HomeMy Public PortalAboutVillage Budget 2024-202524401 W. Lockport Street
Plainfield, Illinois 60544
VILLAGE OF PLAINFIELD
2024-2025
FISCAL YEAR BUDGET
VILLAGE OFFICIALS
PRESIDENT
TRUSTEES
Margie Bonuchi Cally J. Larson
Patricia T. Kalkanis Tom Ruane
Richard Kiefer 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 2024-2025 BUDGET
VILLAGE OF PLAINFIELD, ILLINOIS
John F. Argoudelis
Assistant Village Administrator/
Management Services Director
Riverfront
As we continue to work on implementing the various aspects of the Riverfront Master Plan, we
will see two major projects under construction at the Riverfront this year. The Lower DuPage
River Watershed Coalition’s (LDRWC) $2.25 million river restoration project will begin this
summer. The goal of their project is to improve the instream habitat and diversify flow patterns
to support a healthy aquatic community. The project also includes stabilizing the riverbank and
improving the riparian habitat. In addition, the Village received an Open Space Lands
Acquisition and Development (OSLAD) grant from the Illinois Department of Natural Resources
and will be constructing active and passive pergolas, trail connections, and interpretive signage
just south of Lockport Street.
Industrial
The 143rd Street industrial corridor continued to move forward in 2023 with construction
starting on the 350,000 square foot BP Chill Cold Storage facility. A developer has also
submitted plans for a new 1.5 million square foot warehouse that will be under construction in
late 2024. Two existing Plainfield industrial businesses are also expanding their operations,
Performance Gear Systems and Allways Precision, thus showing the strength of the local
industrial market.
Residential
The residential market in Plainfield continues to thrive with over 390 new homes permitted in
2023. The new Pulte subdivision, Bronk Farm, has built out multiple phases and houses are
selling at a strong pace. The Village also approved Keller Farm which is a 405-unit subdivision,
that will provide a mix of single-family housing and townhomes, along with an eight-acre
commercial piece at Wallin Drive and Lockport Street. Two new townhome projects are also
moving forward, Autumn Glen and Lockley Park, that will have a combined total of over 300 new
townhomes. The multi-family/apartment sector saw the new Seasons at Plainfield complete
their construction and occupancy for their project continues to be strong.
Commercial
The commercial opportunities for the Village continue to grow as several new projects progress.
Hawk Auto was approved to construct four new dealerships in south Plainfield. Two of the
dealerships, Volkswagen and Cadillac, have been confirmed. Woodman’s Food Market has
submitted plans to construct a 240,000 square foot store at the northeast corner of 119th Street
and Route 59. In addition to the market, Woodman’s is proposing a fuel center, convenience
store, car wash, and oil change center. The commercial sector also saw several, smaller
developments come through that total over 100,000 square feet of new commercial space in
the community.
The Village is once again off to a strong start in 2024, with residential, commercial, and industrial
development on the horizon. However, it will be important to monitor the following items and how they
impact the Village budget:
• With the addition of Woodman’s and Hawk Auto, the Village’s sales tax revenues will continue to
increase. Sales tax revenues have exceeded property tax revenues as the Village’s highest revenue
source since fiscal year 2022. However, we will continue to monitor the Governor’s proposal to
eliminate the grocery tax and how this will impact the Village.
• The development of the Village’s five-year capital plan stresses the need for a water/sewer rate
increase to help offset the increases that the Village has absorbed from Illinois American Water
for the past three years.
• The new budget year will also bring gaming and cannabis revenues which will be used to
support the capital fund.
• Based on building permit numbers, we are starting the Special Census process with the count
taking place in 2025.
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 providing 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 2024-2025 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 55
BUDGET SUMMARY 58
BUDGET DETAIL 59
PLANNING
NARRATIVE 62
BUDGET SUMMARY 65
BUDGET DETAIL 66
VILLAGE OF PLAINFIELD
FISCAL YEAR 2024-2025 BUDGET
TABLE OF CONTENTS
BUILDING
NARRATIVE 67
BUDGET SUMMARY 70
BUDGET DETAIL 71
WATER/SEWER OPERATIONS & UTILITY EXPANSION
NARRATIVE 72
BUDGET SUMMARY 77
WATER AND SEWER REVENUE DETAIL 78
WATER BUDGET DETAIL 79
SEWER BUDGET DETAIL 81
UTILITY EXPANSION BUDGET DETAIL 83
CAPITAL FUND
NARRATIVE 84
BUDGET SUMMARY 87
BUDGET DETAIL 88
OTHER FUNDS
MISCELLANEOUS FUNDS SUMMARY 90
MOTOR FUEL TAX FUND BUDGET DETAIL 91
BOND AND INTEREST FUND BUDGET DETAIL 92
TORT IMMUNITY FUND BUDGET DETAIL 94
AUDIT FUND BUDGET DETAIL 95
POLICE PENSION FUND BUDGET DETAIL 96
D.A.R.E FUND BUDGET DETAIL 98
DOWNTOWN TAX INCREMENT FINANCING FUND BUDGET DETAIL 99
ROUTE 30 TAX INCREMENT FINANCING FUND BUDGET DETAIL 100
ALCOHOL ENFORCEMENT FUND BUDGET DETAIL 101
BUDGET FORECAST
GENERAL FUND REVENUE AND EXPENSE FORECAST 102
WATER AND SEWER REVENUE AND EXPENSE FORECAST 103
STATISTICAL TRENDS
REVENUE, EXPENSE AND FUND BALANCE RATIOS 104
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
5/1/2024 13,890,000 12,500,000 31,500,000 29,750,000 (35,000) 142,500
Revenues 38,414,560 28,910,700 - 22,479,315 755,000 575,000
Transfers In 20,000 - - 2,000,000 - -
Debt Proceeds - - - - - -
Total Revenues 38,434,560 28,910,700 - 24,479,315 755,000 575,000
Expenses
Salaries and Wages 15,607,611 1,770,000 - - - -
Benefits 7,265,712 648,756 - - - -
Utilities 392,551 823,000 - - - -
Supplies/Commodities 1,247,365 785,500 - - - -
Contractual Services 10,907,799 14,350,500 - 110,000 - -
Other
Debt Service - 1,603,887 - - - -
Capital Outlay - 9,725,000 - 43,245,000 305,000 -
Miscellaneous 784,000 350,000 - 6,191,255 355,000 520,000
Sub-Total Expenditures 36,205,038 30,056,643 - 49,546,255 660,000 520,000
Interfund Transfers 2,000,000 - - 2,007,540 - -
Total Expenditures 38,205,038 30,056,643 - 51,553,795 660,000 520,000
Excess (Deficiency)229,522 (1,145,943) - (27,074,480) 95,000 55,000
Estimated Fund Balance
4/30/2025 14,119,522 11,354,057 31,500,000 2,675,520 60,000 197,500
Water and SewerOperations &
Expansion
All Fund Summary
Revenues, Expenditures & Fund Balances
2024-2025 Fiscal Year Budget
Page 1
Bond and Tort Police AlcoholMFTInterestImmunityAuditPensionEnforcement DARE Totals
5,100,000 1,275 358,544 21,084 51,335,900 18,684 8,149 144,591,136
2,325,000 - 825,000 50,000 4,200,000 15,000 12,100 98,561,675
- 2,007,540 - - - - - 4,027,540
- - - - - - - -
2,325,000 2,007,540 825,000 50,000 4,200,000 15,000 12,100 102,589,215
- - - - 1,600,000 - - 18,977,611
- - - - 5,000 - - 7,919,468
- - - - - - - 1,215,551
- - - - 9,500 - 15,000 2,057,365
- - 870,336 50,000 55,000 - - 26,343,635
- 2,007,540 - - - - - 3,611,427
4,250,000 - - - - - - 57,525,000
- - - - 40,000 - - 8,240,255
4,250,000 2,007,540 870,336 50,000 1,709,500 - 15,000 125,890,312
- - - - - 20,000 - 4,027,540
4,250,000 2,007,540 870,336 50,000 1,709,500 20,000 15,000 129,917,852
(1,925,000) - (45,336) - 2,490,500 (5,000) (2,900) (27,328,637)
3,175,000 1,275 313,208 21,084 53,826,400 13,684 5,249 117,262,499
Revenues, Expenditures & Fund Balances
2024-2025 Fiscal Year Budget
All Fund Summary
Page 2
All Revenue Sources
Amount
Percent of
Total
Fiscal Year
2024 Estimate
Fiscal Year
2023 Actual
Property Taxes 10,205,560 9.95%9,905,590 9,310,743
State of Illinois Taxes 30,379,950 29.61%29,915,000 30,546,532
Other Taxes 5,342,000 5.21%5,098,477 5,460,791
Licenses and Permits 3,475,600 3.39%3,678,990 3,356,389
Fines 916,000 0.89%1,049,850 1,049,581
Charges for Services 29,189,400 28.45%28,210,545 26,514,541
Grants 5,399,565 5.26%6,219,500 3,960,764
Franchise Fees 545,000 0.53%551,500 600,279
Investment Income 3,275,100 3.19%4,105,150 2,046,749
Intergovernmental 535,000 0.52%526,000 504,092
Miscellaneous 7,298,500 7.11%3,409,050 2,980,792
Water & Sewer Tap-on Fees 2,000,000 1.95%2,500,000 3,873,137
Subtotal Revenues 98,561,675 96.06%95,169,652 90,204,390
Interfund Transfers 4,027,540 3.94%4,417,487 12,599,828
Debt Proceeds - 0.00%1,515,000 1,233,941
Grand Total Revenues 102,589,215 100.00%101,102,139 104,038,159
All Funds
Revenue Summary
2024-2025 Fiscal Year Budget
Fiscal Year 2025 Budget History
Page 3
Expense Classification
Amount
Percent
of Total
Fiscal Year
2024 Estimate
Fiscal Year
2023 Actual
Salaries and Wages 18,977,611 14.61%17,120,100 15,536,796
Benefits 7,919,468 6.10%6,950,984 6,262,930
Utilities 1,215,551 0.93%1,093,825 805,249
Supplies and Commodities 2,057,365 1.58%1,997,330 1,699,910
Contractual Services 26,343,635 20.28%23,256,998 20,953,670
Debt Service 3,611,427 2.78%4,490,987 4,422,222
Capital Outlay 57,525,000 44.28%24,375,200 14,354,554
Other 8,240,255 6.34%3,303,021 3,199,427
Total Expenditures 125,890,312 96.90%82,588,445 67,234,758
Interfunds 4,027,540 3.10%4,769,746 12,950,052
Grand Total Expenditures 129,917,852 100.00%87,358,191 80,184,810
All Funds
Expense Summary
2024-2025 Fiscal Year Budget
Fiscal Year 2025 Budget History
Page 4
FINANCIAL POLICIES General
The Village of Plainfield has an important responsibility to carefully account for public funds, to
manage municipal finances wisely, and to plan and provide for the adequate funding of services
desired by the public and as required by laws, rules, or regulations, including the provision and
maintenance of public facilities and improvements. The financial goals and policies set forth in
this document are intended to establish guidelines for the continued financial strength and
stability of the Village of Plainfield.
Financial Goals
Financial goals are broad, fairly timeless statements of the financial position the Village seeks to
attain. The financial goals for the Village of Plainfield are:
• To provide full value for each tax dollar by delivering quality services efficiently and on a
cost-effective basis.
• To preserve our quality of life by providing and maintaining adequate financial resources
necessary to sustain a sufficient level of municipal services, and to respond to changes
in the economy, the priorities of governmental and non-governmental organizations,
and other changes that may affect our financial well-being.
• To maintain a strong credit rating in the financial community.
Financial Policies
Financial policies support the financial goals. They are general statements that guide decision-
making in specific situations, to ensure that a decision will contribute to the attainment of the
financial goals. Federal and state laws, rules, and regulations, our Village Code of Ordinances,
and generally accepted accounting principles promulgated by the Governmental Accounting
Standards Board (“GASB”) and the Government Finance Officers Association of the United
States and Canada (“GFOA”) govern our financial policies and processes.
Budget Policies
Sound financial practice and the desire to maintain a strong credit rating dictate that our
budgets be balanced, constantly monitored, and responsive to changes in service demands.
With these concepts in mind, the Village of Plainfield has adopted the following budget policy
statements:
• The Village will adopt and maintain a balanced budget in which expenditures will
not be allowed to exceed reasonably estimated revenues and other available
funds at the same time maintaining recommended fund balances.
• Fund balance should not be considered a source of funds for operating
expenditures. Excess unreserved and undesignated fund balance may be
appropriated as part of the adopted budget to fund capital or emergency
expenditures.
Page 5
FINANCIAL POLICIES
• As part of the annual budget review process, the Village will project fund
revenues and expenditures for a minimum of two years beyond the budget year
and compare the projected balances to the fund balance policy. This will allow
the Village to identify potential problems early enough to correct them.
• The Village will maintain a budgetary control system to ensure adherence to the
budget and will prepare monthly reports comparing actual revenues and
expenditures to budgeted amounts.
• Twice annually, the Village Administrator will provide the Village Board with
trend analysis/projections of revenues and expenditures.
Revenue Policies
Revenues determine the capacity of a local government to provide services. Under ideal
conditions, revenues would grow at a rate equal to or greater than expenditures. To ensure
that our revenues are balanced and capable of supporting our desired levels of services, the
Village of Plainfield has adopted the following revenue policy statements. • The Village endeavors to develop and maintain a diversified and stable revenue
base to shelter it from short-term fluctuations in any one revenue source.
• The Village will estimate annual revenues on an objective, reasonable, and
conservative basis. Most revenues will be estimated based on a historical trend
analysis. Major revenues will receive a more in-depth analysis.
• Each year and whenever appropriate, existing revenues will be re-examined and
possible new sources of revenues will be explored to ensure that we are
maximizing our revenue potential.
• The Village will strive to be informed and aware of all grants and other aid that
may be available to us. All potential grants and other aid shall be carefully
examined for matching requirements (both dollar and level-of-effort) and
restrictive covenants, to ensure that our participation in such grants will be
beneficial and cost-effective.
• All charges for services, fees, licenses, permits, etc. will be reviewed regularly to
insure that rates are maintained at a level that is related to the cost of providing
the services and are competitive with others providing similar services in the
area.
• Water and Sewer Funds will be self-supporting.
Page 6
FINANCIAL POLICIES • The Village will establish user charges and set fees for services for its enterprise
funds at a level that fully supports both the direct and indirect costs of the
activity. Indirect costs include the recognition of annualized depreciation of
capital assets. Cash flow requirements to adequately defray bond retirement
and capital outlay will become a primary determinant in the development of
user charges.
• Connection fees for water and sewer services shall be reviewed regularly to
assure that fees reflect the cost of providing services to new developments.
• One-time revenues that are not required by law or agreement to be expended
for a particular purpose will only be used to fund one-time capital or emergency
expenditures. One-time revenues will not be used to support operating
expenditures, except in emergency situations.
Cash Management Policies
• An investment policy has been adopted by the Village Board, which provides
guidelines for the prudent investment of the temporary idle cash and outlines
the policies for maximizing the efficiency of the cash management system. The
ultimate goal is to enhance the economic status of the Village while protecting
its pooled cash.
• The cash management system is designed to accurately monitor and forecast
expenditures and revenues, thus enabling the Village to invest funds to the
fullest extent possible. The Village attempts to match funds to projected
disbursements.
• Except for cash in certain restricted and special funds, the Village of Plainfield
will consolidate cash balances from all funds to maximize investment earnings.
Investment income will be allocated to the various funds based on their
respective participation and in accordance with generally accepted accounting
principles.
• Criteria for selecting investments and the order of priority are: safety, liquidity,
and yield.
Expenditure Policies
Expenditures are a rough measure of a local government’s service output. While many
expenses can be easily controlled, emergencies, unfunded mandates, and unanticipated service
demands may strain our ability to maintain a balanced budget. To ensure the proper control of
expenditures and provide for a quick and effective response to adverse financial situations, the
Village of Plainfield has adopted the following expenditure statements:
• The Village will maintain a level of expenditures that will provide for the public
well-being and safety of the residents and businesses of the community.
Page 7
FINANCIAL POLICIES
• The Village will pay all current operating expenditures with current operating
revenues.
• Expenditures and purchase commitments will follow the Village’s approved
Purchasing Authority Policy.
• Encumbrances represent commitments related to unperformed contracts for
goods or services, and will be recorded when incurred.
Fund Balance
Fund balances are established to protect against the need to reduce service levels or
raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time
expenditures.
In addition, in accordance with GASB Statement 54, the Village must establish fund balance
classifications that inform the financial statement user as to the extent to which the Village
must observe constraints imposed upon use of the resources that are reported by the
governmental funds. More detailed fund balance financial reporting and the increased
disclosures will aid the user of the financial statements in understanding the availability of
resources for various governmental purposes.
The fund balance will be composed of five categories: 1) Nonspendable, 2) Restricted, 3)
Committed, 4) Assigned, or 5) Unassigned.
Definitions
Governmental Funds – are used to account for all or most of the Village’s general activities,
including the collection and disbursement of earmarked monies (special revenue funds), the
acquisition or construction of general capital assets (capital projects funds) and the servicing of
general long-term debt (debt service funds). The General Fund is used to account for all
activities of the Village not accounted for in some other fund.
Fund Balance – the difference between assets and liabilities in a Governmental Fund.
Nonspendable Fund Balance – the portion of a Governmental Fund’s fund balance that is not
available to be spent, either short-term or long-term, in either form (e.g., inventories, prepaid
items, land held for resale) or through legal restrictions (e.g., endowments).
Restricted Fund Balance - the portion of a Governmental Fund’s fund balance that is subject to
external enforceable legal restrictions (e.g., grantor, contributors and property tax levies).
Committed Fund Balance - the portion of a Governmental Fund’s fund balance with self-
imposed constraints or limitations that have been placed by formal action at the highest level
of decision making.
Assigned Fund Balance - the portion of a Governmental Fund’s fund balance to denote an
intended use of resources, or for all remaining fund balance in non-General funds not
categorized above.
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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 an Annual Comprehensive Financial Report (ACFR) 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 Annual Comprehensive Financial
Report.
6. As an additional independent confirmation of the quality of the Village’s
financial reporting, the Village will submit its Annual Comprehensive
Financial Report (ACFR) 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-
*Rating for both GO and Water revenue bonds
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.
2024-2025 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 $2.98 million in present value interest cost, due to the
improved bond market and the Village's rating upgrades.
In 2015, again Moody’s Investors Service upgraded the Village of Plainfield, IL’s general
obligation (GO) rating to Aa1 from Aa2. Moody's stated that, "the Aa1 rating reflects the
village’s healthy financial operations and ample reserves supported by strong management and
long term fiscal planning."
In January of 2024, Moody upgraded the Village's Water and Sewer Enterprise first lien revenue rating to Aa1 from Aa2 and affirmed its Aa1 GO debt rating. Moody's stated the upgrade was,
"driven by strengthening of the enterprise's debt sercice coverage and ample cash position."
The affirmation of the Aa1 GO rating , "reflects continuation of positive financial operations
supported by growing tax and revenue bases."
Page 14
Position Title Grade
Directors and Senior Managers Minimum Maximum
Chief of Police 12 140,182$ 189,246$
Director of Public Works
Asst. Village Admin./Management Services Director
Police Commander 11 121,898$ 164,562$
Assistant Public Works Director
Information Technology Director
Village Attorney
Human Resources Director
Economic Development Director
Building Official 10 105,998$ 143,097$
Superintendent - All Divisions
Planning Director
Supervisors and Advanced Technical
Accounting Services Supervisor 9 98,603$ 133,114$
Lead Engineer
Network Administrator
IT Operations Manager
Planner 8 87,647$ 118,323$
Community Relations Director
Associate Prosecutor
Crew Leader - All 7 77,908$ 105,176$
Engineer
Senior Building Inspector
Utility Billing Supervisor
Records Supervisor
Village Clerk
Human Resources Assistant
Office Manager
Executive Assistant to the Chief
IT Specialist
GIS Specialist
Building Inspector 6 69,252$ 93,490$
Mechanic I
IT Support Technician
Village of Plainfield
Classification Plan
2024-2025 Fiscal Year Budget
FY 2025 Range
Page 15
Position Title Grade
Administrative and Technical Minimum Maximum
Code Compliance Inspector 5 64,420$ 86,968$
Public Works Inspector
Building Maintenance Worker
Evidence Specialist
Plant Operator II - Water/Wastewater
Equipment Operator II Street/Electrical or Forestry
Associate Planner
Management Analyst
Equipment Operator I - Streets 4 58,564$ 79,061$
Plant Operator I - Water/Wastewater
Engineering Technician
Operations Support Specialist
Digital Evidence Specialist
Accounting Assistant
Community Service Officer 3 53,240$ 71,874$
Administrative Assistant
Water/Wastewater Service Worker
Fleet Coordinator
Utility Billing Representative
Legal Assistant
Records Technician 2 48,400$ 65,340$
Administrative Aide
Clerical Assistant 1 44,000$ 59,400$
Cable Television Operator
Crossing Guard
Custodian
Village of Plainfield
Classification Plan
2024-2025 Fiscal Year Budget
FY 2025 Range
Page 16
Authorized Positions
Administration/Finance 16 16 17 17 17.5 19 19.5
Police Department 80 82 82 82 82 85 88.5
Streets Division 18.5 18.5 18.5 19.5 20 20 20.5
Community Development 15 14.5 14.5 14.5 15 16 16
Water and Sewer Division 10.5 11 11 11.5 12.5 12.5 13
Public Works Engineering 4 4 4 4 4 4 5
Village Totals 144 146 147 148.5 151 156.5 162.5
Positions Reflected are Full Time Equivalent (FTE) Positions
2010 Village Population 39,581
2020 Village Population 44,762
*(US Census)
2021-2022
Actual
2022-2023
Actual
Village of Plainfield
Staffing Schedule
2024-2025 Fiscal Year Budget
2024-2025
Budgeted
2018-2019
Actual
2019-2020
Actual
2020-2021
Actual
2023-2024
Actual
130
135
140
145
150
155
160
165
2018-2019Actual 2019-2020Actual 2020-2021Actual 2021-2022Actual 2022-2023Actual 2023-2024Actual 2024-2025Budgeted
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 remains 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 2025, 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 0.57% more than the prior fiscal year
budget of 47.90%. The State of Illinois’ proposal to eliminate the 1% grocery tax dedicated for
local governments is an area of concern that will be watched closely in the upcoming year.
❖ Property Taxes continue to be the second largest revenue source at 20.82%, a decrease of 0.01%
from fiscal year 2024 budgeted amount.
❖ Charges for services remain the third largest revenue source at 16.48. 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 (9.49%), Illinois Income Tax (39.01%), and Sales Tax (50.97%). 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 2025 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 2024 sales tax revenue is estimated at 1.2% lower than 2023. The Village experienced
increases in Sales Tax revenues of 18.0%, 29.2% and 8.1% in FY 2021, 2022 and 2023 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 2025 represents a 1% increase as compared
to the 2024 estimate. Again, the State of Illinois’ proposal to eliminate the 1% grocery tax will be
watched closely in the upcoming year.
Page 19
GENERAL FUND REVENUES
The following chart depicts the Village’s retail municipal sales tax revenue by category for the 2023
calendar year. Consistent with previous calendar years, Automotive and Gas stations sales reflect the
largest sales tax revenue source for the Village, however Drugs and Miscellaneous Retail surpassed the
General Merchandise category as the second largest sales tax revenue source in calendar year 2023.
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 2023 resulted in a 10.8% increase in Use Tax revenues, following a 4.2% decrease in
the prior fiscal year. It is anticipated that fiscal year 2024 revenues will decline by 10% and fiscal
year 2025 is budgeted similar to 2024 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 estimated
and budgeted amounts for fiscal years 2024 and 2025:
Fiscal year 2023 increased by 20% as compared to 2022 income tax revenues. Fiscal year 2024 is
anticipated to be flat as compared to 2023. Some of the growth in fiscal year 2024 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 2025 budgeted
amount generally the same as compared to the fiscal year 2024 estimate. This revenue source will
continue to be monitored closely so that any additional budgetary impacts can be addressed quickly and
effectively.
Years
% of Tax
Received by
Local
Governments
Individual
Rate
Corporate
Rate Years
% of Tax
Received by
Local
Governments
Individual
Rate
Corporate
Rate
1/1/1990 to
12/31/2010 10%3%4.8%
8/1/2017 to
7/31/2022
6.06% (indiv)
6.85% (corp)4.95%7%
1/1/2011 to
12/31/2014
6% (indiv)
6.86% (corp)5%7%
8/1/2022 to
7/31/2023
6.16% (indiv)
6.85% (corp)4.95%7%
1/1/2015 to
6/30/2017
8% (indiv)
9.14% (corp)3.75%5.25%
After
8/1/2023
6.47% (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 2024 permit revenues are estimated 7% less as compared to fiscal year 2023. Fiscal
year 2025 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 2025.
❖ From a historical perspective, in fiscal year 2006, building permit revenues accounted for 37% of
the Village’s overall General Fund revenues. Fiscal year 2025 building permit revenues are
estimated to account for 3.9% 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 since 2013. Fiscal
year 2025 property tax revenues are budgeted to increase slightly, even with an approved 5% decrease
in the overall Village property tax rate for the calendar year 2023 levy (collected in fiscal year 2025).
Page 22
GENERAL FUND REVENUES
For the 2023 tax levy, the Village Board has authorized to reduce the property tax rate by 5%. Village
residents on average will see a 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 2022, for every dollar paid in property taxes by Village residents, 5.75 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, and 2022 increased by 9%.
Page 23
GENERAL FUND REVENUES
Tax Rate Percentage Tax Rate Percentage
Village of Plainfield 0.4669 5.75%0.4567 5.14%
Will County & Forest Preserve 0.6877 8.47%0.7767 8.73%
School District 202 5.1481 63.42%5.8323 65.59%
Joliet Junior College 525 0.2876 3.54%0.2768 3.11%
Plainfield Township Park District 0.2480 3.06%0.2433 2.74%
Plainfield Public Library District 0.1808 2.23%0.1894 2.13%
Plainfield Fire Protection District 0.9230 11.37%0.9216 10.36%
Township and Other 0.1752 2.16%0.196 2.20%
Total Tax Rate 8.1173 100.00%8.8928 100.00%
Village of Plainfield
Comparison of Tax Rates per $100 of Assessed Valuation
2022 and 2012 Levy Years
2022 Levy 2012 Levy
Village of Plainfield5.75%
Will County & Forest
Preserve
8.47%
School District 202
63.42%
Joliet Junior College
525
3.54%
Plainfield Township Park District
3.06%
Plainfield Public Library District2.23%
Plainfield Fire
Protection District
11.37%Township and Other
2.16%
2022 Levy Tax Distribution by District
Residential
87.78%Commercial10.84%
Industrial
1.10%
Farm
0.26%Railroad0.02%
2022 Levy
Village Equalized Assessed Value by Type
Page 24
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Fund: 01 - General Fund
7,023,862 7,240,884 7,186,520 7,333,040 8,000,560
13,220,143 16,689,021 18,847,575 16,865,000 18,629,950
972,349 1,265,768 1,448,585 1,406,000 1,427,000
1,724,514 2,129,563 2,217,945 1,728,200 1,788,100
524,873 562,840 656,954 534,000 526,000
5,257,178 5,589,077 5,868,376 5,884,995 6,333,700
1,932,958 81,261 90,239 45,750 45,750
572,856 605,638 600,279 560,000 545,000
52,737 (91,662)442,454 150,000 500,000
174,774 228,563 240,702 123,500 83,500
103,444 485,540 504,092 560,000 535,000
25,000 25,000 20,000 20,000 20,000
$31,584,688 $34,811,493 $38,123,721 $35,210,485 $38,434,560
Administration/Finance 11,818,181 15,374,261 18,543,479 11,444,970 13,788,555
Police Department 12,948,143 13,247,304 13,839,109 15,938,804 16,773,483
Street Department 4,419,936 4,262,455 3,810,579 4,960,425 5,441,235
Planning Program 603,526 588,910 651,463 859,780 906,465
Building Program 1,002,883 1,036,704 1,067,345 1,225,230 1,295,300
$30,792,669 $34,509,634 $37,911,975 $34,429,209 $38,205,038
$792,019 $301,859 $211,746 $781,276 $229,522
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
2024-2025 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
$45,000,000
FY 2021 Actual FY 2022 Actual FY 2023 Actual FY 2024
Adopted
Budget
FY 2025
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 01 - General Fund
Revenues
Property Tax Revenue 4,512,639 4,593,107 4,501,225 4,408,040 4,769,979 4,725,560
Property Tax Rev-Road & 384,392 400,655 412,355 400,000 439,620 400,000
Property Tax-Police Pen 1,577,460 1,697,212 1,698,689 1,950,000 1,940,409 2,300,000
Property Tax Rev-IMRF 549,371 549,910 574,251 575,000 572,898 575,000
$7,023,862 $7,240,884 $7,186,520 $7,333,040 $7,722,906 $8,000,560
STTAX - State of Illinois Taxes
Municipal Sales Tax 6,812,757 8,801,385 9,510,059 8,500,000 9,400,000 9,495,000
Illinois Income Tax 4,537,460 6,015,389 7,232,574 6,600,000 7,250,000 7,267,050
Replacement Tax 60,678 139,552 185,443 90,000 110,000 100,000
Local Use Tax 1,809,248 1,732,695 1,919,499 1,675,000 1,725,000 1,767,900
$13,220,143 $16,689,021 $18,847,575 $16,865,000 $18,485,000 $18,629,950
Hotel/Motel Tax 419 1,960 2,835 1,000 3,477 2,000
Amusement Tax 1,243 5,746 12,393 5,000 15,000 10,000
Local Motor Fuel Tax 970,687 1,258,062 1,433,357 1,400,000 1,400,000 1,415,000
$972,349 $1,265,768 $1,448,585 $1,406,000 $1,418,477 $1,427,000
LIC&PER - Licenses and Permits
Liquor License 97,940 121,183 119,234 100,000 110,000 100,000
Contractors License 46,800 50,100 50,900 45,000 45,000 45,000
Cigarette License 5,750 5,500 6,000 6,000 6,000 6,000
Scavenger License 100 50 100 200 100 100
Gaming License 0 0 0 0 0 50,000
Business License 44,425 43,963 73,237 50,000 55,000 55,000
Building Permit 1,495,052 1,846,761 1,905,558 1,500,000 1,775,000 1,500,000
Sign Permit 3,687 4,731 4,406 5,000 5,000 5,000
Special Movement Permit 27,900 55,430 55,800 20,000 38,000 25,000
Solicitors Permit 2,860 1,845 2,710 2,000 2,000 2,000
$1,724,514 $2,129,563 $2,217,945 $1,728,200 $2,036,100 $1,788,100
Will County Court Fines 297,493 388,600 374,284 325,000 325,000 325,000
Aministrative Fines(P-Tkts)108,666 110,025 112,565 100,000 95,000 90,000
Aministrative Fines - Late fees 9,025 4,594 6,200 5,000 7,000 5,000
Asset Seizure 94,861 51,871 26,528 100,000 145,000 100,000
Alarm Fees 9,000 (600)1,850 1,000 5,350 1,000
Kendall County Court Fines 5,828 6,595 5,349 3,000 6,000 5,000
Total: State of Illinois Taxes
OTHTX - Other Taxes
Total: Other Taxes
General Fund
Revenue Detail
2024-2025 Fiscal Year Budget
PROPTX - Property Taxes
Total: Property Taxes
Total: Licenses & Permits
FIN - Fines and Forfeits
Page 26
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Revenue Detail
2024-2025 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Asset Seizure (DOJ)0 1,755 130,178 0 68,000 0
Asset Seizure (US Treas)0 0 0 0 8,500 0
$524,873 $562,840 $656,954 $534,000 $659,850 $526,000
Garbage Fee 4,708,687 4,913,961 5,180,505 5,264,845 5,535,000 5,710,000
Garbage Penalties 0 44,099 61,153 40,000 60,000 40,000
Zoning Applications 21,899 28,344 31,952 15,000 35,000 20,000
Accident Report Fees 6,250 8,650 8,610 5,000 9,500 5,000
Copies-Maps & Ordinances 1,381 2,199 1,973 1,500 1,500 1,500
Impound Fee 41,000 24,750 31,250 25,000 17,000 20,000
Parking Lot Revenue 3,400 5,346 5,550 2,000 1,500 2,000
Tower Rent 49,215 46,240 47,503 46,450 50,825 50,000
Rental Income 49,200 49,200 49,200 49,200 49,200 49,200
Rental-Community/Multi 0 475 770 1,000 1,050 1,000
Special Detail/OT 26,146 115,813 99,910 85,000 80,000 85,000
Water & Sewer Service 350,000 350,000 350,000 350,000 350,000 350,000
$5,257,178 $5,589,077 $5,868,376 $5,884,995 $6,190,575 $6,333,700
FEMA Grant 36,196 12,693 0 0 0 0
Grant Revenue 1,814,016 0 500 0 0 0
Bulletproof Vest Grant 8,495 6,885 4,860 3,000 6,850 3,000
Tobacco Grant 1,320 1,320 4,503 2,750 3,150 2,750
Traffic Grant 72,931 60,363 80,376 40,000 70,500 40,000
$1,932,958 $81,261 $90,239 $45,750 $80,500 $45,750
AT&T Franchise Payment 102,746 93,686 81,021 80,000 71,500 70,000
Cable TV- Franchise 470,110 511,952 519,258 480,000 480,000 475,000
$572,856 $605,638 $600,279 $560,000 $551,500 $545,000
Interest Income 74,328 85,533 442,635 150,000 725,000 500,000
Realized Gain/Loss 0 6,367 0 0 0 0
Unrealized Gain/Loss (21,591)(183,562)(181)0 0 0
$52,737 ($91,662)$442,454 $150,000 $725,000 $500,000
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Revenue Detail
2024-2025 Fiscal Year Budget
Fund: 01 - General Fund Revenues (continued)
Event Sponsorship Program 0 0 3,470 2,000 7,000 2,000
Reimb Police Training 1,444 0 225 0 1,200 0
Amphitheater Rent 0 250 250 500 1,100 500
Restitution Program 4,100 0 0 0 0 0
Donation/Contribution 6,494 8,534 37,538 5,000 17,700 5,000
Sales-Fixed Assets 21,603 0 2,347 1,000 1,000 1,000
Other Reimbursements 115,681 194,732 147,644 90,000 40,000 50,000
Other Receipts 25,452 25,047 49,228 25,000 23,000 25,000
$174,774 $228,563 $240,702 $123,500 $91,000 $83,500
INTERGOV - Intergovernmental
School Liaison 76,005 468,154 488,741 550,000 510,000 525,000
HIDTA/Organized Crime 27,439 17,386 15,351 10,000 16,000 10,000
$103,444 $485,540 $504,092 $560,000 $526,000 $535,000
Transfer From Alcohol Enforc.25,000 25,000 20,000 20,000 20,000 20,000
$25,000 $25,000 $20,000 $20,000 $20,000 $20,000
$31,584,688 $34,811,493 $38,123,721 $35,210,485 $38,506,908 $38,434,560Revenues 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 14,500 households. In
addition, Waste Management offers a collection program for electronics and household hazardous
waste through At Your Door. In 2023, Village residents recycled approximately 91,000 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 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
A/P Checks
Payroll Checks
3,383
406
3,346
356
3,520
298
3,669
220
3,410
323
3,353
212
3,249
170
# of Direct Deposits 5,045 5,089 5,275 5,403 5,479 5,187 5,363
Total Payroll processed 5,451 5,445 5,573 5,623 5,802 5,399 5,533
Performance Measures 2017 2018 2019 2020 2021 2022 2023
Processing of Ordinances 53 58 43 51 44 47 49
Processing of Resolutions 15 13 11 19 13 12 11
Village Board Meetings Minutes/Agendas 22 25 21 22 24 22 20
COW Workshop Meetings/Agendas 20 21 19 16 21 17 20
FOIA Requests Processed 417 450 440 486 587 490 492
Early Voting (when applicable) 519 4,087 330 5,540 641 2,801 500
Page 30
ADMINISTRATION/FINANCE
Management Services Performance Measures – Utility Billing
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Total Billing
Accounts:
(as of 4/30)
13,708 13,862 14,058 14,328 14,678 15,107
Total Water
consumption billed:
(cubic feet) 152,525,850 153,103,708 144,264,815 157,878,102 156,561,910 161,237,211
Residential
Commercial
Industrial
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
122,821,009
21,452,842
16,963,360
Total Water Bill
Transactions: 162,422 165,185 167,426 170,312 173,705 178,378
Lockbox
Online
Direct Debit
Front desk
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
68,690
28,751
50,837
30,100
*The Village started tracking payments through a new online portal in FY2022.
COMMUNITY RELATIONS PROGRAM
The Community Relations Program includes Village communications and 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, press releases,
water bills, E-News Updates, HOA updates, the Village website, and social media.
• Update the Village website and use it to share Village information and news.
• Coordinate, write, and edit the quarterly Village newsletter.
• Special project and event coordination including Riverfront projects, grant applications, Hunger
Action Month, community blood drives, the State of the Village, Settlers’ Park programming, and
groundbreakings/ribbon cuttings for Village projects.
FY 2024-2025 Community Relations Key Objectives
• Continue to use weekly E-News Updates, HOA updates, the Village Voice newsletters, water bill
inserts, press releases, the Village website, social media (Facebook, X/Twitter, LinkedIn, and
YouTube), Plainfield Community Television (PCT), Coffee/Evening with the Mayor, and local
media outlets to distribute, publicize, and share Village news, information, and project updates.
• Continue to add/update information on the Village website.
• Assist with the 2025 Special Census including promoting census recruitment and participation.
Page 31
ADMINISTRATION/FINANCE
FY 2024-2025 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:
the pergola project;
the LDRWC River Restoration project; and
grant application opportunities.
o Organize and publicize Hunger Action Month activities in conjunction with the local food
pantries, Plainfield Park District, Plainfield Area Public Library, Plainfield School District
202, C.W. Avery YMCA, and the Plainfield Shorewood Area Chamber of Commerce.
o Coordinate and publicize the community blood drives at 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, and concessions.
o Continue event and series sponsorships for Settlers’ Park programs.
o Work with other jurisdictions, groups, and food vendors to plan activities and offerings at
the movies.
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 2024-2025 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.
• Maintain Personnel Manual within the Lexipol platform. Ensuring 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.
• Continue working with all departments to refresh job descriptions.
• Create tool kits for some of the common HR practices and share with supervisors.
• Assist in employee recognition and the development of personnel through training programs
structured for every level of employee.
• Continue to help coordinate negotiating efforts for the Sergeant’s Collective Bargaining
Agreement with MAP. Implement any payroll or benefit changes that develop from the
bargaining.
• Employee Wellness Program – Continue to increase awareness of our Village Employee Wellness
Program and maintain/increase employee participation (currently at 75%). 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. Information
Technology plays a vital role in the implementation of new software projects, acquisition of new
computer and network equipment, maintenance of existing hardware, management of backups and
planning for disaster recovery, designing and supporting the Village’s public website and social media,
and supporting the Village’s existing software systems and wired/wireless networks.
The IT Department is comprised of six employees: the IT Director, IT Operations Manager, IT Network
and Security Administrator, IT Support Specialist, IT Support Technician, and an IT Specialist for
Geographical Information Systems (GIS).
*not all issues are reported as a support ticket
Information Technology FY 2024-2025 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. This will
also include a backup system for our office 365 email platform and additional security information event
monitoring.
The Police Department has used Axon for their evidence management platform and the IT department
will be working on further data integration of older digital evidence.
End users supported 230 Desktop Phones 204
Endpoints (desktop and laptop)250 Network devices 351
Servers (physical and virtual)41 Terabytes of Storage 276
Switches/Routers/Firewall 38 Video Cameras 88
Wifi Access Points 45 Body Cameras 62
Average of Connected Devices 1,315 Copiers / Local Printers 40
Mobile devices 161 In-Car Cameras/PD Vehicles 44
Door Security Modules 87 Applications 126
2024 Information Technology Performance Measures
Calendar Year Support Tickets Closed
2019 1,015
2020 1,066
2021 1,516
2022 1,715
2023 2,067
Page 34
ADMINISTRATION/FINANCE
Information Technology Program (continued)
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. Some of these services will be for Gaming, Liquor, and Tabaco
Licenses as well as a new platform for onboarding utility customers.
The IT Department will also be replacing older computers and servers to meet our current software
standards. This replacement cycle will be targeting computers that don’t support the new windows 11
operating system. Staff will also be working on improving our helpdesk platform to build out new
functionality. The department will continue to improve our business continuity plan and preparedness.
This will help us maintain applications that are critical in a disaster to provide functions to our residents.
Lasty, the IT department will be reviewing our software platforms and contracts to ensure that we are
effectively using all features offered.
LEGAL SERVICES PROGRAM
Added to the Administration Program budget in fiscal year 2021 is the Legal Services Program, which in
the past has been budgeted within the Police Department. Although physically residing in the Police
Department, the operational expenses of the Attorney, Associate Prosecutor and Legal Assistants are
now included within the Administration Program. The Legal Division represents the Police Department
on legal matters, as well as prosecutes cases at both the Village’s local Branch Court and at the Will
County Courthouse. In addition, this division manages the Village’s Administrative Adjudication
hearings, including hearings related to vehicle impoundment and the Village’s Red-Light Camera
Automated Enforcement Program.
Page 35
FY 2020
Actual FY 2021 Actual FY 2022 Actual FY 2023 Actual
FY 2024
Adopted
Budget
2025 Proposed
Budget
1,476,873 1,765,390 1,824,805 1,902,455 2,175,500 2,317,000
528,872 669,444 714,281 729,465 908,205 907,045
13,958 10,151 15,036 11,802 22,050 22,050
112,020 136,635 137,103 134,405 172,800 183,600
4,737,669 5,206,086 5,518,759 5,745,969 6,262,915 7,820,860
240,800 909,218 1,161,466 433,846 503,500 538,000
Sub-total $7,110,192 $8,696,924 $9,371,450 $8,957,942 $10,044,970 $11,788,555
2,008,012 3,121,257 6,002,811 9,585,537 1,400,000 2,000,000
$9,118,204 $11,818,181 $15,374,261 $18,543,479 $11,444,970 $13,788,555
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
2024-2025 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
FY 2020Actual FY 2021Actual FY 2022Actual FY 2023Actual FY 2024Adopted
Budget
2025Proposed
Budget
Admin/Finance Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 36
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Unit: 04 - Administration/Finance
Contrac - Contractual Services
Fees to Refuse Hauler 4,364,628 4,561,774 4,836,555 5,116,915 5,124,903 5,550,000
Bad Debt Expense 11,305 0 0 0 0 0
$4,375,933 $4,561,774 $4,836,555 $5,116,915 $5,124,903 $5,550,000
Salaries-President 24,000 24,000 24,000 24,000 24,000 24,000
Salaries-Elected Officials 23,000 25,800 19,600 26,000 22,000 26,000
Salaries-Liquor Commissioner 1,500 1,500 1,500 1,500 1,500 1,500
Salaries-Treasurer 2,500 2,500 2,500 2,500 2,500 2,500
$51,000 $53,800 $47,600 $54,000 $50,000 $54,000
FICA 3,162 3,335 2,951 3,400 3,100 3,400
Medicare 740 780 690 800 725 800
Employee Insurance 101 8 0 100 0 100
Travel/Training 0 0 0 10,000 1,000 10,000
$4,003 $4,123 $3,641 $14,300 $4,825 $14,300
SUPP - Supplies and Commodities
Replacement Supplies 5,248 2,684 0 10,000 3,000 10,000
Dues & Subscriptions 53,068 52,710 51,229 55,000 55,000 60,000
$58,316 $55,394 $51,229 $65,000 $58,000 $70,000
Contrac - Contractual Services
Public Relations 107,052 105,690 126,183 120,000 125,000 130,000
Cable TV 15,761 0 14 10,000 10,000 10,000
$122,813 $105,690 $126,197 $130,000 $135,000 $140,000
Small Business Relief Grant 145,000 0 0 0 0 0
Economic Incentive Rebate 587,273 1,056,808 357,141 150,000 150,000 150,000
$732,273 $1,056,808 $357,141 $150,000 $150,000 $150,000
$968,405 $1,275,815 $585,808 $413,300 $397,825 $428,300
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
2024-2025 Fiscal Year Budget
General Fund
Division: 00 - Non-Divisional
Division: 01 - Legislative Program
Expenditures
Page 37
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Administration/Finance Detail
2024-2025 Fiscal Year Budget
General Fund
Salaries-Full Time 671,481 678,916 713,806 770,000 775,000 875,000
Salaries-Part Time 63,773 75,283 49,455 60,000 40,000 20,000
Salaries-Overtime 276 1,158 1,300 2,000 2,000 2,000
$735,530 $755,357 $764,561 $832,000 $817,000 $897,000
FICA 40,466 44,578 43,846 51,590 51,590 55,615
Medicare 11,245 10,842 11,004 12,065 12,065 13,005
IMRF 84,122 78,435 68,068 91,520 72,000 90,000
Employee Insurance 89,852 99,570 117,890 115,000 106,000 115,000
Deferred Comp. Contribution 20,554 16,635 17,052 25,000 22,000 25,000
Travel/Training 1,501 2,311 3,849 12,000 7,000 12,000
IL Unemployment Insurance 5,311 4,303 4,677 6,000 5,000 6,000
$253,051 $256,674 $266,386 $313,175 $275,655 $316,620
UTIL - Utilities
Telephone/Internet 2,468 6,101 5,275 8,000 5,000 8,000
Cellular Phones 1,657 3,361 1,052 5,000 5,000 5,000
$4,125 $9,462 $6,327 $13,000 $10,000 $13,000
SUPP - Supplies and Commodities
Office Supplies/Postage 32,225 34,062 36,497 35,000 38,000 40,000
Dues & Subscriptions 2,476 1,549 2,359 5,000 2,800 5,000
Gas/Oil/Mileage/Carwash 7,200 3,143 6,530 9,500 7,000 9,500
$41,901 $38,754 $45,386 $49,500 $47,800 $54,500
Contrac - Contractual Services
Maintenance Contracts/Lease 1,894 1,997 1,401 5,000 2,000 5,000
Recording Fees 506 509 695 1,000 800 1,000
Legal Notices 2,103 1,051 2,609 2,500 3,000 3,000
Legal Fees 43,085 106,052 83,019 95,000 70,000 95,000
Special Projects and Programs 0 0 0 0 0 1,000,000
Contractual Services 63,584 117,081 100,127 100,000 105,000 130,000
$111,172 $226,690 $187,851 $203,500 $180,800 $1,234,000
OTHER - Other
Office Furniture & Equipment 3,920 1,631 3,248 5,000 5,000 5,000
Contingencies 25,884 7,376 529 200,000 5,000 200,000
$29,804 $9,007 $3,777 $205,000 $10,000 $205,000
Total: 02 - Administration $1,175,583 $1,295,944 $1,274,288 $1,616,175 $1,341,255 $2,720,120
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Administration/Finance Detail
2024-2025 Fiscal Year Budget
General Fund
Salaries-Full Time 110,916 108,659 113,476 118,000 117,100 124,000
$110,916 $108,659 $113,476 $118,000 $117,100 $124,000
FICA 6,745 6,513 6,852 7,315 7,260 7,700
Medicare 1,577 1,523 1,602 1,715 1,698 1,800
IMRF 12,682 11,510 10,212 12,980 10,500 12,500
Employee Insurance 23,066 25,377 26,375 29,725 26,850 29,000
Deferred Comp. Contribution 3,755 3,784 3,877 5,000 4,100 5,000
Travel/Training 81 35 35 1,500 200 1,500
$47,906 $48,742 $48,953 $58,235 $50,608 $57,500
UTIL - Utilities
Telephone/Internet 310 384 310 750 450 750
$310 $384 $310 $750 $450 $750
SUPP - Supplies and Commodities
Office Supplies/Postage 0 22 283 400 200 400
Dues & Subscriptions 634 604 739 900 750 1,000
Gas/Oil/Mileage/Carwash 0 0 0 100 30 100
$634 $626 $1,022 $1,400 $980 $1,500
Contrac - Contractual Services
Public Relations 11,148 15,522 28,721 32,000 33,000 35,000
Marketing and Promotions 0 0 0 7,000 7,000 20,000
Settler's Park 0 4,825 3,552 8,500 8,500 10,500
Contractual Services 13,561 3,800 0 7,000 7,000 15,000
$24,709 $24,147 $32,273 $54,500 $55,500 $80,500
Total: 03-Community Relations $184,475 $182,558 $196,034 $232,885 $224,638 $264,250
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Administration/Finance Detail
2024-2025 Fiscal Year Budget
General Fund
Salaries-Full Time 53,084 55,226 56,831 60,000 60,000 65,000
Salaries-Overtime 3,344 4,729 5,088 7,500 7,000 7,500
$56,428 $59,955 $61,919 $67,500 $67,000 $72,500
FICA 3,511 3,594 3,707 4,185 4,150 4,495
Medicare 821 841 867 1,000 970 1,055
IMRF 6,405 6,266 5,484 7,425 5,500 7,250
Employee Insurance 14,732 13,899 14,372 18,500 14,850 15,000
Deferred Comp. Contribution 1,220 1,229 1,248 2,000 2,000 2,000
$26,689 $25,829 $25,678 $33,110 $27,470 $29,800
SUPP - Supplies and Commodities
Building Supplies 12,676 9,581 10,795 20,000 10,000 20,000
$12,676 $9,581 $10,795 $20,000 $10,000 $20,000
Contrac - Contractual Services
Contractual Services 42,946 73,570 49,817 70,000 50,000 70,000
$42,946 $73,570 $49,817 $70,000 $50,000 $70,000
OTHER - Other
Building Improvements 32,885 1,669 550 30,000 10,000 50,000
$32,885 $1,669 $550 $30,000 $10,000 $50,000
Total: 04-Facility Management $171,624 $170,604 $148,759 $220,610 $164,470 $242,300
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Administration/Finance Detail
2024-2025 Fiscal Year Budget
General Fund
Salaries-Full Time 185,129 196,717 200,058 215,000 215,000 235,000
Salaries-Overtime 0 0 54 500 500 500
$185,129 $196,717 $200,112 $215,500 $215,500 $235,500
FICA 11,788 11,810 12,270 13,360 13,360 14,600
Medicare 2,843 2,762 2,870 3,125 3,125 3,415
IMRF 22,034 20,806 17,390 23,705 17,500 23,550
Employee Insurance 42,044 43,435 31,545 35,000 30,200 32,000
Deferred Comp. Contribution 6,953 7,042 5,823 8,000 7,500 8,000
Travel/Training 614 383 598 10,000 3,000 10,000
$86,276 $86,238 $70,496 $93,190 $74,685 $91,565
UTIL - Utilities
Telephone/Internet 450 514 413 1,000 450 1,000
Cellular Phones 543 466 507 600 525 600
$993 $980 $920 $1,600 $975 $1,600
SUPP - Supplies and Commodities
Office Supplies/Postage 1,251 1,424 2,114 2,000 2,000 2,000
Dues & Subscriptions 707 9,563 1,200 5,000 1,000 5,000
Gas/Oil/Mileage/Carwash 0 0 0 1,000 200 1,000
$1,958 $10,987 $3,314 $8,000 $3,200 $8,000
Contrac - Contractual Services
Public Relations 7,363 8,597 9,694 12,000 10,000 15,000
Contractual Services 1,348 6,888 2,036 10,000 3,000 10,000
$8,711 $15,485 $11,730 $22,000 $13,000 $25,000
Total: 06 - Human Resources $283,067 $310,407 $286,572 $340,290 $307,360 $361,665
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Administration/Finance Detail
2024-2025 Fiscal Year Budget
General Fund
Salaries-Full Time 307,528 332,536 378,942 537,500 525,000 583,000
$307,528 $332,536 $378,942 $537,500 $525,000 $583,000
FICA 19,250 19,562 22,081 33,325 32,550 36,440
Medicare 4,502 4,575 5,164 7,795 7,615 8,455
IMRF 34,519 34,516 33,323 59,125 42,500 58,500
Employee Insurance 55,192 94,994 109,833 120,000 118,250 125,000
Deferred Comp. Contribution 7,419 5,100 8,396 7,500 6,700 7,500
Travel/Conventions/Training 0 1,665 3,254 15,000 9,000 17,000
$120,882 $160,412 $182,051 $242,745 $216,615 $252,895
UTIL - Utilities
Telephone/Internet 228 257 207 500 250 500
Cellular Phones 2,796 2,674 2,523 4,200 3,500 4,200
$3,024 $2,931 $2,730 $4,700 $3,750 $4,700
SUPP - Supplies and Commodities
Office Supplies/Postage 2,586 909 1,183 1,800 1,000 1,800
Dues & Subscriptions 689 564 1,167 1,100 1,100 1,500
Gas/Oil/Mileage/Carwash 0 0 330 400 400 500
Uniforms 267 288 285 800 800 1,000
$3,542 $1,761 $2,965 $4,100 $3,300 $4,800
Contrac - Contractual Services
Software Licensing/Renewals 444,441 455,314 478,247 585,000 550,000 610,360
Contractual Services 52,263 29,115 13,189 60,000 25,000 90,000
$496,704 $484,429 $491,436 $645,000 $575,000 $700,360
OTHER - Other
Server/Network Supplies 74,698 54,827 32,882 78,500 85,000 93,000
Computers 39,558 39,155 39,496 40,000 40,000 40,000
$114,256 $93,982 $72,378 $118,500 $125,000 $133,000
Total: 08 - IT Program $1,045,936 $1,076,051 $1,130,502 $1,552,545 $1,448,665 $1,678,755
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Administration/Finance Detail
2024-2025 Fiscal Year Budget
General Fund
SAL - Salaries and Wages
Salaries-Full Time 291,981 291,810 309,904 320,000 265,000 320,000
Salaries - Part Time 26,878 25,971 25,941 30,000 25,000 30,000
Salaries-Overtime 0 0 0 1,000 100 1,000
$318,859 $317,781 $335,845 $351,000 $290,100 $351,000
BEN - Benefits
FICA 20,013 18,952 20,495 21,760 17,985 21,315
Medicare 4,605 4,538 4,796 5,090 4,200 4,950
IMRF 35,706 34,019 30,435 38,600 24,000 34,100
Employee Insurance 60,370 65,032 65,897 74,000 58,000 70,000
Deferred Comp. Contrib.9,389 9,496 9,805 11,000 5,000 11,000
Travel/Training 554 226 832 3,000 1,000 3,000
$130,637 $132,263 $132,260 $153,450 $110,185 $144,365
UTIL - Utilities
Telephone/Internet 491 515 413 1,000 500 1,000
Cellular Phones 1,208 764 1,102 1,000 1,000 1,000
$1,699 $1,279 $1,515 $2,000 $1,500 $2,000
SUPP - Supplies and Commodities
Office Supplies/Postage 5,632 6,600 6,555 10,000 9,000 10,000
Dues & Subscriptions 10,506 11,667 11,064 12,000 11,000 12,000
Gas/Oil/Mileage/Carwash 836 1,135 1,762 2,200 2,000 2,200
Uniforms/Clothing 634 598 313 600 600 600
$17,608 $20,000 $19,694 $24,800 $22,600 $24,800
Contrac - Contractual Services
Maintenance Contracts/Lease 2,016 2,931 1,005 3,000 800 3,000
Vehicle Maintenance 784 3,731 339 3,000 1,200 3,000
Legal Fees 20,298 20,312 8,766 15,000 12,000 15,000
$23,098 $26,974 $10,110 $21,000 $14,000 $21,000
Total: Legal Services $491,901 $498,297 $499,424 $552,250 $438,385 $543,165
Transfer to Tort Immunity 0 0 300,000 0 0 0
Transfer to Capital 3,121,257 6,002,811 9,285,537 1,400,000 1,400,000 2,000,000
$3,121,257 $6,002,811 $9,585,537 $1,400,000 $1,400,000 $2,000,000
Total: Administration/Finance $11,818,181 $15,374,261 $18,543,479 $11,444,970 $10,847,501 $13,788,555
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 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. In addition to anticipating filling any retirement vacancies with new hires or lateral
hires, the police department aims to ensure that promotions are aligned with succession planning
strategies, facilitating the seamless transition of leadership positions, and maintaining operational
effectiveness within the department.
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 five Patrol Sergeants. The primary mission of the
division is Patrol operations. The Patrol Division also encompasses Fleet Maintenance, the Community
Oriented Policing Unit, Community Service Officers, and Crossing Guards. Salaries, uniforms,
ammunition, range maintenance, and traffic safety operations are included in this area. The Patrol
Division continuously evaluates staffing needs based on a myriad of factors, which could necessitate
future hires and promotions within the organization.
The Community Oriented Policing Unit provides specialized services to further the mission of the
department. Supplementing patrol coverage, specialization in truck enforcement and accident
reconstruction, and engaging in community outreach are some examples. In the 2024-2025 budget year,
the COP unit will be adding two K-9 units.
Page 44
POLICE DEPARTMENT
Police - Administration Division
The Administration Division is comprised of the Administration Commander and includes Criminal
Investigations and Juvenile Investigations. The Administration Commander is supported by an
Operations Support Specialist and an Accounting Assistant.
The Criminal Investigations Unit is led by a Detective Sergeant and is comprised of four general criminal
Detectives, one Narcotics Detective assigned to an Illinois State Police Task Force, one Digital Forensic
Investigator assigned to an FBI Task Force and one Property Custodian who oversees the
Property/Evidence Control.
The Juvenile Investigations Unit is led by a Detective Sergeant and is comprised of four School
Resource Officers (SRO) assigned to various high schools, one SRO assigned to the middle schools, one
Juvenile Detective/SRO and two DARE Officers. Besides their duties during the school year, the unit
also coordinates many of the community events hosted by the Department during the summer.
Police - Support Services Division
The Support Services Division is comprised of the Support Services Commander includes Accreditation,
Training, Records Unit, Special Event planning, and oversight of the Plainfield Emergency Management
Agency (PEMA).
The Records Unit responsibilities include central records safeguarding, case report data entry, front desk
calls for service, FOIA, sex offender registration, Illinois Uniform Crime Reporting, and insurance
requests.
Plainfield Emergency Management Agency (PEMA)
The PEMA Budget represents the overall operating expenses of this unit. The PEMA organization is a
very valuable asset to the Village in providing manpower/service in all major events or
emergencies/disasters with approximately 30 volunteers providing more than 3,878 hours of volunteer
service to the Village in 2023.
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 2024-2025 fiscal year budget
increased due to future testing costs.
Page 45
POLICE DEPARTMENT
FY 2024-2025 Key Objectives
1. Crime Prevention: Implementing strategies and initiatives to prevent crime within communities
through various means such as community policing, neighborhood watch programs, and targeted
enforcement.
2. Law Enforcement: Enforcing laws and regulations at the local, state, and federal levels to
maintain public order and safety. This involves investigating crimes, apprehending suspects, and
gathering evidence for prosecution.
3. Community Engagement: Building positive relationships with the community through outreach
programs, public events, and partnerships with local organizations. This fosters trust,
cooperation, and collaboration between law enforcement and the public.
4. Traffic Management and Safety: Ensuring the safe and orderly flow of traffic through
enforcement of traffic laws, investigation of accidents, and implementation of traffic safety
measures.
5. Professional Development: Investing in the training and development of police officers to
enhance their skills, knowledge, and professionalism. This includes ongoing education, skill-
building workshops, and leadership training.
6. Ethical Standards and Accountability: Upholding high ethical standards and promoting
accountability within the department to maintain public trust and confidence. This involves
transparent internal investigations, adherence to codes of conduct, and disciplinary measures
when necessary.
7. Resource Management: Efficiently managing department resources such as personnel,
equipment, and budget allocations to optimize effectiveness and service delivery.
8. Crime Reduction and Clearance: Implementing strategies to reduce crime rates and increase the
clearance rate of crimes through effective investigation, intelligence gathering, and collaboration
with other law enforcement agencies and community partners.
PERFORMANCE MEASURES 2019 2020 2021 2022 2023
Calls Responded To 39,715 30,847 38,588 35,939 32,530
Traffic Citations 8,212 5,294 7,060 6,069 5,930
Crashes (includes private property) 1,320 845 1,213 1,273 1,212
DUI Arrests 88 93 94 85 72
Mental Health Calls 17 16 148 245 248
Crimes Against Person N/A N/A N/A 224 194
Crimes Against Property N/A N/A N/A 566 556
Crimes Against Society N/A N/A N/A 79 81
Group A Offenses N/A N/A N/A 869 831
Note: As of January 1, 2021, the Department began transitioning crime reporting from the Illinois Uniform Crime
Reporting (UCR) to the National Incident-Based Reporting System (NIBRS).
IN PARTNERSHIP WITH THE COMMUNITY, WE ARE COMMITTED TO SERVE AND
PROTECT, PROMOTE SAFETY AND ENHANCE THE QUALITY OF LIFE
Page 46
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
2025 Proposed
Budget
Salaries and Wages 7,735,573 7,688,410 7,872,489 8,298,288 9,465,338 9,698,611
Benefits 3,425,247 3,693,848 3,882,652 3,946,118 4,349,668 4,913,917
Utilities 73,299 65,280 72,221 84,289 93,820 110,001
Supplies and Commodities 349,290 296,940 360,146 377,853 439,040 473,515
Contractual Services 1,048,631 1,079,414 1,001,718 1,050,717 1,361,938 1,331,439
Other 87,814 124,251 58,078 81,844 229,000 246,000
Total - Police Department $12,719,854 $12,948,143 $13,247,304 $13,839,109 $15,938,804 $16,773,483
Classification
Fund: 01 - General Fund
Expenditures
Total Police Department
General Fund
Police Division Summary
2024-2025 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 2020Actual FY 2021Actual FY 2022Actual FY 2023Actual FY 2024Adopted
Budget
2025Proposed
Budget
Police Division Expense History
Other
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 47
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
BudgetFund: 01 - General FundExpenditures
Unit: 05 - Police Department
SAL - Salaries and Wages
Salaries-Full Time 338,919 335,089 331,524 293,751 288,700 310,492
Salaries-Part Time 32,174 15,622 10,811 35,000 18,000 20,000
Salaries-Overtime 255 649 613 1,000 500 1,000
$371,348 $351,360 $342,948 $329,751 $307,200 $331,492
BEN - Benefits
FICA 22,607 20,364 17,947 20,445 19,500 20,553
Medicare 5,450 4,958 4,197 4,781 4,700 4,807
IMRF 23,140 20,032 13,448 11,690 14,000 15,110
Employee Insurance 67,335 63,500 47,272 49,624 49,000 52,916
Deferred Comp. Contrib.6,381 6,455 3,823 8,000 10,000 12,000
Travel/Training 3,630 886 2,315 8,500 5,000 9,500
Education/School 3,000 3,000 0 3,000 3,000 3,000
Unemployment Insurance 20,000 20,663 21,862 20,000 20,000 20,000
$151,543 $139,858 $110,864 $126,040 $125,200 $137,886
UTIL - Utilities
Telephone/Internet 450 534 431 1,100 600 1,100
Cellular Phones 527 466 1,470 1,200 700 1,920
$977 $1,000 $1,901 $2,300 $1,300 $3,020
SUPP - Supplies and Commodities
Office Supplies/Postage 6,291 7,025 8,180 8,000 8,000 8,000
Replacement Supplies 1,898 1,562 763 3,500 1,000 2,000
Dues & Subscriptions 4,905 4,841 4,386 6,465 5,000 9,465
Gas/Oil/Mileage/Carwash 1,245 2,219 2,122 3,700 3,000 3,700
Uniforms/Clothing 2,251 1,240 6,079 1,800 1,500 1,500
$16,590 $16,887 $21,530 $23,465 $18,500 $24,665
Contrac - Contractual Services
Maintenance Contracts/Lease 5,651 5,911 6,614 6,709 6,709 7,189
Custodial/Building Maintenance 71,172 68,030 78,179 82,500 70,000 82,500
Vehicle Maintenance 1,688 1,347 458 2,500 5,000 2,500
Contractual Services 21,229 7,892 2,538 8,000 5,000 8,000
$99,740 $83,180 $87,789 $99,709 $86,709 $100,189
Total: Administration Program $640,198 $592,285 $565,032 $581,265 $538,909 $597,252
Total: Contractual Services
Total: Supplies & Commodities
Division: 02 - Police Executive
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Page 48
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 3,985,541 4,079,432 4,207,688 5,264,785 4,850,000 5,390,808
Salaries-Part Time (1,025)0 0 303,000 228,500 303,000
Salaries-Overtime 224,247 194,310 214,373 300,000 275,000 300,000
$4,208,763 $4,273,742 $4,422,061 $5,867,785 $5,353,500 $5,993,808
BEN - Benefits
FICA 265,944 254,950 267,791 316,266 332,000 371,616
Medicare 62,253 59,931 62,698 73,966 77,625 86,910
IMRF 15,670 13,460 11,691 7,549 35,160 51,209
Employer Pension Contrib.1,577,460 1,697,212 1,698,689 1,950,000 1,940,409 2,300,000
Employee Insurance 630,361 679,629 709,699 779,536 740,000 781,171
Deferred Comp. Contrib.114,454 123,913 123,020 140,000 130,000 140,000
Travel/Training 24,968 41,655 35,509 50,000 45,000 49,100
$2,691,110 $2,870,750 $2,909,097 $3,317,317 $3,300,194 $3,780,006
UTIL - Utilities
Telephone/Internet 33,635 44,867 47,937 40,000 46,000 31,500
Cellular Phones 6,256 4,079 5,684 7,000 6,500 29,050
$39,891 $48,946 $53,621 $47,000 $52,500 $60,550
SUPP - Supplies and Commodities
Office Supplies/Postage 7,084 9,183 13,217 13,500 10,000 13,500
Replacement Supplies 16,708 18,482 19,685 22,500 15,000 22,500
Dues & Subscriptions 710 2,458 4,193 8,100 5,000 20,100
Gas/Oil/Mileage/Carwash 61,882 89,090 113,457 112,250 122,000 120,000
K-9 Unit 5,416 0 0 0 0 10,000
Uniforms/Clothing 48,402 32,088 29,198 55,900 52,000 62,450
Ammunition/Weapons 28,249 29,795 23,535 32,000 30,000 35,000
Bike Unit 3,385 0 0 6,000 6,000 6,000
$171,836 $181,096 $203,285 $250,250 $240,000 $289,550
Contrac - Contractual Services
Traffic Programs/C.O.P.0 0 0 27,000 27,000 30,000
Explorer Program 2,682 975 204 5,000 2,500 5,000
Radio Maintenance 48 0 0 2,000 500 0
Maintenance Contracts/Lease 4,366 13,899 8,193 11,920 8,000 10,120
Vehicle Maintenance 75,795 49,182 59,977 70,200 58,000 70,200
Contractual Services 13,103 14,514 49,084 55,000 55,000 55,000
Contractual Svcs - WESCOM 607,001 605,468 619,813 640,779 629,000 600,000
Chaplaincy Program 0 0 0 0 0 3,000
Animal Control 2,780 0 0 9,000 5,000 9,000
$705,775 $684,038 $737,271 $820,899 $785,000 $782,320
Total: Police Operations $7,817,375 $8,058,572 $8,325,335 $10,303,251 $9,731,194 $10,906,234
Total: Salaries and Wages
Division: 51 - Police Patrol
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Total: Contractual Services
Page 49
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 1,763,317 1,807,819 2,027,542 2,372,648 2,256,000 2,396,117
Salaries-Overtime 107,876 163,383 188,564 179,000 160,000 197,000
$1,871,193 $1,971,202 $2,216,106 $2,551,648 $2,416,000 $2,593,117
BEN - Benefits
FICA 116,994 119,103 136,781 158,202 149,790 160,773
Medicare 27,450 28,078 32,157 36,999 35,035 37,600
IMRF 13,654 13,630 16,252 16,987 17,040 22,404
Employee Insurance 290,239 309,882 352,937 391,245 391,245 397,893
Deferred Comp. Contrib.53,793 59,790 62,113 65,000 65,000 70,000
Travel/Training 11,448 19,344 16,871 31,800 20,000 37,500
$513,578 $549,827 $617,111 $700,233 $678,110 $726,170
UTIL - Utilities
Telephone/Internet 579 542 433 1,100 600 1,100
Cellular Phones 12,203 9,742 14,832 15,000 13,500 18,264
$12,782 $10,284 $15,265 $16,100 $14,100 $19,364
SUPP - Supplies and Commodities
Office Supplies/Postage 3,877 3,291 5,021 5,500 5,000 5,500
Replacement Supplies 4,215 13,947 5,227 14,500 8,000 13,000
Dues & Subscriptions 3,999 5,331 4,128 6,700 4,000 4,250
Gas/Oil/Mileage/Carwash 16,903 35,709 41,976 45,000 40,000 45,000
Crime Scene/Evidence Tech 6,315 9,299 7,640 10,000 7,000 8,500
Uniforms/Clothing 14,057 14,679 17,899 19,560 19,000 19,850
$49,366 $82,256 $81,891 $101,260 $83,000 $96,100
Contrac - Contractual Services
Community Programs 6,127 8,578 3,582 10,500 10,000 13,000
Community Prog-Alc/Tobacco 104 194 112 2,500 1,000 3,000
Explorer Program (240)0 0 0 0 0
Radio Maintenance 25,564 18,946 19,536 33,000 23,000 0
Maintenance Contracts/Lease 2,498 2,642 1,888 4,920 2,000 4,520
Contractual Services 0 0 0 92,500 92,500 85,000
Vehicle Maintenance 27,120 28,561 20,340 30,000 19,000 37,500
D.A.R.E. Program 3,076 2,604 5,321 5,000 3,000 6,000
Background Check Svcs.2,407 2,405 1,671 2,500 2,000 2,500
$66,656 $63,930 $52,450 $180,920 $152,500 $151,520
OTHER - Other
Shop with a Cop 14,900 15,818 12,913 10,000 15,000 10,000
$14,900 $15,818 $12,913 $10,000 $15,000 $10,000
Total: Police Administration $2,528,475 $2,693,317 $2,995,736 $3,560,161 $3,358,710 $3,596,271
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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
Contrac - Contractual Services
Seizure/Forfeiture Exp.100,230 70,599 22,783 100,000 50,000 100,000
$100,230 $70,599 $22,783 $100,000 $50,000 $100,000
Total: Seizure/Forfeiture $100,230 $70,599 $22,783 $100,000 $50,000 $100,000
SAL - Salaries and Wages
Salaries-Special Activities 22,764 77,155 60,670 32,513 80,000 50,000
$22,764 $77,155 $60,670 $32,513 $80,000 $50,000
BEN - Benefits
FICA 1,344 4,626 3,550 2,016 4,950 3,100
Medicare 315 1,105 843 471 1,150 725
$1,659 $5,731 $4,393 $2,487 $6,100 $3,825
Total: Police Special Activities $24,423 $82,886 $65,063 $35,000 $86,100 $53,825
Total: Contractual Services
Division: 54 - Seizure/Forfeiture
Total: Salaries and Wages
Total: Benefits
Division: 55 - Police Special Activities
Page 51
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 914,637 891,580 909,378 595,261 615,000 627,814
Salaries-Part Time 258,505 259,167 289,965 75,880 65,000 75,880
Salaries-Overtime 40,089 44,335 53,392 6,000 5,000 20,000
$1,213,231 $1,195,082 $1,252,735 $677,141 $685,000 $723,694
BEN - Benefits
FICA 77,332 72,628 76,755 41,983 42,470 44,869
Medicare 18,096 17,089 18,046 9,819 9,935 10,494
IMRF 58,343 55,628 51,846 40,230 32,000 41,411
Employee Insurance 149,288 138,009 124,840 65,418 99,000 118,335
Deferred Comp. Contrib.25,302 23,276 22,398 30,000 25,000 30,000
Travel/Training 5,931 7,998 8,333 10,220 7,000 15,000
$334,292 $314,628 $302,218 $197,670 $215,405 $260,109
UTIL - Utilities
Telephone/Internet 1,164 1,074 1,014 2,200 1,200 2,200
Cellular Phones 2,923 2,394 2,504 7,220 3,000 5,867
$4,087 $3,468 $3,518 $9,420 $4,200 $8,067
SUPP - Supplies and Commodities
Office Supplies/Postage 9,889 8,991 10,870 13,750 12,000 13,750
Replacement Supplies 2,707 8,750 1,241 6,500 4,000 6,500
Dues & Subscriptions 1,632 918 745 650 750 750
Gas/Oil/Mileage/Carwash 17,496 24,858 36,184 5,000 4,000 5,000
Uniforms/Clothing 12,074 16,395 7,797 5,065 3,000 4,100
$43,798 $59,912 $56,837 $30,965 $23,750 $30,100
Contrac - Contractual ServicesTraffic Program 20,259 15,495 22,642 0 0 0Community Programs 0 0 0 0 0 5,000
Radio Maintenance 0 161 0 500 300 35,500
Maintenance Contracts 3,750 5,445 3,982 7,660 5,000 7,660
Vehicle Maintenance 19,310 22,993 26,338 4,300 2,000 4,300
Chaplaincy Program 1,220 1,566 1,752 3,000 2,000 0
Accreditation 4,595 4,595 7,575 8,000 5,000 8,000
Animal Control 0 1,714 3,300 0 0 0
$49,134 $51,969 $65,589 $23,460 $14,300 $60,460
Total: Support Services $1,644,542 $1,625,059 $1,680,897 $938,656 $942,655 $1,082,430
Office Furniture & Equip.9,739 2,026 12,049 10,000 10,000 20,000
Machinery and Equipment 85,762 22,576 36,873 181,000 110,000 188,000
Total: Capital $95,501 $24,602 $48,922 $191,000 $120,000 $208,000
Contingencies 13,362 11,207 17,621 15,000 20,000 15,000
Total: Contingencies $13,362 $11,207 $17,621 $15,000 $20,000 $15,000
Total: Police Department $12,864,106 $13,158,527 $13,721,389 $15,724,333 $14,847,568 $16,559,012
Total: Salaries and Wages
Total: Benefits
Total: Utilities
Total: Supplies & Commodities
Division: 56 - Police Support Services
Division: 91 - Capital
Division: 93 - Contingencies
Total: Contractual Services
Page 52
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
BEN - Benefits
Travel/Training 1,482 0 1,619 4,000 2,000 4,000
$1,482 $0 $1,619 $4,000 $2,000 $4,000
UTIL - Utilities
Telephone/Internet 6,940 7,928 7,944 16,000 8,500 16,000
Cellular Phones 603 595 2,040 3,000 2,200 3,000
$7,543 $8,523 $9,984 $19,000 $10,700 $19,000
SUPP - Supplies and Commodities
Office Supplies/Postage 398 2,860 475 1,000 1,500 1,000
Replacement Supplies 4,624 6,815 945 6,000 5,000 6,000
Dues & Subscriptions 3,419 2,515 5,454 4,000 4,000 4,000
Gas/Oil/Mileage/Carwash 2,166 1,504 3,110 8,000 3,000 8,000
Supplies/Hardware 61 1,449 160 2,000 2,000 2,000
Supplies/Hardware-ESDA 0 0 105 2,000 500 2,000
Uniforms/Clothing 2,041 4,312 2,644 6,000 3,000 6,000
Bike Unit 168 0 280 1,500 500 1,500
$12,877 $19,455 $13,173 $30,500 $19,500 $30,500
Contrac - Contractual Services
Emergency Operation Center 0 0 0 1,000 500 1,000
Police Public Relations 1,050 0 1,255 3,000 2,500 3,000
Disaster Plan/Exercises/NIMS 0 213 302 3,000 500 3,000
Radio Maintenance 13,915 6,950 28,247 16,000 16,000 16,000
Maintenance Contracts/Lease 1,798 1,798 879 1,200 800 1,200
Building Maintenance 1,299 3,741 2,572 20,000 10,000 20,000
Vehicle Maintenance 19,265 8,214 8,457 20,000 28,000 20,000
Siren Maintenance 10,228 8,469 7,259 13,000 10,000 13,000
Contractual Services 0 0 198 5,250 1,000 5,250
CERT/Cadet Program 1,759 0 4,917 4,500 4,000 4,500
PEMA Search and Rescue 3,900 3,275 0 3,000 1,000 3,000
$53,214 $32,660 $54,086 $89,950 $74,300 $89,950
OTHER - Other
Office Furniture & Equipment 0 788 0 5,000 2,000 5,000
Machinery and Equipment 0 4,657 0 5,000 3,000 5,000
Contingencies 488 1,006 2,388 3,000 2,500 3,000
$488 $6,451 $2,388 $13,000 $7,500 $13,000
Total: PEMA $75,604 $67,089 $81,250 $156,450 $114,000 $156,450
Total: Utilities
Total: Supplies & Commodities
Total: OTHER - Other
Total: Contractual Services
Total: Benefits
Unit: 07 - PEMA
Page 53
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Police Division Detail
2024-2025 Fiscal Year Budget
Division: 02 - Administration Program
SAL - Salaries and Wages
Salaries-Part Time 1,111 3,948 3,768 6,500 3,500 6,500
$1,111 $3,948 $3,768 $6,500 $3,500 $6,500
BEN - Benefits
FICA 57 257 216 341 217 341
Medicare 13 60 50 80 50 80
Travel/Training 114 1,541 550 1,500 500 1,500
$184 $1,858 $816 $1,921 $767 $1,921
SUPP - Supplies and Commodities
Office Supplies/Postage 1,774 165 762 2,000 750 2,000
Dues & Subscriptions 699 375 375 600 500 600
$2,473 $540 $1,137 $2,600 $1,250 $2,600
Contrac - Contractual Services
Legal Fees 0 0 0 5,000 2,000 5,000
Marketing and Promotions 0 0 0 2,000 1,000 2,000
Police Testing/Hiring 4,665 15,342 30,749 40,000 18,000 40,000
$4,665 $15,342 $30,749 $47,000 $21,000 $47,000
Total: Police Commission $8,433 $21,688 $36,470 $58,021 $26,517 $58,021
Police Division Total $12,948,143 $13,247,304 $13,839,109 $15,938,804 $14,988,085 $16,773,483
Total: Contractual Services
Total: Salaries and Wages
Total: Benefits
Total: Supplies & Commodities
Unit: 50 - Police Commission
Page 54
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 7,111 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 (18,881 structures, 17,932 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 55
STREET DEPARTMENT
Street Division Operational Duties (continued)
8. Parkway tree inspections, tree plantings, trimming, tree falling, stump grinding, and other
required maintenance for the 24,401 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 2024-2025 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 that
are infested and/or dying. It is estimated that approximately 200 trees will be removed in
2024-2025.
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) Provide accurate Work Order data utilizing 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 56
STREET DEPARTMENT
FY 2024-2025 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 2017 2018 2019 2020 2021 2022 2023
Patching/pothole repair (tons) 179 122 150 124 175 154 75
Shoulder stone repaired (tons) 749 1,096 352 502 1,264 925 952
Snow removal events 19 30 26 20 19 15 17
Storm sewer structures repaired 35 48 42 30 46 29 44
New signs installed 334 217 336 355 237 237 220
Street sweeping (lane miles) 2,181 1,964 1,718 1,534 1,968 1,754 1,760
Trees trimmed 5,127 6,402 2,885 2,954 1,173 2733 5,025
Trees planted 807 828 602 4 5 24 20
Plantings installed 1,274 1,528 1,937 2,632 10,172 9,937 10,050
Grounds maintenance and mowing
(hours) 1,989 2,949 2,261 1,918 1,564 1,741 1,720
Fleet Maintenance: Vehicles, trucks,
equipment repaired (units) 623 650 852 796 916 892 1,063
Page 57
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Salaries and Wages 1,671,891 1,645,291 1,644,737 1,685,116 1,962,000 2,207,000
Benefits 641,808 683,376 682,509 661,737 806,925 900,735
Utilities 249,238 236,511 201,647 148,804 203,500 250,000
Supplies and Commodities 645,363 377,461 473,212 385,461 591,000 552,500
Contractual Services 1,067,203 1,477,297 1,260,350 929,461 1,397,000 1,531,000
$4,275,503 $4,419,936 $4,262,455 $3,810,579 $4,960,425 $5,441,235
General Fund
Streets Division Summary
2024-2025 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Streets Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 58
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Unit: 08 - Street Department
Salaries-Full Time 398,138 382,643 279,514 495,000 465,000 575,000
Salaries-Part Time 0 0 8,550 13,000 22,000 25,000
$398,138 $382,643 $288,064 $508,000 $487,000 $600,000
FICA 25,116 23,045 15,515 31,495 29,850 36,800
Medicare 5,992 5,503 3,628 7,365 6,985 8,550
IMRF 46,129 41,046 22,091 55,880 40,000 60,000
Employee Insurance 83,463 87,357 44,949 95,000 100,000 105,000
Deferred Comp. Contribution 10,884 5,949 3,455 10,000 6,000 10,000
Travel/Conventions/Training 2,187 15,114 14,857 13,000 18,000 20,000
IL Unemployment Insurance 4,500 4,659 4,905 5,000 5,000 5,000
$178,271 $182,673 $109,400 $217,740 $205,835 $245,350
Telephone/Internet 33,010 17,483 16,850 25,000 20,000 22,000
Cellular Phones 7,747 6,181 7,849 8,500 11,500 13,000
$40,757 $23,664 $24,699 $33,500 $31,500 $35,000
SUPP - Supplies and Commodities
Office Supplies/Postage 4,134 4,732 7,646 6,000 7,500 8,000
Dues & Subscriptions 2,898 2,330 4,255 4,000 5,500 6,000
Gas/Oil/Mileage/Carwash 0 97 389 500 300 500
Supplies/Hardware 306 0 623 1,000 1,500 2,000
$7,338 $7,159 $12,913 $11,500 $14,800 $16,500
Building Maintenance 12,560 23,245 18,619 25,000 20,000 25,000
Legal Notices 3,243 1,205 2,160 2,000 2,500 2,500
$15,803 $24,450 $20,779 $27,000 $22,500 $27,500
$640,307 $620,589 $455,855 $797,740 $761,635 $924,350
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
2024-2025 Fiscal Year Budget
Division: 02 - Administration Program
Page 59
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Streets Division Detail
2024-2025 Fiscal Year Budget
Salaries-Full Time 848,798 872,519 917,285 940,000 965,000 1,030,000
Salaries-Part Time 0 1,596 61,715 85,000 105,000 115,000
Salaries-Overtime 97,807 97,330 102,656 95,000 95,000 100,000
$946,605 $971,445 $1,081,656 $1,120,000 $1,165,000 $1,245,000
FICA 58,971 58,119 67,275 69,440 72,230 76,570
Medicare 13,791 13,592 15,734 16,250 16,900 17,910
IMRF 106,751 100,899 94,278 123,200 92,000 124,000
Employee Insurance 192,658 203,716 235,395 225,000 255,000 260,000
Deferred Comp. Contribution 21,025 22,457 22,337 25,000 25,000 30,000
$393,196 $398,783 $435,019 $458,890 $461,130 $508,480
Electricity/Gas 195,754 177,983 124,105 170,000 210,000 215,000
$195,754 $177,983 $124,105 $170,000 $210,000 $215,000
SUPP - Supplies and Commodities
Gas/Oil/Mileage/Carwash 48,040 71,645 80,651 80,000 80,000 80,000
Supplies/Hardware 14,617 16,505 22,475 20,000 21,000 22,000
Supplies - Salt Purchase 227,596 310,233 201,685 385,000 540,000 325,000
Street Sign Maintenance 51,998 38,032 28,190 60,000 30,000 65,000
Aggregate Materials 4,829 4,857 9,419 5,000 10,000 10,000
Uniforms/Clothing 11,972 10,940 14,051 13,000 19,000 15,000
$359,052 $452,212 $356,471 $563,000 $700,000 $517,000
Radio Maintenance 3,225 2,574 0 5,000 2,000 5,000
Vehicle Maintenance 22,249 47,110 44,769 40,000 35,000 40,000
Street Light Maintenance 137,641 180,004 186,682 140,000 150,000 175,000
Street Maintenance 157,742 104,253 143,286 190,000 200,000 225,000
Storm Sewer Improvements 15,272 10,740 19,101 30,000 25,000 33,000
Contractual Services 159,676 187,179 138,130 200,000 175,000 210,000
Contractual Snow Removal 758,253 529,834 186,961 550,000 300,000 575,000
Sidewalk Maintenance 5,220 3,185 2,112 5,000 8,000 8,500
Equipment Maintenance 134,510 106,498 122,139 135,000 95,000 150,000
$1,393,788 $1,171,377 $843,180 $1,295,000 $990,000 $1,421,500
$3,288,395 $3,171,800 $2,840,431 $3,606,890 $3,526,130 $3,906,980 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 60
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
General Fund
Streets Division Detail
2024-2025 Fiscal Year Budget
SAL - Salaries and Wages
Salaries-Full Time 85,741 84,707 89,710 93,000 90,000 105,000
Salaries-Overtime 13,067 10,317 12,775 12,000 10,000 12,000
$98,808 $95,024 $102,485 $105,000 $100,000 $117,000
FICA 6,213 5,877 6,464 6,510 6,200 7,250
Medicare 1,453 1,375 1,512 1,525 1,450 1,700
IMRF 11,148 10,111 9,491 11,550 10,000 11,700
Employee Insurance 13,226 14,156 16,196 18,000 13,000 18,000
Deferred Comp. Contribution 2,275 3,061 2,300 4,000 3,200 4,000
$34,315 $34,580 $35,963 $41,585 $33,850 $42,650
SUPP - Supplies and Commodities
Supplies/Hardware 11,071 13,841 15,577 15,000 15,000 17,000
Uniforms/Clothing 0 0 500 1,500 1,000 2,000
$11,071 $13,841 $16,077 $16,500 $16,000 $19,000
Tree Removal 44,200 37,700 40,650 45,000 35,000 50,000
Contractual Services 23,506 26,823 24,852 30,000 28,000 32,000
$67,706 $64,523 $65,502 $75,000 $63,000 $82,000
$211,900 $207,968 $220,027 $238,085 $212,850 $260,650
Salaries-Full Time 191,801 188,794 207,842 219,000 220,000 235,000
Salaries-Overtime 9,939 6,831 5,069 10,000 6,000 10,000
$201,740 $195,625 $212,911 $229,000 $226,000 $245,000
FICA 12,577 11,962 12,864 14,200 14,000 15,200
Medicare 2,942 2,798 3,008 3,320 3,275 3,555
IMRF 22,795 20,331 18,904 25,190 20,000 24,500
Employee Insurance 33,556 27,161 42,304 40,000 55,000 55,000
Deferred Comp. Contribution 5,724 4,221 4,275 6,000 5,000 6,000
$77,594 $66,473 $81,355 $88,710 $97,275 $104,255
$279,334 $262,098 $294,266 $317,710 $323,275 $349,255
$4,419,936 $4,262,455 $3,810,579 $4,960,425 $4,823,890 $5,441,235
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 61
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. The
2023-2024 year brought in many projects in every sector including all types of residential products,
industrial, and commercial development. This fiscal year saw the entitlement of two large commercial
projects, Woodman’s Food Market and Hawk Auto’s four new dealerships, bringing new tax revenue to
the community. A 350,000 square foot cold storage industrial building also began construction this year.
The department has five (5) full-time employee positions budgeted and the department is fully staffed.
The five (5) total employee positions include the Economic Development Director, Planning Director, one
Planner, one Associate Planner and the Planning Department Assistant. The Economic Development
Director is an accredited certified urban planner through the American Institute of Certified Planners.
Planning and Zoning Process
All land use development and entitlement cases are legally processed by the Village’s planning staff. Staff
works with landowners, entitlement attorneys, land planners, architects, engineers and landscape
architects. Cases involve Annexations, Annexation Agreements, Special Uses, Planned Developments,
Rezoning, Variances and Site Plan Reviews. The planning process starts with the pre-application meeting.
At the pre-application meeting, staff generally reviews the planning process and the procedural steps
that will be necessary to obtain approval of the proposed project or zoning request. Staff prepares the
case for the Plan Commission and coordinates with the Village Engineer, Fire Department and Traffic
Committee and incorporates any planning comments regarding the case.
After the Plan Commission staff prepares the case for the Village Board and final approval, coordinates
the negotiations and any required revisions relating to an Annexation Agreement or Statement of Intent
and Agreement. In addition, staff prepares the necessary agreements, plats, plans, exhibits, and
ordinances relating to approved land use cases.
Staff is also responsible for handling and processing all façade grants that are submitted for
consideration. The facade grant program is funded by the downtown tax increment financing (TIF)
district. Staff processes the grant applications and processes payments once the facades are completed.
Planning further serves as the staff liaison to the Historic Preservation Commission (HPC) and prepares
all staff reports for the monthly meetings of the HPC. The Commission is active in soliciting landmark and
district applications throughout the Village’s historical core. Staff is responsible for handling the
administration of landmark applications and any proposed creation of a district. All requests for
Certificate of Appropriateness (COA) approval for exterior modifications to landmarks and properties
within districts and any demolition are also processed through the Planning Department. Lastly, staff
coordinates the annual reporting requirements associated with being a Certified Local Government
(CLG) with the Illinois Historic Preservation Association (IHPA).
Page 62
PLANNING DEPARTMENT
Long Term Planning & Visioning
The Village embarked on the completion of a new Plainfield Comprehensive Land Use Plan in 2023-2024
which is a key document for the planning staff as this provides the community’s ultimate vision and goals
for future land uses. The Village’s consultant, Houseal Lavigne, held multiple stakeholder and project
area workshops through 2023 and is currently preparing the draft of the document and maps to present
to upcoming workshops in 2024 and ultimately finalize the document the summer of 24’.
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 is preparing a Request for
Qualifications with the expectations to release the RFQ one month prior to the date of the expected
Comprehensive Plan adoption to begin this process in 2024. Staff expects the Zoning Ordinance to be a
2-3 year process.
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.
FY 2024-2025 Key Objectives
The Planning Department has established key objectives to pursue in the 2024-2025 Fiscal Year:
• Finalizing the new Comprehensive Land Use Plan.
• 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.
• Begin the process to amend the Zoning Ordinance and bring it up to date to current standards
and reflect the new Comprehensive Land Use Plan.
• 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 63
PLANNING DEPARTMENT
Economic Development
In 2024-2025, staff will remain focused on the Boulevard Place’s development bringing new retail, dining
and entertainment to the Village. 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 for the new outlots being created by the Woodman’s Food Market
development creating new development opportunities.
• Bring the interest in development to fruition at the SWC of Renwick and IL 59 with multiple
businesses with interest currently.
• Continue to expand the existing downtown with new redevelopment opportunities and growth.
• Explore the expansion of the 143rd Street west industrial area.
• Seek opportunities of growth of the extended downtown/Village Center area.
• Coordinating with property owners and commercial brokers to provide customized marketing
materials and demographic information specific to the targeted retailers and end-users.
• 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 2024-
2025:
• 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.
• Staff will continue to work with the Community Relations and Engineering departments to
investigate grant opportunities to continue to extend the trail system, particularly to the north.
Page 64
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 352,345 342,605 374,830 430,577 464,000 489,000
Benefits 145,197 150,066 158,020 152,847 176,530 196,215
Utilities 4,024 2,373 2,473 2,254 5,000 5,000
Supplies and Commodities 9,540 8,419 14,187 7,076 20,750 20,750
Contractual Services 47,455 100,063 39,400 58,709 193,500 195,500
$558,561 $603,526 $588,910 $651,463 $859,780 $906,465Total: 20 - Planning Program
Classification
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Summary
2024-2025 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
ProposedBudget
Planning Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 65
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Unit: 09 - Community Development
Division: 20 - Planning Program
Salaries-Full Time 338,140 369,103 425,717 455,000 445,000 480,000
Salaries-Overtime 0 177 0 2,000 200 2,000
Salaries-Commissioner 4,465 5,550 4,860 7,000 5,000 7,000
$342,605 $374,830 $430,577 $464,000 $450,200 $489,000
FICA 21,781 22,860 26,312 28,765 27,900 30,325
Medicare 5,094 5,346 6,154 6,725 6,530 7,090
IMRF 38,774 39,109 37,734 51,040 49,000 53,800
Employee Insurance 75,575 80,653 66,919 70,000 76,000 85,000
Deferred Comp. Contribution 6,597 5,663 7,363 9,000 8,000 9,000
Travel/Training 1,245 3,427 7,301 10,000 8,000 10,000
IL Unemployment Insurance 1,000 962 1,064 1,000 1,000 1,000
$150,066 $158,020 $152,847 $176,530 $176,430 $196,215
Telephone/Internet 1,341 1,541 1,240 3,000 1,800 3,000
Cellular Phones 1,032 932 1,014 2,000 1,050 2,000
$2,373 $2,473 $2,254 $5,000 $2,850 $5,000
SUPP - Supplies and Commodities
Office Supplies/Postage 3,795 9,310 5,276 12,000 7,500 12,000
Dues & Subscriptions 4,587 4,837 1,733 8,000 6,000 8,000
Gas/Oil/Mileage/Carwash 37 40 67 750 500 750
$8,419 $14,187 $7,076 $20,750 $14,000 $20,750
Maintenance Contracts/Lease 1,820 1,878 1,042 2,500 1,500 2,500
Vehicle Maintenance 0 0 0 1,000 250 1,000
Legal Notices 10,514 9,335 14,151 10,000 11,000 12,000
Legal Fees 2,026 2,250 3,593 5,000 3,500 5,000
Marketing and Promotions 0 0 0 5,000 2,000 5,000
Special Projects and Programs 62,528 0 30,494 135,000 90,000 135,000
Contractual Services 4,387 10,401 4,153 15,000 9,000 15,000
Engineering Fees 18,788 15,536 5,276 20,000 15,000 20,000
$100,063 $39,400 $58,709 $193,500 $132,250 $195,500
$603,526 $588,910 $651,463 $859,780 $775,730 $906,465
Fund: 01 - General Fund
Expenditures
General Fund
Planning Division Detail
2024-2025 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 66
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,
Senior Building Inspector, Building Inspectors, 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 67
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 includes the 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 inspections: The department assists Engineering, Water and Sewer, Public Works, Police
Departments and two Fire Districts on various issues.
Site Safety
Premise Safety is priority for the safe occupancy and use of buildings and/or structures. The department
interfaces, as needed, with the Fire Department and Police in code matters related to premise safety.
• Regulating property/premises for emergency responders: The department verifies all street
addresses as required by code for emergency responders.
• Regulating safety on property by response to disasters: Safety inspections are conducted on a
24-hour on-call basis for emergency incidents such as fires, floods, and other disasters.
Page 68
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 2024-2025
• 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.
• Maintain the new software system.
FY 2024-2025
• 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 2017 2018 2019 2020 2021 2022 2023
New Residential Permits 144 180 201 256 361 419 391
General Construction
Inspections 8,816 8,453 10,490 11,300 13,589 14,955 14,999
Commercial/Industrial
Added (Sq Ft) 38,757 95,421 1,674,667 280,610 557,110 228,488 230,965
Acreage Annexed 58.87 206.86 65.717 2.9233 98 527,227 155.6
Page 69
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Unit: 09 - Community Development
Salaries and Wages 665,429 669,669 681,665 733,318 848,000 896,000
Benefits 304,758 313,503 308,428 288,873 337,230 347,800
Utilities 4,795 4,499 4,344 4,356 5,500 5,500
Supplies and Commodities 10,638 9,430 10,223 8,891 15,500 17,000
Contractual Services 5,953 5,782 32,044 31,907 19,000 29,000
$991,573 $1,002,883 $1,036,704 $1,067,345 $1,225,230 $1,295,300
General Fund
Building & Code Compliance Summary
2024-2025 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 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Building Division Expense History
Contractual Services
Supplies and Commodities
Utilities
Benefits
Salaries and Wages
Page 70
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Unit: 09 - Community Development
Salaries-Full Time 669,669 679,395 732,511 845,000 800,000 893,000
Salaries-Overtime 0 2,270 807 3,000 3,000 3,000
$669,669 $681,665 $733,318 $848,000 $803,000 $896,000
FICA 41,796 40,832 44,548 51,770 49,785 55,500
Medicare 9,775 9,549 10,418 12,110 11,645 12,300
IMRF 75,590 71,294 65,207 91,850 72,000 90,000
Employee Insurance 164,902 168,199 148,880 150,000 153,000 155,000
Deferred Comp. Contribution 16,397 10,015 14,181 15,000 16,000 18,000
Travel/Training 3,543 6,843 3,845 15,000 10,000 15,000
IL Unemployment Insurance 1,500 1,696 1,794 1,500 1,800 2,000
$313,503 $308,428 $288,873 $337,230 $314,230 $347,800
Telephone/Internet 449 514 413 1,000 700 1,000
Cellular Phones 4,050 3,830 3,943 4,500 4,200 4,500
$4,499 $4,344 $4,356 $5,500 $4,900 $5,500
Office Supplies/Postage 8,192 8,107 7,998 10,000 8,200 10,000
Dues & Subscriptions 340 546 515 3,000 800 3,000
Gas/Oil/Mileage/Carwash 0 0 0 1,000 300 1,000
Uniforms/Clothing 898 1,570 378 1,500 2,800 3,000
$9,430 $10,223 $8,891 $15,500 $12,100 $17,000
Recording Fees 2,612 2,501 1,558 3,000 1,200 3,000
Vehicle Maintenance 0 0 0 1,000 200 1,000
Contractual Services 3,170 29,543 30,349 15,000 5,000 25,000
$5,782 $32,044 $31,907 $19,000 $6,400 $29,000
$1,002,883 $1,036,704 $1,067,345 $1,225,230 $1,140,630 $1,295,300
Fund: 01 - General FundExpenditures
Division: 21 - Building Program
General Fund
Building & Code Compliance Division Detail
2024-2025 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 71
WATER DIVISION
DESCRIPTION OF DEPARTMENTAL ACTIVITIES
The Water Division is a division of the Public Works Department. This division operates under the general
supervision of the Director of Public Works as the daily operations are managed by the Water
Superintendent and one Crew Leaders within this division. Additional staff members include four 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, this water is distributed throughout the system. Some of the major
components within the system include eight PRV stations, one ground storage tank, five elevated water
towers, the supervisory control/data acquisition computer system, and three emergency back-up wells.
The employees of the division operate the system in a manner that provides safe drinking water for our
residents while retaining a sufficient supply of water that could be utilized to extinguish a fire if required.
Once the Village started utilizing treated Lake Michigan water in 2004, the system has consistently
exceeded the water quality standards established by the Environmental Protection Agency. On a regular
basis staff collects bacteriological samples, complete chemical samples, volatile & synthetic compound
samples, and lead/copper samples. Once these samples are collected they are analyzed by an EPA
certified laboratory.
On a daily basis employees are available to respond to water related concerns expressed by our
residents. Additionally, staff will perform routine maintenance on pumps, motors, and chemical feed
equipment. Our field crews oversee the operation and maintenance of 235 miles of water main, 4,132
hydrants, 3,330 valves, and 14,898 water services/ water meters.
Water Metering
This division is responsible for the installation, repair, and the programming of all water meters. On a
monthly basis staff will collect water usage readings, via radio frequency, from all water meters within
the Village. These readings are then electronically transferred to our water billing system. Employees
respond and troubleshoot meters that indicate unusually high or low usage. Staff will also replace
inoperable meters as required. The Water Division is currently in the process of changing technology by
changing the meter readers 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 2 water towers. This new
technology will enable the Division to maintain the system more efficiently. The new Iperl meters, which
we currently purchase from Sensus Meter Company, utilizing the new technology will save the Village a
significant amount of money in respect to reading meters in less than 1 day compared to the drive by
reading which takes approximately 4 days.
Page 72
WATER DIVISION
FY 2024-2025 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 basis. 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 Sprinkler Companies on
an as needed basis.
e. We will strive to maintain the Village’s unaccounted for water consumption 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.
Objective 3: Planning for the Future
1. Continue lead line replacement in Old Town area.
2. Rebuild Well #5 well for emergency back-up water source.
3. Construction of Mill St replacement Water Tower
4. Conduct Village wide Water leak survey.
5. Conduct our ongoing Hydrant maintenance/ painting program.
6. Replacing one water department vehicle due to age.
7. Replacing one excavator in the water department due to age.
8. Staff will continue updating the 5-Year Capital Improvement Plan for the water system.
Page 73
WATER DIVISION
Performance Measures – Water Division
2017 2018 2019 2020 2021 2022 2023
Water Flow: (Jan 1- Dec 31)
Total pumpage (in billions)
Unaccounted for flow
Average daily flow (MGD)
Maximum daily flow (MGD)
1.185
1.8%
3.2
5.9
1.219
4.0%
3.3
6.0
1.149
4.0%
3.1
4.7
1.225
5.9%
3.4
5.9
1.306
1.9%
3.5
6.8
1.391
2.8%
3.8
6.8
1.5
8%
4.0
7.3
Water Mains:
Main breaks
Valves repaired
Valves exercised
Hydrants repaired
Hydrants tested
Water service repairs
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
10
4
185
20
4,100
6
Fire Flow Tests 6 4 12 35 6 32 26
Water Samples 750 723 706 820 970 1,000 1,100
Page 74
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. Employees of the sewer
division have the responsibility to identify I & I points so problems can be addressed.
Page 75
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. Update the Sanitary sewer master plan to identify areas of the system requiring
improvement.
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.
5. Right size staffing levels to ensure continuity of operations.
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 2025, 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.
2017 2018 2019 2020 2021 2022 2023
Total Gallons Reclaimed (Billions)
Bio-solids Treated (Tons)
Average Daily Flow (Millions)
Maximum Daily Flow (Millions)
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
1.716
1,466
4.702
12.55
Lift Station Maintenance Events
Laboratory Tests
Industrial Samples
Sewers Inspected & cleaned (ft.)
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
17,320
57
47,718
343
21,300
105
104,145
581
30,828
204
19,189
Page 76
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Fund: 02 - Water & Sewer Fund
Licenses and Permits 1,593,514 3,410,306 3,737,652 4,379,140 2,155,000 2,305,000
State of Illinois Taxes 1,801,904 2,114,518 2,993,857 3,168,756 3,000,000 3,200,000
16,846,437 19,140,282 19,679,120 20,606,940 20,639,000 22,827,700
0 0 0 2,753,043 980,000 0
404,488 62,163 (177,284)883,868 150,000 550,000
25,631 52,618 45,044 45,283 28,000 28,000
0 0 0 1,233,941 1,909,000 0
Revenues Total $20,671,974 $24,779,887 $26,278,389 $33,070,971 $28,861,000 $28,910,700
1,318,114 1,312,957 1,285,091 1,306,747 1,672,000 1,770,000
481,960 530,380 496,517 480,033 690,830 648,756
742,311 756,615 717,465 553,744 749,500 823,000
500,546 490,170 585,830 777,429 768,000 785,500
9,462,377 10,685,604 11,642,679 12,039,693 12,185,500 14,350,500
350,000 350,000 350,000 350,000 350,000 350,000
981,000 983,800 935,748 949,100 952,088 0
4,088,669 4,549,267 4,903,080 5,835,977 9,975,000 9,725,000
3,123,776 1,309,591 1,302,982 1,427,933 1,494,774 1,603,887
3,472,840 3,588,950 3,640,901 3,667,321 0 0
Expenditures Total $24,521,593 $24,557,334 $25,860,293 $27,387,977 $28,837,692 $30,056,643
Total: Water & Sewer Fund ($3,849,619)$222,553 $418,096 $5,682,994 $23,308 ($1,145,943)
Classification
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Water & Sewer Fund
Revenue/Expense Summary
2024-2025 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 77
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Fund: 02 - Water and Sewer Fund
LIC&PER - Licenses and Permits
Meter Sales 191,884 232,195 242,445 200,000 200,000 250,000
Water Connection Fee 1,103,812 1,649,436 1,459,649 950,000 1,200,000 1,000,000
Sewer Connection Fee 2,112,245 1,654,680 2,413,488 950,000 1,300,000 1,000,000
Sewer By-Pass Fee 2,365 5,375 5,805 5,000 5,000 5,000
Recapture Fee 0 195,966 257,753 50,000 75,000 50,000
$3,410,306 $3,737,652 $4,379,140 $2,155,000 $2,780,000 $2,305,000
STTAX - State of Illinois Taxes
Home Rule Sales Tax 2,114,518 2,993,857 3,168,756 3,000,000 3,150,000 3,200,000
$2,114,518 $2,993,857 $3,168,756 $3,000,000 $3,150,000 $3,200,000
SERV - Charges for Services
Water Sales 11,976,340 12,195,843 12,730,856 12,900,000 13,650,000 14,195,000
Water Penalty 0 87,542 116,695 85,000 125,000 95,000
Sewer Sales 6,029,551 6,181,896 6,496,573 6,400,000 6,920,000 7,195,000
Sewer Penalty 0 47,139 62,523 50,000 70,000 70,000
Capital Charge 1,110,391 1,133,511 1,163,801 1,170,000 1,197,970 1,235,000
Capital Charge Penalty 0 9,189 12,492 10,000 13,500 10,000
Tower Rent 24,000 24,000 24,000 24,000 24,000 27,700
$19,140,282 $19,679,120 $20,606,940 $20,639,000 $22,000,470 $22,827,700
Grant Revenue 0 0 2,753,043 980,000 2,942,000 0
$0 $0 $2,753,043 $980,000 $2,942,000 $0
Interest Income 44,047 17,708 835,249 150,000 750,000 550,000
Realized/Unrealized G/L 18,116 (194,992)48,619 0 0 0
$62,163 ($177,284)$883,868 $150,000 $750,000 $550,000
Sale of Scrap 2,581 6,163 3,136 500 2,750 500
Other Reimbursements 21,930 2,989 7,235 2,500 2,500 2,500
Other Receipts 28,107 35,892 34,912 25,000 10,000 25,000
$52,618 $45,044 $45,283 $28,000 $15,250 $28,000
Loan Proceeds 0 0 1,233,941 1,909,000 1,515,000 0
$0 $0 $1,233,941 $1,909,000 $1,515,000 $0
$24,779,887 $26,278,389 $33,070,971 $28,861,000 $33,152,720 $28,910,700Revenues 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
2024-2025 Fiscal Year Budget
Page 78
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Fund: 02 - Water and Sewer Fund Expenses
Unit: 10 - Water Department
SAL - Salaries and Wages
Salaries-Full Time 219,318 228,056 225,835 285,000 240,000 295,000
Salaries-Part Time 0 0 4,299 6,500 10,000 15,000
$219,318 $228,056 $230,134 $291,500 $250,000 $310,000
FICA 13,980 13,951 13,190 18,075 15,500 19,220
Medicare 3,355 3,346 3,085 4,225 3,625 4,495
IMRF 25,886 24,591 19,024 32,065 25,000 31,000
Employee Insurance 45,398 43,471 43,080 60,000 50,000 55,000
Deferred Comp. Contrib 7,708 6,874 5,737 12,000 10,000 10,000
Travel/Training 1,918 4,211 2,922 5,000 2,500 5,000
IL Unemployment Ins.2,000 1,447 1,175 2,000 2,000 2,000
$100,245 $97,891 $88,213 $133,365 $108,625 $126,715
Telephone/Internet 7,717 630 638 3,000 1,000 2,000
Cellular Phones 4,178 4,412 5,207 5,000 7,000 7,500
$11,895 $5,042 $5,845 $8,000 $8,000 $9,500
SUPP - Supplies & Commodities
Office Supplies/Postage 29,484 36,212 38,907 35,000 35,000 35,000
Dues & Subscriptions 266 1,504 2,224 2,000 2,200 2,500
Gas/Oil/Mileage/Wash 82 538 68 500 200 500
Supplies/Hardware 448 485 540 500 550 500
Software 0 0 0 2,000 400 2,000
Sand & Gravel 1,476 847 1,666 2,000 1,000 2,000
Water Meters 174,832 236,273 403,635 325,000 300,000 350,000
$206,588 $275,859 $447,040 $367,000 $339,350 $392,500
Contract - Contractual Services
Building Maintenance 10,623 17,122 14,959 20,000 15,000 20,000
Legal Fees 0 617 0 1,500 1,500 1,500
Contractual Services 36,904 89,347 83,315 90,000 85,000 90,000
Equipment Maintenance 251 689 19 500 500 500
Engineering Fees 79,590 97,499 16,872 40,000 40,000 40,000
$127,368 $205,274 $115,165 $152,000 $142,000 $152,000
Admin Service Charge 175,000 175,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 245,950 233,937 237,275 238,022 238,022 0
$420,950 $408,937 $412,275 $413,022 $413,022 $175,000
$1,086,364 $1,221,059 $1,298,672 $1,364,887 $1,260,997 $1,165,715
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
2024-2025 Fiscal Year Budget
Page 79
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2024-2025 Fiscal Year Budget
Salaries-Full Time 387,777 396,777 375,882 495,000 445,000 525,000
Salaries-Part Time 8,086 1,595 5,681 20,000 15,000 20,000
Salaries-Overtime 32,515 39,927 38,559 35,000 42,000 40,000
$428,378 $438,299 $420,122 $550,000 $502,000 $585,000
FICA 27,058 26,678 26,153 34,100 31,125 36,270
Medicare 6,364 6,273 6,116 7,975 7,280 8,483
IMRF 47,854 45,808 37,986 60,500 45,000 50,000
Employee Insurance 75,837 70,620 64,772 85,000 62,000 65,000
Deferred Comp. Contrib 13,575 13,139 11,075 20,000 15,000 18,000
$170,688 $162,518 $146,102 $207,575 $160,405 $177,753
Telephone/Internet 18,521 1,513 1,531 5,000 1,600 2,000
Electricity/Gas 146,358 165,167 124,455 150,000 200,000 225,000
$164,879 $166,680 $125,986 $155,000 $201,600 $227,000
SUPP - Supplies and Commodities
Office Supplies/Postage 331 226 1,047 2,000 1,500 2,000
Replacement Supplies 6,950 19,085 11,716 10,000 15,000 20,000
Gas/Oil/Mileage/Wash 10,092 16,462 14,555 20,000 18,000 20,000
Supplies/Hardware 7,699 8,907 10,707 10,000 18,000 20,000
Chemicals 5,851 5,475 10,040 10,000 6,000 10,000
Uniforms/Clothing 4,793 3,427 2,914 5,000 4,500 5,000
$35,716 $53,582 $50,979 $57,000 $63,000 $77,000
Contract - Contractual Services
Building Maintenance 7,978 1,216 1,672 20,000 10,000 45,000
Vehicle Maintenance 8,136 8,552 13,270 10,000 10,000 10,000
Contractual Services 35,739 14,057 6,833 60,000 25,000 60,000
Lake Michigan Water 9,994,364 10,941,410 11,385,077 11,200,000 12,920,000 13,305,000
Equipment Maint.4,356 10,299 8,605 10,000 10,000 10,000
System Maintenance 46,540 20,413 105,089 90,000 85,000 90,000
Water/Fire Hydrant 42,815 41,511 35,550 50,000 45,000 50,000
EPA Analytical 25,244 18,723 24,040 30,000 30,000 30,000
$10,165,172 $11,056,181 $11,580,136 $11,470,000 $13,135,000 $13,600,000
Transfer to Debt Service 245,950 233,937 237,275 238,022 238,022 0
$245,950 $233,937 $237,275 $238,022 $238,022 $0
Contingencies/Depreciation
Depreciation 3,588,950 3,640,901 3,667,321 0 0 0
$3,588,950 $3,640,901 $3,667,321 $0 $0 $0
$14,799,733 $15,752,098 $16,227,921 $12,677,597 $14,300,027 $14,666,753
$15,886,097 $16,973,157 $17,526,593 $14,042,484 $15,561,024 $15,832,468Total: 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 80
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2024-2025 Fiscal Year Budget
Unit: 11 - Sewer Department
Salaries-Full Time 220,781 224,276 227,052 285,000 240,000 295,000
Salaries-Part Time 0 0 4,298 6,500 10,000 15,000
$220,781 $224,276 $231,350 $291,500 $250,000 $310,000
FICA 14,021 13,601 13,100 18,075 15,500 19,220
Medicare 3,365 3,263 3,063 4,225 3,625 4,495
IMRF 25,985 24,049 18,918 32,065 25,000 34,100
Employee Insurance 43,787 41,968 43,101 59,000 53,000 55,000
Deferred Comp. Contrib 7,735 6,674 5,690 12,000 12,000 12,000
Travel/Training 989 3,150 12,183 12,000 12,000 13,500
IL Unemployment Ins.2,000 1,237 1,144 2,000 2,000 2,000
$97,882 $93,942 $97,199 $139,365 $123,125 $140,315
Telephone/Internet 13,376 1,093 1,106 3,000 2,000 3,000
Cellular Phones 2,372 2,008 2,763 3,500 3,500 3,500
$15,748 $3,101 $3,869 $6,500 $5,500 $6,500
SUPP - Supplies and Commodities
Office Supplies/Postage 28,822 32,813 38,571 35,000 35,000 35,000
Dues & Subscriptions 63,935 64,560 67,460 70,000 70,000 72,000
Gas/Oil/Mileage/Wash 2,195 848 208 2,500 2,000 2,500
Supplies/Hardware 1,560 1,115 1,720 3,000 2,000 3,000
$96,512 $99,336 $107,959 $110,500 $109,000 $112,500
Contract - Contractual Services
Building Maintenance 10,637 15,305 22,234 20,000 20,000 65,000
Legal Fees 0 0 0 1,500 500 1,500
Contractual Services 48,247 54,696 64,977 65,000 65,000 75,000
Equipment Maintenance 683 12 0 2,000 2,000 2,000
Engineering Fees 13,731 0 15,409 15,000 15,000 15,000
$73,298 $70,013 $102,620 $103,500 $102,500 $158,500
Admin Service Charge 175,000 175,000 175,000 175,000 175,000 175,000
Transfer to Debt Service 245,950 233,937 237,275 238,022 238,022 0
$420,950 $408,937 $412,275 $413,022 $413,022 $175,000
$925,171 $899,605 $955,272 $1,064,387 $1,003,147 $902,815 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 81
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2024-2025 Fiscal Year Budget
Salaries-Full Time 409,938 371,322 398,858 489,000 455,000 530,000
Salaries-Part Time 8,086 1,595 5,681 20,000 0 5,000
Salaries-Overtime 26,456 21,543 20,602 30,000 25,000 30,000
$444,480 $394,460 $425,141 $539,000 $480,000 $565,000
FICA 28,018 24,060 26,056 33,420 29,800 35,030
Medicare 6,585 5,658 6,094 7,815 6,960 8,193
IMRF 49,784 41,818 38,095 59,290 45,000 55,750
Employee Insurance 63,072 59,009 67,241 90,000 80,500 85,000
Deferred Comp. Contrib 14,106 11,621 11,033 20,000 15,000 20,000
$161,565 $142,166 $148,519 $210,525 $177,260 $203,973
Telephone/Internet 36,014 2,938 2,978 5,000 5,000 5,000
Electricity/Gas 528,079 539,704 415,066 575,000 525,000 575,000
$564,093 $542,642 $418,044 $580,000 $530,000 $580,000
SUPP - Supplies and Commodities
Office Supplies/Postage 73 0 1,937 3,000 5,000 3,000
Replacement Supplies 4,218 4,712 4,497 5,000 5,000 5,000
Gas/Oil/Mileage/Wash 7,140 13,810 15,016 15,000 15,000 15,000
Supplies/Hardware 12,038 6,774 12,392 15,000 15,000 15,000
Chemicals 118,308 124,923 126,717 180,000 130,000 150,000
Sand & Gravel 0 0 0 500 500 500
Industrial Flow Monitor 2,363 2,988 3,807 7,000 4,000 7,000
Uniforms/Clothing 7,214 3,846 7,085 8,000 6,000 8,000
$151,354 $157,053 $171,451 $233,500 $180,500 $203,500
Contract - Contractual Services
Vehicle Maintenance 9,863 3,938 5,828 10,000 8,000 10,000
Contractual Services 227,502 253,846 184,600 300,000 300,000 300,000
Equipment Maint.22,125 18,761 8,163 30,000 20,000 30,000
System Maintenance 60,276 34,666 43,181 120,000 80,000 100,000
$319,766 $311,211 $241,772 $460,000 $408,000 $440,000
Transfer to Debt Service 245,950 233,937 237,275 238,022 238,022 0
$245,950 $233,937 $237,275 $238,022 $238,022 $0
$1,887,208 $1,781,469 $1,642,202 $2,261,047 $2,013,782 $1,992,473
$2,812,379 $2,681,074 $2,597,474 $3,325,434 $3,016,929 $2,895,288
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 82
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Water & Sewer Fund
Water/Sewer/Expansion Expense Detail
2024-2025 Fiscal Year Budget
Unit: 12 - Utility Expansion
Contractual Services 233,451 57,577 56,632 200,000 70,000 75,000
Engineering Fees 123,920 68,696 55,933 175,000 50,000 150,000
Machinery & Equipment 413,836 534,132 3,266,407 500,000 150,000 250,000
Vehicles 0 59,888 58,963 100,000 100,000 100,000
Village Green Reconstruction 2,561,489 0 0 0 0 0
Wastewater Treatment Plant 0 0 0 0 0 500,000
Old Town Reconstruction 0 3,888,346 2,121,841 3,000,000 3,000,000 7,200,000
143rd St. West Watermain 0 0 3,364 3,200,000 3,200,000 0
Lakewater/Essignton Rd Trans Main 262,505 0 0 0 0 0
Scada Improvements 654,705 0 0 0 0 0
Tower Improvements 0 246,013 35,738 2,300,000 75,000 750,000
Well House Pump Rebuild 0 0 0 0 0 450,000
Liftstation Improvements 299,361 48,428 237,099 500,000 650,000 250,000
$4,549,267 $4,903,080 $5,835,977 $9,975,000 $7,295,000 $9,725,000
2015/2008 Bond (Principal)645,000 665,000 700,000 725,000 725,000 750,000
2015/2008 Bond (Interest)477,350 450,750 422,750 393,750 393,750 363,750
IEPA Loan (Principal) L17-311500 163,416 165,465 167,539 169,640 169,640 171,768
IEPA Loan (Interest) L17-311500 23,825 21,767 19,682 18,367 18,367 16,240
IEPA Loan 2 (Principal) L17-4666 0 0 89,266 146,096 146,096 166,277
IEPA Loan 2 (Interest) L17-4666 0 0 28,696 41,921 41,921 44,852
IEPA Loan 3 (Principal) L17-4069 0 0 0 0 0 71,000
IEPA Loan 3 (Interest) L17-4069 0 0 0 0 0 20,000
$1,309,591 $1,302,982 $1,427,933 $1,494,774 $1,494,774 $1,603,887
$5,858,858 $6,206,062 $7,263,910 $11,469,774 $8,789,774 $11,328,887
$24,557,334 $25,860,293 $27,387,977 $28,837,692 $27,367,727 $30,056,643Total: 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 83
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
and one Engineering Technician. There is currently one additional engineering Inspector position 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.
2024/2025 Goals
The upcoming construction season will have the largest amount of ongoing Capital projects compared
to the last 20 years. The ongoing expansion of the resurfacing program, the next phase of the Old Town
“North” Neighborhood reconstruction project, major construction projects such as the 143rd Street East
and West, as well as multiple other projects this fiscal year will require a great deal of attention.
The Village anticipates utilizing primarily in-house resources and supplementing with some outside
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. By managing these programs primarily in-house, the Village has
continued success and cost savings 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.
The ongoing goal is to have the Engineering Department become the central repository for all plans,
drawings, and information relating to the Village infrastructure and facilities. This 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 84
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. Construction 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 85
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.
This project will be out for bid in 2024 and construction will follow. It is anticipated to take two
construction seasons to complete. Once constructed, this project will ultimately provide a much-needed
east-west connection for the Village. TIGER, FASTTRACK, INFRA and STP-Shared Fund Grants will provide
great assistance 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 construction of the west extension of 143rd Street from the Diageo/Seefried
project to Ridge Road. Kendall County has provided $1M for the intersection improvements at 143rd
Street/Ridge Road. Intergovernmental agreements with the area’s taxing bodies will also assist with
$7.5m of the overall project funding. This extension is expected to be substantially complete in 2024.
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.
Construction should be completed by 2024. This Grant provides 80% funding from the Federal
Government.
Village Funded Projects
Old Town Project “North” and “South” – Infrastructure/roadway improvements
The Village will continue to move forward with the Old Town projects. This project has followed 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. The Old
Town “North” roadway reconstruction will be under construction most of 2024.
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, FCI (Facility Condition Index) of all Village owned buildings will be finalized by the first quarter
of 2024 and provide a plan to address the aging facilities owned by the Village.
Page 86
Classification
FY 2020
Actual
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Fund: 11 - Capital Fund
State of Illinois Taxes 3,604,349 4,229,671 5,988,612 6,338,463 6,150,000 6,400,000
Utility Taxes 3,298,561 3,287,274 3,812,880 4,012,206 3,925,000 3,915,000
Licenses and Permits 98,949 140,819 268,858 632,441 140,000 1,382,500
Fines and Forfeits 320,551 344,100 402,727 370,105 375,000 375,000
Charges for Services 29,810 44,880 25,290 39,225 28,000 28,000
Grants 258,216 1,025,569 2,431,421 1,117,482 11,965,000 5,353,815
Investment Income 316,491 34,709 6,422 536,551 250,000 900,000
Miscellaneous 882,169 296,080 226,443 116,295 1,150,000 4,125,000
Interfund Transfers 2,008,012 3,121,257 6,002,811 9,285,537 1,400,000 2,000,000
Revenues Total $10,817,108 $12,524,359 $19,165,464 $22,448,305 $25,383,000 $24,479,315
Transfers 2,022,925 2,025,793 2,058,885 2,045,191 2,045,399 2,007,540
Contractual Services 110,892 110,706 804,703 249,075 110,000 110,000
Machinery and Equipment 602,964 791,744 520,463 1,042,512 963,000 1,066,255
Storm/Drainage Improvements 119,933 19,902 18,463 75,578 40,000 40,000
Bridge Repairs & Construction 6,744 26,283 189,325 12,586 1,025,000 2,045,000
Sidewalk, Curb, & Bikepath 431,540 583,882 257,068 0 700,000 1,095,000
Traffic Control Device 462,786 48,146 95,691 136,472 0 5,100,000
Roadway Improvements 5,099,031 7,348,411 4,889,757 5,241,777 19,590,000 34,165,000
Misc. Capital Expenses 655,242 1,014,114 271,103 261,034 690,000 4,975,000
Building Improvements 46,691 208,863 701,099 440,604 1,100,000 800,000
Beautification Improvements 191,185 0 77,553 73,070 150,000 150,000
Expenses Total $9,749,933 $12,177,844 $9,884,110 $9,577,899 $26,413,399 $51,553,795
Total: Capital Fund $1,067,175 $346,515 $9,281,354 $12,870,406 ($1,030,399)($27,074,480)
**Capital Fund has a 4/30/23 Fund Balance of $40,675,774
Capital Fund Revenues
Capital Fund Expenses
Capital Improvement Fund Summary
2024-2025 Fiscal Year Budget
Page 87
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Home Rule Sales Tax/misc taxes 4,229,671 5,988,612 6,338,463 6,150,000 6,180,000 6,400,000
$4,229,671 $5,988,612 $6,338,463 $6,150,000 $6,180,000 $6,400,000
Utility Tax 2,802,003 3,183,944 3,295,635 3,225,000 2,975,000 3,200,000
Local Motor Fuel Tax 485,271 628,936 716,571 700,000 705,000 715,000
$3,287,274 $3,812,880 $4,012,206 $3,925,000 $3,680,000 $3,915,000
Annexation/Impact Fee 0 84,774 105,275 30,000 145,000 275,000
Traffic Signal Impact Fee 0 0 0 0 127,000 0
Traffic Impact Fee 102,688 115,644 133,174 75,000 950,000 750,000
Municipal Facilities Fee 16,500 57,000 78,000 25,000 115,000 250,000
Greenbelt Contribution 0 0 0 0 25,390 97,500
Recapture Fee 21,631 11,440 315,992 10,000 500 10,000
$140,819 $268,858 $632,441 $140,000 $1,362,890 $1,382,500
Red Light Fines 344,100 402,727 370,105 375,000 375,000 375,000
$344,100 $402,727 $370,105 $375,000 $375,000 $375,000
Impound Fee 41,000 24,750 31,250 25,000 18,000 25,000
Daily Storage Fee for Impound 3,880 540 7,975 3,000 1,500 3,000
$44,880 $25,290 $39,225 $28,000 $19,500 $28,000
Grant Revenue 196,026 167,445 302,283 1,665,000 197,000 1,273,000
WGCL Grant 0 0 0 0 0 2,900,000
IDOT Reimbursement 143rd St. East 0 0 815,199 8,800,000 3,000,000 0
STP Grant 829,543 2,263,976 0 1,500,000 0 1,180,815
$1,025,569 $2,431,421 $1,117,482 $11,965,000 $3,197,000 $5,353,815
Interest Income 34,709 6,422 536,551 250,000 1,200,000 900,000
$34,709 $6,422 $536,551 $250,000 $1,200,000 $900,000
Sales-Fixed Assets 2,828 69,363 1,500 5,000 53,500 5,000
Other Reimbursements 112,260 36,402 114,020 1,050,000 0 3,275,000
143rd St. West IGA Reimbursement 0 0 0 0 0 750,000
Other Receipts 180,992 120,678 775 95,000 625,500 95,000
$296,080 $226,443 $116,295 $1,150,000 $679,000 $4,125,000
Transfer From General 3,121,257 6,002,811 9,285,537 1,400,000 1,400,000 2,000,000
$3,121,257 $6,002,811 $9,285,537 $1,400,000 $1,400,000 $2,000,000
$12,524,359 $19,165,464 $22,448,305 $25,383,000 $18,093,390 $24,479,315
STTAX - State of Illinois Taxes
Total: State of Illinois Taxes
Total: Fines and Forfeits
SERV - Charges for Services
Total: Charges for Services
GRNTS - Grants
Total: Grants
Revenues
Capital Improvement Fund
Revenue & Expense Detail
2024-2025 Fiscal Year Budget
OTHTX - Other Taxes
Total: Other Taxes
LIC&PER - Licenses and Permits
Total: Licenses and Permits
FIN - Fines and Forfeits
INT - Investment Income
Total: Investment Income
Total: Miscellaneous
MISC - Miscellaneous
INTER - Interfund Transfers
Total: Interfund Transfers
Revenues Total
Page 88
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Budget
FY 2025
Proposed
Budget
Capital Improvement Fund
Revenue & Expense Detail
2024-2025 Fiscal Year Budget
Police Fleet/Equipment 185,638 348,820 202,558 350,000 450,000 500,000
Body Cameras 0 0 116,255 163,000 261,200 116,255
Public Works/Community Dev.606,106 171,643 723,699 450,000 350,000 450,000
127th St. & Plfd-Naperville Rd 43,362 47,522 136,472 0 5,200 4,500,000
Rt. 30 and 143rd - engineering 0 0 0 0 0 600,000
Rt. 59 & Champion Dr. 0 48,169 0 0 0 0Meadow Ln./143rd St. Signal 4,784 0 0 0 0 0
583,882 257,068 429,708
Bike Path 550,000 500,000 825,000
Curb & Sidewalk 150,000 270,000
3,712,791 1,347,774 3,083,653 2,750,000 2,700,000 2,750,000
I-55 Interchange Design 26,340 856 0 40,000 0 40,000
143rd St. East Extension 1,223,145 3,416,416 1,848,839 8,100,000 9,900,000 10,700,000
143rd St. West Extension 318,989 115,334 128,279 8,000,000 150,000 11,250,000
Lockport Street bypass - eng 0 0 0 250,000 70,000 0
Renwick Corridor 200 0 63,996 325,000 200,000 4,500,000
Old Town North - Roadway 0 0 0 0 0 4,800,000
Village Green project 1,786,242 0 0 0 0 0
280,704 9,377 117,010 125,000 125,000 125,000
26,283 189,325 12,586 1,025,000 95,000 2,045,000
19,902 18,463 75,578 40,000 40,000 40,000
Settler's Park 28,423 0 3,756 50,000 50,000 50,000
Transportation Plan 0 4,374 139,226 0 0 0
Street Lights - LED/pole 163,451 159,970 33,830 125,000 125,000 75,000
Lighting - LED Conversion 0 0 0 0 0 450,000
Flashing Beacons 0 0 0 0 0 50,000
Misc. Engineering 300,522 106,759 84,222 100,000 90,000 150,000
Property Acquisition 0 0 0 0 0 310,000
PD Parking Lot resurface 521,718 0 0 0 0 0
Pond Drainage 0 0 0 40,000 65,000 40,000
Grade Crossing Elimination Study 0 0 0 100,000 0 350,000
Gateway signage 0 0 0 200,000 0 200,000
Walkers Grove telegrouting (FEMA)0 0 0 0 0 100,000
Riverfront Eng & Const (OSLAD)0 0 0 75,000 70,000 525,000
Lower DuPage River Restoration 0 0 0 0 0 2,675,000
0 77,553 73,070 150,000 25,000 150,000
208,863 701,099 440,604 750,000 525,000 800,000
PEMA Building 0 0 0 350,000 365,000 0
110,706 110,704 110,651 110,000 110,000 110,000
0 693,999 138,424 0 0 0
2,025,793 2,058,885 2,045,191 2,045,399 2,045,399 2,007,540
$12,177,844 $9,884,110 $10,007,607 $26,413,399 $18,316,799 $51,553,795Expenditure Grand Totals:
Building Improvements
Contractual Services (Red Lt Camera)
Economic Incentive
Transfer to Debt Service
Beautification Improvements
Miscellaneous Capital Expenses
Bridge Repairs & Construction
Storm & Drainage Improvements
Expenses
Roadway Improvements
Pavement Patching
Machinery and Equipment
Traffic Control Device
Sidewalk, Curb, & Bikepath
Page 89
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 - - 755,000 575,000 - 2,205,000
State of Illinois Taxes 2,150,000 - - - - - - - - 2,150,000
Fines And Forfeits - - - - - - - - 15,000 15,000
Interest Income 175,000 - - - 1,150,000 100 - - - 1,325,100
Other -
Employer Contributions - - - - 2,300,000 - - - - 2,300,000
Employee Contributions - - - - 750,000 - - - - 750,000
DARE Contributions - - - - - 12,000 - - - 12,000
Interfund Transfers - 2,007,540 - - - - - - - 2,007,540
Total 2,325,000 2,007,540 825,000 50,000 4,200,000 12,100 755,000 575,000 15,000 10,764,640
EXPENDITURES
Salaries & Wages - - - - 1,600,000 - - - 1,600,000
Benefits - - - - 5,000 - - - 5,000
Supplies/Commodities - - - - 9,500 15,000 - - 24,500
Contractual Services - - 870,336 50,000 55,000 - - - 975,336
Other
Debt Service - 2,007,540 - - - - - - 2,007,540
Capital Outlay 4,250,000 - - - - - 305,000 - - 4,555,000
Miscellaneous - - - - 40,000 - 355,000 520,000 - 915,000
Interfund Transfers - - - - - - - - 20,000 20,000
Total 4,250,000 2,007,540 870,336 50,000 1,709,500 15,000 660,000 520,000 20,000 10,102,376
EXCESS/(DEFICIENCY)(1,925,000) - (45,336) - 2,490,500 (2,900) 95,000 55,000 (5,000) 662,264
Miscellaneous Funds
Revenue & Expenses by Fund Summary
2024-2025 Fiscal Year Budget
Page 90
Description
2021
Actual
2022
Actual
2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 04 - Motor Fuel Tax
State of Illinois Taxes
MFT Entitlements 1,655,228 1,742,475 1,756,981 1,775,000 2,100,000 2,150,000
Grant Revenue 1,304,272 869,515 434,757 0 0 0
Total: State of Illinois Taxes $2,959,500 $2,611,990 $2,191,738 $1,775,000 $2,100,000 $2,150,000
Investment Income
Interest Income 8,601 4,566 156,476 75,000 280,000 175,000
Total: Investment Income $8,601 $4,566 $156,476 $75,000 $280,000 $175,000
Revenues Total $2,968,101 $2,616,556 $2,348,214 $1,850,000 $2,380,000 $2,325,000
Division: 91 - Capital
Street Improvements 2,122,092 1,665,386 2,287,108 2,500,000 1,915,000 2,750,000
127th St. & Plfd-Naper Rd 0 0 0 2,000,000 750,000 1,500,000
Total: Other $2,122,092 $1,665,386 $2,287,108 $4,500,000 $2,665,000 $4,250,000
Division Total: 91 - Capital $2,122,092 $1,665,386 $2,287,108 $4,500,000 $2,665,000 $4,250,000
Expenditures Total $2,122,092 $1,665,386 $2,287,108 $4,500,000 $2,665,000 $4,250,000
Total: 04 - Motor Fuel Tax $846,009 $951,170 $61,106 ($2,650,000)($285,000)($1,925,000)
**MFT has a 4/30/23 Fund Balance of $5,631,857
Motor Fuel Tax Fund
2024-2025 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
$2,200,000
$2,400,000
2021
Actual
2022
Actual
2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
MFT Revenue History
MFT
Entitlements
Page 91
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 05 - Bond and Interest Fund
Investment Income
Interest Income 1,276 0 0 0 0 0
Total: Investment Income $1,276 $0 $0 $0 $0 $0
Debt Proceeds
Refunding Bond Proceeds 2,790,000 2,385,000 0 0 0 0
Total: Debt Proceeds $2,790,000 $2,385,000 $0 $0 $0 $0
Interfund Transfers
Transfer From Water & Sewer 983,800 935,748 949,100 952,088 952,088 0
Transfer From Capital 2,025,793 2,058,885 2,045,191 2,045,399 2,045,399 2,007,540
Total: Interfund Transfers $3,009,593 $2,994,633 $2,994,291 $2,997,487 $2,997,487 $2,007,540
Revenues Total $5,800,869 $5,379,633 $2,994,291 $2,997,487 $2,997,487 $2,007,540
Bond & Interest Fund
2024-2025 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$1,000,000$1,500,000$2,000,000
$2,500,000
$3,000,000$3,500,000$4,000,000
$4,500,000
$5,000,000$5,500,000$6,000,000
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Bond & Interest Expense History
Expenditures
Page 92
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Bond & Interest Fund
2024-2025 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 92 - Bonds
OTHER - Other
2010 Bond (Principal)840,000 0 0 0 0 0
2010 Bond (Interest)143,800 0 0 0 0 0
2012 Refunding Bond (Princ)715,000 735,000 0 0 0 0
2012 Refunding Bond (Int)114,150 92,700 0 0 0 0
2014 Refunding Bond (Princ)965,000 1,025,000 1,060,000 1,095,000 1,095,000 1,090,000
2014 Refunding Bond (Int)236,850 207,900 177,150 145,350 145,350 112,500
2020 Refunding Bond (Princ)0 910,000 935,000 945,000 945,000 0
2020 Refunding Bond (Int)0 25,749 13,607 7,088 5,814 0
2021 Refunding Bond (Princ)0 0 790,000 795,000 795,000 800,000
2021 Refunding Bond (Int)0 0 18,532 10,049 10,049 5,040
Payment to Escrow Agent 2,754,483 2,355,000 0 0 0 0
Bond Issuance Costs 33,300 28,400 0 0 0 0
Total: OTHER - Other $5,802,583 $5,379,749 $2,994,289 $2,997,487 $2,996,213 $2,007,540
Expenditures Total $5,802,583 $5,379,749 $2,994,289 $2,997,487 $2,996,213 $2,007,540
Total: Bond & Interest ($1,714)($116)$2 $0 $1,274 $0
Expenditures
Page 93
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 07 - Tort Immunity Fund
Property Taxes
Property Tax Revenue 150,397 349,689 685,179 825,000 815,000 825,000
Total: Property Taxes $150,397 $349,689 $685,179 $825,000 $815,000 $825,000
Investment Income
Interest Income 484 0 0 0 0 0
Total: Investment Income $484 $0 $0 $0 $0 $0
Transfers
Transfer from General 0 0 300,000 0 0 0
Total: Transfers $0 $0 $300,000 $0 $0 $0
Revenues Total $150,881 $349,689 $985,179 $825,000 $815,000 $825,000
Unit: 00 - Non-Departmental
Contractual Services
Bond-Treasurer 336 336 0 336 336 336
Comm. Umbrella Liability 220,751 352,420 437,163 525,000 400,000 485,000
Workman's Comp. Ins.189,914 240,481 310,637 360,000 315,000 385,000
Total: Contractual Services $411,001 $593,237 $747,800 $885,336 $715,336 $870,336
Expenditures Total $411,001 $593,237 $747,800 $885,336 $715,336 $870,336
Total: Tort Immunity Fund ($260,120)($243,548)$237,379 ($60,336)$99,664 ($45,336)
**Tort Immunity Fund has a 4/30/23 Fund Balance of $236,618
Tort Immunity Fund
2024-2025 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Tort Immunity Revenue History
Property Tax
Revenue
Page 94
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 08 - Audit Fund
Property Taxes
Property Tax Revenue 30,373 40,353 51,600 50,000 50,302 50,000
Total: Property Taxes $30,373 $40,353 $51,600 $50,000 $50,302 $50,000
Investment Income
Interest Income 33 0 0 0 0 0
Total: Investment Income $33 $0 $0 $0 $0 $0
Revenues Total $30,406 $40,353 $51,600 $50,000 $50,302 $50,000
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Contrac - Contractual Services
Audit Village 40,320 42,550 43,825 47,000 48,000 50,000
Total: Contractual Services $40,320 $42,550 $43,825 $47,000 $48,000 $50,000
Expenditures Total $40,320 $42,550 $43,825 $47,000 $48,000 $50,000
Total: Audit Fund ($9,914)($2,197)$7,775 $3,000 $2,302 $0
**Audit Fund has a 4/30/23 Fund Balance of $15,357
Audit Fund
2024-2025 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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Audit Fund Revenue History
Property TaxRevenue
Page 95
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 10 - Police Pension Fund
Investment Income
Interest Income 890,572 1,945,058 1,237,627 650,000 650,000 650,000
Realized Gain/Loss 580,856 365,528 1,253,722 300,000 300,000 300,000
Unrealized Gain/Loss 7,324,489 (5,853,280)(2,464,102)200,000 200,000 200,000
Total: Investment Income $8,795,917 ($3,542,694)$27,247 $1,150,000 $1,150,000 $1,150,000
MISC - Miscellaneous
Other Receipts 226 50 100 0 0 0
Employee Contributions 655,092 1,090,656 865,975 695,000 695,000 750,000
Employer Contributions 1,577,460 1,697,212 1,698,689 1,950,000 1,920,000 2,300,000
Total: Miscellaneous $2,232,778 $2,787,918 $2,564,764 $2,645,000 $2,615,000 $3,050,000
Revenues Total $11,028,695 ($754,776)$2,592,011 $3,795,000 $3,765,000 $4,200,000
Police Pension Fund
2024-2025 Fiscal Year Budget
Revenues
Revenue & Expense Detail
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Police Pension Contribution History
Employee
Contributions
EmployerContributions
Page 96
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Police Pension Fund
2024-2025 Fiscal Year Budget
Revenue & Expense Detail
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
Salaries and Wages
Pension Payments 811,860 936,000 1,180,295 1,250,000 1,480,000 1,600,000
Total: Salaries & Wages $811,860 $936,000 $1,180,295 $1,250,000 $1,480,000 $1,600,000
Benefits
Travel/Training (341)2,185 3,857 5,000 5,000 5,000
Total: Benefits ($341)$2,185 $3,857 $5,000 $5,000 $5,000
Supplies and Commodities
Office Supplies/Postage 0 0 0 500 500 500
Dues & Subscriptions 8,213 8,074 8,795 8,500 8,800 9,000
Total: Supplies & Commodities $8,213 $8,074 $8,795 $9,000 $9,300 $9,500
Contractual Services
Contractual Services 35,946 44,311 56,514 40,000 50,000 55,000
Total: Contractual Services $35,946 $44,311 $56,514 $40,000 $50,000 $55,000
Other
Investment Expense 134,947 152,481 130,459 150,000 40,000 40,000
Total: OTHER - Other $134,947 $152,481 $130,459 $150,000 $40,000 $40,000
Total: Non-Divisional $990,625 $1,143,051 $1,379,920 $1,454,000 $1,584,300 $1,709,500
Expenditures Total $990,625 $1,143,051 $1,379,920 $1,454,000 $1,584,300 $1,709,500
Total: Police Pension Fund $10,038,070 ($1,897,827)$1,212,091 $2,341,000 $2,180,700 $2,490,500
Expenditures
Page 97
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 14 - D.A.R.E. Fund
Investment Income
Interest Income $11 $12 $153 $100 $150 $100
Total: Investment Income $11 $12 $153 $100 $150 $100
Miscellaneous
DARE Contributions 0 11,711 13,748 15,000 8,800 12,000
Total: Miscellaneous $0 $11,711 $13,748 $15,000 $8,800 $12,000
Revenues Total $11 $11,723 $13,901 $15,100 $8,950 $12,100
Unit: 00 - Non-Departmental
Division: 00 - Non-Divisional
D.A.R.E. Program 0 4,958 18,224 20,000 7,400 15,000
Total: Non-Divisional $0 $4,958 $18,224 $20,000 $7,400 $15,000
Expenditures Total $0 $4,958 $18,224 $20,000 $7,400 $15,000
Total: D.A.R.E. Fund $11 $6,765 ($4,323)($4,900)$1,550 ($2,900)
**DARE Fund has a 4/30/23 Fund Balance of $5,990
D.A.R.E. Fund
2024-2025 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
DARE Contribution History
DAREContributions
Page 98
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 17 - Tax Increment Financing Fund-Downtown
Property Taxes
Property Tax Revenue 775,317 757,117 747,531 750,000 752,596 755,000
Total: Property Taxes $775,317 $757,117 $747,531 $750,000 $752,596 $755,000
INT - Investment Income
Interest Income 2,425 0 0 500 0 0
Total: Investment Income $2,425 $0 $0 $500 $0 $0
Revenues Total $777,742 $757,117 $747,531 $750,500 $752,596 $755,000
Unit: 00 - Non-Departmental
Division: 91 - Capital
Other
Contractual Services 652,978 2,109,178 490,510 225,000 200,000 290,000
Facade Improvements 0 0 13,512 20,000 5,000 15,000
Total: Capital $652,978 $2,109,178 $504,022 $245,000 $205,000 $305,000
Division: 99 - Transfers
OTHER - Other
Property Tax Rebate 0 0 350,224 350,000 352,259 355,000
Total: Other $0 $0 $350,224 $350,000 $352,259 $355,000
Expenditures Total $652,978 $2,109,178 $854,246 $595,000 $557,259 $660,000
Total: Tax Increment Financing Fund $124,764 ($1,352,061)($106,715)$155,500 $195,337 $95,000
**TIF Fund has a 4/30/23 Fund Balance of ($339,632)
Downtown Tax Increment Financing Fund
2024-2025 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 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
TIF Property Tax Revenue History
Property TaxRevenue
Page 99
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 18 - Tax Increment Financing Fund - Rt 30
Property Taxes
Property Tax Revenue 11,723 121,715 639,913 800,000 564,786 575,000
Total: Property Taxes $11,723 $121,715 $639,913 $800,000 $564,786 $575,000
INT - Investment Income
Interest Income 16 0 0 50 0 0
Total: Investment Income $16 $0 $0 $50 $0 $0
Revenues Total $11,739 $121,715 $639,913 $800,050 $564,786 $575,000
Unit: 00 - Non-Departmental
Division: 91 - Capital
Redevelopment Rebate 0.00 0 329,066 0 239,972 245,000
Property Tax Rebate 5,997 57,029 299,802 400,000 264,349 275,000
$5,997 $57,029 $628,868 $400,000 $504,321 $520,000
Expenditures Total $5,997 $57,029 $628,868 $400,000 $504,321 $520,000
Total: Tax Increment Financing Fund $5,742 $64,686 $11,045 $400,050 $60,465 $55,000
**TIF Fund has a 4/30/23 Fund Balance of $82,445
OTHER - Other
Total: Other
Route 30 Tax Increment Financing Fund
Revenue & Expense Detail
2024-2025 Fiscal Year Budget
Revenues
Expenditures
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Rt. 30 TIF Property Tax Revenue History
Property Tax
Revenue
Page 100
Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2024
Estimated
Amount
FY 2025
Proposed
Budget
Fund: 27 - Alcohol Enforcement Fund
Fines and Forfeits
Alcohol Fines 15,858 19,872 22,522 15,000 15,000 15,000
Total: Fines and Forfeits $15,858 $19,872 $22,522 $15,000 $15,000 $15,000
Investment Income
Interest Income 70 0 0 100 0 0
Total: Investment Income $70 $0 $0 $100 $0 $0
Revenues Total $15,928 $19,872 $22,522 $15,100 $15,000 $15,000
Unit: 00 - Non-Departmental
Division: 99 - Transfers
Other
Transfer to General 25,000 25,000 20,000 20,000 20,000 20,000
Total: Other $25,000 $25,000 $20,000 $20,000 $20,000 $20,000
Expenditures Total $25,000 $25,000 $20,000 $20,000 $20,000 $20,000
Total: Alcohol Enforcement Fund ($9,072)($5,128)$2,522 ($4,900)($5,000)($5,000)
**Alcohol Enforcement Fund has a 4/30/23 Fund Balance of $26,526
Alcohol Enforcement Fund
2024-2025 Fiscal Year Budget
Revenues
Expenditures
Revenue & Expense Detail
$8,200
$10,200
$12,200
$14,200
$16,200
$18,200
$20,200
$22,200
$24,200
FY 2021
Actual
FY 2022
Actual
FY 2023
Actual
FY 2024
Adopted
Budget
FY 2025
Proposed
Budget
Alcohol Fines History
AlcoholFines
Page 101
FY 2025
Proposed
Budget
FY 2026
Budget
FY 2027
Budget
FY 2028
Budget
8,000,560 8,210,071 8,427,223 8,595,767
18,629,950 18,871,564 19,116,439 19,307,603
1,427,000 1,441,150 1,462,587 1,484,526
1,788,100 1,784,700 1,792,238 1,819,121
526,000 530,000 534,600 539,946
6,333,700 6,505,000 6,682,431 6,882,904
45,750 45,750 45,750 45,750
545,000 545,000 545,000 545,000
500,000 510,000 520,200 525,402
83,500 85,500 85,500 86,355
535,000 553,375 572,393 578,117
20,000 20,000 20,000 20,000
Revenues Total $38,434,560 $39,102,110 $39,804,360 $40,430,491
Administration/Finance 13,788,555 12,890,135 13,247,867 13,446,585
Police Department 16,773,483 17,754,615 18,787,237 19,069,046
Street Department 5,441,235 5,617,511 5,794,907 5,910,805
Planning Program 906,465 936,828 967,200 986,544
Building Program 1,295,300 1,341,813 1,386,458 1,414,187
Expenses Total $38,205,038 $38,540,902 $40,183,670 $40,827,168
$229,522 $561,208 ($379,310)($396,677)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 2025-2028
Grants
Classification
Fund: 01 - General Fund
Property Taxes
State of Illinois Taxes
Other Taxes
Licenses & Permits
Fines and Forfeits
Charges for Services
Page 102
FY 2025
Proposed
Budget
FY 2026
Budget
FY 2027
Budget
FY 2028
Budget
Licenses and Permits 2,305,000 2,000,000 2,000,000 1,500,000
State of Illinois Taxes 3,200,000 3,248,000 3,296,720 3,329,687
Charges for Services 22,827,700 23,626,670 24,335,470 24,822,179
Grants 0 0 0 0
Investment Income 550,000 552,750 555,514 558,291
Miscellaneous 28,000 25,000 25,000 25,000
Debt Proceeds 0 0 0 0
Revenues Total $28,910,700 $29,452,420 $30,212,703 $30,235,157
Salaries and Wages 1,770,000 1,831,950 1,896,068 1,962,431
Benefits 648,756 671,462 694,964 719,287
Utilities 823,000 831,230 839,542 847,938
Supplies and Commodities 785,500 801,210 817,234 833,579
Contractual Services 14,350,500 14,781,015 15,224,445 15,681,179
Other 350,000 350,000 350,000 350,000
Transfer to Debt Service 0 0 0 0
Capital 9,725,000 7,000,000 6,500,000 6,000,000
Debt service 1,603,887 1,603,887 1,603,887 1,603,887
Depreciation 0 1,500,000 2,000,000 2,000,000
Expenses Total $30,056,643 $29,370,754 $29,926,141 $29,998,300
Surplus/(Deficit) Water & Sewer Fund ($1,145,943)$81,665 $286,562 $236,857
Water & Sewer Fund
Revenue & Expense Forecast
Fiscal Years 2025-2028
Water, Sewer & Expansion Revenues
Water, Sewer & Expansion Expenses
Classification
Fund: 02 - Water & Sewer Fund
Page 103
GENERAL FUND REVENUE PER CAPITA
Importance
Emerging Trends
GENERAL FUND TAX REVENUES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Declining tax revenues, where levies or rates have not been reduced, should be avoided.
Taxes are the largest single revenue source in this fund, and so their levels must be carefully monitored on a
continual basis.
Total General Fund tax revenues (local taxes, property, income, use, sales tax etc.) collected divided by total
General Fund operating revenue.
Preferably, revenue per capita should at a minimum remain constant over time. Decreasing revenues might
indicate an inability to meet service demands under the existing revenue structure.
Per capita revenue provides preliminary information about the financial burden on and benefit received from
residents. Significant variances should be investigated by examining individual revenue sources.
Total General Fund operating revenues, divided by the current population (as reported or estimated by U.S.
or Special Census)
$400
$500
$600
$700
$800
$900
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
General Fund Revenue Per Capita
50.00%
54.00%
58.00%
62.00%
66.00%
70.00%
74.00%
78.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Fiscal Year
GF Tax Revenues as a % of GF Revenue
Page 104
LOCAL TAXES AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
SALES TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Local taxes are a municipality's most dependable source of revenue. However, there can be a challenge of
balancing the need for financial stability with the burden placed on taxpayers by locally controlled taxes.
A low percentage indicates the possibility of little local control over its financial future; a high percentage
may indicate too much dependency on the local tax base. The appropriate balance will vary by municipality.
Though it is critical to not overburden local taxpayers, the list of local taxes reflect that some of the burden
can be spread to non-residents as well. Municipalities can proactively determine their revenue mix using
local taxes to avoid heavy dependence on any one revenue source.
Sales and use tax, divided by General Fund operating revenue.
Local taxes under direct control of the governing unit (i.e. sales/use, property, motor fuel tax) divided by
total General Fund operating revenue.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Because sales taxes account for a high percentage of some governments revenues, this ratio measures
dependency and can vary significantly with changes in external economic conditions.
Decreasing sales tax revenue typically represents a downturn in the economy, but a decline could represent a
change in a municipality's property mix (i.e. # of sales tax generating businesses).
20.00%
30.00%
40.00%
50.00%
60.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
Local Taxes as a % of GF Revenue
15.00%
20.00%
25.00%
30.00%
35.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
Sales Tax as a % of GF Revenue
Page 105
PROPERTY TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
INCOME TAX REVENUE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Property tax is typically one of the largest revenue sources for municipalities, but it can be politically
sensitive. Reliance on these revenues remain high because it is generally an inelastic revenue, as local
assessments are averaged over a three year period.
Property and personal property replacement tax divided by General Fund operating revenue.
Being one of the most significant revenue generators, property taxes are used to fund critical day-to-day
operations and services that residents expect. Municipalities with excessive growth will experience a future
increase in property tax revenues even when the municipality's tax rate remains the same, however
additional growth tends to increase service needs. Also, impacts based on struggling housing markets should
be examined to address the possible reduction in future property tax revenues.
Income tax revenues fluctuate with economic swings and is outside the control of the local unit.
Overreliance on sources that may be reduced with short notice could impact long-term stability.
Income Tax divided by General Fund operating revenue.
While income tax revenues are generally a reliable and steady income source, they are subject to the policy
of the State. The State 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.
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Fiscal Year
Property Taxes as a % of GF Revenue
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
Income Tax as a % of GF Revenue
Page 106
GENERAL FUND EXPENDITURES PER CAPITA
Importance
Emerging Trends
OPERATING SURPLUS (DEFICIT) AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Notable increases in operating surpluses or deficits may indicate a pattern of imbalance of revenues and
expenditures that should be examined and addressed through the budget process as well as monitored
throughout the year.
A basic tenant of government is that, over time, revenues should equal expenditures. This ratio
provides an indication of the government's success in meeting this tenant.
A unit's costs are in part related to the size of the population served. One should be aware of
population trends and expect proportionate changes in demand for services. Over time, it is desirable
to expend fewer dollars per person served.
Warning signs include an increase in operating expenditures per capita unrelated to additional services
or increasing demands on existing services.
Total General Fund operating surplus (deficit) divided by the total General Fund operating revenue.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
Total General Fund operating expenditures divided by the current population (as reported or estimated
by U.S. or Special Census)
$200
$300
$400
$500
$600
$700
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
GF Expenses Per Capita
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
Operating Surplus (Deficit) as a % of GF Revenue
Page 107
UNRESERVED FUND BALANCE AS A % OF GENERAL FUND REVENUE
Importance
Emerging Trends
Importance
Emerging Trends
Declining amounts of assets that can be spent without restriction may suggest that a municipality
investigate expense trends for possible improvements.
Fund balance often assists governments in meeting unexpected needs or emergencies. In cases of
revenue shortfall, this measure displays how much revenue could be offset or subsidized by existing
unencumbered fund balance.
UNRESTRICTED CASH AND INVESTMENTS AS A % OF GENERAL FUND EXPENDITURES
Total General Fund unrestricted cash balance divided by the total General Fund operating expenditures.
Cash assets, or assets readily convertible to cash and unrestricted, are critical for funding unexpected or
emergency needs. Still, budgeting should attempt to balance security with over-funding cash-on-hand.
Total General Fund unreserved fund balance divided by the total General Fund operating revenue.
A decreasing unencumbered fund balance may hinder response in the event of an emergency or
provide cash flow challenges due to unexpected declines in the economy.
VILLAGE OF PLAINFIELD STATISTICAL TRENDS
0.00%
20.00%
40.00%
60.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
Unreserved Fund Balance as a % of GF Revenue
0.00%
20.00%
40.00%
60.00%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Fiscal Year
Unrestricted Cash & Investments as a % of GF
Expenses
Page 108