
Gas/Oil/Mileage/Carwash 8,205 8,919 8,378 9,500 7,200 9,500
$43,334 $44,638 $45,203 $46,500 $42,200 $46,500
Contrac - Contractual Services
Maintenance Contracts/Lease 7,908 8,719 4,046 8,000 2,000 8,000
Recording Fees 398 1,579 166 1,500 500 1,000
Legal Notices 2,085 2,328 2,079 2,500 2,300 2,500
Legal Fees 41,774 48,478 60,032 45,000 40,000 80,000
Contractual Services 59,102 95,535 54,690 80,000 53,000 65,000
$111,267 $156,639 $121,013 $137,000 $97,800 $156,500
OTHER - Other
Office Furniture & Equipment 641 1,748 9,982 5,000 5,000 5,000
Contingencies 0 37,696 7,054 45,000 28,000 40,000
$641 $39,444 $17,036 $50,000 $33,000 $45,000
Total: 02 - Administration $1,212,905 $1,332,711 $1,286,903 $1,214,865 $1,157,650 $1,282,085
Division: 02 - Administration Program
Total: Salaries and Wages
Total: Benefits
BEN - Benefits
Total: OTHER - Other
SAL - Salaries and Wages
Total: UTIL - Utilities
Total: Supplies & Commodities
Total: Contractual Services
Page 38
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
Salaries-Full Time 99,201 102,251 104,807 108,000 108,000 111,000
$99,201 $102,251 $104,807 $108,000 $108,000 $111,000
FICA 5,680 5,901 5,881 6,700 6,700 6,800
Medicare 1,328 1,380 1,375 1,600 1,500 1,600
IMRF 11,231 11,010 10,345 12,075 11,750 12,100
Employee Insurance 19,865 21,094 21,592 23,500 23,500 25,000
Deferred Comp. Contribution 3,608 3,656 1,700 4,000 2,000 4,000
Travel/Training 155 251 25 1,500 200 1,500
$41,867 $43,292 $40,918 $49,375 $45,650 $51,000
UTIL - Utilities
Telephone/Internet 474 635 677 700 400 750
$474 $635 $677 $700 $400 $750
SUPP - Supplies and Commodities
Office Supplies/Postage 94 0 0 500 0 300
Dues & Subscriptions 1,316 530 570 850 650 850
Gas/Oil/Mileage/Carwash 0 0 0 100 0 100
$1,410 $530 $570 $1,450 $650 $1,250
Contrac - Contractual Services
Public Relations 10,647 10,799 11,124 13,000 10,000 28,000
Marketing and Promotions 500 173 0 1,500 200 1,000
Settler's Park 6,892 6,191 4,287 8,500 0 4,000
Contractual Services 336 3,850 384 4,000 14,000 4,000
$18,375 $21,013 $15,795 $27,000 $24,200 $37,000
Total: 03-Community Relations $161,327 $167,721 $162,767 $186,525 $178,900 $201,000
Division: 03 - Community Relations Program
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
SAL - Salaries and Wages
Total: Benefits
Total: UTIL - Utilities
Total: Salaries and Wages
Page 39
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
Salaries-Full Time 45,909 50,139 52,087 53,000 52,000 55,000
Salaries-Overtime 4,673 4,226 4,176 3,000 3,500 4,500
$50,582 $54,365 $56,263 $56,000 $55,500 $59,500
FICA 2,996 3,227 3,323 3,400 3,300 3,700
Medicare 701 755 777 800 750 900
IMRF 5,586 5,766 5,493 5,900 5,900 6,500
Employee Insurance 11,946 15,300 15,525 17,500 15,800 18,000
Deferred Comp. Contribution 343 777 786 0 700 1,000
$21,572 $25,825 $25,904 $27,600 $26,450 $30,100
SUPP - Supplies and Commodities
Building Supplies 11,614 10,387 10,722 12,000 12,000 15,000
$11,614 $10,387 $10,722 $12,000 $12,000 $15,000
Contrac - Contractual Services
Contractual Services 46,024 43,067 45,241 40,000 42,000 45,000
$46,024 $43,067 $45,241 $40,000 $42,000 $45,000
OTHER - Other
Building Improvements 28,178 5,987 4,775 30,000 33,000 25,000
$28,178 $5,987 $4,775 $30,000 $33,000 $25,000
Total: 04-Facility Management $157,970 $139,631 $142,905 $165,600 $168,950 $174,600
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Total: Benefits
SAL - Salaries and Wages
Total: Salaries and Wages
Division: 04 - Facility Management Program
Page 40
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
Salaries-Full Time 163,895 166,248 174,765 180,000 183,000 190,000
Salaries-Overtime 0 50 0 500 0 500
$163,895 $166,298 $174,765 $180,500 $183,000 $190,500
FICA 9,803 9,972 10,228 11,000 11,500 12,000
Medicare 2,293 2,332 2,392 2,500 2,600 2,800
IMRF 18,321 17,738 17,263 19,650 20,000 21,000
Employee Insurance 35,224 38,063 39,343 42,500 43,000 45,000
Deferred Comp. Contribution 5,595 6,580 6,719 7,000 7,000 8,000
Travel/Training 5,979 8,688 964 6,500 800 6,500
$77,215 $83,373 $76,909 $89,150 $84,900 $95,300
UTIL - Utilities
Telephone/Internet 947 1,269 1,067 1,000 500 1,000
Cellular Phones/Pagers 551 667 672 600 600 600
$1,498 $1,936 $1,739 $1,600 $1,100 $1,600
SUPP - Supplies and Commodities
Office Supplies/Postage 774 518 890 1,500 1,200 1,500
Dues & Subscriptions 928 7,804 946 9,000 1,000 9,000
Gas/Oil/Mileage/Carwash 303 341 24 1,200 100 1,200
$2,005 $8,663 $1,860 $11,700 $2,300 $11,700
Contrac - Contractual Services
Public Relations 11,134 4,149 10,143 12,300 9,000 12,000
Contractual Services 4,128 5,473 4,393 8,000 5,000 8,000
$15,262 $9,622 $14,536 $20,300 $14,000 $20,000
Total: 06 - Human Resources $259,875 $269,892 $269,809 $303,250 $285,300 $319,100
Total: UTIL - Utilities
BEN - Benefits
SAL - Salaries and Wages
Total: Salaries and Wages
Division: 06 - Human Resources Program
Total: Benefits
Total: Supplies & Commodities
Total: Contractual Services
Page 41
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
Salaries-Full Time 241,013 245,653 263,182 365,000 300,000 368,000
Salaries-Overtime 0 0 0 500 0 500
$241,013 $245,653 $263,182 $365,500 $300,000 $368,500
FICA 14,804 15,004 16,118 22,500 18,000 23,000
Medicare 3,462 3,509 3,769 5,300 4,500 5,400
IMRF 26,929 26,162 26,278 40,000 32,500 40,500
Employee Insurance 39,617 42,083 44,200 60,000 62,000 81,000
Deferred Comp. Contribution 8,540 6,926 8,767 9,000 5,000 6,000
Travel/Conventions/Training 14,951 12,046 9,176 17,000 1,000 17,000
$108,303 $105,730 $108,308 $153,800 $123,000 $172,900
UTIL - Utilities
Telephone/Internet 474 669 534 500 300 500
Cellular Phones/Pagers 2,448 2,657 2,663 3,700 3,000 4,170
$2,922 $3,326 $3,197 $4,200 $3,300 $4,670
SUPP - Supplies and Commodities
Office Supplies/Postage 1,759 1,869 941 1,400 2,200 1,750
Dues & Subscriptions 484 675 754 700 700 800
Gas/Oil/Mileage/Carwash 630 340 360 400 100 400
Uniforms 303 368 0 500 300 800
$3,176 $3,252 $2,055 $3,000 $3,300 $3,750
Contrac - Contractual Services
Software Licensing/Renewals 248,071 256,683 241,440 289,950 425,000 436,700
Contractual Services 17,810 16,611 15,579 56,100 50,000 55,500
$265,881 $273,294 $257,019 $346,050 $475,000 $492,200
OTHER - Other
Server/Network Supplies 49,883 55,355 58,663 74,300 53,000 78,500
Computers 11,317 22,796 25,767 25,000 40,000 40,000
$61,200 $78,151 $84,430 $99,300 $93,000 $118,500
Total: 08 - IT Program $682,495 $709,406 $718,191 $971,850 $997,600 $1,160,520
Total: Supplies & Commodities
Total: UTIL - Utilities
Total: OTHER - Other
Total: Salaries and Wages
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Total: Contractual Services
Division: 08 - IT Program
Page 42
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Administration/Finance Detail
2021-2022 Fiscal Year Budget
General Fund
SAL - Salaries and Wages
Salaries-Full Time 0 0 0 282,714 275,000 292,000
Salaries - Part Time 0 0 0 40,800 26,000 35,000
Salaries-Overtime 0 0 0 1,000 0 1,000
$0 $0 $0 $324,514 $301,000 $328,000
BEN - Benefits
FICA 0 0 0 20,040 18,100 20,300
Medicare 0 0 0 4,705 4,200 4,750
IMRF 0 0 0 35,700 33,500 36,000
Employee Insurance 0 0 0 65,457 65,500 68,000
Deferred Comp. Contrib.0 0 0 8,000 7,000 8,000
Travel/Training 0 0 0 3,000 1,000 3,000
$0 $0 $0 $136,902 $129,300 $140,050
UTIL - Utilities
Telephone/Internet 0 0 0 1,092 600 1,000
Cellular Phones/Pagers 0 0 0 671 1,050 700
$0 $0 $0 $1,763 $1,650 $1,700
SUPP - Supplies and Commodities
Office Supplies/Postage 0 0 0 10,000 4,500 10,000
Dues & Subscriptions 0 0 0 10,000 9,000 10,500
Gas/Oil/Mileage/Carwash 0 0 0 500 750 500
Uniforms/Clothing 0 0 0 600 560 600
$0 $0 $0 $21,100 $14,810 $21,600
Contrac - Contractual Services
Maintenance Contracts/Lease 0 0 0 2,160 2,000 2,160
Vehicle Maintenance 0 0 0 0 850 1,000
Legal Fees 0 0 0 20,000 15,000 20,000
$0 $0 $0 $22,160 $17,850 $23,160
Total: Legal Services $0 $0 $0 $506,439 $464,610 $514,510
Transfer to Capital 532,831 1,359,212 2,008,012 0 0 0
$532,831 $1,359,212 $2,008,012 $0 $0 $0
Total: Administration/Finance $7,445,410 $8,367,812 $9,118,204 $8,108,759 $8,147,220 $9,027,045
Total: Contractual Services
Division: 09 - Legal Services
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Transfers
Transfers
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. Due
to the operational impact of the COVID-19 pandemic, there are items proposed in this year’s Budget
that extended from the prior year. 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, each which is
overseen by a sworn Commander. These Divisions, along with the Executive Division 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 implementation of Lexipol in 2020, has
resulted in Department wide policy updates. The Department was reaccredited in 2020 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, Accounting Assistant, Custodians, as
well as facility-specific costs. Aside from adjustments in this Division as a result of salaries and benefits,
there is a slight increase in Building Maintenance for additional costs due to enhanced cleaning measures
from the impact of COVID-19 and funds to service the HVAC systems.
Police - Patrol Division
The Patrol Division is overseen by Patrol Commander Anthony Novak and represents all platoon Patrol
functions, including Fleet Maintenance. Salaries, uniforms, training, ammunition, range maintenance
and wireless communications are included in this area.
The Patrol Division is proposing the hiring of three (3) additional officers to the ranks, and subsequent
promotions and personnel movements in FY22.
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
• School Resource Officers
• DARE
• Property/Evidence Control
Police - Support Services Division
The Support Services Division 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.
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 25 volunteers providing more than 2,437 hours of
volunteer service to the Village in 2020.
Several members of PEMA have obtained advanced certifications and qualifications in Emergency
Management including 15 members trained in Search and Rescue and several members completed their
FEMA Professional Development Series training.
The fiscal year 2021 Budget reflects a 2% increase due to the need to update radio equipment. The
construction of the new PEMA facility is well into the planning stages and they plan to break ground in
April 2021.
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, IT Equipment
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 for the part-time
secretary salary.
FY 2021-2022 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 2015 2016 2017 2018 2019 2020
Calls Responded To 34,031 34,176 33,476 37,915 39,715 30,847
Total Traffic Citations 6,964 6,842 6,285 7,464 8,212 5294
Total DUI Arrests 69 68 84 99 88 93
Total Occupant Restraint Citations 651 350 485 662 819 985
Total Crashes (includes private property) 1,272 1,020 1,151 1,347 1,320 845
DARE Program Student Attendance 1,631 2,100 2,100 790 782 817
Battery 140 150 164 179 140 112
Burglary to Motor Vehicle 68 87 51 75 52 57
Suicide/Attempt 29 55 66 80 44 35
Sexual Assault 9 10 29 34 40 24
Retail Theft 105 96 148 103 72 74
Mental Health Calls 21 22 17 16
Drug Related Calls 104 156 89 70
IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND
PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE
Page 46
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Salaries and Wages 6,839,442 7,076,406 7,431,449 7,735,573 8,117,439 8,420,518
Benefits 3,064,648 3,342,703 3,485,115 3,425,247 3,831,618 4,060,416
Utilities 57,217 59,597 68,639 73,299 63,212 74,215
Supplies and Commodities 284,324 319,678 316,388 349,290 357,320 363,520
Contractual Services 1,067,694 981,636 1,083,725 1,048,631 1,283,814 1,273,924
Other 50,006 133,141 300,794 87,814 155,650 140,000
Total - Police Department $11,363,331 $11,913,161 $12,686,110 $12,719,854 $13,809,053 $14,332,593
Classification
Fund: 01 - General Fund
Expenditures
Total Police Department
General Fund
Police Division Summary
2021-2022 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 2017Actual FY 2018Actual FY 2019Actual FY 2020Actual FY 2021Adopted
Budget
FY 2022Proposed
Budget
Police Division Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 47
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
BudgetFund: 01 - General FundExpenditures
Unit: 05 - Police Department
SAL - Salaries and Wages
Salaries-Full Time 299,913 309,660 311,250 337,760 337,000 345,063
Salaries-Part Time 31,652 34,245 32,369 35,875 33,000 34,944
Salaries-Overtime 336 361 1,096 1,000 350 1,000
$331,901 $344,266 $344,715 $374,635 $370,350 $381,007
BEN - Benefits
FICA 19,524 20,055 19,966 23,227 23,000 23,622
Medicare 4,644 4,773 4,761 5,432 5,300 5,525
IMRF 21,480 21,272 19,397 25,156 23,000 25,576
Employee Insurance 63,658 63,618 63,830 71,539 71,500 72,800
Deferred Comp. Contrib.6,003 6,068 6,135 8,000 7,000 8,000
Travel/Training 2,113 4,058 4,891 7,000 5,000 7,000
Education/School 494 0 3,511 3,000 3,000 3,000
Unemployment Insurance 18,909 18,634 18,788 20,000 16,000 20,000
$136,825 $138,478 $141,279 $163,354 $153,800 $165,523
UTIL - Utilities
Telephone/Internet 1,384 1,741 627 1,092 600 1,100
Cellular Phones/Pagers 697 748 734 720 650 1,200
$2,081 $2,489 $1,361 $1,812 $1,250 $2,300
SUPP - Supplies and Commodities
Office Supplies/Postage 5,687 4,680 6,461 8,000 6,000 8,000
Replacement Supplies 1,097 907 1,837 3,500 3,000 4,550
Dues & Subscriptions 3,380 2,967 3,264 5,000 5,000 5,000
Gas/Oil/Mileage/Carwash 940 1,178 5,278 3,700 1,200 3,700
Uniforms/Clothing 1,798 1,871 2,515 1,800 2,000 1,800
$12,902 $11,603 $19,355 $22,000 $17,200 $23,050
Contrac - Contractual Services
Maintenance Contracts/Lease 6,422 7,385 6,547 6,709 6,000 6,709
Custodian 44,315 58,936 64,491 60,000 65,000 65,000
Vehicle Maintenance 449 2,115 651 2,500 2,000 2,500
Contractual Services 4,073 3,002 4,760 28,000 25,000 8,000
$55,259 $71,438 $76,449 $97,209 $98,000 $82,209
Total: Administration Program $538,968 $568,274 $583,159 $659,010 $640,600 $654,089
Total: Supplies & Commodities
Division: 02 - Police Executive
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Contractual Services
Page 48
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 3,612,010 3,972,682 4,258,971 4,142,260 4,100,000 4,262,309
Salaries-Part Time 257,795 245,263 261,624 0 8,971 0
Salaries-Overtime 331,280 306,702 291,642 250,000 220,000 250,000
$4,201,085 $4,524,647 $4,812,237 $4,392,260 $4,328,971 $4,512,309
BEN - Benefits
FICA 253,591 271,691 288,235 272,320 269,000 279,763
Medicare 59,593 64,010 67,924 63,687 63,000 65,428
IMRF 42,654 41,580 40,872 45,993 15,000 14,550
Employer Pension Contrib.1,364,479 1,402,475 1,297,308 1,580,000 1,577,500 1,700,000
Employee Insurance 579,887 615,423 659,918 606,620 656,000 665,615
Deferred Comp. Contrib.92,270 122,332 115,355 130,000 120,000 125,000
Travel/Training 32,525 32,232 38,592 41,240 15,000 41,000
$2,424,999 $2,549,743 $2,508,204 $2,739,860 $2,715,500 $2,891,356
UTIL - Utilities
Telephone/Internet 24,613 29,305 40,595 13,604 28,000 12,160
Cellular Phones/Pagers 5,368 5,365 5,853 20,844 6,500 23,300
$29,981 $34,670 $46,448 $34,448 $34,500 $35,460
SUPP - Supplies and Commodities
Office Supplies/Postage 12,680 14,553 14,333 13,500 8,500 13,500
Replacement Supplies 18,015 18,178 16,250 17,000 17,000 17,000
Dues & Subscriptions 1,223 1,124 885 3,900 1,500 3,900
Gas/Oil/Mileage/Carwash 81,113 91,570 96,473 61,000 58,000 61,000
K-9 Unit 4,578 4,655 5,262 4,000 5,400 0
Uniforms/Clothing 41,291 37,983 52,837 44,900 46,000 43,150
Ammunition/Weapons 27,884 32,522 24,227 28,000 22,000 28,000
Bike Unit 1,260 825 5,806 3,500 3,500 3,500
$188,044 $201,410 $216,073 $175,800 $161,900 $170,050
Contrac - Contractual Services
Traffic Programs 21,518 20,302 13,161 0 0 0
Explorer Program 0 0 0 5,000 3,500 5,000
Radio Maintenance 2,933 955 0 2,000 250 2,000
Maintenance Contracts/Lease 13,552 15,656 14,521 19,275 2,000 15,995
Vehicle Maintenance 61,079 78,393 73,943 46,970 69,000 46,970
Contractual Services 12,479 13,887 12,479 16,000 15,000 16,000
Contractual Svcs - WESCOM 582,731 602,845 601,421 608,000 607,000 608,000
Animal Control 6,710 4,440 7,060 9,000 3,000 0
$701,002 $736,478 $722,585 $706,245 $699,750 $693,965
Total: Police Operations $7,545,111 $8,046,948 $8,305,547 $8,048,613 $7,940,621 $8,303,140
Total: Supplies & Commodities
Total: Contractual Services
Total: Salaries and Wages
Division: 51 - Police Patrol
Total: Benefits
Total: Utilities
Page 49
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 815,503 1,042,704 1,018,858 1,856,123 1,725,000 2,009,633
Salaries-Overtime 85,112 79,262 58,668 120,000 105,000 134,500
$900,615 $1,121,966 $1,077,526 $1,976,123 $1,830,000 $2,144,133
BEN - Benefits
FICA 63,061 68,145 64,642 122,520 113,500 132,936
Medicare 14,748 15,999 15,118 28,654 26,535 31,090
IMRF 0 6,773 6,766 14,840 13,500 15,212
Employee Insurance 167,976 177,746 176,357 330,749 315,000 358,181
Deferred Comp. Contrib.26,657 39,548 46,030 55,000 50,000 55,000
Travel/Training 8,938 10,445 9,975 23,800 10,000 32,460
$281,380 $318,656 $318,888 $575,563 $528,535 $624,879
UTIL - Utilities
Telephone/Internet 1,728 2,238 731 1,404 700 1,110
Cellular Phones/Pagers 9,243 11,609 11,676 12,924 11,500 19,800
$10,971 $13,847 $12,407 $14,328 $12,200 $20,910
SUPP - Supplies and Commodities
Office Supplies/Postage 4,822 2,488 3,100 5,500 4,000 5,500
Replacement Supplies 4,824 893 1,125 6,500 5,000 14,400
Dues & Subscriptions 3,470 5,050 3,923 4,970 4,000 5,220
Gas/Oil/Mileage/Carwash 15,810 16,974 16,888 40,000 13,000 30,000
Crime Scene/Evidence Tech 10,649 7,851 6,483 5,000 5,000 12,400
Uniforms/Clothing 6,105 7,199 9,148 12,800 13,400 13,000
$45,680 $40,455 $40,667 $74,770 $44,400 $80,520
Contrac - Contractual Services
Community Programs 0 0 0 8,500 7,000 8,500
Community Prog-Alc/Tobacco 0 0 0 2,500 500 2,500
Explorer Program 9,304 6,471 11,962 0 0 0
Radio Maintenance 415 0 1,326 28,500 28,000 31,000
Maintenance Contracts/Lease 3,825 3,735 3,151 5,420 3,500 4,920
Vehicle Maintenance 11,889 14,102 13,609 31,820 25,000 31,820
D.A.R.E. Program 0 0 0 5,000 4,000 5,000
Background Check Svcs.1,764 2,330 2,521 2,500 2,200 2,500
Accreditation 4,595 4,595 4,595 0 0 0$31,792 $31,233 $37,164 $84,240 $70,200 $86,240
OTHER - Other
Shop with a Cop 0 0 0 10,000 14,900 10,000
$0 $0 $0 $10,000 $14,900 $10,000
Total: Police Administration $1,270,438 $1,526,157 $1,486,652 $2,735,024 $2,500,235 $2,966,682
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Division: 52 - Police Administration
Page 50
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 445,733 216,142 226,435 0 0 0
Salaries-Part Time 21,248 27,636 32,979 0 0 0
Salaries-Overtime 7,263 6,235 4,310 0 0 0
$474,244 $250,013 $263,724 $0 $0 $0
BEN - Benefits
FICA 28,561 15,877 16,489 0 0 0
Medicare 6,680 3,713 3,856 0 0 0
IMRF 34,268 26,816 26,696 0 0 0
Employee Insurance 100,044 56,492 31,405 0 0 0
Deferred Comp. Contrib.11,047 8,966 10,182 0 0 0
Travel/Training 4,063 2,136 877 0 0 0
$184,663 $114,000 $89,505 $0 $0 $0
UTIL - Utilities
Telephone/Internet 1,728 2,238 731 0 0 0
$1,728 $2,238 $731 $0 $0 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 10,377 8,624 8,946 0 0 0
Dues & Subscriptions 50 15 50 0 0 0
Uniforms/Clothing 2,828 1,019 961 0 0 0
$13,255 $9,658 $9,957 $0 $0 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 3,585 2,160 5,193 0 0 0
$3,585 $2,160 $5,193 $0 $0 $0
Total: Police Records $677,475 $378,069 $369,110 $0 $0 $0
Division: 53 - Police Records
Total: Salaries and Wages
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Page 51
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
Contrac - Contractual Services
Seizure/Forfeiture Exp.85,954 123,515 77,906 225,000 90,000 225,000
$85,954 $123,515 $77,906 $225,000 $90,000 $225,000
Total: Seizure/Forfeiture $85,954 $123,515 $77,906 $225,000 $90,000 $225,000
SAL - Salaries and Wages
Salaries-Special Activities 88,380 77,522 72,901 32,513 20,000 32,513
$88,380 $77,522 $72,901 $32,513 $20,000 $32,513
BEN - Benefits
FICA 4,949 4,927 4,470 2,016 1,250 2,016
Medicare 1,159 1,169 1,067 471 300 471
$6,108 $6,096 $5,537 $2,487 $1,550 $2,487
SUPP - Supplies and Commodities
Mobile Field Force 201 0 960 0 0 0
$201 $0 $960 $0 $0 $0
Total: Police Special Activities $94,689 $83,618 $79,398 $35,000 $21,550 $35,000
Total: Salaries and Wages
Total: Benefits
Division: 55 - Police Special Activities
Total: Supplies & Commodities
Total: Contractual Services
Division: 54 - Seizure/Forfeiture
Page 52
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 764,801 909,075 947,620 978,189 920,000 984,456
Salaries-Part Time (8,947)203 1,598 302,219 250,000 303,600
Salaries-Overtime 49,411 46,408 47,938 56,000 35,000 56,000
$805,265 $955,686 $997,156 $1,336,408 $1,205,000 $1,344,056
BEN - Benefits
FICA 42,711 57,350 59,433 82,857 75,000 83,331
Medicare 10,033 13,508 14,010 19,378 17,500 19,489
IMRF 6,224 5,514 4,956 13,010 58,000 70,031
Employee Insurance 113,711 164,841 163,410 179,978 176,000 147,139
Deferred Comp. Contrib.17,519 27,000 28,752 41,000 35,000 40,000
Travel/Training 14,172 12,670 13,262 8,710 5,000 10,760
$204,370 $280,883 $283,823 $344,933 $366,500 $370,750
UTIL - Utilities
Telephone/Internet 1,728 2,238 919 2,808 1,500 2,200
Cellular Phones/Pagers 2,721 2,709 2,787 3,036 3,000 5,220
$4,449 $4,947 $3,706 $5,844 $4,500 $7,420
SUPP - Supplies and Commodities
Office Supplies/Postage 1,333 2,661 3,032 13,600 10,000 13,750
Replacement Supplies 7,735 931 3,366 4,700 1,000 8,200
Dues & Subscriptions 1,260 1,319 654 1,650 800 1,650
Gas/Oil/Mileage/Carwash 8,793 9,783 10,288 22,000 15,000 22,000
Uniforms/Clothing 6,271 4,443 6,592 9,700 9,700 11,200
$25,392 $19,137 $23,932 $51,650 $36,500 $56,800
Contrac - Contractual Services
Traffic Program 0 0 0 21,400 15000 25,900
Community Programs 7,508 4,895 4,662 0 0 0
Community Prog-Alc/Tobacco 128 152 24 0 0 0
Radio Maintenance 7,813 25,962 16,620 500 1,350 500
Maintenance Contracts 0 0 1,733 8,060 4,000 7,660
Vehicle Maintenance 8,627 16,321 10,431 21,210 20,000 21,500
DARE Program 4,818 4,159 4,999 0 0 0
Chaplaincy Program 1,330 1,097 2,880 3,000 1,500 3,000
Accreditation 0 0 0 8,000 4,600 8,000
Animal Control 0 0 0 0 0 9,000
$30,224 $52,586 $41,349 $62,170 $46,450 $75,560
OTHER - Other
Shop With a Cop 14,040 13,600 14,755 0 0 0
$14,040 $13,600 $14,755 $0 $0 $0
Total: Community Services $1,083,740 $1,326,839 $1,364,721 $1,801,005 $1,658,950 $1,854,586
Total: Contractual Services
Total: OTHER - Other
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Division: 56 - Police Support Services
Page 53
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 126,146 129,880 138,968 0 0 0
Salaries - Part Time 24,116 25,268 26,666 0 0 0
Salaries-Overtime 110 100 43 0 0 0
$150,372 $155,248 $165,677 $0 $0 $0
BEN - Benefits
FICA 9,039 9,282 9,809 0 0 0
Medicare 2,114 2,171 2,294 0 0 0
IMRF 16,862 16,579 16,401 0 0 0
Employee Insurance 38,394 40,435 40,813 0 0 0
Deferred Comp. Contrib.4,843 4,879 7,399 0 0 0
Travel/Training 993 2,252 612 0 0 0
$72,245 $75,598 $77,328 $0 $0 $0
UTIL - Utilities
Telephone/Internet 1,349 1,741 702 0 0 0
$1,349 $1,741 $702 $0 $0 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 8,722 8,300 5,741 0 0 0
Dues & Subscriptions 8,986 9,808 10,353 0 0 0
Uniforms/Clothing 339 809 155 0 0 0
$18,047 $18,917 $16,249 $0 $0 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 1,920 1,920 2,371 0 0 0
Legal Fees 13,749 13,816 13,300 0 0 0
$15,669 $15,736 $15,671 $0 $0 $0
Total: Court Services $257,682 $267,240 $275,627 $0 $0 $0
OTHER - Other
Office Furniture & Equip.716 4,590 3,122 8,000 9,800 8,000
Machinery and Equipment 103,600 262,011 45,940 115,650 90,000 100,000
$104,316 $266,601 $49,062 $123,650 $99,800 $108,000
Total: Capital $104,316 $266,601 $49,062 $123,650 $99,800 $108,000
OTHER - Other
Contingencies 11,767 18,119 20,411 12,000 12,000 12,000
$11,767 $18,119 $20,411 $12,000 $12,000 $12,000
Total: Contingencies $11,767 $18,119 $20,411 $12,000 $12,000 $12,000
Total: Police Department $11,670,140 $12,605,380 $12,611,593 $13,639,302 $12,963,756 $14,158,497
Division: 93 - Contingencies
Total: Salaries and Wages
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: OTHER - Other
Division: 57 - Court Services
Division: 91 - Capital
Page 54
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 122,865 0 0 0 0 0
$122,865 $0 $0 $0 $0 $0
BEN - Benefits
FICA 7,685 0 0 0 0 0
Medicare 1,797 0 0 0 0 0
Employee Insurance 19,502 0 0 0 0 0
Deferred Comp. Contrib.1,700 0 0 0 0 0
Travel/Training 1,299 1,377 415 4,000 1,500 4,000
$31,983 $1,377 $415 $4,000 $1,500 $4,000
UTIL - Utilities
Telephone/Internet 6,263 6,590 7,265 6,000 5,000 7,250
Cellular Phones/Pagers 2,775 2,117 679 780 700 875
$9,038 $8,707 $7,944 $6,780 $5,700 $8,125
SUPP - Supplies and Commodities
Office Supplies/Postage 185 739 523 1,000 500 1,000
Replacement Supplies 2,374 2,215 5,294 6,000 1,500 6,000
Dues & Subscriptions 2,228 3,153 3,675 4,000 3,500 4,000
Gas/Oil/Mileage/Carwash 5,313 4,461 4,609 8,000 2,000 8,000
Supplies/Hardware 585 1,245 448 2,000 200 2,000
Supplies/Hardware-ESDA 370 514 944 2,000 500 2,000
Uniforms/Clothing 4,215 2,094 5,971 6,000 1,500 6,000
Bike Unit 16 0 0 1,500 500 1,500
$15,286 $14,421 $21,464 $30,500 $10,200 $30,500
Contrac - Contractual Services
Emergency Operation Center 0 933 819 1,000 0 1,000
Police Public Relations 0 524 1,654 3,000 0 3,000
Disaster Plan/Exercises/NIMS 0 216 0 3,000 0 3,000
Radio Maintenance 9,856 10,939 15,524 12,000 13,000 16,000
Maintenance Contracts/Lease 1,295 1,269 2,281 1,200 1,800 1,200
Building Maintenance 3,589 1,059 868 20,000 2,000 20,000
Vehicle Maintenance 16,904 17,620 7,218 20,000 12,000 20,000
Siren Maintenance 10,214 10,246 8,802 13,000 9,500 13,000
Contractual Services 1,315 194 0 5,250 0 5,250
CERT/Cadet Program 1,545 2,001 1,751 5,500 0 4,500
PEMA Search and Rescue 4,129 1,500 3,474 4,000 100 3,000
$48,847 $46,501 $42,391 $87,950 $38,400 $89,950
OTHER - Other
Office Furniture & Equipment 304 228 855 2,000 0 2,000
Machinery and Equipment 1,409 1,710 556 5,000 200 5,000
Contingencies 1,305 536 2,175 3,000 600 3,000
$3,018 $2,474 $3,586 $10,000 $800 $10,000
Total: PEMA $231,037 $73,480 $75,800 $139,230 $56,600 $142,575
Unit: 07 - PEMA
Total: Benefits
Total: Salaries and Wages
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: Contractual Services
Page 55
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Police Division Detail
2021-2022 Fiscal Year Budget
Division: 02 - Administration Program
SAL - Salaries and Wages
Salaries-Part Time 1,679 2,101 1,637 5,500 800 6,500
$1,679 $2,101 $1,637 $5,500 $800 $6,500
BEN - Benefits
FICA 105 118 119 341 50 341
Medicare 25 28 28 80 15 80
Travel/Training 0 138 121 1,000 200 1,000
$130 $284 $268 $1,421 $265 $1,421
SUPP - Supplies and Commodities
Office Supplies/Postage 496 412 258 2,000 1,000 2,000
Dues & Subscriptions 375 375 375 600 375 600
$871 $787 $633 $2,600 $1,375 $2,600
Contrac - Contractual Services
Legal Fees 0 0 0 1,000 0 1,000
Police Testing/Hiring 8,664 4,078 29,923 20,000 2,500 20,000
Contractual Services 640 0 0 0 0 0
$9,304 $4,078 $29,923 $21,000 $2,500 $21,000
Total: Police Commission $11,984 $7,250 $32,461 $30,521 $4,940 $31,521
Police Division Total $11,913,161 $12,686,110 $12,719,854 $13,809,053 $13,025,296 $14,332,593
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. The
budget includes $140,000 for these projects.
3. The installation and maintenance of over 6,000 regulatory and informational signs within
the Village.
4. Street sweeping all major roadways once a month and subdivisions streets at least four
times a year.
5. Storm sewer repairs and cleaning of structures, cleaning various creeks and ditches to
insure proper water flow.
6. Shoulder stone repair or replacement, mowing and trash pick-up within right of way, and
ground maintenance.
7. The maintenance and landscaping of Village parks and properties including 45 sites with
a total area of over 120 acres.
8. Parkway tree inspection and required maintenance for the 36,000 trees that are owned
by the Village.
9. Emergency response to storm damage and clean-up and assistance with sandbagging
operations as needed.
10. Provide support for festivals and special events.
11. Fleet Services provides repairs and maintains over 200 pieces of equipment and/or
vehicles, as required, for all departments.
12. Emergency traffic control and barricading placement.
13. Graffiti removal from sidewalks, streets, and buildings.
14. Dead animal pick-up and animal nuisance control as needed.
15. Mosquito abatement.
Page 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 Compliance division in the
Building Department.
FY 2021-2022 Key Objectives
1. To provide effective and efficient services for our residents including:
a) Continuing our efforts in managing the removal and replacement of parkway trees
infested with the Emerald Ash Borer. It is estimated that over 200 trees will be removed
in 2021-2022.
b) Street patching and pot hole repair.
c) Continue repairing and replacing the street lights to provide a safe lit community within
the Village.
d) Efficient snow removal and reasonable road salt usage that will reduce expenses without
jeopardizing safety.
e) Regular street sweeping and herbicide spraying of curb lines.
f) Downtown streetscape maintenance. This program will consist of the installation of
planting materials within approximately 70 decorative flower pots and planting beds.
Additionally, the general daily maintenance will be completed to keep the downtown
business district in a pristine condition.
2. To provide sign installation and replacement that complies with new retro-reflectivity
requirements. Understanding that there are three levels of compliance, that started in January
2012 with full compliance required by January 2022, 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 2021-2022 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 2013 2014 2015 2016 2017 2018 2019 2020
Asphalt patching / pot hole
repair (tons) 109 104 72 55 179 122 150 124
Shoulder stone repaired (tons) 824 945 390 277 749 1,096 352 502
Snow removal events 26 27 23 21 19 30 26 20
Storm sewer structures
repaired 44 45 32 25 35 48 37 30
New signs installed 124 144 254 382 334 217 336 355
Street sweeping (lane miles) 1,635 1,334 1,398 1,906 2,181 1,964 1,718 1,534
Trees trimmed 893 2,041 2,128 3,645 5,127 6,402 2,885 2,954
Plantings installed 602 610 568 1,800 1,274 1,528 1,528 2,632
Grounds maintenance and
mowing (hours) 1,904 1,552 1,674 1,026 1,989 2,949 1,937 1,918
All vehicles, trucks, and
equipment repaired in fleet
services (units)
810 785 766 675 623 650 852 796
Page 59
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Salaries and Wages 1,410,078 1,566,120 1,644,082 1,671,891 1,624,000 1,651,000
Benefits 581,553 626,529 659,144 641,808 706,900 732,700
Utilities 287,349 290,125 249,654 249,238 248,500 243,500
Supplies and Commodities 355,609 424,591 496,484 645,363 421,300 503,300
Contractual Services 636,567 956,824 929,129 1,067,203 1,051,000 1,196,000
$3,271,156 $3,864,189 $3,978,493 $4,275,503 $4,051,700 $4,326,500
General Fund
Streets Division Summary
2021-2022 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
$5,000,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Streets Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 60
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Unit: 08 - Street Department
Salaries-Full Time 286,073 351,002 385,932 390,000 392,000 400,000
$286,073 $351,002 $385,932 $390,000 $392,000 $400,000
FICA 17,845 21,110 23,157 24,500 24,700 24,800
Medicare 4,285 5,062 5,538 5,700 5,800 5,800
IMRF 33,185 37,925 39,004 43,200 43,750 44,000
Employee Insurance 53,141 69,871 79,000 85,000 88,000 89,000
Deferred Comp. Contribution 8,023 9,433 9,578 10,000 9,700 10,500
Travel/Conventions/Training 9,506 12,212 11,370 10,000 3,500 10,000
IL Unemployment Insurance 4,696 4,000 4,553 4,500 3,700 4,500
$130,681 $159,613 $172,200 $182,900 $179,150 $188,600
Telephone/Internet 27,957 31,749 44,446 25,000 31,800 25,000
Cellular Phones/Pagers 7,808 8,948 8,459 8,500 7,800 8,500
$35,765 $40,697 $52,905 $33,500 $39,600 $33,500
SUPP - Supplies and Commodities
Office Supplies/Postage 2,935 5,237 8,064 3,000 3,500 5,000
Dues & Subscriptions 2,533 2,881 3,093 3,000 2,000 3,000
Gas/Oil/Mileage/Carwash 120 318 159 300 100 300
Supplies/Hardware 200 705 91 500 500 500
$5,788 $9,141 $11,407 $6,800 $6,100 $8,800
Building Maintenance 8,488 7,124 8,605 20,000 13,000 20,000
Legal Notices 0 0 2,342 1,000 1,000 1,000
$8,488 $7,124 $10,947 $21,000 $14,000 $21,000
$466,795 $567,577 $633,391 $634,200 $630,850 $651,900
General Fund
Streets Division Detail
2021-2022 Fiscal Year Budget
Division: 02 - Administration Program
Total: Administration
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: UTIL - Utilities
Fund: 01 - General Fund
Expenditures
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Page 61
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Streets Division Detail
2021-2022 Fiscal Year Budget
Salaries-Full Time 792,901 813,414 817,383 860,000 845,000 875,000
Salaries-Part Time 77,421 71,643 57,794 0 0 0
Salaries-Overtime 127,378 134,402 120,530 80,000 100,000 80,000
$997,700 $1,019,459 $995,707 $940,000 $945,000 $955,000
FICA 58,850 60,326 60,282 59,500 60,000 59,500
Medicare 13,763 14,109 14,098 14,000 14,200 14,000
IMRF 100,729 98,715 91,478 95,000 102,000 105,100
Employee Insurance 187,138 199,481 184,471 215,500 208,000 226,000
Deferred Comp. Contribution 21,893 21,725 19,318 25,000 23,000 25,000
$382,373 $394,356 $369,647 $409,000 $407,200 $429,600
Electricity/Gas 254,360 208,957 196,333 215,000 175,000 210,000
$254,360 $208,957 $196,333 $215,000 $175,000 $210,000
SUPP - Supplies and Commodities
Gas/Oil/Mileage/Carwash 62,695 51,796 60,155 65,000 60,000 65,000
Supplies/Hardware 17,984 17,352 16,617 15,000 15,000 15,000
Supplies - Salt Purchase 274,578 356,106 487,861 270,000 200,000 325,000
Street Sign Maintenance 41,345 37,318 43,468 40,000 42,000 65,000
Aggregate Materials 4,480 2,711 4,406 4,000 4,000 4,000
Uniforms/Clothing 8,347 10,428 9,815 10,000 10,500 10,000
$409,429 $475,711 $622,322 $404,000 $331,500 $484,000
Radio Maintenance 2,383 3,956 3,057 5,000 3,500 5,000
Vehicle Maintenance 20,497 26,194 30,102 35,000 22,000 35,000
Street Light Maintenance 116,194 94,787 153,120 115,000 120,000 125,000
Street Maintenance 80,740 97,537 168,928 140,000 155,000 165,000
Storm Sewer Improvements 11,446 16,940 11,463 20,000 15,000 20,000
Contractual Services 72,004 95,073 132,863 190,000 150,000 190,000
Contractual Snow Removal 539,611 468,986 330,321 375,000 730,000 475,000
Sidewalk Maintenance 0 0 442 5,000 5,000 5,000
Equipment Maintenance 83,503 105,630 167,928 100,000 100,000 100,000
$926,378 $909,103 $998,224 $985,000 $1,300,500 $1,120,000
$2,970,240 $3,007,586 $3,182,233 $2,953,000 $3,159,200 $3,198,600
Division: 60 - Street Maintenance Program
Total: Street Maintenance
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Page 62
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
General Fund
Streets Division Detail
2021-2022 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 73,478 74,795 82,533 83,000 83,000 85,000
Salaries-Overtime 7,249 7,219 16,669 8,000 15,000 8,000
$80,727 $82,014 $99,202 $91,000 $98,000 $93,000
FICA 5,239 5,558 6,013 6,000 6,100 6,000
Medicare 1,225 1,300 1,406 1,400 1,300 1,400
IMRF 9,671 9,785 9,833 10,000 11,000 10,500
Employee Insurance 13,100 13,719 12,231 15,000 14,300 15,000
Deferred Comp. Contribution 2,889 2,253 2,268 3,000 2,700 3,500
$32,124 $32,615 $31,751 $35,400 $35,400 $36,400
SUPP - Supplies and Commodities
Supplies/Hardware 9,374 11,557 11,634 10,000 8,000 10,000
Uniforms/Clothing 0 75 0 500 0 500
$9,374 $11,632 $11,634 $10,500 $8,000 $10,500
Tree Removal 11,009 11,765 33,790 20,000 32,000 30,000
Contractual Services 10,949 1,137 24,242 25,000 12,000 25,000
$21,958 $12,902 $58,032 $45,000 $44,000 $55,000
$144,183 $139,163 $200,619 $181,900 $185,400 $194,900
Salaries-Full Time 194,308 183,376 183,028 195,000 190,000 195,000
Salaries-Overtime 7,312 8,231 8,022 8,000 10,500 8,000
$201,620 $191,607 $191,050 $203,000 $200,500 $203,000
FICA 12,136 11,381 11,516 12,600 12,000 12,600
Medicare 2,838 2,662 2,693 3,000 2,800 3,000
IMRF 22,779 20,495 18,828 21,500 21,000 22,500
Employee Insurance 37,343 34,877 32,028 35,000 35,000 35,000
Deferred Comp. Contribution 6,255 3,145 3,145 7,500 4,000 5,000
$81,351 $72,560 $68,210 $79,600 $74,800 $78,100
$282,971 $264,167 $259,260 $282,600 $275,300 $281,100
$3,864,189 $3,978,493 $4,275,503 $4,051,700 $4,250,750 $4,326,500
Division: 63 - Vehicle Maintenance Program
Division: 62 - Forestry Program
Total: Benefits
Total: Salaries and Wages
BEN - Benefits
Total: Vehicle Maintenance
Total: Street Division
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Total: Forestry Program
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
Page 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 2021-22 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 2021-22 Key Objectives
The Planning Department has established key objectives to pursue in the 2021-2022 Fiscal Year. Key
objectives include:
• Continued support of development of the Boulevard Place / Costco development.
• Continued support of commercial development at Prairie Creek on Illinois Route 59, in addition
to the Rod Baker Ford and ALDI projects that were approved in Fiscal 2020-2021.
• Promote enhanced business retention efforts, especially as it relates to mitigating economic
impacts from COVID-19.
• Begin efforts to update the Village’s Comprehensive Plan, including a review of the “Future Land
Use Plan”.
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.
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 pursuing grants and raising funds for the first phase of the Riverfront Project:
• Implementation of the Springbank Trail with the Springbank developer;
• Implementation of momentum projects identified in the newly adopted Plainfield Riverfront
Master Plan, including pursuit of grant funding opportunities.
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 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 288,831 343,473 347,822 352,345 381,000 397,500
Benefits 110,520 150,362 154,115 145,197 171,600 184,300
Utilities 3,214 3,276 4,146 4,024 4,800 4,500
Supplies and Commodities 15,206 20,465 26,728 9,540 15,750 17,750
Contractual Services 12,801 32,415 61,036 47,455 55,000 72,000
$430,572 $549,991 $593,847 $558,561 $628,150 $676,050Total: 20 - Planning Program
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Summary
2021-2022 Fiscal Year Budget
Division: 20 - Planning Program
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Planning Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 67
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Unit: 09 - Community Development
Division: 20 - Planning Program
Salaries-Full Time 338,816 343,839 349,443 375,000 340,000 389,000
Salaries-Overtime 1,867 2,845 172 2,500 0 2,000
Salaries-Commissioner 2,790 1,138 2,730 3,500 4,000 6,500
$343,473 $347,822 $352,345 $381,000 $344,000 $397,500
FICA 20,877 21,162 20,988 23,500 21,500 25,000
Medicare 4,883 4,949 4,909 5,500 5,000 5,800
IMRF 38,123 37,018 34,288 41,100 38,000 43,000
Employee Insurance 72,259 76,347 74,752 84,000 82,000 93,000
Deferred Comp. Contribution 5,371 5,420 5,554 8,500 6,000 8,500
Travel/Training 7,965 8,341 3,856 8,000 2,000 8,000
IL Unemployment Insurance 884 878 850 1,000 1,000 1,000
$150,362 $154,115 $145,197 $171,600 $155,500 $184,300
Telephone/Internet 2,400 3,173 3,165 3,000 1,500 3,000
Cellular Phones/Pagers 876 973 859 1,800 900 1,500
$3,276 $4,146 $4,024 $4,800 $2,400 $4,500
SUPP - Supplies and Commodities
Office Supplies/Postage 15,490 22,702 4,866 10,000 3,000 12,000
Dues & Subscriptions 4,927 3,776 4,434 5,000 4,000 5,000
Gas/Oil/Mileage/Carwash 48 250 240 750 150 750
$20,465 $26,728 $9,540 $15,750 $7,150 $17,750
Maintenance Contracts/Lease 600 550 1,949 2,000 1,900 2,000
Vehicle Maintenance 0 0 0 1,000 0 1,000
Legal Notices 0 0 13,382 5,000 10,000 10,000
Legal Fees 2,801 4,199 2,184 4,000 1,500 4,000
Special Projects and Programs 15,150 9,924 12,217 15,000 57,100 15,000
Contractual Services 1,919 30,913 4,048 20,000 5,000 30,000
Engineering Fees 11,945 15,450 13,675 8,000 16,000 10,000
$32,415 $61,036 $47,455 $55,000 $91,500 $72,000
$549,991 $593,847 $558,561 $628,150 $600,550 $676,050
Total: Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Total: 20 - Planning Program
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Detail
2021-2022 Fiscal Year Budget
Page 68
BUILDING AND CODE COMPLIANCE DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The purpose of the department is to enforce the Village of Plainfield’s building codes and ordinances and
to ensure public safety, health and general welfare. This is accomplished by performing two primary
functions: plan review and field inspections. The purpose of plan review is to determine that the plans
and specifications conform to the codes and ordinances. The intent of field inspections is to determine
that the construction integrates to the plans and specifications. Field inspection is not construction
supervision. It is a review of the construction process, at various stages, to verify that the approved
plans and specifications are followed.
The administrative function of the department is responsible for the development of processes and
procedures to ensure effective work flow. The clerical staff is responsible for building permit entry,
contractor registration, billing, collection, and release of permit, along with data preservation, inspection
scheduling, Freedom of Information requests, business license issuance and quality customer service.
Duties
The Building and Code Compliance 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 Compliance Department
consists of a Building Official, Building Inspector, Electrical Inspector, Plumbing Inspector, Code
Compliance 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
Permit Management
The department utilizes Village code provisions for work done without permits, work exceeding the
scope of the approved permit and issues related to expired permits and extensions of permits.
Page 69
BUILDING AND CODE COMPLIANCE DEPARTMENT
Plan Review
For compliance of permits, inspections and licensing the department conducts reviews with all
departments prior to granting approvals and issuance of certificates.
• Inspection Review: The department coordinates all interdepartmental permit reviews and plan
reviews. The plan review verifies that construction plans/drawings, proposed drawings for non-
construction changes and all requested revisions are in compliance with the Village’s building
codes and ordinances as well as its design standards. When necessary, consulting services of
structural engineers, consultants, fire protection services and elevator review/inspections
services assist in reviews for assuring compliance.
• Field Review: Field reviews ensure that the scope of work complies with approved drawings.
Deviations from approved drawings require revisions to permit drawings and subsequent
approvals by all applicable reviewers. Inspectors coordinate final inspections and require final
“walk-through” and “sign-off” before issuing appropriate certificates.
• Change of Occupancies: Inspectors coordinate final inspections and require final “walk-through”
and “sign-off” before issuing appropriate certificates.
Inspections
The department conducts inspections to implement construction provisions for compliance with codes,
requirements for occupancy, maintenance and use of buildings, structures and sites.
• Code Compliance: The department’s inspectors require compliance of the Village’s codes and
ordinances to secure that building, electrical, fire-protection district, plumbing, other building
systems and village design standards are met. The department also interfaces with the Illinois
Department of Public Health, Department of Children and Family Services and Thompson
Elevator Inspections Services for the periodic inspections of all elevators for compliance with
State Code.
• Property Maintenance: The department assists the code compliance department for compliance
of existing structures and their premises to comply with the Village Municipal Code provisions
for property maintenance and upkeep, and in follow up to complaints received.
• Enforcement of Village Zoning Ordinance: The department inspectors conduct inspections and
enforce special conditions and restrictions imposed on properties/premises at time of review by
Village ordinances.
Site Safety
Premise Safety is priority for the safe occupancy and use of buildings and/or structures. The department
interfaces, as needed, with the Fire Services Department and Police in code matters related to premise
safety.
• Regulating property/premises for emergency responders: The department verifies all street
addresses as required by code for emergency responders.
• Regulating safety on property by response to disasters: Safety inspections are conducted by
department inspectors on a 24-hour on-call basis for emergency incidents such as fires, floods
and other disasters.
Page 70
BUILDING AND CODE COMPLIANCE DEPARTMENT
Code Compliance
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 2021-2022 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
• Transition to a new software system
FY 2021-2022 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
• Create a Standard Operating Procedures Manual
Growth Statistics
Year Population Year Population
2000 13,038 2007 37,334
2003 20,673 2010 39,581
2005 30,314 2019 (US Census estimate) 44,308
Calendar Year 2014 2015 2016 2017 2018 2019 2020
New Residential
Permits 166 138 143 144 180 201 256
General Construction
Inspections 6,296 7,801 8,750 8,816 8,453 10,490 11,300
Commercial/Industrial
Added (Sq Ft) 355,587 336,744 976,399 38,757 95,421 1,674,667 280,610
Acreage Annexed 86 172 3 58.87 206.86 65.717 2.9233
Page 71
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 438,346 579,510 645,504 665,429 638,000 658,000
Benefits 197,534 269,032 296,055 304,758 325,000 330,300
Utilities 3,909 4,278 4,621 4,795 5,500 5,500
Supplies and Commodities 8,164 9,710 7,489 10,638 15,900 15,000
Contractual Services 7,590 3,166 10,496 5,953 13,000 14,000
$655,543 $865,696 $964,165 $991,573 $997,400 $1,022,800
General Fund
Building Division Summary
2021-2022 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 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
AdoptedBudget
FY 2022
ProposedBudget
Building Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 72
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Unit: 09 - Community Development
Salaries-Full Time 578,507 642,943 664,788 635,000 660,000 655,000
Salaries-Overtime 1,003 2,561 641 3,000 0 3,000
$579,510 $645,504 $665,429 $638,000 $660,000 $658,000
FICA 34,478 38,083 39,806 40,000 41,000 41,000
Medicare 8,063 8,906 9,310 9,500 9,775 9,800
IMRF 64,335 67,963 65,930 72,000 71,000 73,000
Employee Insurance 138,327 152,094 170,385 175,000 175,000 178,000
Deferred Comp. Contribution 8,674 16,344 11,931 15,000 13,000 15,000
Travel/Training 13,655 11,188 5,845 12,000 3,500 12,000
IL Unemployment Insurance 1,500 1,477 1,551 1,500 1,500 1,500
$269,032 $296,055 $304,758 $325,000 $314,775 $330,300
Telephone/Internet 538 810 1,031 1,000 500 1,000
Cellular Phones/Pagers 3,740 3,811 3,764 4,500 4,000 4,500
$4,278 $4,621 $4,795 $5,500 $4,500 $5,500
Office Supplies/Postage 7,831 6,265 8,213 10,000 9,000 10,000
Dues & Subscriptions 564 675 935 4,000 1,000 3,000
Gas/Oil/Mileage/Carwash 818 57 547 1,000 200 1,000
Uniforms/Clothing 497 492 943 900 500 1,000
$9,710 $7,489 $10,638 $15,900 $10,700 $15,000
Recording Fees 1,720 1,079 1,847 3,000 2,500 3,000
Vehicle Maintenance 0 0 0 0 0 1,000
Contractual Services 1,446 9,417 4,106 10,000 3,000 10,000
$3,166 $10,496 $5,953 $13,000 $5,500 $14,000
$865,696 $964,165 $991,573 $997,400 $995,475 $1,022,800 Total: 21 - Building Program
SAL - Salaries and Wages
Total: SAL - Salaries and Wages
BEN - Benefits
Total: Benefits
SUPP - Supplies and Commodities
Total: Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
UTIL - Utilities
Total: Utilities
Fund: 01 - General FundExpenditures
Division: 21 - Building Program
General Fund
Building Division Detail
2021-2022 Fiscal Year Budget
Page 73
WATER DIVISION
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Water Division is a sub-section 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 three Water
Operator. This budget outlines the corresponding portion of the financial revenues and expenditures
that support the overall operation of this division. The primary functions of this division include
compliance with the Environmental Protection Agency’s regulations, customer service, system
operations, maintenance, water billing, and management.
Water Supply
This division is responsible for the operation and maintenance of the entire potable water supply system
within the Village. Once the treated Lake Michigan water, provided by Illinois-American, is delivered to
the 127th Street pumping station, it 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.
Employees are available to respond to water related concerns expressed by our residents daily.
Additionally, staff performs routine maintenance on pumps, motors, and chemical feed equipment.
Our field crews oversee the operation and maintenance of 245 miles of water main, 3,800 hydrants,
2,801 valves, and 14,123 water service/water meters.
Page 74
WATER DIVISION
Water Metering
This division is responsible for the installation, repair, and programming of all water meters. Each
month, staff collects 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 can also replace inoperable
meters as needed. 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 2021-2022 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 implementing our new “work order” system that should
improve 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
5.9%) 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.
1. Continue to update the 5-Year Capital Improvement Plan for the water system.
2. Discuss low interest loans and grant funding opportunities with the Village Board for future
consideration.
3. Continue to review the systems electrical usage will be completed to find possible savings in
efficiency. The Village currently utilizes AEP Energy for our supplier of electricity.
4. 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.
5. The Village is currently in the planning stage of replacing the lead water services in the
Old Town neighborhood. Data will be collected, and design plans will be completed.
Performance Measures – Water Division
2014 2015 2016 2017 2018 2019 2020
Water Flow: ( Jan 1- Dec 31)
Total pumpage (in billions)
Unaccounted for flow
Average daily flow (MGD)
Maximum daily flow (MGD)
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
1.225
5.9%
3.350
5.890
Water Mains:
Main breaks
Valves repaired
Valves exercised
Hydrants repaired
Hydrants tested
Water service repairs
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
4
4
45
20
1,200
4
Fire Flow Tests 5 4 13 6 4 12 35
Water Samples 517 747 744 750 723 706 820
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. 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 is assigned the task of tracking, sampling, reporting,
monitoring, and environmental enforcement within the industrial community.
Infiltration & Inflow (I &I)
With age, underground sewer lines deteriorate and begin to allow groundwater to enter the system.
These extraneous flows can cause basement back-ups, main line surcharging and the potential for
sanitary sewer overflow discharges to the river without proper treatment. One employee of our sewer
division has the responsibility to identify I & I points so problems can be addressed.
FY 2021-2022 Key Objectives
Objective 1: Provide Outstanding Service for our Residents and Retain Environmental Compliance
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 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 2021-2022 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
1. 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
1. 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.
2. Continue to update the 5 Year Capital Improvement Plan for the Wastewater system.
3. Discuss low interest loans and grant funding opportunities with the Village Board for future
consideration.
4. 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 2022, the lining of the sanitary sewer mains in
the East side historic district (old town) 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 Fiscal year 2022. Funds are also budgeted to address system upgrades
and equipment improvements for both divisions.
2014 2015 2016 2017 2018 2019 2020
Total Gallons Reclaimed (Billions)
Bio-solids Treated (Tons)
Average Daily Flow (Millions)
Maximum Daily Flow (Millions)
Sanitary Sewer Main (Miles)
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
1.877
835
5.142
22.060
223
Lift Station Maintenance Events
Laboratory Tests
Industrial Samples
Sewers Inspected & cleaned (ft.)
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
1,189
17,281
49
60,073
Page 78
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Fund: 02 - Water & Sewer Fund
Licenses and Permits 938,329 780,856 1,760,395 1,593,514 888,000 1,167,000
State of Illinois Taxes 1,745,968 1,808,980 1,862,432 1,801,904 1,800,000 1,800,000
15,018,795 15,986,666 16,729,536 16,846,437 17,423,000 17,992,000
0 0 0 0 0 300,000
47,752 73,154 300,234 404,488 100,000 70,000
37,565 43,341 27,599 25,631 25,500 25,500
0 0 0 0 0 2,200,000
Revenues Total $17,788,409 $18,692,997 $20,680,196 $20,671,974 $20,236,500 $23,554,500
1,375,599 1,287,179 1,290,678 1,318,114 1,351,000 1,428,000
504,869 484,621 478,365 481,960 560,550 618,485
694,889 615,153 665,229 742,311 717,000 717,000
440,934 433,809 462,225 500,546 469,800 504,300
9,042,292 9,507,871 9,793,009 9,462,377 9,362,500 9,763,500
250,000 250,000 250,000 350,000 350,000 350,000
970,900 979,300 976,800 981,000 983,800 935,748
1,402,943 798,994 2,224,833 4,088,669 5,048,000 7,792,000
3,105,059 3,114,850 3,111,360 3,123,776 1,756,777 1,338,757
3,149,875 3,199,738 3,238,274 3,472,840 0 0
Expenditures Total $20,937,360 $20,671,515 $22,490,773 $24,521,593 $20,599,427 $23,447,790
Total: Water & Sewer Fund ($3,148,951)($1,978,518)($1,810,577)($3,849,619)($362,927)$106,710
Other
Transfer to Debt Service
Capital
Debt service
Depreciation
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Contractual Services
Classification
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Water & Sewer Fund
Revenue/Expense Summary
2021-2022 Fiscal Year Budget
Charges for Services
Grants
Investment Income
Miscellaneous
Debt Proceeds
Page 79
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Fund: 02 - Water and Sewer Fund
LIC&PER - Licenses and Permits
Meter Sales 17,750 89,690 109,345 50,000 165,000 85,000
Water Connection Fee 452,032 574,742 740,749 430,000 875,000 500,000
Sewer Connection Fee 300,754 1,018,616 737,400 400,000 1,300,000 575,000
Sewer By-Pass Fee 10,320 7,310 6,020 8,000 3,000 7,000
Recapture Fee 0 70,037 0 0 0 0
$780,856 $1,760,395 $1,593,514 $888,000 $2,343,000 $1,167,000
STTAX - State of Illinois Taxes
Home Rule Sales Tax 1,808,980 1,862,432 1,801,904 1,800,000 1,850,000 1,800,000
$1,808,980 $1,862,432 $1,801,904 $1,800,000 $1,850,000 $1,800,000
SERV - Charges for Services
Water Sales 10,141,336 10,511,994 10,445,288 10,780,000 11,700,000 11,200,000
Water Penalty 102,183 100,499 82,258 95,000 0 50,000
Sewer Sales 4,559,533 4,980,864 5,130,943 5,380,000 5,950,000 5,600,000
Sewer Penalty 46,404 49,211 41,752 45,000 0 20,000
Capital Charge 1,123,760 1,074,619 1,090,178 1,087,000 1,202,500 1,092,000
Capital Charge Penalty 13,450 12,349 10,018 12,000 0 6,000
Tower Rent 0 0 46,000 24,000 24,000 24,000
$15,986,666 $16,729,536 $16,846,437 $17,423,000 $18,876,500 $17,992,000
Grant Revenue 0 0 0 0 0 300,000
$0 $0 $0 $0 $0 $300,000
Interest Income 91,565 186,009 177,512 100,000 50,000 70,000
Unrealized Gain/Loss (18,411)114,225 226,976 0 0 0
$73,154 $300,234 $404,488 $100,000 $50,000 $70,000
Sale of Scrap 2,798 1,110 997 500 165 500
Other Reimbursements 4,621 369 (4,201)0 0 0
Other Receipts 35,922 26,120 28,835 25,000 28,000 25,000
$43,341 $27,599 $25,631 $25,500 $28,165 $25,500
Loan Proceeds 0 0 0 0 0 2,200,000
$0 $0 $0 $0 $0 $2,200,000
$18,692,997 $20,680,196 $20,671,974 $20,236,500 $23,147,665 $23,554,500
DEBT - Debt Proceeds
Total: Debt Proceeds
Water & Sewer Fund
Revenue Detail
2021-2022 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
GRNTS - Grants
Total: Grants
Page 80
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Fund: 02 - Water and Sewer Fund Expenses
Unit: 10 - Water Department
SAL - Salaries and Wages
Salaries-Full Time 237,531 232,990 219,110 240,000 220,000 248,000
$237,531 $232,990 $219,110 $240,000 $220,000 $248,000
FICA 17,176 14,338 13,172 15,000 14,000 15,500
Medicare 4,098 3,445 3,170 3,500 3,200 3,600
IMRF 32,097 25,892 22,177 26,400 25,000 27,500
Employee Insurance 44,329 39,786 40,618 53,500 49,000 59,000
Deferred Comp. Contrib 7,259 6,511 6,569 7,500 7,000 8,000
Travel/Training 4,002 2,857 1,174 5,000 2,000 5,000
IL Unemployment Ins.1,653 1,518 1,334 2,000 1,100 2,000
$110,614 $94,347 $88,214 $112,900 $101,300 $120,600
Telephone/Internet 6,211 7,758 10,904 7,500 7,600 7,500
Cellular Phones/Pagers 4,159 4,679 4,177 4,500 4,000 4,500
$10,370 $12,437 $15,081 $12,000 $11,600 $12,000
SUPP - Supplies & Commodities
Office Supplies/Postage 28,551 31,871 30,955 30,000 30,000 30,000
Dues & Subscriptions 1,642 2,256 1,638 1,500 1,500 2,000
Gas/Oil/Mileage/Wash 396 227 226 500 100 500
Supplies/Hardware 1,537 878 525 500 500 500
Software 0 1,950 0 2,000 0 2,000
Sand & Gravel 2,272 698 1,107 2,000 1,000 2,000
Water Meters 124,429 115,111 177,309 130,000 130,000 150,000
$158,827 $152,991 $211,760 $166,500 $163,100 $187,000
Contract - Contractual Services
Building Maintenance 11,572 6,217 8,411 10,000 10,000 10,000
Legal Fees 876 176 233 1,500 0 1,500
Contractual Services 28,126 29,094 37,766 35,000 35,000 40,000
Equipment Maintenance 363 807 0 500 500 500
Engineering Fees 17,911 17,306 9,875 5,000 35,000 10,000
$58,848 $53,600 $56,285 $52,000 $80,500 $62,000
Admin Service Charge 125,000 125,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 244,825 244,200 245,250 245,950 245,950 233,937
$369,825 $369,200 $420,250 $420,950 $420,950 $408,937
$946,015 $915,565 $1,010,700 $1,004,350 $997,450 $1,038,537
Total: Salaries and Wages
Division: 02 - Water Administration Program
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2021-2022 Fiscal Year Budget
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Water Admin Program
Page 81
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2021-2022 Fiscal Year Budget
Salaries-Full Time 349,359 366,934 380,926 393,000 390,000 399,500
Salaries-Part Time 8,760 7,706 18,676 0 8,500 10,000
Salaries-Overtime 42,045 34,420 29,806 35,000 33,000 35,000
$400,164 $409,060 $429,408 $428,000 $431,500 $444,500
FICA 22,222 24,758 24,293 26,500 26,750 27,000
Medicare 5,231 5,828 5,719 6,200 6,300 6,300
IMRF 39,919 42,623 39,397 43,300 45,000 48,000
Employee Insurance 55,677 67,962 71,372 75,000 81,500 85,000
Deferred Comp. Contrib 11,279 11,682 11,507 15,000 13,000 15,000
$134,328 $152,853 $152,288 $166,000 $172,550 $181,300
Telephone/Internet 9,905 16,673 25,376 18,000 18,000 18,000
Cellular Phones/Pagers 0 0 0 500 0 500
Electricity/Gas 84,085 137,244 137,382 125,000 125,000 125,000
$93,990 $153,917 $162,758 $143,500 $143,000 $143,500
SUPP - Supplies and Commodities
Office Supplies/Postage 2,526 702 371 2,000 800 2,000
Replacement Supplies 8,021 10,458 8,428 8,000 8,000 8,500
Gas/Oil/Mileage/Wash 10,304 13,764 17,838 15,000 10,000 15,000
Supplies/Hardware 10,728 5,359 4,215 4,000 7,000 5,000
Chemicals 5,961 5,807 3,833 6,000 4,500 6,000
Uniforms/Clothing 1,827 2,775 2,564 3,000 4,500 4,000
$39,367 $38,865 $37,249 $38,000 $34,800 $40,500
Contract - Contractual Services
Building Maintenance 1,169 3,209 5,791 8,000 8,000 8,000
Vehicle Maintenance 7,548 12,100 7,441 8,000 8,000 10,000
Contractual Services 38,175 30,800 15,711 50,000 40,000 50,000
Lake Michigan Water 9,095,105 9,273,434 8,900,976 8,700,000 9,800,000 8,833,000
Equipment Maint.12,261 10,747 168 10,000 8,000 10,000
System Maintenance 12,827 8,098 39,650 80,000 50,000 80,000
Water/Fire Hydrant 18,977 0 11,837 50,000 50,000 50,000
EPA Analytical 10,128 9,282 13,356 16,000 12,000 16,000
$9,196,190 $9,347,670 $8,994,930 $8,922,000 $9,976,000 $9,057,000
Transfer to Debt Service 244,825 244,200 245,250 245,950 245,950 233,937
$244,825 $244,200 $245,250 $245,950 $245,950 $233,937
Contingencies/Depreciation
Depreciation 3,199,738 3,238,274 3,472,840 0 0 0
$3,199,738 $3,238,274 $3,472,840 $0 $0 $0
$13,308,602 $13,584,839 $13,494,723 $9,943,450 $11,003,800 $10,100,737
$14,254,617 $14,500,404 $14,505,423 $10,947,800 $12,001,250 $11,139,274
Total: Salaries and Wages
SAL - Salaries and Wages Division: 30 - Water Distribution Program
Total: Water Department
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Depreciation
Total: Water Distribution Program
Page 82
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2021-2022 Fiscal Year Budget
Unit: 11 - Sewer Department
Salaries-Full Time 239,809 233,085 220,532 245,000 225,000 251,250
$239,809 $233,085 $220,532 $245,000 $225,000 $251,250
FICA 14,816 14,283 13,278 15,200 14,000 15,800
Medicare 3,546 3,431 3,194 3,550 3,200 3,700
IMRF 27,776 25,837 22,376 26,950 24,000 28,000
Employee Insurance 35,500 37,563 38,917 52,000 47,500 57,985
Deferred Comp. Contrib 7,658 6,612 6,712 8,500 7,000 8,500
Travel/Training 8,208 3,306 11,351 12,000 1,500 12,000
IL Unemployment Ins.1,080 1,034 1,045 2,000 1,500 2,000
$98,584 $92,066 $96,873 $120,200 $98,700 $127,985
Telephone/Internet 11,243 12,140 18,893 13,000 13,000 13,000
Cellular Phones/Pagers 2,704 3,319 2,573 3,500 2,500 3,500
$13,947 $15,459 $21,466 $16,500 $15,500 $16,500
SUPP - Supplies and Commodities
Office Supplies/Postage 27,679 32,872 29,798 30,000 30,000 30,000
Dues & Subscriptions 65,522 65,015 65,308 72,300 65,000 72,300
Gas/Oil/Mileage/Wash 30 457 1,145 1,000 2,500 2,500
Supplies/Hardware 2,154 3,022 1,916 2,500 2,000 2,500
$95,385 $101,366 $98,167 $105,800 $99,500 $107,300
Contract - Contractual Services
Building Maintenance 13,396 8,090 12,731 20,000 12,000 20,000
Legal Fees 284 176 425 1,500 250 1,500
Contractual Services 22,893 27,915 35,733 35,000 40,000 75,000
Equipment Maintenance 1,166 2,857 774 2,000 1,000 2,000
Engineering Fees 7,509 13,077 4,791 10,000 15,000 15,000
$45,248 $52,115 $54,454 $68,500 $68,250 $113,500
2013/2004A Bond (Principal)384,000 397,500 414,000 414,000 0 0
2013/2004A Bond (Interest)39,840 28,320 12,420 12,420 0 0
Admin Service Charge 125,000 125,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 244,825 244,200 245,250 245,950 245,950 233,937
$793,665 $795,020 $846,670 $847,370 $420,950 $408,937
$1,286,638 $1,289,111 $1,338,162 $1,403,370 $927,900 $1,025,472
Total: Contractual
OTHER - Other
Total: Other
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies and Commodities
Division: 02 - Sewer Administration Program
Total: Sewer Admin Program
SAL - Salaries and Wages
Total: Salaries and Wages
Page 83
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2021-2022 Fiscal Year Budget
Salaries-Full Time 370,002 376,342 401,976 408,000 405,000 444,250
Salaries-Part Time 8,760 7,706 11,873 0 8,500 10,000
Salaries-Overtime 30,913 31,495 35,215 30,000 25,000 30,000
$409,675 $415,543 $449,064 $438,000 $438,500 $484,250
FICA 24,741 24,790 25,771 27,200 27,500 30,100
Medicare 5,817 5,832 6,061 6,350 6,500 7,000
IMRF 44,572 43,025 42,031 44,900 46,700 53,500
Employee Insurance 50,821 52,579 57,643 65,000 68,000 80,000
Deferred Comp. Contrib 15,144 12,873 13,079 18,000 15,000 18,000
$141,095 $139,099 $144,585 $161,450 $163,700 $188,600
Telephone/Internet 24,398 34,051 50,070 35,000 35,500 35,000
Electricity/Gas 472,448 449,365 492,936 510,000 510,000 510,000
$496,846 $483,416 $543,006 $545,000 $545,500 $545,000
SUPP - Supplies and Commodities
Office Supplies/Postage 2,367 2,229 20 3,000 500 3,000
Replacement Supplies 2,503 4,508 1,938 3,000 3,500 5,000
Gas/Oil/Mileage/Wash 11,407 15,850 18,779 12,000 8,000 12,000
Supplies/Hardware 15,190 7,385 10,296 10,000 10,000 10,000
Chemicals 100,602 129,880 112,446 119,000 115,000 125,000
Sand & Gravel 0 0 980 500 500 500
Industrial Flow Monitor 2,462 2,088 1,843 8,000 3,000 8,000
Uniforms/Clothing 5,699 7,063 7,068 4,000 6,000 6,000
$140,230 $169,003 $153,370 $159,500 $146,500 $169,500
Contract - Contractual Services
Vehicle Maintenance 10,343 2,177 8,360 10,000 10,000 10,000
Contractual Services 136,856 196,551 211,043 160,000 165,000 371,000
Equipment Maint.18,764 22,814 29,966 25,000 25,000 25,000
System Maintenance 41,622 118,082 107,339 125,000 80,000 125,000
$207,585 $339,624 $356,708 $320,000 $280,000 $531,000
Transfer to Debt Service 244,825 244,200 245,250 245,950 245,950 233,937
$244,825 $244,200 $245,250 $245,950 $245,950 $233,937
$1,640,256 $1,790,885 $1,891,983 $1,869,900 $1,820,150 $2,152,287
$2,926,894 $3,079,996 $3,230,145 $3,273,270 $2,748,050 $3,177,759
Total: Sewer Treatment Program
SAL - Salaries and Wages
Total:Salaries & Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual
OTHER - Other
Total: Other
Division: 40 - Sewer Treatment Program
Total: Sewer Department
Page 84
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2021-2022 Fiscal Year Budget
Unit: 12 - Utility Expansion
Contractual Services 33,028 173,810 67,750 455,000 75,000 100,000
Engineering Fees 245,312 9,668 86,368 150,000 80,000 150,000
Machinery & Equipment 5,997 60,766 215,554 660,000 125,000 1,500,000
Vehicles 157,702 38,267 41,391 78,000 60,000 93,000
Village Green Reconstruction 1,690,049 2,913,332 2,680,000 2,700,000 0
Old Town Reconstruction 0 0 0 0 0 4,000,000
Rt 30 Main-Kuusakoski to Tower 2 52,359 0 0 0 0 0
143rd Water/Sewer Improvements 0 5,285 572,937 0 0 0
Scada Improvements 0 0 31,801 550,000 400,000 0
Watermain Improvements 0 0 0 0 0 279,000
Pump Station Improvements 304,596 219,197 158,315 0 0 0
Tower Improvements 0 27,791 469 0 0 270,000
Liftstation Improvements 0 0 752 475,000 250,000 1,400,000
$798,994 $2,224,833 $4,088,669 $5,048,000 $3,890,000 $7,792,000
2013/2004A Bond (Principal)896,000 927,500 966,000 0 0 0
2013/2004A Bond (Interest)78,560 46,205 13,455 0 0 0
2013/2004B Bond (Principal)375,000 385,000 400,000 0 0 0
2013/2004B Bond (Interest)34,431 21,625 7,500 0 0 0
2008 Bond (Principal)475,000 500,000 0 0 0 0
2008 Bond (Interest)25,000 0 0 0 0 0
2015/2008 Bond (Principal)90,000 90,000 620,000 665,000 665,000 700,000
2015/2008 Bond (Interest)529,750 527,950 503,150 477,350 477,350 450,750
IEPA Loan 157,419 159,393 161,392 163,416 163,416 165,465
IEPA Loan (Interest)29,850 27,867 25,859 24,591 24,591 22,542
$2,691,010 $2,685,540 $2,697,356 $1,330,357 $1,330,357 $1,338,757
$3,490,004 $4,910,373 $6,786,025 $6,378,357 $5,220,357 $9,130,757
$20,671,515 $22,490,773 $24,521,593 $20,599,427 $19,969,657 $23,447,790
OTHER - Other
Division: 91 - Capital
Unit: 12 - Utility Expansion
Total: Water & Sewer Fund
Total: Other
Division: 92 - Bonds
OTHER - Other
Total: Other
Unit Total: 12 - Utility Expansion
Page 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.
2021/2022 Goal
It is anticipated to be another extremely busy year for the Engineering division. The ongoing expansion
of the resurfacing program, the sanitary sewer lining within the Old Town neighborhood, 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.
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 plan to complete a comprehensive
evaluation of all of the Village owned buildings in an effort to develop a five-year maintenance plan.
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
2021-22 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 - $725,000
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 - $150,000
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 - $510,000
The Village has (16) bridges that are under our jurisdiction. According to the latest bridge inspection
reports, some minor maintenance issues need attention. 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 should be able to secure additional funds
from the ComEd rebate program this year.
Page 87
CAPITAL
Grant funded Projects
143rd Street East Extension – Rt 59 to Illinois 126 – STP total grant $21.7M and Illinois Competitive
Freight total 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 March 2021.
143rd Street West Extension – Kendall County contribution $1,000,000 and IGA Funding.
This project includes the design/construction of the west extension of 143rd Street from the
Diageo/Seefried project to Ridge Road. Kendall County has offered to provide $1M for the intersection
improvements at 143rd Street and Ridge Road. Other Intergovernmental agreements are in place to assist
with the project funding.
Renwick Road reconstruction – Spangler Farm subdivision to River Road - $1,500,000 total 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 total 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 Roadway Network – Pavement condition Index (PCI) Update $100,000
The Village has utilized a specialized consultant to perform the roadway condition data collection in 2011
and 2016. Updating the pavement condition data will assist in the planning of the annual roadway
maintenance programs including resurfacing, patching, and pavement sealing. Once this study is
completed, Staff will be able to more accurately forecast the roadway maintenance work required during
the next 5 years.
Village Transportation Plan - Update $150,000
The Village completed a comprehensive Transportation Plan Update in 2013. This plan, which considers
both vehicular and pedestrian transportation improvements, was a combination of the previous plans
and updated information. This process included a tremendous amount of resident input. During the past
eight years many of the projects identified within the 2013 plan have been completed.
It is time to reevaluate the remaining projects and incorporated new projects. As part of the
development of the new plan we will provide several opportunities for public input. This overarching
document will provide guidance for future improvement and assist the Village with State and Federal
Grant applications.
Page 88
CAPITAL
I-55 Interchange Project at 126 and Lockport/Airport (Plainfield/Bolingbrook/Romeoville) - $50,000
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 - $175,000
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.
Building/Facility Improvements - $525,000
In addition to funding for Village facility improvements and updates, Fiscal year 2022 includes funds to
outfit the Village’s new PEMA facility which will be constructed this upcoming fiscal year.
Page 89
Classification
FY 2017
Actual
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Fund: 11 - Capital Fund
State of Illinois Taxes 3,492,459 3,618,502 3,725,422 3,604,349 3,775,000 4,050,000
Utility Taxes 2,915,445 2,865,380 3,553,905 3,298,561 3,350,000 3,200,000
Licenses and Permits 10,031 6,682 59,935 98,949 36,000 88,000
Fines and Forfeits 348,306 379,000 359,600 320,551 340,000 340,000
Charges for Services 24,328 27,510 36,473 29,810 27,000 33,000
Grants 643,335 202,283 195,273 258,216 8,924,000 7,185,000
Investment Income 39,065 137,006 283,557 316,491 250,000 50,000
Miscellaneous 96,442 1,438,439 3,818,643 882,169 68,000 1,105,000
Interfund Transfers 2,689,567 532,831 1,859,212 2,008,012 0 0
Revenues Total $10,258,978 $9,207,633 $13,892,020 $10,817,108 $16,770,000 $16,051,000
Transfers 2,032,264 2,023,992 2,018,731 2,022,925 2,031,000 2,060,600
Contractual Services 110,742 110,790 92,411 110,892 110,000 360,000
Machinery and Equipment 534,985 497,109 520,401 602,964 922,000 550,000
Storm/Drainage Improvements 9,686 24,459 57,345 119,933 40,000 40,000
Bridge Repairs & Construction 0 51,645 152,933 6,744 830,000 510,000
Sidewalk, Curb, & Bikepath 163,592 336,350 15,611 431,540 500,000 875,000
Traffic Control Device 0 384 47,839 462,786 550,000 425,000
Roadway Improvements 1,682,583 2,909,348 3,716,920 5,099,031 13,295,000 20,095,000
Misc. Capital Expenses 728,910 1,636,387 4,109,736 655,242 775,000 490,000
Building Improvements 96,047 68,701 125,050 46,691 250,000 525,000
Emerald Ash Borer/Landscape 279,983 247,808 194,312 191,185 100,000 100,000
Expenses Total $5,638,792 $7,906,973 $11,051,289 $9,749,933 $19,403,000 $26,030,600
Total: Capital Fund $4,620,186 $1,300,660 $2,840,731 $1,067,175 ($2,633,000)($9,979,600)
**Capital Fund has a 4/30/20 Fund Balance of $18,762,050
Capital Fund Revenues
Capital Fund Expenses
Capital Improvement Fund Summary
2021-2022 Fiscal Year Budget
Page 90
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Fund: 11 - Capital Improvement Fund
Home Rule Sales Tax 3,618,502 3,725,422 3,604,349 3,775,000 3,700,000 4,050,000
$3,618,502 $3,725,422 $3,604,349 $3,775,000 $3,700,000 $4,050,000
Utility Tax 2,865,380 2,995,191 2,797,119 2,800,000 2,750,000 2,700,000
Local Motor Fuel Tax 0 558,714 501,442 550,000 450,000 500,000
$2,865,380 $3,553,905 $3,298,561 $3,350,000 $3,200,000 $3,200,000
Traffic Impact Fee 0 47,750 91,200 30,000 85,000 80,000
Recapture Fee 6,682 12,185 7,749 6,000 18,000 8,000
$6,682 $59,935 $98,949 $36,000 $103,000 $88,000
Red Light Fines 379,000 359,600 320,551 340,000 330,000 340,000
$379,000 $359,600 $320,551 $340,000 $330,000 $340,000
Impound Fee 26,250 32,763 26,150 25,000 38,000 30,000
Daily Storage Fee for Impound 1,260 3,710 3,660 2,000 3,500 3,000
$27,510 $36,473 $29,810 $27,000 $41,500 $33,000
Grant Revenue 41,099 62,466 5,395 1,324,000 200,000 885,000
STP Grant 161,184 132,807 252,821 7,600,000 500,000 6,300,000
$202,283 $195,273 $258,216 $8,924,000 $700,000 $7,185,000
Interest Income 137,006 283,557 316,491 250,000 50,000 50,000
$137,006 $283,557 $316,491 $250,000 $50,000 $50,000
Sales-Fixed Assets 0 27,725 65,918 3,000 3,000 5,000
Donation/Contribution 0 0 300,000 0 0 0
Other Reimbursements 1,438,139 3,686,277 328,938 20,000 10,000 1,020,000
Other Receipts 300 104,641 187,313 45,000 181,000 80,000
$1,438,439 $3,818,643 $882,169 $68,000 $194,000 $1,105,000
Transfer From TIF 0 500,000 0 0 0 0
Transfer From General 532,831 1,359,212 2,008,012 0 0 0
$532,831 $1,859,212 $2,008,012 $0 $0 $0
$9,207,633 $13,892,020 $10,817,108 $16,770,000 $8,318,500 $16,051,000
STTAX - State of Illinois Taxes
Total: State of Illinois Taxes
Revenues
Capital Improvement Fund
Revenue & Expense Detail
2021-2022 Fiscal Year Budget
OTHTX - Other Taxes
Total: Other Taxes
LIC&PER - Licenses and Permits
Total: Licenses and Permits
FIN - Fines and Forfeits
Total: Fines and Forfeits
SERV - Charges for Services
Total: Charges for Services
GRNTS - Grants
Total: Grants
INT - Investment Income
Total: Investment Income
MISC - Miscellaneous
INTER - Interfund Transfers
Total: Interfund Transfers
Revenues Total
Total: Miscellaneous
Page 91
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Budget
FY 2022
Proposed
Budget
Capital Improvement Fund
Revenue & Expense Detail
2021-2022 Fiscal Year Budget
Police Fleet/Equipment 210,964 202,666 191,619 270,000 250,000 225,000
Public Works/Community Dev.286,145 317,735 411,345 652,000 550,000 325,000
127th St. & Plfd-Naperville Rd 384 15,219 67,567 250,000 100,000 175,000
Rt. 30 and 143rd - engineering 0 0 0 300,000 0 50,000
Rt. 59 & Champion Dr. 0 0 0 0 0 200,000
Meadow Ln./143rd St. Signal 0 32,620 395,219 0 1,000 0
336,350 15,611 431,540 530,000
Bike Path 400,000 725,000
Curb & Sidewalk 100,000 150,000
1,433,479 2,892,724 2,967,199 2,000,000 2,200,000 2,000,000
I-55 Interchange Design 306,734 59,290 46,655 100,000 50,000 50,000
143rd St. East Extension 201,480 349,612 1,300,370 8,500,000 800,000 9,600,000
143rd St. West Extension 0 138,273 176,566 500,000 200,000 7,950,000
Renwick Corridor engineering 97,806 19,002 3,043 250,000 50,000 370,000
127th - Heggs to Meadow-eng 685,954 0 0 0 0 0
Rt. 126 & Meadow Ln 0 20,180 0 0 0 0
Village Green project 68,040 63,353 519,083 1,820,000 1,800,000 0
Woodfarm Road - eng 0 61,776 16,347 0 0 0
115,855 112,710 69,768 125,000 175,000 125,000
51,645 152,933 6,744 830,000 75,000 510,000
24,459 57,345 119,933 40,000 30,000 40,000
PCI Pavement Inspection 0 0 0 0 0 100,000
Settler's Park - Campus refresh 37,555 84,501 91,779 160,000 100,000 0
Transportation Plan 0 0 0 0 0 150,000
Street Lights - LED/pole 128,243 186,501 186,134 125,000 213,000 125,000
School Beacons Upgrade 3,467 0 0 0 0 0
Misc. Engineering 48,428 66,889 54,713 100,000 100,000 75,000
PD Parking Lot resurface 0 0 13,660 350,000 481,000 0
Pond Drainage 0 0 0 40,000 0 40,000
PACE Lot 1,418,694 3,771,845 308,956 0 1,400 0
247,808 194,312 191,185 0 0 0
0 0 0 100,000 75,000 100,000
68,701 125,050 46,691 250,000 200,000 525,000
110,790 92,411 110,892 110,000 100,000 110,000
0 0 0 0 0 250,000
2,023,992 2,018,731 2,022,925 2,031,000 2,031,000 2,060,600
$7,906,973 $11,051,289 $9,749,933 $19,403,000 $10,112,400 $26,030,600
Bridge Repairs & Construction
Storm & Drainage Improvements
Expenses
Miscellaneous Capital Expenses
Emerald Ash Borer
Expenditure Grand Totals:
Building Improvements
Contractual Services (Red Lt Camera)
Economic Incentive
Transfer to Debt Service
Beautification Improvements
Roadway Improvements
Pavement Patching
Machinery and Equipment
Traffic Control Device
Sidewalk, Curb, & Bikepath
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 - - 350,000 40,000 - - 730,000 15,000 - 1,135,000
State of Illinois Taxes 2,370,000 - - - - - - - - 2,370,000
Fines And Forfeits - - - - - - - - 15,000 15,000
Interest Income 20,000 3,000 1,000 500 1,125,000 100 5,000 50 500 1,155,150
Other -
Employer Contributions - - - - 1,700,000 - - - - 1,700,000
Employee Contributions - - - - 650,000 - - - - 650,000
DARE Contributions - - - - - 20,000 - - - 20,000
Interfund Transfers - 2,996,349 - - - - - - - 2,996,349
Total 2,390,000 2,999,349 351,000 40,500 3,475,000 20,100 735,000 15,050 15,500 10,041,499
EXPENDITURES
Salaries & Wages - - - - 950,000 - - - 950,000
Benefits - - - - 5,000 - - - 5,000
Supplies/Commodities - - - - 8,000 20,000 - - 28,000
Contractual Services - - 510,336 42,000 35,000 - - - 587,336
Other
Debt Service - 2,996,349 - - - - - - 2,996,349
Capital Outlay 2,000,000 - - - - - 1,040,000 - - 3,040,000
Miscellaneous - - - - 120,000 - - 7,500 - 127,500
Interfund Transfers 150,000 - - - - - 50,000 - 25,000 225,000
Total 2,150,000 2,996,349 510,336 42,000 1,118,000 20,000 1,090,000 7,500 25,000 7,959,185
EXCESS/(DEFICIENCY)240,000 3,000 (159,336) (1,500) 2,357,000 100 (355,000) 7,550 (9,500) 2,082,314
Miscellaneous Funds
Revenue & Expenses by Fund Summary
2021-2022 Fiscal Year Budget
Page 93
Description
2018
Actual
2019
Actual
2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 04 - Motor Fuel Tax
State of Illinois Taxes
MFT Entitlements 1,110,842 1,103,351 1,485,096 1,575,000 1,525,000 1,500,000
Grant Revenue 0 0 0 0 870,000 870,000
Total: State of Illinois Taxes $1,110,842 $1,103,351 $1,485,096 $1,575,000 $2,395,000 $2,370,000
Investment Income
Interest Income 38,101 72,787 68,615 75,000 20,000 20,000
Total: Investment Income $38,101 $72,787 $68,615 $75,000 $20,000 $20,000
Revenues Total $1,148,943 $1,176,138 $1,553,711 $1,650,000 $2,415,000 $2,390,000
Division: 91 - Capital
Street Improvements 1,052,089 875,331 1,254,866 2,000,000 2,000,000 2,000,000
Total: Other $1,052,089 $875,331 $1,254,866 $2,000,000 $2,000,000 $2,000,000
Division Total: 91 - Capital $1,052,089 $875,331 $1,254,866 $2,000,000 $2,000,000 $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 $1,052,089 $875,331 $1,254,866 $2,150,000 $2,150,000 $2,150,000
Expenditures Total $1,052,089 $875,331 $1,254,866 $2,150,000 $2,150,000 $2,150,000
Total: 04 - Motor Fuel Tax $96,854 $300,807 $298,845 ($500,000)$265,000 $240,000
**MFT has a 4/30/20 Fund Balance of $3,773,572
Motor Fuel Tax Fund
2021-2022 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
2018
Actual
2019
Actual
2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
MFT Revenue History
MFTEntitlements
Page 94
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 05 - Bond and Interest Fund
Property Taxes
Property Tax Revenue 118,519 118,114 114,802 0 0 0
Total: Property Taxes $118,519 $118,114 $114,802 $0 $0 $0
Investment Income
Interest Income 6,287 12,403 11,223 8,000 3,000 3,000
Total: Investment Income $6,287 $12,403 $11,223 $8,000 $3,000 $3,000
Interfund Transfers
Transfer From Water & Sewer 979,300 976,800 981,000 983,800 983,800 935,749
Transfer From Capital 2,023,992 2,018,731 2,022,925 2,031,000 2,035,850 2,060,600
Total: Interfund Transfers $3,003,292 $2,995,531 $3,003,925 $3,014,800 $3,019,650 $2,996,349
Revenues Total $3,128,098 $3,126,048 $3,129,950 $3,022,800 $3,022,650 $2,999,349
Bond & Interest Fund
2021-2022 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$2,500,000
$2,600,000
$2,700,000
$2,800,000
$2,900,000
$3,000,000
$3,100,000
$3,200,000
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Bond & Interest Expense History
Expenditures
Page 95
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Bond & Interest Fund
2021-2022 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 92 - Bonds
OTHER - Other
2007 Bond (Principal)755,000 170,000 0 0 0 0
2007 Bond (Interest)42,475 8,500 0 0 0 0
2009 Refunding Bond(Princ)100,000 105,000 110,000 0 0 0
2009 Refunding Bond (Int)12,600 8,600 4,400 0 0 0
2010 Bond (Principal)750,000 770,000 805,000 840,000 840,000 0
2010 Bond (Interest)229,300 206,800 176,000 143,800 143,800 0
2012 Refunding Bond (Princ)660,000 680,000 695,000 715,000 715,000 735,000
2012 Refunding Bond (Int)175,200 155,400 135,000 114,150 114,150 92,700
2014 Refunding Bond (Princ)130,000 750,000 950,000 965,000 965,000 1,025,000
2014 Refunding Bond (Int)273,450 270,850 255,850 236,850 236,850 207,900
2020 Refunding Bond (Princ)0 0 0 0 0 910,000
2020 Refunding Bond (Int)0 0 0 0 0 25,749
Total: OTHER - Other $3,128,025 $3,125,150 $3,131,250 $3,014,800 $3,014,800 $2,996,349
Expenditures Total $3,128,025 $3,125,150 $3,131,250 $3,014,800 $3,014,800 $2,996,349
Total: Bond & Interest $73 $898 ($1,300)$8,000 $7,850 $3,000
Expenditures
Page 96
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 07 - Tort Immunity Fund
Property Taxes
Property Tax Revenue 623,114 491,668 399,426 150,000 150,000 350,000
Total: Property Taxes $623,114 $491,668 $399,426 $150,000 $150,000 $350,000
Investment Income
Interest Income 2,447 8,101 8,237 5,000 1,000 1,000
Total: Investment Income $2,447 $8,101 $8,237 $5,000 $1,000 $1,000
Other Reimbursements $0 $451 $0 $0 $0 $0
$0 $451 $0 $0 $0 $0
Revenues Total $625,561 $500,220 $407,663 $155,000 $151,000 $351,000
Unit: 00 - Non-Departmental
Contractual Services
Bond-Treasurer 336 336 336 336 336 336
Comm. Umbrella Liability 157,858 170,959 157,579 200,000 218,987 280,000
Workman's Comp. Ins.221,340 180,488 189,364 250,000 189,914 230,000
Total: Contractual Services $379,534 $351,783 $347,279 $450,336 $409,237 $510,336
Expenditures Total $379,534 $351,783 $347,279 $450,336 $409,237 $510,336
Total: Tort Immunity Fund $246,027 $148,437 $60,384 ($295,336)($258,237)($159,336)
**Tort Immunity Fund has a 4/30/20 Fund Balance of $502,907
Tort Immunity Fund
2021-2022 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 2018Actual FY 2019Actual FY 2020Actual FY 2021Adopted
Budget
FY 2022Proposed
Budget
Tort Immunity Revenue History
Property Tax Revenue
Page 97
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 08 - Audit Fund
Property Taxes
Property Tax Revenue 42,274 44,169 36,152 30,000 30,000 40,000
Total: Property Taxes $42,274 $44,169 $36,152 $30,000 $30,000 $40,000
Investment Income
Interest Income 236 532 513 400 500 500
Total: Investment Income $236 $532 $513 $400 $500 $500
Revenues Total $42,510 $44,701 $36,665 $30,400 $30,500 $40,500
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Contrac - Contractual Services
Audit Village 35,875 38,085 39,565 42,000 40,000 42,000
Total: Contractual Services $35,875 $38,085 $39,565 $42,000 $40,000 $42,000
Expenditures Total $35,875 $38,085 $39,565 $42,000 $40,000 $42,000
Total: Audit Fund $6,635 $6,616 ($2,900)($11,600)($9,500)($1,500)
**Audit Fund has a 4/30/20 Fund Balance of $19,693
Audit Fund
2021-2022 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
AdoptedBudget
FY 2022
ProposedBudget
Audit Fund Revenue History
Property TaxRevenue
Page 98
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 10 - Police Pension Fund
Investment Income
Interest Income 1,200,928 1,219,956 1,012,050 700,000 615,000 625,000
Realized Gain/Loss 80,837 339,712 765,702 150,000 300,000 300,000
Unrealized Gain/Loss 916,507 235,710 (1,129,771)300,000 100,000 200,000
Total: Investment Income $2,198,272 $1,795,378 $647,981 $1,150,000 $1,015,000 $1,125,000
MISC - Miscellaneous
Other Receipts 0 200 0 0 0 0
Employee Contributions 524,835 555,362 580,065 620,000 620,000 650,000
Employer Contributions 1,364,479 1,402,475 1,297,308 1,580,000 1,575,000 1,700,000
Total: Miscellaneous $1,889,314 $1,958,037 $1,877,373 $2,200,000 $2,195,000 $2,350,000
Revenues Total $4,087,586 $3,753,415 $2,525,354 $3,350,000 $3,210,000 $3,475,000
Police Pension Fund
2021-2022 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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Police Pension Contribution History
Employee Contributions
Employer Contributions
Page 99
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Police Pension Fund
2021-2022 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Salaries and Wages
Pension Payments 494,765 510,423 640,262 700,000 810,000 950,000
Total: Salaries & Wages $494,765 $510,423 $640,262 $700,000 $810,000 $950,000
Benefits
Travel/Training 3,197 7,153 6,765 5,000 1,000 5,000
Total: Benefits $3,197 $7,153 $6,765 $5,000 $1,000 $5,000
Supplies and Commodities
Office Supplies/Postage 0 0 123 500 200 500
Dues & Subscriptions 5,740 6,421 7,111 7,000 7,500 7,500
Total: Supplies & Commodities $5,740 $6,421 $7,234 $7,500 $7,700 $8,000
Contractual Services
Contractual Services 33,807 36,143 29,146 35,000 35,000 35,000
Total: Contractual Services $33,807 $36,143 $29,146 $35,000 $35,000 $35,000
Other
Investment Expense 99,577 106,456 115,940 115,000 120,000 120,000
Total: OTHER - Other $99,577 $106,456 $115,940 $115,000 $120,000 $120,000
Total: Non-Divisional $637,086 $666,596 $799,347 $862,500 $973,700 $1,118,000
Expenditures Total $637,086 $666,596 $799,347 $862,500 $973,700 $1,118,000
Total: Police Pension Fund $3,450,500 $3,086,819 $1,726,007 $2,487,500 $2,236,300 $2,357,000
Expenditures
Page 100
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 14 - D.A.R.E. Fund
Investment Income
Interest Income $118 $315 $239 $100 $100 $100
Total: Investment Income $118 $315 $239 $100 $100 $100
Miscellaneous
DARE Contributions 22,320 24,819 14,198 20,000 5,000 20,000
Total: Miscellaneous $22,320 $24,819 $14,198 $20,000 $5,000 $20,000
Revenues Total $22,438 $25,134 $14,437 $20,100 $5,100 $20,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
D.A.R.E. Program 15,950 18,948 23,142 23,000 5,000 20,000
Total: Non-Divisional $15,950 $18,948 $23,142 $23,000 $5,000 $20,000
Expenditures Total $15,950 $18,948 $23,142 $23,000 $5,000 $20,000
Total: D.A.R.E. Fund $6,488 $6,186 ($8,705)($2,900)$100 $100
**DARE Fund has a 4/30/20 Fund Balance of $3,536
D.A.R.E. Fund
2021-2022 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
AdoptedBudget
FY 2022
ProposedBudget
DARE Contribution History
DARE Contributions
Page 101
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 17 - Tax Increment Financing Fund-Downtown
Property Taxes
Property Tax Revenue 718,508 726,816 735,635 730,000 775,000 730,000
Total: Property Taxes $718,508 $726,816 $735,635 $730,000 $775,000 $730,000
INT - Investment Income
Interest Income 7,686 17,553 16,472 10,000 5,000 5,000
Total: Investment Income $7,686 $17,553 $16,472 $10,000 $5,000 $5,000
Revenues Total $726,194 $744,369 $752,107 $740,000 $780,000 $735,000
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 944,580 81,868 112,764 1,000,000 800,000 1,000,000
Facade Improvements 127,118 2,500 0 40,000 8,000 40,000
Total: Capital $1,071,698 $84,368 $112,764 $1,040,000 $808,000 $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 0 500,000 0 0 0 0
Total: Transfers $0 $500,000 $0 $50,000 $50,000 $50,000
Expenditures Total $1,071,698 $584,368 $112,764 $1,090,000 $858,000 $1,090,000
Total: Tax Increment Financing Fund ($345,504)$160,001 $639,343 ($350,000)($78,000)($355,000)
**TIF Fund has a 4/30/20 Fund Balance of $994,381
Downtown Tax Increment Financing Fund
2021-2022 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$480,000
$530,000
$580,000
$630,000
$680,000
$730,000
$780,000
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022Proposed
Budget
TIF Property Tax Revenue History
Property Tax Revenue
Page 102
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 18 - Tax Increment Financing Fund - Rt 30
Property Taxes
Property Tax Revenue 0 968 1,000 12,000 15,000
Total: Property Taxes $0 $968 $1,000 $12,000 $15,000
INT - Investment Income
Interest Income 0 6 50 50 50
Total: Investment Income $0 $6 $50 $50 $50
Revenues Total $0 $974 $1,050 $12,050 $15,050
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 0 0 0 0 0
Total: Capital $0 $0 $0 $0 $0
Property Tax Rebate 0 0 0 6,984 7,500
$0 $0 $0 $6,984 $7,500
Expenditures Total $0 $0 $0 $6,984 $7,500
Total: Tax Increment Financing Fund $0 $974 $1,050 $5,066 $7,550
OTHER - Other
Total: Other
Route 30 Tax Increment Financing Fund
Revenue & Expense Detail
2021-2022 Fiscal Year Budget
Revenues
Expenditures
$0
$3,000
$6,000
$9,000
$12,000
$15,000
$18,000
FY 2019Actual FY 2020Actual FY 2021Adopted
Budget
FY 2022Proposed
Budget
Rt. 30 TIF Property Tax Revenue History
Property TaxRevenue
Page 103
Description
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2021
Estimated
Amount
FY 2022
Proposed
Budget
Fund: 27 - Alcohol Enforcement Fund
Fines and Forfeits
Alcohol Fines 16,893 22,680 21,203 15,000 15,000 15,000
Total: Fines and Forfeits $16,893 $22,680 $21,203 $15,000 $15,000 $15,000
Investment Income
Interest Income 562 1,164 954 500 250 500
Total: Investment Income $562 $1,164 $954 $500 $250 $500
Revenues Total $17,455 $23,844 $22,157 $15,500 $15,250 $15,500
Unit: 00 - Non-Departmental
Division: 99 - Transfers
Other
Transfer to General 18,000 25,000 25,000 25,000 24,750 25,000
Total: Other $18,000 $25,000 $25,000 $25,000 $24,750 $25,000
Expenditures Total $18,000 $25,000 $25,000 $25,000 $24,750 $25,000
Total: Alcohol Enforcement Fund ($545)($1,156)($2,843)($9,500)($9,500)($9,500)
**Alcohol Enforcement Fund has a 4/30/20 Fund Balance of $38,204
Alcohol Enforcement Fund
2021-2022 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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Adopted
Budget
FY 2022
Proposed
Budget
Alcohol Fines History
Alcohol Fines
Page 104
FY 2022
Proposed
Budget
FY 2023
Budget
FY 2024
Budget
FY 2025
Budget
7,148,780 7,312,750 7,481,073 7,705,505
12,255,000 12,450,250 12,641,013 12,893,833
1,007,800 1,027,800 1,038,000 1,058,760
1,388,200 1,406,575 1,442,706 1,485,987
694,000 688,000 691,250 698,163
5,453,200 5,640,950 5,842,692 6,017,973
35,750 35,750 35,750 35,750
595,000 595,000 595,000 595,000
41,758 50,000 50,000 50,500
135,500 125,500 125,500 125,500
405,000 414,875 424,997 429,247
225,000 220,000 220,000 220,000
Revenues Total $29,384,988 $29,967,450 $30,587,981 $31,316,218
Administration/Finance 9,027,045 9,151,409 9,277,288 9,462,834
Police Department 14,332,593 14,608,477 14,958,320 15,332,278
Street Department 4,326,500 4,406,668 4,481,413 4,571,042
Planning Program 676,050 691,562 707,577 721,728
Building Program 1,022,800 1,053,214 1,080,432 1,102,041
Expenses Total $29,384,988 $29,911,329 $30,505,031 $31,189,923
$0 $56,121 $82,950 $126,295
General Fund
Revenue & Expense Forecast
Fiscal Years 2022-2025
Grants
Classification
Fund: 01 - General Fund
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Surplus/(Deficit) General Fund
Miscellaneous
Intergovernmental
Interfund Transfers
General Fund Revenues
General Fund Expenses
Franchise Fees
Investment Income
Page 105
FY 2022
Proposed
Budget
FY 2023
Budget
FY 2024
Budget
FY 2025
Budget
Licenses and Permits 1,167,000 800,000 600,000 600,000
State of Illinois Taxes 1,800,000 1,800,000 900,000 0
Charges for Services 17,992,000 18,531,760 19,087,713 19,660,344
Grants 300,000 0 0 0
Investment Income 70,000 100,000 90,000 90,000
Miscellaneous 25,500 20,000 20,000 20,000
Debt Proceeds 2,200,000 0 0 0
Revenues Total $23,554,500 $21,251,760 $20,697,713 $20,370,344
Salaries and Wages 1,428,000 1,463,700 1,500,293 1,537,800
Benefits 618,485 643,224 668,953 695,712
Utilities 717,000 720,585 724,188 727,809
Supplies and Commodities 504,300 506,822 509,356 511,902
Contractual Services 9,763,500 10,007,588 10,257,777 10,514,222
Other 350,000 350,000 350,000 350,000
Transfer to Debt Service 935,748 985,200 995,200 998,400
Capital 7,792,000 3,300,000 4,000,000 3,000,000
Debt service 1,338,757 1,338,758 1,335,758 1,331,758
Depreciation 0 1,934,688 352,243 695,924
Expenses Total $23,447,790 $21,250,565 $20,693,768 $20,363,526
Surplus/(Deficit) Water & Sewer Fund $106,710 $1,195 $3,945 $6,818
Water & Sewer Fund
Revenue & Expense Forecast
Fiscal Years 2022-2025
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
Declining tax revenues, where levies or rates have not been reduced, should be avoided.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Total General Fund operating revenues, divided by the current population (as reported or estimated by U.S.
or Special Census)
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.
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.
Total General Fund tax revenues (local taxes, property, income, use, sales tax etc.) collected divided by total
General Fund operating revenue.
Taxes are the largest single revenue source in this fund, and so their levels must be carefully monitored on a
continual basis.
$400
$450
$500
$550
$600
$650
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Fiscal Year
General Fund Revenue Per Capita
50.00%
54.00%
58.00%
62.00%
66.00%
70.00%
74.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Fiscal Year
GF Tax Revenues as a % of GF Revenue
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LOCAL TAXES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
SALES TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Because sales taxes account for a high percentage of some governments revenues, this ratio measures
dependency and can vary significantly with changes in external economic conditions.
Decreasing sales tax revenue typically represents a downturn in the economy, but a decline could represent a
change in a municipality's property mix (i.e. # of sales tax generating businesses).
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Local taxes under direct control of the governing unit (i.e. sales/use, property, motor fuel tax) divided by
total General Fund operating revenue.
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.
20.00%
30.00%
40.00%
50.00%
60.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Fiscal Year
Local Taxes as a % of GF Revenue
15.00%
20.00%
25.00%
30.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
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
Income Tax divided by General Fund operating revenue.
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.
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.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Property and personal property replacement tax divided by General Fund operating revenue.
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.
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.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Fiscal Year
Property Taxes as a % of GF Revenue
0.00%
5.00%
10.00%
15.00%
20.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
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
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.
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.
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.
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)
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.
$200
$300
$400
$500
$600
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Fiscal Year
GF Expenses Per Capita
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
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
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.
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.
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.
Declining amounts of assets that can be spent without restriction may suggest that a municipality
investigate expense trends for possible improvements.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Total General Fund unreserved fund balance divided by the total General Fund operating revenue.
0.00%
20.00%
40.00%
60.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Fiscal Year
Unreserved Fund Balance as a % of GF Revenue
0.00%
20.00%
40.00%
60.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Fiscal Year
Unrestricted Cash & Investments as a % of GF
Expenses
Page 111