HomeMy Public PortalAboutVillage Budget 2022-202324401 W. Lockport Street
Plainfield, Illinois 60544
2022-2023FISCAL YEAR BUDGET
VILLAGE OF PLAINFIELD
VILLAGE OFFICIALS
PRESIDENT
TRUSTEES
Harry Benton Cally Larson
Kevin M. Calkins Tom Ruane
Patricia T. Kalkanis 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
Joshua Blakemore
Michelle Gibas
FISCAL YEAR 2022-2023 BUDGET
VILLAGE OF PLAINFIELD, ILLINOIS
John F. Argoudelis
Assistant Village Administrator/
Management Services Director
VILLAGE OF PLAINFIELD
FISCAL YEAR 2022-2023 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 2022-2023 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
5/1/2022 13,775,000 24,040,851 3,445,620 19,656,071 378,262 71,411
Revenues 33,374,980 25,410,500 25,000 11,886,000 777,000 130,050
Transfers In 20,000 - - 1,000,000 - -
Debt Proceeds - - - - - -
Total Revenues 33,394,980 25,410,500 25,000 12,886,000 777,000 130,050
Expenses
Salaries and Wages 13,447,918 1,540,000 - - - -
Benefits 6,290,242 638,238 - - - -
Utilities 322,428 684,500 - - - -
Supplies/Commodities 1,127,930 664,000 - - - -
Contractual Services 8,647,052 9,881,500 - 440,000 - -
Other
Debt Service - 1,445,758 - - - -
Capital Outlay - 9,255,000 - 12,350,000 1,050,000 -
Miscellaneous 1,394,500 350,000 - 2,450,000 - 58,000
Sub-Total Expenditures 31,230,070 24,458,996 - 15,240,000 1,050,000 58,000
Interfund Transfers 1,300,000 949,100 - 2,045,682 - -
Total Expenditures 32,530,070 25,408,096 - 17,285,682 1,050,000 58,000
Excess (Deficiency)864,910 2,404 25,000 (4,399,682) (273,000) 72,050
Estimated Fund Balance
4/30/2023 14,639,910 24,043,255 3,470,620 15,256,389 105,262 143,461
Water and SewerOperations &
Expansion
All Fund Summary
Revenues, Expenditures & Fund Balances
2022-2023 Fiscal Year Budget
Page 1
Bond and Tort Police AlcoholMFTInterestImmunityAuditPensionEnforcement DARE Totals
5,241,081 1,001 1,134 8,079 48,792,246 22,232 10,297 115,443,285
2,212,000 1,000 685,300 50,100 3,520,000 15,100 20,100 78,107,130
- 2,994,782 300,000 - - - - 4,314,782
- - - - - - - -
2,212,000 2,995,782 985,300 50,100 3,520,000 15,100 20,100 82,421,912
- - - - 1,100,000 - - 16,087,918
- - - - 5,000 - - 6,933,480
- - - - - - - 1,006,928
- - - - 9,000 - 20,000 1,820,930
- - 752,836 45,000 35,000 - - 19,801,388
- 2,994,782 - - - - - 4,440,539
2,500,000 - - - - - - 25,155,000
- - - - 130,000 - - 4,382,500
2,500,000 2,994,782 752,836 45,000 1,279,000 - 20,000 79,628,683
- - - - - 20,000 - 4,314,782
2,500,000 2,994,782 752,836 45,000 1,279,000 20,000 20,000 83,943,465
(288,000) 1,000 232,464 5,100 2,241,000 (4,900) 100 (1,521,553)
4,953,081 2,001 233,598 13,179 51,033,246 17,332 10,397 113,921,732
Revenues, Expenditures & Fund Balances
2022-2023 Fiscal Year Budget
All Fund Summary
Page 2
All Revenue Sources
Amount
Percent of
Total
Fiscal Year
2022 Estimate
Fiscal Year
2021 Actual
Property Taxes 8,799,080 10.68%8,509,716 7,991,672
State of Illinois Taxes 26,340,750 31.97%27,080,000 22,523,832
Other Taxes 4,806,000 5.83%4,782,800 4,259,623
Licenses and Permits 1,626,200 1.97%2,148,300 2,059,582
Fines 1,024,000 1.24%939,000 884,831
Charges for Services 23,749,700 28.82%25,096,750 24,442,340
Grants 2,770,750 3.36%3,658,930 2,958,527
Franchise Fees 565,000 0.69%565,000 572,856
Investment Income 1,205,650 1.46%1,188,300 8,958,442
Intergovernmental 450,000 0.55%455,000 103,444
Miscellaneous 2,670,000 3.24%2,831,473 2,756,250
Water & Sewer Tap-on Fees 1,475,000 1.79%2,450,000 3,216,057
Subtotal Revenues 75,482,130 91.60%79,705,269 80,727,456
Interfund Transfers 4,314,782 5.24%3,019,633 6,155,850
Debt Proceeds 2,600,000 3.16%4,585,000 2,790,000
Grand Total Revenues 82,396,912 100.00%87,309,902 89,673,306
All Funds
Revenue Summary
2022-2023 Fiscal Year Budget
Fiscal Year 2023 Budget History
Page 3
Expense Classification
Amount
Percent
of Total
Fiscal Year
2022 Estimate
Fiscal Year
2021 Actual
Salaries and Wages 16,087,918 19.16%14,446,100 14,236,182
Benefits 6,933,480 8.26%6,525,839 6,040,276
Utilities 1,006,928 1.20%939,050 1,075,429
Supplies and Commodities 1,820,930 2.17%1,545,800 1,327,268
Contractual Services 19,801,388 23.59%19,386,918 19,152,219
Debt Service 4,440,539 5.29%6,683,506 7,112,174
Capital Outlay 25,155,000 29.96%17,002,500 16,365,075
Other 4,382,500 5.22%2,989,369 2,525,020
Total Expenditures 79,628,683 69,519,082 67,833,643
Interfunds 4,319,782 5.15%3,021,348 6,155,850
Grand Total Expenditures 83,948,465 100.00%72,540,430 73,989,493
All Funds
Expense Summary
2022-2023 Fiscal Year Budget
Fiscal Year 2023 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
ensure 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 current Investment Policy is attached as Exhibit A.
• 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. The current Purchasing Authority Policy is attached
as Exhibit B.
• 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 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 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-
*Water 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.
2022-2023 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 $2.98 million in present value interest cost, due to the
improved bond market and the Village's rating upgrades.
In 2015,again Moody’s Investors Service upgraded the Village of Plainfield, IL’s general
obligation (GO) rating to Aa1 from Aa2. Moody's stated that, "the Aa1 rating reflects the
village’s healthy financial operations and ample reserves supported by strong management and
long term fiscal planning."
In its 2021 Annual Issuer Comment, Moody's describes the Village's credit position as "very high
quality and its Aa1 rating exceeds the median rating of Aa3 for US cities. Notable credit factors
include a robust financial position, very strong wealth and income profile and a sizable tax base
with an exceptionally light debt burden."
Page 14
Position Title Grade
Directors and Senior Managers Minimum Maximum
Police Chief 12 128,241$ 181,020$
Public Works Director
Assistant Village Administrator/Management Services Director
Village Attorney
Police Commander 11 111,514$ 157,409$
Assistant Public Works Director
Information Technology Director
Planning Director
Human Resources Director
Economic Development Director
Building Official 10 96,969$ 136,877$
Superintendent - All Divisions
Police Sergeant
Supervisors and Advanced Technical
Accounting Services Supervisor 9 90,204$ 127,328$
Lead Engineer
IT Operations Manager
Planner 8 80,181$ 113,180$
Community Relations Director
Associate Prosecutor
Crew Leader - All 7 71,272$ 100,605$
Engineer
Utility Billing Supervisor
Village Clerk
Office Manager
Executive Assistant to the Chief
Information Technology Specialist
Building Inspector 6 63,353$ 89,426$
Records Supervisor
Mechanic I
Public Works Inspector
Geographic Information Systems Specialist
Village of Plainfield
Classification Plan
2022-2023 Fiscal Year Budget
FY 2023 Range
Page 15
Position Title Grade
Administrative and Technical Minimum Maximum
Human Resources Assistant 5 58,932$ 83,194$
Code Compliance Inspector
Building Maintenance Worker
Executive Assistant
Evidence Specialist
Plant Operator II - Wastewater
Equipment Operator II Street/Electrical or Forestry
Associate Planner
Management Analyst
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
Village of Plainfield
Classification Plan
2022-2023 Fiscal Year Budget
FY 2023 Range
Page 16
Authorized Positions
Administration/Finance 16 16 16 16 17 17 17.5
Police Department 76.5 76.5 80 82 82 82 82
Streets Division 18.5 18.5 18.5 18.5 18.5 19.5 19.5
Community Development 14 15 15 14.5 14.5 14.5 14.5
Water and Sewer Division 11.5 11.5 10.5 11 11 11.5 11.5
Public Works Engineering 3 3 4 4 4 4 4
Village Totals 139.5 140.5 144 146 147 148.5 149
Positions Reflected are Full Time Equivalent (FTE) Positions
2010 Village Population 39,581
2020 Village Population 44,762
*(US Census)
Village of Plainfield
Staffing Schedule
2022-2023 Fiscal Year Budget
2022-2023
Budgeted
2016-2017
Actual
2017-2018
Actual
2018-2019
Actual
2019-2020
Actual
2020-2021
Actual
2021-2022
Actual
134
136
138
140
142
144
146
148
150
2016-2017Actual 2017-2018Actual 2018-2019Actual 2019-2020Actual 2020-2021Actual 2021-2022Actual 2022-2023Budgeted
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. 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 2023, 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 48%. This consists of Municipal Sales Tax,
Income Tax, Replacement and Use Tax. This is an estimated increase from the prior fiscal year
budget of approximately 6%.
❖ Property Taxes continue to be the second largest revenue source at 21%, a decrease of 3% from
fiscal year 2022 budgeted amount.
❖ Charges for services remain the third largest revenue source at 17%. 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 (9.58%), Illinois Income Tax (36.46%), and Sales Tax (53.53%). General Fund 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
2023 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 2022 sales tax revenue is estimated at 26% higher than 2021. This is largely related to
the addition of the new Costco retail store which opened in November of 2020. The Village
experienced increases in Sales Tax revenues of 2.0%, 0.4% and 18.0% in FY 2019, 2020 and 2021
respectively. Fiscal year 2023 represents a 1.0% increase as compared to the 2022 estimate.
Municipal Sales
Tax
53.53%
Illinois Income
Tax
36.46%
Replacement
Tax
0.43%Local Use Tax
9.58%
Fiscal Year 2023
General Fund State of Illinois Revenues
Page 19
GENERAL FUND REVENUES
The following chart depicts the Village’s retail municipal sales tax revenue by category for the 2021
calendar year. Consistent with previous calendar years, Automotive and Gas stations sales reflect the
largest sales tax revenue source for the Village. Drugs and Miscellaneous Retail surpassed General
Merchandise in calendar year 2021 as the Village’s second largest sales tax revenue source.
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 2021 resulted in a 27% increase in Use Tax revenues. It is anticipated that fiscal year
2022 revenues will trend lower than 2021 and fiscal year 2023 is budgeted with a slight reduction
due to the continued State of Illinois budgetary uncertainty.
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
44,762 based on the 2020 US 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 2022 and 2023:
Fiscal year 2021 increased by 6% as compared to 2020 income tax revenues. Fiscal year 2022 is
anticipated to be significantly higher as compared to 2021. This is primarily due to the certification of
the Village’s census population in October of 2021. Due to the continued uncertainty of the State
distribution formula, Fiscal year 2023 remains flat as compared to the fiscal year 2022 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 2022 permit revenues are estimated to be similar to fiscal year 2021. Fiscal year 2023
is budgeted to decrease as compared to the 2022 estimate. Supply chain issues and cost of
construction are two areas of concern as it relates to building permit volume for fiscal year 2023.
❖ In fiscal year 2006, building permit revenues accounted for 37% of the Village’s overall General
Fund revenue. Fiscal year 2023 building permit revenues are estimated to account for 3.3% 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 2021 tax levy, the Village Board has again authorized to maintain the same property tax rate
since 2013. 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 2020, for every dollar
paid in property taxes by Village residents, 5.58 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 and 2020 EAV increased by approximately 5% and 6% respectively, and
the 202 EAV is estimated to increase by 3.8%.
Page 23
GENERAL FUND REVENUES
Tax Rate Percentage Tax Rate Percentage
Village of Plainfield 0.4669 5.58%0.4079 5.39%
Will County & Forest Preserve 0.7231 8.64%0.6841 9.04%
School District 202 5.3421 63.86%4.8618 64.27%
Joliet Junior College 525 0.2891 3.46%0.227 3.00%
Plainfield Township Park District 0.2537 3.03%0.1959 2.59%
Plainfield Public Library District 0.1825 2.18%0.1573 2.08%
Plainfield Fire Protection District 0.9261 11.07%0.8656 11.44%
Township and Other 0.1824 2.18%0.1653 2.19%
Total Tax Rate 8.3659 100.00%7.5649 100.00%
Village of Plainfield
Comparison of Tax Rates per $100 of Assessed Valuation
2020 and 2010 Levy Years
2020 Levy 2010
Village of Plainfield
5.58%
Will County & Forest
Preserve
8.64%
School District 202
63.86%
Joliet Junior College
525
3.46%
Plainfield Township
Park District
3.00%
Plainfield Public Library District2.17%
Plainfield
Fire
Protection
District
11.07%
Township and Other
2.18%
2020 Levy Tax Distribution by District
Residential
87.60%Commercial11.03%
Industrial
1.10%
Farm
0.24%Railroad0.03%
2020 Levy
Village Equalized Assessed Value by Type
Page 24
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Fund: 01 - General Fund
5,929,329 6,302,842 7,023,862 7,148,780 7,159,080
10,870,272 11,556,111 13,220,143 12,255,000 16,180,750
1,124,341 1,008,302 972,349 1,007,800 1,206,000
1,318,572 1,460,594 1,724,514 1,388,200 1,318,200
611,677 678,496 524,873 694,000 659,000
4,927,437 5,173,763 5,257,178 5,453,200 5,626,700
147,994 65,421 1,932,958 35,750 45,750
658,354 601,567 572,856 595,000 565,000
270,129 380,539 52,737 41,758 40,000
409,787 142,970 174,774 135,500 124,500
452,080 468,282 103,444 405,000 450,000
25,000 25,000 25,000 225,000 20,000
$26,744,972 $27,863,887 $31,584,688 $29,384,988 $33,394,980
Administration/Finance 8,367,812 9,118,204 11,818,181 9,027,045 11,432,330
Police Department 12,686,110 12,719,854 12,948,143 14,332,593 14,542,100
Street Department 3,978,493 4,275,503 4,419,936 4,326,500 4,639,390
Planning Program 593,847 558,561 603,526 676,050 842,750
Building Program 964,165 991,573 1,002,883 1,022,800 1,073,500
$26,590,427 $27,663,695 $30,792,669 $29,384,988 $32,530,070
$154,545 $200,192 $792,019 $0 $864,910
Expense Totals
Total: General Fund
Grants
Franchise Fees
Investment Income
Intergovernmental
Interfund Transfers
Expenses
Miscellaneous
State of Illinois Taxes
Other Taxes
Licenses & Permits
Revenue Totals
Fines and Forfeits
Charges for Services
Classification
Revenues
Property Taxes
General Fund
Revenue & Expense Summary
2022-2023 Fiscal Year Budget
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
FY 2019 Actual FY 2020 ActualFY 2021 Actual FY 2022
Adopted
Budget
FY 2023
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
State of Illinois
TaxesProperty Taxes
Page 25
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 01 - General Fund
Revenues
Property Tax Revenue 3,607,982 4,084,845 4,512,639 4,518,780 4,593,107 4,504,080
Property Tax Rev-Road & 377,733 381,555 384,392 380,000 400,655 380,000
Property Tax-Police Pen 1,402,475 1,297,308 1,577,460 1,700,000 1,697,212 1,700,000
Property Tax Rev-IMRF 541,139 539,134 549,371 550,000 549,910 575,000
$5,929,329 $6,302,842 $7,023,862 $7,148,780 $7,240,884 $7,159,080
STTAX - State of Illinois Taxes
Municipal Sales Tax 5,754,207 5,775,938 6,812,757 6,550,000 8,575,000 8,660,750
Illinois Income Tax 3,842,879 4,289,960 4,537,460 4,100,000 5,900,000 5,900,000
Replacement Tax 48,665 63,799 60,678 55,000 85,000 70,000
Local Use Tax 1,224,521 1,426,414 1,809,248 1,550,000 1,600,000 1,550,000
$10,870,272 $11,556,111 $13,220,143 $12,255,000 $16,160,000 $16,180,750
Hotel/Motel Tax 1,097 672 419 800 1,800 1,000
Amusement Tax 7,168 4,595 1,243 7,000 6,000 5,000
Local Motor Fuel Tax 1,116,076 1,003,035 970,687 1,000,000 1,200,000 1,200,000
$1,124,341 $1,008,302 $972,349 $1,007,800 $1,207,800 $1,206,000
LIC&PER - Licenses and Permits
Liquor License 103,150 112,523 97,940 100,000 123,000 100,000
Contractors License 44,400 48,150 46,800 45,000 45,000 45,000
Cigarette License 8,000 6,045 5,750 6,000 6,000 6,000
Scavenger License 100 100 100 200 100 200
Business License 41,438 42,250 44,425 40,000 40,000 40,000
Building Permit 1,087,619 1,171,669 1,495,052 1,175,000 1,500,000 1,100,000
Sign Permit 3,895 4,937 3,687 5,000 5,000 5,000
Special Movement Permit 26,540 72,155 27,900 15,000 52,000 20,000
Solicitors Permit 3,430 2,765 2,860 2,000 2,200 2,000
$1,318,572 $1,460,594 $1,724,514 $1,388,200 $1,773,300 $1,318,200
Will County Court Fines 353,322 376,964 297,493 325,000 325,000 325,000
Aministrative Fines(P-Tkts)179,769 144,555 108,666 125,000 100,000 100,000
Aministrative Fines - Late fees 9,020 8,010 9,025 9,000 6,500 5,000
Asset Seizure 43,815 13,338 94,861 225,000 95,000 225,000
Alarm Fees 650 500 9,000 1,000 500 1,000
Kendall County Court Fines 2,213 3,141 5,828 3,000 4,000 3,000
Total: State of Illinois Taxes
OTHTX - Other Taxes
Total: Other Taxes
General Fund
Revenue Detail
2022-2023 Fiscal Year Budget
PROPTX - Property Taxes
Total: Property Taxes
Total: Licenses & Permits
FIN - Fines and Forfeits
Page 26
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Revenue Detail
2022-2023 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Asset Seizure (DOJ)22,888 131,988 0 5,000 0 0
Asset Seizure (US Treas)0 0 0 1,000 0 0
$611,677 $678,496 $524,873 $694,000 $531,000 $659,000
Garbage Fee 4,320,878 4,504,532 4,708,687 4,850,000 4,915,000 5,000,000
Garbage Penalties 55,301 45,884 0 25,000 38,000 40,000
Engineering Services 0 0 0 5,000 0 5,000
Zoning Applications 37,634 22,544 21,899 15,000 20,000 15,000
Accident Report Fees 5,969 7,905 6,250 5,000 6,500 5,000
Copies-Maps & Ordinances 2,512 2,391 1,381 2,000 1,650 1,500
Impound Fee 32,762 26,150 41,000 25,000 23,500 25,000
Parking Lot Revenue 8,566 1,484 3,400 2,000 2,000 2,000
Tower Rent 42,910 45,110 49,215 46,000 46,000 46,000
Rental Income 49,200 49,200 49,200 49,200 49,200 49,200
Rental-Community/Multi 3,740 3,165 0 4,000 900 3,000
Special Detail/OT 117,965 115,398 26,146 75,000 105,000 85,000
Water & Sewer Service 250,000 350,000 350,000 350,000 350,000 350,000
$4,927,437 $5,173,763 $5,257,178 $5,453,200 $5,557,750 $5,626,700
FEMA Grant 0 0 36,196 0 36,196 0
Grant Revenue 98,848 8,600 1,814,016 0 0 0
Bulletproof Vest Grant 3,425 6,081 8,495 3,000 2,256 3,000
Tobacco Grant 2,750 1,375 1,320 2,750 1,320 2,750
Traffic Grant 42,971 49,365 72,931 30,000 79,158 40,000
$147,994 $65,421 $1,932,958 $35,750 $118,930 $45,750
AT&T Franchise Payment 126,384 127,184 102,746 120,000 90,000 90,000
Cable TV- Franchise 531,970 474,383 470,110 475,000 475,000 475,000
$658,354 $601,567 $572,856 $595,000 $565,000 $565,000
Interest Income 225,089 220,671 74,328 41,758 60,000 40,000
Realized Gain/Loss (829)69,706 0 0 0 0
Unrealized Gain/Loss 45,869 90,162 (21,591)0 0 0
$270,129 $380,539 $52,737 $41,758 $60,000 $40,000
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 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Revenue Detail
2022-2023 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Event Sponsorship Program 5,729 3,300 0 3,000 0 3,000
Reimb Police Training 0 0 1,444 0 0 0
Amphitheater Rent 250 125 0 500 250 500
Restitution Program 0 200 4,100 0 0 0
Donation/Contribution 17,083 21,579 6,494 15,000 8,000 5,000
Sales-Fixed Assets 0 4,740 21,603 2,000 0 1,000
Liability Write Off 238,525 0 0 0 0 0
Other Reimbursements 99,015 95,255 115,681 90,000 175,000 90,000
Other Receipts 49,185 17,771 25,452 25,000 29,000 25,000
$409,787 $142,970 $174,774 $135,500 $212,250 $124,500
INTERGOV - Intergovernmental
School Liaison 441,774 460,772 76,005 395,000 440,000 440,000
HIDTA/Organized Crime 10,306 7,510 27,439 10,000 15,000 10,000
$452,080 $468,282 $103,444 $405,000 $455,000 $450,000
Transfer From MFT 0 0 0 150,000 0 0
Transfer From TIF 0 0 0 50,000 0 0
Transfer From Alcohol Enforc.25,000 25,000 25,000 25,000 25,000 20,000
$25,000 $25,000 $25,000 $225,000 $25,000 $20,000
$26,744,972 $27,863,887 $31,584,688 $29,384,988 $33,906,914 $33,394,980Revenues 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.
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).
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
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
Management Services Performance Measures – Accounts Payable/Payroll
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
A/P Checks
Payroll Checks
3,467
424
3,379
390
3,383
406
3,346
356
3,520
298
3,669
220
3,410
323
# of Direct Deposits 4,884 4,932 5,045 5,089 5,275 5,403 5,479
Total Payroll processed 5,308 5,322 5,451 5,445 5,573 5,623 5,802
Performance Measures 2015 2016 2017 2018 2019 2020 2021
Processing of Ordinances 51 42 53 58 43 51 44
Processing of Resolutions 26 12 15 13 11 19 13
Village Board Meetings Minutes/Agendas 21 21 22 25 21 22 24
COW Workshop Meetings/Agendas 18 23 20 21 19 16 21
FOIA Requests Processed 349 370 417 450 440 486 587
Early Voting (when applicable) 237 5,310 519 4,087 330 *5,540 641
Page 30
ADMINISTRATION/FINANCE
Management Services Performance Measures – Utility Billing
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Total Billing
Accounts:
(as of 4/30)
13,400 13,565 13,708 13,862 14,058 14,328
Total Water
consumption billed:
(cubic feet) 143,551,989 148,331,627 152,525,850 153,103,708 144,264,815 157,878,102
Residential
Commercial
Industrial
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
125,752,448
15,775,926
16,349,728
Total Water Bill
Transactions: 159,281 161,593 162,422 165,185 167,426 170,312
Lockbox/Electronic
Direct Debit
Front desk
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
78,907
50,646
40,759
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 website,
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 website, Facebook, Twitter, LinkedIn, and YouTube.
• Update the Village website and use it to share Village information and news.
• Coordinate, write, edit, and lay out the Village newsletter.
• Special project and event coordination including the Riverfront, Hunger Action Month, and
Settlers’ Park programming.
FY 2022-2023 Community Relations Key Objectives
• Continue to use weekly E-News Updates, HOA updates, quarterly Village Voice newsletters,
water bill inserts, press releases, the Village website, social media, Plainfield Community
Television (PCT), Coffee with the Mayor, and local media outlets to publicize and distribute Village
news and information.
• Create and send E-News and HOA updates.
• Continue to add/update information on the Village website.
• Utilize the digital billboard for public service announcements and to promote Village/community
events.
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ADMINISTRATION/FINANCE
FY 2022-2023 Community Relations Key Objectives (continued)
• Assist with the completion of Strategic Plan action items and help complete plan updates.
• Community Projects:
o Continue to coordinate and work with other Village Departments and stakeholders
(Riverfront Foundation, Lower DuPage River Watershed Coalition [LDRWC], etc.) on
implementing the Riverfront Master Plan. Specific projects for the upcoming year include
the new Riverfront sign, the council ring, the north trail extension, the LDRWC river
restoration project, and grant application opportunities.
o Work with other agencies/groups to assist in publicizing their events through E-News, the
Village website, the digital billboard, and social media.
o Continue Hunger Action Month activities in conjunction with the local food pantries,
Plainfield Park District, Plainfield Public Library District, Plainfield School District 202, C.W.
Avery YMCA, and the Plainfield Shorewood Area Chamber of Commerce.
o Coordinate a blood drive at the Village Hall.
o Coordinate and publicize the annual Toys for Tots collection.
• Settlers’ Park:
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 and series sponsorships for these programs.
o Work with other jurisdictions, groups, and food vendors to coordinate activities/offerings
at the movies.
o Develop consistent signage for the park.
FACILITY MANAGEMENT PROGRAM
The Facility Management Program reflects expenses related to the cleaning, upkeep and maintenance
of Village Hall. This program is coordinated through the Management Services Division; however facility
maintenance issues are managed by the Public Works Facility Maintenance Crew Leader and staff. The
custodial services are currently provided contractually, with the exception of non-routine cleaning and
miscellaneous maintenance projects such as carpet cleaning and floor waxing. Certain tasks such as
generator, HVAC, various electrical and elevator maintenance and repairs and annual inspections are
also contracted with outside vendors.
Page 32
ADMINISTRATION/FINANCE
HUMAN RESOURCES PROGRAM
The Human Resources Division is responsible for the oversight of recruitment, testing, selection, staff
development and training, performance evaluation, labor relations, discipline, management of
employee benefit programs, workplace wellness program initiatives, worker’s compensation and risk
management programs, and administration and interpretation of Village personnel policies and
procedures. Employee benefit programs include medical, dental, vision, 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 2022-2023 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 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.
• 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.
• Due to a retirement, onboard and train the newly hired Human Resources Assistant.
• Complete the transition of our Personnel Manual to the Lexipol platform. This will ensure timely
policy updates with easier communication and training on the changes.
• 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.
• Keeping on top of fast-moving recruiting trends to stay competitive in our labor market.
• 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.
Page 33
ADMINISTRATION/FINANCE
INFORMATION TECHNOLOGY PROGRAM
The IT Department is responsible for supporting and securing the computer network, telephone and
voicemail systems for the Village’s three main facilities as well as several remote sites. Information
Technology plays a vital role in the implementation of new software projects, acquisition of new
computer and network equipment, maintenance of existing hardware, management of backups and
planning for disaster recovery, designing and supporting the Village’s public website and social media,
and supporting the Village’s existing software systems and wired/wireless networks. The IT Department
is comprised of four employees: the IT Director, IT Operations Manager, IT Support Specialist, and an IT
Specialist for Geographical Information Systems (GIS).
Information Technology Performance Measures
End users supported 180
Endpoints (desktop and laptop) 250
Servers (physical and virtual) 38
Switches/Routers/Firewall 28
Wifi Access Points 39
Average of Connected Devices 1,127
Mobile devices 151
Door Security Modules 61
*not all issues are reported as a support ticket
Information Technology FY 2022-2023 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, network redesign and audit mechanisms.
We will be working with Public Works on the deployment of their new asset management software. This
project will help Public Works track assets such as streets, hydrants, trees, and much more. The software
will also enable work orders to help schedule maintenance on assets and requests across the Village.
Desktop Phones 201
Network devices 350
Terabytes of Storage 217
Video Cameras 70
Copiers / Local Printers 40
In-Car Cameras/PD Vehicles 44
Applications 121
Calendar Year Support Tickets Closed
2017 1,083
2018 942
2019 1,015
2020 1,066
2021 1,516
Page 34
ADMINISTRATION/FINANCE
The Village has 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.
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.
Lastly, we will be assisting Public Works with their SCADA upgrades. We will be providing support to
ensure they have connectivity to the system with other Village resources.
LEGAL SERVICES PROGRAM
Added to the Administration Program in fiscal year 2021 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.
Page 35
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual FY 2021 Actual
FY 2022
Adopted
Budget
2023 Proposed
Budget
1,380,447 1,419,084 1,476,873 1,765,390 1,862,500 1,926,500
536,021 551,280 528,872 669,444 771,080 875,350
11,892 14,389 13,958 10,151 23,305 21,750
95,485 123,471 112,020 136,635 152,800 175,350
4,633,183 4,586,998 4,737,669 5,206,086 5,378,860 5,879,880
255,551 313,378 240,800 909,218 838,500 1,253,500
Sub-total $6,912,579 $7,008,600 $7,110,192 $8,696,924 $9,027,045 $10,132,330
532,831 1,359,212 2,008,012 3,121,257 0 1,300,000
$7,445,410 $8,367,812 $9,118,204 $11,818,181 $9,027,045 $11,432,330
Unit: 04 - Administration/Finance
Total Administration/Finance
Salaries and Wages
Benefits
Utilities
Supplies and Commodities
Contractual Services
Other
Transfers
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Administration/Finance Summary
2022-2023 Fiscal Year Budget
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY 2018Actual FY 2019Actual FY 2020Actual FY 2021Actual FY 2022Adopted
Budget
2023Proposed
Budget
Admin/Finance Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 36
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Unit: 04 - Administration/Finance
Contrac - Contractual Services
Fees to Refuse Hauler 3,982,891 4,161,324 4,364,628 4,480,000 4,569,765 4,798,250
Bad Debt Expense 0 0 11,305 0 0 0
$3,982,891 $4,161,324 $4,375,933 $4,480,000 $4,569,765 $4,798,250
Salaries-President 24,000 24,000 24,000 24,000 24,000 24,000
Salaries-Elected Officials 23,800 25,300 23,000 25,000 26,000 26,000
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
$51,800 $53,300 $51,000 $53,000 $54,000 $54,000
FICA 3,037 3,286 3,162 3,300 3,350 3,400
Medicare 710 769 740 780 785 800
Employee Insurance 139 109 101 150 10 100
Travel/Training 4,393 1,919 0 10,000 500 10,000
$8,279 $6,083 $4,003 $14,230 $4,645 $14,300
SUPP - Supplies and Commodities
Replacement Supplies 0 742 5,248 3,000 4,000 10,000
Dues & Subscriptions 56,001 50,868 53,068 50,000 55,000 55,000
$56,001 $51,610 $58,316 $53,000 $59,000 $65,000
Contrac - Contractual Services
Public Relations 100,472 122,741 107,052 115,000 115,000 120,000
Cable TV 0 0 15,761 10,000 10,000 10,000
$100,472 $122,741 $122,813 $125,000 $125,000 $130,000
Small Business Relief Grant 0 0 145,000 0 0 0
Economic Incentive Rebate 189,796 134,559 587,273 650,000 930,000 700,000
$189,796 $134,559 $732,273 $650,000 $930,000 $700,000
$406,348 $368,293 $968,405 $895,230 $1,172,645 $963,300
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: 01 - Legislative Program
Total: Salaries and Wages
BEN - Benefits
Total: Non-Divisional
SAL - Salaries and Wages
Total: Benefits
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
Division: 00 - Non-Divisional
Division: 01 - Legislative Program
Expenditures
Page 37
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
Salaries-Full Time 744,712 768,361 671,481 675,000 670,000 740,000
Salaries-Part Time 53,127 55,836 63,773 75,000 70,000 55,000
Salaries-Overtime 878 359 276 2,000 1,500 2,000
$798,717 $824,556 $735,530 $752,000 $741,500 $797,000
FICA 45,116 45,731 40,466 45,000 44,500 50,000
Medicare 11,560 11,786 11,245 10,500 10,500 11,750
IMRF 84,813 80,550 84,122 80,000 80,000 88,000
Employee Insurance 103,736 105,980 89,852 90,000 110,000 135,000
Deferred Comp. Contribution 23,458 18,208 20,554 25,000 22,000 25,000
Travel/Training 12,055 4,901 1,501 12,000 5,000 12,000
IL Unemployment Insurance 4,043 3,594 5,311 5,000 5,500 6,000
$284,781 $270,750 $253,051 $267,500 $277,500 $327,750
UTIL - Utilities
Telephone/Internet 6,346 5,814 2,468 12,085 8,000 8,000
Cellular Phones 2,146 2,531 1,657 2,500 4,200 5,000
$8,492 $8,345 $4,125 $14,585 $12,200 $13,000
SUPP - Supplies and Commodities
Office Supplies/Postage 32,003 33,066 32,225 32,000 32,000 35,000
Dues & Subscriptions 3,716 3,759 2,476 5,000 4,000 5,000
Gas/Oil/Mileage/Carwash 8,919 8,378 7,200 9,500 4,000 9,500
$44,638 $45,203 $41,901 $46,500 $40,000 $49,500
Contrac - Contractual Services
Maintenance Contracts/Lease 8,719 4,046 1,894 8,000 2,500 8,000
Recording Fees 1,579 166 506 1,000 800 1,000
Legal Notices 2,328 2,079 2,103 2,500 2,200 2,500
Legal Fees 48,478 60,032 43,085 80,000 82,000 95,000
Contractual Services 95,535 54,690 63,584 65,000 85,000 90,000
$156,639 $121,013 $111,172 $156,500 $172,500 $196,500
OTHER - Other
Office Furniture & Equipment 1,748 9,982 3,920 5,000 1,500 5,000
Contingencies 37,696 7,054 25,884 40,000 20,000 400,000
$39,444 $17,036 $29,804 $45,000 $21,500 $405,000
Total: 02 - Administration $1,332,711 $1,286,903 $1,175,583 $1,282,085 $1,265,200 $1,788,750
Total: Supplies & Commodities
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
BEN - Benefits
Total: OTHER - Other
SAL - Salaries and Wages
Total: UTIL - Utilities
Division: 02 - Administration Program
Page 38
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
Salaries-Full Time 102,251 104,807 110,916 111,000 108,000 113,000
$102,251 $104,807 $110,916 $111,000 $108,000 $113,000
FICA 5,901 5,881 6,745 6,800 6,700 7,100
Medicare 1,380 1,375 1,577 1,600 1,500 1,700
IMRF 11,010 10,345 12,682 12,100 11,800 12,500
Employee Insurance 21,094 21,592 23,066 25,000 26,000 29,500
Deferred Comp. Contribution 3,656 1,700 3,755 4,000 4,200 5,000
Travel/Training 251 25 81 1,500 500 1,500
$43,292 $40,918 $47,906 $51,000 $50,700 $57,300
UTIL - Utilities
Telephone/Internet 635 677 310 750 400 750
$635 $677 $310 $750 $400 $750
SUPP - Supplies and Commodities
Office Supplies/Postage 0 0 0 300 150 300
Dues & Subscriptions 530 570 634 850 650 850
Gas/Oil/Mileage/Carwash 0 0 0 100 0 100
$530 $570 $634 $1,250 $800 $1,250
Contrac - Contractual Services
Public Relations 10,799 11,124 11,148 28,000 20,000 31,000
Marketing and Promotions 173 0 0 1,000 200 2,000
Settler's Park 6,191 4,287 0 4,000 3,000 8,000
Contractual Services 3,850 384 13,561 4,000 5,000 7,500
$21,013 $15,795 $24,709 $37,000 $28,200 $48,500
Total: 03-Community Relations $167,721 $162,767 $184,475 $201,000 $188,100 $220,800
Total: UTIL - Utilities
Total: Salaries and Wages
Division: 03 - Community Relations Program
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
SAL - Salaries and Wages
Total: Benefits
Page 39
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
Salaries-Full Time 50,139 52,087 53,084 55,000 55,000 60,000
Salaries-Overtime 4,226 4,176 3,344 4,500 4,500 5,000
$54,365 $56,263 $56,428 $59,500 $59,500 $65,000
FICA 3,227 3,323 3,511 3,700 3,700 4,100
Medicare 755 777 821 900 900 1,000
IMRF 5,766 5,493 6,405 6,500 6,500 7,200
Employee Insurance 15,300 15,525 14,732 18,000 15,500 18,000
Deferred Comp. Contribution 777 786 1,220 1,000 1,500 2,000
$25,825 $25,904 $26,689 $30,100 $28,100 $32,300
SUPP - Supplies and Commodities
Building Supplies 10,387 10,722 12,676 15,000 15,000 20,000
$10,387 $10,722 $12,676 $15,000 $15,000 $20,000
Contrac - Contractual Services
Contractual Services 43,067 45,241 42,946 45,000 60,000 70,000
$43,067 $45,241 $42,946 $45,000 $60,000 $70,000
OTHER - Other
Building Improvements 5,987 4,775 32,885 25,000 10,000 30,000
$5,987 $4,775 $32,885 $25,000 $10,000 $30,000
Total: 04-Facility Management $139,631 $142,905 $171,624 $174,600 $172,600 $217,300
Total: Salaries and Wages
Division: 04 - Facility Management Program
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Page 40
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
Salaries-Full Time 166,248 174,765 185,129 190,000 190,000 195,000
Salaries-Overtime 50 0 0 500 500 500
$166,298 $174,765 $185,129 $190,500 $190,500 $195,500
FICA 9,972 10,228 11,788 12,000 12,000 12,000
Medicare 2,332 2,392 2,843 2,800 2,800 2,800
IMRF 17,738 17,263 22,034 21,000 20,000 21,000
Employee Insurance 38,063 39,343 42,044 45,000 47,000 50,000
Deferred Comp. Contribution 6,580 6,719 6,953 8,000 7,500 8,000
Travel/Training 8,688 964 614 6,500 5,000 10,000
$83,373 $76,909 $86,276 $95,300 $94,300 $103,800
UTIL - Utilities
Telephone/Internet 1,269 1,067 450 1,000 550 1,000
Cellular Phones 667 672 543 600 600 600
$1,936 $1,739 $993 $1,600 $1,150 $1,600
SUPP - Supplies and Commodities
Office Supplies/Postage 518 890 1,251 1,500 1,300 2,000
Dues & Subscriptions 7,804 946 707 9,000 9,800 10,000
Gas/Oil/Mileage/Carwash 341 24 0 1,200 100 1,200
$8,663 $1,860 $1,958 $11,700 $11,200 $13,200
Contrac - Contractual Services
Public Relations 4,149 10,143 7,363 12,000 9,000 12,000
Contractual Services 5,473 4,393 1,348 8,000 5,000 10,000
$9,622 $14,536 $8,711 $20,000 $14,000 $22,000
Total: 06 - Human Resources $269,892 $269,809 $283,067 $319,100 $311,150 $336,100
Total: Supplies & Commodities
Total: Contractual Services
Total: Benefits
Total: UTIL - Utilities
BEN - Benefits
SAL - Salaries and Wages
Total: Salaries and Wages
Division: 06 - Human Resources Program
Page 41
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
Salaries-Full Time 245,653 263,182 307,528 368,000 325,000 370,000
Salaries-Overtime 0 0 0 500 0 0
$245,653 $263,182 $307,528 $368,500 $325,000 $370,000
FICA 15,004 16,118 19,250 23,000 20,200 23,000
Medicare 3,509 3,769 4,502 5,400 47,100 5,500
IMRF 26,162 26,278 34,519 40,500 35,000 41,000
Employee Insurance 42,083 44,200 55,192 81,000 88,000 103,000
Deferred Comp. Contribution 6,926 8,767 7,419 6,000 6,500 7,500
Travel/Conventions/Training 12,046 9,176 0 17,000 3,000 15,000
$105,730 $108,308 $120,882 $172,900 $199,800 $195,000
UTIL - Utilities
Telephone/Internet 669 534 228 500 300 500
Cellular Phones 2,657 2,663 2,796 4,170 3,000 4,200
$3,326 $3,197 $3,024 $4,670 $3,300 $4,700
SUPP - Supplies and Commodities
Office Supplies/Postage 1,869 941 2,586 1,750 1,300 1,800
Dues & Subscriptions 675 754 689 800 700 800
Gas/Oil/Mileage/Carwash 340 360 0 400 100 400
Uniforms 368 0 267 800 300 800
$3,252 $2,055 $3,542 $3,750 $2,400 $3,800
Contrac - Contractual Services
Software Licensing/Renewals 256,683 241,440 444,441 436,700 425,000 523,130
Contractual Services 16,611 15,579 52,263 55,500 50,000 70,500
$273,294 $257,019 $496,704 $492,200 $475,000 $593,630
OTHER - Other
Server/Network Supplies 55,355 58,663 74,698 78,500 60,000 78,500
Computers 22,796 25,767 39,558 40,000 35,000 40,000
$78,151 $84,430 $114,256 $118,500 $95,000 $118,500
Total: 08 - IT Program $709,406 $718,191 $1,045,936 $1,160,520 $1,100,500 $1,285,630
Total: OTHER - Other
Total: Salaries and Wages
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Total: Contractual Services
Division: 08 - IT Program
Total: Supplies & Commodities
Total: UTIL - Utilities
Page 42
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Administration/Finance Detail
2022-2023 Fiscal Year Budget
General Fund
SAL - Salaries and Wages
Salaries-Full Time 0 0 291,981 292,000 290,000 298,000
Salaries - Part Time 0 0 26,878 35,000 28,000 33,000
Salaries-Overtime 0 0 0 1,000 500 1,000
$0 $0 $318,859 $328,000 $318,500 $332,000
BEN - Benefits
FICA 0 0 20,013 20,300 19,500 21,000
Medicare 0 0 4,605 4,750 4,600 4,900
IMRF 0 0 35,706 36,000 36,000 37,000
Employee Insurance 0 0 60,370 68,000 65,500 68,000
Deferred Comp. Contrib.0 0 9,389 8,000 10,000 11,000
Travel/Training 0 0 554 3,000 1,000 3,000
$0 $0 $130,637 $140,050 $136,600 $144,900
UTIL - Utilities
Telephone/Internet 0 0 491 1,000 600 1,000
Cellular Phones 0 0 1,208 700 550 700
$0 $0 $1,699 $1,700 $1,150 $1,700
SUPP - Supplies and Commodities
Office Supplies/Postage 0 0 5,632 10,000 7,000 10,000
Dues & Subscriptions 0 0 10,506 10,500 10,500 11,000
Gas/Oil/Mileage/Carwash 0 0 836 500 750 1,000
Uniforms/Clothing 0 0 634 600 500 600
$0 $0 $17,608 $21,600 $18,750 $22,600
Contrac - Contractual Services
Maintenance Contracts/Lease 0 0 2,016 2,160 2,500 3,000
Vehicle Maintenance 0 0 784 1,000 4,000 3,000
Legal Fees 0 0 20,298 20,000 15,000 15,000
$0 $0 $23,098 $23,160 $21,500 $21,000
Total: Legal Services $0 $0 $491,901 $514,510 $496,500 $522,200
Transfer to Tort Immunity 0 0 0 0 0 300,000
Tr. to Capital (body cam/PEMA)1,359,212 2,008,012 3,121,257 0 0 1,000,000
$1,359,212 $2,008,012 $3,121,257 $0 $0 $1,300,000
Total: Administration/Finance $8,367,812 $9,118,204 $11,818,181 $9,027,045 $9,276,460 $11,432,330
Total: Transfers
Transfers
Total: Contractual Services
Division: 09 - Legal Services
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Page 43
POLICE DEPARTMENT
In 2019 a comprehensive Staffing and Organizational Study was conducted within the Plainfield Police
Department due to a generational shift that has begun 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 the continued delivery of professional services to the Village.
Due to the operational impact of the COVID-19 pandemic, there are items in this year’s Budget that
have been affected, and 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 of 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 cost due to enhanced cleaning measures
and the increase in the cost of supplies and materials from the impact of the COVID-19 Pandemic.
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 continuously evaluating staffing issues based on call volume, the 2019 Staffing
Study, and other factors which could allow for subsequent promotions and personnel movements in
FY23.
Police - Administration Division
The Administration Division is comprised of Administrative Commander Ken Ruggles and includes
Criminal Investigations, School Resource Officers, DARE, and Property/Evidence Control.
Page 44
POLICE DEPARTMENT
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 18 volunteers providing more than 3,096 hours of
volunteer service to the Village in 2021.
The fiscal year 2022-2023 Budget reflects a 6% increase due to the need to update IT equipment. We are
looking forward to the opening of the new PEMA facility in 2022.
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. This budget also includes the police testing/hiring costs which
remain status quo for the 2022-2023 fiscal year.
Page 45
POLICE DEPARTMENT
FY 2022-2023 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 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 2017 2018 2019 2020 2021
Calls Responded To 33,476 37,915 39,715 30,847 38,588
Total Traffic Citations 6,285 7,464 8,212 5,294 7,060
Total DUI Arrests 84 99 88 93 94
Total Occupant Restraint Citations 485 662 819 985 701
Total Crashes (includes private property) 1,151 1,347 1,320 845 1,213
DARE Program Student Attendance 2,100 790 782 817 751
Battery 164 179 140 112 116
Burglary to Motor Vehicle 51 75 52 57 41
Suicide/Attempt 66 80 44 35 25
Sexual Assault 29 34 40 24 21
Retail Theft 148 103 72 74 68
Mental Health Calls 21 22 17 16 148
Drug-Related Calls 104 156 89 70 46
IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND
PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE
Page 46
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Salaries and Wages 7,076,406 7,431,449 7,735,573 7,688,410 8,420,518 8,552,418
Benefits 3,342,703 3,485,115 3,425,247 3,693,848 4,060,416 4,079,002
Utilities 59,597 68,639 73,299 65,280 74,215 86,678
Supplies and Commodities 319,678 316,388 349,290 296,940 363,520 385,330
Contractual Services 981,636 1,083,725 1,048,631 1,079,414 1,273,924 1,297,672
Other 133,141 300,794 87,814 124,251 140,000 141,000
Total - Police Department $11,913,161 $12,686,110 $12,719,854 $12,948,143 $14,332,593 $14,542,100
Classification
Fund: 01 - General Fund
Expenditures
Total Police Department
General Fund
Police Division Summary
2022-2023 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 2018Actual FY 2019Actual FY 2020Actual FY 2021Actual FY 2022Adopted
Budget
FY 2023Proposed
Budget
Police Division Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 47
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
BudgetFund: 01 - General FundExpenditures
Unit: 05 - Police Department
SAL - Salaries and Wages
Salaries-Full Time 309,660 311,250 338,919 345,063 335,000 347,887
Salaries-Part Time 34,245 32,369 32,174 34,944 16,000 35,000
Salaries-Overtime 361 1,096 255 1,000 800 1,000
$344,266 $344,715 $371,348 $381,007 $351,800 $383,887
BEN - Benefits
FICA 20,055 19,966 22,607 23,622 22,000 23,801
Medicare 4,773 4,761 5,450 5,525 5,100 5,566
IMRF 21,272 19,397 23,140 25,576 21,500 20,086
Employee Insurance 63,618 63,830 67,335 72,800 72,500 66,521
Deferred Comp. Contrib.6,068 6,135 6,381 8,000 8,000 8,000
Travel/Training 4,058 4,891 3,630 7,000 3,500 8,000
Education/School 0 3,511 3,000 3,000 3,000 3,000
Unemployment Insurance 18,634 18,788 20,000 20,000 20,000 20,000
$138,478 $141,279 $151,543 $165,523 $155,600 $154,974
UTIL - Utilities
Telephone/Internet 1,741 627 450 1,100 600 1,100
Cellular Phones 748 734 527 1,200 700 1,200
$2,489 $1,361 $977 $2,300 $1,300 $2,300
SUPP - Supplies and Commodities
Office Supplies/Postage 4,680 6,461 6,291 8,000 6,500 8,000
Replacement Supplies 907 1,837 1,898 4,550 3,000 4,550
Dues & Subscriptions 2,967 3,264 4,905 5,000 5,000 5,960
Gas/Oil/Mileage/Carwash 1,178 5,278 1,245 3,700 2,000 3,700
Uniforms/Clothing 1,871 2,515 2,251 1,800 1,800 1,800
$11,603 $19,355 $16,590 $23,050 $18,300 $24,010
Contrac - Contractual Services
Maintenance Contracts/Lease 7,385 6,547 5,651 6,709 6,000 6,709
Custodial Supplies 58,936 64,491 71,172 65,000 65,000 75,000
Vehicle Maintenance 2,115 651 1,688 2,500 1,500 2,500
Contractual Services 3,002 4,760 21,229 8,000 7,500 8,000
$71,438 $76,449 $99,740 $82,209 $80,000 $92,209
Total: Administration Program $568,274 $583,159 $640,198 $654,089 $607,000 $657,380
Total: Contractual Services
Total: Supplies & Commodities
Division: 02 - Police Executive
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Page 48
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 3,972,682 4,258,971 3,985,541 4,262,309 4,000,000 4,319,335
Salaries-Part Time 245,263 261,624 (1,025)0 0 0
Salaries-Overtime 306,702 291,642 224,247 250,000 240,000 250,000
$4,524,647 $4,812,237 $4,208,763 $4,512,309 $4,240,000 $4,569,335
BEN - Benefits
FICA 271,691 288,235 265,944 279,763 266,000 283,299
Medicare 64,010 67,924 62,253 65,428 62,500 66,255
IMRF 41,580 40,872 15,670 14,550 16,000 15,408
Employer Pension Contrib.1,402,475 1,297,308 1,577,460 1,700,000 1,700,000 1,700,000
Employee Insurance 615,423 659,918 630,361 665,615 695,000 705,889
Deferred Comp. Contrib.122,332 115,355 114,454 125,000 120,000 125,000
Travel/Training 32,232 38,592 24,968 41,000 33,000 41,000
$2,549,743 $2,508,204 $2,691,110 $2,891,356 $2,892,500 $2,936,851
UTIL - Utilities
Telephone/Internet 29,305 40,595 33,635 12,160 33,000 35,000
Cellular Phones 5,365 5,853 6,256 23,300 6,000 7,000
$34,670 $46,448 $39,891 $35,460 $39,000 $42,000
SUPP - Supplies and Commodities
Office Supplies/Postage 14,553 14,333 7,084 13,500 10,000 13,500
Replacement Supplies 18,178 16,250 16,708 17,000 17,000 20,000
Dues & Subscriptions 1,124 885 710 3,900 3,000 8,100
Gas/Oil/Mileage/Carwash 91,570 96,473 61,882 61,000 63,000 68,000
K-9 Unit 4,655 5,262 5,416 0 0 0
Uniforms/Clothing 37,983 52,837 48,402 43,150 43,150 42,950
Ammunition/Weapons 32,522 24,227 28,249 28,000 28,000 28,500
Bike Unit 825 5,806 3,385 3,500 3,000 6,000
$201,410 $216,073 $171,836 $170,050 $167,150 $187,050
Contrac - Contractual Services
Traffic Programs 20,302 13,161 0 0 0 0
Explorer Program 0 0 2,682 5,000 2,000 5,000
Radio Maintenance 955 0 48 2,000 1,000 2,000
Maintenance Contracts/Lease 15,656 14,521 4,366 15,995 12,000 11,920
Vehicle Maintenance 78,393 73,943 75,795 46,970 45,000 53,000
Contractual Services 13,887 12,479 13,103 16,000 15,000 16,700
Contractual Svcs - WESCOM 602,845 601,421 607,001 608,000 606,000 619,813
Animal Control 4,440 7,060 2,780 0 0 0
$736,478 $722,585 $705,775 $693,965 $681,000 $708,433
Total: Police Operations $8,046,948 $8,305,547 $7,817,375 $8,303,140 $8,019,650 $8,443,669
Total: Salaries and Wages
Division: 51 - Police Patrol
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Page 49
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 1,042,704 1,018,858 1,763,317 2,009,633 1,775,000 2,071,741
Salaries-Overtime 79,262 58,668 107,876 134,500 135,000 138,000
$1,121,966 $1,077,526 $1,871,193 $2,144,133 $1,910,000 $2,209,741
BEN - Benefits
FICA 68,145 64,642 116,994 132,936 120,000 137,004
Medicare 15,999 15,118 27,450 31,090 28,000 32,041
IMRF 6,773 6,766 13,654 15,212 14,500 16,020
Employee Insurance 177,746 176,357 290,239 358,181 355,000 372,639
Deferred Comp. Contrib.39,548 46,030 53,793 55,000 55,000 58,000
Travel/Training 10,445 9,975 11,448 32,460 12,000 20,000
$318,656 $318,888 $513,578 $624,879 $584,500 $635,704
UTIL - Utilities
Telephone/Internet 2,238 731 579 1,110 700 1,100
Cellular Phones 11,609 11,676 12,203 19,800 10,000 15,000
$13,847 $12,407 $12,782 $20,910 $10,700 $16,100
SUPP - Supplies and Commodities
Office Supplies/Postage 2,488 3,100 3,877 5,500 4,000 5,500
Replacement Supplies 893 1,125 4,215 14,400 8,000 15,000
Dues & Subscriptions 5,050 3,923 3,999 5,220 4,000 7,000
Gas/Oil/Mileage/Carwash 16,974 16,888 16,903 30,000 26,000 30,000
Crime Scene/Evidence Tech 7,851 6,483 6,315 12,400 7,000 10,000
Uniforms/Clothing 7,199 9,148 14,057 13,000 13,000 13,900
$40,455 $40,667 $49,366 $80,520 $62,000 $81,400
Contrac - Contractual Services
Community Programs 0 0 6,127 8,500 8,500 8,500
Community Prog-Alc/Tobacco 0 0 104 2,500 1,000 2,500
Explorer Program 6,471 11,962 (240)0 0 0
Radio Maintenance 0 1,326 25,564 31,000 25,000 31,000
Maintenance Contracts/Lease 3,735 3,151 2,498 4,920 3,000 4,920
Vehicle Maintenance 14,102 13,609 27,120 31,820 26,000 30,000
D.A.R.E. Program 0 0 3,076 5,000 3,500 5,000
Background Check Svcs.2,330 2,521 2,407 2,500 2,500 2,500
Accreditation 4,595 4,595 0 0 0 0$31,233 $37,164 $66,656 $86,240 $69,500 $84,420
OTHER - Other
Shop with a Cop 0 0 14,900 10,000 15,800 10,000
$0 $0 $14,900 $10,000 $15,800 $10,000
Total: Police Administration $1,526,157 $1,486,652 $2,528,475 $2,966,682 $2,652,500 $3,037,365
Division: 52 - Police Administration
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Page 50
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 216,142 226,435 0 0 0 0
Salaries-Part Time 27,636 32,979 0 0 0 0
Salaries-Overtime 6,235 4,310 0 0 0 0
$250,013 $263,724 $0 $0 $0 $0
BEN - Benefits
FICA 15,877 16,489 0 0 0 0
Medicare 3,713 3,856 0 0 0 0
IMRF 26,816 26,696 0 0 0 0
Employee Insurance 56,492 31,405 0 0 0 0
Deferred Comp. Contrib.8,966 10,182 0 0 0 0
Travel/Training 2,136 877 0 0 0 0
$114,000 $89,505 $0 $0 $0 $0
UTIL - Utilities
Telephone/Internet 2,238 731 0 0 0 0
$2,238 $731 $0 $0 $0 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 8,624 8,946 0 0 0 0
Dues & Subscriptions 15 50 0 0 0 0
Uniforms/Clothing 1,019 961 0 0 0 0
$9,658 $9,957 $0 $0 $0 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 2,160 5,193 0 0 0 0
$2,160 $5,193 $0 $0 $0 $0
Total: Police Records $378,069 $369,110 $0 $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 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
Contrac - Contractual Services
Seizure/Forfeiture Exp.123,515 77,906 100,230 225,000 95,000 225,000
$123,515 $77,906 $100,230 $225,000 $95,000 $225,000
Total: Seizure/Forfeiture $123,515 $77,906 $100,230 $225,000 $95,000 $225,000
SAL - Salaries and Wages
Salaries-Special Activities 77,522 72,901 22,764 32,513 65,000 32,513
$77,522 $72,901 $22,764 $32,513 $65,000 $32,513
BEN - Benefits
FICA 4,927 4,470 1,344 2,016 4,000 2,016
Medicare 1,169 1,067 315 471 700 471
$6,096 $5,537 $1,659 $2,487 $4,700 $2,487
SUPP - Supplies and Commodities
Mobile Field Force 0 960 0 0 0 0
$0 $960 $0 $0 $0 $0
Total: Police Special Activities $83,618 $79,398 $24,423 $35,000 $69,700 $35,000
Total: Contractual Services
Division: 54 - Seizure/Forfeiture
Total: Supplies & Commodities
Total: Salaries and Wages
Total: Benefits
Division: 55 - Police Special Activities
Page 52
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 909,075 947,620 914,637 984,456 885,000 994,442
Salaries-Part Time 203 1,598 258,505 303,600 250,000 300,000
Salaries-Overtime 46,408 47,938 40,089 56,000 45,000 56,000
$955,686 $997,156 $1,213,231 $1,344,056 $1,180,000 $1,350,442
BEN - Benefits
FICA 57,350 59,433 77,332 83,331 75,000 83,727
Medicare 13,508 14,010 18,096 19,489 17,500 19,581
IMRF 5,514 4,956 58,343 70,031 55,000 70,439
Employee Insurance 164,841 163,410 149,288 147,139 147,139 129,058
Deferred Comp. Contrib.27,000 28,752 25,302 40,000 28,000 30,000
Travel/Training 12,670 13,262 5,931 10,760 5,000 10,760
$280,883 $283,823 $334,292 $370,750 $327,639 $343,565
UTIL - Utilities
Telephone/Internet 2,238 919 1,164 2,200 1,500 2,200
Cellular Phones 2,709 2,787 2,923 5,220 3,500 7,220
$4,947 $3,706 $4,087 $7,420 $5,000 $9,420
SUPP - Supplies and Commodities
Office Supplies/Postage 2,661 3,032 9,889 13,750 10,000 13,750
Replacement Supplies 931 3,366 2,707 8,200 5,000 11,500
Dues & Subscriptions 1,319 654 1,632 1,650 1,650 650
Gas/Oil/Mileage/Carwash 9,783 10,288 17,496 22,000 19,000 22,000
Uniforms/Clothing 4,443 6,592 12,074 11,200 12,000 11,870
$19,137 $23,932 $43,798 $56,800 $47,650 $59,770
Contrac - Contractual Services
Traffic Program 0 0 20,259 25,900 22,000 27,000
Community Programs 4,895 4,662 0 0 0 0
Community Prog-Alc/Tobacco 152 24 0 0 0 0
Radio Maintenance 25,962 16,620 0 500 500 500
Maintenance Contracts 0 1,733 3,750 7,660 5,000 7,660
Vehicle Maintenance 16,321 10,431 19,310 21,500 20,000 21,500
DARE Program 4,159 4,999 0 0 0 0
Chaplaincy Program 1,097 2,880 1,220 3,000 2,000 3,000
Accreditation 0 0 4,595 8,000 5,000 8,000
Animal Control 0 0 0 9,000 5,000 9,000
$52,586 $41,349 $49,134 $75,560 $59,500 $76,660
OTHER - Other
Shop With a Cop 13,600 14,755 0 0 0 0
$13,600 $14,755 $0 $0 $0 $0
Total: Community Services $1,326,839 $1,364,721 $1,644,542 $1,854,586 $1,619,789 $1,839,857
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Division: 56 - Police Support Services
Total: Contractual Services
Total: OTHER - Other
Page 53
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 129,880 138,968 0 0 0 0
Salaries - Part Time 25,268 26,666 0 0 0 0
Salaries-Overtime 100 43 0 0 0 0
$155,248 $165,677 $0 $0 $0 $0
BEN - Benefits
FICA 9,282 9,809 0 0 0 0
Medicare 2,171 2,294 0 0 0 0
IMRF 16,579 16,401 0 0 0 0
Employee Insurance 40,435 40,813 0 0 0 0
Deferred Comp. Contrib.4,879 7,399 0 0 0 0
Travel/Training 2,252 612 0 0 0 0
$75,598 $77,328 $0 $0 $0 $0
UTIL - Utilities
Telephone/Internet 1,741 702 0 0 0 0
$1,741 $702 $0 $0 $0 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 8,300 5,741 0 0 0 0
Dues & Subscriptions 9,808 10,353 0 0 0 0
Uniforms/Clothing 809 155 0 0 0 0
$18,917 $16,249 $0 $0 $0 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 1,920 2,371 0 0 0 0
Legal Fees 13,816 13,300 0 0 0 0
$15,736 $15,671 $0 $0 $0 $0
Total: Court Services $267,240 $275,627 $0 $0 $0 $0
OTHER - Other
Office Furniture & Equip.4,590 3,122 9,739 8,000 8,000 8,000
Machinery and Equipment 262,011 45,940 85,762 100,000 75,000 100,000
$266,601 $49,062 $95,501 $108,000 $83,000 $108,000
Total: Capital $266,601 $49,062 $95,501 $108,000 $83,000 $108,000
OTHER - Other
Contingencies 18,119 20,411 13,362 12,000 12,000 13,000
$18,119 $20,411 $13,362 $12,000 $12,000 $13,000
Total: Contingencies $18,119 $20,411 $13,362 $12,000 $12,000 $13,000
Total: Police Department $12,605,380 $12,611,593 $12,864,106 $14,158,497 $13,158,639 $14,359,271
Total: Contractual Services
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: OTHER - Other
Division: 57 - Court Services
Division: 91 - Capital
Division: 93 - Contingencies
Total: Salaries and Wages
Page 54
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
BEN - Benefits
Travel/Training 1,377 415 1,482 4,000 1,500 4,000
$1,377 $415 $1,482 $4,000 $1,500 $4,000
UTIL - Utilities
Telephone/Internet 6,590 7,265 6,940 7,250 7,250 16,000
Cellular Phones 2,117 679 603 875 700 858
$8,707 $7,944 $7,543 $8,125 $7,950 $16,858
SUPP - Supplies and Commodities
Office Supplies/Postage 739 523 398 1,000 1,500 1,000
Replacement Supplies 2,215 5,294 4,624 6,000 5,000 6,000
Dues & Subscriptions 3,153 3,675 3,419 4,000 3,500 4,000
Gas/Oil/Mileage/Carwash 4,461 4,609 2,166 8,000 3,500 8,000
Supplies/Hardware 1,245 448 61 2,000 500 2,000
Supplies/Hardware-ESDA 514 944 0 2,000 1,000 2,000
Uniforms/Clothing 2,094 5,971 2,041 6,000 5,000 6,000
Bike Unit 0 0 168 1,500 500 1,500
$14,421 $21,464 $12,877 $30,500 $20,500 $30,500
Contrac - Contractual Services
Emergency Operation Center 933 819 0 1,000 500 1,000
Police Public Relations 524 1,654 1,050 3,000 1,000 3,000
Disaster Plan/Exercises/NIMS 216 0 0 3,000 1,000 3,000
Radio Maintenance 10,939 15,524 13,915 16,000 15,000 16,000
Maintenance Contracts/Lease 1,269 2,281 1,798 1,200 1,200 1,200
Building Maintenance 1,059 868 1,299 20,000 5,000 20,000
Vehicle Maintenance 17,620 7,218 19,265 20,000 15,000 20,000
Siren Maintenance 10,246 8,802 10,228 13,000 10,000 13,000
Contractual Services 194 0 0 5,250 1,000 5,250
CERT/Cadet Program 2,001 1,751 1,759 4,500 2,000 4,500
PEMA Search and Rescue 1,500 3,474 3,900 3,000 3,000 3,000
$46,501 $42,391 $53,214 $89,950 $54,700 $89,950
OTHER - Other
Office Furniture & Equipment 228 855 0 2,000 1,000 2,000
Machinery and Equipment 1,710 556 0 5,000 3,000 5,000
Contingencies 536 2,175 488 3,000 1,000 3,000
$2,474 $3,586 $488 $10,000 $5,000 $10,000
Total: PEMA $73,480 $75,800 $75,604 $142,575 $89,650 $151,308
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: Contractual Services
Total: Benefits
Unit: 07 - PEMA
Page 55
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Police Division Detail
2022-2023 Fiscal Year Budget
Division: 02 - Administration Program
SAL - Salaries and Wages
Salaries-Part Time 2,101 1,637 1,111 6,500 4,000 6,500
$2,101 $1,637 $1,111 $6,500 $4,000 $6,500
BEN - Benefits
FICA 118 119 57 341 250 341
Medicare 28 28 13 80 60 80
Travel/Training 138 121 114 1,000 1,800 1,000
$284 $268 $184 $1,421 $2,110 $1,421
SUPP - Supplies and Commodities
Office Supplies/Postage 412 258 1,774 2,000 1,000 2,000
Dues & Subscriptions 375 375 699 600 600 600
$787 $633 $2,473 $2,600 $1,600 $2,600
Contrac - Contractual Services
Legal Fees 0 0 0 1,000 500 1,000
Police Testing/Hiring 4,078 29,923 4,665 20,000 15,000 20,000
$4,078 $29,923 $4,665 $21,000 $15,500 $21,000
Total: Police Commission $7,250 $32,461 $8,433 $31,521 $23,210 $31,521
Police Division Total $12,686,110 $12,719,854 $12,948,143 $14,332,593 $13,271,499 $14,542,100
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 6,500 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 38,000 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 250 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 streetlights throughout the Village.
18. Repair sidewalk trip hazards immediately after notification, with temporally patching, to
prevent accidental falls.
19. The installation of banners and holiday decorations.
20. Provide mowing services of vacant properties per the Code Enforcement division in the
Building Department.
FY 2022-2023 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 100 trees will be removed
in 2022-2023.
b) Street patching and pothole repair.
c) Continue repairing and replacing the streetlights 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 flowerpots 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 2023, 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 2022-2023 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 2014 2015 2016 2017 2018 2019 2020 2021
Asphalt patching / pothole
repair (tons) 104 72 55 179 122 150 124 175
Shoulder stone repaired (tons) 945 390 277 749 1,096 352 502 1264
Snow removal events 27 23 21 19 30 26 20 19
Storm sewer structures
repaired 45 32 25 35 48 42
30 46
New signs installed 144 254 382 334 217 336 355 237
Street sweeping (lane miles) 1,334 1,398 1,906 2,181 1,964 1,718 1,534 1,968
Trees trimmed 2,041 2,128 3,645 5,127 6,402 2,885 2,954 1,173
Plantings installed 610 568 1,800 1,274 1,528 1,937 2,632 10,172
Grounds maintenance and
mowing (hours) 1,552 1,674 1,026 1,989 2,949 2,261 1,918 1,564
All vehicles, trucks, and
equipment repaired in fleet
services (units)
785 766 675 623 650
852
796
916
Page 59
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Salaries and Wages 1,566,120 1,644,082 1,671,891 1,645,291 1,651,000 1,842,000
Benefits 626,529 659,144 641,808 683,376 732,700 792,890
Utilities 290,125 249,654 249,238 236,511 243,500 203,500
Supplies and Commodities 424,591 496,484 645,363 377,461 503,300 534,000
Contractual Services 956,824 929,129 1,067,203 1,477,297 1,196,000 1,267,000
$3,864,189 $3,978,493 $4,275,503 $4,419,936 $4,326,500 $4,639,390
General Fund
Streets Division Summary
2022-2023 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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Streets Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 60
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Unit: 08 - Street Department
Salaries-Full Time 351,002 385,932 398,138 400,000 397,000 462,000
$351,002 $385,932 $398,138 $400,000 $397,000 $462,000
FICA 21,110 23,157 25,116 24,800 24,500 28,650
Medicare 5,062 5,538 5,992 5,800 5,750 6,700
IMRF 37,925 39,004 46,129 44,000 43,000 50,600
Employee Insurance 69,871 79,000 83,463 89,000 97,700 99,500
Deferred Comp. Contribution 9,433 9,578 10,884 10,500 11,000 12,000
Travel/Conventions/Training 12,212 11,370 2,187 10,000 10,000 13,000
IL Unemployment Insurance 4,000 4,553 4,500 4,500 4,500 4,500
$159,613 $172,200 $178,271 $188,600 $196,450 $214,950
Telephone/Internet 31,749 44,446 33,010 25,000 20,000 25,000
Cellular Phones 8,948 8,459 7,747 8,500 8,000 8,500
$40,697 $52,905 $40,757 $33,500 $28,000 $33,500
SUPP - Supplies and Commodities
Office Supplies/Postage 5,237 8,064 4,134 5,000 4,500 5,000
Dues & Subscriptions 2,881 3,093 2,898 3,000 3,000 3,500
Gas/Oil/Mileage/Carwash 318 159 0 300 300 500
Supplies/Hardware 705 91 306 500 300 500
$9,141 $11,407 $7,338 $8,800 $8,100 $9,500
Building Maintenance 7,124 8,605 12,560 20,000 20,000 20,000
Legal Notices 0 2,342 3,243 1,000 1,500 2,000
$7,124 $10,947 $15,803 $21,000 $21,500 $22,000
$567,577 $633,391 $640,307 $651,900 $651,050 $741,950
Fund: 01 - General Fund
Expenditures
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: UTIL - Utilities
Total: Administration
General Fund
Streets Division Detail
2022-2023 Fiscal Year Budget
Division: 02 - Administration Program
Page 61
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Streets Division Detail
2022-2023 Fiscal Year Budget
Salaries-Full Time 813,414 817,383 848,798 875,000 870,000 900,000
Salaries-Part Time 71,643 57,794 0 0 0 75,000
Salaries-Overtime 134,402 120,530 97,807 80,000 85,000 85,000
$1,019,459 $995,707 $946,605 $955,000 $955,000 $1,060,000
FICA 60,326 60,282 58,971 59,500 59,000 65,720
Medicare 14,109 14,098 13,791 14,000 14,000 15,370
IMRF 98,715 91,478 106,751 105,100 105,100 116,600
Employee Insurance 199,481 184,471 192,658 226,000 225,000 235,000
Deferred Comp. Contribution 21,725 19,318 21,025 25,000 23,000 25,000
$394,356 $369,647 $393,196 $429,600 $426,100 $457,690
Electricity/Gas 208,957 196,333 195,754 210,000 160,000 170,000
$208,957 $196,333 $195,754 $210,000 $160,000 $170,000
SUPP - Supplies and Commodities
Gas/Oil/Mileage/Carwash 51,796 60,155 48,040 65,000 72,000 75,000
Supplies/Hardware 17,352 16,617 14,617 15,000 15,000 15,000
Supplies - Salt Purchase 356,106 487,861 227,596 325,000 371,000 350,000
Street Sign Maintenance 37,318 43,468 51,998 65,000 55,000 60,000
Aggregate Materials 2,711 4,406 4,829 4,000 4,000 4,000
Uniforms/Clothing 10,428 9,815 11,972 10,000 10,000 10,000
$475,711 $622,322 $359,052 $484,000 $527,000 $514,000
Radio Maintenance 3,956 3,057 3,225 5,000 3,500 5,000
Vehicle Maintenance 26,194 30,102 22,249 35,000 30,000 35,000
Street Light Maintenance 94,787 153,120 137,641 125,000 125,000 135,000
Street Maintenance 97,537 168,928 157,742 165,000 165,000 165,000
Storm Sewer Improvements 16,940 11,463 15,272 20,000 15,000 20,000
Contractual Services 95,073 132,863 159,676 190,000 190,000 190,000
Contractual Snow Removal 468,986 330,321 758,253 475,000 400,000 500,000
Sidewalk Maintenance 0 442 5,220 5,000 5,000 5,000
Equipment Maintenance 105,630 167,928 134,510 100,000 100,000 125,000
$909,103 $998,224 $1,393,788 $1,120,000 $1,033,500 $1,180,000
$3,007,586 $3,182,233 $3,288,395 $3,198,600 $3,101,600 $3,381,690 Total: Street Maintenance
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Division: 60 - Street Maintenance Program
Page 62
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
General Fund
Streets Division Detail
2022-2023 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 74,795 82,533 85,741 85,000 85,000 90,000
Salaries-Overtime 7,219 16,669 13,067 8,000 12,000 10,000
$82,014 $99,202 $98,808 $93,000 $97,000 $100,000
FICA 5,558 6,013 6,213 6,000 6,075 6,200
Medicare 1,300 1,406 1,453 1,400 1,425 1,450
IMRF 9,785 9,833 11,148 10,500 10,700 11,000
Employee Insurance 13,719 12,231 13,226 15,000 16,000 18,000
Deferred Comp. Contribution 2,253 2,268 2,275 3,500 2,700 3,500
$32,615 $31,751 $34,315 $36,400 $36,900 $40,150
SUPP - Supplies and Commodities
Supplies/Hardware 11,557 11,634 11,071 10,000 10,000 10,000
Uniforms/Clothing 75 0 0 500 300 500
$11,632 $11,634 $11,071 $10,500 $10,300 $10,500
Tree Removal 11,765 33,790 44,200 30,000 35,000 35,000
Contractual Services 1,137 24,242 23,506 25,000 30,000 30,000
$12,902 $58,032 $67,706 $55,000 $65,000 $65,000
$139,163 $200,619 $211,900 $194,900 $209,200 $215,650
Salaries-Full Time 183,376 183,028 191,801 195,000 190,000 210,000
Salaries-Overtime 8,231 8,022 9,939 8,000 8,000 10,000
$191,607 $191,050 $201,740 $203,000 $198,000 $220,000
FICA 11,381 11,516 12,577 12,600 12,275 13,330
Medicare 2,662 2,693 2,942 3,000 2,870 3,120
IMRF 20,495 18,828 22,795 22,500 21,900 23,650
Employee Insurance 34,877 32,028 33,556 35,000 30,000 35,000
Deferred Comp. Contribution 3,145 3,145 5,724 5,000 4,000 5,000
$72,560 $68,210 $77,594 $78,100 $71,045 $80,100
$264,167 $259,260 $279,334 $281,100 $269,045 $300,100
$3,978,493 $4,275,503 $4,419,936 $4,326,500 $4,230,895 $4,639,390
Total: Vehicle Maintenance
Total: Street Division
Total:Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Total: Forestry Program
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
Division: 63 - Vehicle Maintenance Program
Division: 62 - Forestry Program
Total: Benefits
Total: Salaries and Wages
BEN - Benefits
Page 63
PLANNING DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Planning Department oversees the long-range Comprehensive Plan for the Village of Plainfield and
administers the Zoning Code with respect to all current development projects. Planning is also
responsible for coordinating local historic preservation efforts, including nominations for local landmark
and historic district status and certificate of appropriateness reviews.
The Planning Department plays a lead role in economic development activities, including efforts to
attract new commercial development as well as retain and support Plainfield’s existing businesses. As
the COVID-19 pandemic beings to ease and residential development continuing to move forward, new
development and recruitment will be pushed heavily in the hopes inflation and global supply chain issues
will also ease through this next fiscal year.
For the 2022-23 Fiscal Year, the department has five (5) full-time employee positions budgeted with
three (3) employees currently staffed and one (1) incoming new hire. The five (5) total employee
positions include the Economic Development Director, Planning Director, Associate Planner, Planner,
and the Planning Department Assistant. The Economic Development Director is an accredited certified
urban planner through the American Institute of Certified Planners.
Planning and Zoning Process
All land use development and entitlement cases are legally processed by the Village’s planning staff. Staff
works with landowners, 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.
In 2022 – 2023, the Planning Department will undertake a new visioning of the Village’s Comprehensive
Plan that will help address the questions above and many others related Plainfield’s land use policies.
The Village has seen significant interest in residential growth over the last 5 years even during the COVID-
19 pandemic. With that growth, and the ever-evolving changes in retail and the constant need for new
industrial development in the Interstate 55 corridor, the Planning staff will look to guide this growth by
creating a new Comprehensive Plan that incorporates the vision of the community but continue to move
development forward in a concurrent manner with the new Plan.
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.
Development 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 2022-23 Key Objectives
The Planning Department has established key objectives to pursue in the 2022-2023 Fiscal Year. Key
objectives include:
• Begin the process in May 22’ to complete a new Comprehensive Plan in Summer of 2023.
• Continued support of development of the Boulevard Place / Costco development.
• Continued pursuit of new development opportunities along the IL 59 corridor, pursuing
redevelopment opportunities in the historic downtown area for newer housing options, and
promoting commercial growth in the Village Center/Extended Downtown area on Lockport.
• Seek redevelopment opportunities in the U.S. Route 30 TIF District to create new value and
investment momentum within this corridor.
• Promote enhanced business retention efforts with industries in the community.
Page 65
PLANNING DEPARTMENT
Economic Development
In 2022-2023, staff will work on a reformation and revitalization of the Advisory Task Force on Economic
Development and supplementing 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 Director 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, multiple opportunities along the IL 59 north and south
corridor, and new opportunities in the Village Center area as residential growth continues in this
area.
• 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 a prime
undeveloped site for pursuit while also seeking redevelopment opportunities of under-utilized
properties to maximize the potential of each site.
• Supporting the Village of Plainfield’s participation in the International Council of Shopping
Centers (ICSC) annual RECon conference and Chicago-area conferences.
• Conducting retention interviews in rotating cycles among the Village’s industrial, major retail,
and independently owned business communities.
Plainfield Riverfront
Planning Staff, in coordination with the Community Relations Director, continue to pursue the
implementation of the Riverfront Master Plan. Below are the projects currently slated to begin in 2022:
• Planning for the river restoration project, spearheaded by the Lower DuPage River Watershed
Coalition, that will provide over $2 million for river and watershed restoration.
• In coordination with Community Relations and Engineering, Staff will assist with the design and
construction of the council ring and the extension of the trail north of the Lockport Street Bridge.
• Staff will continue to investigate grant opportunities to continue to extend the trail system.
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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 343,473 347,822 352,345 342,605 397,500 439,000
Benefits 150,362 154,115 145,197 150,066 184,300 197,500
Utilities 3,276 4,146 4,024 2,373 4,500 5,000
Supplies and Commodities 20,465 26,728 9,540 8,419 17,750 17,750
Contractual Services 32,415 61,036 47,455 100,063 72,000 183,500
$549,991 $593,847 $558,561 $603,526 $676,050 $842,750Total: 20 - Planning Program
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Summary
2022-2023 Fiscal Year Budget
Division: 20 - Planning Program
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Planning Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 67
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Unit: 09 - Community Development
Division: 20 - Planning Program
Salaries-Full Time 343,839 349,443 338,140 389,000 355,000 430,000
Salaries-Overtime 2,845 172 0 2,000 300 2,000
Salaries-Commissioner 1,138 2,730 4,465 6,500 6,000 7,000
$347,822 $352,345 $342,605 $397,500 $361,300 $439,000
FICA 21,162 20,988 21,781 25,000 22,500 27,500
Medicare 4,949 4,909 5,094 5,800 5,300 6,500
IMRF 37,018 34,288 38,774 43,000 39,000 48,500
Employee Insurance 76,347 74,752 75,575 93,000 87,000 96,000
Deferred Comp. Contribution 5,420 5,554 6,597 8,500 6,500 8,000
Travel/Training 8,341 3,856 1,245 8,000 4,000 10,000
IL Unemployment Insurance 878 850 1,000 1,000 1,000 1,000
$154,115 $145,197 $150,066 $184,300 $165,300 $197,500
Telephone/Internet 3,173 3,165 1,341 3,000 1,500 3,000
Cellular Phones 973 859 1,032 1,500 1,500 2,000
$4,146 $4,024 $2,373 $4,500 $3,000 $5,000
SUPP - Supplies and Commodities
Office Supplies/Postage 22,702 4,866 3,795 12,000 10,000 12,000
Dues & Subscriptions 3,776 4,434 4,587 5,000 4,600 5,000
Gas/Oil/Mileage/Carwash 250 240 37 750 200 750
$26,728 $9,540 $8,419 $17,750 $14,800 $17,750
Maintenance Contracts/Lease 550 1,949 1,820 2,000 2,000 2,500
Vehicle Maintenance 0 0 0 1,000 0 1,000
Legal Notices 0 13,382 10,514 10,000 10,000 10,000
Legal Fees 4,199 2,184 2,026 4,000 1,800 5,000
Special Projects and Programs 9,924 12,217 62,528 15,000 15,000 135,000
Contractual Services 30,913 4,048 4,387 30,000 15,000 15,000
Engineering Fees 15,450 13,675 18,788 10,000 18,000 15,000
$61,036 $47,455 $100,063 $72,000 $61,800 $183,500
$593,847 $558,561 $603,526 $676,050 $606,200 $842,750
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Detail
2022-2023 Fiscal Year Budget
Total: Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
Total: 20 - Planning Program
SAL - Salaries and Wages
Total: Salaries and Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Page 68
BUILDING AND CODE COMPLIANCE DEPARTMENT
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The mission of the department is to protect the lives and safety of the residents and visitors of the Village
of Plainfield, preserve quality of life and contribute to economic development and viability of the
community. To perform this obligation in a satisfactory manner building codes and ordinances help
ensure public safety, health, and general welfare.
Duties
The Building and Code Compliance Department has the duty and ability to enforce all ordinances and
laws regulating construction on private property by providing services such as permit issuance, plan
examination and inspection. To properly execute these services, the members of the building
department are also responsible for establishing working relationships with many stakeholders such as
design professionals, contractors, owners, and elected officials. The administration, review process and
enforcement utilizes 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,
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 Administrative Aides.
Administration
The administrative function of the department is responsible for the development of processes and
procedures to ensure effective workflow. The clerical staff is responsible for building permit entry,
contractor registration, billing, collection, and release of permit, along with data preservation, inspection
scheduling, Freedom of Information requests, business license issuance and quality customer service.
The staff is also responsible for covering a variety of tasks for the Public Works Department.
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 collects all fees associated with permitting, business licensing, contractor
registrations, and maintains insurance information 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
The purpose of plan review is to determine that the plans and specifications conform to the codes and
ordinances. 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 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 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 elevator inspections in 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.
• Village Zoning Ordinance Enforcement: Conducts inspections and enforces special conditions and
restrictions imposed on properties/premises at time of review by Village ordinances.
Site Safety
Premise Safety is priority for the safe occupancy and use of buildings and/or structures. The department
interfaces, as needed, with the Fire 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 2022-2023 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. Educate new employees.
• Continue inter-departmental cross training initiatives.
• Examine updates and efficiencies to the current building permit applications, fees, and codes.
• Continue the paperless permit process.
• Transition to a new software system.
FY 2022-2023 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.
• Update a Standard Operating Procedures Manual.
Adapt to the COVID requirements and the corresponding changes in the building process such
as shortage and costs of building materials and inspection procedures.
Growth Statistics
Year Population Year Population
2000 13,038 2007 37,334
2003 20,673 2010 39,581
2005 30,314 2020 44,762
Calendar Year 2015 2016 2017 2018 2019 2020 2021
New Residential Permits 138 143 144 180 201 256 361
General Construction
Inspections 7,801 8,750 8,816 8,453 10,490 11,300 13,589
Commercial/Industrial
Added (Sq Ft) 336,744 976,399 38,757 95,421 1,674,
667 280,610 557,110
Acreage Annexed 172 3 58.87 206.86 65.717 2.9233 98
Page 71
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 579,510 645,504 665,429 669,669 658,000 688,000
Benefits 269,032 296,055 304,758 313,503 330,300 345,500
Utilities 4,278 4,621 4,795 4,499 5,500 5,500
Supplies and Commodities 9,710 7,489 10,638 9,430 15,000 15,500
Contractual Services 3,166 10,496 5,953 5,782 14,000 19,000
$865,696 $964,165 $991,573 $1,002,883 $1,022,800 $1,073,500
General Fund
Building Division Summary
2022-2023 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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Building Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 72
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Unit: 09 - Community Development
Salaries-Full Time 642,943 664,788 669,669 655,000 655,000 685,000
Salaries-Overtime 2,561 641 0 3,000 0 3,000
$645,504 $665,429 $669,669 $658,000 $655,000 $688,000
FICA 38,083 39,806 41,796 41,000 41,000 43,000
Medicare 8,906 9,310 9,775 9,800 9,800 10,000
IMRF 67,963 65,930 75,590 73,000 71,000 76,000
Employee Insurance 152,094 170,385 164,902 178,000 178,000 185,000
Deferred Comp. Contribution 16,344 11,931 16,397 15,000 15,000 15,000
Travel/Training 11,188 5,845 3,543 12,000 8,000 15,000
IL Unemployment Insurance 1,477 1,551 1,500 1,500 1,500 1,500
$296,055 $304,758 $313,503 $330,300 $324,300 $345,500
Telephone/Internet 810 1,031 449 1,000 600 1,000
Cellular Phones 3,811 3,764 4,050 4,500 4,000 4,500
$4,621 $4,795 $4,499 $5,500 $4,600 $5,500
Office Supplies/Postage 6,265 8,213 8,192 10,000 9,000 10,000
Dues & Subscriptions 675 935 340 3,000 1,000 3,000
Gas/Oil/Mileage/Carwash 57 547 0 1,000 500 1,000
Uniforms/Clothing 492 943 898 1,000 1,000 1,500
$7,489 $10,638 $9,430 $15,000 $11,500 $15,500
Recording Fees 1,079 1,847 2,612 3,000 3,000 3,000
Vehicle Maintenance 0 0 0 1,000 0 1,000
Contractual Services 9,417 4,106 3,170 10,000 15,000 15,000
$10,496 $5,953 $5,782 $14,000 $18,000 $19,000
$964,165 $991,573 $1,002,883 $1,022,800 $1,013,400 $1,073,500
Fund: 01 - General FundExpenditures
Division: 21 - Building Program
General Fund
Building Division Detail
2022-2023 Fiscal Year Budget
Total: 21 - Building Program
SAL - Salaries and Wages
Total: SAL - Salaries and Wages
BEN - Benefits
Total: Benefits
SUPP - Supplies and Commodities
Total: Supplies & Commodities
Contrac - Contractual Services
Total: Contractual Services
UTIL - Utilities
Total: Utilities
Page 73
WATER DIVISION
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Water Division is a 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 2022-2023 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
1.9%) 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
2015 2016 2017 2018 2019 2020 2021
Water Flow: (Jan 1- Dec 31)
Total pumpage (in billions)
Unaccounted for flow
Average daily flow (MGD)
Maximum daily flow (MGD)
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
1.306
1.9%
3.579
6.861
Water Mains:
Main breaks
Valves repaired
Valves exercised
Hydrants repaired
Hydrants tested
Water service repairs
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
7
3
35
15
400
5
Fire Flow Tests 4 13 6 4 12 35 6
Water Samples 747 744 750 723 706 820 970
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 currently employs three 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 for industrial pretreatment is assigned the task of
tracking, sampling, reporting, monitoring, and environmental enforcement within the industrial
community.
Infiltration & Inflow (I &I)
With age, underground sewer lines deteriorate and begin to allow groundwater to enter the system.
These extraneous flows can cause basement back-ups, main line surcharging and the potential for
sanitary sewer overflow discharges to the river without proper treatment. One employee of our sewer
division has the responsibility to identify I & I points so problems can be addressed.
Page 77
WASTEWATER DIVISION
FY 2022-2023 Key Objectives
Objective 1: Provide Outstanding Service for our Residents and Retain Environmental Compliance
All employees within the division will strive to respond to the concerns expressed by our residents
in a timely manner. The water quality and system operation will be maintained in a manner to help
protect the wellbeing of our customers, people that utilize the DuPage River, and the environment.
a. The system will be operated within the regulations established by the EPA.
b. All facilities and equipment will receive preventative and emergency maintenance as needed.
c. Staff will respond quickly to sewer pipeline problems or other environmental concerns.
Objective 2: Provide Public Improvements that Improve Efficiency
Staff will work with the EPA, the Illinois Department of Transportation, and local Developers to
provide the most cost-effective and least disruptive solutions to address major improvement projects.
Staff will strive to provide a comprehensive review of the related engineering plans and provide
proper construction inspection services.
Objective 3: Planning for the Future
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 future low interest loans and grant funding opportunities with the Village Board.
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 2023, 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. Wastewater Plant Improvements are anticipated. Funds are also budgeted to address
2015 2016 2017 2018 2019 2020 2021
Total Gallons Reclaimed (Billions)
Bio-solids Treated (Tons)
Average Daily Flow (Millions)
Maximum Daily Flow (Millions)
1.628
879
4.460
12.2
1.596
888
4.372
8.97
1.738
893
4.764
12.967
1.675
972
4.587
11.229
2.102
878
5.758
22.037
1.877
835
5.142
22.060
1.607
872
4.402
12.79
Lift Station Maintenance Events
Laboratory Tests
Industrial Samples
Sewers Inspected & cleaned (ft.)
1059
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
1189
17,281
49
60,073
1027
17,320
57
47,718
Page 78
FY 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Fund: 02 - Water & Sewer Fund
Licenses and Permits 780,856 1,760,395 1,593,514 3,410,306 1,167,000 1,650,000
State of Illinois Taxes 1,808,980 1,862,432 1,801,904 2,114,518 1,800,000 2,730,000
15,986,666 16,729,536 16,846,437 19,140,282 17,992,000 18,095,000
0 0 0 0 300,000 300,000
73,154 300,234 404,488 62,163 70,000 10,000
43,341 27,599 25,631 52,618 25,500 25,500
0 0 0 0 2,200,000 2,600,000
Revenues Total $18,692,997 $20,680,196 $20,671,974 $24,779,887 $23,554,500 $25,410,500
1,287,179 1,290,678 1,318,114 1,312,957 1,428,000 1,540,000
484,621 478,365 481,960 530,380 618,485 638,238
615,153 665,229 742,311 756,615 717,000 684,500
433,809 462,225 500,546 490,170 504,300 664,000
9,507,871 9,793,009 9,462,377 10,685,604 9,763,500 9,881,500
250,000 250,000 350,000 350,000 350,000 350,000
979,300 976,800 981,000 983,800 935,748 949,100
798,994 2,224,833 4,088,669 4,549,267 7,792,000 9,255,000
3,114,850 3,111,360 3,123,776 1,309,591 1,338,757 1,445,758
3,199,738 3,238,274 3,472,840 3,588,950 0 0
Expenditures Total $20,671,515 $22,490,773 $24,521,593 $24,557,334 $23,447,790 $25,408,096
Total: Water & Sewer Fund ($1,978,518)($1,810,577)($3,849,619)$222,553 $106,710 $2,404
Classification
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Water & Sewer Fund
Revenue/Expense Summary
2022-2023 Fiscal Year Budget
Charges for Services
Grants
Investment Income
Miscellaneous
Debt Proceeds
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Contractual Services
Other
Transfer to Debt Service
Capital
Debt service
Depreciation
Page 79
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Fund: 02 - Water and Sewer Fund
LIC&PER - Licenses and Permits
Meter Sales 89,690 109,345 191,884 85,000 180,000 150,000
Water Connection Fee 574,742 740,749 1,103,812 500,000 1,200,000 700,000
Sewer Connection Fee 1,018,616 737,400 2,112,245 575,000 1,250,000 775,000
Sewer By-Pass Fee 7,310 6,020 2,365 7,000 8,000 5,000
Recapture Fee 70,037 0 0 0 40,000 20,000
$1,760,395 $1,593,514 $3,410,306 $1,167,000 $2,678,000 $1,650,000
STTAX - State of Illinois Taxes
Home Rule Sales Tax 1,862,432 1,801,904 2,114,518 1,800,000 2,700,000 2,730,000
$1,862,432 $1,801,904 $2,114,518 $1,800,000 $2,700,000 $2,730,000
SERV - Charges for Services
Water Sales 10,511,994 10,445,288 11,976,340 11,200,000 12,100,000 11,200,000
Water Penalty 100,499 82,258 0 50,000 70,000 80,000
Sewer Sales 4,980,864 5,130,943 6,029,551 5,600,000 6,150,000 5,600,000
Sewer Penalty 49,211 41,752 0 20,000 45,000 50,000
Capital Charge 1,074,619 1,090,178 1,110,391 1,092,000 1,115,000 1,131,000
Capital Charge Penalty 12,349 10,018 0 6,000 9,000 10,000
Tower Rent 0 46,000 24,000 24,000 24,000 24,000
$16,729,536 $16,846,437 $19,140,282 $17,992,000 $19,513,000 $18,095,000
Grant Revenue 0 0 0 300,000 3,015,000 300,000
$0 $0 $0 $300,000 $3,015,000 $300,000
Interest Income 186,009 177,512 44,047 70,000 8,000 10,000
Unrealized Gain/Loss 114,225 226,976 18,116 0 0 0
$300,234 $404,488 $62,163 $70,000 $8,000 $10,000
Sale of Scrap 1,110 997 2,581 500 6,163 500
Other Reimbursements 369 (4,201)21,930 0 0 0
Other Receipts 26,120 28,835 28,107 25,000 25,000 25,000
$27,599 $25,631 $52,618 $25,500 $31,163 $25,500
Loan Proceeds 0 0 0 2,200,000 2,200,000 2,600,000
$0 $0 $0 $2,200,000 $2,200,000 $2,600,000
$20,680,196 $20,671,974 $24,779,887 $23,554,500 $30,145,163 $25,410,500Revenues 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
DEBT - Debt Proceeds
Total: Debt Proceeds
Water & Sewer Fund
Revenue Detail
2022-2023 Fiscal Year Budget
Page 80
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Fund: 02 - Water and Sewer Fund Expenses
Unit: 10 - Water Department
SAL - Salaries and Wages
Salaries-Full Time 232,990 219,110 219,318 248,000 230,000 280,000
$232,990 $219,110 $219,318 $248,000 $230,000 $280,000
FICA 14,338 13,172 13,980 15,500 14,300 17,298
Medicare 3,445 3,170 3,355 3,600 3,400 4,050
IMRF 25,892 22,177 25,886 27,500 25,300 30,690
Employee Insurance 39,786 40,618 45,398 59,000 48,000 59,000
Deferred Comp. Contrib 6,511 6,569 7,708 8,000 8,000 9,000
Travel/Training 2,857 1,174 1,918 5,000 2,000 5,000
IL Unemployment Ins.1,518 1,334 2,000 2,000 2,000 2,000
$94,347 $88,214 $100,245 $120,600 $103,000 $127,038
Telephone/Internet 7,758 10,904 7,717 7,500 3,000 3,000
Cellular Phones 4,679 4,177 4,178 4,500 4,800 5,000
$12,437 $15,081 $11,895 $12,000 $7,800 $8,000
SUPP - Supplies & Commodities
Office Supplies/Postage 31,871 30,955 29,484 30,000 30,000 30,000
Dues & Subscriptions 2,256 1,638 266 2,000 1,500 2,000
Gas/Oil/Mileage/Wash 227 226 82 500 250 500
Supplies/Hardware 878 525 448 500 500 500
Software 1,950 0 0 2,000 500 2,000
Sand & Gravel 698 1,107 1,476 2,000 1,500 2,000
Water Meters 115,111 177,309 174,832 150,000 150,000 230,000
$152,991 $211,760 $206,588 $187,000 $184,250 $267,000
Contract - Contractual Services
Building Maintenance 6,217 8,411 10,623 10,000 12,000 15,000
Legal Fees 176 233 0 1,500 1,000 1,500
Contractual Services 29,094 37,766 36,904 40,000 40,000 50,000
Equipment Maintenance 807 0 251 500 500 500
Engineering Fees 17,306 9,875 79,590 10,000 45,000 40,000
$53,600 $56,285 $127,368 $62,000 $98,500 $107,000
Admin Service Charge 125,000 175,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 244,200 245,250 245,950 233,937 233,937 237,275
$369,200 $420,250 $420,950 $408,937 $408,937 $412,275
$915,565 $1,010,700 $1,086,364 $1,038,537 $1,032,487 $1,201,313
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Water Admin Program
Total: Salaries and Wages
Division: 02 - Water Administration Program
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2022-2023 Fiscal Year Budget
Page 81
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2022-2023 Fiscal Year Budget
Salaries-Full Time 366,934 380,926 387,777 399,500 385,000 430,000
Salaries-Part Time 7,706 18,676 8,086 10,000 10,000 20,000
Salaries-Overtime 34,420 29,806 32,515 35,000 30,000 35,000
$409,060 $429,408 $428,378 $444,500 $425,000 $485,000
FICA 24,758 24,293 27,058 27,000 26,350 30,000
Medicare 5,828 5,719 6,364 6,300 6,200 7,000
IMRF 42,623 39,397 47,854 48,000 46,000 52,700
Employee Insurance 67,962 71,372 75,837 85,000 79,000 85,000
Deferred Comp. Contrib 11,682 11,507 13,575 15,000 15,000 17,000
$152,853 $152,288 $170,688 $181,300 $172,550 $191,700
Telephone/Internet 16,673 25,376 18,521 18,000 3,000 5,000
Cellular Phones 0 0 0 500 0 0
Electricity/Gas 137,244 137,382 146,358 125,000 130,000 140,000
$153,917 $162,758 $164,879 $143,500 $133,000 $145,000
SUPP - Supplies and Commodities
Office Supplies/Postage 702 371 331 2,000 500 2,000
Replacement Supplies 10,458 8,428 6,950 8,500 15,000 10,000
Gas/Oil/Mileage/Wash 13,764 17,838 10,092 15,000 15,000 15,000
Supplies/Hardware 5,359 4,215 7,699 5,000 5,000 5,000
Chemicals 5,807 3,833 5,851 6,000 6,000 10,000
Uniforms/Clothing 2,775 2,564 4,793 4,000 4,500 5,000
$38,865 $37,249 $35,716 $40,500 $46,000 $47,000
Contract - Contractual Services
Building Maintenance 3,209 5,791 7,978 8,000 8,000 20,000
Vehicle Maintenance 12,100 7,441 8,136 10,000 10,000 10,000
Contractual Services 30,800 15,711 35,739 50,000 30,000 60,000
Lake Michigan Water 9,273,434 8,900,976 9,994,364 8,833,000 10,100,000 8,921,000
Equipment Maint.10,747 168 4,356 10,000 10,000 10,000
System Maintenance 8,098 39,650 46,540 80,000 65,000 90,000
Water/Fire Hydrant 0 11,837 42,815 50,000 50,000 50,000
EPA Analytical 9,282 13,356 25,244 16,000 20,000 30,000
$9,347,670 $8,994,930 $10,165,172 $9,057,000 $10,293,000 $9,191,000
Transfer to Debt Service 244,200 245,250 245,950 233,937 233,937 237,275
$244,200 $245,250 $245,950 $233,937 $233,937 $237,275
Contingencies/Depreciation
Depreciation 3,238,274 3,472,840 3,588,950 0 0 0
$3,238,274 $3,472,840 $3,588,950 $0 $0 $0
$13,584,839 $13,494,723 $14,799,733 $10,100,737 $11,303,487 $10,296,975
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Depreciation
Total: Water Distribution Program
Total: Salaries and Wages
SAL - Salaries and Wages Division: 30 - Water Distribution Program
Page 82
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2022-2023 Fiscal Year Budget
$14,500,404 $14,505,423 $15,886,097 $11,139,274 $12,335,974 $11,498,288
Unit: 11 - Sewer Department
Salaries-Full Time 233,085 220,532 220,781 251,250 230,000 280,000
$233,085 $220,532 $220,781 $251,250 $230,000 $280,000
FICA 14,283 13,278 14,021 15,800 14,500 17,500
Medicare 3,431 3,194 3,365 3,700 3,500 4,100
IMRF 25,837 22,376 25,985 28,000 25,300 30,700
Employee Insurance 37,563 38,917 43,787 57,985 48,000 57,000
Deferred Comp. Contrib 6,612 6,712 7,735 8,500 8,500 9,000
Travel/Training 3,306 11,351 989 12,000 4,000 12,000
IL Unemployment Ins.1,034 1,045 2,000 2,000 2,000 2,000
$92,066 $96,873 $97,882 $127,985 $105,800 $132,300
Telephone/Internet 12,140 18,893 13,376 13,000 3,000 3,000
Cellular Phones 3,319 2,573 2,372 3,500 3,500 3,500
$15,459 $21,466 $15,748 $16,500 $6,500 $6,500
SUPP - Supplies and Commodities
Office Supplies/Postage 32,872 29,798 28,822 30,000 30,000 30,000
Dues & Subscriptions 65,015 65,308 63,935 72,300 70,000 70,000
Gas/Oil/Mileage/Wash 457 1,145 2,195 2,500 2,000 2,500
Supplies/Hardware 3,022 1,916 1,560 2,500 3,000 3,000
$101,366 $98,167 $96,512 $107,300 $105,000 $105,500
Contract - Contractual Services
Building Maintenance 8,090 12,731 10,637 20,000 15,000 20,000
Legal Fees 176 425 0 1,500 500 1,500
Contractual Services 27,915 35,733 48,247 75,000 50,000 75,000
Equipment Maintenance 2,857 774 683 2,000 1,000 2,000
Engineering Fees 13,077 4,791 13,731 15,000 10,000 15,000
$52,115 $54,454 $73,298 $113,500 $76,500 $113,500
2013/2004A Bond (Principal)397,500 414,000 0 0 0 0
2013/2004A Bond (Interest)28,320 12,420 0 0 0 0
Admin Service Charge 125,000 175,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 244,200 245,250 245,950 233,937 233,937 237,275
$795,020 $846,670 $420,950 $408,937 $408,937 $412,275
$1,289,111 $1,338,162 $925,171 $1,025,472 $932,737 $1,050,075 Total: Sewer Admin Program
SAL - Salaries and Wages
Total: Salaries and Wages
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies and Commodities
Division: 02 - Sewer Administration Program
Total: Contractual
OTHER - Other
Total: Other
Total: Water Department
BEN - Benefits
Page 83
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2022-2023 Fiscal Year Budget
Salaries-Full Time 376,342 401,976 409,938 444,250 385,000 445,000
Salaries-Part Time 7,706 11,873 8,086 10,000 10,000 20,000
Salaries-Overtime 31,495 35,215 26,456 30,000 25,000 30,000
$415,543 $449,064 $444,480 $484,250 $420,000 $495,000
FICA 24,790 25,771 28,018 30,100 26,000 30,100
Medicare 5,832 6,061 6,585 7,000 6,000 7,100
IMRF 43,025 42,031 49,784 53,500 46,200 54,000
Employee Insurance 52,579 57,643 63,072 80,000 68,000 78,000
Deferred Comp. Contrib 12,873 13,079 14,106 18,000 15,000 18,000
$139,099 $144,585 $161,565 $188,600 $161,200 $187,200
Telephone/Internet 34,051 50,070 36,014 35,000 4,000 5,000
Electricity/Gas 449,365 492,936 528,079 510,000 510,000 520,000
$483,416 $543,006 $564,093 $545,000 $514,000 $525,000
SUPP - Supplies and Commodities
Office Supplies/Postage 2,229 20 73 3,000 1,000 3,000
Replacement Supplies 4,508 1,938 4,218 5,000 5,000 5,000
Gas/Oil/Mileage/Wash 15,850 18,779 7,140 12,000 13,000 15,000
Supplies/Hardware 7,385 10,296 12,038 10,000 10,000 15,000
Chemicals 129,880 112,446 118,308 125,000 125,000 190,000
Sand & Gravel 0 980 0 500 500 500
Industrial Flow Monitor 2,088 1,843 2,363 8,000 5,000 8,000
Uniforms/Clothing 7,063 7,068 7,214 6,000 6,000 8,000
$169,003 $153,370 $151,354 $169,500 $165,500 $244,500
Contract - Contractual Services
Vehicle Maintenance 2,177 8,360 9,863 10,000 8,000 10,000
Contractual Services 196,551 211,043 227,502 371,000 371,000 310,000
Equipment Maint.22,814 29,966 22,125 25,000 30,000 30,000
System Maintenance 118,082 107,339 60,276 125,000 10,000 120,000
$339,624 $356,708 $319,766 $531,000 $419,000 $470,000
Transfer to Debt Service 244,200 245,250 245,950 233,937 233,937 237,275
$244,200 $245,250 $245,950 $233,937 $233,937 $237,275
$1,790,885 $1,891,983 $1,887,208 $2,152,287 $1,913,637 $2,158,975
$3,079,996 $3,230,145 $2,812,379 $3,177,759 $2,846,374 $3,209,050
Division: 40 - Sewer Treatment Program
Total: Sewer Department
Total: Sewer Treatment Program
SAL - Salaries and Wages
Total:Salaries & Wages
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual
OTHER - Other
Total: Other
Page 84
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2022-2023 Fiscal Year Budget
Unit: 12 - Utility Expansion
Contractual Services 173,810 67,750 233,451 100,000 100,000 200,000
Engineering Fees 9,668 86,368 123,920 150,000 150,000 175,000
Machinery & Equipment 60,766 215,554 413,836 1,500,000 1,500,000 1,300,000
Vehicles 38,267 41,391 0 93,000 93,000 80,000
Village Green Reconstruction 1,690,049 2,913,332 2,561,489 0 30,000 0
Old Town Reconstruction 0 0 0 4,000,000 4,000,000 3,000,000
143rd St. West Watermain 0 0 0 0 0 2,900,000
143rd Water/Sewer Improvements 5,285 572,937 0 0 0 0
Lakewater/Essignton Rd Trans Main 0 0 262,505 0 0 0
Scada Improvements 0 31,801 654,705 0 0 0
Watermain Improvements 0 0 0 279,000 279,000 0
Pump Station Improvements 219,197 158,315 0 0 0 0
Tower Improvements 27,791 469 0 270,000 270,000 0
Liftstation Improvements 0 752 299,361 1,400,000 1,400,000 1,600,000
$2,224,833 $4,088,669 $4,549,267 $7,792,000 $7,822,000 $9,255,000
2013/2004A Bond (Principal)927,500 966,000 0 0 0 0
2013/2004A Bond (Interest)46,205 13,455 0 0 0 0
2013/2004B Bond (Principal)385,000 400,000 0 0 0 0
2013/2004B Bond (Interest)21,625 7,500 0 0 0 0
2008 Bond (Principal)500,000 0 0 0 0 0
2015/2008 Bond (Principal)90,000 620,000 645,000 700,000 665,000 700,000
2015/2008 Bond (Interest)527,950 503,150 477,350 450,750 450,750 422,750
IEPA Loan (Principal)159,393 161,392 163,416 165,465 165,465 167,540
IEPA Loan (Interest)27,867 25,859 23,825 22,542 22,542 20,468
IEPA Loan 2 (Principal)0 0 0 0 0 110,000
IEPA Loan 2 (Interest)0 0 0 0 0 25,000
$2,685,540 $2,697,356 $1,309,591 $1,338,757 $1,303,757 $1,445,758
$4,910,373 $6,786,025 $5,858,858 $9,130,757 $9,125,757 $10,700,758
$22,490,773 $24,521,593 $24,557,334 $23,447,790 $24,308,105 $25,408,096Total: Water & Sewer Fund
Total: Other
Division: 92 - Bonds
OTHER - Other
Total: Other
Unit Total: 12 - Utility Expansion
OTHER - Other
Division: 91 - Capital
Unit: 12 - Utility Expansion
Page 85
CAPITAL
Engineering / Facility Maintenance (EFM) Overall Goal
To effectively engineer and manage the design/construction of Capital Projects, Roadway and Facility
Maintenance Projects within the Village to provide high-quality, cost-effective Public Improvements for
our residents. Research, evaluate, and pursue grant programs available to the Village for infrastructure
and maintenance projects.
The EFM group functions within the Public Works Department and the daily operations are managed by
the Superintendent of Public Improvements. Engineering employees currently include one Lead
Engineer, one Staff Engineer and one Public Improvements Inspector. Facility Maintenance employees
consist of one Facility Maintenance Crew Leader and two Facility Maintenance Workers.
2022/2023 Goals
It is anticipated to be another extremely busy year for the Engineering division. The ongoing expansion
of the resurfacing program, the underground utility replacements within the Old Town neighborhood,
143rd Street East, 143rd Street West, Indian Boundary Road Bridge replacement, P3/Pace 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 and consultant 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 primarily in-house over the
past several years. Due to staff limitations, we anticipate an increased use of consultant resources to
assist with the administration of construction programs this year.
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 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) - $5,000,000
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
2022-23 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 $5 million has been allocated within both the MFT and Capital
funds. (The MFT funds are included in the Other Funds tab.)
Bike Path Program - $850,000
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. For FY23,
this includes Renwick Road, Fort Beggs Drive and the Riverfront Trail extension north of Lockport Street.
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 - $850,000
The Village has (16) bridges that are under our jurisdiction. According to the latest bridge inspection
reports, some minor maintenance issues need attention. FY23 includes reconstruction cost for the Indian
Boundary Bridge - federal grant funding is anticipated to cover 80% of the design and construction costs.
Storm Sewer Program - $150,000
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. Work is anticipated to occur within
the Kings Crossing subdivision to assist with historical drainage issues in conjunction to developer funded
improvements in the adjacent subdivision.
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 maximized the ComEd Energy Grant rebate program to leverage the total
dollars available each cycle. The Village anticipates securing additional ComEd funds again this year.
Page 87
CAPITAL
Grant funded Projects
143rd Street East Extension – Rt 59 to Illinois 126 – STP total grant $21.7M, Illinois Competitive Freight
total grant $20.328M, and INFRA grant $5.0M.
Phase 1 design was approved by IDOT in December of 2014. Phase 2 design work has been completed
with final plans submitted to IDOT. Land acquisition is underway and is expected to be completed in
2022. 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 $48M as of March 2022.
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 - $800,000 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 2022. This Grant provides
80% funding from the Federal Government.
Village Roadway Network – Pavement condition Index (PCI) Update $100,000
The Village has obtained a grant from the Chicago Metropolitan Planning Organization to complete an
update of the Village’s Pavement Condition Index (PCI) at no cost to the Village. 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 & Shared Projects
Village Transportation Plan - Update $135,000
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
Village & Shared Projects (continued)
I-55 Interchange Project at 126 and Lockport/Airport (Plainfield/Bolingbrook/Romeoville)
Although capital funding is not budgeted for Fiscal Year 2022, we will continue to coordinate with IDOT
and other communities to further the project with specific attention given to the Lockport Street Bypass
development concurrent with the interchange project.
127th Street & Naperville/Plainfield Road - Intersection/Traffic Signal Project - $175,000
The design work is scheduled to be completed in 2022. 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 - $800,000
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 2018
Actual
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Fund: 11 - Capital Fund
State of Illinois Taxes 3,618,502 3,725,422 3,604,349 4,229,671 4,050,000 5,655,000
Utility Taxes 2,865,380 3,553,905 3,298,561 3,287,274 3,200,000 3,600,000
Licenses and Permits 6,682 59,935 98,949 140,819 88,000 133,000
Fines and Forfeits 379,000 359,600 320,551 344,100 340,000 350,000
Charges for Services 27,510 36,473 29,810 44,880 33,000 28,000
Grants 202,283 195,273 258,216 1,025,569 7,185,000 1,990,000
Investment Income 137,006 283,557 316,491 34,709 50,000 25,000
Miscellaneous 1,438,439 3,818,643 882,169 296,080 1,105,000 105,000
Interfund Transfers 532,831 1,859,212 2,008,012 3,121,257 0 1,000,000
Revenues Total $9,207,633 $13,892,020 $10,817,108 $12,524,359 $16,051,000 $12,886,000
Transfers 2,023,992 2,018,731 2,022,925 2,025,793 2,060,600 2,045,682
Contractual Services 110,790 92,411 110,892 110,706 360,000 440,000
Machinery and Equipment 497,109 520,401 602,964 791,744 550,000 1,800,000
Storm/Drainage Improvements 24,459 57,345 119,933 19,902 40,000 150,000
Bridge Repairs & Construction 51,645 152,933 6,744 26,283 510,000 850,000
Sidewalk, Curb, & Bikepath 336,350 15,611 431,540 583,882 875,000 1,000,000
Traffic Control Device 384 47,839 462,786 48,146 425,000 575,000
Roadway Improvements 2,909,348 3,716,920 5,099,031 7,348,411 20,095,000 8,975,000
Misc. Capital Expenses 1,636,387 4,109,736 655,242 1,014,114 490,000 500,000
Building Improvements 68,701 125,050 46,691 208,863 525,000 800,000
Beautification Improvements 247,808 194,312 191,185 0 100,000 150,000
Expenses Total $7,906,973 $11,051,289 $9,749,933 $12,177,844 $26,030,600 $17,285,682
Total: Capital Fund $1,300,660 $2,840,731 $1,067,175 $346,515 ($9,979,600)($4,399,682)
**Capital Fund has a 4/30/21 Fund Balance of $19,106,071
Capital Fund Revenues
Capital Fund Expenses
Capital Improvement Fund Summary
2022-2023 Fiscal Year Budget
Page 90
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Fund: 11 - Capital Improvement Fund
Home Rule Sales Tax 3,725,422 3,604,349 4,229,671 4,050,000 5,600,000 5,655,000
$3,725,422 $3,604,349 $4,229,671 $4,050,000 $5,600,000 $5,655,000
Utility Tax 2,995,191 2,797,119 2,802,003 2,700,000 2,975,000 3,000,000
Local Motor Fuel Tax 558,714 501,442 485,271 500,000 600,000 600,000
$3,553,905 $3,298,561 $3,287,274 $3,200,000 $3,575,000 $3,600,000
Impact Fee 0 0 0 0 35,000 30,000
Traffic Impact Fee 47,750 91,200 102,688 80,000 75,000 75,000
Municipal Facilities Fee 0 0 16,500 0 25,000 20,000
Recapture Fee 12,185 7,749 21,631 8,000 12,000 8,000
$59,935 $98,949 $140,819 $88,000 $147,000 $133,000
Red Light Fines 359,600 320,551 344,100 340,000 390,000 350,000
$359,600 $320,551 $344,100 $340,000 $390,000 $350,000
Impound Fee 32,763 26,150 41,000 30,000 25,000 25,000
Daily Storage Fee for Impound 3,710 3,660 3,880 3,000 1,000 3,000
$36,473 $29,810 $44,880 $33,000 $26,000 $28,000
Grant Revenue 62,466 5,395 196,026 885,000 0 1,990,000
STP Grant 132,807 252,821 829,543 6,300,000 525,000 0
$195,273 $258,216 $1,025,569 $7,185,000 $525,000 $1,990,000
Interest Income 283,557 316,491 34,709 50,000 15,000 25,000
$283,557 $316,491 $34,709 $50,000 $15,000 $25,000
Sales-Fixed Assets 27,725 65,918 2,828 5,000 69,360 5,000
Donation/Contribution 0 300,000 0 0 0 0
Other Reimbursements 3,686,277 328,938 112,260 1,020,000 50,000 20,000
Other Receipts 104,641 187,313 180,992 80,000 87,000 80,000
$3,818,643 $882,169 $296,080 $1,105,000 $206,360 $105,000
Transfer From TIF 500,000 0 0 0 0 0
Transfer From General 1,359,212 2,008,012 3,121,257 0 0 1,000,000
$1,859,212 $2,008,012 $3,121,257 $0 $0 $1,000,000
$13,892,020 $10,817,108 $12,524,359 $16,051,000 $10,484,360 $12,886,000
MISC - Miscellaneous
INTER - Interfund Transfers
Total: Interfund Transfers
Revenues Total
Total: Miscellaneous
SERV - Charges for Services
Total: Charges for Services
GRNTS - Grants
Total: Grants
INT - Investment Income
Total: Investment Income
OTHTX - Other Taxes
Total: Other Taxes
LIC&PER - Licenses and Permits
Total: Licenses and Permits
FIN - Fines and Forfeits
Total: Fines and Forfeits
STTAX - State of Illinois Taxes
Total: State of Illinois Taxes
Revenues
Capital Improvement Fund
Revenue & Expense Detail
2022-2023 Fiscal Year Budget
Page 91
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Budget
FY 2023
Proposed
Budget
Capital Improvement Fund
Revenue & Expense Detail
2022-2023 Fiscal Year Budget
Police Fleet/Equipment 202,666 191,619 185,638 225,000 350,000 350,000
Body Cameras (reserve)0 0 0 0 0 1,000,000
Public Works/Community Dev.317,735 411,345 606,106 325,000 200,000 450,000
127th St. & Plfd-Naperville Rd 15,219 67,567 43,362 175,000 5,000 175,000
Rt. 30 and 143rd - engineering 0 0 0 50,000 0 100,000
Rt. 59 & Champion Dr. 0 0 0 200,000 50,000 200,000
Meadow Ln./143rd St. Signal 32,620 395,219 4,784 0 0 0
135th St. & Rt. 59 - engineering 0 0 0 0 0 100,000
15,611 431,540 583,882
Bike Path 725,000 100,000 850,000
Curb & Sidewalk 150,000 150,000 150,000
2,892,724 2,967,199 3,712,791 2,000,000 1,100,000 2,500,000
I-55 Interchange Design 59,290 46,655 26,340 50,000 500 0
143rd St. East Extension 349,612 1,300,370 1,223,145 9,600,000 3,500,000 5,300,000
143rd St. West Extension 138,273 176,566 318,989 7,950,000 125,000 1,000,000
Renwick Corridor engineering 19,002 3,043 200 370,000 0 50,000
Rt. 126 & Meadow Ln 20,180 0 0 0 0 0
Village Green project 63,353 519,083 1,786,242 0 0 0
Woodfarm Road - eng 61,776 16,347 0 0 0 0
112,710 69,768 280,704 125,000 125,000 125,000
152,933 6,744 26,283 510,000 175,000 850,000
57,345 119,933 19,902 40,000 25,000 150,000
PCI Pavement Inspection 0 0 0 100,000 0 0
Settler's Park 84,501 91,779 28,423 0 0 50,000
Transportation Plan 0 0 0 150,000 15,000 135,000
Street Lights - LED/pole 186,501 186,134 163,451 125,000 125,000 125,000
Misc. Engineering 66,889 54,713 299,164 75,000 100,000 150,000
PD Parking Lot resurface 0 13,660 521,718 0 0 0
Pond Drainage 0 0 0 40,000 0 40,000
PACE Lot 3,771,845 308,956 1,358 0 0 0
194,312 191,185 0 0 0 0
0 0 0 100,000 85,000 150,000
125,050 46,691 208,863 525,000 475,000 800,000
92,411 110,892 110,706 110,000 110,000 110,000
0 0 0 250,000 250,000 330,000
2,018,731 2,022,925 2,025,793 2,060,600 2,060,600 2,045,682
$11,051,289 $9,749,933 $12,177,844 $26,030,600 $9,126,100 $17,285,682
Roadway Improvements
Pavement Patching
Machinery and Equipment
Traffic Control Device
Sidewalk, Curb, & Bikepath
Miscellaneous Capital Expenses
Emerald Ash Borer
Expenditure Grand Totals:
Building Improvements
Contractual Services (Red Lt Camera)
Economic Incentive
Transfer to Debt Service
Beautification Improvements
Bridge Repairs & Construction
Storm & Drainage Improvements
Expenses
Page 92
Downtown Rt. 30 Other
MFT Bond and Tort Audit Police DARE TIF TIF Alcohol Funds
Fund Interest Immunity Fund Pension Fund Fund Fund Enforcement Totals
REVENUES
Property Taxes - - 685,000 50,000 - - 775,000 130,000 - 1,640,000
State of Illinois Taxes 2,210,000 - - - - - - - - 2,210,000
Fines And Forfeits - - - - - - - - 15,000 15,000
Interest Income 2,000 1,000 300 100 1,125,000 100 2,000 50 100 1,130,650
Other -
Employer Contributions - - - - 1,700,000 - - - - 1,700,000
Employee Contributions - - - - 695,000 - - - - 695,000
DARE Contributions - - - - - 20,000 - - - 20,000
Interfund Transfers - 2,994,782 300,000 - - - - - - 3,294,782
Total 2,212,000 2,995,782 985,300 50,100 3,520,000 20,100 777,000 130,050 15,100 10,705,432
EXPENDITURES
Salaries & Wages - - - - 1,100,000 - - - 1,100,000
Benefits - - - - 5,000 - - - 5,000
Supplies/Commodities - - - - 9,000 20,000 - - 29,000
Contractual Services - - 752,836 45,000 35,000 - - - 832,836
Other
Debt Service - 2,994,782 - - - - - - 2,994,782
Capital Outlay 2,500,000 - - - - - 1,050,000 - - 3,550,000
Miscellaneous - - - - 130,000 - - 58,000 - 188,000
Interfund Transfers - - - - - - - - 20,000 20,000
Total 2,500,000 2,994,782 752,836 45,000 1,279,000 20,000 1,050,000 58,000 20,000 8,719,618
EXCESS/(DEFICIENCY)(288,000) 1,000 232,464 5,100 2,241,000 100 (273,000) 72,050 (4,900) 1,985,814
Miscellaneous Funds
Revenue & Expenses by Fund Summary
2022-2023 Fiscal Year Budget
Page 93
Description
2019
Actual
2020
Actual
2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 04 - Motor Fuel Tax
State of Illinois Taxes
MFT Entitlements 1,103,351 1,485,096 1,655,228 1,500,000 1,750,000 1,775,000
Grant Revenue 0 0 1,304,272 870,000 870,000 435,000
Total: State of Illinois Taxes $1,103,351 $1,485,096 $2,959,500 $2,370,000 $2,620,000 $2,210,000
Investment Income
Interest Income 72,787 68,615 8,601 20,000 1,500 2,000
Total: Investment Income $72,787 $68,615 $8,601 $20,000 $1,500 $2,000
Revenues Total $1,176,138 $1,553,711 $2,968,101 $2,390,000 $2,621,500 $2,212,000
Division: 91 - Capital
Street Improvements 875,331 1,254,866 2,122,092 2,000,000 2,000,000 2,500,000
Total: Other $875,331 $1,254,866 $2,122,092 $2,000,000 $2,000,000 $2,500,000
Division Total: 91 - Capital $875,331 $1,254,866 $2,122,092 $2,000,000 $2,000,000 $2,500,000
Division: 99 - Transfers
Transfer to General 0 0 0 150,000 0 0
Total: 99 - Transfers $0 $0 $0 $150,000 $0 $0
Total: Non-Departmental $875,331 $1,254,866 $2,122,092 $2,150,000 $2,000,000 $2,500,000
Expenditures Total $875,331 $1,254,866 $2,122,092 $2,150,000 $2,000,000 $2,500,000
Total: 04 - Motor Fuel Tax $300,807 $298,845 $846,009 $240,000 $621,500 ($288,000)
**MFT has a 4/30/21 Fund Balance of $4,619,581
Motor Fuel Tax Fund
2022-2023 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$1,800,000$1,900,000
2019 Actual 2020 Actual 2021 Actual FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
MFT Revenue History
MFT
Entitlements
Page 94
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 05 - Bond and Interest Fund
Property Taxes
Property Tax Revenue 118,114 114,802 0 0 0 0
Total: Property Taxes $118,114 $114,802 $0 $0 $0 $0
Investment Income
Interest Income 12,403 11,223 1,276 3,000 1,000 1,000
Total: Investment Income $12,403 $11,223 $1,276 $3,000 $1,000 $1,000
Debt Proceeds
Refunding Bond Proceeds 0 0 2,790,000 0 2,385,000 0
Total: Debt Proceeds $0 $0 $2,790,000 $0 $2,385,000 $0
Interfund Transfers
Transfer From Water & Sewer 976,800 981,000 983,800 935,749 935,748 949,100
Transfer From Capital 2,018,731 2,022,925 2,025,793 2,060,600 2,058,885 2,045,682
Total: Interfund Transfers $2,995,531 $3,003,925 $3,009,593 $2,996,349 $2,994,633 $2,994,782
Revenues Total $3,126,048 $3,129,950 $5,800,869 $2,999,349 $5,380,633 $2,995,782
Bond & Interest Fund
2022-2023 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
$5,500,000
$6,000,000
FY 2019Actual FY 2020Actual FY 2021Actual FY 2022Adopted
Budget
FY 2023Proposed
Budget
Bond & Interest Expense History
Expenditures
Page 95
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Bond & Interest Fund
2022-2023 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 92 - Bonds
OTHER - Other
2007 Bond (Principal)170,000 0 0 0 0 0
2007 Bond (Interest)8,500 0 0 0 0 0
2009 Refunding Bond(Princ)105,000 110,000 0 0 0 0
2009 Refunding Bond (Int)8,600 4,400 0 0 0 0
2010 Bond (Principal)770,000 805,000 840,000 0 0 0
2010 Bond (Interest)206,800 176,000 143,800 0 0 0
2012 Refunding Bond (Princ)680,000 695,000 715,000 735,000 735,000 0
2012 Refunding Bond (Int)155,400 135,000 114,150 92,700 92,700 0
2014 Refunding Bond (Princ)750,000 950,000 965,000 1,025,000 1,025,000 1,060,000
2014 Refunding Bond (Int)270,850 255,850 236,850 207,900 207,900 177,150
2020 Refunding Bond (Princ)0 0 0 910,000 910,000 935,000
2020 Refunding Bond (Int)0 0 0 25,749 25,749 14,100
2021 Refunding Bond (Princ)0 0 0 0 0 790,000
2021 Refunding Bond (Int)0 0 0 0 0 18,532
Payment to Escrow Agent 0 2,754,483 0 2,355,000 0
Bond Issuance Costs 0 33,300 0 28,400 0
Total: OTHER - Other $3,125,150 $3,131,250 $5,802,583 $2,996,349 $5,379,749 $2,994,782
Expenditures Total $3,125,150 $3,131,250 $5,802,583 $2,996,349 $5,379,749 $2,994,782
Total: Bond & Interest $898 ($1,300)($1,714)$3,000 $884 $1,000
Expenditures
Page 96
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 07 - Tort Immunity Fund
Property Taxes
Property Tax Revenue 491,668 399,426 150,397 350,000 350,000 685,000
Total: Property Taxes $491,668 $399,426 $150,397 $350,000 $350,000 $685,000
Investment Income
Interest Income 8,101 8,237 484 1,000 500 300
Total: Investment Income $8,101 $8,237 $484 $1,000 $500 $300
Other Reimbursements $451 $0 $0 $0 $0 $0
$451 $0 $0 $0 $0 $0
Transfers
Transfer from General 0 0 0 0 0 300,000
Total: Transfers $0 $0 $0 $0 $0 $300,000
Revenues Total $500,220 $407,663 $150,881 $351,000 $350,500 $985,300
Unit: 00 - Non-Departmental
Contractual Services
Bond-Treasurer 336 336 336 336 336 336
Comm. Umbrella Liability 170,959 157,579 220,751 280,000 351,336 437,500
Workman's Comp. Ins.180,488 189,364 189,914 230,000 240,481 315,000
Total: Contractual Services $351,783 $347,279 $411,001 $510,336 $592,153 $752,836
Expenditures Total $351,783 $347,279 $411,001 $510,336 $592,153 $752,836
Total: Tort Immunity Fund $148,437 $60,384 ($260,120)($159,336)($241,653)$232,464
**Tort Immunity Fund has a 4/30/21 Fund Balance of $242,787
Tort Immunity Fund
2022-2023 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
$800,000
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Tort Immunity Revenue History
Property Tax Revenue
Page 97
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 08 - Audit Fund
Property Taxes
Property Tax Revenue 44,169 36,152 30,373 40,000 40,000 50,000
Total: Property Taxes $44,169 $36,152 $30,373 $40,000 $40,000 $50,000
Investment Income
Interest Income 532 513 33 500 100 100
Total: Investment Income $532 $513 $33 $500 $100 $100
Revenues Total $44,701 $36,665 $30,406 $40,500 $40,100 $50,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Contrac - Contractual Services
Audit Village 38,085 39,565 40,320 42,000 41,800 45,000
Total: Contractual Services $38,085 $39,565 $40,320 $42,000 $41,800 $45,000
Expenditures Total $38,085 $39,565 $40,320 $42,000 $41,800 $45,000
Total: Audit Fund $6,616 ($2,900)($9,914)($1,500)($1,700)$5,100
**Audit Fund has a 4/30/21 Fund Balance of $9,779
Audit Fund
2022-2023 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
$55,000
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Audit Fund Revenue History
Property TaxRevenue
Page 98
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 10 - Police Pension Fund
Investment Income
Interest Income 1,219,956 1,012,050 890,572 625,000 600,000 625,000
Realized Gain/Loss 339,712 765,702 580,856 300,000 300,000 300,000
Unrealized Gain/Loss 235,710 (1,129,771)7,324,489 200,000 200,000 200,000
Total: Investment Income $1,795,378 $647,981 $8,795,917 $1,125,000 $1,100,000 $1,125,000
MISC - Miscellaneous
Other Receipts 200 0 226 0 0 0
Employee Contributions 555,362 580,065 655,092 650,000 670,000 695,000
Employer Contributions 1,402,475 1,297,308 1,577,460 1,700,000 1,700,000 1,700,000
Total: Miscellaneous $1,958,037 $1,877,373 $2,232,778 $2,350,000 $2,370,000 $2,395,000
Revenues Total $3,753,415 $2,525,354 $11,028,695 $3,475,000 $3,470,000 $3,520,000
Police Pension Fund
2022-2023 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 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2023
Proposed
Budget
Police Pension Contribution History
Employee Contributions
Employer Contributions
Page 99
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Police Pension Fund
2022-2023 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Salaries and Wages
Pension Payments 510,423 640,262 811,860 950,000 930,000 1,100,000
Total: Salaries & Wages $510,423 $640,262 $811,860 $950,000 $930,000 $1,100,000
Benefits
Travel/Training 7,153 6,765 (341)5,000 3,000 5,000
Total: Benefits $7,153 $6,765 ($341)$5,000 $3,000 $5,000
Supplies and Commodities
Office Supplies/Postage 0 123 0 500 500 500
Dues & Subscriptions 6,421 7,111 8,213 7,500 8,500 8,500
Total: Supplies & Commodities $6,421 $7,234 $8,213 $8,000 $9,000 $9,000
Contractual Services
Contractual Services 36,143 29,146 35,946 35,000 35,000 35,000
Total: Contractual Services $36,143 $29,146 $35,946 $35,000 $35,000 $35,000
Other
Investment Expense 106,456 115,940 134,947 120,000 130,000 130,000
Total: OTHER - Other $106,456 $115,940 $134,947 $120,000 $130,000 $130,000
Total: Non-Divisional $666,596 $799,347 $990,625 $1,118,000 $1,107,000 $1,279,000
Expenditures Total $666,596 $799,347 $990,625 $1,118,000 $1,107,000 $1,279,000
Total: Police Pension Fund $3,086,819 $1,726,007 $10,038,070 $2,357,000 $2,363,000 $2,241,000
Expenditures
Page 100
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 14 - D.A.R.E. Fund
Investment Income
Interest Income $315 $239 $11 $100 $50 $100
Total: Investment Income $315 $239 $11 $100 $50 $100
Miscellaneous
DARE Contributions 24,819 14,198 0 20,000 11,700 20,000
Total: Miscellaneous $24,819 $14,198 $0 $20,000 $11,700 $20,000
Revenues Total $25,134 $14,437 $11 $20,100 $11,750 $20,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
D.A.R.E. Program 18,948 23,142 0 20,000 5,000 20,000
Total: Non-Divisional $18,948 $23,142 $0 $20,000 $5,000 $20,000
Expenditures Total $18,948 $23,142 $0 $20,000 $5,000 $20,000
Total: D.A.R.E. Fund $6,186 ($8,705)$11 $100 $6,750 $100
**DARE Fund has a 4/30/21 Fund Balance of $3,547
D.A.R.E. Fund
2022-2023 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
FY 2019 Actual FY 2020 Actual FY 2021 Actual FY 2023 Proposed
Budget
DARE Contribution History
DARE Contributions
Page 101
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 17 - Tax Increment Financing Fund-Downtown
Property Taxes
Property Tax Revenue 726,816 735,635 775,317 730,000 757,117 775,000
Total: Property Taxes $726,816 $735,635 $775,317 $730,000 $757,117 $775,000
INT - Investment Income
Interest Income 17,553 16,472 2,425 5,000 2,000 2,000
Total: Investment Income $17,553 $16,472 $2,425 $5,000 $2,000 $2,000
Revenues Total $744,369 $752,107 $777,742 $735,000 $759,117 $777,000
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 81,868 112,764 652,978 1,000,000 1,500,000 1,000,000
Facade Improvements 2,500 0 0 40,000 0 50,000
Total: Capital $84,368 $112,764 $652,978 $1,040,000 $1,500,000 $1,050,000
Division: 99 - Transfers
OTHER - Other
Transfer to General Fund 0 0 0 50,000 0 0
Transfer to Capital Fund 500,000 0 0 0 0 0
Total: Transfers $500,000 $0 $0 $50,000 $0 $0
Expenditures Total $584,368 $112,764 $652,978 $1,090,000 $1,500,000 $1,050,000
Total: Tax Increment Financing Fund $160,001 $639,343 $124,764 ($355,000)($740,883)($273,000)
**TIF Fund has a 4/30/21 Fund Balance of $1,119,145
Downtown Tax Increment Financing Fund
2022-2023 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$480,000
$530,000
$580,000
$630,000
$680,000
$730,000
$780,000
$830,000
FY 2019 Actual FY 2020 Actual FY 2021 Actual FY 2023 ProposedBudget
TIF Property Tax Revenue History
Property Tax Revenue
Page 102
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 18 - Tax Increment Financing Fund - Rt 30
Property Taxes
Property Tax Revenue 0 968 11,723 15,000 121,715 130,000
Total: Property Taxes $0 $968 $11,723 $15,000 $121,715 $130,000
INT - Investment Income
Interest Income 0 6 16 50 50 50
Total: Investment Income $0 $6 $16 $50 $50 $50
Revenues Total $0 $974 $11,739 $15,050 $121,765 $130,050
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 0 0 0 0 0 0
Total: Capital $0 $0 $0 $0 $0 $0
Property Tax Rebate 0 0 5,997 7,500 57,069 58,000
$0 $0 $5,997 $7,500 $57,069 $58,000
Expenditures Total $0 $0 $5,997 $7,500 $57,069 $58,000
Total: Tax Increment Financing Fund $0 $974 $5,742 $7,550 $64,696 $72,050
**TIF Fund has a 4/30/21 Fund Balance of $6,715
OTHER - Other
Total: Other
Route 30 Tax Increment Financing Fund
Revenue & Expense Detail
2022-2023 Fiscal Year Budget
Revenues
Expenditures
$0
$3,000
$6,000
$9,000
$12,000
$15,000
$18,000
FY 2019 ActualFY 2020 ActualFY 2021 Actual FY 2023Proposed
Budget
Rt. 30 TIF Property Tax Revenue History
Property TaxRevenue
Page 103
Description
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Adopted
Budget
FY 2022
Estimated
Amount
FY 2023
Proposed
Budget
Fund: 27 - Alcohol Enforcement Fund
Fines and Forfeits
Alcohol Fines 22,680 21,203 15,858 15,000 18,000 15,000
Total: Fines and Forfeits $22,680 $21,203 $15,858 $15,000 $18,000 $15,000
Investment Income
Interest Income 1,164 954 70 500 100 100
Total: Investment Income $1,164 $954 $70 $500 $100 $100
Revenues Total $23,844 $22,157 $15,928 $15,500 $18,100 $15,100
Unit: 00 - Non-Departmental
Division: 99 - Transfers
Other
Transfer to General 25,000 25,000 25,000 25,000 25,000 20,000
Total: Other $25,000 $25,000 $25,000 $25,000 $25,000 $20,000
Expenditures Total $25,000 $25,000 $25,000 $25,000 $25,000 $20,000
Total: Alcohol Enforcement Fund ($1,156)($2,843)($9,072)($9,500)($6,900)($4,900)
**Alcohol Enforcement Fund has a 4/30/21 Fund Balance of $29,132
Alcohol Enforcement Fund
2022-2023 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 2019 Actual FY 2020 Actual FY 2021 Actual FY 2023 Proposed
Budget
Alcohol Fines History
Alcohol Fines
Page 104
FY 2023
Proposed
Budget
FY 2024
Budget
FY 2025
Budget
FY 2026
Budget
7,159,080 7,215,600 7,272,913 7,345,643
16,180,750 16,261,304 16,342,260 16,587,394
1,206,000 1,212,000 1,230,090 1,248,541
1,318,200 1,323,200 1,334,310 1,360,996
659,000 663,000 669,375 676,069
5,626,700 5,655,700 5,681,777 5,767,004
45,750 45,750 45,750 45,750
565,000 565,000 565,000 565,000
40,000 50,000 50,000 50,500
124,500 130,500 130,500 131,805
450,000 461,000 472,275 476,998
20,000 20,000 20,000 20,000
Revenues Total $33,394,980 $33,603,054 $33,814,251 $34,275,699
Administration/Finance 11,432,330 10,993,049 11,048,942 11,214,676
Police Department 14,542,100 15,334,725 15,621,246 15,855,565
Street Department 4,639,390 4,868,637 4,999,262 5,099,247
Planning Program 842,750 884,250 899,506 917,496
Building Program 1,073,500 1,143,085 1,175,156 1,198,660
Expenses Total $32,530,070 $33,223,745 $33,744,112 $34,285,644
$864,910 $379,309 $70,138 ($9,944)Surplus/(Deficit) General Fund
Miscellaneous
Intergovernmental
Interfund Transfers
General Fund Revenues
General Fund Expenses
Franchise Fees
Investment Income
General Fund
Revenue & Expense Forecast
Fiscal Years 2023-2026
Grants
Classification
Fund: 01 - General Fund
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Page 105
FY 2023
Proposed
Budget
FY 2024
Budget
FY 2025
Budget
FY 2026
Budget
Licenses and Permits 1,650,000 1,000,000 1,020,000 1,030,200
State of Illinois Taxes 2,730,000 2,750,000 2,777,500 2,780,278
Charges for Services 18,095,000 18,456,900 18,826,038 19,202,559
Grants 300,000 0 0 0
Investment Income 10,000 15,000 15,000 15,000
Miscellaneous 25,500 25,000 25,000 25,000
Debt Proceeds 2,600,000 0 0 0
Revenues Total $25,410,500 $22,246,900 $22,663,538 $23,053,036
Salaries and Wages 1,540,000 1,663,200 1,729,728 1,798,917
Benefits 638,238 663,768 690,318 717,931
Utilities 684,500 705,035 719,136 733,518
Supplies and Commodities 664,000 683,920 697,598 711,550
Contractual Services 9,881,500 10,177,945 10,483,283 10,797,782
Other 350,000 350,000 350,000 350,000
Transfer to Debt Service 949,100 952,088 0 0
Capital 9,255,000 4,000,000 4,500,000 4,500,000
Debt service 1,445,758 1,338,758 1,488,758 1,488,758
Depreciation 0 1,700,000 2,000,000 2,000,000
Expenses Total $25,408,096 $22,234,714 $22,658,822 $23,098,457
Surplus/(Deficit) Water & Sewer Fund $2,404 $12,186 $4,716 ($45,420)
Water & Sewer Fund
Revenue & Expense Forecast
Fiscal Years 2023-2026
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
$500
$600
$700
$800
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
General Fund Revenue Per Capita
50.00%
54.00%
58.00%
62.00%
66.00%
70.00%
74.00%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
GF Tax Revenues as a % of GF Revenue
Page 107
LOCAL TAXES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
SALES TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
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%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Local Taxes as a % of GF Revenue
15.00%
20.00%
25.00%
30.00%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
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%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Property Taxes as a % of GF Revenue
0.00%
5.00%
10.00%
15.00%
20.00%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
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
$700
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
GF Expenses Per Capita
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
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%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Unreserved Fund Balance as a % of GF Revenue
0.00%
20.00%
40.00%
60.00%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Unrestricted Cash & Investments as a % of GF
Expenses
Page 111