HomeMy Public PortalAboutVillage Budget 2023-202424401 W. Lockport Street
Plainfield, Illinois 60544
VILLAGE OF PLAINFIELD
2023-2024
FISCAL YEAR BUDGET
VILLAGE OFFICIALS
PRESIDENT
TRUSTEES
Harry Benton Cally Larson
Kevin M. Calkins Tom Ruane
Patricia T. Kalkanis Brian Wojowski
Village Administrator
Traci Pleckham
Robert Miller Police Chief
Scott Threewitt Public Works Director
Lonnie Spires Building Official
Jake Melrose Economic Development Director
Jonathan Proulx Planning Director
Village Clerk
Joshua Blakemore
Michelle Gibas
FISCAL YEAR 2023-2024 BUDGET
VILLAGE OF PLAINFIELD, ILLINOIS
John F. Argoudelis
Assistant Village Administrator/
Management Services Director
Street to the east. The final plans have been completed and submitted to IDOT. The project is
currently scheduled to be out to bid later this year with construction beginning in 2024. This
project is primarily being funded through grants with a total of $47.5 million in federal grants
secured in addition to state funding contributions.
Old Town
As part of the multi-year project in the Old Town Area, improvements to the water main, water
service, storm sewer, and sanitary sewer were under construction on Lockport Street and
Eastern Avenue last year. This work is scheduled to be completed this summer. Following
completion of the work along Lockport Street and Eastern Avenue, the next phase will begin this
summer along Bartlett, Center, Amboy, and Evans. These improvements will provide additional
capacity and redundancy to the Village’s water distribution system, eliminate lead water service
connections, and increase the efficiency of the sanitary sewer system. Future phases of the
project will focus on the remaining utility improvements and roadway reconstruction.
P3
2022 was another busy year for the Village’s public-private partnership. Pace celebrated the
opening of their new maintenance and storage garage near the Park-n-Ride on Depot Drive. The
$52 million facility was funded by Pace using resources from the State’s Rebuild Illinois Capital
Program. The facility is over 260,000 square feet and allows for the expansion of Pace’s Bus on
Shoulder Express Service and space for the vehicles needed to operate the popular service.
Northern Builders also completed the new Plainfield Emergency Management Agency (PEMA)
building. The 15,000 square foot building provides our emergency responders with office and
training room space, a radio room, and a garage big enough to house all of PEMA’s vehicles.
MNS1 Logistics also began constructing their new headquarters at the southeast corner of Van
Dyke and Depot Drive. This leaves the 60+ acre site with only a few acres of developable
property.
Prairie Creek
The Village’s Prairie Creek development, just south of Meijer, continued to progress with the
opening of the new Rod Baker Ford dealership at the end of last year. The new dealership is
over 50,000 square feet which is double the size of their previous location on Route 30. The new
12,000 square foot Kremer Veterinary Hospital and the luxury apartment project, Seasons at
Plainfield, are now under construction at Prairie Creek. The Seasons includes 320 apartments
and will provide $1 million in property taxes to the school district with minimal impact on
enrollment.
The Village is off to a strong start in 2023, with residential, commercial, and industrial applications all on
the horizon. We are looking forward to adopting both the new Transportation Plan and the new
Comprehensive Plan this year. These documents are important in helping guide the community forward
and will serve as the foundation for future growth and capital improvements within the community.
Finally, I want to thank the Mayor and Board of Trustees for all your hard work and feedback during the
budget process. And a special thank you to the Directors and Staff for all their hard work and diligence in
preparing the budget and throughout the year. The efforts of the Finance Department continue to keep
the Village in a strong financial position. Thank you to the residents and businesses of Plainfield who allow
us the privilege of public service to our wonderful community. I am proud of the steps we have taken to
continue to provide outstanding services to our residents and look forward to building upon that work in
the next fiscal year.
Sincerely,
Joshua Blakemore
Village Administrator
VILLAGE OF PLAINFIELD
FISCAL YEAR 2023-2024 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 2023-2024 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 89
BUDGET DETAIL 90
OTHER FUNDS
MISCELLANEOUS FUNDS SUMMARY 92
MOTOR FUEL TAX FUND BUDGET DETAIL 93
BOND AND INTEREST FUND BUDGET DETAIL 94
TORT IMMUNITY FUND BUDGET DETAIL 96
AUDIT FUND BUDGET DETAIL 97
POLICE PENSION FUND BUDGET DETAIL 98
D.A.R.E FUND BUDGET DETAIL 100
DOWNTOWN TAX INCREMENT FINANCING FUND BUDGET DETAIL 101
ROUTE 30 TAX INCREMENT FINANCING FUND BUDGET DETAIL 102
ALCOHOL ENFORCEMENT FUND BUDGET DETAIL 103
BUDGET FORECAST
GENERAL FUND REVENUE AND EXPENSE FORECAST 104
WATER AND SEWER REVENUE AND EXPENSE FORECAST 105
STATISTICAL TRENDS
REVENUE, EXPENSE AND FUND BALANCE RATIOS 106
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
5/1/2023 15,225,000 28,020,225 3,457,979 25,729,000 25,000 325,000
Revenues 35,190,485 28,861,000 - 23,983,000 750,500 800,050
Transfers In 20,000 - - 1,400,000 - -
Debt Proceeds - - - - - -
Total Revenues 35,210,485 28,861,000 - 25,383,000 750,500 800,050
Expenses
Salaries and Wages 14,914,838 1,672,000 - - - -
Benefits 6,578,558 690,830 - - - -
Utilities 329,870 749,500 - - - -
Supplies/Commodities 1,239,090 768,000 - - - -
Contractual Services 9,234,353 12,185,500 - 110,000 - -
Other
Debt Service - 1,494,774 - - - -
Capital Outlay - 9,975,000 - 22,455,000 245,000 -
Miscellaneous 732,500 350,000 - 1,803,000 350,000 400,000
Sub-Total Expenditures 33,029,209 27,885,604 - 24,368,000 595,000 400,000
Interfund Transfers 1,400,000 952,088 - 2,045,399 - -
Total Expenditures 34,429,209 28,837,692 - 26,413,399 595,000 400,000
Excess (Deficiency)781,276 23,308 - (1,030,399) 155,500 400,050
Estimated Fund Balance
4/30/2024 16,006,276 28,043,533 3,457,979 24,698,601 180,500 725,050
Water and SewerOperations &
Expansion
All Fund Summary
Revenues, Expenditures & Fund Balances
2023-2024 Fiscal Year Budget
Page 1
Bond and Tort Police AlcoholMFTInterestImmunityAuditPensionEnforcement DARE Totals
5,147,000 2 237,552 15,357 44,593,647 20,161 15,948 122,811,871
1,850,000 - 825,000 50,000 3,795,000 15,100 15,100 96,135,235
- 2,997,487 - - - - - 4,417,487
- - - - - - - -
1,850,000 2,997,487 825,000 50,000 3,795,000 15,100 15,100 100,552,722
- - - - 1,250,000 - - 17,836,838
- - - - 5,000 - - 7,274,388
- - - - - - - 1,079,370
- - - - 9,000 - 20,000 2,036,090
- - 885,336 47,000 40,000 - - 22,502,189
- 2,997,487 - - - - - 4,492,261
4,500,000 - - - - - - 37,175,000
- - - - 150,000 - - 3,785,500
4,500,000 2,997,487 885,336 47,000 1,454,000 - 20,000 96,181,636
- - - - - 20,000 - 4,417,487
4,500,000 2,997,487 885,336 47,000 1,454,000 20,000 20,000 100,599,123
(2,650,000) - (60,336) 3,000 2,341,000 (4,900) (4,900) (46,401)
2,497,000 2 177,216 18,357 46,934,647 15,261 11,048 122,765,470
Revenues, Expenditures & Fund Balances
2023-2024 Fiscal Year Budget
All Fund Summary
Page 2
All Revenue Sources
Amount
Percent of
Total
Fiscal Year
2023 Estimate
Fiscal Year
2022 Actual
Property Taxes 9,758,040 9.70%9,303,074 8,509,758
State of Illinois Taxes 27,790,000 27.64%29,510,000 28,283,480
Other Taxes 5,331,000 5.30%5,335,500 5,078,648
Licenses and Permits 2,123,200 2.11%3,002,100 2,831,957
Fines 924,000 0.92%1,001,850 985,439
Charges for Services 26,551,995 26.41%26,897,350 25,293,487
Grants 12,990,750 12.92%3,940,483 2,512,682
Franchise Fees 560,000 0.56%603,000 605,638
Investment Income 1,775,750 1.77%2,405,270 (3,800,640)
Intergovernmental 560,000 0.56%500,000 485,540
Miscellaneous 3,961,500 3.94%2,869,700 3,299,679
Water & Sewer Tap-on Fees 1,900,000 1.79%3,200,000 3,304,116
Subtotal Revenues 94,226,235 93.61%88,568,327 77,389,784
Interfund Transfers 4,417,487 4.39%4,314,291 9,022,444
Debt Proceeds 1,909,000 1.90%3,350,000 2,385,000
Grand Total Revenues 100,552,722 99.90%96,232,618 88,797,228
All Funds
Revenue Summary
2023-2024 Fiscal Year Budget
Fiscal Year 2024 Budget History
Page 3
Expense Classification
Amount
Percent
of Total
Fiscal Year
2023 Estimate
Fiscal Year
2022 Actual
Salaries and Wages 17,836,838 17.73%15,480,868 14,619,617
Benefits 7,274,388 7.23%6,579,274 6,244,592
Utilities 1,079,370 1.07%953,015 1,013,186
Supplies and Commodities 2,036,090 2.02%1,847,900 1,588,775
Contractual Services 22,502,189 22.37%21,424,049 20,979,751
Debt Service 4,492,261 4.47%4,421,242 6,682,731
Capital Outlay 37,175,000 36.95%15,331,000 14,399,051
Other 3,785,500 3.76%3,335,900 3,083,127
Total Expenditures 96,181,636 69,373,248 68,610,830
Interfunds 4,417,487 4.39%4,679,700 9,022,444
Grand Total Expenditures 100,599,123 100.00%74,052,948 77,633,274
All Funds
Expense Summary
2023-2024 Fiscal Year Budget
Fiscal Year 2024 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.
2023-2024 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 $2.98 million in present value interest cost, due to the
improved bond market and the Village's rating upgrades.
In 2015,again Moody’s Investors Service upgraded the Village of Plainfield, IL’s general
obligation (GO) rating to Aa1 from Aa2. Moody's stated that, "the Aa1 rating reflects the
village’s healthy financial operations and ample reserves supported by strong management and
long term fiscal planning."
In its 2021 Annual Issuer Comment, Moody's describes the Village's credit position as "very high
quality and its Aa1 rating exceeds the median rating of Aa3 for US cities. Notable credit factors
include a robust financial position, very strong wealth and income profile and a sizable tax base
with an exceptionally light debt burden."
Page 14
Position Title Grade
Directors and Senior Managers Minimum Maximum
Police Chief 12 130,165$ 183,735$
Public Works Director
Assistant Village Administrator/Management Services Director
Village Attorney
Police Commander 11 113,187$ 159,770$
Assistant Public Works Director
Information Technology Director
Planning Director
Human Resources Director
Economic Development Director
Building Official 10 98,424$ 138,930$
Superintendent - All Divisions
Police Sergeant
Supervisors and Advanced Technical
Accounting Services Supervisor 9 91,557$ 129,238$
Lead Engineer
Network Administrator
IT Operations Manager
Planner 8 81,384$ 114,878$
Community Relations Director
Associate Prosecutor
Crew Leader - All 7 72,341$ 102,114$
Engineer
Senior Building Inspector
Utility Billing Supervisor
Village Clerk
Office Manager
Executive Assistant to the Chief
IT Specialist
Building Inspector 6 64,303$ 90,767$
Records Supervisor
Mechanic I
Human Resources Assistant
Geographic Information Systems Specialist
IT Support Technician
Project Specialist-Police
Village of Plainfield
Classification Plan
2023-2024 Fiscal Year Budget
FY 2024 Range
Page 15
Position Title Grade
Administrative and Technical Minimum Maximum
Public Works Inspector 5 59,816$ 84,442$
Code Compliance Inspector
Building Maintenance Worker
Executive Assistant
Evidence Specialist
Plant Operator II - Water/Wastewater
Equipment Operator II Street/Electrical or Forestry
Associate Planner
Management Analyst
Equipment Operator I - Streets 4 54,379$ 76,765$
Plant Operator I - Water/Wastewater
Operations Support Specialist
Accounting Assistant
Engineering Technician
Digital Evidence Specialist
Community Service Officer 3 49,435$ 69,786$
Administrative Assistant
Water Service Worker
Fleet Coordinator
Utility Billing Representative
Court Technician
Records Technician 2 44,941$ 63,442$
Administrative Aide
Clerical Assistant 1 40,856$ 57,675$
Cable Television Operator
Crossing Guard
Custodian
Village of Plainfield
Classification Plan
2023-2024 Fiscal Year Budget
FY 2024 Range
Page 16
Authorized Positions
Administration/Finance 16 16 16 17 17 17.5 19.5
Police Department 76.5 80 82 82 82 82 88.5
Streets Division 18.5 18.5 18.5 18.5 19.5 20 20.5
Community Development 15 15 14.5 14.5 14.5 15 16
Water and Sewer Division 11.5 10.5 11 11 11.5 12.5 13.5
Public Works Engineering 3 4 4 4 4 4 4
Village Totals 140.5 144 146 147 148.5 151 162
Positions Reflected are Full Time Equivalent (FTE) Positions
2010 Village Population 39,581
2020 Village Population 44,762
*(US Census)
2019-2020
Actual
2020-2021
Actual
2021-2022
Actual
2022-2023
Actual
Village of Plainfield
Staffing Schedule
2023-2024 Fiscal Year Budget
2023-2024
Budgeted
2017-2018
Actual
2018-2019
Actual
125
130
135
140
145
150
155
160
165
2017-2018Actual 2018-2019Actual 2019-2020Actual 2020-2021Actual 2021-2022Actual 2022-2023Actual 2023-2024Budgeted
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 2024, 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 amount is 0.55% less than the prior fiscal year budget
of 48.45%.
Property Taxes continue to be the second largest revenue source at 20.83%, a decrease of 0.61%
from fiscal year 2023 budgeted amount.
Charges for services remain the third largest revenue source at 16.71%. 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 (9.93%), Illinois Income Tax (39.13%), and Sales Tax (50.40%). 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 0.5% effective in July 2012. Fiscal
year 2024 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 approximately three months after
the liability occurs. (The below chart does not include the Village’s Home Rule Sales Tax of 1.5%.)
Fiscal year 2023 sales tax revenue is estimated at 2.3% higher than 2022. The Village experienced
increases in Sales Tax revenues of 0.4%, 18.0% and 29.2% in FY 2020, 2021 and 2022 respectively.
Fiscal years 2021 and 2022 increases are largely related to the addition of the new Costco retail
store which opened in November of 2020. Fiscal year 2024 represents a 5.6% decrease as
compared to the 2023 estimate primarily due to the recent closing of Walmart.
Page 19
GENERAL FUND REVENUES The following chart depicts the Village’s retail municipal sales tax revenue by category for the 2022
calendar year. Consistent with previous calendar years, Automotive and Gas stations sales reflect the
largest sales tax revenue source for the Village. General Merchandise is the Village’s second largest
sales tax revenue source in calendar year 2022, following with Drugs and Miscellaneous Retail.
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 2022 resulted in a 4.23% decrease in Use Tax revenues. It is anticipated that fiscal year
2023 revenues will trend similar to 2022 and fiscal year 2024 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 2023 and 2024:
Fiscal year 2022 increased by 33% as compared to 2021 income tax revenues. Fiscal year 2023 is
anticipated to be slightly higher as compared to 2022. Some of the growth is due to the certification of
the Village’s census population in October of 2021 and business income tax trends at the state level.
Due to the continued uncertainty of the State distribution formula, Fiscal year 2024 budgeted amount is
slightly less as compared to the fiscal year 2023 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 2023 permit revenues are estimated slightly less as compared to fiscal year 2022. Fiscal
year 2024 is budgeted lower as well. Overall economic stability, supply chain issues, and cost of
construction are areas of concern as it relates to building permit revenues for fiscal year 2024.
From a historical perspective, in fiscal year 2006, building permit revenues accounted for 37% of
the Village’s overall General Fund revenue. Fiscal year 2024 building permit revenues are
estimated to account for 4.3% of the overall General Fund revenues.
Property Tax Revenues
Overall Local property tax revenues 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 2022 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 unless the value of their home (Equalized Assessed Value) has changed from the
previous year. In terms of an average property tax bill for levy year 2021, for every dollar paid in property
taxes by Village residents, 5.67 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. From 2010 to 2013, the
Village’s EAV declined by a total of approximately 19.3%. The Village’s EAV increased from 2014 – 2018
EAV by the same percentage. The Village’s 2019, 2020 and 2021 EAV increased by approximately 5.4%,
5.9% and 3.8% respectively.
Page 23
GENERAL FUND REVENUES
Tax Rate Percentage Tax Rate Percentage
Village of Plainfield 0.4669 5.67%0.4297 5.29%
Will County & Forest Preserve 0.7100 8.62%0.7244 8.92%
School District 202 5.2250 63.47%5.2705 64.88%
Joliet Junior College 525 0.2848 3.46%0.2463 3.03%
Plainfield Township Park District 0.2526 3.07%0.2126 2.62%
Plainfield Public Library District 0.1821 2.21%0.172 2.12%
Plainfield Fire Protection District 0.9302 11.30%0.8872 10.92%
Township and Other 0.1812 2.20%0.1804 2.22%
Total Tax Rate 8.2328 100.00%8.1231 100.00%
Village of Plainfield
Comparison of Tax Rates per $100 of Assessed Valuation
2021 and 2011 Levy Years
2021 Levy 2011
Village of Plainfield5.67%
Will County & Forest
Preserve
8.62%
School District 202
63.47%
Joliet Junior College
525
3.46%
Plainfield Township Park District
3.07%
Plainfield Public Library District2.21%
Plainfield Fire
Protection District
11.30%Township and Other
2.20%
2021 Levy Tax Distribution by District
Residential87.82%Commercial10.82%
Industrial
1.08%
Farm
0.25%Railroad0.03%
2021 Levy
Village Equalized Assessed Value by Type
Page 24
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Fund: 01 - General Fund
6,302,842 7,023,862 7,240,884 7,159,080 7,333,040
11,556,111 13,220,143 16,689,021 16,180,750 16,865,000
1,008,302 972,349 1,265,768 1,206,000 1,406,000
1,460,594 1,724,514 2,129,563 1,318,200 1,728,200
678,496 524,873 562,840 659,000 534,000
5,173,763 5,257,178 5,589,077 5,626,700 5,884,995
65,421 1,932,958 81,261 45,750 45,750
601,567 572,856 605,638 565,000 560,000
380,539 52,737 (91,662)40,000 150,000
142,970 174,774 228,563 124,500 123,500
468,282 103,444 485,540 450,000 560,000
25,000 25,000 25,000 20,000 20,000
$27,863,887 $31,584,688 $34,811,493 $33,394,980 $35,210,485
Administration/Finance 9,118,204 11,818,181 15,374,261 11,432,330 11,444,970
Police Department 12,719,854 12,948,143 13,247,304 14,542,100 15,938,804
Street Department 4,275,503 4,419,936 4,262,455 4,639,390 4,960,425
Planning Program 558,561 603,526 588,910 842,750 859,780
Building Program 991,573 1,002,883 1,036,704 1,073,500 1,225,230
$27,663,695 $30,792,669 $34,509,634 $32,530,070 $34,429,209
$200,192 $792,019 $301,859 $864,910 $781,276
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
2023-2024 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 2020 Actual FY 2021 Actual FY 2022 Actual FY 2023
Adopted
Budget
FY 2024
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 Taxes
Property Taxes
Page 25
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 01 - General Fund
Revenues
Property Tax Revenue 4,084,845 4,512,639 4,593,107 4,504,080 4,501,225 4,408,040
Property Tax Rev-Road & 381,555 384,392 400,655 380,000 412,355 400,000
Property Tax-Police Pen 1,297,308 1,577,460 1,697,212 1,700,000 1,698,689 1,950,000
Property Tax Rev-IMRF 539,134 549,371 549,910 575,000 574,251 575,000
$6,302,842 $7,023,862 $7,240,884 $7,159,080 $7,186,520 $7,333,040
STTAX - State of Illinois Taxes
Municipal Sales Tax 5,775,938 6,812,757 8,801,385 8,660,750 9,000,000 8,500,000
Illinois Income Tax 4,289,960 4,537,460 6,015,389 5,900,000 6,900,000 6,600,000
Replacement Tax 63,799 60,678 139,552 70,000 140,000 90,000
Local Use Tax 1,426,414 1,809,248 1,732,695 1,550,000 1,750,000 1,675,000
$11,556,111 $13,220,143 $16,689,021 $16,180,750 $17,790,000 $16,865,000
Hotel/Motel Tax 672 419 1,960 1,000 1,500 1,000
Amusement Tax 4,595 1,243 5,746 5,000 9,000 5,000
Local Motor Fuel Tax 1,003,035 970,687 1,258,062 1,200,000 1,350,000 1,400,000
$1,008,302 $972,349 $1,265,768 $1,206,000 $1,360,500 $1,406,000
LIC&PER - Licenses and Permits
Liquor License 112,523 97,940 121,183 100,000 118,500 100,000
Contractors License 48,150 46,800 50,100 45,000 45,000 45,000
Cigarette License 6,045 5,750 5,500 6,000 6,000 6,000
Scavenger License 100 100 50 200 100 200
Business License 42,250 44,425 43,963 40,000 70,000 50,000
Building Permit 1,171,669 1,495,052 1,846,761 1,100,000 1,700,000 1,500,000
Sign Permit 4,937 3,687 4,731 5,000 4,500 5,000
Special Movement Permit 72,155 27,900 55,430 20,000 53,000 20,000
Solicitors Permit 2,765 2,860 1,845 2,000 2,500 2,000
$1,460,594 $1,724,514 $2,129,563 $1,318,200 $1,999,600 $1,728,200
Will County Court Fines 376,964 297,493 388,600 325,000 340,000 325,000
Aministrative Fines(P-Tkts)144,555 108,666 110,025 100,000 100,000 100,000
Aministrative Fines - Late fees 8,010 9,025 4,594 5,000 5,500 5,000
Asset Seizure 13,338 94,861 51,871 225,000 50,000 100,000
Alarm Fees 500 9,000 (600)1,000 1,850 1,000
Kendall County Court Fines 3,141 5,828 6,595 3,000 4,500 3,000
Total: State of Illinois Taxes
OTHTX - Other Taxes
Total: Other Taxes
General Fund
Revenue Detail
2023-2024 Fiscal Year Budget
PROPTX - Property Taxes
Total: Property Taxes
Total: Licenses & Permits
FIN - Fines and Forfeits
Page 26
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Revenue Detail
2023-2024 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Asset Seizure (DOJ)131,988 0 1,755 0 90,000 0
Asset Seizure (US Treas)0 0 0 0 0 0
$678,496 $524,873 $562,840 $659,000 $591,850 $534,000
Garbage Fee 4,504,532 4,708,687 4,913,961 5,000,000 5,111,500 5,264,845
Garbage Penalties 45,884 0 44,099 40,000 53,000 40,000
Engineering Services 0 0 0 5,000 0 0
Zoning Applications 22,544 21,899 28,344 15,000 42,000 15,000
Accident Report Fees 7,905 6,250 8,650 5,000 7,800 5,000
Copies-Maps & Ordinances 2,391 1,381 2,199 1,500 1,700 1,500
Impound Fee 26,150 41,000 24,750 25,000 27,000 25,000
Parking Lot Revenue 1,484 3,400 5,346 2,000 2,000 2,000
Tower Rent 45,110 49,215 46,240 46,000 46,450 46,450
Rental Income 49,200 49,200 49,200 49,200 49,200 49,200
Rental-Community/Multi 3,165 0 475 3,000 700 1,000
Special Detail/OT 115,398 26,146 115,813 85,000 100,000 85,000
Water & Sewer Service 350,000 350,000 350,000 350,000 350,000 350,000
$5,173,763 $5,257,178 $5,589,077 $5,626,700 $5,791,350 $5,884,995
FEMA Grant 0 36,196 12,693 0 12,693 0
Grant Revenue 8,600 1,814,016 0 0 3,000 0
Bulletproof Vest Grant 6,081 8,495 6,885 3,000 4,252 3,000
Tobacco Grant 1,375 1,320 1,320 2,750 4,503 2,750
Traffic Grant 49,365 72,931 60,363 40,000 65,635 40,000
$65,421 $1,932,958 $81,261 $45,750 $90,083 $45,750
AT&T Franchise Payment 127,184 102,746 93,686 90,000 81,000 80,000
Cable TV- Franchise 474,383 470,110 511,952 475,000 522,000 480,000
$601,567 $572,856 $605,638 $565,000 $603,000 $560,000
Interest Income 220,671 74,328 85,533 40,000 295,000 150,000
Realized Gain/Loss 69,706 0 6,367 0 0 0
Unrealized Gain/Loss 90,162 (21,591)(183,562)0 0 0
$380,539 $52,737 ($91,662)$40,000 $295,000 $150,000
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Revenue Detail
2023-2024 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Event Sponsorship Program 3,300 0 0 3,000 1,700 2,000
Reimb Police Training 0 1,444 0 0 0 0
Amphitheater Rent 125 0 250 500 250 500
Restitution Program 200 4,100 0 0 0 0
Donation/Contribution 21,579 6,494 8,534 5,000 38,000 5,000
Sales-Fixed Assets 4,740 21,603 0 1,000 2,400 1,000
Other Reimbursements 95,255 115,681 194,732 90,000 123,000 90,000
Other Receipts 17,771 25,452 25,047 25,000 50,000 25,000
$142,970 $174,774 $228,563 $124,500 $215,350 $123,500
INTERGOV - Intergovernmental
School Liaison 460,772 76,005 468,154 440,000 485,000 550,000
HIDTA/Organized Crime 7,510 27,439 17,386 10,000 15,000 10,000
$468,282 $103,444 $485,540 $450,000 $500,000 $560,000
Transfer From Alcohol Enforc.25,000 25,000 25,000 20,000 20,000 20,000
$25,000 $25,000 $25,000 $20,000 $20,000 $20,000
$27,863,887 $31,584,688 $34,811,493 $33,394,980 $36,443,253 $35,210,485Revenues 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 2022, Village residents recycled approximately 81,000 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
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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
A/P Checks
Payroll Checks
3,379
390
3,383
406
3,346
356
3,520
298
3,669
220
3,410
323
3,353
212
# of Direct Deposits 4,932 5,045 5,089 5,275 5,403 5,479 5,187
Total Payroll processed 5,322 5,451 5,445 5,573 5,623 5,802 5,399
Performance Measures 2016 2017 2018 2019 2020 2021 2022
Processing of Ordinances 42 53 58 43 51 44 47
Processing of Resolutions 12 15 13 11 19 13 12
Village Board Meetings Minutes/Agendas 21 22 25 21 22 24 22
COW Workshop Meetings/Agendas 23 20 21 19 16 21 17
FOIA Requests Processed 370 417 450 440 486 587 490
Early Voting (when applicable) 5,310 519 4,087 330 5,540 641 2,801
Page 30
ADMINISTRATION/FINANCE
Management Services Performance Measures – Utility Billing
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Total Billing
Accounts:
(as of 4/30)
13,565 13,708 13,862 14,058 14,328 14,678
Total Water
consumption billed:
(cubic feet) 148,331,627 152,525,850 153,103,708 144,264,815 157,878,102 156,561,910
Residential
Commercial
Industrial
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
120,462,373
19,543,579
16,555,958
Total Water Bill
Transactions: 161,593 162,422 165,185 167,426 170,312 173,705
Lockbox
Online
Direct Debit
Front desk
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
74,937
13,187*
50,671
34,910
*The Village started tracking payments through a new online portal in FY2022.
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, the
community blood drive, the State of the Village, and Settlers’ Park programming.
FY 2023-2024 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.
Page 31
ADMINISTRATION/FINANCE
FY 2032-2024 Community Relations Key Objectives (continued)
• 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
Riverfront signage, the completion of the council ring and 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 and publicize the community blood drive at the Village Hall and 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 2023-2024 Key Objectives
• Keeping on top of fast-moving recruiting trends to stay competitive in our labor market.
• Monitor the ongoing updates of all federal, state and local employment requirements. Ensure
that the Village remains in compliance. Provide Supervisor training to enforce the 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.
• Introduce our updated Personnel Manual along with the Lexipol platform. This will ensure timely
policy updates with easier communication and training on the changes.
• Work with Public Works and the Village Hall staff to effectively implement stage 2 of the Pace
Scheduler platform. Continue to work towards digital transfer of payroll data instead of hardcopy
and manual entry of the data.
• Work with all departments to refresh job descriptions.
• Create a marketing tool kit for job announcements and postings.
• 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 the Sergeant’s Collective Bargaining
Agreement with MAP.
• Employee Wellness Program – Continue to increase awareness of our Village Employee Wellness
Program and maintain/increase employee participation (currently at 82%). 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 Annual flu shots.
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. It is currently
comprised of four employees: the IT Director, IT Operations Manager, IT Support Specialist, and an IT
Specialist for Geographical Information Systems (GIS). 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.
Information Technology Performance Measures
End users supported 196
Endpoints (desktop and laptop) 250
Servers (physical and virtual) 38
Switches/Routers/Firewall 33
Wifi Access Points 45
Average of Connected Devices 1,127
Mobile devices 161
Door Security Modules 67
*not all issues are reported as a support ticket
Information Technology FY 2023-2024 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
contracting with an auditing service to analyze our environment to get a score card of our risk.
The Police Department has chosen Axon is their new body camera and in car cameras and IT will have a
critical part in ensuring the set up and configuration of the new system. This also include many new cyber
initiatives the PD will pursue for cyber investigations.
Desktop Phones 204
Network devices 350
Terabytes of Storage 249
Video Cameras 77
Copiers / Local Printers 40
In-Car Cameras/PD Vehicles 44
Applications 124
Calendar Year Support Tickets Closed
2018 942
2019 1,015
2020 1,066
2021 1,516
2022 1,715
Page 34
ADMINISTRATION/FINANCE
Information Technology Program (continued)
We will continue to support Public Works on the deployment of their new asset management software
Central Square. This project is in its final stages and we will be working with the department closely to
ensure effective use of the platform. Staff is also working on a new security project for the public works
building for door access and security cameras.
IT will also be finalizing the configuration and technology installation of the PEMA facility. This includes
door access, Wi-Fi, cameras, and internet connectivity.
As we continue to move more services online, we will investigate new ways to make processes more
streamlined. This ensures that we are working effectively and providing the best possible services to our
residents and business in the community.
We will be working on business continuity planning and preparedness. This will help us identify what
applications are critical to maintain in a disaster to provide functions to our residents.
Lastly, the IT Department will be expanding the department by two employees. A second IT Support
Specialist and a Network/Server Administrator to help with the increased demand on the services IT
provides. With these added positions, the IT department will be able to have a more regular on call
schedule and ensure proper coverage on keeping our Village systems up to date, along with more
opportunities to innovate with new software solutions.
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 2019
Actual
FY 2020
Actual FY 2021 Actual FY 2022 Actual
FY 2023
Adopted
Budget
2024 Proposed
Budget
1,419,084 1,476,873 1,765,390 1,824,805 1,926,500 2,175,500
551,280 528,872 669,444 714,281 875,350 908,205
14,389 13,958 10,151 15,036 21,750 22,050
123,471 112,020 136,635 137,103 175,350 172,800
4,586,998 4,737,669 5,206,086 5,518,759 5,879,880 6,262,915
313,378 240,800 909,218 1,161,466 1,253,500 503,500
Sub-total $7,008,600 $7,110,192 $8,696,924 $9,371,450 $10,132,330 $10,044,970
1,359,212 2,008,012 3,121,257 6,002,811 1,300,000 1,400,000
$8,367,812 $9,118,204 $11,818,181 $15,374,261 $11,432,330 $11,444,970
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
2023-2024 Fiscal Year Budget
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY 2019Actual FY 2020Actual FY 2021Actual FY 2022Actual FY 2023Adopted
Budget
2024Proposed
Budget
Admin/Finance Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 36
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Unit: 04 - Administration/Finance
Contrac - Contractual Services
Fees to Refuse Hauler 4,161,324 4,364,628 4,561,774 4,798,250 4,800,000 5,116,915
Bad Debt Expense 0 11,305 0 0 0 0
$4,161,324 $4,375,933 $4,561,774 $4,798,250 $4,800,000 $5,116,915
Salaries-President 24,000 24,000 24,000 24,000 24,000 24,000
Salaries-Elected Officials 25,300 23,000 25,800 26,000 24,000 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
$53,300 $51,000 $53,800 $54,000 $52,000 $54,000
FICA 3,286 3,162 3,335 3,400 3,400 3,400
Medicare 769 740 780 800 800 800
Employee Insurance 109 101 8 100 100 100
Travel/Training 1,919 0 0 10,000 1,500 10,000
$6,083 $4,003 $4,123 $14,300 $5,800 $14,300
SUPP - Supplies and Commodities
Replacement Supplies 742 5,248 2,684 10,000 6,000 10,000
Dues & Subscriptions 50,868 53,068 52,710 55,000 55,000 55,000
$51,610 $58,316 $55,394 $65,000 $61,000 $65,000
Contrac - Contractual Services
Public Relations 122,741 107,052 105,690 120,000 110,000 120,000
Cable TV 0 15,761 0 10,000 8,000 10,000
$122,741 $122,813 $105,690 $130,000 $118,000 $130,000
Small Business Relief Grant 0 145,000 0 0 0 0
Economic Incentive Rebate 134,559 587,273 1,056,808 700,000 375,000 150,000
$134,559 $732,273 $1,056,808 $700,000 $375,000 $150,000
$368,293 $968,405 $1,275,815 $963,300 $611,800 $413,300
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
2023-2024 Fiscal Year Budget
General Fund
Division: 00 - Non-Divisional
Division: 01 - Legislative Program
Expenditures
Page 37
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Administration/Finance Detail
2023-2024 Fiscal Year Budget
General Fund
Salaries-Full Time 768,361 671,481 678,916 740,000 710,000 770,000
Salaries-Part Time 55,836 63,773 75,283 55,000 53,000 60,000
Salaries-Overtime 359 276 1,158 2,000 1,000 2,000
$824,556 $735,530 $755,357 $797,000 $764,000 $832,000
FICA 45,731 40,466 44,578 50,000 47,500 51,590
Medicare 11,786 11,245 10,842 11,750 11,100 12,065
IMRF 80,550 84,122 78,435 88,000 84,000 91,520
Employee Insurance 105,980 89,852 99,570 135,000 125,000 115,000
Deferred Comp. Contribution 18,208 20,554 16,635 25,000 20,000 25,000
Travel/Training 4,901 1,501 2,311 12,000 6,500 12,000
IL Unemployment Insurance 3,594 5,311 4,303 6,000 6,000 6,000
$270,750 $253,051 $256,674 $327,750 $300,100 $313,175
UTIL - Utilities
Telephone/Internet 5,814 2,468 6,101 8,000 6,000 8,000
Cellular Phones 2,531 1,657 3,361 5,000 2,500 5,000
$8,345 $4,125 $9,462 $13,000 $8,500 $13,000
SUPP - Supplies and Commodities
Office Supplies/Postage 33,066 32,225 34,062 35,000 35,000 35,000
Dues & Subscriptions 3,759 2,476 1,549 5,000 4,000 5,000
Gas/Oil/Mileage/Carwash 8,378 7,200 3,143 9,500 6,500 9,500
$45,203 $41,901 $38,754 $49,500 $45,500 $49,500
Contrac - Contractual Services
Maintenance Contracts/Lease 4,046 1,894 1,997 8,000 2,000 5,000
Recording Fees 166 506 509 1,000 800 1,000
Legal Notices 2,079 2,103 1,051 2,500 1,500 2,500
Legal Fees 60,032 43,085 106,052 95,000 90,000 95,000
Contractual Services 54,690 63,584 117,081 90,000 95,000 100,000
$121,013 $111,172 $226,690 $196,500 $189,300 $203,500
OTHER - Other
Office Furniture & Equipment 9,982 3,920 1,631 5,000 2,000 5,000
Contingencies 7,054 25,884 7,376 400,000 25,000 200,000
$17,036 $29,804 $9,007 $405,000 $27,000 $205,000
Total: 02 - Administration $1,286,903 $1,175,583 $1,295,944 $1,788,750 $1,334,400 $1,616,175
SAL - Salaries and Wages
Total: UTIL - Utilities
Total: Supplies & Commodities
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
BEN - Benefits
Division: 02 - Administration Program
Total: OTHER - Other
Page 38
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Administration/Finance Detail
2023-2024 Fiscal Year Budget
General Fund
Salaries-Full Time 104,807 110,916 108,659 113,000 113,000 118,000
$104,807 $110,916 $108,659 $113,000 $113,000 $118,000
FICA 5,881 6,745 6,513 7,100 7,100 7,315
Medicare 1,375 1,577 1,523 1,700 1,700 1,715
IMRF 10,345 12,682 11,510 12,500 12,500 12,980
Employee Insurance 21,592 23,066 25,377 29,500 28,000 29,725
Deferred Comp. Contribution 1,700 3,755 3,784 5,000 5,000 5,000
Travel/Training 25 81 35 1,500 500 1,500
$40,918 $47,906 $48,742 $57,300 $54,800 $58,235
UTIL - Utilities
Telephone/Internet 677 310 384 750 400 750
$677 $310 $384 $750 $400 $750
SUPP - Supplies and Commodities
Office Supplies/Postage 0 0 22 300 100 400
Dues & Subscriptions 570 634 604 850 750 900
Gas/Oil/Mileage/Carwash 0 0 0 100 50 100
$570 $634 $626 $1,250 $900 $1,400
Contrac - Contractual Services
Public Relations 11,124 11,148 15,522 31,000 25,000 32,000
Marketing and Promotions 0 0 0 2,000 2,000 7,000
Settler's Park 4,287 0 4,825 8,000 6,500 8,500
Contractual Services 384 13,561 3,800 7,500 5,000 7,000
$15,795 $24,709 $24,147 $48,500 $38,500 $54,500
Total: 03-Community Relations $162,767 $184,475 $182,558 $220,800 $207,600 $232,885
Total: Salaries and Wages
Division: 03 - Community Relations Program
BEN - Benefits
Total: Supplies & Commodities
Total: Contractual Services
SAL - Salaries and Wages
Total: Benefits
Total: UTIL - Utilities
Page 39
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Administration/Finance Detail
2023-2024 Fiscal Year Budget
General Fund
Salaries-Full Time 52,087 53,084 55,226 60,000 58,000 60,000
Salaries-Overtime 4,176 3,344 4,729 5,000 5,500 7,500
$56,263 $56,428 $59,955 $65,000 $63,500 $67,500
FICA 3,323 3,511 3,594 4,100 4,000 4,185
Medicare 777 821 841 1,000 950 1,000
IMRF 5,493 6,405 6,266 7,200 6,985 7,425
Employee Insurance 15,525 14,732 13,899 18,000 15,250 18,500
Deferred Comp. Contribution 786 1,220 1,229 2,000 2,000 2,000
$25,904 $26,689 $25,829 $32,300 $29,185 $33,110
SUPP - Supplies and Commodities
Building Supplies 10,722 12,676 9,581 20,000 15,000 20,000
$10,722 $12,676 $9,581 $20,000 $15,000 $20,000
Contrac - Contractual Services
Contractual Services 45,241 42,946 73,570 70,000 50,000 70,000
$45,241 $42,946 $73,570 $70,000 $50,000 $70,000
OTHER - Other
Building Improvements 4,775 32,885 1,669 30,000 15,000 30,000
$4,775 $32,885 $1,669 $30,000 $15,000 $30,000
Total: 04-Facility Management $142,905 $171,624 $170,604 $217,300 $172,685 $220,610
Total: Supplies & Commodities
Total: Contractual Services
Total: OTHER - Other
Total: Benefits
SAL - Salaries and Wages
BEN - Benefits
Total: Salaries and Wages
Division: 04 - Facility Management Program
Page 40
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Administration/Finance Detail
2023-2024 Fiscal Year Budget
General Fund
Salaries-Full Time 174,765 185,129 196,717 195,000 199,500 215,000
Salaries-Overtime 0 0 0 500 500 500
$174,765 $185,129 $196,717 $195,500 $200,000 $215,500
FICA 10,228 11,788 11,810 12,000 12,400 13,360
Medicare 2,392 2,843 2,762 2,800 2,900 3,125
IMRF 17,263 22,034 20,806 21,000 22,000 23,705
Employee Insurance 39,343 42,044 43,435 50,000 33,000 35,000
Deferred Comp. Contribution 6,719 6,953 7,042 8,000 8,000 8,000
Travel/Training 964 614 383 10,000 4,000 10,000
$76,909 $86,276 $86,238 $103,800 $82,300 $93,190
UTIL - Utilities
Telephone/Internet 1,067 450 514 1,000 600 1,000
Cellular Phones 672 543 466 600 515 600
$1,739 $993 $980 $1,600 $1,115 $1,600
SUPP - Supplies and Commodities
Office Supplies/Postage 890 1,251 1,424 2,000 1,500 2,000
Dues & Subscriptions 946 707 9,563 10,000 2,000 5,000
Gas/Oil/Mileage/Carwash 24 0 0 1,200 200 1,000
$1,860 $1,958 $10,987 $13,200 $3,700 $8,000
Contrac - Contractual Services
Public Relations 10,143 7,363 8,597 12,000 9,000 12,000
Contractual Services 4,393 1,348 6,888 10,000 5,000 10,000
$14,536 $8,711 $15,485 $22,000 $14,000 $22,000
Total: 06 - Human Resources $269,809 $283,067 $310,407 $336,100 $301,115 $340,290
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Administration/Finance Detail
2023-2024 Fiscal Year Budget
General Fund
Salaries-Full Time 263,182 307,528 332,536 370,000 380,000 537,500
$263,182 $307,528 $332,536 $370,000 $380,000 $537,500
FICA 16,118 19,250 19,562 23,000 23,560 33,325
Medicare 3,769 4,502 4,575 5,500 5,510 7,795
IMRF 26,278 34,519 34,516 41,000 41,800 59,125
Employee Insurance 44,200 55,192 94,994 103,000 113,500 120,000
Deferred Comp. Contribution 8,767 7,419 5,100 7,500 6,000 7,500
Travel/Conventions/Training 9,176 0 1,665 15,000 3,000 15,000
$108,308 $120,882 $160,412 $195,000 $193,370 $242,745
UTIL - Utilities
Telephone/Internet 534 228 257 500 400 500
Cellular Phones 2,663 2,796 2,674 4,200 2,800 4,200
$3,197 $3,024 $2,931 $4,700 $3,200 $4,700
SUPP - Supplies and Commodities
Office Supplies/Postage 941 2,586 909 1,800 1,000 1,800
Dues & Subscriptions 754 689 564 800 800 1,100
Gas/Oil/Mileage/Carwash 360 0 0 400 400 400
Uniforms 0 267 288 800 400 800
$2,055 $3,542 $1,761 $3,800 $2,600 $4,100
Contrac - Contractual Services
Software Licensing/Renewals 241,440 444,441 455,314 523,130 520,000 585,000
Contractual Services 15,579 52,263 29,115 70,500 35,000 60,000
$257,019 $496,704 $484,429 $593,630 $555,000 $645,000
OTHER - Other
Server/Network Supplies 58,663 74,698 54,827 78,500 65,000 78,500
Computers 25,767 39,558 39,155 40,000 40,000 40,000
$84,430 $114,256 $93,982 $118,500 $105,000 $118,500
Total: 08 - IT Program $718,191 $1,045,936 $1,076,051 $1,285,630 $1,239,170 $1,552,545
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Administration/Finance Detail
2023-2024 Fiscal Year Budget
General Fund
SAL - Salaries and Wages
Salaries-Full Time 0 291,981 291,810 298,000 309,000 320,000
Salaries - Part Time 0 26,878 25,971 33,000 25,000 30,000
Salaries-Overtime 0 0 0 1,000 0 1,000
$0 $318,859 $317,781 $332,000 $334,000 $351,000
BEN - Benefits
FICA 0 20,013 18,952 21,000 20,710 21,760
Medicare 0 4,605 4,538 4,900 4,850 5,090
IMRF 0 35,706 34,019 37,000 36,750 38,600
Employee Insurance 0 60,370 65,032 68,000 70,100 74,000
Deferred Comp. Contrib.0 9,389 9,496 11,000 10,000 11,000
Travel/Training 0 554 226 3,000 1,000 3,000
$0 $130,637 $132,263 $144,900 $143,410 $153,450
UTIL - Utilities
Telephone/Internet 0 491 515 1,000 500 1,000
Cellular Phones 0 1,208 764 700 1,000 1,000
$0 $1,699 $1,279 $1,700 $1,500 $2,000
SUPP - Supplies and Commodities
Office Supplies/Postage 0 5,632 6,600 10,000 6,500 10,000
Dues & Subscriptions 0 10,506 11,667 11,000 11,000 12,000
Gas/Oil/Mileage/Carwash 0 836 1,135 1,000 1,800 2,200
Uniforms/Clothing 0 634 598 600 600 600
$0 $17,608 $20,000 $22,600 $19,900 $24,800
Contrac - Contractual Services
Maintenance Contracts/Lease 0 2,016 2,931 3,000 3,000 3,000
Vehicle Maintenance 0 784 3,731 3,000 2,000 3,000
Legal Fees 0 20,298 20,312 15,000 15,000 15,000
$0 $23,098 $26,974 $21,000 $20,000 $21,000
Total: Legal Services $0 $491,901 $498,297 $522,200 $518,810 $552,250
Transfer to Tort Immunity 0 0 0 300,000 300,000 0
Transfer to Capital 2,008,012 3,121,257 6,002,811 1,000,000 1,000,000 1,400,000
$2,008,012 $3,121,257 $6,002,811 $1,300,000 $1,300,000 $1,400,000
Total: Administration/Finance $9,118,204 $11,818,181 $15,374,261 $11,432,330 $10,485,580 $11,444,970
Total: Transfers
Transfers
Division: 09 - Legal Services
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Page 43
POLICE DEPARTMENT
In partnership with the community, we are committed to serve and protect, promote safety, and
enhance the quality of life. We will accomplish this through our department values of Integrity,
Compassion, Dedication, Accountability, Professionalism, Equality, and Respect.
The Police Department is responsible to respond to any condition or activity, which represents an
immediate danger to either person or property, and to provide an efficient, effective means of
reducing crime through patrol, investigation, and apprehension, recovery of evidence, and consistent
enforcement of criminal and traffic laws on the federal, state, and local level.
Over 1/3rd of our sworn officers will have obtained the minimum years of service to retire. Depending
on their respective age and outside employment opportunities, any of them could choose to retire within
the next fiscal year. We anticipate filling any retirement vacancies with new hires or lateral hires.
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Plainfield Police Department, under the leadership and direction of the Chief of Police Robert Miller,
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 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, Custodians, and facility-specific costs.
Police - Patrol Division
The Patrol Division is led by the Patrol Commander and represents all platoon Patrol functions, including
Fleet Maintenance, the Traffic Unit, Community Service Officers, and Crossing Guards. 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, FMLA, Workers Comp
cases and potential retirements. These factors could allow for subsequent hires and promotions within
the organization.
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.
Page 44
POLICE DEPARTMENT
Police - Administration Division
The Administration Division is comprised of the Administrative Commander and includes Criminal
Investigations, School Resource Officers, DARE, and Property/Evidence Control. The Administrative
Division coordinates many community events each year including National Night Out, Lunch with the
Law, and Shop with a Cop.
Police - Support Services Division
The Support Services Division is comprised of the Support Services Commander includes CALEA (The
Commission on Accreditation for Law Enforcement Agencies) Accreditation/Training, Records Unit, and
oversight of the Plainfield Emergency Management Agency (PEMA), Police Chaplains, and Special Events.
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.
The Support Services Division is seeking to hire a new full-time digital evidence specialist to handle body-
worn and in-car camera footage. The division is also seeking to hire a part-time project specialist to
support implementation of ongoing and upcoming projects for the department.
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 27 volunteers providing more than 3,349 hours of
volunteer service to the Village in 2022.
Late in 2022, PEMA began transitioning to their new facility, located on Wood Farm Road. While not
completely operational, PEMA is excited about this new chapter in their history. The fiscal year 2023-
2024 Budget reflects a 1% increase due to the need to update IT equipment and outfit the new facility.
Non-Departmental/Capital/Contingencies
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, Digital Forensic Equipment, and Tactical Equipment, 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 entry level police officer
testing/hiring costs as well as the lateral police officer hiring process. The sergeant’s promotional testing
process is further included in this budget. The 2023-2024 fiscal year budget significantly increased due
to the three testing processes.
Page 45
POLICE DEPARTMENT
FY 2023-2024 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 2018 2019 2020 2021 2022
Calls Responded To 37,915 39,715 30,847 38,588 35,939
Total Traffic Citations 7,464 8,212 5,294 7,060 6,069
Total DUI Arrests 99 88 93 94 85
Total Occupant Restraint Citations 662 819 985 701 770
Total Crashes (includes private property) 1,347 1,320 845 1,213 1,273
DARE Program Student Attendance 790 782 817 751 805
Battery 179 140 112 116 134
Burglary to Motor Vehicle 75 52 57 41 99
Suicide/Attempt 80 44 35 25 22
Sexual Assault 34 40 24 21 33
Retail Theft 103 72 74 68 118
Mental Health Calls 22 17 16 148 245
Drug-Related Calls 156 89 70 46 40
IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND
PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE
Page 46
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
2024 Proposed
Budget
Salaries and Wages 7,431,449 7,735,573 7,688,410 7,872,489 8,552,418 9,465,338
Benefits 3,485,115 3,425,247 3,693,848 3,882,652 4,079,002 4,349,668
Utilities 68,639 73,299 65,280 72,221 86,678 93,820
Supplies and Commodities 316,388 349,290 296,940 360,146 385,330 439,040
Contractual Services 1,083,725 1,048,631 1,079,414 1,001,718 1,297,672 1,361,938
Other 300,794 87,814 124,251 58,078 141,000 229,000
Total - Police Department $12,686,110 $12,719,854 $12,948,143 $13,247,304 $14,542,100 $15,938,804
Classification
Fund: 01 - General Fund
Expenditures
Total Police Department
General Fund
Police Division Summary
2023-2024 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
$18,000,000
FY 2019Actual FY 2020Actual FY 2021Actual FY 2022Actual FY 2023Adopted
Budget
2024Proposed
Budget
Police Division Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 47
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
BudgetFund: 01 - General FundExpenditures
Unit: 05 - Police Department
SAL - Salaries and Wages
Salaries-Full Time 311,250 338,919 335,089 347,887 335,000 293,751
Salaries-Part Time 32,369 32,174 15,622 35,000 16,000 35,000
Salaries-Overtime 1,096 255 649 1,000 800 1,000
$344,715 $371,348 $351,360 $383,887 $351,800 $329,751
BEN - Benefits
FICA 19,966 22,607 20,364 23,801 22,000 20,445
Medicare 4,761 5,450 4,958 5,566 5,100 4,781
IMRF 19,397 23,140 20,032 20,086 21,500 11,690
Employee Insurance 63,830 67,335 63,500 66,521 47,000 49,624
Deferred Comp. Contrib.6,135 6,381 6,455 8,000 8,000 8,000
Travel/Training 4,891 3,630 886 8,000 3,500 8,500
Education/School 3,511 3,000 3,000 3,000 3,000 3,000
Unemployment Insurance 18,788 20,000 20,663 20,000 20,000 20,000
$141,279 $151,543 $139,858 $154,974 $130,100 $126,040
UTIL - Utilities
Telephone/Internet 627 450 534 1,100 600 1,100
Cellular Phones 734 527 466 1,200 1,200 1,200
$1,361 $977 $1,000 $2,300 $1,800 $2,300
SUPP - Supplies and Commodities
Office Supplies/Postage 6,461 6,291 7,025 8,000 8,000 8,000
Replacement Supplies 1,837 1,898 1,562 4,550 3,000 3,500
Dues & Subscriptions 3,264 4,905 4,841 5,960 5,000 6,465
Gas/Oil/Mileage/Carwash 5,278 1,245 2,219 3,700 2,200 3,700
Uniforms/Clothing 2,515 2,251 1,240 1,800 5,800 1,800
$19,355 $16,590 $16,887 $24,010 $24,000 $23,465
Contrac - Contractual Services
Maintenance Contracts/Lease 6,547 5,651 5,911 6,709 6,000 6,709
Custodial/Building Maintenance 64,491 71,172 68,030 75,000 65,000 82,500
Vehicle Maintenance 651 1,688 1,347 2,500 1,000 2,500
Contractual Services 4,760 21,229 7,892 8,000 5,000 8,000
$76,449 $99,740 $83,180 $92,209 $77,000 $99,709
Total: Administration Program $583,159 $640,198 $592,285 $657,380 $584,700 $581,265
Total: Contractual Services
Total: Supplies & Commodities
Division: 02 - Police Executive
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Page 48
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 4,258,971 3,985,541 4,079,432 4,319,335 4,170,500 5,264,785
Salaries-Part Time 261,624 (1,025)0 0 0 303,000
Salaries-Overtime 291,642 224,247 194,310 250,000 240,000 300,000
$4,812,237 $4,208,763 $4,273,742 $4,569,335 $4,410,500 $5,867,785
BEN - Benefits
FICA 288,235 265,944 254,950 283,299 273,450 316,266
Medicare 67,924 62,253 59,931 66,255 63,950 73,966
IMRF 40,872 15,670 13,460 15,408 12,000 7,549
Employer Pension Contrib.1,297,308 1,577,460 1,697,212 1,700,000 1,700,000 1,950,000
Employee Insurance 659,918 630,361 679,629 705,889 715,000 779,536
Deferred Comp. Contrib.115,355 114,454 123,913 125,000 125,000 140,000
Travel/Training 38,592 24,968 41,655 41,000 33,000 50,000
$2,508,204 $2,691,110 $2,870,750 $2,936,851 $2,922,400 $3,317,317
UTIL - Utilities
Telephone/Internet 40,595 33,635 44,867 35,000 40,000 40,000
Cellular Phones 5,853 6,256 4,079 7,000 5,500 7,000
$46,448 $39,891 $48,946 $42,000 $45,500 $47,000
SUPP - Supplies and Commodities
Office Supplies/Postage 14,333 7,084 9,183 13,500 10,000 13,500
Replacement Supplies 16,250 16,708 18,482 20,000 18,000 22,500
Dues & Subscriptions 885 710 2,458 8,100 5,000 8,100
Gas/Oil/Mileage/Carwash 96,473 61,882 89,090 68,000 100,000 112,250
K-9 Unit 5,262 5,416 0 0 0 0
Uniforms/Clothing 52,837 48,402 32,088 42,950 30,000 55,900
Ammunition/Weapons 24,227 28,249 29,795 28,500 28,000 32,000
Bike Unit 5,806 3,385 0 6,000 3,000 6,000
$216,073 $171,836 $181,096 $187,050 $194,000 $250,250
Contrac - Contractual Services
Traffic Programs 13,161 0 0 0 0 27,000
Explorer Program 0 2,682 975 5,000 1,500 5,000
Radio Maintenance 0 48 0 2,000 1,000 2,000
Maintenance Contracts/Lease 14,521 4,366 13,899 11,920 12,000 11,920
Vehicle Maintenance 73,943 75,795 49,182 53,000 45,000 70,200
Contractual Services 12,479 13,103 14,514 16,700 50,000 55,000
Contractual Svcs - WESCOM 601,421 607,001 605,468 619,813 619,813 640,779
Animal Control 7,060 2,780 0 0 0 9,000
$722,585 $705,775 $684,038 $708,433 $729,313 $820,899
Total: Police Operations $8,305,547 $7,817,375 $8,058,572 $8,443,669 $8,301,713 $10,303,251
Total: Salaries and Wages
Division: 51 - Police Patrol
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Page 49
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 1,018,858 1,763,317 1,807,819 2,071,741 2,011,268 2,372,648
Salaries-Overtime 58,668 107,876 163,383 138,000 175,000 179,000
$1,077,526 $1,871,193 $1,971,202 $2,209,741 $2,186,268 $2,551,648
BEN - Benefits
FICA 64,642 116,994 119,103 137,004 135,550 158,202
Medicare 15,118 27,450 28,078 32,041 31,700 36,999
IMRF 6,766 13,654 13,630 16,020 16,000 16,987
Employee Insurance 176,357 290,239 309,882 372,639 366,301 391,245
Deferred Comp. Contrib.46,030 53,793 59,790 58,000 61,000 65,000
Travel/Training 9,975 11,448 19,344 20,000 18,000 31,800
$318,888 $513,578 $549,827 $635,704 $628,551 $700,233
UTIL - Utilities
Telephone/Internet 731 579 542 1,100 700 1,100
Cellular Phones 11,676 12,203 9,742 15,000 13,000 15,000
$12,407 $12,782 $10,284 $16,100 $13,700 $16,100
SUPP - Supplies and Commodities
Office Supplies/Postage 3,100 3,877 3,291 5,500 4,000 5,500
Replacement Supplies 1,125 4,215 13,947 15,000 8,000 14,500
Dues & Subscriptions 3,923 3,999 5,331 7,000 5,000 6,700
Gas/Oil/Mileage/Carwash 16,888 16,903 35,709 30,000 42,000 45,000
Crime Scene/Evidence Tech 6,483 6,315 9,299 10,000 9,000 10,000
Uniforms/Clothing 9,148 14,057 14,679 13,900 13,000 19,560
$40,667 $49,366 $82,256 $81,400 $81,000 $101,260
Contrac - Contractual Services
Community Programs 0 6,127 8,578 8,500 8,500 10,500
Community Prog-Alc/Tobacco 0 104 194 2,500 500 2,500
Explorer Program 11,962 (240)0 0 0 0
Radio Maintenance 1,326 25,564 18,946 31,000 23,000 33,000
Maintenance Contracts/Lease 3,151 2,498 2,642 4,920 3,000 4,920
Contractual Services 0 0 0 0 0 92,500
Vehicle Maintenance 13,609 27,120 28,561 30,000 26,000 30,000
D.A.R.E. Program 0 3,076 2,604 5,000 3,500 5,000
Background Check Svcs.2,521 2,407 2,405 2,500 2,500 2,500
Accreditation 4,595 0 0 0 0 0$37,164 $66,656 $63,930 $84,420 $67,000 $180,920
OTHER - Other
Shop with a Cop 0 14,900 15,818 10,000 12,900 10,000
$0 $14,900 $15,818 $10,000 $12,900 $10,000
Total: Police Administration $1,486,652 $2,528,475 $2,693,317 $3,037,365 $2,989,419 $3,560,161
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 226,435 0 0 0 0 0
Salaries-Part Time 32,979 0 0 0 0 0
Salaries-Overtime 4,310 0 0 0 0 0
$263,724 $0 $0 $0 $0 $0
BEN - Benefits
FICA 16,489 0 0 0 0 0
Medicare 3,856 0 0 0 0 0
IMRF 26,696 0 0 0 0 0
Employee Insurance 31,405 0 0 0 0 0
Deferred Comp. Contrib.10,182 0 0 0 0 0
Travel/Training 877 0 0 0 0 0
$89,505 $0 $0 $0 $0 $0
UTIL - Utilities
Telephone/Internet 731 0 0 0 0 0
$731 $0 $0 $0 $0 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 8,946 0 0 0 0 0
Dues & Subscriptions 50 0 0 0 0 0
Uniforms/Clothing 961 0 0 0 0 0
$9,957 $0 $0 $0 $0 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 5,193 0 0 0 0 0
$5,193 $0 $0 $0 $0 $0
Total: Police Records $369,110 $0 $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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
Contrac - Contractual Services
Seizure/Forfeiture Exp.77,906 100,230 70,599 225,000 50,000 100,000
$77,906 $100,230 $70,599 $225,000 $50,000 $100,000
Total: Seizure/Forfeiture $77,906 $100,230 $70,599 $225,000 $50,000 $100,000
SAL - Salaries and Wages
Salaries-Special Activities 72,901 22,764 77,155 32,513 65,000 32,513
$72,901 $22,764 $77,155 $32,513 $65,000 $32,513
BEN - Benefits
FICA 4,470 1,344 4,626 2,016 4,000 2,016
Medicare 1,067 315 1,105 471 700 471
$5,537 $1,659 $5,731 $2,487 $4,700 $2,487
SUPP - Supplies and Commodities
Mobile Field Force 960 0 0 0 0 0
$960 $0 $0 $0 $0 $0
Total: Police Special Activities $79,398 $24,423 $82,886 $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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 947,620 914,637 891,580 994,442 975,000 595,261
Salaries-Part Time 1,598 258,505 259,167 300,000 260,000 75,880
Salaries-Overtime 47,938 40,089 44,335 56,000 45,000 6,000
$997,156 $1,213,231 $1,195,082 $1,350,442 $1,280,000 $677,141
BEN - Benefits
FICA 59,433 77,332 72,628 83,727 77,800 41,983
Medicare 14,010 18,096 17,089 19,581 18,198 9,819
IMRF 4,956 58,343 55,628 70,439 55,000 40,230
Employee Insurance 163,410 149,288 138,009 129,058 140,000 65,418
Deferred Comp. Contrib.28,752 25,302 23,276 30,000 25,000 30,000
Travel/Training 13,262 5,931 7,998 10,760 5,000 10,220
$283,823 $334,292 $314,628 $343,565 $320,998 $197,670
UTIL - Utilities
Telephone/Internet 919 1,164 1,074 2,200 1,200 2,200
Cellular Phones 2,787 2,923 2,394 7,220 2,500 7,220
$3,706 $4,087 $3,468 $9,420 $3,700 $9,420
SUPP - Supplies and Commodities
Office Supplies/Postage 3,032 9,889 8,991 13,750 10,000 13,750
Replacement Supplies 3,366 2,707 8,750 11,500 5,000 6,500
Dues & Subscriptions 654 1,632 918 650 500 650
Gas/Oil/Mileage/Carwash 10,288 17,496 24,858 22,000 30,000 5,000
Uniforms/Clothing 6,592 12,074 16,395 11,870 7,000 5,065
$23,932 $43,798 $59,912 $59,770 $52,500 $30,965
Contrac - Contractual Services
Traffic Program 0 20,259 15,495 27,000 22,000 0
Community Programs 4,662 0 0 0 0 0
Community Prog-Alc/Tobacco 24 0 0 0 0 0
Radio Maintenance 16,620 0 161 500 300 500
Maintenance Contracts 1,733 3,750 5,445 7,660 5,500 7,660
Vehicle Maintenance 10,431 19,310 22,993 21,500 25,000 4,300
DARE Program 4,999 0 0 0 0 0
Chaplaincy Program 2,880 1,220 1,566 3,000 2,000 3,000
Accreditation 0 4,595 1,714 8,000 7,800 8,000
Animal Control 0 0 4,595 9,000 5,000 0
$41,349 $49,134 $51,969 $76,660 $67,600 $23,460
OTHER - Other
Shop With a Cop 14,755 0 0 0 0 0
$14,755 $0 $0 $0 $0 $0
Total: Community Services $1,364,721 $1,644,542 $1,625,059 $1,839,857 $1,724,798 $938,656
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 138,968 0 0 0 0 0
Salaries - Part Time 26,666 0 0 0 0 0
Salaries-Overtime 43 0 0 0 0 0
$165,677 $0 $0 $0 $0 $0
BEN - Benefits
FICA 9,809 0 0 0 0 0
Medicare 2,294 0 0 0 0 0
IMRF 16,401 0 0 0 0 0
Employee Insurance 40,813 0 0 0 0 0
Deferred Comp. Contrib.7,399 0 0 0 0 0
Travel/Training 612 0 0 0 0 0
$77,328 $0 $0 $0 $0 $0
UTIL - Utilities
Telephone/Internet 702 0 0 0 0 0
$702 $0 $0 $0 $0 $0
SUPP - Supplies and Commodities
Office Supplies/Postage 5,741 0 0 0 0 0
Dues & Subscriptions 10,353 0 0 0 0 0
Uniforms/Clothing 155 0 0 0 0 0
$16,249 $0 $0 $0 $0 $0
Contrac - Contractual Services
Maintenance Contracts/Lease 2,371 0 0 0 0 0
Legal Fees 13,300 0 0 0 0 0
$15,671 $0 $0 $0 $0 $0
Total: Court Services $275,627 $0 $0 $0 $0 $0
OTHER - Other
Office Furniture & Equip.3,122 9,739 2,026 8,000 8,000 10,000
Machinery and Equipment 45,940 85,762 22,576 100,000 75,000 181,000
$49,062 $95,501 $24,602 $108,000 $83,000 $191,000
Total: Capital $49,062 $95,501 $24,602 $108,000 $83,000 $191,000
OTHER - Other
Contingencies 20,411 13,362 11,207 13,000 12,000 15,000
$20,411 $13,362 $11,207 $13,000 $12,000 $15,000
Total: Contingencies $20,411 $13,362 $11,207 $13,000 $12,000 $15,000
Total: Police Department $12,611,593 $12,864,106 $13,158,527 $14,359,271 $13,815,330 $15,724,333
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
BEN - Benefits
Travel/Training 415 1,482 0 4,000 3,000 4,000
$415 $1,482 $0 $4,000 $3,000 $4,000
UTIL - Utilities
Telephone/Internet 7,265 6,940 7,928 16,000 7,500 16,000
Cellular Phones 679 603 595 858 2,200 3,000
$7,944 $7,543 $8,523 $16,858 $9,700 $19,000
SUPP - Supplies and Commodities
Office Supplies/Postage 523 398 2,860 1,000 1,500 1,000
Replacement Supplies 5,294 4,624 6,815 6,000 5,000 6,000
Dues & Subscriptions 3,675 3,419 2,515 4,000 3,500 4,000
Gas/Oil/Mileage/Carwash 4,609 2,166 1,504 8,000 2,500 8,000
Supplies/Hardware 448 61 1,449 2,000 1,000 2,000
Supplies/Hardware-ESDA 944 0 0 2,000 500 2,000
Uniforms/Clothing 5,971 2,041 4,312 6,000 5,000 6,000
Bike Unit 0 168 0 1,500 500 1,500
$21,464 $12,877 $19,455 $30,500 $19,500 $30,500
Contrac - Contractual Services
Emergency Operation Center 819 0 0 1,000 500 1,000
Police Public Relations 1,654 1,050 0 3,000 1,000 3,000
Disaster Plan/Exercises/NIMS 0 0 213 3,000 1,000 3,000
Radio Maintenance 15,524 13,915 6,950 16,000 28,000 16,000
Maintenance Contracts/Lease 2,281 1,798 1,798 1,200 1,200 1,200
Building Maintenance 868 1,299 3,741 20,000 5,000 20,000
Vehicle Maintenance 7,218 19,265 8,214 20,000 8,000 20,000
Siren Maintenance 8,802 10,228 8,469 13,000 8,000 13,000
Contractual Services 0 0 0 5,250 1,000 5,250
CERT/Cadet Program 1,751 1,759 0 4,500 2,500 4,500
PEMA Search and Rescue 3,474 3,900 3,275 3,000 3,000 3,000
$42,391 $53,214 $32,660 $89,950 $59,200 $89,950
OTHER - Other
Office Furniture & Equipment 855 0 788 2,000 1,000 5,000
Machinery and Equipment 556 0 4,657 5,000 3,000 5,000
Contingencies 2,175 488 1,006 3,000 2,000 3,000
$3,586 $488 $6,451 $10,000 $6,000 $13,000
Total: PEMA $75,800 $75,604 $67,089 $151,308 $97,400 $156,450
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: Contractual Services
Total: Benefits
Unit: 07 - PEMA
Page 55
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Police Division Detail
2023-2024 Fiscal Year Budget
Division: 02 - Administration Program
SAL - Salaries and Wages
Salaries-Part Time 1,637 1,111 3,948 6,500 4,000 6,500
$1,637 $1,111 $3,948 $6,500 $4,000 $6,500
BEN - Benefits
FICA 119 57 257 341 250 341
Medicare 28 13 60 80 60 80
Travel/Training 121 114 1,541 1,000 1,000 1,500
$268 $184 $1,858 $1,421 $1,310 $1,921
SUPP - Supplies and Commodities
Office Supplies/Postage 258 1,774 165 2,000 500 2,000
Dues & Subscriptions 375 699 375 600 600 600
$633 $2,473 $540 $2,600 $1,100 $2,600
Contrac - Contractual Services
Legal Fees 0 0 0 1,000 500 5,000
Marketing and Promotions 0 0 0 0 0 2,000
Police Testing/Hiring 29,923 4,665 15,342 20,000 15,000 40,000
$29,923 $4,665 $15,342 $21,000 $15,500 $47,000
Total: Police Commission $32,461 $8,433 $21,688 $31,521 $21,910 $58,021
Police Division Total $12,719,854 $12,948,143 $13,247,304 $14,542,100 $13,934,640 $15,938,804
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 Division 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/Grounds Maintenance, and one crew leader in Fleet Maintenance. Additional staff members
include nine equipment operators and two mechanics. Seasonal help and snow removal contractors
are utilized on an as-needed basis.
Additionally, toward the end of the 2nd quarter of FY 2022-2023, the Street Division spearheaded the
implementation of Central Square Technologies, LLC. This software program that’s new to Public
Works is designed to generate and distribute work requests and work orders electronically and
provides the ability to capture and track all data for routine job tasks in a timely manner. The Fleet
Maintenance, Street Maintenance, and Forestry/Grounds Maintenance sections are gaining experience
in utilizing this new software system during field operations.
Overall Goal
To provide our residents the highest level of service possible as it relates to the responsibilities of the
Street Division.
Street Division Operational Duties
The Street Division encompasses the Fleet Maintenance, Street Maintenance, and Forestry/Grounds
Maintenance sections. As a whole, the Division is responsible for, but not limited to: the maintenance
of over 430 lane miles of roadway, 120 acres of green scape, 383 cul-de-sacs, 49 traffic signals, 5,000
streetlights, several alleyways, and all associated storm water sewer infrastructure within the Village.
The Street Division budget includes funding for programs including:
1. Snow removal and de-icing operations.
2. Asphalt pavement patching/pothole repair, repair or replacement of smaller quantities
of sidewalks and curbs, and striping roadways, crosswalks, and stop bars as needed.
The budget includes $190,000 for these street projects.
3. The installation and maintenance of over 6,989 regulatory and informational signs
within the Village.
4. Street sweeping all major roadways once a month and subdivisions’ streets at least
three times a year. Additional street sweeping is also performed after Village special
events.
5. Storm sewer repair and cleaning of structures (18,864 structures, 17,917 conduits, 210
detention basins), cleaning various creeks and ditches to ensure proper water flow, and
complying with MS4 pollution prevention requirements.
6. Shoulder stone repair or replacement, mowing and litter pick-up within right-of-way,
and ground maintenance.
7. The maintenance and landscaping of Village parks and properties including 45 sites
totaling over 120 acres.
Page 57
STREET DEPARTMENT
Street Division Operational Duties (continued)
8. Parkway tree inspections, tree plantings, trimming, tree falling, stump grinding, and other
required maintenance for the 23,628 trees that are owned by the Village.
9. Emergency response to tornado, wind, flood storm damage (sandbagging) and clean-up.
Provide assistance to state & local IPWMAN agencies in need of mutual aid.
10. Provide support for an average of 20 festivals and special events Village-wide.
11. Fleet Maintenance provides preventative and unscheduled repairs for over 250 Village
vehicles, auxiliary equipment, and small engine repair.
12. Emergency traffic control and barricading placement for special events.
13. Graffiti removal from sidewalks, streets, and buildings.
14. Dead animal pick-up and animal nuisance control as needed.
15. Mosquito abatement.
16. Perform installation and maintenance of over 5,000 streetlights throughout the Village.
17. Repair sidewalk trip hazards utilizing grinding, patching and/or removal, and
replacement methods to prevent accidental falls.
18. Install seasonal banners and holiday lighting and decorations.
19. Provide mowing services of vacant properties per the Code Compliance Division.
FY 2023-2024 Key Level of Service Objectives
1. To provide effective and efficient services for our residents including:
a) Continuing our efforts in managing the removal and replacement of parkway trees
infested with the Emerald Ash Borer. It is estimated that over 200 trees will be removed
in 2023-2024.
b) Ongoing street patching and pothole repairs and maintain a minimal 70% PCI rating.
c) Continue repairing, replacing, and retrofitting existing streetlights to LEDs to provide a
safe-lit community within the Village.
d) Efficient snow/ice removal using sustainable methods 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 50 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 a full compliance management program required by January 2023, Staff plans to
complete the following:
a) Update the sign inventory utilizing the new Central Square data collection system.
b) Replace signs that exceed their 15-year life cycle.
c) Continue providing engineering with signage changes to maintain accurate mapping
updates.
Page 58
STREET DEPARTMENT
FY 2023-2024 Key Level of Service Objectives (continued)
3. To complete a regular pavement and sidewalk maintenance schedule including:
a) Complete small scale pavement patching utilizing Street Division employees rather than
outsourcing when practical.
b) Continue to complete the roadway crack sealing program to help extend pavement life.
c) Continue the curb and sidewalk replacement program as required.
4. Fleet Maintenance - It is our mission to provide the employees of the Village with
safe/dependable vehicles and equipment. Programs include:
a) Manage Village fuel purchasing and usage.
b) Provide a timely preventative vehicle maintenance program to minimize downtime and
reduce operating costs.
c) Provide high quality vehicle and equipment repair service.
d) Participate and maintain A.S.E. certification programs as required.
e) Manage, operate, and inspect the automated fuel dispensing equipment.
f) Retain an accurate inventory of parts and maintain stock as required utilizing the new
Central Square data collection system.
5. To provide safe, well-maintained, sustainable facility maintenance services including:
a) Scheduled cleaning and preventive maintenance for all interior/exterior Village-owned
buildings.
b) Maintain and operate the central warehouse storage area by inventorying, organizing,
and reordering parts and equipment as needed.
c) Keep accurate maintenance records regarding all facility repairs and
mechanical/electrical upgrades.
d) Utilize sustainable cleaning methods.
Key Performance Indicators
Program 2016 2017 2018 2019 2020 2021 2022
Patching/pothole repair (tons) 55 179 122 150 124 175 154
Shoulder stone repaired (tons) 277 749 1,096 352 502 1,264 925
Snow removal events 21 19 30 26 20 19 15
Storm sewer structures repaired 25 35 48 42 30 46 29
New signs installed 382 334 217 336 355 237 237
Street sweeping (lane miles) 1,906 2,181 1,964 1,718 1,534 1,968 1,754
Trees trimmed 3,645 5,127 6,402 2,885 2,954 1,173 2733
Trees planted * 654 807 828 602 4 5 24
Plantings installed 1,800 1,274 1,528 1,937 2,632 10,172 9,937
Grounds maintenance and mowing
(hours) 1,026 1,989 2,949 2,261 1,918 1,564 1,741
Fleet Maintenance: Vehicles, trucks,
equipment repaired (units) 675 623 650 852 796 916 892
Page 59
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Salaries and Wages 1,644,082 1,671,891 1,645,291 1,644,737 1,842,000 1,962,000
Benefits 659,144 641,808 683,376 682,509 792,890 806,925
Utilities 249,654 249,238 236,511 201,647 203,500 203,500
Supplies and Commodities 496,484 645,363 377,461 473,212 534,000 591,000
Contractual Services 929,129 1,067,203 1,477,297 1,260,350 1,267,000 1,397,000
$3,978,493 $4,275,503 $4,419,936 $4,262,455 $4,639,390 $4,960,425
General Fund
Streets Division Summary
2023-2024 Fiscal Year Budget
Total Street Division
Classification
Fund: 01 - General Fund
Expenditures
Unit: 08 - Street Division
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Streets Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 60
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Unit: 08 - Street Department
Salaries-Full Time 385,932 398,138 382,643 462,000 300,000 495,000
Salaries-Part Time 0 0 0 0 10,000 13,000
$385,932 $398,138 $382,643 $462,000 $310,000 $508,000
FICA 23,157 25,116 23,045 28,650 17,700 31,495
Medicare 5,538 5,992 5,503 6,700 4,135 7,365
IMRF 39,004 46,129 41,046 50,600 31,350 55,880
Employee Insurance 79,000 83,463 87,357 99,500 55,000 95,000
Deferred Comp. Contribution 9,578 10,884 5,949 12,000 5,000 10,000
Travel/Conventions/Training 11,370 2,187 15,114 13,000 9,000 13,000
IL Unemployment Insurance 4,553 4,500 4,659 4,500 5,000 5,000
$172,200 $178,271 $182,673 $214,950 $127,185 $217,740
Telephone/Internet 44,446 33,010 17,483 25,000 20,000 25,000
Cellular Phones 8,459 7,747 6,181 8,500 8,000 8,500
$52,905 $40,757 $23,664 $33,500 $28,000 $33,500
SUPP - Supplies and Commodities
Office Supplies/Postage 8,064 4,134 4,732 5,000 6,000 6,000
Dues & Subscriptions 3,093 2,898 2,330 3,500 3,700 4,000
Gas/Oil/Mileage/Carwash 159 0 97 500 500 500
Supplies/Hardware 91 306 0 500 500 1,000
$11,407 $7,338 $7,159 $9,500 $10,700 $11,500
Building Maintenance 8,605 12,560 23,245 20,000 20,000 25,000
Legal Notices 2,342 3,243 1,205 2,000 1,500 2,000
$10,947 $15,803 $24,450 $22,000 $21,500 $27,000
$633,391 $640,307 $620,589 $741,950 $497,385 $797,740
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
2023-2024 Fiscal Year Budget
Division: 02 - Administration Program
Page 61
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Streets Division Detail
2023-2024 Fiscal Year Budget
Salaries-Full Time 817,383 848,798 872,519 900,000 910,000 940,000
Salaries-Part Time 57,794 0 1,596 75,000 70,000 85,000
Salaries-Overtime 120,530 97,807 97,330 85,000 95,000 95,000
$995,707 $946,605 $971,445 $1,060,000 $1,075,000 $1,120,000
FICA 60,282 58,971 58,119 65,720 66,650 69,440
Medicare 14,098 13,791 13,592 15,370 15,587 16,250
IMRF 91,478 106,751 100,899 116,600 118,250 123,200
Employee Insurance 184,471 192,658 203,716 235,000 220,000 225,000
Deferred Comp. Contribution 19,318 21,025 22,457 25,000 22,000 25,000
$369,647 $393,196 $398,783 $457,690 $442,487 $458,890
Electricity/Gas 196,333 195,754 177,983 170,000 160,000 170,000
$196,333 $195,754 $177,983 $170,000 $160,000 $170,000
SUPP - Supplies and Commodities
Gas/Oil/Mileage/Carwash 60,155 48,040 71,645 75,000 78,000 80,000
Supplies/Hardware 16,617 14,617 16,505 15,000 18,000 20,000
Supplies - Salt Purchase 487,861 227,596 310,233 350,000 375,000 385,000
Street Sign Maintenance 43,468 51,998 38,032 60,000 55,000 60,000
Aggregate Materials 4,406 4,829 4,857 4,000 5,000 5,000
Uniforms/Clothing 9,815 11,972 10,940 10,000 11,000 13,000
$622,322 $359,052 $452,212 $514,000 $542,000 $563,000
Radio Maintenance 3,057 3,225 2,574 5,000 3,000 5,000
Vehicle Maintenance 30,102 22,249 47,110 35,000 40,000 40,000
Street Light Maintenance 153,120 137,641 180,004 135,000 125,000 140,000
Street Maintenance 168,928 157,742 104,253 165,000 165,000 190,000
Storm Sewer Improvements 11,463 15,272 10,740 20,000 20,000 30,000
Contractual Services 132,863 159,676 187,179 190,000 190,000 200,000
Contractual Snow Removal 330,321 758,253 529,834 500,000 425,000 550,000
Sidewalk Maintenance 442 5,220 3,185 5,000 5,000 5,000
Equipment Maintenance 167,928 134,510 106,498 125,000 120,000 135,000
$998,224 $1,393,788 $1,171,377 $1,180,000 $1,093,000 $1,295,000
$3,182,233 $3,288,395 $3,171,800 $3,381,690 $3,312,487 $3,606,890 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
General Fund
Streets Division Detail
2023-2024 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 82,533 85,741 84,707 90,000 89,000 93,000
Salaries-Overtime 16,669 13,067 10,317 10,000 12,000 12,000
$99,202 $98,808 $95,024 $100,000 $101,000 $105,000
FICA 6,013 6,213 5,877 6,200 6,262 6,510
Medicare 1,406 1,453 1,375 1,450 1,465 1,525
IMRF 9,833 11,148 10,111 11,000 11,110 11,550
Employee Insurance 12,231 13,226 14,156 18,000 16,000 18,000
Deferred Comp. Contribution 2,268 2,275 3,061 3,500 3,500 4,000
$31,751 $34,315 $34,580 $40,150 $38,337 $41,585
SUPP - Supplies and Commodities
Supplies/Hardware 11,634 11,071 13,841 10,000 15,000 15,000
Uniforms/Clothing 0 0 0 500 500 1,500
$11,634 $11,071 $13,841 $10,500 $15,500 $16,500
Tree Removal 33,790 44,200 26,823 35,000 42,000 45,000
Contractual Services 24,242 23,506 37,700 30,000 30,000 30,000
$58,032 $67,706 $64,523 $65,000 $72,000 $75,000
$200,619 $211,900 $207,968 $215,650 $226,837 $238,085
Salaries-Full Time 183,028 191,801 188,794 210,000 206,000 219,000
Salaries-Overtime 8,022 9,939 6,831 10,000 7,000 10,000
$191,050 $201,740 $195,625 $220,000 $213,000 $229,000
FICA 11,516 12,577 11,962 13,330 13,205 14,200
Medicare 2,693 2,942 2,798 3,120 3,088 3,320
IMRF 18,828 22,795 20,331 23,650 23,430 25,190
Employee Insurance 32,028 33,556 27,161 35,000 38,000 40,000
Deferred Comp. Contribution 3,145 5,724 4,221 5,000 4,500 6,000
$68,210 $77,594 $66,473 $80,100 $82,223 $88,710
$259,260 $279,334 $262,098 $300,100 $295,223 $317,710
$4,275,503 $4,419,936 $4,262,455 $4,639,390 $4,331,932 $4,960,425
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 also coordinates
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. Due
to rising inflation and lack of overall security, many 2022 commercial projects were paused, however
with the ease of inflation Plainfield could see multiple commercial developments including expansion of
the Boulevard project and larger commercial development in the IL 59 south corridor, and one of the
primary goals of 2023-2024 will be the redevelopment of the Walmart Supercenter.
The department has five (5) full-time employee positions budgeted and the department is currently full
staffed. The five (5) total employee positions include the Economic Development Director, Planning
Director, two Associate Planners 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 key objectives in 2023-2024 is the completion of the Plainfield Comprehensive Land Use Plan
which provides staff with the community’s vision and a guide for implementation. The Village’s
consultant, Houseal Lavigne, as started this process in 2022 identifying key stakeholder meetings and
establishing a website to garner community engagement. Over the course of 2023, staff and Houseal
Lavgine will be working diligently to garner further feedback from the community in order to properly
implement the community’s vision as a whole.
Ultimately, the next step after a Comprehensive Land Use Plan is adopted is to further evaluate the
Village’s Zoning Ordinance and Subdivision Development Regulations in comparison to the Plan to
ensure the vision of the community can be implemented through these ordinances. Staff has
consistently found outdated regulations that do not fit today’s development standards and it is staff’s
belief that a unified development ordinance will be needed.
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 2023-2024 Key Objectives
The Planning Department has established key objectives to pursue in the 2023-2024 Fiscal Year:
• Completion of the Comprehensive Land Use Plan update.
• Continue to support the Boulevard development to further its growth.
• 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.
• Establishing a Public Art Plan.
• Adopting an Attainable Housing Plan.
• Identify new opportunities to implement or incentivize sustainable and environmentally friendly
development.
• Promote enhanced business retention efforts with industries in the community.
• The redevelopment of the Walmart Supercenter.
Page 65
PLANNING DEPARTMENT
Economic Development
In 2023-2024, staff will continue to pursue large commercial development leads particularly those in the
IL 59 south corridor and at the NEC of 119th Street and IL 59 to further diversify Plainfield’s property tax
base and recruit new sales tax generators for the community. 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:
• Establishing a development group and/or large anchor for the Walmart Supercenter vacancy at
127th Street and IL Route 59.
• Identifying retailers that would potentially be interested in locating to Plainfield, including the
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 2023-
2024:
• 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 assisted with the design and
construction of the council ring and the extension of the trail north of the Lockport Street Bridge
in 2022.
• Staff will continue to investigate grant opportunities to continue to extend the trail system.
Page 66
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 347,822 352,345 342,605 374,830 439,000 464,000
Benefits 154,115 145,197 150,066 158,020 197,500 176,530
Utilities 4,146 4,024 2,373 2,473 5,000 5,000
Supplies and Commodities 26,728 9,540 8,419 14,187 17,750 20,750
Contractual Services 61,036 47,455 100,063 39,400 183,500 193,500
$593,847 $558,561 $603,526 $588,910 $842,750 $859,780Total: 20 - Planning Program
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Summary
2023-2024 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
$1,000,000
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
ProposedBudget
Planning Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 67
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Unit: 09 - Community Development
Division: 20 - Planning Program
Salaries-Full Time 349,443 338,140 369,103 430,000 355,000 455,000
Salaries-Overtime 172 0 177 2,000 300 2,000
Salaries-Commissioner 2,730 4,465 5,550 7,000 6,000 7,000
$352,345 $342,605 $374,830 $439,000 $361,300 $464,000
FICA 20,988 21,781 22,860 27,500 22,500 28,765
Medicare 4,909 5,094 5,346 6,500 5,300 6,725
IMRF 34,288 38,774 39,109 48,500 39,000 51,040
Employee Insurance 74,752 75,575 80,653 96,000 87,000 70,000
Deferred Comp. Contribution 5,554 6,597 5,663 8,000 6,500 9,000
Travel/Training 3,856 1,245 3,427 10,000 4,000 10,000
IL Unemployment Insurance 850 1,000 962 1,000 1,000 1,000
$145,197 $150,066 $158,020 $197,500 $165,300 $176,530
Telephone/Internet 3,165 1,341 1,541 3,000 1,500 3,000
Cellular Phones 859 1,032 932 2,000 1,500 2,000
$4,024 $2,373 $2,473 $5,000 $3,000 $5,000
SUPP - Supplies and Commodities
Office Supplies/Postage 4,866 3,795 9,310 12,000 10,000 12,000
Dues & Subscriptions 4,434 4,587 4,837 5,000 4,600 8,000
Gas/Oil/Mileage/Carwash 240 37 40 750 200 750
$9,540 $8,419 $14,187 $17,750 $14,800 $20,750
Maintenance Contracts/Lease 1,949 1,820 1,878 2,500 2,000 2,500
Vehicle Maintenance 0 0 0 1,000 0 1,000
Legal Notices 13,382 10,514 9,335 10,000 10,000 10,000
Legal Fees 2,184 2,026 2,250 5,000 1,800 5,000
Marketing and Promotions 0 0 0 0 0 5,000
Special Projects and Programs 12,217 62,528 0 135,000 80,000 135,000
Contractual Services 4,048 4,387 10,401 15,000 15,000 15,000
Engineering Fees 13,675 18,788 15,536 15,000 18,000 20,000
$47,455 $100,063 $39,400 $183,500 $126,800 $193,500
$558,561 $603,526 $588,910 $842,750 $671,200 $859,780
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Detail
2023-2024 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 2023-2024
• 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.
• Develop the new software system.
FY 2023-2024
• 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.
• Maintain records for all data pertaining to building, code and business license.
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 2016 2017 2018 2019 2020 2021 2022
New Residential Permits 143 144 180 201 256 361 419
General Construction
Inspections 8,750 8,816 8,453 10,490 11,300 13,589 14,955
Commercial/Industrial
Added (Sq Ft) 976,399 38,757 95,421 1,674,6
67
280,61
0 557,110 228,488
Acreage Annexed 3 58.87 206.86 65.717 2.9233 98 527,227
Page 71
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 645,504 665,429 669,669 681,665 688,000 848,000
Benefits 296,055 304,758 313,503 308,428 345,500 337,230
Utilities 4,621 4,795 4,499 4,344 5,500 5,500
Supplies and Commodities 7,489 10,638 9,430 10,223 15,500 15,500
Contractual Services 10,496 5,953 5,782 32,044 19,000 19,000
$964,165 $991,573 $1,002,883 $1,036,704 $1,073,500 $1,225,230
General Fund
Building & Code Compliance Summary
2023-2024 Fiscal Year Budget
Total Building Program
Classification
Fund: 01 - General Fund
Expenditures
Division: 21 - Building & Code Compliance Program
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Building Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 72
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Unit: 09 - Community Development
Salaries-Full Time 664,788 669,669 679,395 685,000 730,500 845,000
Salaries-Overtime 641 0 2,270 3,000 0 3,000
$665,429 $669,669 $681,665 $688,000 $730,500 $848,000
FICA 39,806 41,796 40,832 43,000 45,290 51,770
Medicare 9,310 9,775 9,549 10,000 9,800 12,110
IMRF 65,930 75,590 71,294 76,000 71,000 91,850
Employee Insurance 170,385 164,902 168,199 185,000 178,000 150,000
Deferred Comp. Contribution 11,931 16,397 10,015 15,000 15,000 15,000
Travel/Training 5,845 3,543 6,843 15,000 8,000 15,000
IL Unemployment Insurance 1,551 1,500 1,696 1,500 1,500 1,500
$304,758 $313,503 $308,428 $345,500 $328,590 $337,230
Telephone/Internet 1,031 449 514 1,000 600 1,000
Cellular Phones 3,764 4,050 3,830 4,500 4,000 4,500
$4,795 $4,499 $4,344 $5,500 $4,600 $5,500
Office Supplies/Postage 8,213 8,192 8,107 10,000 9,000 10,000
Dues & Subscriptions 935 340 546 3,000 1,000 3,000
Gas/Oil/Mileage/Carwash 547 0 0 1,000 500 1,000
Uniforms/Clothing 943 898 1,570 1,500 1,000 1,500
$10,638 $9,430 $10,223 $15,500 $11,500 $15,500
Recording Fees 1,847 2,612 2,501 3,000 3,000 3,000
Vehicle Maintenance 0 0 0 1,000 0 1,000
Contractual Services 4,106 3,170 29,543 15,000 30,000 15,000
$5,953 $5,782 $32,044 $19,000 $33,000 $19,000
$991,573 $1,002,883 $1,036,704 $1,073,500 $1,108,190 $1,225,230
Fund: 01 - General FundExpenditures
Division: 21 - Building Program
General Fund
Building & Code Compliance Division Detail
2023-2024 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. 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 252 miles of water main, 3,800 hydrants,
2,801 valves, and 14,680 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 2023-2024 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
2016 2017 2018 2019 2020 2021 2022
Water Flow: (Jan 1- Dec 31)
Total pumpage (in billions)
Unaccounted for flow
Average daily flow (MGD)
Maximum daily flow (MGD)
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
1.391
2.8%
3.800
6.825
Water Mains:
Main breaks
Valves repaired
Valves exercised
Hydrants repaired
Hydrants tested
Water service repairs
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
4
5
4
46
14
3,800
6
Fire Flow Tests 13 6 4 12 35 6 32
Water Samples 744 750 723 706 820 970 1000
Hydrant painted 50 50 50 400 425 460 450
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 five 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 1.7 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, and approximately 225 miles of
sanitary sewers ranging from 8” to 54” in diameter. The design of the system requires that 17 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
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 2024, 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 conveyance improvements are anticipated. Funds are also budgeted to
address system upgrades and equipment improvements for both divisions.
2016 2017 2018 2019 2020 2021 2022
Total Gallons Reclaimed (Billions)
Bio-solids Treated (Tons)
Average Daily Flow (Millions)
Maximum Daily Flow (Millions)
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
11.229
1.877
835
5.142
22.06
1.607
872
4.402
12.79
1.764
1,318
4.834
12.56
Lift Station Maintenance Events
Laboratory Tests
Industrial Samples
Sewers Inspected & cleaned (ft.)
827
16,229
108
13,450
703
16,559
54
13,200
675
16,520
54
24,568
827
17,993
48
68,138
1,189
17,281
49
60,073
1,027
17320
57
47,718
343
21,300
105
104,145
Page 78
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Fund: 02 - Water & Sewer Fund
Licenses and Permits 1,760,395 1,593,514 3,410,306 3,737,652 1,650,000 2,155,000
State of Illinois Taxes 1,862,432 1,801,904 2,114,518 2,993,857 2,730,000 3,000,000
16,729,536 16,846,437 19,140,282 19,679,120 18,095,000 20,639,000
0 0 0 0 300,000 980,000
300,234 404,488 62,163 (177,284)10,000 150,000
27,599 25,631 52,618 45,044 25,500 28,000
0 0 0 0 2,600,000 1,909,000
Revenues Total $20,680,196 $20,671,974 $24,779,887 $26,278,389 $25,410,500 $28,861,000
1,290,678 1,318,114 1,312,957 1,285,091 1,540,000 1,672,000
478,365 481,960 530,380 496,517 638,238 690,830
665,229 742,311 756,615 717,465 684,500 749,500
462,225 500,546 490,170 585,830 664,000 768,000
9,793,009 9,462,377 10,685,604 11,642,679 9,881,500 12,185,500
250,000 350,000 350,000 350,000 350,000 350,000
976,800 981,000 983,800 935,748 949,100 952,088
2,224,833 4,088,669 4,549,267 4,903,080 9,255,000 9,975,000
3,111,360 3,123,776 1,309,591 1,302,982 1,445,758 1,494,774
3,238,274 3,472,840 3,588,950 3,640,901 0 0
Expenditures Total $22,490,773 $24,521,593 $24,557,334 $25,860,293 $25,408,096 $28,837,692
Total: Water & Sewer Fund ($1,810,577)($3,849,619)$222,553 $418,096 $2,404 $23,308
Classification
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Water & Sewer Fund
Revenue/Expense Summary
2023-2024 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Fund: 02 - Water and Sewer Fund
LIC&PER - Licenses and Permits
Meter Sales 109,345 191,884 232,195 150,000 210,000 200,000
Water Connection Fee 740,749 1,103,812 1,649,436 700,000 1,200,000 950,000
Sewer Connection Fee 737,400 2,112,245 1,654,680 775,000 2,000,000 950,000
Sewer By-Pass Fee 6,020 2,365 5,375 5,000 6,500 5,000
Recapture Fee 0 0 195,966 20,000 250,000 50,000
$1,593,514 $3,410,306 $3,737,652 $1,650,000 $3,666,500 $2,155,000
STTAX - State of Illinois Taxes
Home Rule Sales Tax 1,801,904 2,114,518 2,993,857 2,730,000 3,160,000 3,000,000
$1,801,904 $2,114,518 $2,993,857 $2,730,000 $3,160,000 $3,000,000
SERV - Charges for Services
Water Sales 10,445,288 11,976,340 12,195,843 11,200,000 13,000,000 12,900,000
Water Penalty 82,258 0 87,542 80,000 115,000 85,000
Sewer Sales 5,130,943 6,029,551 6,181,896 5,600,000 6,700,000 6,400,000
Sewer Penalty 41,752 0 47,139 50,000 64,000 50,000
Capital Charge 1,090,178 1,110,391 1,133,511 1,131,000 1,160,000 1,170,000
Capital Charge Penalty 10,018 0 9,189 10,000 12,000 10,000
Tower Rent 46,000 24,000 24,000 24,000 24,000 24,000
$16,846,437 $19,140,282 $19,679,120 $18,095,000 $21,075,000 $20,639,000
Grant Revenue 0 0 0 300,000 3,015,000 980,000
$0 $0 $0 $300,000 $3,015,000 $980,000
Interest Income 177,512 44,047 17,708 10,000 460,000 150,000
Realized/Unrealized G/L 226,976 18,116 (194,992)0 0 0
$404,488 $62,163 ($177,284)$10,000 $460,000 $150,000
Sale of Scrap 997 2,581 6,163 500 2,000 500
Other Reimbursements (4,201)21,930 2,989 0 6,850 2,500
Other Receipts 28,835 28,107 35,892 25,000 30,000 25,000
$25,631 $52,618 $45,044 $25,500 $38,850 $28,000
Loan Proceeds 0 0 0 2,600,000 3,350,000 1,909,000
$0 $0 $0 $2,600,000 $3,350,000 $1,909,000
$20,671,974 $24,779,887 $26,278,389 $25,410,500 $34,765,350 $28,861,000Revenues 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
2023-2024 Fiscal Year Budget
Page 80
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Fund: 02 - Water and Sewer Fund Expenses
Unit: 10 - Water Department
SAL - Salaries and Wages
Salaries-Full Time 219,110 219,318 228,056 280,000 230,000 285,000
Salaries-Part Time 0 0 0 0 5,000 6,500
$219,110 $219,318 $228,056 $280,000 $235,000 $291,500
FICA 13,172 13,980 13,951 17,298 14,570 18,075
Medicare 3,170 3,355 3,346 4,050 34,708 4,225
IMRF 22,177 25,886 24,591 30,690 25,850 32,065
Employee Insurance 40,618 45,398 43,471 59,000 48,000 60,000
Deferred Comp. Contrib 6,569 7,708 6,874 9,000 8,000 12,000
Travel/Training 1,174 1,918 4,211 5,000 3,000 5,000
IL Unemployment Ins.1,334 2,000 1,447 2,000 2,000 2,000
$88,214 $100,245 $97,891 $127,038 $136,128 $133,365
Telephone/Internet 10,904 7,717 630 3,000 1,000 3,000
Cellular Phones 4,177 4,178 4,412 5,000 4,800 5,000
$15,081 $11,895 $5,042 $8,000 $5,800 $8,000
SUPP - Supplies & Commodities
Office Supplies/Postage 30,955 29,484 36,212 30,000 34,000 35,000
Dues & Subscriptions 1,638 266 1,504 2,000 2,000 2,000
Gas/Oil/Mileage/Wash 226 82 538 500 200 500
Supplies/Hardware 525 448 485 500 500 500
Software 0 0 0 2,000 800 2,000
Sand & Gravel 1,107 1,476 847 2,000 1,000 2,000
Water Meters 177,309 174,832 236,273 230,000 365,000 325,000
$211,760 $206,588 $275,859 $267,000 $403,500 $367,000
Contract - Contractual Services
Building Maintenance 8,411 10,623 17,122 15,000 15,000 20,000
Legal Fees 233 0 617 1,500 500 1,500
Contractual Services 37,766 36,904 89,347 50,000 90,000 90,000
Equipment Maintenance 0 251 689 500 500 500
Engineering Fees 9,875 79,590 97,499 40,000 30,000 40,000
$56,285 $127,368 $205,274 $107,000 $136,000 $152,000
Admin Service Charge 175,000 175,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 245,250 245,950 233,937 237,275 237,275 238,022
$420,250 $420,950 $408,937 $412,275 $412,275 $413,022
$1,010,700 $1,086,364 $1,221,059 $1,201,313 $1,328,703 $1,364,887
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
2023-2024 Fiscal Year Budget
Page 81
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2023-2024 Fiscal Year Budget
Salaries-Full Time 380,926 387,777 396,777 430,000 385,000 495,000
Salaries-Part Time 18,676 8,086 1,595 20,000 6,000 20,000
Salaries-Overtime 29,806 32,515 39,927 35,000 35,000 35,000
$429,408 $428,378 $438,299 $485,000 $426,000 $550,000
FICA 24,293 27,058 26,678 30,000 26,400 34,100
Medicare 5,719 6,364 6,273 7,000 6,200 7,975
IMRF 39,397 47,854 45,808 52,700 46,900 60,500
Employee Insurance 71,372 75,837 70,620 85,000 72,000 85,000
Deferred Comp. Contrib 11,507 13,575 13,139 17,000 16,000 20,000
$152,288 $170,688 $162,518 $191,700 $167,500 $207,575
Telephone/Internet 25,376 18,521 1,513 5,000 2,000 5,000
Electricity/Gas 137,382 146,358 165,167 140,000 140,000 150,000
$162,758 $164,879 $166,680 $145,000 $142,000 $155,000
SUPP - Supplies and Commodities
Office Supplies/Postage 371 331 226 2,000 500 2,000
Replacement Supplies 8,428 6,950 19,085 10,000 10,000 10,000
Gas/Oil/Mileage/Wash 17,838 10,092 16,462 15,000 15,000 20,000
Supplies/Hardware 4,215 7,699 8,907 5,000 11,000 10,000
Chemicals 3,833 5,851 5,475 10,000 7,500 10,000
Uniforms/Clothing 2,564 4,793 3,427 5,000 3,000 5,000
$37,249 $35,716 $53,582 $47,000 $47,000 $57,000
Contract - Contractual Services
Building Maintenance 5,791 7,978 1,216 20,000 8,000 20,000
Vehicle Maintenance 7,441 8,136 8,552 10,000 12,000 10,000
Contractual Services 15,711 35,739 14,057 60,000 30,000 60,000
Lake Michigan Water 8,900,976 9,994,364 10,941,410 8,921,000 11,500,000 11,200,000
Equipment Maint.168 4,356 10,299 10,000 5,000 10,000
System Maintenance 39,650 46,540 20,413 90,000 90,000 90,000
Water/Fire Hydrant 11,837 42,815 41,511 50,000 40,000 50,000
EPA Analytical 13,356 25,244 18,723 30,000 20,000 30,000
$8,994,930 $10,165,172 $11,056,181 $9,191,000 $11,705,000 $11,470,000
Transfer to Debt Service 245,250 245,950 233,937 237,275 237,275 238,022
$245,250 $245,950 $233,937 $237,275 $237,275 $238,022
Contingencies/Depreciation
Depreciation 3,472,840 3,588,950 3,640,901 0 0 0
$3,472,840 $3,588,950 $3,640,901 $0 $0 $0
$13,494,723 $14,799,733 $15,752,098 $10,296,975 $12,724,775 $12,677,597
$14,505,423 $15,886,097 $16,973,157 $11,498,288 $14,053,478 $14,042,484Total: Water Department
BEN - Benefits
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
OTHER - Other
Total: Other
Total: Depreciation
Total: Water Distribution Program
Total: Salaries and Wages
SAL - Salaries and Wages Division: 30 - Water Distribution Program
Page 82
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2023-2024 Fiscal Year Budget
Unit: 11 - Sewer Department
Salaries-Full Time 220,532 220,781 224,276 280,000 230,000 285,000
Salaries-Part Time 0 0 0 0 0 6,500
$220,532 $220,781 $224,276 $280,000 $230,000 $291,500
FICA 13,278 14,021 13,601 17,500 14,500 18,075
Medicare 3,194 3,365 3,263 4,100 3,500 4,225
IMRF 22,376 25,985 24,049 30,700 25,300 32,065
Employee Insurance 38,917 43,787 41,968 57,000 48,000 59,000
Deferred Comp. Contrib 6,712 7,735 6,674 9,000 9,000 12,000
Travel/Training 11,351 989 3,150 12,000 4,000 12,000
IL Unemployment Ins.1,045 2,000 1,237 2,000 2,000 2,000
$96,873 $97,882 $93,942 $132,300 $106,300 $139,365
Telephone/Internet 18,893 13,376 1,093 3,000 3,000 3,000
Cellular Phones 2,573 2,372 2,008 3,500 3,500 3,500
$21,466 $15,748 $3,101 $6,500 $6,500 $6,500
SUPP - Supplies and Commodities
Office Supplies/Postage 29,798 28,822 32,813 30,000 34,000 35,000
Dues & Subscriptions 65,308 63,935 64,560 70,000 70,000 70,000
Gas/Oil/Mileage/Wash 1,145 2,195 848 2,500 2,000 2,500
Supplies/Hardware 1,916 1,560 1,115 3,000 3,000 3,000
$98,167 $96,512 $99,336 $105,500 $109,000 $110,500
Contract - Contractual Services
Building Maintenance 12,731 10,637 15,305 20,000 15,000 20,000
Legal Fees 425 0 0 1,500 500 1,500
Contractual Services 35,733 48,247 54,696 75,000 60,000 65,000
Equipment Maintenance 774 683 12 2,000 1,000 2,000
Engineering Fees 4,791 13,731 0 15,000 10,000 15,000
$54,454 $73,298 $70,013 $113,500 $86,500 $103,500
2013/2004A Bond (Principal)414,000 0 0 0 0 0
2013/2004A Bond (Interest)12,420 0 0 0 0 0
Admin Service Charge 175,000 175,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 245,250 245,950 233,937 237,275 237,275 238,022
$846,670 $420,950 $408,937 $412,275 $412,275 $413,022
$1,338,162 $925,171 $899,605 $1,050,075 $950,575 $1,064,387 Total: Sewer Admin Program
SAL - Salaries and Wages
Total: Salaries and Wages
Total: Benefits
UTIL - Utilities
Total: Utilities
Total: Supplies and Commodities
Division: 02 - Sewer Administration Program
Total: Contractual
OTHER - Other
Total: Other
BEN - Benefits
Page 83
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2023-2024 Fiscal Year Budget
Salaries-Full Time 401,976 409,938 371,322 445,000 385,000 489,000
Salaries-Part Time 11,873 8,086 1,595 20,000 10,000 20,000
Salaries-Overtime 35,215 26,456 21,543 30,000 25,000 30,000
$449,064 $444,480 $394,460 $495,000 $420,000 $539,000
FICA 25,771 28,018 24,060 30,100 26,000 33,420
Medicare 6,061 6,585 5,658 7,100 6,000 7,815
IMRF 42,031 49,784 41,818 54,000 46,200 59,290
Employee Insurance 57,643 63,072 59,009 78,000 68,000 90,000
Deferred Comp. Contrib 13,079 14,106 11,621 18,000 16,000 20,000
$144,585 $161,565 $142,166 $187,200 $162,200 $210,525
Telephone/Internet 50,070 36,014 2,938 5,000 4,000 5,000
Electricity/Gas 492,936 528,079 539,704 520,000 510,000 575,000
$543,006 $564,093 $542,642 $525,000 $514,000 $580,000
SUPP - Supplies and Commodities
Office Supplies/Postage 20 73 0 3,000 200 3,000
Replacement Supplies 1,938 4,218 4,712 5,000 4,500 5,000
Gas/Oil/Mileage/Wash 18,779 7,140 13,810 15,000 13,000 15,000
Supplies/Hardware 10,296 12,038 6,774 15,000 10,000 15,000
Chemicals 112,446 118,308 124,923 190,000 125,000 180,000
Sand & Gravel 980 0 0 500 500 500
Industrial Flow Monitor 1,843 2,363 2,988 8,000 5,000 7,000
Uniforms/Clothing 7,068 7,214 3,846 8,000 6,000 8,000
$153,370 $151,354 $157,053 $244,500 $164,200 $233,500
Contract - Contractual Services
Vehicle Maintenance 8,360 9,863 3,938 10,000 8,000 10,000
Contractual Services 211,043 227,502 253,846 310,000 275,000 300,000
Equipment Maint.29,966 22,125 18,761 30,000 25,000 30,000
System Maintenance 107,339 60,276 34,666 120,000 50,000 120,000
$356,708 $319,766 $311,211 $470,000 $358,000 $460,000
Transfer to Debt Service 245,250 245,950 233,937 237,275 237,275 238,022
$245,250 $245,950 $233,937 $237,275 $237,275 $238,022
$1,891,983 $1,887,208 $1,781,469 $2,158,975 $1,855,675 $2,261,047
$3,230,145 $2,812,379 $2,681,074 $3,209,050 $2,806,250 $3,325,434
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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2023-2024 Fiscal Year Budget
Unit: 12 - Utility Expansion
Contractual Services 67,750 233,451 57,577 200,000 100,000 200,000
Engineering Fees 86,368 123,920 68,696 175,000 75,000 175,000
Machinery & Equipment 215,554 413,836 534,132 1,300,000 2,300,000 500,000
Vehicles 41,391 0 59,888 80,000 60,000 100,000
Village Green Reconstruction 2,913,332 2,561,489 0 0 0 0
Old Town Reconstruction 0 0 3,888,346 3,000,000 1,500,000 3,000,000
143rd St. West Watermain 0 0 0 2,900,000 5,000 3,200,000
143rd Water/Sewer Improvements 572,937 0 0 0 0 0
Lakewater/Essignton Rd Trans Main 0 262,505 0 0 0 0
Scada Improvements 31,801 654,705 0 0 0 0
Pump Station Improvements 158,315 0 0 0 0 0
Tower Improvements 469 0 246,013 0 36,000 2,300,000
Liftstation Improvements 752 299,361 48,428 1,600,000 800,000 500,000
$4,088,669 $4,549,267 $4,903,080 $9,255,000 $4,876,000 $9,975,000
2013/2004A Bond (Principal)966,000 0 0 0 0 0
2013/2004A Bond (Interest)13,455 0 0 0 0 0
2013/2004B Bond (Principal)400,000 0 0 0 0 0
2013/2004B Bond (Interest)7,500 0 0 0 0 0
2008 Bond (Principal)0 0 0 0 0 0
2015/2008 Bond (Principal)620,000 645,000 665,000 700,000 700,000 725,000
2015/2008 Bond (Interest)503,150 477,350 450,750 422,750 422,750 393,750
IEPA Loan (Principal)161,392 163,416 165,465 167,540 167,540 169,640
IEPA Loan (Interest)25,859 23,825 21,767 20,468 20,468 18,367
IEPA Loan 2 (Principal)0 0 0 110,000 89,266 146,096
IEPA Loan 2 (Interest)0 0 0 25,000 26,929 41,921
$2,697,356 $1,309,591 $1,302,982 $1,445,758 $1,426,953 $1,494,774
$6,786,025 $5,858,858 $6,206,062 $10,700,758 $6,302,953 $11,469,774
$24,521,593 $24,557,334 $25,860,293 $25,408,096 $23,162,681 $28,837,692Total: 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 oversee the engineering and management of the design/construction of Capital Projects,
Roadway, and Facility Projects and Maintenance within the Village. To provide high-quality, cost-
effective Public Improvements for our residents and businesses. Research, evaluate, and pursue grant
programs available to the Village for infrastructure, capital, and maintenance projects.
The EFM group functions within the Public Works Department and the daily operations are managed by
the Superintendent of Public Improvements. Additional Engineering Staff consists of two Lead Engineers.
There is currently one additional engineering vacancy to be filled. Facility Maintenance employees
consist of one Facility Maintenance Crew Leader, two Facility Maintenance Workers, and one Custodian.
The Engineering group also utilizes summer engineering interns to assist with the Village’s maintenance
programs and completing work related to collecting traffic data. The summer interns not only improve
our overall efficiency but it also provides a positive work experience for the interns.
2023/2024 Goals
It is anticipated to be another year with a heavy workload for the Engineering division. The ongoing
expansion of the resurfacing program, the next several phases of the Old Town Neighborhood
reconstruction project, major construction projects such as the 143rd Street East and West projects, as
well as multiple other projects listed in this fiscal year budget will require a great deal of attention.
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, 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.
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 our ongoing 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’s goal is to centralize as many external maintenance and service contracts as
possible for cost savings and smoother response in times of need. We also strive to complete as much
‘in-house” repairs/maintenance as staff’s talents and time allow. A comprehensive evaluation of all
Village owned buildings is budgeted this fiscal year to proactively develop a long-term maintenance plan.
Page 86
CAPITAL
Annual Maintenance Programs
Roadway Resurfacing Program (MFT & General Funds)
A combination of MFT and Capital funds has been successfully utilized in past budgets to provide the
maintenance of various sections of roadways and subdivisions within the Village. Staff has identified the
sections of pavement needing maintenance and resurfacing for the upcoming year. 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
Staff is responsible for the maintenance of thousands of linear feet of asphalt bike path within the
Village. Required patching and/or pavement sealing is completed annually. This amount also includes
engineering funds for bike path connections adjacent to traffic signals. Additionally, the multi-year
program addresses the needs of completing “gaps” within the sidewalk/bike path system, as identified
in the Village’s Transportation plan.
Curb & Sidewalk Program
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
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. Staff has also moved to multi-year contracts to make the
administration of these programs more efficient.
Bridge Program
The Village has (16) bridges that are under our jurisdiction. According to the latest bridge inspection
reports, that there are ongoing maintenance issues that need maintenance and repair. Repair includes
riprap/scour restoration, corrosion mitigation and railing replacement. Engineering design costs for the
Indian Boundary Bridge replacement project is also included. This project is an 80/20 IDOT/Village cost.
Storm Sewer Program
Staff completes routine maintenance and inspection work as it relates to the Village’s storm sewer
system and other various storm sewer improvements as required.
LED light conversion
The Village continues to replace older inefficient streetlight fixtures with longer lasting, more energy
efficient LED fixtures. The next focus will be shifting to decorative light poles throughout the community
and Public Buildings.
Page 87
CAPITAL
Grant funded/Intergovernmental Projects
143rd Street East Extension – Rt 59 to Illinois 126 – STP grant $21.7M, Illinois Competitive Freight grant
$20.328M, and INFRA grant $5.0M.
Land acquisition is nearing completion and is expected to be bid in the fall of 2023. 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.
143rd Street West Extension – Kendall County contribution 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 will provide $1M for the intersection
improvements at 143rd Street/Ridge Road. Intergovernmental agreements with the area’s taxing bodies
will assist with project funding. This extension is expected to be bid in 2023 with construction to follow.
Renwick Road reconstruction – Spangler Farm subdivision to River Road
Engineering continues for this project that takes a rural two-lane cross section to a standard three-lane
urban cross section. Coordination continues with the Plainfield Township and Plainfield Park District to
complete the work.
Indian Boundary Bridge Replacement
The Village was awarded Federal Bridge Replacement funding under the IDOT bridge program.
Engineering should be completed by 2024. This Grant provides 80% funding from the Federal
Government. Currently in the right of way acquisition phase.
Village Funded Projects
Old Town Project – Infrastructure/roadway improvements
The Village will continue to collect data on the upcoming Old Towne project. This project will follow
closely the scope of the Village Green including lead water service replacements, water and sanitary
sewer upgrades, finishing with roadway and pedestrian improvements. A majority of this funding is being
addressed through an IEPA loan thus reducing the out-of-pocket expense for the improvements.
I-55 Interchange Project at 126 and Lockport/Airport (Plainfield/Bolingbrook/Romeoville)
Efforts 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
A cost sharing agreement has been approved with the Will County Highway Department. A similar
agreement is needed with the Village of Bolingbrook before construction can begin. Currently in the right
of way acquisition stage.
Building/Facility Improvements
In addition to costs for ongoing Village facility improvements and updates, funding for a comprehensive
evaluation of all Village owned buildings is included in Fiscal year 2024, as well as funds to finalize the
outfitting of the Village’s new PEMA facility.
Page 88
Classification
FY 2019
Actual
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Fund: 11 - Capital Fund
State of Illinois Taxes 3,725,422 3,604,349 4,229,671 5,988,612 5,655,000 6,150,000
Utility Taxes 3,553,905 3,298,561 3,287,274 3,812,880 3,600,000 3,925,000
Licenses and Permits 59,935 98,949 140,819 268,858 133,000 140,000
Fines and Forfeits 359,600 320,551 344,100 402,727 350,000 375,000
Charges for Services 36,473 29,810 44,880 25,290 28,000 28,000
Grants 195,273 258,216 1,025,569 2,431,421 1,990,000 11,965,000
Investment Income 283,557 316,491 34,709 6,422 25,000 250,000
Miscellaneous 3,818,643 882,169 296,080 226,443 105,000 1,150,000
Interfund Transfers 1,859,212 2,008,012 3,121,257 6,002,811 1,000,000 1,400,000
Revenues Total $13,892,020 $10,817,108 $12,524,359 $19,165,464 $12,886,000 $25,383,000
Transfers 2,018,731 2,022,925 2,025,793 2,058,885 2,045,682 2,045,399
Contractual Services 92,411 110,892 110,706 804,703 440,000 110,000
Machinery and Equipment 520,401 602,964 791,744 520,463 1,800,000 963,000
Storm/Drainage Improvements 57,345 119,933 19,902 18,463 150,000 40,000
Bridge Repairs & Construction 152,933 6,744 26,283 189,325 850,000 1,025,000
Sidewalk, Curb, & Bikepath 15,611 431,540 583,882 257,068 1,000,000 700,000
Traffic Control Device 47,839 462,786 48,146 95,691 575,000 0
Roadway Improvements 3,716,920 5,099,031 7,348,411 4,889,757 8,975,000 19,590,000
Misc. Capital Expenses 4,109,736 655,242 1,014,114 271,103 500,000 690,000
Building Improvements 125,050 46,691 208,863 701,099 800,000 1,100,000
Beautification Improvements 194,312 191,185 0 77,553 150,000 150,000
Expenses Total $11,051,289 $9,749,933 $12,177,844 $9,884,110 $17,285,682 $26,413,399
Total: Capital Fund $2,840,731 $1,067,175 $346,515 $9,281,354 ($4,399,682)($1,030,399)
**Capital Fund has a 4/30/22 Fund Balance of $28,320,359
Capital Fund Revenues
Capital Fund Expenses
Capital Improvement Fund Summary
2023-2024 Fiscal Year Budget
Page 89
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Fund: 11 - Capital Improvement Fund
Home Rule Sales Tax 3,604,349 4,229,671 5,988,612 5,655,000 6,375,000 6,150,000
$3,604,349 $4,229,671 $5,988,612 $5,655,000 $6,375,000 $6,150,000
Utility Tax 2,797,119 2,802,003 3,183,944 3,000,000 3,275,000 3,225,000
Local Motor Fuel Tax 501,442 485,271 628,936 600,000 700,000 700,000
$3,298,561 $3,287,274 $3,812,880 $3,600,000 $3,975,000 $3,925,000
Annexation/Impact Fee 0 0 84,774 30,000 75,000 30,000
Traffic Impact Fee 91,200 102,688 115,644 75,000 90,000 75,000
Municipal Facilities Fee 0 16,500 57,000 20,000 55,000 25,000
Recapture Fee 7,749 21,631 11,440 8,000 316,000 10,000
$98,949 $140,819 $268,858 $133,000 $536,000 $140,000
Red Light Fines 320,551 344,100 402,727 350,000 390,000 375,000
$320,551 $344,100 $402,727 $350,000 $390,000 $375,000
Impound Fee 26,150 41,000 24,750 25,000 25,000 25,000
Daily Storage Fee for Impound 3,660 3,880 540 3,000 6,000 3,000
$29,810 $44,880 $25,290 $28,000 $31,000 $28,000
Grant Revenue 5,395 196,026 167,445 1,990,000 310,400 1,665,000
IDOT Reimbursement 143rd St. East 0 0 0 0 0 8,800,000
STP Grant 252,821 829,543 2,263,976 0 525,000 1,500,000
$258,216 $1,025,569 $2,431,421 $1,990,000 $835,400 $11,965,000
Interest Income 316,491 34,709 6,422 25,000 375,000 250,000
$316,491 $34,709 $6,422 $25,000 $375,000 $250,000
Sales-Fixed Assets 65,918 2,828 69,363 5,000 1,500 5,000
Donation/Contribution 300,000 0 0 0 0 0
Other Reimbursements 328,938 112,260 36,402 20,000 50,000 1,050,000
Other Receipts 187,313 180,992 120,678 80,000 75,000 95,000
$882,169 $296,080 $226,443 $105,000 $126,500 $1,150,000
Transfer From General 2,008,012 3,121,257 6,002,811 1,000,000 1,000,000 1,400,000
$2,008,012 $3,121,257 $6,002,811 $1,000,000 $1,000,000 $1,400,000
$10,817,108 $12,524,359 $19,165,464 $12,886,000 $13,643,900 $25,383,000
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
2023-2024 Fiscal Year Budget
Page 90
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Budget
FY 2024
Proposed
Budget
Capital Improvement Fund
Revenue & Expense Detail
2023-2024 Fiscal Year Budget
Police Fleet/Equipment 191,619 185,638 348,820 350,000 350,000 350,000
Body Cameras (reserve)0 0 0 1,000,000 163,000 163,000
Public Works/Community Dev.411,345 606,106 171,643 450,000 550,000 450,000
127th St. & Plfd-Naperville Rd 67,567 43,362 47,522 175,000 5,000 0
Rt. 30 and 143rd - engineering 0 0 0 100,000 0 0
Rt. 59 & Champion Dr. 0 0 48,169 200,000 50,000 0
Meadow Ln./143rd St. Signal 395,219 4,784 0 0 0 0
135th St. & Rt. 59 - engineering 0 0 0 100,000 0 0
431,540 583,882 257,068
Bike Path 850,000 100,000 550,000
Curb & Sidewalk 150,000 150,000 150,000
2,967,199 3,712,791 1,347,774 2,500,000 2,700,000 2,750,000
I-55 Interchange Design 46,655 26,340 856 0 0 40,000
143rd St. East Extension 1,300,370 1,223,145 3,416,416 5,300,000 3,500,000 8,100,000
143rd St. West Extension 176,566 318,989 115,334 1,000,000 125,000 8,000,000
Lockport Street bypass - eng 0 0 0 0 0 250,000
Renwick Corridor engineering 3,043 200 0 50,000 0 325,000
Village Green project 519,083 1,786,242 0 0 0 0
Woodfarm Road - eng 16,347 0 0 0 0 0
69,768 280,704 9,377 125,000 125,000 125,000
6,744 26,283 189,325 850,000 175,000 1,025,000
119,933 19,902 18,463 150,000 110,000 40,000
Settler's Park 91,779 28,423 0 50,000 0 50,000
Transportation Plan 0 0 4,374 135,000 130,000 0
Street Lights - LED/pole 186,134 163,451 159,970 125,000 125,000 125,000
Misc. Engineering 54,713 299,164 106,759 150,000 100,000 100,000
PD Parking Lot resurface 13,660 521,718 0 0 0 0
Pond Drainage 0 0 0 40,000 0 40,000
Grade Crossing Elimination Study 0 0 0 0 0 100,000
Gateway signage 0 0 0 0 0 200,000
PACE Lot 308,956 1,358 0 0 0 0
Riverfront Engineering (OSLAD)0 0 0 0 0 75,000
191,185 0 0 0 0 0
0 0 77,553 150,000 85,000 150,000
46,691 208,863 701,099 800,000 700,000 750,000
PEMA Building 0 0 0 0 350,000
110,892 110,706 110,704 110,000 110,000 110,000
0 0 693,999 330,000 138,500 0
2,022,925 2,025,793 2,058,885 2,045,682 2,060,600 2,045,399
$9,749,933 $12,177,844 $9,884,110 $17,285,682 $11,552,100 $26,413,399
Roadway Improvements
Pavement Patching
Machinery and Equipment
Traffic Control Device
Sidewalk, Curb, & Bikepath
Miscellaneous Capital Expenses
Bridge Repairs & Construction
Storm & Drainage Improvements
Expenses
Emerald Ash Borer
Expenditure Grand Totals:
Building Improvements
Contractual Services (Red Lt Camera)
Economic Incentive
Transfer to Debt Service
Beautification Improvements
Page 91
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 - - 825,000 50,000 - - 750,000 800,000 - 2,425,000
State of Illinois Taxes 1,775,000 - - - - - - - - 1,775,000
Fines And Forfeits - - - - - - - - 15,000 15,000
Interest Income 75,000 - - - 1,150,000 100 500 50 100 1,225,750
Other -
Employer Contributions - - - - 1,950,000 - - - - 1,950,000
Employee Contributions - - - - 695,000 - - - - 695,000
DARE Contributions - - - - - 15,000 - - - 15,000
Interfund Transfers - 2,997,487 - - - - - - - 2,997,487
Total 1,850,000 2,997,487 825,000 50,000 3,795,000 15,100 750,500 800,050 15,100 11,098,237
EXPENDITURES
Salaries & Wages - - - - 1,250,000 - - - 1,250,000
Benefits - - - - 5,000 - - - 5,000
Supplies/Commodities - - - - 9,000 20,000 - - 29,000
Contractual Services - - 885,336 47,000 40,000 - - - 972,336
Other
Debt Service - 2,997,487 - - - - - - 2,997,487
Capital Outlay 4,500,000 - - - - - 245,000 - - 4,745,000
Miscellaneous - - - - 150,000 - 350,000 400,000 - 900,000
Interfund Transfers - - - - - - - - 20,000 20,000
Total 4,500,000 2,997,487 885,336 47,000 1,454,000 20,000 595,000 400,000 20,000 10,918,823
EXCESS/(DEFICIENCY)(2,650,000) - (60,336) 3,000 2,341,000 (4,900) 155,500 400,050 (4,900) 179,414
Miscellaneous Funds
Revenue & Expenses by Fund Summary
2023-2024 Fiscal Year Budget
Page 92
Description
2020
Actual
2021
Actual
2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 04 - Motor Fuel Tax
State of Illinois Taxes
MFT Entitlements 1,485,096 1,655,228 1,742,475 1,775,000 1,750,000 1,775,000
Grant Revenue 0 1,304,272 869,515 435,000 435,000 0
Total: State of Illinois Taxes $1,485,096 $2,959,500 $2,611,990 $2,210,000 $2,185,000 $1,775,000
Investment Income
Interest Income 68,615 8,601 4,566 2,000 125,000 75,000
Total: Investment Income $68,615 $8,601 $4,566 $2,000 $125,000 $75,000
Revenues Total $1,553,711 $2,968,101 $2,616,556 $2,212,000 $2,310,000 $1,850,000
Division: 91 - Capital
Street Improvements 1,254,866 2,122,092 1,665,386 2,500,000 2,500,000 2,500,000
127th St. & Plfd-Naper Rd 0 0 0 0 0 2,000,000
Total: Other $1,254,866 $2,122,092 $1,665,386 $2,500,000 $2,500,000 $4,500,000
Division Total: 91 - Capital $1,254,866 $2,122,092 $1,665,386 $2,500,000 $2,500,000 $4,500,000
Division: 99 - Transfers
Transfer to General 0 0 0 0 0 0
Total: 99 - Transfers $0 $0 $0 $0 $0 $0
Total: Non-Departmental $1,254,866 $2,122,092 $1,665,386 $2,500,000 $2,500,000 $4,500,000
Expenditures Total $1,254,866 $2,122,092 $1,665,386 $2,500,000 $2,500,000 $4,500,000
Total: 04 - Motor Fuel Tax $298,845 $846,009 $951,170 ($288,000)($190,000)($2,650,000)
**MFT has a 4/30/22 Fund Balance of $5,570,751
Motor Fuel Tax Fund
2023-2024 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
2020 Actual 2021 Actual 2022 Actual FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
MFT Revenue History
MFT
Entitlements
Page 93
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 05 - Bond and Interest Fund
Property Taxes
Property Tax Revenue 114,802 0 0 0 0 0
Total: Property Taxes $114,802 $0 $0 $0 $0 $0
Investment Income
Interest Income 11,223 1,276 0 1,000 0 0
Total: Investment Income $11,223 $1,276 $0 $1,000 $0 $0
Debt Proceeds
Refunding Bond Proceeds 0 2,790,000 2,385,000 0 0 0
Total: Debt Proceeds $0 $2,790,000 $2,385,000 $0 $0 $0
Interfund Transfers
Transfer From Water & Sewer 981,000 983,800 935,748 949,100 949,100 952,088
Transfer From Capital 2,022,925 2,025,793 2,058,885 2,045,682 2,045,191 2,045,399
Total: Interfund Transfers $3,003,925 $3,009,593 $2,994,633 $2,994,782 $2,994,291 $2,997,487
Revenues Total $3,129,950 $5,800,869 $5,379,633 $2,995,782 $2,994,291 $2,997,487
Bond & Interest Fund
2023-2024 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 2020Actual FY 2021Actual FY 2022Actual FY 2023Adopted
Budget
FY 2024Proposed
Budget
Bond & Interest Expense History
Expenditures
Page 94
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Bond & Interest Fund
2023-2024 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 92 - Bonds
OTHER - Other
2009 Refunding Bond(Princ)110,000 0 0 0 0 0
2009 Refunding Bond (Int)4,400 0 0 0 0 0
2010 Bond (Principal)805,000 840,000 0 0 0 0
2010 Bond (Interest)176,000 143,800 0 0 0 0
2012 Refunding Bond (Princ)695,000 715,000 735,000 0 0 0
2012 Refunding Bond (Int)135,000 114,150 92,700 0 0 0
2014 Refunding Bond (Princ)950,000 965,000 1,025,000 1,060,000 1,060,000 1,095,000
2014 Refunding Bond (Int)255,850 236,850 207,900 177,150 177,150 145,350
2020 Refunding Bond (Princ)0 0 910,000 935,000 935,000 945,000
2020 Refunding Bond (Int)0 0 25,749 14,100 13,607 7,088
2021 Refunding Bond (Princ)0 0 0 790,000 790,000 795,000
2021 Refunding Bond (Int)0 0 0 18,532 18,532 10,049
Payment to Escrow Agent 0 2,754,483 2,355,000 0 0 0
Bond Issuance Costs 0 33,300 28,400 0 0 0
Total: OTHER - Other $3,131,250 $5,802,583 $5,379,749 $2,994,782 $2,994,289 $2,997,487
Expenditures Total $3,131,250 $5,802,583 $5,379,749 $2,994,782 $2,994,289 $2,997,487
Total: Bond & Interest ($1,300)($1,714)($116)$1,000 $2 $0
Expenditures
Page 95
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 07 - Tort Immunity Fund
Property Taxes
Property Tax Revenue 399,426 150,397 349,689 685,000 678,000 825,000
Total: Property Taxes $399,426 $150,397 $349,689 $685,000 $678,000 $825,000
Investment Income
Interest Income 8,237 484 0 300 0 0
Total: Investment Income $8,237 $484 $0 $300 $0 $0
Other Reimbursements $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
Transfers
Transfer from General 0 0 0 300,000 300,000 0
Total: Transfers $0 $0 $0 $300,000 $300,000 $0
Revenues Total $407,663 $150,881 $349,689 $985,300 $978,000 $825,000
Unit: 00 - Non-Departmental
Contractual Services
Bond-Treasurer 336 336 336 336 336 336
Comm. Umbrella Liability 157,579 220,751 352,420 437,500 436,500 525,000
Workman's Comp. Ins.189,364 189,914 240,481 315,000 311,000 360,000
Total: Contractual Services $347,279 $411,001 $593,237 $752,836 $747,836 $885,336
Expenditures Total $347,279 $411,001 $593,237 $752,836 $747,836 $885,336
Total: Tort Immunity Fund $60,384 ($260,120)($243,548)$232,464 $230,164 ($60,336)
**Tort Immunity Fund has a 4/30/22 Fund Balance of ($761)
Tort Immunity Fund
2023-2024 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
MISC - Miscellaneous
Total: Miscellaneous
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Tort Immunity Revenue History
Property Tax Revenue
Page 96
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 08 - Audit Fund
Property Taxes
Property Tax Revenue 36,152 30,373 40,353 50,000 51,023 50,000
Total: Property Taxes $36,152 $30,373 $40,353 $50,000 $51,023 $50,000
Investment Income
Interest Income 513 33 0 100 0 0
Total: Investment Income $513 $33 $0 $100 $0 $0
Revenues Total $36,665 $30,406 $40,353 $50,100 $51,023 $50,000
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Contrac - Contractual Services
Audit Village 39,565 40,320 42,550 45,000 44,000 47,000
Total: Contractual Services $39,565 $40,320 $42,550 $45,000 $44,000 $47,000
Expenditures Total $39,565 $40,320 $42,550 $45,000 $44,000 $47,000
Total: Audit Fund ($2,900)($9,914)($2,197)$5,100 $7,023 $3,000
**Audit Fund has a 4/30/22 Fund Balance of $7,582
Audit Fund
2023-2024 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Audit Fund Revenue History
Property TaxRevenue
Page 97
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 10 - Police Pension Fund
Investment Income
Interest Income 1,012,050 890,572 1,945,058 625,000 650,000 650,000
Realized Gain/Loss 765,702 580,856 365,528 300,000 300,000 300,000
Unrealized Gain/Loss (1,129,771)7,324,489 (5,853,280)200,000 200,000 200,000
Total: Investment Income $647,981 $8,795,917 ($3,542,694)$1,125,000 $1,150,000 $1,150,000
MISC - Miscellaneous
Other Receipts 0 226 50 0 0 0
Employee Contributions 580,065 655,092 1,090,656 695,000 775,000 695,000
Employer Contributions 1,297,308 1,577,460 1,697,212 1,700,000 1,700,000 1,950,000
Total: Miscellaneous $1,877,373 $2,232,778 $2,787,918 $2,395,000 $2,475,000 $2,645,000
Revenues Total $2,525,354 $11,028,695 ($754,776)$3,520,000 $3,625,000 $3,795,000
Police Pension Fund
2023-2024 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY 2020 ActualFY 2021 ActualFY 2022 Actual FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Police Pension Contribution History
Employee Contributions
Employer Contributions
Page 98
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Police Pension Fund
2023-2024 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Salaries and Wages
Pension Payments 640,262 811,860 936,000 1,100,000 1,175,000 1,250,000
Total: Salaries & Wages $640,262 $811,860 $936,000 $1,100,000 $1,175,000 $1,250,000
Benefits
Travel/Training 6,765 (341)2,185 5,000 3,000 5,000
Total: Benefits $6,765 ($341)$2,185 $5,000 $3,000 $5,000
Supplies and Commodities
Office Supplies/Postage 123 0 0 500 500 500
Dues & Subscriptions 7,111 8,213 8,074 8,500 8,500 8,500
Total: Supplies & Commodities $7,234 $8,213 $8,074 $9,000 $9,000 $9,000
Contractual Services
Contractual Services 29,146 35,946 44,311 35,000 40,000 40,000
Total: Contractual Services $29,146 $35,946 $44,311 $35,000 $40,000 $40,000
Other
Investment Expense 115,940 134,947 152,481 130,000 140,000 150,000
Total: OTHER - Other $115,940 $134,947 $152,481 $130,000 $140,000 $150,000
Total: Non-Divisional $799,347 $990,625 $1,143,051 $1,279,000 $1,367,000 $1,454,000
Expenditures Total $799,347 $990,625 $1,143,051 $1,279,000 $1,367,000 $1,454,000
Total: Police Pension Fund $1,726,007 $10,038,070 ($1,897,827)$2,241,000 $2,258,000 $2,341,000
Expenditures
Page 99
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 14 - D.A.R.E. Fund
Investment Income
Interest Income $239 $11 $12 $100 $120 $100
Total: Investment Income $239 $11 $12 $100 $120 $100
Miscellaneous
DARE Contributions 14,198 0 11,711 20,000 14,000 15,000
Total: Miscellaneous $14,198 $0 $11,711 $20,000 $14,000 $15,000
Revenues Total $14,437 $11 $11,723 $20,100 $14,120 $15,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
D.A.R.E. Program 23,142 0 4,958 20,000 8,500 20,000
Total: Non-Divisional $23,142 $0 $4,958 $20,000 $8,500 $20,000
Expenditures Total $23,142 $0 $4,958 $20,000 $8,500 $20,000
Total: D.A.R.E. Fund ($8,705)$11 $6,765 $100 $5,620 ($4,900)
**DARE Fund has a 4/30/22 Fund Balance of $10,313
D.A.R.E. Fund
2023-2024 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$5,000
$10,000
$15,000
$20,000
$25,000
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
ProposedBudget
DARE Contribution History
DARE Contributions
Page 100
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 17 - Tax Increment Financing Fund-Downtown
Property Taxes
Property Tax Revenue 735,635 775,317 757,117 775,000 747,531 750,000
Total: Property Taxes $735,635 $775,317 $757,117 $775,000 $747,531 $750,000
INT - Investment Income
Interest Income 16,472 2,425 0 2,000 0 500
Total: Investment Income $16,472 $2,425 $0 $2,000 $0 $500
Revenues Total $752,107 $777,742 $757,117 $777,000 $747,531 $750,500
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 112,764 652,978 2,109,178 1,000,000 475,000 225,000
Facade Improvements 0 0 0 50,000 0 20,000
Total: Capital $112,764 $652,978 $2,109,178 $1,050,000 $475,000 $245,000
Division: 99 - Transfers
OTHER - Other
Property Tax Rebate 0 0 0 0 350,000 350,000
Total: Other $0 $0 $0 $0 $350,000 $350,000
Expenditures Total $112,764 $652,978 $2,109,178 $1,050,000 $825,000 $595,000
Total: Tax Increment Financing Fund $639,343 $124,764 ($1,352,061)($273,000)($77,469)$155,500
**TIF Fund has a 4/30/22 Fund Balance of ($232,917)
Downtown Tax Increment Financing Fund
2023-2024 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
TIF Property Tax Revenue History
Property Tax Revenue
Page 101
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 18 - Tax Increment Financing Fund - Rt 30
Property Taxes
Property Tax Revenue 968 11,723 121,715 130,000 640,000 800,000
Total: Property Taxes $968 $11,723 $121,715 $130,000 $640,000 $800,000
INT - Investment Income
Interest Income 6 16 0 50 50 50
Total: Investment Income $6 $16 $0 $50 $50 $50
Revenues Total $974 $11,739 $121,715 $130,050 $640,050 $800,050
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 5,997 57,029 58,000 300,000 400,000
$0 $5,997 $57,029 $58,000 $300,000 $400,000
Expenditures Total $0 $5,997 $57,029 $58,000 $300,000 $400,000
Total: Tax Increment Financing Fund $974 $5,742 $64,686 $72,050 $340,050 $400,050
**TIF Fund has a 4/30/22 Fund Balance of $71,401
OTHER - Other
Total: Other
Route 30 Tax Increment Financing Fund
Revenue & Expense Detail
2023-2024 Fiscal Year Budget
Revenues
Expenditures
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
FY 2020Actual FY 2021Actual FY 2022Actual FY 2023Adopted
Budget
FY 2024Proposed
Budget
Rt. 30 TIF Property Tax Revenue History
Property TaxRevenue
Page 102
Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2023
Estimated
Amount
FY 2024
Proposed
Budget
Fund: 27 - Alcohol Enforcement Fund
Fines and Forfeits
Alcohol Fines 21,203 15,858 19,872 15,000 20,000 15,000
Total: Fines and Forfeits $21,203 $15,858 $19,872 $15,000 $20,000 $15,000
Investment Income
Interest Income 954 70 0 100 100 100
Total: Investment Income $954 $70 $0 $100 $100 $100
Revenues Total $22,157 $15,928 $19,872 $15,100 $20,100 $15,100
Unit: 00 - Non-Departmental
Division: 99 - Transfers
Other
Transfer to General 25,000 25,000 25,000 20,000 20,000 20,000
Total: Other $25,000 $25,000 $25,000 $20,000 $20,000 $20,000
Expenditures Total $25,000 $25,000 $25,000 $20,000 $20,000 $20,000
Total: Alcohol Enforcement Fund ($2,843)($9,072)($5,128)($4,900)$100 ($4,900)
**Alcohol Enforcement Fund has a 4/30/22 Fund Balance of $24,004
Alcohol Enforcement Fund
2023-2024 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$8,200
$10,200
$12,200
$14,200
$16,200
$18,200
$20,200
$22,200
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Adopted
Budget
FY 2024
Proposed
Budget
Alcohol Fines History
Alcohol Fines
Page 103
FY 2024
Proposed
Budget
FY 2025
Budget
FY 2026
Budget
FY 2027
Budget
7,333,040 7,416,120 7,500,422 7,575,426
16,865,000 17,032,750 17,202,178 17,460,210
1,406,000 1,420,000 1,441,210 1,470,034
1,728,200 1,729,700 1,744,775 1,779,671
534,000 540,000 546,375 551,839
5,884,995 6,047,940 6,211,581 6,397,928
45,750 45,750 45,750 45,750
560,000 560,000 560,000 560,000
150,000 153,000 156,060 157,621
123,500 125,500 125,500 126,755
560,000 579,250 599,174 605,165
20,000 20,000 20,000 20,000
Revenues Total $35,210,485 $35,670,011 $36,153,023 $36,750,398
Administration/Finance 11,444,970 10,877,317 10,918,120 11,081,891
Police Department 15,938,804 16,904,365 17,877,647 18,145,812
Street Department 4,960,425 5,162,581 5,315,445 5,421,754
Planning Program 859,780 888,791 894,069 911,950
Building Program 1,225,230 1,281,927 1,318,206 1,344,570
Expenses Total $34,429,209 $35,114,980 $36,323,487 $36,905,978
$781,276 $555,030 ($170,464)($155,579)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 2024-2027
Grants
Classification
Fund: 01 - General Fund
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Page 104
FY 2024
Proposed
Budget
FY 2025
Budget
FY 2026
Budget
FY 2027
Budget
Licenses and Permits 2,155,000 1,550,000 1,581,000 1,596,810
State of Illinois Taxes 3,000,000 3,030,000 3,060,300 3,090,903
Charges for Services 20,639,000 21,051,780 21,472,816 21,902,272
Grants 980,000 0 0 0
Investment Income 150,000 150,750 151,504 152,261
Miscellaneous 28,000 25,000 25,000 25,000
Debt Proceeds 1,909,000 0 0 0
Revenues Total $28,861,000 $25,807,530 $26,290,619 $26,767,246
Salaries and Wages 1,672,000 1,755,600 1,817,046 1,871,557
Benefits 690,830 725,372 761,640 799,722
Utilities 749,500 764,490 772,135 779,856
Supplies and Commodities 768,000 783,360 799,027 815,008
Contractual Services 12,185,500 12,551,065 12,927,597 13,315,425
Other 350,000 350,000 350,000 350,000
Transfer to Debt Service 952,088 952,088 0 0
Capital 9,975,000 5,000,000 5,000,000 5,000,000
Debt service 1,494,774 1,495,000 1,495,000 1,495,000
Depreciation 0 1,500,000 2,500,000 2,500,000
Expenses Total $28,837,692 $25,876,975 $26,422,445 $26,926,568
Surplus/(Deficit) Water & Sewer Fund $23,308 ($69,445)($131,826)($159,322)
Water & Sewer Fund
Revenue & Expense Forecast
Fiscal Years 2024-2027
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Classification
Fund: 02 - Water & Sewer Fund
Page 105
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
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
General Fund Revenue Per Capita
50.00%
54.00%
58.00%
62.00%
66.00%
70.00%
74.00%
78.00%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Fiscal Year
GF Tax Revenues as a % of GF Revenue
Page 106
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%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
Local Taxes as a % of GF Revenue
15.00%
20.00%
25.00%
30.00%
35.00%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
Sales Tax as a % of GF Revenue
Page 107
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 continues to propose pushing 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%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Fiscal Year
Property Taxes as a % of GF Revenue
0.00%
5.00%
10.00%
15.00%
20.00%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
Income Tax as a % of GF Revenue
Page 108
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
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
GF Expenses Per Capita
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
Operating Surplus (Deficit) as a % of GF Revenue
Page 109
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%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
Unreserved Fund Balance as a % of GF Revenue
0.00%
20.00%
40.00%
60.00%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Fiscal Year
Unrestricted Cash & Investments as a % of GF
Expenses
Page 110