City Council Packet 2016 03-22-16
AGENDA
CITY COUNCIL MEETING
Tuesday, March 22, 2016
7:00 p.m.
City Hall Council Chambers
800 Game Farm Road, Yorkville, IL
Call to Order:
Pledge of Allegiance:
Roll Call by Clerk: WARD I WARD II WARD III WARD IV
Carlo Colosimo Jackie Milschewski Chris Funkhouser Diane Teeling
Ken Koch Larry Kot Joel Frieders Seaver Tarulis
Establishment of Quorum:
Amendments to Agenda:
Presentations:
1. City Services Survey Presentation
Public Hearings:
1. Proposed FY 2016-2017 Budget
Citizen Comments on Agenda Items:
Consent Agenda:
1. PW 2016-13 Countryside Water Main and Roadway Improvements – Bid Award – accept base bid plus
alternates 1 and 2 and award contract to Geneva Construction in an amount not to exceed
$4,306,188.03
2. PW 2016-14 2016 Road to Better Roads Program – Bid Award – accept bid and award contract to
D Construction, Co. in an amount not to exceed $515,056.39
3. PW 2016-16 MFT General Maintenance Appropriation Resolution For FY 2017 – authorize City Clerk
to execute
4. PW 2016-17 Hot Mix and Cold Patch MFT FY 2017 – RFP – Award – accept bid and award contract
to D Construction Co. for fiscal year 2017 in an amount of $42.00 per ton for hot mix asphalt and
$115.00 per ton for bituminous premix (cold patch)
5. PW 2016-18 Well No. 8 Rehabilitation – Change Order No. 2 – authorize Mayor to execute
6. PW 2016-19 Intergovernmental Agreement for Kendall County Transportation Alternatives Program
(“KC-TAP”) Funding to the United City of Yorkville to Construct Multi-Use Trails and Sidewalks
Along Route 47 in Yorkville, Illinois (2016) – authorize Mayor and City Clerk to execute
United City of Yorkville
800 Game Farm Road
Yorkville, Illinois 60560
Telephone: 630-553-4350
www.yorkville.il.us
City Council Agenda
March 22, 2016
Page 2
Consent Agenda (cont’d):
7. PW 2016-20 Ordinance Adding Stop Intersections to the Traffic Schedules (Windett Ridge) –
authorize the Mayor and City Clerk to execute
8. ADM 2016-17 Monthly Treasurer’s Report for February 2016
9. ADM 2016-22 Resolution Approving Tax Compliance Procedures Relating to Tax-Exempt Bonds –
authorize Mayor and City Clerk to execute
Minutes for Approval:
Bills for Payment (Informational): $1,131,960.87
Mayor’s Report:
1. CC 2016-17 Proclamation for National Service Recognition Day
Public Works Committee Report:
Economic Development Committee Report:
Public Safety Committee Report:
Administration Committee Report:
1. ADM 2016-23 FY 17 Insurance Renewals
Park Board:
1. CC 2016-18 Review of Grande Reserve Park A Improvement Bids
2. CC 2016-19 Bicentennial Riverfront Park Playground Structure Purchase Proposal
Plan Commission:
Zoning Board of Appeals:
City Council Report:
City Clerk’s Report:
Community and Liaison Report:
Staff Report:
Mayor’s Report (cont’d):
2. CC 2016-13 Ordinance Approving the 2016-2017 Fiscal Budget
Additional Business:
Executive Session:
Citizen Comments:
Adjournment:
City Council Agenda
March 22, 2016
Page 3
COMMITTEES, MEMBERS AND RESPONSIBILITIES
ADMINISTRATION: April 20, 2016 – 6:00 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Milschewski Finance Library
Vice-Chairman: Alderman Frieders Administration
Committee: Alderman Teeling
Committee: Alderman Tarulis
ECONOMIC DEVELOPMENT: April 5, 2016 – 6:00 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Koch Community Development Plan Commission
Vice-Chairman: Alderman Teeling Building Safety and Zoning Yorkville Econ. Dev. Corp.
Committee: Alderman Colosimo Kendall Co. Plan Commission
Committee: Alderman Funkhouser
PUBLIC SAFETY: April 7, 2016 – 6:30 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Kot Police School District
Vice-Chairman: Alderman Frieders
Committee: Alderman Colosimo
Committee: Alderman Tarulis
PUBLIC WORKS: April 19, 2016 – 6:00 p.m. – City Hall Conference Room
Committee Departments Liaisons
Chairman: Alderman Funkhouser Public Works Park Board
Vice-Chairman: Alderman Milschewski Engineering YBSD
Committee: Alderman Kot Parks and Recreation
Committee: Alderman Koch
UNITED CITY OF YORKVILLE
WORKSHEET
CITY COUNCIL
Tuesday, March 22, 2016
7:00 PM
CITY COUNCIL CHAMBERS
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AMENDMENTS TO AGENDA:
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PRESENTATIONS:
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1. City Services Survey Presentation
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PUBLIC HEARING:
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1. Proposed FY 2016-2017 Budget
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CITIZEN COMMENTS ON AGENDA ITEMS:
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CONSENT AGENDA:
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1. PW 2016-13 Countryside Water Main and Roadway Improvements
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
----------------------------------------------------------------------------------------------------------------------------------------
2. PW 2016-14 2016 Road to Better Roads Program – Bid Award
Agreement – Construction Engineering
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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3. PW 2016-16 MFT General Maintenance Appropriation Resolution for FY 2017
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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4. PW 2016-17 Hot Mix and Cold Patch MFT FY 2017- RFP - Award
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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5. PW 2016-18 Well No. 8 Rehabilitation – Change Order No. 2
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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6. PW 2016-19 Intergovernmental Agreement for Kendall County Transportation Alternatives Program
(“KC-TAP”) Funding to Construct Multi-Use Trails and Sidewalks along Route 47
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
-----------------------------------------------------------------------------------------------------------------------------------------
7. ADM 2016-20 Ordinance Adding Stop Intersections to the Traffic Schedules (Windett Ridge)
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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8. ADM 2016-10 Monthly Treasurer’s Report for January 2016
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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9. ADM 2016-22 Resolution Approving Tax Compliance Procedures Relating to Tax-Exempt Bonds
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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BILLS FOR PAYMENT:
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1. Bills for Payment (Informational)
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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MAYOR’S REPORT:
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1. CC 2016-17 Proclamation for National Service Recognition Day
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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ADMINISTRATION COMMITTEE REPORT:
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1. ADM 2016-23 FY 17 Insurance Renewals
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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PARK BOARD REPORT:
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1. CC 2016-18 Review of Grande Reserve Park A Improvement Bids
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
-----------------------------------------------------------------------------------------------------------------------------------------
2. CC 2016-19 Bicentennial Riverfront Park Playground Structure Purchase Proposal
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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MAYOR’S REPORT (cont’d):
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2. CC 2016-13 Ordinance Approving the 2016-2017 Fiscal Budget
□ Approved: Y ______ N ______ □ Subject to __________________________________________
□ Removed ________________________________________________________________________
□ Notes _____________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
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ADDITIONAL BUSINESS:
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CITIZEN COMMENTS:
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Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Presentation #1
Tracking Number
City Services Survey Presentation
City Council – March 22, 2016
Results and analysis of the 2015 City Services Survey
Nicole Kathman Administration
Name Department
0
2015
City Services Survey
Report of Results
United City of Yorkville
800 Game Farm Road
Yorkville, Illinois 60560
630‐553‐4350
www.yorkville.il.us
1
Introduction
, Illinois 60560
Summary
An analysis of the results from the 2015 City Services Survey.
Background
This is the third City Services Survey that the City Council has authorized. Past surveys were
completed in 2012 and 2013. This year’s survey was open from March through the end of
November. As in the past, it was administered online through surveymonkey.com and was
password protected. Passwords were sent to each utility billing account and residence through
utility bills and direct mail. Random groups of residents were also direct mailed to increase
survey participation rate.
We sent utility bills and direct mails to 6,456 households and businesses and received 271
responses. This is a 4.2% response rate, which is a large decline from 8.7% in 2013 and 8.3% in
2012. The total number of respondents also dropped from 479 in 2013 and 530 in 2013.
Interest might have decreased due to having a survey three times within the last four years.
Analysis Notes
Several of the survey questions asked a resident to rate their satisfaction of a particular city
service. For these questions ranking choices were: Very Satisfied, Satisfied, Neutral, Dissatisfied,
and Very Dissatisfied. The option of N/A was also included to indicate if a resident did not use a
service or have experience with it.
In the analysis, Satisfaction means Very Satisfied plus Satisfied and Dissatisfaction means
Dissatisfied plus Very Dissatisfied. This was done in order to reveal overall contentment. The
N/A responses were excluded in order to more clearly demonstrate rate of satisfaction from
those utilizing each service.
Furthermore, many of the questions allowed for the surveyor to leave a comment or
suggestion. In order to evaluate the written portions, answers were categorized. A number of
the responses included multiple remarks and each were counted as an individual comment
when calculating the percentage.
2
Survey Results
Results are organized by the following categories:
City Services Comparison pages 2 – 7
City Council Goals pages 8 – 9
Overall Quality and Value pages pages 10 – 14
Police and Public Safety pages 15 – 19
Public Works pages 20 – 28
Communications pages 29 – 34
Parks and Recreation pages 35 – 43
Community Development pages 44 – 47
Demographics of Respondents pages 48 – 55
City Services Comparison
Question 2 asked constituents to rank their satisfaction with City Services from Very Satisfied
(1) to Very Dissatisfied (5)
One method of analysis is to calculate the average answer for each service from the past. Lower
values mean satisfaction and higher values mean dissatisfaction due to the scoring method.
Possible averages range 1‐5. Services are ordered from lowest average to highest average.
Averages range from between very satisfied and satisfied to neutral and dissatisfied. Quality of
police services has had the lowest average all three years. Both categories related to
communication are in the top two decreases of satisfaction. Maintenance of streets, sidewalks,
and infrastructure saw the largest increase.
3
Table 1: Average Satisfaction of City Services Compared by Year
City Service 2012
Average
2013
Average
2015
Average
2013 to 2015
Satisfaction
Improvement
Quality of police services 1.95 1.90 1.81 0.09
Quality of refuse, recycling,
and yardwaste collection
services
2.04 1.97 1.96 0.01
Response time of police
services 1.95 1.91 2.02 ‐0.11
Quality of parks 1.99 1.96 2.03 ‐0.07
Quantity of parks provided 2.08 1.95 2.06 ‐0.11
Quality of wastewater
services 2.30 2.22 2.25 ‐0.03
Quality of flood prevention 2.35 2.33 2.27 0.06
Quality of customer service
(any department) 2.31 2.31 2.30 0.01
Quality of stormwater
management system 2.37 2.33 2.33 0.00
Quality of special events
offered 2.30 2.27 2.40 ‐0.13
Quality of water services 2.44 2.36 2.41 ‐0.05
Quality of customer service
during building inspections 2.58 2.59 2.52 0.07
Quality of recreation
programming offered 2.43 2.58 2.63 ‐0.05
Quantity of recreation
classes offered 2.52 2.64 2.67 ‐0.03
Quality of property
maintenance services
(weeds, unsafe buildings,
etc.)
2.87 2.77 2.73 0.04
City communication with
public (not from elected
officials)
2.70 2.63 2.77 ‐0.14
Communication with your
elected officials 2.95 2.96 3.19 ‐0.23
Maintenance of streets,
sidewalks, and
infrastructure
3.38 3.51 3.41 0.10
Flow of traffic / congestion
management 3.28 3.34 3.48 ‐0.14
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
4
In addition to averages, percentages of satisfaction, neutrality, and dissatisfaction can provide
insight to overall contentment with City Services. Services are organized from the highest
satisfaction rate to the lowest satisfaction rate. Those highlighted in green indicate overall
satisfaction, yellow indicates neutrality, and red indicates overall dissatisfaction. Residents are
overall satisfied with the majority of City services with more than half reaching over a 50%
satisfaction rate.
Table 2: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages of City Services
City Service 2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Quality of Police services 83.5% 12.7% 6.3%
Quality of refuse, recycling, and
yardwaste collection services 82.8% 11.0% 6.3%
Quality of Parks 82.4% 11.4% 6.3%
Quantity of Parks Provided 77.5% 15.0% 7.5%
Response time of police services 70.2% 26.7% 3.1%
Quality of wastewater services 68.9% 23.2% 7.9%
Quality of water services 65.5% 17.9% 16.7%
Quality of flood prevention 61.7% 34.2% 4.12%
Quality of stormwater
management system 61.1% 32.4% 6.5%
Quality of special events offered 59.6% 31.5% 8.9%
Quality of customer service (any
department) 59.2% 34.2% 6.6%
Quality of recreation
programming offered 48.7% 32.9% 18.4%
Quantity of recreation classes
offered 46.1% 36.4% 17.5%
Quality of property maintenance
services (weeds, unsafe buildings,
etc.)
44.1% 35.1% 20.7%
Quality of customer service
during building inspections 39.7% 57.8% 2.6%
City communication with public
(not from elected officials) 36.4% 45.8% 17.8%
Maintenance of streets,
sidewalks, and infrastructure 29.8% 19.4% 50.8%
Flow of traffic / congestion
management 26.1% 19.8% 54.1%
Communication with your elected
officials 20.9% 44.0% 35.1%
5
Satisfaction rates were also compared by year. In this chart, services are sorted from largest
decrease to highest increase. With the exception of two services, satisfaction decreased. Some
of this can be attributed to having 43% less respondents than in 2013 as each individual
response accounts for a higher percentage. The fact that the top two out of the three relate to
communication is important to note.
Table 3: Satisfaction Percentages of City Services Compared by Year
City Service 2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percent change
2013 to 2015
Communication with your
elected officials 31.9% 31.4% 20.9% ‐10.5%
Response time of police
services 77.4% 80.0% 70.2% ‐9.8%
City communication with
public (not from elected
officials)
42.3% 46.0% 36.4% ‐9.6%
Quality of stormwater
management system 62.7% 67.0% 61.1% ‐5.9%
Quality of special events
offered 61.8% 65.1% 59.6% ‐5.5%
Quality of recreation
programming offered 56.8% 54.2% 48.7% ‐5.5%
Quality of customer service
(any department) 63.0% 63.8% 59.2% ‐4.6%
Quality of wastewater
services 63.8% 73.2% 68.9% ‐4.3%
Quality of customer service
during building inspections 42.6% 43.5% 39.7% ‐3.8%
Quality of flood prevention 61.7% 65.0% 61.7% ‐3.3%
Quality of water services 63.8% 68.4% 65.5% ‐2.9%
Quantity of recreation
classes offered 50.8% 48.2% 46.1% ‐2.1%
Flow of traffic / congestion
management 30.0% 28.0% 26.1% ‐1.9%
Quality of property
maintenance services
(weeds, unsafe buildings,
etc.)
38.4% 45.7% 44.1% ‐1.6%
Quality of refuse, recycling,
and yardwaste collection
services
79.8% 83.6% 82.8% ‐0.8%
Quality of Parks 79.4% 82.9% 82.4% ‐0.5%
Quality of Police services 79.9% 83.7% 83.5% ‐0.2%
Quantity of Parks Provided 74.6% 77.1% 77.5% 0.4%
Maintenance of streets,
sidewalks, and
infrastructure
28.6% 26.6% 29.8% 3.2%
6
Participants were also given the option to leave a comment regarding satisfaction with City
services. The following is a table that compares the comments from all three years. Overall, the
highest increases were seen regarding snow plow issues, subdivision issues, and input for
elected officials.
Table 4: Comments Regarding City Services Compared by Year
Comments % of Comments
2012 2013 2015
Specific complaint about a service we are providing 24.4% 28.0% 38.2%
Taxes or fees are too high for the level of service 21.8% 17.8% 14.5%
Input for elected officials 7.7% 0.0% 9.2%
Subdivision Issues 0.0% 0.0% 7.9%
Snow plow issues 0.0% 1.9% 6.6%
Citation of a lack of customer service/communication
from City Hall and elected officials 0.0% 2.8% 5.3%
Comments related to the construction on RT 47 0.0% 2.8% 5.3%
More services per tax dollar 38.5% 25.2% 5.3%
Compliments on existing services 2.6% 0.0% 3.9%
Downtown Improvement 0.0% 0.0% 2.6%
Requests for Yorkville to no longer host special events 0.0% 0.9% 1.3%
Cited recreation classes were too expensive 3.2% 0.0% 0.0%
Complaint related to the Rec Center transitioning process 0.0% 0.9% 0.0%
Displeasure with the City’s choice to not purchase the Rec
Center 0.0% 5.6% 0.0%
Input on whether to keep the REC Center 1.9% 0.0% 0.0%
Positive comments related to communication from their
elected officials 0.0% 1.9% 0.0%
Request for reduced staffing at YBFD 0.0% 0.9% 0.0%
Request to eliminate the garbage subsidy for seniors 0.0% 0.9% 0.0%
Request to reduce our number of police officers 0.0% 0.9% 0.0%
Requests for a park district 0.0% 0.9% 0.0%
Requests for a reduced emphasis on recreation classes
and programming 0.0% 4.7% 0.0%
Requests to eliminate health insurance for elected officials 0.0% 2.8% 0.0%
Thanking those who raised funds for the bike paths 0.0% 0.9% 0.0%
Citizens were also asked which services should receive the most emphasis and were able to
choose three. The table below outlines the response rate for each service with high
percentages indicating greater emphasis.
7
Table 5: City Service Emphasis Ranking Compared by Year
Answer Options
2012
Response
Percent
2013
Response
Percent
2015
Response
Percent
Percent
Change (2013
to 2015)
Maintenance of streets,
sidewalks, and infrastructure 78.2% 80.6% 82.7% 2.1%
Flow of traffic / congestion
management 60.7% 60.5% 56.5% ‐4.0%
Quality of police services 24.6% 23.5% 24.2% 0.7%
Quality of property
maintenance services
(weeds, unsafe buildings,
etc.)
23.0% 19.4% 22.3% 2.9%
City communication with
public (not from elected
officials)
15.5% 14.3% 18.1% 3.8%
Communication with your
elected officials 15.9% 17.5% 16.9% ‐0.6%
Quality of water services 16.3% 12.3% 16.2% 3.9%
Quality of special events
offered N/A* 4.1% 8.5% 4.4%
Quantity of recreation
programming offered N/A* N/A* 8.46% N/A*
Quantity of recreation
classes offered 5.6% 10.6% 6.9% ‐3.7%
Quality of customer service
(any department) 6.3% 3.5% 6.2% 2.7%
Quality of parks 6.3% 6.0% 5.4% ‐0.6%
Quality of recreation
programming offered 6.9% 10.8% 5.0% ‐5.8%
Quantity of parks provided 4.8% 4.5% 5.0%** 0.5%
Quality of stormwater
management system 4.2% 4.1% 4.6% 0.5%
Quality of flood prevention 3.8% 2.8% 3.9% 1.1%
Quality of refuse, recycling,
and yardwaste collection
services
9.5% 6.3% 3.9% ‐2.4%
Quality of wastewater
services 3.0% 3.5% 1.5% ‐2.0%
Quality of customer service
during building inspections 0.6% 0.4% 0.0% ‐0.4%
Quantity of special events
offered 4.6% 3.2% N/A N/A
*Answer was not an option **worded as quality of parks provided in 2015
8
City Council Goals
Question 4 asked surveyors to rank the City Council Goals 1‐6. The following is the sorted
rankings of the six options, from most important to least important:
Lower values signify higher importance and higher values signify less importance as 1 signifies
most important and 6 means least important.
Table 6: Average Importance of City Council Goals Compared by Year
Answer Options 2012
Average
2013
Average
2015
Average
Increase in
Importance
(2013 to 2015)
Attract commercial
development
2.06
2.03 2.07 ‐0.04
Work on completion of
unfinished subdivisions 3.12 3.17 2.93 0.24
Attract manufacturing and
light industrial development 2.75 2.71 3.03 ‐0.32
Keep citizens informed on
City government activities 3.52 3.65 3.67 0.02
Attract attainable housing for
people at every stage of life 4.29 4.18 4.26 ‐0.08
Expand cultural activities 4.98 4.96 4.78 0.18
(1 most important of this group……6 least important of this group)
9
The following table outlines the importance of the City Council goals as ranked by residents.
From 2013 to 2015 the goal of “Work on completion of unfinished subdivisions” is now number
two instead of number three and “Attract manufacturing and light industrial development” is
now number three instead of number two
Table 7: 2012‐ 2015 Importance of City Council Goals
Rank of Importance of City Council Goals
2012 2013 2015
Attract commercial
development
Attract commercial
development
Attract commercial
development
Attract manufacturing and
light industrial development
Attract manufacturing and light
industrial development
Work on completion of
unfinished subdivisions
Work on completion of
unfinished subdivisions
Work on completion of
unfinished subdivisions
Attract manufacturing and light
industrial development
Keep citizens informed on
City government activities
Keep citizens informed on City
government activities
Keep citizens informed on City
government activities
Attract attainable housing for
people at every stage of life
Attract attainable housing for
people at every stage of life
Attract attainable housing for
people at every stage of life
Expand cultural activities Expand cultural activities Expand cultural activities
10
Overall Quality and Value
In Question 5, residents were asked to rate four items relating to overall quality and value. The
first table shows the 2015 satisfaction rates.
In 2015, Satisfaction was the highest percentage for all four items. Dissatisfaction and
Satisfaction percentages for “Value you receive for City tax dollars and fees” were very close.
Examining the comments can give insight into why that is.
Table 8: 2015 Quality and Value Satisfaction, Neutral, and Dissatisfaction Percentages
Answer Options 2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Quality of life in the City 58.3% 25.8% 15.9%
Quality of City Services 53.6% 31.4% 15.1%
Image of the City 45.5% 28.5% 26.1%
Value you receive for
City tax dollars and fees 36.9% 29.4% 33.7%
Satisfaction of overall quality and value can also be compared by year.
In summary, from 2013 to 2015, there have been significant decreases in satisfaction for all
items with the exception of Image of the City.
Table 9: Quality and Value Satisfaction, Neutral, and Dissatisfaction Percentages Compared
by Year
Answer Options 2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percentage
Change 2013
to 2015
Value you receive
for City tax dollars
and fees
38.5% 45.7% 36.9% ‐8.8%
Quality of City
Services 58.8% 62.3% 53.6% ‐8.7%
Quality of life in the
City 61.4% 65.7% 58.3% ‐7.4%
Image of the City 45.3% 47.6% 45.5% ‐2.1%
11
Staff analyzed the comments associated with Question 5, and came up with the following
analysis:
Large increases were seen in suggestion related to development, input for elected officials, and
school system complaints.
The 11 comments (22.9%) in 2015 that are categorized under “specific complaint about a
service we are providing” can be broken down as followed*:
6 comments mention streets or street maintenance
3 comments mention multiple items including downtown and overall aesthetics
2 comments mention trails
2 comments mention snow removal
2 comments mention inconveniences associated with road construction
Table 10: Overall Quality and Value Comments Compared by Year
Comments % of Comments
2012 2013 2015
Specific complaint about a service we are
providing 11.0% 39.4% 22.9%
Suggestions or input related to how
development should occur in Yorkville 0.0% 12.1% 18.8%
Taxes or fees are too high for the level of
service 39.6% 21.2% 18.8%
Input for elected officials 9.9% 6.1% 16.7%
Complaints regarding the school system 3.3% 0.0% 8.3%
Compliment on existing services. 1.1% 4.5% 6.3%
More services per tax dollar 30.8% 10.6% 6.3%
Questioning the current vision and direction
of the City 0.0% 6.1% 2.1%
Request not to purchase the REC Center 1.1% 0.0% 0.0%
Request to slow development or keep small
town characteristics 3.3% 0.0% 0.0%
12
Another aspect of overall quality and value is advantages and disadvantages of a city. In
question 6, residents were asked to rank certain criteria as an advantage or disadvantage to
living in Yorkville. The answer options were: Major Advantage, Advantage, Neutral,
Disadvantage or Major Disadvantage. For simplicity, Major Advantage and Advantage were
combined into Advantageous and Disadvantage and Major Disadvantage were combined into
Disadvantageous. This was a new question in 2015.
Answer choices are organized from most advantageous to least advantageous. Those
highlighted in green indicate overall advantage, yellow indicates neutrality, and red indicates
overall disadvantage.
In addition, looking at the difference between the Advantageous percentage and the
Disadvantageous percentage shows the degree to which it is seen as a pro or a con.
In 2015, Transportation is seen as the top disadvantage while residential neighborhoods and
friendliness of residents are seen as the primary advantages.
Table 11: 2015 Rank of Advantages and Disadvantages of Living in Yorkville
Answer Choices
Percent that
identify it as
Advantageous
Percent that
identify it as a
Neutrality
Percent that
identify it as
Disadvantageous
Percent Difference
between
Advantageous and
Disadvantageous
Residential
Neighborhoods 72.3% 23.4% 4.3% 68%
Friendliness of
residents 71.2% 24.9% 3.9% 67.3%
Housing Quality 60.9% 32.8% 6.3% 54.6%
Schools 54.9% 35.3% 9.8% 45.1%
Location 54.1% 26.5% 19.5% 34.6%
Housing Cost 39.7% 31.1% 29.2% 10.5%
Recreational
amenities 34.4% 45.3% 20.3% 14.1%
Shopping 26.1% 34.6% 39.3% ‐13.2%
Transportation 8.6% 42.6% 48.8% ‐40.2%
13
Furthermore, question 9 also related to overall quality and value. In this question respondents
were asked to rate their agreement or disagreement with certain statements. The answer
options were: Strongly Agree, Agree, Neutral, Disagree, or Strongly Disagree. For simplicity,
Strongly Agree and Agree were combined into Agreement and Disagree and Strongly Disagree
were combined into Disagreement. This was a new question in 2015.
Answer choices are organized from highest agreement to lowest agreement. Those highlighted
in green indicate overall agreement, yellow indicates neutrality, and red indicates overall
disagreement.
In addition, looking at the difference between the Agreement percentage and the
Disagreement percentage shows the degree to which it is agreed upon with higher percentages
indicating more inclusive agreement.
All 6 statements were overall agreed upon. The extent to which each had general agreement is
where the differences are. Generally, residents most feel that Yorkville is a good place to raise
kids and is safer than surrounding communities.
Table 12: 2015 Agreement, Neutral, and Disagreement Rates for Statements about Yorkville
Statement 2015
Agreement
2015
Neutral
2015
Disagreement
Percent Difference
between
Agreement and
Disagreement
Yorkville is a good place to
raise kids. 82.9% 14.8% 2.3% 80.6%
Yorkville is safer than
surrounding communities. 70.9% 22.5% 6.6% 64.3%
I plan to remain in
Yorkville for the next five
years.
67.1% 15.9% 17.1% 50.0%
Yorkville has a sense of
community. 64.0% 27.1% 8.9% 55.1%
I would recommend living
in Yorkville. 61.6% 24.4% 14.0% 47.6%
Yorkville is a good place to
retire. 36.1% 28.7% 35.3% 0.8%
14
Question 20 inquired for suggestions to improve the quality of life in Yorkville. Responses for
this question were written. Staff analyzed the comments and compared them by year. Overall,
taxes are still the largest concern, road improvement comments are decreasing, and requests
for more services is increasing.
Table 13: Comments Regarding Improving Quality of Life Compared by Year
Comments % of Comments
2012 2013 2015
Taxes are too high 26.5% 28.0% 25.0%
Request for more services 6.8% 14.9% 22.0%
Request for Economic Development 26.5% 18.9% 19.0%
Improve the road system 19.3% 19.4% 11.9%
Addition of the Bike Trails and Sidewalks 9.2% 8.6% 7.1%
Request to beautify Downtown and
Riverfront 11.6% 10.3% 7.1%
Add/remove certain types of housing 0.0% 0.0% 3.0%
School system improvement 0.0% 0.0% 1.8%
Don’t grow too much 0.0% 0.0% 1.2%
Continue Festivals 0.0% 0.0% 0.6%
Improve Finances 0.0% 0.0% 0.6%
Keep natural areas 0.0% 0.0% 0.6%
15
Police and Public Safety
Recall in order to compare city services citizens were asked to rate a variety of city services
across multiple departments in question two. The top chart indicates the averages of those
related to police and public safety. Services are ordered from lowest average to highest
average.
Police options ranked first and third out of nineteen services indicating high satisfaction.
Table 14: Average Satisfaction of General Police Services Compared by Year
General Police Service 2012 Average 2013 Average 2015 Average
2013 to 2015
Satisfaction
Improvement
Quality of police services 1.95 1.90 1.81 0.09
Response time of police
services 1.95 1.91 2.02 ‐0.11
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
In Question 7, residents were asked to rate their satisfaction for more specific police services.
This next chart indicates the average satisfaction of the more specific services.
Putting the two charts together, averages for overall quality of police services improved as well
as the efforts to prevent major crime.
Table 15: Average Satisfaction for Specific Police Services Compared by Year
Specific
Police Service
2012
Average
2013
Average
2015
Average
2013 to 2015
Satisfaction
Improvement
Efforts to prevent major
crime 2.29 2.26 2.17 0.09
Visibility of police in retail
areas 2.44 2.42 2.45 ‐0.03
Visibility of police in your
neighborhood 2.31 2.24 2.30 ‐0.06
How quickly police respond 2.11 2.09 2.18 ‐0.09
Quality of non‐enforcement
services 2.34 2.33 2.42 ‐0.09
Enforce traffic laws in your
neighborhood 2.57 2.59 2.74 ‐0.15
Enforce traffic laws on
major streets 2.27 2.25 2.42 ‐0.17
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
16
In addition to averages, percentages of satisfaction, neutrality, and dissatisfaction percentages
for 2015 were calculated. The first chart outlines general police services while the second chart
displays the results for specific police services.
Services are organized from the highest satisfaction rate to the lowest satisfaction rate. Those
highlighted in green indicate overall satisfaction, yellow indicates neutrality, and red indicates
overall dissatisfaction.
Police options ranked first and fourth out of nineteen services.
Table 16: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages of General Police
Services
General Police Service 2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Quality of Police services 83.5% 12.7% 6.3%
Response time of police services 70.2% 26.7% 3.1%
Overall, residents were satisfied with each police service. For non‐enforcement services, the
percentage difference is not large between neutral and satisfaction, but the rest have
significant value variances.
Table 17: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages of General Police
Services
Specific Police Service 2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Efforts to prevent major crime 68.7% 29.7% 1.6%
How quickly police respond 66.3% 27.6% 6.1%
Visibility of police in your
neighborhood 64.3% 20.4% 15.3%
Enforce traffic laws on
major streets 63.2% 21.7% 15.0%
Visibility of police in
retail areas 52.8% 37.5% 9.7%
Quality of non-enforcement
services 49.3% 45.9% 4.8%
Enforce traffic laws in your
neighborhood 48.0% 26.0% 26.0%
17
Satisfaction rates were also compared by year for both general police services and specific
police services. With the exception of “Efforts to prevent major crime,” satisfaction decreased
from 2013 to 2015.
Satisfaction rate for general police services are higher than specific police services indicating
that when compared to other departments, police services are seen as more favorable.
After examining the comments regarding Police from both 2013 and 2015, there were not
major differences to account for the decreases in satisfaction. As before, the majority of the
comments related to needing more traffic (speeding) enforcement or overall presence.
Table 18: Satisfaction Percentages of General Police Services Compared by Year
General Police Service 2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percent
Change 2013
to 2015
Response time of police services 77.4% 80.0% 70.2% ‐9.8%
Quality of Police services 79.9% 83.7% 83.5% ‐0.2%
Table 19: Satisfaction Percentages of Specific Police Services Compared by Year
Specific Police Service 2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percent
Change 2013
to 2015
Quality of non‐enforcement
services 53.7% 57.6% 49.3% ‐8.3%
Enforce traffic laws on
major streets 68.2% 69.5% 63.2% ‐6.3%
How quickly police respond 70.8% 72.3% 66.3% ‐6.0%
Visibility of police in your
neighborhood 63.5% 69.2% 64.3% ‐4.9%
Enforce traffic laws in your
neighborhood 50.9% 52.9% 48.0% ‐4.9%
Visibility of police in
retail areas 52.7% 54.5% 52.8% ‐1.7%
Efforts to prevent major crime 61.8% 64.6% 68.7% 4.1%
18
In Question 8, a choice of seven different public safety items was given and participants were
asked to identify three that should be given the most emphasis. Examining the response rate
gives insight into how important a particular emphasis is to residents.
Compared to prior years, residents are increasingly identifying enforcing traffic laws on major
streets as an important emphasis. Efforts to prevent major crime most likely decreased because
it saw an increase in satisfaction so residents are not finding it as crucial as before.
Table 20: Response Rate for Public Safety Emphases Compared by Year
Answer Options
2012
Response
Percent
2013
Response
Percent
2015
Response
Percent
Percent Change
(2013 to 2015)
Enforce traffic laws on major
streets 31.6% 36.3% 44.8% 8.5%
Enforce traffic laws in your
neighborhood 28.2% 27.2% 30.2% 3.0%
How quickly police respond 33.8% 31.9% 34.5% 2.6%
Visibility of police in retail
areas 42.9% 38.8% 40.9% 2.1%
Quality of non‐enforcement
services 16.5% 14.5% 15.5% 1.0%
Visibility of police in your
neighborhood 54.7% 55.2% 55.6% 0.4%
Efforts to prevent major
crime 74.0% 74.2% 71.0% ‐3.2%
19
The following table outlines the emphasis order of Public Safety items as ranked by residents.
The first two and last two priorities have been consistent. In 2015, enforcing traffic laws on
major streets is seen as a higher priority for residents compared to visibility of police in retail
areas.
Table 21: 2012‐2015 Public Safety Emphasis Rank
Public Safety Emphasis Rank
2012 2013 2015
Efforts to prevent major crime Efforts to prevent major crime Efforts to prevent major crime
Visibility of police in your
neighborhood
Visibility of police in your
neighborhood
Visibility of police in your
neighborhood
Visibility of police in
retail areas
Visibility of police in
retail areas
Enforce traffic laws on
major streets
How quickly police respond Enforce traffic laws on
major streets Visibility of police in retail areas
Enforce traffic laws on
major streets How quickly police respond How quickly police respond
Enforce traffic laws in your
neighborhood
Enforce traffic laws in your
neighborhood
Enforce traffic laws in your
neighborhood
Quality of non‐enforcement
services
Quality of non‐enforcement
services
Quality of non‐enforcement
services
20
Public Works
Recall in order to compare city services citizens were asked to rate a variety of city services
across multiple departments in question two. The top chart indicates the averages of those
related to public works. Services are ordered from lowest average to highest average.
Services related to water had higher satisfaction averages than those related to streets.
Construction can explain why citizens are more satisfied with maintenance, but less satisfied
with traffic.
Table 22: Average Satisfaction of General Public Works Services Compared by Year
General
Public Works Service
2012
Average
2013
Average
2015
Average
2013 to 2015
Satisfaction
Improvement
Quality of refuse, recycling,
and yardwaste collection
services
2.04 1.97 1.96 0.01
Quality of wastewater
services 2.30 2.22 2.25 ‐0.03
Quality of flood prevention 2.35 2.33 2.27 0.06
Quality of stormwater
management system 2.37 2.33 2.33 0.00
Quality of water services 2.44 2.36 2.41 ‐0.05
Maintenance of streets,
sidewalks, and
infrastructure
3.38 3.51 3.41 0.10
Flow of traffic / congestion
management 3.28 3.34 3.48 ‐0.14
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
21
In Question 10, residents were asked to rate their satisfaction for more specific public works
services. This next chart indicates the average satisfaction of the more specific services. Services
are ordered from lowest average to highest average.
It is important to note that snow removal saw the largest decreases in satisfaction averages.
Table 23: Average Satisfaction of Specific Public Works Services Compared by Year
Specific
Public Works Service
2012
Average
2013
Average
2015
Average
2013 to 2015
Satisfaction
Improvement
Snow removal on major
streets 2.10 1.93 2.35 ‐0.42
Cleanliness of streets and
other public areas 2.24 2.25 2.37 ‐0.12
Maintenance of street signs 2.31 2.33 2.37 ‐0.04
Maintenance of City street
lighting 2.35 2.43 2.42 0.01
Mowing and trimming along
major streets 2.28 2.19 2.43 ‐0.24
Maintenance of City
sidewalks 2.89 2.97 2.92 0.05
Snow removal on
neighborhood streets 2.53 2.26 2.95 ‐0.69
Maintenance of major City
streets (i.e. Game Farm
Road, Fox Road, Van
Emmon Road)
3.28 3.48 3.12 0.36
Maintenance of
neighborhood streets
(entrances to subdivisions,
streets in front of your
house)
3.07 3.16 3.21 ‐0.05
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
22
In addition to averages, percentages of satisfaction, neutrality, and dissatisfaction percentages
for 2015 were calculated. The first chart outlines general public works services while the second
chart displays the results for specific public works services.
Services are organized from the highest satisfaction rate to the lowest satisfaction rate. Those
highlighted in green indicate overall satisfaction, yellow indicates neutrality, and red indicates
overall dissatisfaction.
All services are seen as satisfactory with exception to maintenance of streets, sidewalks, and
infrastructure and flow of traffic/congestion management.
Table 24: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages for General Public Works
Services
General
Public Works Service
2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Satisfaction
Rank (out of
19)
Quality of refuse, recycling,
and yardwaste collection
services
82.8% 11.0% 6.3% 2
Quality of wastewater
services 68.9% 23.2% 7.9% 6
Quality of water services 65.5% 17.9% 16.7% 7
Quality of flood prevention 61.7% 34.2% 4.12% 8
Quality of stormwater
management system 61.1% 32.4% 6.5% 9
Maintenance of streets,
sidewalks, and
infrastructure
29.8% 19.4% 50.8% 17
Flow of traffic / congestion
management 26.1% 19.8% 54.1% 18
23
Residents were overall satisfied with every service except for maintenance of neighborhood
streets. That being said, the difference between satisfaction rate and dissatisfaction rate for
maintenance of major City streets is only just above one percent.
Combining both charts, street maintenance overall has the lowest satisfaction rates.
Table 25: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages for Specific Public Works
Services
Specific
Public Works Service
2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Snow removal on major streets 71.0% 14.1% 14.9%
Maintenance of City street
lighting 65.5% 22.2% 12.3%
Maintenance of street signs 64.3% 27.8% 7.9%
Cleanliness of streets and other
public areas 63.8% 25.5% 10.8%
Mowing and trimming along
major streets 60.6% 28.1% 11.2%
Snow removal on neighborhood
streets 46.3% 17.8% 36.0%
Maintenance of City sidewalks 40.2% 31.2% 28.7%
Maintenance of neighborhood
streets 39.6% 16.0% 44.4%
Maintenance of major City streets 39.4% 22.5% 38.2%
24
Satisfaction rates were also compared by year for both general public works services and
specific public works services. Services are ordered from highest decrease in satisfaction to
highest increase in satisfaction.
Satisfaction for maintenance of streets, sidewalks, and infrastructure with the exception of
neighborhood streets saw an increase in satisfaction as well as maintenance of street lighting.
Table 26: Satisfaction Percentages for General Public Works Services Compared by Year
General Public Works
Service
2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percent
Change 2013
to 2015
Quality of stormwater
management system 62.7% 67.0% 61.1% ‐5.9%
Quality of wastewater
services 63.8% 73.2% 68.9% ‐4.3%
Quality of flood
prevention 61.7% 65.0% 61.7% ‐3.3%
Quality of water services 63.8% 68.4% 65.5% ‐2.9%
Flow of traffic /
congestion management 30.0% 28.0% 26.1% ‐1.9%
Quality of refuse,
recycling, and yardwaste
collection services
79.8% 83.6% 82.8% ‐0.8%
Maintenance of streets,
sidewalks, and
infrastructure
28.6% 26.6% 29.8% 3.2%
25
Snow removal on City streets both major and neighborhood has drastically decreased in
satisfaction rate. The rate for decrease in satisfaction for mowing and trimming is also high. We
are moving in the right direction for satisfaction of maintenance of major City streets. Even
though it has the lowest satisfaction rate, it has seen the most improvement.
Table 27: Satisfaction Rates for Specific Public Works Services Compared by Year
Specific Public Works
Service
2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percent
Change 2013
to 2015
Snow removal on
neighborhood streets 61.4% 72.7% 46.3% ‐26.4%
Snow removal on major
streets 79.0% 86.4% 71.0% ‐15.4%
Mowing and trimming
along major streets 68.3% 72.8% 60.6% ‐12.2%
Cleanliness of streets and
other public areas 70.4% 70.6% 63.8% ‐6.8%
Maintenance of
neighborhood streets 43.1% 42.5% 39.6% ‐2.9%
Maintenance of street
signs 67.5% 67.0% 64.3% ‐2.7%
Maintenance of City street
lighting 68.1% 63.7% 65.5% 1.8%
Maintenance of City
sidewalks 39.6% 38.4% 40.2% 1.8%
Maintenance of major City
streets 31.7% 25.7% 39.4% 13.7%
26
Analysis of the comments regarding resident’s satisfaction rates for specific public works
services can provide additional insight. Road maintenance and improvement continues to be
the top type of comment and issues with snow removal saw an over 20% increase from 2013 to
2015.
Table 28: Specific Public Works Services Comments Compared by Year
Comments % of Comments
2012 2013 2015
Roads which needed improvement and
better overall maintenance of streets 45.0% 28.8% 37.7%
Issues with the snow removal process 24.0% 9.6% 32.1%
Request for street signs to be added or
replaced or better lighting in a neighborhood 7.0% 19.2% 15.1%
Compliment on existing services 5.6% 13.5% 5.7%
Concerns regarding mowing and upkeep of
abandoned lots and the removal of weeds
intersections
8.5% 7.7% 3.4%
Requests for more sidewalks 7.0% 7.7% 3.4%
Construction has gone on too long 0.0% 0.0% 1.9%
Displeasure with the current trash and
recycling provider 0.0% 3.8% 0.0%
Need for more bike paths 0.0% 1.9% 0.0%
Suggestion for more trees near
Riemenschneider Park 1.4% 0.0% 0.0%
Taxes or fees are too high for the level of
service 1.4% 7.7% 0.0%
27
In Question 11, a choice of nine different public works items was given and participants were
asked to identify three that should be given the most emphasis. Examining the response rate
gives insight into how important a particular emphasis is to residents.
Compared to the prior years, residents are increasingly seeing snow removal on streets of all
types as important.
Table 29: Response Rate for Public Works Emphases Compared by Year
Answer Options
2012
Response
Percent
2013
Response
Percent
2015
Response
Percent
Percent Change
(2013 to 2015)
Snow removal on
neighborhood streets 31.8% 22.5% 48.0% 25.5%
Snow removal on
major streets 24.2% 17.1% 27.6% 10.5%
Maintenance of
neighborhood streets 63.2% 63.5% 65.0% 1.5%
Maintenance of
street signs 5.3% 5.3% 5.1% ‐0.2%
Mowing and trimming along
major streets 10.1% 9.0% 8.7% ‐0.3%
Cleanliness of streets and
other public areas 29.0% 28.5% 27.2% ‐1.3%
Maintenance of
City street lighting 17.9% 21.9% 17.3% ‐4.6%
Maintenance of City
sidewalks 32.9% 34.8% 25.6% ‐9.2%
Maintenance of
major City streets 74.9% 82.7% 68.1% ‐14.6%
28
The following table outlines the emphasis order of Public Works items as ranked by residents.
The first two and the last two priorities have been consistent. In prior years sidewalks has been
the third highest, but snow removal has now taken third and fourth place.
Table 30: 2012‐2015 Public Works Emphasis Rank
Public Works Emphasis Rank
2012 2013 2015
Maintenance of
major City streets
Maintenance of
major City streets
Maintenance of
major City streets
Maintenance of
neighborhood streets
Maintenance of neighborhood
streets
Maintenance of neighborhood
streets
Maintenance of
City sidewalks
Maintenance of
City sidewalks
Snow removal on
neighborhood streets
Snow removal on neighborhood
streets
Cleanliness of streets and other
public areas
Snow removal on
major streets
Cleanliness of streets and other
public areas
Snow removal on
neighborhood streets
Cleanliness of streets and other
public areas
Snow removal on
major streets
Maintenance of
City street lighting
Maintenance of
City sidewalks
Maintenance o
City street lighting
Snow removal on
major streets
Maintenance of
City street lighting
Mowing and trimming along
major streets
Mowing and trimming along
major streets
Mowing and trimming along
major streets
Maintenance of
street signs
Maintenance of
street signs
Maintenance of
street signs
29
Communications
In order to most effectively communicate with residents, it is crucial to understand what their
primary sources of information about City issues, services, and events are. Residents were
asked to identify all they use out of the given options. The following chart is a list of media
outlets, ranked by most frequently used to least frequently used.
Residents utilize a variety of sources in order to stay informed regarding City news. Generally,
there seems to be a decrease in the usage of external sources such as outside newspapers. The
largest increase is the City Facebook page.
Table 31: Response Rates for Communication Sources Compared by Year
Answer Options 2012 Response
Percent
2013 Response
Percent
2015 Response
Percent
Percent Change
(2013 to 2015)
Kendall County
Record 73.8% 71.8% 63.8% ‐8.0%
Utility Bill Inserts 43.1% 46.2% 57.4% 11.2%
City Newsletter 31.7% 47.0% 36.7% ‐10.3%
Website 43.1% 27.1% 27.5% 0.4%
Yorkville Patch 24.0% 39.4% 27.1% ‐12.3%
City Facebook Page 1.6% 10.3% 18.3% 8.0%
Beacon News 24.0% 22.8% 15.1% ‐7.7%
WSPY Radio 13.9% 12.0% 11.6% ‐0.4%
Other 5.4% 2.8% 6.0% 3.2%
Contact with elected
officials 11.1% 7.2% 3.6% ‐3.6%
City Twitter Account 0.2% 2.4% 2.0% 0.4%
Govt Access TV
(FVTV) 2.4% 1.5% 0.0% ‐1.5%
30
Examining the comments can give insight into other sources used. Word of mouth continues to
be the highest.
Table 32: Comments Regarding Sources of Information Compared by Year
Comments % of Comments
2012 2013 2015
Word of mouth 41.9% 23.8% 29.4%
Flyers/Signs 2.3% 0.0% 17.6%
Reiteration of above response 0.0% 19.0% 11.8%
Unaware of newsletter or asked how to sign
up 0.0% 0.0% 11.8%
Call the City 0.0% 0.0% 5.9%
Parks and Recreation Department 0.0% 0.0% 5.9%
Request to reinstate the newsletter 20.9% 9.5% 5.9%
Subdivision Newsletter 0.0% 0.0% 5.9%
What’s Going on Yorkville 0.0% 0.0% 5.9%
“Yorkville Preview” 0.0% 9.5% 0.0%
Council meetings 16.3% 9.5% 0.0%
Local church or community center 7.0% 0.0% 0.0%
No form of communication and offered
suggestions on current City practices, such as
mailings and FVTV
0.0% 14.3% 0.0%
Recommended creating a community board
similar to the one found in North Aurora 2.3% 0.0% 0.0%
Unaware of the city website, Facebook or
twitter pages
9.3% 0.0% 0.0%
Unaware they could contact Aldermen 0.0% 14.3% 0.0%
31
In order to reach as many residents as possible, it is important to ask what sources would be
the best if they do not use any of the options given before. This question was new in 2013,
therefore data from 2012 is not provided. Email blast and mailings continue to be the top two
sources.
Table 33: Comments Regarding Best Unmentioned Forms of Communication
Comments % of Comments
2013 2015
Communication through email via a weekly
or monthly news blast 29.0% 32.0%
Mailings, preferably in the form of a
newsletter 35.5% 28.0%
Restated option given before 12.9% 28.0%
Coffee with the Mayor 0.0% 4.0%
Flyers 0.0% 4.0%
Senior Paper at Senior Services 0.0% 4.0%
Council meetings are the only way they are
communicated with 3.2% 0.0%
Neighborhood meetings held by elected
officials 3.2% 0.0%
Not sure if any other way to be
communicated with than those already
described
12.9% 0.0%
Word of mouth is only way they will receive
information 3.2% 0.0%
32
Recall in order to compare city services citizens were asked to rate a variety of city services
across multiple departments in question two. The top chart indicates the averages of those
related to communication. Services are ordered from lowest average to highest average.
Both average satisfaction with staff and elected officials decreased.
Table 34: Average Satisfaction of General Communication Compared by Year
General
Communication
2012
Average
2013
Average
2015
Average
2013 to 2015
Satisfaction
Improvement
City communication with
public (not from elected
officials)
2.70 2.63 2.77 ‐0.14
Communication with your
elected officials 2.95 2.96 3.19 ‐0.23
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
In Question 14, residents were asked to rate their satisfaction of specific communication tools.
This next chart indicates the average satisfaction. Services are ordered from lowest average to
highest average.
All specific communication tools saw an average decrease in satisfaction or statistically
insignificant increase.
Table 35: Average Satisfaction of Specific Communication Tools Compared by Year
Specific
Communication Tool
2012
Average
2013
Average
2015
Average
2013 to 2015
Satisfaction
Improvement
Quality of website 2.58 2.56 2.55 0.01
Quality of City newsletter 2.56 2.46 2.63 ‐0.17
Efforts to keep you
informed about issues 2.79 2.53 2.67 ‐0.10
Quality of City facebook
page 2.95 2.68 2.74 ‐0.06
Quality of City twitter
account 2.96 2.88 2.87 0.01
Quality of government
access TV station 3.01 2.97 3.05 ‐0.08
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
33
In addition to averages, percentages of satisfaction, neutrality, and dissatisfaction percentages
for 2015 were calculated. The first chart outlines general communication while the second
chart displays the results for specific communication tools.
Services are organized from the highest satisfaction rate to the lowest satisfaction rate. Those
highlighted in green indicate overall satisfaction, yellow indicates neutrality, and red indicates
overall dissatisfaction.
Both communication with staff and elected officials is seen as neutral.
Table 36: 2015 Satisfaction, Neutral and Dissatisfaction Percentages for General
Communication
General Communication 2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
City communication with public
(not from elected officials) 36.4% 45.8% 17.8%
Communication with your elected
officials 20.9% 44.0% 35.1%
Table 37: 2015 Satisfaction, Neutral and Dissatisfaction Percentages for Specific
Communication Tools
Specific
Communication Tool
2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Quality of Website 49.8% 41.7% 8.5%
Efforts to keep you informed
about issues 48.4% 34.6% 17.1%
Quality of City Newsletter 47.4% 42.7% 9.9%
Quality of City Facebook Page 32.1% 61.3% 6.6%
Quality of Government Access TV
Station 16.9% 67.7% 15.4%
Quality of City Twitter Account 16.1% 79.3% 4.6%
34
Satisfaction rates were also compared by year for both general communication and specific
communication tools. Services are ordered from highest decrease in satisfaction to highest
increase in satisfaction.
Both categories under general communication decreased in satisfaction.
Table 38: Satisfaction Percentages for General Communication Compared by Year
General
Communication 2012 Satisfaction 2013 Satisfaction 2015 Satisfaction
Percentage
Change 2013
to 2015
Communication
with your elected
officials
31.9% 31.4% 20.9% ‐10.5%
City communication
with public (not
from elected
officials)
42.3% 46.0% 36.4% ‐9.6%
Results show more satisfaction with the City’s website, the launch of the new website likely
explains it.
Table 39: Satisfaction Percentages for Specific Communication Tools Compared by Year
Specific
Communication
Tool
2012 Satisfaction 2013 Satisfaction 2015 Satisfaction
Percentage
Change 2013
to 2015
Efforts to keep you
informed about
issues
41.5% 55.9% 48.4% ‐7.5%
Quality of City
Newsletter 51.5% 54.0% 47.4% ‐6.6%
Quality of
Government Access
TV Station
16.8% 17.8% 16.9% ‐0.9%
Quality of City
Facebook Page 11.8% 31.2% 32.1% ‐0.1%
Quality of City
Twitter Account 8.8% 13.2% 16.1% 3.2%
Quality of Website 45.5% 44.4% 49.8% 5.4%
35
Parks and Recreation
Recall in order to compare city services citizens were asked to rate a variety of city services
across multiple departments in question two. The top chart indicates the averages of those
related to parks and recreation. Services are ordered from lowest average to highest average.
For all three years the survey has been conducted the average satisfaction has been ranked in
the same order for Parks and Recreation.
Table 40: Average Satisfaction of Parks and Recreation Services Compared by Year
Parks and Recreation
Service 2012 Average 2013 Average 2015 Average
2013 to 2015
Satisfaction
Improvement
Quality of parks 1.99 1.96 2.03 ‐0.07
Quantity of parks provided 2.08 1.95 2.06 ‐0.11
Quality of special events
offered 2.30 2.27 2.40 ‐0.13
Quality of recreation
programming offered 2.43 2.58 2.63 ‐0.05
Quantity of recreation
classes offered 2.52 2.64 2.67 ‐0.03
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
36
In addition to averages, percentages of satisfaction, neutrality, and dissatisfaction percentages
for 2015 were calculated.
Services are organized from the highest satisfaction rate to the lowest satisfaction rate. Those
highlighted in green indicate overall satisfaction, yellow indicates neutrality, and red indicates
overall dissatisfaction.
In general citizens are more satisfied with parks compared to recreation.
Table 41: 2015 Satisfaction, Neutral and Dissatisfaction Rates for Parks and Recreation
Services
Parks and Recreation
Service
2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Quality of Parks 82.4% 11.4% 6.3%
Quantity of Parks Provided 77.5% 15.0% 7.5%
Quality of special events offered 59.6% 31.5% 8.9%
Quality of recreation
programming offered 48.7% 32.9% 18.4%
Quantity of recreation classes
offered 46.1% 36.4% 17.5%
Satisfaction rates were also compared by year. Services are ordered from highest decrease in
satisfaction to highest increase in satisfaction.
Recreation services saw larger decreases in satisfaction than parks.
Table 42: Satisfaction Rates for Parks and Recreation Services Compared by Year
Parks and Recreation
Service
2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percentage
Change 2013
to 2015
Quality of special events
offered 61.8% 65.1% 59.6% ‐5.5%
Quality of recreation
programming offered 56.8% 54.2% 48.7% ‐5.5%
Quantity of recreation
classes offered 50.8% 48.2% 46.1% ‐2.1%
Quality of Parks 79.4% 82.9% 82.4% ‐0.5%
Quantity of Parks Provided 74.6% 77.1% 77.5% 0.4%
37
One primary function of Parks and Recreation is special events. Questions 15‐17 related to
special events. In Question 15, residents were asked to rate their satisfaction with how each
event is run. The first table displays the average satisfaction rate from highest satisfaction to
lowest.
With the exception of a very small increase in average satisfaction for the Easter Express, all
special events decreased in average satisfaction. The order of the events from highest average
satisfaction to lowest has stayed fairly consistent.
Table 43: Average Satisfaction for Special Events Compared by Year
Special Event 2012 Average 2013 Average 2015 Average
2013 to 2015
Satisfaction
Improvement
Music Under the Stars 2.24 2.07 2.31 ‐0.24
Hometown Days 2.16 2.13 2.33 ‐0.20
Holiday Under the Stars 2.29 2.19 2.35 ‐0.16
5k runs (Tax Dodge, Chili
Chase, etc.) 2.46 2.33 2.46 ‐0.13
Outdoor Movies N/A 2.33 2.46 ‐0.13
Easter Express N/A 2.48 2.47 0.01
Ribs on the River N/A 2.40 2.48 ‐0.08
Halloween Egg Hunt N/A 2.46 2.52 ‐0.04
National Night Out 2.55 2.44 2.54 ‐0.10
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
38
In addition to averages, percentages were also calculated.
Events are organized from the highest satisfaction rate to the lowest satisfaction rate. Those
highlighted in green indicate overall satisfaction, yellow indicates neutrality, and red indicates
overall dissatisfaction.
In general, our largest special events have higher satisfaction while smaller special events are
more neutral.
Table 44: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages for Special Events
Special Event 2015
Satisfaction
2015
Neutral
2015
Dissatisfaction
Hometown Days 62.2% 29.1% 8.7%
Music Under the Stars 59.2% 37.8% 3.1%
Holiday Under the Stars 55.6% 41.5% 2.5%
Ribs on the River 50.3% 42.9% 6.8%
5k runs (Tax Dodge, Chili Chase,
etc.) 49.3% 45.7% 5.1%
Outdoor Movies 47.6% 49.0% 3.5%
Easter Express 44.1% 53.4% 2.5%
Halloween Egg Hunt 44.5% 49.2% 6.3%
National Night Out 41.4% 55.0% 3.6%
39
Satisfaction rates were also compared by year. Services are ordered from largest decrease in
satisfaction to largest increase in satisfaction.
Satisfaction for all special events has decreased compared to past years. Due to a large
difference in survey participants, it is difficult to determine whether this is a general city trend
or what is the exact significance of these results. Comparing all three years comments suggest
that Hometown Days might have decreased due to not changing up the event. As for the other
events, there were not many specific comments about them.
Table 45: Satisfaction Percentages for Special Events Compared by Year
Special Event 2012
Satisfaction
2013
Satisfaction
2015
Satisfaction
Percentage
Change 2013
to 2015
Music Under the
Stars 65.9% 75.1% 59.2% ‐15.9%
Holiday Under the
Stars 63.8% 68.9% 55.6% ‐13.3%
Hometown Days 73.5% 72.7% 62.2% ‐10.5%
Outdoor Movies N/A* 57.7% 47.6% ‐10.1%
National Night Out 44.5% 50.2% 41.4% ‐8.8%
5k runs (Tax Dodge,
Chili Chase, etc.) 49.8% 56.7% 49.3% ‐7.4%
Ribs on the River N/A* 55.3% 50.3% ‐5.0%
Halloween Egg Hunt N/A* 49.1% 44.5% ‐4.6%
Easter Express N/A* 47.6% 44.1% ‐3.5%
*Event was not asked about
40
Analyzing the comment associated with ranking the satisfaction of special events can provide
clarification to why there is a decrease for all events. For the first time comments were seen
regarding compliments of current events. Being unaware or did not attend continues to be the
top type of comment.
Suggestions on how to improve Hometown Days primarily related to adding new activities and
making it different.
Table 46: Comments Regarding Special Events Compared by Year
Comments % of Comments
2012 2013 2015
Unaware of these events or did not attend 30.5% 44.4% 34.1%
Compliment on current event 0.0% 0.0% 13.6%
Suggestions on how to improve Hometown
Days 16.9% 13.0% 11.4%
Suggestions to improve one of the events 0.0% 7.4% 11.4%
Against any event that used tax payer dollars 0.0% 13.0% 9.1%
Suggestions on how to increase attendance
at these events 0.0% 5.6% 9.1%
Other 0.0% 0.0% 4.5%
Suggestions for new events 0.0% 3.7% 4.5%
Suggestion to eliminate particular event 0.0% 0.0% 2.3%
Against any event that ran a deficit 23.7% 0.0% 0.0%
Concerns on the City’s level of involvement
in environmental events 10.2% 0.0% 0.0%
Okay with events if they run on a balanced
budget 8.5% 0.0% 0.0%
Suggestion to have Music Under the Stars
sponsored by a corporate entity 1.7% 0.0% 0.0%
Supportive of all of these events as positive
community influences 8.5% 13.0% 0.0%
41
In Question 16, constituents ranked the events from their most favorite to their least favorite. 1
represents the most favorite and 9 represents the least favorite. Events are ordered from most
favorite to least favorite. 2012 data was not included due to addition and subtraction of
multiple events from the 2012 to the 2013 survey.
Music Under the Stars saw the largest average satisfaction decrease and Ribs on the River saw
the largest average satisfaction increase.
Table 47: Favorite and Least Favorite Special Events Rankings Compared by Year
Special Event 2013
Average
2015
Average
Increase as
Favorite
(2013‐2015)
Hometown Days 2.20 2.30 ‐0.10
Holiday Under the Stars 3.42 3.56 ‐0.14
Music Under the Stars 3.13 3.68 ‐0.55
Ribs on the River 4.06 3.73 0.33
Outdoor Movies 5.26 5.21 ‐0.05
National Night Out 5.75 5.64 0.11
5k runs (Tax Dodge, Chili
Chase) 6.34 6.49 ‐0.15
Halloween Egg Hunt 6.79 6.57 0.22
Easter Express 7.21 7.24 ‐0.03
(1 most favorite through 9 least favorite)
42
The following table outlines the ranking of favorite special events as chosen by residents.
From 2013 to 2015 Holiday Under the Stars and Music Under the Stars are reversed. Otherwise
all other events are ranked the same.
Table 48: Special Events Rankings Most to Least Favorite
Special Events Ranking
2013 2015
Hometown Days Hometown Days
Music Under the Stars Holiday Under the Stars
Holiday Under the Stars Music Under the Stars
Ribs on the River Ribs on the River
Outdoor Movies Outdoor Movies
National Night Out National Night Out
5k runs (Tax Dodge, Chili Chase) 5k runs (Tax Dodge, Chili Chase)
Halloween Egg Hunt Halloween Egg Hunt
Easter Express Easter Express
43
Question 17 asked residents to identify any types of special events that they would like to see
the City engage in.
Staff analyzed the comments and compared them to those from 2013. Overall, a food/beverage
tasting event is what people seek the most. Interest for events such as 4th of July and an
Antique Car show decreased because these events were implemented. Finally, there was a
large decrease in the displeasure with the City hosting events or asking to discontinue certain
events. For clarification “Unique Comments” refer to a comment that suggested a type of event
or event, but only one suggestion for it and “Unrelated Comments” refer to those comments
that did not pertain to special events whatsoever.
Table 49: Comments Regarding Addition of Special Events
Comments % of Comments
2013 2015
Unique Comments 24.0% 15.9%
Unrelated Comments 0.0% 15.9%
Interest in Food/Beverage Tasting Event 8.0% 13.6%
None/Too Many Already 0.0% 11.4%
Stated displeasure with the City spending
any money on any events or called for the
City to stop hosting certain events
30.7% 9.1%
Suggestions on how to improve current
events 2.7% 9.1%
Complements on Current Events 0.0% 6.8%
More musical events 8.0% 6.8%
Events with no children/not aimed at
families 0.0% 4.5%
Haven’t attended 0.0% 4.5%
More or larger farmers markets 5.3% 2.3%
Interest in 4th of July Event 10.7% 0.0%
Interest in Antique Car Show 8.0% 0.0%
Interest in Art Show Type of Event 2.7% 0.0%
44
Community Development
Recall in order to compare city services citizens were asked to rate a variety of city services
across multiple departments in question two. The top chart indicates the averages of those
related to community development. Both were specific to code enforcement. Services are
ordered from lowest average to highest average.
Both services are between satisfied and neutral and improved from 2013 to 2015.
Table 50: Average Satisfaction for Community Development Services Compared by Year
Community
Development Service 2012 Average 2013 Average 2015 Average
2013 to 2015
Satisfaction
Improvement
Quality of customer service
during building inspections 2.58 2.59 2.52 0.07
Quality of property
maintenance services
(weeds, unsafe buildings,
etc.)
2.87 2.77 2.73 0.04
(1 very satisfied, 2 satisfied, 3 neutral, 4 dissatisfied, 5 very dissatisfied)
In addition to averages, percentages of satisfaction, neutrality, and dissatisfaction percentages
for 2015 were calculated.
Services are organized from the highest satisfaction rate to the lowest satisfaction rate. Those
highlighted in green indicate overall satisfaction, yellow indicates neutrality, and red indicates
overall dissatisfaction.
Table 51: 2015 Satisfaction, Neutral, and Dissatisfaction Percentages for Community
Development Services
Community Development
Service 2015 Satisfaction 2015 Neutral 2015 Dissatisfaction
Quality of property maintenance
services (weeds, unsafe buildings,
etc.)
44.1% 35.1% 20.7%
Quality of customer service
during building inspections 39.7% 57.8% 2.6%
45
Satisfaction rates were also compared by year. In this chart, services are sorted from largest
decrease to highest increase.
Both services saw an increase in satisfaction.
Table 52: Satisfaction Percentages for Community Development Services Compared by Year
Community
Development
Service
2012 Satisfaction 2013 Satisfaction 2015 Satisfaction
Percentage
Change 2013
to 2015
Quality of property
maintenance
services (weeds,
unsafe buildings,
etc.)
42.6% 39.7% 44.1% 4.4%
Quality of customer
service during
building inspections
38.4% 23.2% 39.7% 16.5%
One responsibility of the Community Development Department is business retention.
Questions 18 and 19 related to that. In Question 18, surveyors were asked which type of
business or industry that they would most like to see in Yorkville. Answers are organized from
highest percentage to lowest.
The choice of Retail/shopping opportunities has been consistently the most chosen and saw the
largest percentage increase from 2013 to 2015 indicating this is a high priority for residents.
Table 53: Response Rates for Business and Industry Types Desired Compared by Year
Answer Options
2012
Response
Percent
2013
Response
Percent
2015
Response
Percent
Percent Change
(2013 to 2015)
Retail/shopping
opportunities 55.6% 56.6% 66.3% 9.7%
Light manufacturing areas 24.3% 25.6% 16.5% ‐9.1%
Office Developments 13.8% 10.7% 9.5% ‐1.2%
Heavy manufacturing or
industrial 6.4% 7.1% 7.8% 0.7%
46
In Question 19, citizens commented on which specific companies or brands they would like to
see open a retail store in Yorkville. The table below identifies types of company residents are
seeking in Yorkville. If a comment mentioned more than one store in a category it was only
counted once.
As in the past restaurants are the top desire. One important item to note is in addition to
specific supermarkets, a number of individuals mentioned a grocery store on the south side as
something they would like. Furthermore, bookstores and clothing stores made up the majority
of specialty stores.
Table 54: Comments Regarding Types of Companies
Type of Company # of Comments
2012 2013 2015
Dining Facility 313 266 75
Specialty Store 225 229 64
Supermarket 202 185 61
General Purpose 134 104 51
Miscellaneous 5 23 25
Service Industries 43 34 2
47
The table below outlines specific brands and companies that were mentioned at least twice in
the comments. Multiple suggestions came from a single comment. As in the past Trader Joe’s,
Portillos, Costco, and Walmart are near the top.
Table 55: 2015 Comments Regarding Specific Companies Desired
Specific Company # of Suggestions Specific Company # of Suggestions
Trader Joes 41 Noodles & Company 3
Costco 20 Potbelly Sandwich Shop 3
Portillos 19 Red Robin 3
Chipotle 17 Texas Roadhouse 3
Meijers 15 Woodmans 3
Mariano’s 14 World Market 3
Walmart 14 Bank of America 2
Whole Foods 13 Buy Buy Baby 2
Caputo’s 9 Cabela’s 2
JCPenney 9 Carson Pirie Scott 2
Michaels 9 Children’s Place 2
Buffalo Wild Wings 8 Container Store 2
Hobby Lobby 7 Discount Tire 2
Jo‐Ann Fabric 7 Fresh Market 2
Sam’s Club 7 Giordano’s 2
Bath and Body Works 6 Hallmark 2
Chili’s 6 In N Out Burger 2
Old Navy 6 Justice 2
Barnes & Noble 5 Outback Steakhouse 2
Steak n Shake 5 Pottery Barn 2
Bass Pro Shop 4 Ricobene’s 2
Best Buy 4 Sephora 2
Chick‐fil‐A 4 Toys R Us 2
CVS 4 Von Maur 2
Gap 4 Williams Sonoma 2
Home Goods 4
Macy’s 4
Olive Garden 4
Sears 4
Arby’s 3
Bed, Bath, and Beyond 3
DSW 3
Hooter’s 3
Jersey Mikes 3
48
Demographics of Respondents
Questions 21 through 28 addressed personal characteristics of the surveyors.
The following is a graph that shows the percentage of people who have been living in Yorkville
at each time interval compared with the numbers from last year.
0‐9
59%
10‐19
28%
20‐29
7%
30‐39
2%
40‐49
3%
50‐59
1%
60‐69
0%70‐79
0%
"X" Number of Years Living in Yorkville ‐2015
0‐9
10‐19
20‐29
30‐39
40‐49
50‐59
60‐69
70‐79
49
This next chart compares the percentages and number of people from each of the years.
All three years the majority of respondents are within their first 10 years of living in Yorkville
followed by within 20 years.
Table 56: Number of Years Respondents have Lived in Yorkville Compared by Year
Years Living in Yorkville # and % of People
2012* 2013 2015
0‐9 349, 70% 243, 55% 144, 59%
10‐19 95, 19% 120, 27% 69, 28%
20‐29 32, 6% 34, 8% 16, 7%
30‐39 15, 3% 21, 5% 5, 2%
40‐49 10, 2% 14, 3% 8, 3%
50‐59 0,0% 9, 2% 2, 1%
60‐69 0, 0% 2, 0% 1, 0%
70‐79 0, 0% 2, 0% 1, 0%
* In 2012 the question was worded “How many years have you lived at your current residence?”
50
In order to gain a better perspective on which areas of the city the respondents are coming
from, the survey asked residents to indicate which ward they currently reside in.
The chart below compares response percentages by year.
Ward 1 saw a large decrease in respondents and Ward 4 saw a large increase in respondents. It
is also important to note the percentage of those who do not know which ward they live in
continues to increase. Adding more information on the website regarding this might be helpful.
Table 57: Percentage of Respondents per Ward Compared by Year
Ward 2012 Response 2013 Response 2015 Response
Ward 1 (Alderman Koch,
Alderman Colosimo) 20.0% 23.3% 13.6%
Ward 2 (Alderwoman
Milschewski, Alderman Kot) 11.6% 13.9% 11.5%
Ward 3 (Alderman Frieders,
Alderman Funkhouser) 13.2% 13.5% 11.9%
Ward 4 (Alderwoman Spears*,
Alderwoman Teeling) 20.8% 13.5% 22.6%
I don’t know 34.4% 35.8% 40.3%
*Alderman Tarulis was elected May 2015, a few months after the survey went out
Question 23 asked respondents to indicate where they lived before moving to Yorkville. In
some cases individuals provided multiple answers. Only the most recent place was counted.
This data generated 237 responses. Only 7 survey takers were lifelong residents, which is a
decrease from the total of 28 in 2013. 80 responders lived in another City in the Chicago
Metropolitan area excluding Aurora at 37, Naperville at 32, Oswego at 14, and Montgomery at
9. This trend is consistent from 2012 and 2013. There is also representation from multiple
states. These are: Alabama, Arkansas, California, Colorado, Florida, Georgia, Iowa, Indiana,
Kansas, Louisiana, Oklahoma, Pennsylvania, Tennessee, Minnesota, Missouri, Nebraska, New
Jersey, North Carolina, Tennessee, Texas, Washington, and Wisconsin with no more than three
responses from each.
51
Question 24 asked respondents if they owned or rented their current residence.
In 2015, 96% of surveyors answered that they currently own their own home. This slightly
increased from 2013 and 2012 where the percentage was 95%.
According to U.S. Census data, renters are underrepresented. Renter‐occupied households
make up approximately 19.3% of occupied households in Yorkville.
Question 25 addressed the number of individuals in a household and the age of those
individuals with the following question: How many persons in your household, counting
yourself, are in the following age groups?
The chart below summarizes the average number of individuals of each age group per
household.
In 2015 there were a total of 246 responses representing approximately 710 individuals. 30‐39
is the largest group in each household this year.
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
Under age
10
10‐1920‐2930‐3940‐4950‐5960‐6970 and over
Av
e
r
a
g
e
Nu
m
b
e
r
of
In
d
i
v
i
d
u
a
l
s
Age Group
Average Number of Individuals
per Household by Age Group
2012
2013
2015
52
In order to gauge whether individuals represented reflect the community as a whole,
percentages of age groups represented can be compared to census data. The table below
compares 2015 data to the 2010 census data.
Table 58: Percentage of Represented Individuals in each Age Group Compared to U.S. Census
Age Group 2010 Census 2015 Survey Results Representation
0‐19 (Under 18 for
U.S. Census 30.4% 30.3% Represented adequately
20‐49 45.9% 37.7% Underrepresented by 8.2%
50 and over 21.6% 32.0% Overrepresented by 10.4%
Question 26 specifically asked the age group of the individual completing the survey.
The pie chart below indicates the percentage of survey respondents in each age group. No one
in the age groups of “Under age 10” and “10‐19” completed the survey.
20‐29, 4.84%
30‐39, 25.81%
40‐49, 19.76%
50‐59, 14.92%
60‐69, 21.37%
70 and
over, 13.31%
Age Group of Survey Respondents
20‐29
30‐39
40‐49
50‐59
60‐69
70 and over
53
The percentage of respondents in each age group can also be compared to the U.S. Census Data
to determine if respondents reflect the community as a whole. The table below compares 2015
data to the 2010 census data. Those 50 and over were very overrepresented.
Table 59: Percentage of Survey Respondents in each Age Group Compared to U.S. Census
Age Group 2010 Census 2015 Survey Results Representation
0‐19 (Under 18 for
U.S. Census 30.4% 0.0% Underrepresented by 30.4%
20‐49 45.9% 50.4% Overrepresented by 4.50%
50 and over 21.6% 49.6% Overrepresented by 28.0%
Next, the following chart compares the response rates of each age group by year. Largest
increase was respondents in the age group 30‐39 and largest decrease in respondents 50‐59.
Table 60: Percentage of Survey Respondents in each Age Group Compared by Year
Age Group
2012
Response
Percent
2013
Response
Percent
2015
Response
Percent
Percent Change
(2013 to 2015)
10‐19 0.0% 0.0% 0.0% 0.0%
20‐29 5.5% 3.2% 4.8% 1.6%
30‐39 23.3% 21.4% 25.8% 4.4%
40‐49 21.0% 21.0% 19.8% ‐1.2%
50‐59 22.9% 19.0% 14.9% ‐4.1%
60‐69 17.0% 23.3% 21.4% ‐1.9%
70 and over 10.5% 12.2% 13.3% 1.1%
54
Question 27 asked surveyors to indicate their race/ethnicity. The following pie chart breaks
down the percentages of each race/ethnicity.
Race/Ethnicity data was also compared to U.S. Census data in order to determine if
respondents well represented the overall community. The largest underrepresented group was
Hispanic/Latino.
Table 61: Race/Ethnicity of Survey Respondents Compared to U.S. Census
Race/Ethnicity 2010 Census 2015 Survey Results Representation
White/Caucasian 90.8% 93.0% Overrepresented by 2.2%
African
American/Black 3.3% 0.8% Underrepresented by 2.5%
Hispanic/Latino 10.6% 3.7% Underrepresented by 6.9%
Asian/Pacific Islander 1.6% 0.4% Underrepresented by 1.2%
Native
American/Eskimo 0.21% 0.41% Overrepresented by 0.2%
Multiracial 1.7% 1.7% Represented adequately
Other 2.4% N/A N/A
White/Caucasian,
92.98%
African
American/Black,
0.83%
Hispanic/Latino,
3.72%
Asian/Pacific
Islander, 0.41%Native
American/Eskimo,
0.41%
Multiracial, 1.65%
Race/Ethnicity of Survey Respondents
White/Caucasian
African American/Black
Hispanic/Latino
Asian/Pacific Islander
Native American/Eskimo
Multiracial
55
Question 28 asked surveyors to identify their gender. Approximately 53.7% of respondents
were male and 46.3% of respondents were female. U.S. Census Data indicates males make up
49.5% of Yorkville’s total population while females constitute 50.5%. As a result, females are
underrepresented by approximately 4.2%.
The final question asked residents to comment on how the survey could be improved. Staff
analyzed the 58 comments resulting in the following data:
a. 25 comments indicated they liked the survey or had no suggestions for improvements.
b. 8 comments concluded the survey was too long or needed to be shortened.
c. 5 comments addressed asking about how to spend tax dollars or satisfaction with taxes
d. 3 comments requested that problems identified through survey results need to be acted
on.
e. 1 comment asked for a link to be included on the city web page.
f. 1 comment asked if the comment boxes could be larger
g. 1 comment indicated the survey could be improved but did not include how
h. 1 comment suggested including more options in more of the categories (currently police
and public works have more detailed service satisfaction questions)
i. 1 comment asked that we inquire for suggestions on shortcomings
j. 1 comment suggested using a 4 point scale instead
k. 1 comment asked for feedback on comments
l. 1 comment suggested sending out the survey seasonally.
m. 1 comment asked we include more questions on elected officials
n. 1 comment asked we include questions relevant to business owners
o. 1 comment asked we included questions about library services.
p. 1 comment indicated asking about race is outdated.
q. 1 comment suggested we include an option of have not used this service instead of N/A
r. 1 comment requested that respondents should be allowed to chose up to three options
instead of the top three.
s. 1 comment indicated dissatisfaction with asking the same questions.
t. 1 comment requested a school district survey.
u. 1 comment requested to see the results afterwards.
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Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Public Hearing #1
Tracking Number
CC 2016-13
Proposed FY 2016-2017 Budget
City Council – March 22, 2016
Bart Olson Administration
Name Department
TABLE OF CONTENTS
Budget Summary
Budget Memorandum _______________________________________________________ 1
Economic Development Coordinator Comparison Chart ___________________________ 38
Revenues by Category ______________________________________________________ 45
Expenditures by Category ___________________________________________________ 46
Fund Balance History ______________________________________________________ 47
Revenue Budget Summary __________________________________________________ 48
Expenditure Budget Summary _______________________________________________ 49
Fund Balance Summary ____________________________________________________ 50
General Fund
General (01) Fund Summary _________________________________________________ 51
Revenue Detail ___________________________________________________________ 52
Administration ____________________________________________________________ 54
Finance _________________________________________________________________ 57
Police ___________________________________________________________________ 59
Community Development ___________________________________________________ 62
Public Works _____________________________________________________________ 64
Administrative Services ____________________________________________________ 67
Other Budgetary Funds
Fox Hill SSA (11) Fund ____________________________________________________ 70
Sunflower SSA (12) Fund ___________________________________________________ 72
Motor Fuel Tax (15) Fund ___________________________________________________ 74
Municipal Building (16) Fund ________________________________________________ 76
City-Wide Capital (23) Fund_________________________________________________ 78
Vehicle & Equipment (25) Fund ______________________________________________ 82
Debt Service (42) Fund _____________________________________________________ 85
Water (51) Fund __________________________________________________________ 87
Sewer (52) Fund __________________________________________________________ 91
Land Cash (72) Fund _______________________________________________________ 95
Parks & Recreation (79) Fund ________________________________________________ 97
Recreation Center (80) Fund ________________________________________________ 101
Library Operations (82) Fund _______________________________________________ 103
Library Debt Service (83) Fund _____________________________________________ 106
Library Capital (84) Fund __________________________________________________ 108
Countryside TIF (87) _____________________________________________________ 110
Downtown TIF (88) Fund __________________________________________________ 112
Miscellaneous
Consolidated Budget Sheets ________________________________________________ 114
Budgeted Cash Flow Estimations ____________________________________________ 117
Allocated Insurance Expenditures - Aggregated _________________________________ 119
Property Tax Overview ____________________________________________________ 120
Aggregated Salary & Benefit Information _____________________________________ 121
Aggregate Capital Projects >$500,000 ________________________________________ 122
Purpose:
Please accept this report and budget spreadsheet as proposal for the FY 17 budget. The budget
proposed for approval by the City Council is for expenses and revenues scheduled to be spent and
collected, respectively, between May 1, 2016 and April 30, 2017.
Background and “the big picture”:
The City Council last discussed a comprehensive budget proposal in April 2015, when we
approved the FY 16 budget, with additional information for FY 17, FY 18, FY 19, and FY 20. This
approval represented the fourth five year budget for the City, and we return to a five year-budget again
this year.
Last year’s budget discussion focused on the long-term stability of the general fund and the
water fund, and the difficulty of funding the Countryside watermain and roadway project. Years of
suppressed water use had taken a toll on the viability of the water fund, and millions of dollars of
infrastructure improvements were needed within the Countryside subdivision. The City Council passed
a water infrastructure fee increase and a minor adjustment to the water rates to solve both issues. The
general fund was left alone with a note to reexamine revenue projections as the year progressed.
For the first time in a few years, the water fund is stable on account of higher than expected
usage and the general fund revenue projections were conservative on a few important line-items. As a
result, no major cuts or fee increases are recommended within any of the funds. No major initiatives
have been added to the budget except for the Route 34 western expansion, which appears on schedule
for a 2017 or 2018 construction start.
In past year’s budget proposals, we’ve forecasted fiscal distress 3-5 years in the future, almost
every year, and then in last year’s budget proposal, that fiscal stress was targeted for the end of FY 17. I
am pleased to report that a number of revenue projections have been conservative enough and less
pleased (it is simply a matter of fact) that a number of our capital projects have been delayed. Both of
these concepts, along with expenditures coming in lower than expected, have resulted in a short-term
budget that is more stable. The cumulative conservative revenue projections are great for the long-term
budget outlook, and delayed capital projects have generally no long-term impact. This means that a
long-term fiscal distress event horizon is now pushed back to the end of FY 20. To illustrate this change
in outlook, I present the following charts:
Memorandum
To: City Council
From: Bart Olson, City Administrator
CC: Department Heads
Date:
Subject: FY 17 budget narrative
1
(2,000,000)
(1,500,000)
(1,000,000)
(500,000)
-
500,000
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
General Fund -Surplus(Deficit) Comparison
FY 16 Budget FY 17 Budget
(1,000,000)
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
General Fund -Fund Balance Comparison
FY 16 Budget FY 17 Budget
2
As a result of the above, I do not expect a large pivotal policy issue during the budget discussion
like we’ve seen in the past. A number of major infrastructure projects need to be completed before we
can address our long-term debt obligations and unfunded capital projects. The biggest City Council goal
in November 2015 was the downtown redevelopment plan. As mentioned in the Items to Note section
below, I feel that a number of major policy decisions still need to be made by the City Council before
we propose anything like a $2,000,000 TIF bond to fund public infrastructure and private development
projects in the downtown. This discussion will likely occur throughout FY 17; if consensus is achieved,
we can amend the budget accordingly.
(7,000,000)
(6,000,000)
(5,000,000)
(4,000,000)
(3,000,000)
(2,000,000)
(1,000,000)
-
1,000,000
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Aggregate City Budget -Surplus(Deficit)
Comparison
FY 16 Budget FY 17 Budget
(5,000,000)
-
5,000,000
10,000,000
15,000,000
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Aggregate City Budget -Fund Balance
Comparison
FY 16 Budget FY 17 Budget
3
Changes in budgeting
Last year’s budget narrative memo included a fiscal snapshot of each of the general fund, water
fund, sewer fund, and aggregated budget and highlight of significant capital improvements. We return to
that format this year, as there only a few modest changes to the budget from last year.
There are no significant changes in budget format from last year to this year.
4
Year-by-year summary, FY 16 projections
The outlook for FY 16 has modestly improved since the FY 16 budget was approved in April
2015. We now expect the general fund to run a surplus of $199,000 instead of $10,000. Increases in
revenue projections for income taxes, local use taxes, and cable franchise fees have solidified the FY 16
outlook while expenditures expect to come in around the original FY 16 budget amounts. This modest
improvement puts fund balance at 35% heading into FY 17.
The outlook for the water fund is positive. The City’s water sales revenues exceeded
expectations for the first time in three years. This is a positive short-term development, as the water
fund will be stable in the near-term. Additionally, the Countryside infrastructure project will take longer
than originally expected, which means the bond proceeds related to the 2015A Bond will buoy the cash-
flow for the fund in the short term. Assuming expenditures stay on projection, the water fund is looking
at a large surplus in FY 16, a large deficit in FY 17 (related to the Countryside project) and then is
relatively stable through FY 19.
The outlook for the sewer fund is stable for FY 17. Revenue and expenditure projections are
right within expectations, and the plan for the fund to draw down its significant fund balance over time
remains in place for at least another fiscal year.
The aggregate budget outlook is stable. A large planned deficit related to the Countryside
project has been eliminated because of the delay of the project, which will result in a modest $600,000
aggregate surplus in FY 16. We expect aggregate fund balance to be above $13,500,000 at FYE 16.
The FY 16 project list has changed drastically since budget approval in April 2015. Three
significant capital projects have been suspended for an undetermined amount of time because of the
state budget impasse (Riverfront Park, Bristol Bay 65 and the material storage facility at the Public
Works Building). Baseline Road Bridge has not been closed yet, caused by the delay and amount of
work being coordinated by staff elsewhere. The Wrigley EDP project has taken longer than we
expected, due to the lengthened response time from IDOT during the state budget impasse. The ITEP
Downtown Streetlighting project has been delayed due to longer than expected turnaround from the
lighting manufacturer. Countryside infrastructure completion has turned out to be more complex than
originally expected. On the other hand, Route 47, Game Farm Rd, Corneils and Beecher resurfacing,
the 2015 Road to Better Roads resurfacing, Grande Reserve Park B, Well 8 rehabilitation, and the City
water study are all either completed or on schedule.
5
Year-by-year summary, FY 17 projections
General Fund
Surplus (Deficit) ($158,687)
Fund Balance 33%
Notes –
1) 3.5% merit increases for staff
2) A new PT Planner and a new PT Recreation Coordinator
3) Transfer to debt service increases, due to rollback of non-abated property
taxes
Water Fund
Surplus (Deficit) ($2,623,332)
Fund Balance 28%
Notes
4) Countryside watermain project expenditures now in FY 17
Sewer Fund
Surplus (Deficit) ($426,781)
Fund Balance 33%
Notes
5) No major initiatives
Aggregate Budget
Surplus (Deficit) ($5,318,377)
Fund Balance $8,383,290
Notes
6) General Fund deficit needs to be monitored, but conservative budgeting
principles mean a stable fund is possible through revenue growth
Capital Projects List
Road to Better Roads, Wrigley EDP intersection improvements, Route 34 eastern section,
Countryside watermain and roadway improvements, Kennedy Road multi-se path construction (funded
by IDOT grant), Riverfront Park construction (funded by OSLAD grant, contingent upon reinstatement
of grant, Grande Reserve Park A construction
6
Year-by-year summary, FY 18 projections
General Fund
Surplus (Deficit) ($402,552)
Fund Balance 29%
Notes
1) Undetermined merit increases for staff
2) No new staff
Water Fund
Surplus (Deficit) ($119,742)
Fund Balance 42%
Notes
3) Rehabilitation of Well 7
Sewer Fund
Surplus (Deficit) (409,237)
Fund Balance 19%
Notes
4) No major initiatives
Aggregate Budget
Surplus (Deficit) ($1,832,460)
Fund Balance $6,550,830
Notes
5) Major issue involves correcting General Fund structural deficit, within reason
through modest revenue growths
Capital Projects List
Road to Better Roads, Route 34 western expansion begins, Route 34 eastern expansion
continues, Countryside watermain and roadway project continues, Kennedy Road multi-use path
continues, Well 7 rehabilitation, Blackberry Creek Nature Preserve southern section commencement,
Bristol Bay 65 regional park construction (funded by OSLAD grant, contingent upon reinstatement of
grant)
7
Year-by-year summary, FY 19 projections
General Fund
Surplus (Deficit) ($593,437)
Fund Balance 25%
Notes
1) Undetermined merit increases for staff
2) No new staff
Water Fund
Surplus (Deficit) ($395,612)
Fund Balance 30%
Notes
3) Rehabilitation of Well 4
4) Commencement of Route 71 water main relocation
Sewer Fund
Surplus (Deficit) ($415,037)
Fund Balance 5%
Notes
5) No major initiatives
Aggregate Budget
Surplus (Deficit) ($1,340,235)
Fund Balance $5,210,595
Notes
6) Major issue involves correcting General Fund structural deficit, within
possibility that cumulative revenue growth could offset deficit
Capital Projects List
Road to Better Roads, Route 34 western expansion continues, Route 71 expansion
commences, Route 34 eastern expansion wraps up, Well 4 rehabilitation, Route 71 watermain relocation
commences, Bristol Bay 65 regional park project wraps up (funded by OSLAD grant, contingent upon
reinstatement of grant)
8
Year-by-year summary, FY 20 and FY 21 projections
General Fund FY 20 FY 21
Surplus (Deficit) ($786,614) ($988,412)
Fund Balance 19% 13%
Notes
1) Undetermined merit increases for staff
2) No new staff
Water Fund
Surplus (Deficit) ($913,899) $184,227
Fund Balance 7% 12%
Notes
3) Rehabilitation of Well 9
4) Completion of Route 71 water main relocation
Sewer Fund
Surplus (Deficit) $129,948 $217,636
Fund Balance 11% 21%
Notes
5) No major initiatives
Aggregate Budget
Surplus (Deficit) ($1,648,638) ($527,921)
Fund Balance $3,561,957 $3,034,036
Notes
6) Major issue involves correcting General Fund structural deficit, possible
through cumulative revenue growth
7) $3,000,000 fund balances represents significant fiscal distress
Capital Projects List
Road to Better Roads, Well 9 rehabilitation, and Route 71 watermain relocation
completion
9
Items to note – big picture
Items to note – Capital Projects
The City’s Capital Improvement Plan is attached for your use. Some of these projects are wholly
within the City’s control (road, water and sewer improvements), some are within the State’s control
(Route 71 expansion) and others are dependent upon a variety of factors (Well No. 6 and Water
Treatment Plant due when City hits 27,000 population). The biggest discussion the City is faced with is
how to balance the maintenance needs of existing infrastructure against the concerns by residents against
higher taxes and fees both in the present and future.
An outline of the proposed yearly capital projects are included in the year-by-year summaries
above. In general, we are proposing to fund more projects in FY 17 than we funded in any of the last
three fiscal years.
Items to note – Capital Projects, Road to Better Roads
The City Council’s main focus for capital projects has been pavement rehabilitation via the Road
to Better Roads program. In summer 2013, the first year of the Road to Better Roads program resulted
in a $950,000 total investment in roadway projects. In Summer 2014 and Summer 2015, the City spent
over $1.2 million annually between pavement, water, and sewer. In Summer 2016, we are proposing
over $1 million in Road to Better Roads projects.
Out of our annual Road to Better Roads budget, $550,000 is allocated to pavement
improvements. This is still far short of our $2 million annual target to keep our road system from
deteriorating. The current five-year Road to Better Roads plan is attached and summarized below:
FY 2017
Boombah Blvd, Faxon Rd, John St, Independence Blvd and Ct, Hillcrest Ave, Sunset Ave, Appletree Ct,
West St, Church St, Freemont St
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
Actual Actual Projected Proposed
FY 2014 FY 2015 FY 2016 FY 2017
Capital Budget Comparison -Fiscal Years 2014 -
2017
10
FY 2018
Pavilion Rd, Elizabeth St, S Main St, W Washington St, Mill St, State St, W Madison St, Madison Ct,
FY 2019
Liberty St, Sanders Ct, Bruell St, E Main St, Oakwood St, Behrens St, Johnson St, E Park St, E Elm St,
Jackson St, Alan Dale Lane
FY 2020
Olsen St, E Orange St, E Ridge St, E Spring St, Alice Ave
FY 2021
Burning Bush Dr, E Barberry Cir, W Barberry Cir, Beaver St, Deer St, Colonial Pkwy, Sycamore Rd,
Diehl Farm Rd
Items to note – Capital Projects, unfunded
1) Sycamore Road and Route 34 traffic signal (City-wide Capital Fund)
a. A temporary signal has been installed at this intersection since 2008. Original agreement
with IDOT said that a permanent signal was supposed to be installed by 2010. Agreement
was extended through 2013, at the request of the City. Permanent intersection
improvements, when constructed will be three sides (two on Route 34, one on Sycamore
Road). If the Sexton property (to the north) ever develops, that landowner will have to
completely redo the intersection improvements to accommodate a fourth leg. Each year the
temporary improvement agreement remains in place, we are responsible for 100%
maintenance of the signal. Since the signal is temporary, it is not in good condition four
years later, and is expensive to maintain each year ($10,000). There is a chance that IDOT
would force us to either put in the permanent intersection improvements or take down the
temporary. More than 21,000 vehicles per day traverse this intersection on Route 34, and
900 of them use the Sycamore Road leg of the intersection.
b. Cost estimate – $250,000. We have not proposed to install this signal within the five year
budget, because we expect IDOT to come through and widen Route 34 near this intersection
in the next five years. When that occurs, IDOT will pay for 67% of the overall intersection
improvements and will continue to pay for 67% of the annual maintenance costs of the traffic
signals. Currently, the City pays for 100% of the annual maintenance costs.
2) Beecher Center Maintenance (City-wide Capital Fund)
a. The HVAC unit in the Beecher Center was originally installed in 1980. Its useful life span
should have been 15 years. A complete replacement for the existing units is $400,000,
because it is under the roof (the roof would have to be rebuilt). Even if individual
components of the unit go out, we would not be able to replace them because nobody makes
replacement parts for the HVAC unit. One possible thought by staff, should this project
become a necessity, is to spend an additional $250,000 ($650,000 total) and have the HVAC
unit installed on the ground near the building, have new ducts run, and update the kitchen in
the facility (economies of scale to do the projects all at once). If the HVAC unit were
installed on the ground, as opposed to on the roof, we could save the roof replacement costs
in the future when the HVAC unit has to be replaced again.
b. Cost estimate - $400,000 or $650,000, whenever the HVAC breaks or we think we should
replace it.
11
3) Elizabeth St water main replacement (Water Fund)
a. 60 year old water main on Elizabeth Street. This main services over 24 homes directly, and
many more indirectly. Fire protection is diminished due to low water pressure.
b. Cost estimate - $410,000
4) South Main St water main replacement (Water Fund)
a. 80+ year old water main in the area near Van Emmon Street to Beecher St. This main serves
over 30 homes directly, many more indirectly. Fire protection is diminished due to low
water pressure.
b. Cost estimate - $900,000.
5) Orange Street water main replacement (Water Fund)
a. Water main replacement near Orange Street and Olsen Street, which will tie to dead end
mains together. Connecting two dead ends in a loop will improve fire protection and water
quality.
b. Cost estimate - $200,000.
6) Orange Street #2 water main replacement (Water Fund)
a. 60+ old year 4” water main in the area along Orange St. from South Main Street to east end.
Fire protection is diminished due to low water pressure.
b. Cost estimate - $715,000.
7) East Washington Street water main replacement (Water Fund)
a. 80+ year water main in the area of E Washington Street from Rt 47 to Mill St. Replacement
would improve fire protection and flow of water.
b. Cost estimate - $335,000.
8) Morgan Street water main replacement (Water Fund)
a. 80+ year water main on Morgan from Fox to Dolph. Replacement would improve fire
protection and flow of water.
b. Cost estimate - $340,000
9) East Fox Street water main replacement (Water Fund)
a. 80+ year water main on East Fox from Mill St to Bell St. Replacement would improve fire
protection and flow of water.
b. Cost estimate - $260,000
10) Water Treatment Plan Media Replacement (Water Fund)
a. The resin that is located within the cation exchange units at the water treatment plants is
reaching the end of its useful life. The resin is a key component in the treatment process that
removes the radium to below required levels.
b. Cost estimate - $153,000 for each water treatment plant (4 total, WTP 3, 4, 8, and 9) and
$118,000 for water treatment plant 7.
12
11) North Central Water Tower Re-painting (Water Fund)
a. A recent inspection of the tank coating system revealed that the City should plan to re-paint
the EWST within the next 5 years. Re-painting of EWST’s are necessary to maintain the
longevity of the structure as well as to maintain appearance.
b. Cost estimate - $495,000
12) Well No. 7 Standby Generator (Water Fund)
a. A back-up generator at Well No. 7 is needed to be able to supply water during an extended
power outage. Well No. 7 is adjacent to the highest elevated storage tank in the City. If we
had a generator at this well, we would be able to supply the entire City with water – even
during a prolonged power outage.
b. Cost estimate - $400,000
13) Beaver Street Generator (Water Fund)
a. A back-up generator at the Beaver Street Booster Pumping Station is needed to be able to
supply water during an extended power outage to the area south of Route 126. If we were to
purchase the Well 7 standby generator, we would not need this generator.
b. Cost estimate - $87,500
14) Raintree booster station backup generator (Water Fund)
a. Well 7 is located in the Raintree Subdivision near the middle school. This well and tower
serves the south side of town, but with our booster stations and pressure reducing valves, we
have the capabilities to serve a much larger area of town. The addition of this generator in
conjunction with our current generator at Grande Reserve, would allow us to serve the entire
town with water in the case of a large, long term power outage.
b. Cost estimate - $100,000
15) SCADA sewer monitoring system (Sewer Fund)
a. The City has SCADA systems on its water facilities, which allows for remote monitoring and
control of industrial facilities. Installing this on our sewer lift stations and pump stations
would improve safety and prevent backups.
b. Cost estimate - $205,000
16) Bristol Bay intersection improvements (City-wide Capital Fund)
a. Pursuant to the 2010 annexation agreement amendment with Bristol Bay, the City is
responsible for intersection improvements at Route 30 and Route 47, Galena Road and Route
47, and at Bristol Bay Drive and Route 47. The total cost of these three improvements is
over $3.3 million. The intersection improvements at Route 47 intersections of Galena Road
and Route 30 are $1.224 million and $701,000 respectively. The remaining $1.4 million is
associated with the additional subdivision entrance and traffic signal at Bristol Bay Drive.
b. Cost estimate - $3.329 million in total.
17) Beecher Center Park (Vehicle & Equipment Fund – Park Capital)
a. The playground equipment at Beecher Center Park is closely approaching the end of its
useful life span. Last year, we estimated that the equipment would need to be removed in FY
14 or FY 15. Based on our most recent assessment of the playground, we anticipate that the
equipment would not need to be removed until FY 18 or FY 19.
13
b. Cost estimate – $80,000-$100,000. This assumes the playground equipment would be
replaced with similar equipment and staff would do the installation.
18) Fox Hill water and sewer recapture (Water Fund and Sewer Fund)
a. In 2003, the City required Fox Hill developers to oversize water and sewer mains out to the
Fox Hill subdivision. This original cost for water and sewer oversizing was $807,000. In the
recapture agreement for these projects, the City agreed to compound interest with final
payback by the City due in 2023. If a developer develops in the recapture area prior to 2023,
the City has the right to charge the developer their portion of the recapture fee (which then
gets forwarded to the Fox Hill developer).
b. Cost estimate – At FYE 2016, total amount will be $1.87million. The original principal on
this obligation was $807,847, meaning we have racked up $1,061,722in interest in 12 years.
19) Public Works building maintenance issues
a. The Public Works building at Tower Lane was built in the 70s, and was originally designed
as a pole barn-style garage. It has been remodeled several times throughout the past 40
years. The City has 2 acres of vacant land at the Wolf Street property, which could serve as a
location for a replacement building.
b. Cost estimate - The office area of the building could be rebuilt for $375,000 (3000 sf at
$125/sf). A single shop could be constructed for $1.5 million. Material storage bins would
cost $200,000. This brings the total cost to approximately $2.1 million.
20) Emerald Ash Borer Tree replacements
a. The City has removed 1,600 trees in the parkways that have been impacted by the Emerald
Ash Borer. This number does not include any trees throughout the City that are on private
property. We currently replace 50 trees per year under our Parkway Tree Program, and we
could expand that number to 100 if desired. Alternatively, we could go out to bid for the
procurement and installation of hundreds of trees.
b. Cost estimate - $300 per tree with outsourced installation included.
21) Mill Road improvements
a. One of the worst rated roads for surface conditions, partially due to its uneven surface,
narrow footprint, and antiquated rail crossing.
b. Cost estimate - $2,850,000 for mill and overlay of existing roadway and crossing
improvements.
22) Kennedy Road
a. Kennedy Road from Emerald Lane to Galena is planned to be rehabilitated and widened.
One of the worst rated roads within the City, with current ratings listed from fair to very
poor.
b. Cost estimate - $5,000,000
23) Baseline Road
a. One of the worst rated roads in the City. City staff will have an update on potential closure at
Route 47 in April 2016.
b. Cost estimate - $560,000
14
24) Well No. 6 and Water Treatment Plant
a. Once the City reaches a population of 27,000, we will need an extra well and water treatment
plant in order to keep adequate water supply and pressure throughout town. The City has
planned for this well and treatment facility to be sited at the Bristol Bay water tower, but
would need to update the plans for the facility (it would mimic the Grande Reserve facility).
Further, this actual project will be contemplated within the water supply study, and there’s a
possibility it could be deferred or substituted by a Fox River water treatment plant.
b. Cost estimate - $6,800,000, anticipated for FY 20 and FY 21.
Items to note – Economic Development
For a number of years, the City supported its economic development efforts through membership
in the YEDC. At the end of 2015, the YEDC was formally disbanded leaving the City in a position to
pursue other options. In order to ensure zero lapses in economic development services, City Council
approved an economic development consultant’s contract with DLK, LLC (Lynn Dubajic).
As former director of YEDC, Lynn Dubajic has vast knowledge of the community and has
demonstrated her abilities through success in attracting new business and expanding current business.
That being said, her expertise comes at a price significantly higher than past annual contributions to the
YEDC. Her hourly rate of $145 at 15 hours per week represents an approximate $113,000 annual
expense or a $9,500 monthly expense.
At this time, the City has contracted with Lynn through DLK, LLC through December 31, 2018
with a 30-day out clause for either party. This puts the City in an advantageous position to continue to
utilize Lynn’s services while exploring other ways to provide economic development services. The
ability to terminate the contract early allows for implementation of alternatives if so desired.
At this time, staff has started to explore the option of hiring an in-house employee with
responsibilities focused on economic development. In November of 2015, staff inquired surrounding
communities for wages and responsibilities of an Economic Development Coordinator or similar
position. A chart with 15 different positions from 13 municipalities and Kendall County has been
attached to this memo. In summary, according to the results staff recommends a full-time economic
development coordinator ranging $50,000-$70,000 or a part-time Business Retention Specialist at $25-
$30 per hour. Assuming 20 hours per week this would cost approximately $26,000-$31,200. Clearly,
these two options are more fiscally advantageous in terms of salary and wages, but it is crucial to
consider other factors. That being said, the following chart summarizes pros and cons of hiring an in-
house employee compared to retaining Lynn Dubajic as a consultant.
15
Position Pros Cons
In-house employee either part-
time or full-time
• Fiscally advantageous
salary/wages
• Potentially more time
dedicated to efforts
• Regular hours at City
Hall
• Could complete wider
array of duties such as
maintaining business
section of website and
administering economic
development incentives
• Likely little prior
knowledge of community
• Might be difficult to
retain qualified part-time
person if chosen
• Must take on costs of
benefits, pension, and
operational costs
Consultant Lynn Dubajic • Known in community
• Knowledge of Yorkville
• Proven success recruiting
and retaining business
• No benefits, pension, or
operational costs
• Consultant-level
salary/wages
• Often businesses contact
Krysti first- must refer
• Off-site office- less direct
contact with Community
Development staff
• Limited scope of duties
Items to note – Countryside infrastructure
This project is estimated to cost around $5,600,000 and will be completed in calendar years 2016
and 2017. The majority of the water and roadway work is out to bid at time of this memo creation, and
bids will be opened and considered in mid-March. A separate project covering the intersection of W
Countryside Parkway and Center Parkway is in front of the Public Works Committee in February 2016.
There are a number of items related to design of the intersection, medians, parkways, and traffic lanes
that are still under consideration and would be bid out in the middle of 2016. A map of the project area
is attached to this memo. While certain areas of the subdivision remain unfunded, we are hopeful that
project bids will continue to be below engineer’s estimate, which would allow us to complete more
roads and watermains than first planned. Public meetings on the project’s watermain components and
roadways (except for the intersection described above) will occur in February 2016. Public meetings on
the W Countryside Pkwy and Center Pkwy intersection will occur later in 2016 as plans and timelines
change.
Finally, the cost of the Game Farm Road project ended up being $700,000 less than what the
City had bonded for the project. The leftover $700,000 in funds is recommended to be used within the
Countryside subdivision to complete additional roadways.
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Items to note – water fund
Water fund revenues have beat expectations for the first time in three years. The City had
approved a five year rate increase in April 2014 that will bring the water rate up to $17 for the first 350
cubic feet and $4.30 for each additional cubic feet in FY 17 and held the rates steady in FY 18 and FY
19. Since the water revenues beat expectations this year, no variation from that 2014 plan is proposed in
FY 17. We would plan to revisit this issue as the comprehensive list of capital improvements is
finalized in the water study in 2016. Further, the City should begin to think about expenditures related
to regional water supply in the next few years.
Obviously, residents and the City Council are very price sensitive to the cost of water. For many
years, the City kept water rates very low, even while bonding out tens of millions of dollars in
infrastructure projects. As we’ve seen in the past 5-6 years, the price of water in a given municipality is
solely related to the costs incurred within that municipality only – and not necessarily a function of
keeping rates in line with what other area municipalities are charging. With that being said, we have
provided data from a recent Illinois State Water Survey of Chicago metropolitan area water rates. While
the study did not include Kendall County, we’ve added the Yorkville water rates into it.
Items to note – IMET Loss on Investment in FY 15
To date the City has recovered $21,482. Four out of the five hotel properties recovered were
sold last fall, with the fifth hotel scheduled to go to auction on February 23rd. Based on the amount of
projected proceeds from the hotel sales, management currently estimates that the City may receive
anywhere from $120,000 to $150,000 in recovery proceeds, which would put the overall recovery
between 43% and 50%. It should be noted that these projected recovery amounts are contingent and will
be subject to Court approval before any disbursement can take place. IMET has informed the City that
the Overall Receiver is working on a plan of distribution which should be presented to the Court at the
end of March 2016. Based on the information available, management would expect another distribution
of recovery proceeds to occur sometime in early Fiscal Year 2017.
Items to note – reduction in property taxes
In last year’s budget proposal, the City planned on a 2% reduction in FY 15, followed by a 1%
annual reduction through FY 18. The FY 15 and FY 16 figures actually came in at a 3% and 1.66%
reduction, respectively. As a result, the City’s non-abated property taxes will be eliminated sooner than
expected, possibly in FY 17. The FY 17 property taxes were approved in December 2015, and the
actual certified tax amounts will not be known until April 2016. This item will be revisited in
December 2016, when the City approves the FY 18 property taxes.
Regardless of the amount of future property tax reductions, we recommend any City plan be
benchmarked without regard to the Library’s property taxes. In the past, the City has had to reduce
property taxes in a greater amount than the benchmark, so the overall City/Library property tax
benchmark would be at the intended amount. Since the Library has notified the City it intends to
increase property taxes as much as legally possible, we recommend the City make its own targets.
Further, staff recommends that the Library be placed under a PTELL tax cap during the consideration of
the 2016 levy in December 2016.
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Items to note - City Council goals
During the goal setting session in November 2015, City Council passed a total of 24 goals for FY
17. Similar to FY 16 the top goals focused on the theme of economic development and capital related
projects. Goals are ordered in rank of priority according to City Council.
Downtown Planning
The draft of the Comprehensive Plan has a list of short, mid and long term projects to be
completed by the City in order to fully realize the vision of the downtown. They range from the low-
cost (complete a parking study) to the cornerstones (redevelop entire blocks of the downtown). The
Economic Development Committee had reviewed an earlier version of this list, and had voiced support
for a wide-ranging City investment in the downtown. Given the timing of when the list was created and
this budget proposal was finalized, we were not able to complete cost estimates for each project and
analyze their relative value to the City Council’s goals within a five-year budget. Further, any large-
scale City investment of the downtown is likely going to come in the form of a bond issuance with the
City accepting a fair amount of risk, and the City working with the other governmental entities that
overlap the downtown to achieve an extension on the TIF district. Since so much of that work is still yet
to be done, we decided not to put bond numbers and repayment estimates in the budget. I would
anticipate that most of that work will be done this Spring, and the City Council will begin approaching
other entities for expansion of the TIF district this Summer and Fall. Thus, the expenditures listed
within the Downtown TIF fund represent some modest payouts to developers for work already
completed, some minor City building and property improvements as they come up, and the payment of
the net cost of the ITEP Downtown Streetlights project.
Southside Development
The City has been utilizing the market study data from the Retail Coach and is actively recruiting
entities to the south side of Yorkville with the City’s economic development consultant, Lynn Dubajic.
Specifically, we are looking at the normal due diligence issues for all of the sites identified within the
study as it relates to siting a grocery store. From early conversations with Ms. Dubajic, we think that the
most likely incentive scenario involves the City offsetting the gross cost of land for a grocery store
developer. Within the service area, this cost could be in the $500,000 to $1,000,000 range, which would
require a slightly longer sales tax incentive term than the City is used to. No further expenses have been
budgeted for this item, as the next step will be finding a land-owner and/or developer that is comfortable
with that term of a sales tax incentive and who has the connections with a grocery store company that is
looking to expand this area.
Municipal Building Needs and Planning
We do propose a building maintenance report on all City buildings in FY 17 in the estimated
amount of $12,000. This report would cover all City buildings except wells and treatment plants, and
the old jail. This report would give us a documented list of maintenance issues for each building and a
schedule of suggested improvements. Further, we would propose to fund a maintenance report and
historical preservation analysis for the old jail for a cost of $6,000. This report would give us an idea of
what we need to do to stabilize the building and what we would need to do to bring the building up to a
preservation level.
Manufacturing and Industrial Development
The City has hundreds of acres of industrial zoned properties near Eldamain Rd and Corneils Rd.
This area was entitled immediately prior to the recession, and the build out to the area was delayed by
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the recession and various utility issues on the property. In the past year, the City had a potential large
industrial user interested in this area. This user could have satisfied the utility issues on the site but ran
into questions over whether the area was physically contiguous to the City (even though the properties
pay City property taxes and the City and County both have ruled they are contiguous). During this
user’s due diligence, we identified a piece of property that would ensure contiguity and had owners that
were amenable to a voluntary annexation application to the City. Even though the industrial user has
since landed in another town, we feel it is prudent to continue to work with the connecting property’s
owners to complete a voluntary annexation with the City. No specific expenditure is planned for this
item, but we do feel it is worth it to cap legal fees and engineering fees for the annexation of this
property, similar to what we did for the five southwest development properties when we rolled back the
development entitlements on each property earlier this year.
Vehicle Replacement
In FY 17, we will rollout a formal vehicle chargeback schedule. This schedule will be used to
track life expectancy for all City equipment over a longer period than our normal 5-year budget. By
tracking these costs over the actual, known life expectancies for each vehicle, the City can better plan
and fund vehicle replacements.
Capital Improvement Plan
The City’s capital improvement plan expenditures have increased each year in the past few
years. We are both knocking items off of the unfunded section of the capital improvement plan at a
greater rate than we ever have, and adding new items to the list because our depth of knowledge and
planning efforts have increased. The big picture narrative further above in this memo includes a good
overview of which projects will be completed each year, and the “Items to Note” section above also
carries a mini-narrative of each project and the cost.
Riverfront Park Development
Staff will continue to monitor the OSLAD grant that was rewarded for Riverfront Park, but
currently suspended due to State budget constraints. The budgeted amount reflects the case in which the
grant is reinstated. Tim Evans is planning on bringing a couple different proposals to the Park Board in
the next few months to fund the playground construction in the FY 17 budget. This would involve the
City moving forward with the playground construction, at the risk that the State would never reinstate
the OSLAD Grant. This item is not shown in this budget because it will hinge on the fiscal performance
of the Parks and Recreation fund in FY 16 and the land-cash fees approved as part of the GC Housing
project.
Revenue Growth
One way to increase revenues is through business recruitment and expansion. Efforts will be
made in this area by our Economic Development Consultant. Furthermore, staff will be providing
Commercial and Industrial Incentives on a case by case basis in order to promote development leading
to revenue growth. This requires no upfront funds. At the conclusion of the Comprehensive Plan Update,
staff will be able to identify properties suitable for particular incentives in order to reward on a site
specific basis. Furthermore, Kendall Marketplace is under new management. Staff is optimistic more
units will be filled bringing in additional property tax and sales tax revenues.
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Modernize City Code
No budget-specific plans are proposed for this City Council goal. In the near term, we are
focusing on an overhaul of the section that regulates water operations. The rewrite of this section of
code will take months to complete.
Staffing
Department heads in all departments continue to request new staff members in each department,
but the budget does not support major additions at this time. We do have a two new part-time
employees budgeted for FY 17. A part-time Planner in the Community Development Department to
assist with agreement tracking and packet research, and a part-time Recreation Coordinator in the
Recreation Department to assist with special events and tournaments are both proposed. These are
positions which would remove simple tasks from employees at a higher pay rate and would be easier to
cut should budget projections not be met.
YBSD Consolidation
YBSD announced they will not be considering a consolidation plan with Fox Metro. In the near
term, YBSD is planning on hiring a new executive director. City involvement is no longer applicable.
Automation and Technology
Each of the departments have minor to moderate automation and technology upgrades in their
operations budget. Examples include body cameras for the police department and rebuilding our GIS
system.
Strategic Planning
No specific proposal is made within this five-year budget for City-wide strategic planning. With
the wrap of the comprehensive plan in 2016 and the water supply study in 2016/2017, the City could
refocus its long-term planning after completion of both studies. It should be noted that both Rob
Fredrickson and I have discussed the long-term path towards the GFOA’s Budget Award, and one of the
qualifications is the tie-in between the City’s strategic planning efforts and budget document. We will
revisit this goal as it moves up the list of priorities and the City’s staffing levels change.
Employee Salary Survey
City staff will be researching formal compensation plans over the next several months. The goal
would be to get a recalibration of salary ranges for all job titles, and then to address whether
individual salaries will need to be changed. No specific expenditure is planned for this goal until then.
No specific expenditures are proposed for any of the goals ranked 14th through 24th. However, a
few of them will receive a fair amount of staff time in the next few years (consolidation of services and
tourism options with Oswego and Montgomery).
Items to note – bond ratings and refinancing
In this year’s budget, the City recommends the refinancing of the Special Service Area (SSA)
bonds for Autumn Creek and Bristol Boy as proposed by William Blair & Company, LLC, the firm that
advises the City on our SSA bonds. With current interest rates being significantly lower than during the
issuing year of 2006, resulting savings to homeowners could be ample.
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For the first time in nearly a decade, the Federal Reserve increased the federal funds target
interest rate. This signals that rates may be on the rise in 2016. Some financial experts predict that this
may be the first of several increases in 2016 and foresee interest rates continuing to rise beyond this
year. Therefore, it is opportune to refinance now rather than later.
As the City considers taking on new capital improvement projects in order to meet City Council
goals, one factor to consider is debt per capita. This ratio gives some insight into our ability to continue
to pay our debt service and helps indicate default risk of our bonds. When comparing Yorkville to 26
other surrounding and similar municipalities, Yorkville ranks 4th highest for debt per capita out of 27.
Alone, this figure indicates the City may not be in the best position to incur further debt, but it is
important to consider other factors. Fund balance levels, cash flow, and the specific revenue streams
supporting the debt service payments all play a role in determining debt capacity.
Debt Per Capita Comparison
Municipality Debt Per Capita CAFR Year End Date
Bellwood* $ 4,809.47 FY 2014 December 31, 2014
Country Club Hills* $ 3,341.10 FY 2013 April 30, 2013
Berwyn $ 2,492.00 FY 2014 December 31, 2014
Yorkville $ 2,491.00 FY 2015 April 30, 2015
Geneva $ 2,210.00 FY 2015 April 30, 2015
Lemont $ 1,908.74 FY 2015 April 30, 2015
Batavia $ 1,803.00 FY 2014 December 31, 2014
Sugar Grove $ 1,582.00 FY 2015 April 30, 2015
Dolton* $ 1,503.37 FY 2013 April 30, 2015
West Dundee $ 1,370.00 FY 2015 April 30, 2015
South Elgin $ 1,342.80 FY 2015 April 30, 2015
Shorewood $ 1,330.15 FY 2015 March 31, 2015
Plainfield $ 1,318.00 FY 2014 April 30, 2014
Montgomery $ 1,275.30 FY 2015 April 30, 2015
Oswego $ 939.00 FY 2015 April 30, 2015
Lockport $ 880.96 FY 2014 December 31, 2014
DeKalb $ 817.62 FY 2014 June 30, 2014
North Aurora $ 699.00 FY 2015 May 31, 2015
Rolling Meadows $ 636.00 FY 2014 December 31, 2014
Newark* $ 493.95 FY 2015 April 30, 2015
Zion* $ 482.60 FY 2014 April 30, 2014
Gilberts $ 381.08 FY 2015 April 30, 2015
Algonquin $ 345.83 FY 2015 April 30, 2015
Elburn* $ 295.57 FY 2015 April 30, 2014
Lindenhurst* $ 238.54 FY 2015 April 30, 2015
River Forest $ 138.00 FY 2015 April 30, 2015
Grayslake $ - FY 2015 April 30, 2015
Average $ 1,300.93
*AFR instead of CAFR
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Items to note – engineering department cost analysis
We have been reviewing engineering department costs since choosing to outsource in 2011.
Using EEI continues to be less expensive for the City than in-house staff. Engineering costs in FY 15
with EEI were approximately $183,000 less than in FY 10 with in-house staff. That calculation is based
upon:
1) In FY 10, our engineering department had 5 employees and the cost of the department was
about $535,000.
2) In FY 15, our outsourced costs were $351,686
a. $230,229 for routine engineering
b. $121,457 for subdivision inspections
On a related note, EEI is billing out about $121,000 per year to developers that is being
reimbursed to the City, and an additional $743,000 in gross project expenses for capital projects (net
$510,000) that the City would not have been able to complete with in-house staff.
Items of note – vehicle replacement schedule
In FY 17, we have only one vehicle budgeted in each of the Police Department and Public
Works. After FY 17, we have two vehicles budgeted in the Police Department and one pickup truck
budgeted in Public Works in each fiscal year.
Rob Fredrickson has mapped out a multi-decade vehicle replacement schedule, or vehicle
equipment replacement fund (VERF). This very-large spreadsheet is attached. This approach takes our
normal five year budgeting process and puts it in the context of the useful life of the City’s entire fleet of
vehicles. If we do the analysis correctly and get rid of vehicles at the right time, the City can save
money on maintenance costs and down-time. Further, it gives us a realistic target number to budget
each year to ensure that our fleet does not deteriorate – similarly to how the City has a pavement
management score and the amount of money it must invest in road rehabilitation each year in order to
prevent that score from decreasing.
Utilizing a 3-year replacement schedule on a police vehicle, we would need a sizable upfront
investment of around $600,000 and then $250,000 annually. Utilizing between a 7 and 15 year
replacement schedule on various vehicles in the Public Works Department, we would need around
$300,000 annually. In the FY 17 budget proposal, we have roughly $50,000 budgeted in each of the
Police and Public Works Department. This leaves us with a gap funding number of several hundred
thousand dollars in the Police Department and $250,000 annually in the Public Works Department.
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The small picture – items of note in the general fund
Please accept the following information as discussion on individual line-items within the budget.
These individual line-items may change between now and the date of approval based on City Council
direction or staff recommendation (due to new information). Revenues are listed as “R#”, and
expenditures are listed as “E#”.
R1) Property Taxes – Corporate Levy 01-000-40-00-4000
a. We propose that the City corporate levy will decrease in FY 17 (-3%), due to low inflation
and more money being needed to satisfy the actuarial determined contribution for the police
pension. For FY 18 through FY 21 shows an increase of 2% per annum. This line item does
not include police pension, bond-related, library operations, and library debt service taxes. As
discussed during the tax levy proposal, the City expects total property taxes to decrease each
year through FY 18.
R2) Property Taxes – Police Pension 01-000-40-00-4010
a. The FY 16 amount matched the actuarial determined contribution of $722,940. Since actual
property tax revenues fell short of this amount, other General Fund revenues were utilized in
the amount of $19,835 to fund the difference. Pursuant to the pension funding policy, the
City will continue to fully fund its actuarial contribution amount each year, which is
currently at $825,413 for FY 17. As the City continues to fully fund this obligation, the
Police Pension Fund percent funded should continue to increase from its current amount of
41%. Future years funding amounts are estimates only, and will be analyzed each year by
the City’s actuary..
R3) Municipal Sales Tax 01-000-40-00-4030
a. Based on current trends in municipal sales tax collections, we are projecting increases in
sales tax collections of approximately 2% per year through FY 21. This line item will have to
be revisited each year, as sales tax collections are highly volatile and subject to economic
fluctuations.
R4) Non-Home Rule Sales Tax 01-000-40-00-4035
a. We have budgeted for the same growth trends in non-home rule sales taxes as for municipal
sales taxes.
R5) Video Gaming Tax 01-000-40-00-4055
a. The budgeted amount represents the amount of revenue expected to be generated from the
video gaming machines at 10 establishments throughout the City..
R6) Amusement Tax 01-000-40-00-4060
a. This is the 3% tax charged on all amusement devices and tickets within the City. The
maximum amount allowable under law for this tax is 5%. The majority of this line-item is
generated by Raging Waves, which has a large percentage of out-of-town visitors. The
second largest contributor to this amount is NCG Movie Theater, although this amount
currently has no net impact on the budget, as we are rebating 100% of the amusement tax to
the movie theater developer until we rebate $200,000 total. At that point, the rebate drops to
50% for 10 years from the development agreement.
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R7) Admissions Tax 01-000-40-00-4065
a. This is the 2.75% admissions tax charged at Raging Waves, authorized by their annexation
agreement. This amount is remitted to Raging Waves to offset their on-site infrastructure
costs.
R8) State Income Tax 01-000-41-00-4100
a. This line-item is based on our population, and estimates of state revenues put forth by the
Illinois Municipal League. We are projecting to receive approximately $1.8 million by the
end of FY 2016. For a variety of historical and political reasons, we do not think the State
will succeed in a proposal to reduce the local share of state income taxes. However, the state
budget impasse makes the long-term outlook for income taxes especially volatile. FY 17
amounts are based on current IML estimates.
R9) Building Permits 01-000-42-00-4210
a. Revenue figures within this line-item are budgeted at $130,000 which will help offset costs
associated with the Chief Building Official’s salary, the Building Department Receptionist’s
salary, the part time Code Enforcement Officer’s salaries, and the cost of outsourced
inspections. If during the year, all those costs are met, any excess building permit revenue
will be transferred into the City-Wide Capital fund for the use of one-time capital expenses.
This prevents us from using one-time revenues for operating costs in the future. The
“surplus” building permit revenues are currently denoted in the City-wide capital fund budget
under line-item 23-000-42-00-4210.
R10) Reimbursement – Engineering Expenses 01-000-46-00-4604
a. Revenue figures within this line-item will offset the line item for engineering expenses in
order to net out the engineering services to equal the $240,000 contract amount.
E1) Salaries – All Departments Multiple #’s
a. We are proposing a 3.5% increase in individual full-time salaries for FY 17. We have
budgeted for reasonable, but undetermined, salary increases in FY 18 through FY 21.
E2) Health Insurance – All Departments Multiple #’s
a. We are assuming an 8% increase in health insurance costs each year through FY 22. The
actual year-end figures may fluctuate based on employees changing health plans and/or the
changes in overall rates.
E3) IMRF – All Departments Multiple #’s
a. While the IMRF fund is very well funded compared to other state-wide pension funds, we are
budgeting conservative increases in the employer contribution rates each year for FY 18
through FY 21.
E4) Training and Travel – All Departments Multiple #’s
a. The same training and conference levels are proposed as last year. Department heads have
been asked to budget for attendance at one national level or state conference per year to keep
up to date with the latest trends in management and government. Increases in individual line-
items reflect this request of the department heads.
E5) Commodity Assumptions – All Departments Multiple #’s
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a. Graduated increases in gasoline, electricity, natural gas, and simple contractual services are
not based on any particular estimate of the details of the line-item, except where specifically
noted in this budget section. From a conservative budgeting principle, we are purposefully
trying to overestimate costs to hedge on unanticipated price increases on everything from
gasoline to office cleaning.
E6) Professional Services – All Departments Multiple #’s
a. Professional services expenditures vary in each department and can be for a variety of
services. For each department, we’ve included a brief sampling of the expenses coded out of
this line-item. Full expense reports for any line-item can be obtained from the Finance
Department at any time.
b. Administration – Expenses for the minute taker, AT&T Maintenance, safe deposit box,
background checks, and ADS alarm monitoring. Increase in FY 17 budget is due to
Administrative Intern wages per agreement with Northern Illinois University. Typically this
all would be taken out of the Administration Part-time Salaries line item 01-110-50-00-5015,
but due to the contract the majority is budgeted in this line item. This results in a zero net
impact on the overall City budget.
Finance – Fees for municipal aggregation, online utility billing, bond renewal, and the annual
accounting software maintenance agreement.
c. Police – Expenses for onsite shredding, training classes, RADAR Certifications, and
Searches.
d. Community Development – Access to iWorQ, the new code enforcement and permit
management software system and expenses for the comprehensive plan consultant, the
Lakota Group.
e. Street Operations – Electronic recycling, drug screenings, and to publish a RFP to buy a new
truck and trade in two trucks. and to public the RFP for Ash tree removal.
f. Water Operations – Electronic meter reading services and utility billing fees.
g. Sewer Operations –Sewer cleaning and utility billing.
h. Parks - Conceptual land plan and employment ads.
i. Recreation – Referees and Umpires Recreation class instructors, copier costs, and minute
taker fees.
j. Library – Elevator maintenance, pest control, copier charges, sound system maintenance,,
and minute taker fees.
E7) Salaries – City Treasurer 01-110-50-00-5004
a. We have budgeted a full treasurer salary for the entire five-year budget.
E8) Salaries – Administration 01-110-50-00-5010
E9) Part-Time Salaries 01-110-50-00-5015
a. We propose to keep part-time salary in place for an undergraduate or graduate student
through FY 21.
E10) 4th of July Contribution 01-110-54-00-5436
a. This line-item was approved by the City Council in FY 14. Most of the assistance has
occurred out of the Parks and Recreation Department, so we propose to include any 4th of
July related expenses out of the Recreation budget.
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E11) Auditing Services 01-120-54-00-5414
a. We have completed four years of our contract with Lauterbach and Amen, the budgeted
amounts for FY 17 reflect the last year of our contract. We would expect to go out to RFP
for this service in FY 17.
E12) Salaries – Police Officers 01-210-50-00-5008
a. No new hires are proposed in the police department over a five year period. While we’re two
officers short of our past goal to get to four on-street patrols, we are near regional averages
for staffing. If the City’s five year budget outlook improves, we would recommend revisiting
this position.
Municipality Population* Total Officers Officers per 1,000
Aurora 200,456 287 1.43
Batavia 26,424 40 1.51
Carpentersville 38,407 59 1.54
East Dundee 3,198 13 4.07
Elburn 5,602 7 1.25
Elgin 111,117 180 1.62
Geneva 21,742 36 1.66
Gilberts 7,556 8 1.05
Hampshire 5,976 11 1.84
North Aurora 17,342 28 1.61
Sleepy Hollow 3,340 12 3.59
St. Charles 33,387 52 1.56
Sugar Grove 9,192 11 1.20
West Chicago 27,507 50 1.82
West Dundee 7,391 18 2.44
Winfield 9,569 16 1.67
Average 33,012.88 51.75 1.87
Midwest (10,000-25,000) 6,317,058 10,739 1.70
Total Illinois 7,428,735 24,358 3.28
National (10,000-25,000) 25,167,878 46,181 1.80
Yorkville (FY 17) 18,096 30 1.66
*Based off of 2014 U.S. Census population estimate
E13) Police Commission 01-210-54-00-5411
a. The spikes in the Police Commission line-item represent applicant testing years.
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E14) Vehicle and Equipment Chargeback 01-210-54-00-5422
a. All of the expenses for new squad cars are located in the vehicle and equipment fund, as they
are a capital cost. However, to adequately portray the cost of operations of the police
department (and all other departments), we are showing the gap between the cost of the
police cars and the available impact fees in the vehicle and equipment fund as a chargeback
expense in this line-item.
E15) Legal Services 01-210-54-00-5466
a. This line item represents the expenses regarding union contract negotiation. This also
assumes that negotiations without the use of outside counsel will not work. All arbitration
related legal costs will be borne by the Special Counsel line-item in the Admin Services
department fund.
E16) Professional Services 01-220-54-00-5462
a. This line-item contains funds for the remainder of the Comprehensive Plan. FY 17 is the last
year at approximately $36,000. For FY 17, it is staff’s recommendation to use funds towards
GIS services and end the retail recruit contract with The Retail Coach. In its place, a custom
market studies are an option. These would be periodically updated demographics studies, site
reports, and customized trade area reports in addition to demographic and lifestyle
information with maps. Furthermore, we could have custom reports done by real estate
services companies on industry sectors that contain supply and demand, rents/sales prices,
and market trends.
E17) Economic Development 01-220-54-00-5486
a. The YEDC was formally disbanded at the end of 2015. In order to continue attracting new
business and promoting expansion of existing business, Lynn Dubajic, former director has
been hired as a part-time economic development consultant. Her salary of $145 per hour at
15 hours per week makes up the entirety of this line item of $113,100.
E18) Vehicle & Equipment Chargeback 01-410-54-00-5422
a. All of the expenses for new street operations vehicles are located in the vehicle and
equipment fund, as they are a capital cost. However, to adequately portray the cost of
operations of street operations (and all other departments), we are showing the gap between
the cost of these vehicles and the available impact fees in the vehicle and equipment fund as
a chargeback expense in this line-item.
E19) Mosquito Control 01-410-54-00-5455
a. The line-item expense for mosquito control represents treatment of stormsewer inlets only.
E20) Tree & Stump Removal 01-410-54-00-5458
a. This line-item will continue to be $20,000 in FY 17 and is expected to remain constant. This
does not include any replacement of trees.
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E21) Hanging Baskets 01-410-56-00-5626
a. The hanging basket replacement program was originally postponed because of the Route 47
project. Due to uncertainty regarding when the new light poles will be installed, we are
proposing to re-implement this program in FY 2018 (summer 2017), which will be funded
through donations. These donations will be taken out of the donations revenue line-item.
E22) Garbage Services – Senior Subsidies 01-540-54-00-5441
a. This line item represents the continued implementation of the phase out of a portion of the
senior garbage subsidy. The subsidy is 20% for all seniors and 50% for all seniors on the
Circuit Breaker program, and those amounts will hold through FY 2020. Currently, we have
705 senior accounts and 26 circuit breaker senior programs.
E23) Amusement Tax Rebate 01-640-54-00-5439
a. As part of the Countryside redevelopment project incentives, the City is refunding a portion
of the amusement tax to the Movie Theater developer. This amount should equal the amount
of amusement tax generated by the Movie Theater up to $200,000. All further proceeds will
be rebated at 50%.
E24) KenCom 01-640-54-00-5449
a. The City’s FY 15 and FY 16 contributions ended up being far less than our worst case
projections. The new figures in FY 17 through FY 21 are based off of the actual FY 16
contribution.
E25) Information Technology Services 01-640-54-00-5450
a. This line-item covers all consultant costs and equipment purchases for IT in all departments.
We are still recommended outsource of IT services, as consultant costs currently make up
only$14,000 of the entire line-item. In addition, staff has started to explore the possibility of
starting or joining an IT consortium with other municipalities to meet the demand for
increased IT services without higher costs.
E26) Engineering Services 01-640-54-00-5465
a. This is the gross cost of all EEI expenses which are not related to capital projects. It includes
$240,000 of contract-related expenses, $125,000 worth of subdivision-infrastructure
inspection related expenses, and $25,000in reimbursable development work. For reasons
explained in the Items to Note section, we still recommend the City outsource its engineering
work for the foreseeable future.
E27) Business District Rebate 01-640-54-00-5493
a. Currently, this expenditure line-item corresponds with a revenue line-item of the same
amount, as this tax is rebated 100% to the developers of the Kendall Marketplace, Kendall
Crossing and the downtown business district.
E28) Admissions Tax Rebate 01-640-54-00-5494
a. Currently, this expenditure line-item corresponds with a revenue line-item of the same
amount, as this tax is rebated 100% to Raging Waves. This rebate is set to expire in FY 2022.
28
E29) Transfer to CW Municipal Building 01-640-99-16-9923
a. This transfer will directly correspond with expenditures for maintaining and improving
municipal buildings.
E30) Transfer to Citywide Capital 01-640-99-23-9923
a. No transfers will be needed to Citywide Capital through FY 21, unless additional capital
projects are added.
E31) Transfer to Debt Service 01-640-99-00-9942
a. This line-item represents the gap between property taxes associated with the 2014B bond and
the debt service for that bond. The property taxes on the 2014B bond are scheduled to be
decreased in FY 17 and will be totally eliminated in FY 18.
E32) Transfer to Sewer 01-640-99-00-9952
a. This line-item represents the City’s transfer of non-home rule sales tax dollars being
transferred into the sewer fund to pay for the yearly debt service on the 2011 refinancing
bond.
E33) Transfer to Parks and Recreation 01-640-99-00-9979
a. This line-item represents the City’s operational transfer to fund Parks and Recreation
expenses.
E34) Transfer to Library Operations 01-640-99-00-9982
a. This line-item transfer also covers liability and unemployment insurance for the library.
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The small picture – all other funds
Fox Hill SSA
E1) Trail Maintenance 11-111-54-00-5417
a. This one-time expense was incurred in FY 16 for trail sealing coating and patching that was
completed in 2015. It will be paid off from an SSA tax levy of an estimated $32 per home per
year through FY 2026. The levy amount will be reviewed each year.
Sunflower SSA
E1) Pond Maintenance 12-112-54-00-5416
a. This one-time expense represents naturalization of the three detention basins found in the
Sunflower SSA. This project began in 2014 and is expected to wrap up in 2017. This expense
will be paid back through an SSA tax levy of an estimated $174 per year through FY 26. The
levy amount will be reviewed each year.
Motor Fuel Tax Fund
E1) Material Storage Building Construction 15-155-60-00-6003
a. This line-item expenditure for construction of a replacement material storage building is
offset by a state grant. The grant program was suspended by the State during its recent
budget impasse. We have received an extension through the end of 2016.
E2) Baseline Road Bridge Repairs 15-155-60-00-6004
a. Updated estimates on the bridge repair came back much higher than original staff estimates
of $160,000, so the project was shelved in favor of a bridge closure in the FY 16 budget.
Staff not able to proceed on formal closure in the FY 16 budget, so we expect this to occur in
FY 17. A plan for timing and execution of the closure will be brought to the Public Works
Committee in Spring.
E3) Route 47 Expansion 15-155-60-00-6079
a. Per the City’s intergovernmental agreement with IDOT, MFT related Route 47 project
expenses were spread over ten fiscal years. By April 2016 the City will have made 43 of its
120 payments.
City-Wide Capital Fund
R1) Federal Grant – ITEP Downtown 23-000-41-00-4161
a. This funding is for the streetlight project in the downtown. The streetlights are expected to
be installed in early Spring 2016, and the majority of the billing should occur in FY 16. The
majority of the reimbursement should occur in FY 17.
R2) State Grants – EDP Wrigley 23-000-41-00-4188
a. This line-item represents the 100% state grant for the intersection improvements at Route 47
and the Wrigley factory.
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R3) Building Permits 23-000-42-00-4210
a. Any excess of building permit revenues over the cost of building department operations will
be placed in this line item. In order to budget conservatively, we are leaving this number at
zero.
R4) Road Infrastructure Fee 23-000-44-00-4440
a. We are not proposing any change to the Road Infrastructure Fee through FY 21. This is
something which can and will be reevaluated each year, as the sunset date for the
infrastructure fee is April 30, 2015.
R5) Transfer from General – CW B&G 23-000-49-16-4901
a. This transfer from the General fund is to pay for municipal building expenditures and
supplies. These costs were formerly paid for out of the street operations budget.
R6) Transfer from General – CW Capital 23-000-49-23-4901
a. This transfer is made from the General Fund to fund various City-wide Capital projects. We
do not project any transfers through FY 21.
E1) Property & Building Maintenance Services 23-216-54-00-5446
E2) Property & Building Maintenance Supplies 23-216-56-00-5656
a. These were formerly line items for maintenance in the street department and have been
moved into the city-wide capital fund.
b. For the services line-item above, we have included $30,000 for new City Hall carpet (safety
related) and $25,000 for Beecher Center kitchen improvements (code deficiencies). These
projects were expected to occur in FY 15, but were not completed in time.
E3) Road to Better Roads Program 23-230-60-00-6025
a. This line item represents the pavement portion of the total road to better roads expenditures.
Between this line item and others, we have $1 million in project funding.
E4) Sidewalk Construction 23-230-60-00-6041
a. In FY 16, the City replaced around 175 linear feet of sidewalk (34 squares 5’x5’) in various
subdivisions around town. Raintree, White Oak, Heartland, Elm St, and Boombah Blvd all
saw miscellaneous improvements. For FY 17, we would address any safety concerns as they
pop up and do entire sections of sidewalk on a worst-first basis.
E5) Downtown Streetscape Improvement 23-230-60-00-6048
a. This represents the expense for the street lighting project. Shop drawings were reviewed and
approved this fall. With a turnaround of 16 weeks to manufacture the poles, streetlights are
expected to be installed in early Spring 2016. Construction funding is included in the
Downtown TIF fund.
E6) Route 71 (RT 47- RT 126) Project 23-230-60-00-6058
a. IDOT has approved engineering and reconstruction of 1/5 miles of roadway with additional
lanes in their five year plan. They are currently proceeding with phase II engineering. It is
anticipated that this project will not occur until 2018 at the earliest. Construction is
anticipated to take 2.5 years to complete.
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E7) US 34 (IL 47 / Orchard Rd) Project 23-230-60-00-6059
a. IDOT has approved engineering and reconstruction of 3.5 miles of roadway with additional
lanes in their five year plan. This project has been let and awarded to D Construction.
Private utility relocation work is currently underway. Construction is estimated to be
complete in December 2018.
E8) Game Farm Rd Project 23-230-60-00-6073
a. This project was substantially completed in 2015. The final payments are expected to occur
in FY 17, for a total remaining amount of $415,000.
E9) Countryside Improvements 23-230-60-00-6082
a. This line-item contains all pavement related expenses in the Countryside subdivision.
Bidding and construction of the project is expected to begin in spring 2016. It is anticipated
that construction will be substantially complete late fall of 2016 and fully complete by the
middle of 2017.
E10) Kennedy Rd Bike Trail 23-230-60-00-6094
a. This line-item contains the gross expenses from the construction of the trail. We continue to
assume that the City will not pay for any of the net costs of the project, but we do expect the
reimbursement from Push for the Path to occur slightly behind the timing of the incoming
construction expenses. Reimbursement monies received from Push for the Path will be
recorded in revenue line item 23-000-48-00-4860. Staff is targeting an April letting, pending
land acquisition issues being resolved.
E11) Principal Payment 23-230-81-00-8000
E12) Interest Payment 23-230-81-00-8050
a. This line-item contains the debt service for a 20-year bond associated with the Game Farm
Road project.
E13) Principal Payment 23-230-97-00-8000
a. This line-item represents the City’s 6-year payback of River Road Bridge expenses to
Kendall County at 0% interest. The City will pay back $75,000 in each of FY 17 and FY 18,
and $84,675 in FY 19.
Vehicle and Equipment
R1) Police Chargeback 25-000-44-00-4420
R2) Public Works Chargeback 25-000-44-00-4421
R3) Parks & Recreation Chargeback 25-000-44-00-4427
a. As discussed in the general fund line-item narrative, these line-items represent transfers from
the general fund and parks and recreation fund to cover the gap between vehicle purchases
and available funds in the respective departments.
E1) Equipment 25-205-60-00-6060
E2) Vehicles 25-205-60-00-6070
a. As mentioned in the Items to Note section above, the City needs to replace multiple vehicles
per year but can only budget for one vehicle per year.
32
E3) Vehicles 25-215-60-00-6070
a. As mentioned in the Items to Note section above, the City needs to replace around $300,000
worth of Public Works vehicles annually but can only budget for $50,000 per year.
E4) Principle Payment (PW 185 Wolf Street bldg.) 25-215-92-00-8000
E5) Interest Payment (PW 185 Wolf Street bldg.) 25-215-92-00-8050
a. These line-items cover the annual purchase installment payments to the property seller for
the Public Works south building. The final payment will not occur until November 2028.
Debt Service Fund
R1) Property Taxes - 2014B Bond 42-000-40-00-4000
a. This line-item represents the non-abated property taxes associated with the refinance of the
in-town road program bond, in the amount and duration approved by City Council during last
year’s budget discussion. These property taxes are scheduled to be eliminated in FY 18.
Water Fund
R1) Water Sales 51-000-44-00-4424
a. As discussed in the Items to Note section above, the volume of water sold in FY 16 was
above our projects for the first time in three years. The FY 18 through FY 21 rates assume a
rate freeze in FY 18 and FY 19 and a significant increase in FY 20 and FY 21 to offset future
capital costs. No specific proposal is made for rates in FY 20 and FY 21 because the water
study is still ongoing and we typically address rates on a year-to-year basis.
R2) Water Infrastructure Fee 51-000-44-00-4440
a. No change is proposed for the Water Infrastructure Fee for FY 17. It is currently set at $8.25
per month through the end of FY 16 and will need to be reauthorized for FY 17.
R3) Water Connection Fees 51-000-44-00-4450
a. For FY 17, we expect 80 new housing starts. Each subdivision has its own water
connection fee amount, depending on when the subdivision was annexed. If the GC Housing
project is approved in February 2016, the water connection fee revenues generated in that
project alone will be more than $100,000. For purposes of conservative budgeting and given
that overall water revenues can be volatile from year-to-year, we have not assumed the City
will receive any water connection fee revenue from the GC Housing project.
R4) Rental Income 51-000-48-00-4820
a. This line-item contains rental and lease fees from various cellular and internet antennas on
City water towers.
E1) Well Rehabilitations 51-510-60-00-6022
a. In order to prevent well breakdowns and water supply and quality issues, each City well
needs to be rehabilitated every 7-10 years. Each of the wells proposed in FY 16, FY 18, FY
19, and FY 20 will be either behind or on schedule for rehabilitation.
E2) Road to Better Roads Program 51-510-60-00-6025
a. The line item expenditure represents the dollar amount we are able to fund for water
infrastructure as part of the program through FY 21.
33
E3) Route 71 Watermain Relocation 51-510-60-00-6066
a. This project’s timeline has been delayed by IDOT by a couple years. Accordingly, we have
moved the expenditures, and we do not expect IDOT to review our extended repayment plan
request for a few more years.
E4) Route 47 Expansion 51-510-60-00-6079
a. This line-item represents all water related utility costs associated with the Route 47
expansion project. These amounts are scheduled in equal annual payments for 10 years. By
April 2016 the City will have made 43 of its 120 payments.
E5) Countryside Pky Improvements 51-51-510-60-00-6082
a. This line-item funds the replacement of Countryside water mains in accordance with the
2015 bond. Water mains are expected to be completed by late fall of 2016.
E6) 2015 Bond Principal 51-510-77-00-8000
E7) 2015 Bond Interest 51-510-77-00-8050
a. These two line-items represent the debt service payments associated with the Countryside
water main project.
Sewer Fund
R1) Sewer Maintenance Fees 52-000-44-00-4435
a. The bi-monthly sewer maintenance fee for FY 17 is $19.67, authorized by ordinance in April
2014.
R2) Sewer Infrastructure Fee 52-000-44-00-4440
a. No change in the sewer infrastructure fee is proposed in FY 16. It is currently $4 per unit per
month.
R3) Reimb – I&I Reductions 52-000-46-00-4625
a. This line-item represents the City’s proposal to YBSD to complete I&I reduction related
improvements to the City’s sewer system. YBSD has indicated a preliminary willingness to
undertake an undetermined amount of I&I improvements in order to mitigate capacity issues
at the sanitary district plant. This line-item will wholly offset the corresponding expenditure
line-item. If YBSD declines to fund I&I improvements, we will zero out the expenditures.
R4) Transfers from General Fund 52-000-49-00-4901
a. This line-item represents the non-home rule sales tax transfers from the general fund, used to
offset the 2011 Refinancing Bond.
E1) Road to Better Roads Program 52-520-60-00-6025
a. The line item expenditure represents the dollar amount we are able to fund for sewer
infrastructure as part of the program through FY 21.
E2) Sanitary Sewer Lining 52-520-60-00-6028
a. This line-item represents the City’s proposal to YBSD to complete I&I reduction related
improvements to the City’s sewer system. It will offset with the revenue line-item above.
34
Land Cash Fund
R1) OSLAD Grant – Riverfront Park 72-000-41-00-4175
a. Due to the State’s budget constraints, the Riverfront Park grant is currently suspended. As a
result, park components have not been purchased nor installed as previously projected. With
a state budget still not passed, it is quite uncertain whether the grant will be reinstated in FY
17.
E1) Mosier Holding Costs 72-720-60-00-6032
a. The City has taken title to ~23 acres as match for the Riverfront Park project, before that
grant was suspended. The City was in the process of taking title to the remaining ~60 acres
when the Bristol Bay grant was suspended, and successfully halted the transfer process at
that time. Openlands is still holding the ~60 acres, and they’ve proposed a $12,000 annual
holding cost. At this point, we’re still recommending to renew the Openlands agreement
until we have a better idea of what the State with the grant.
E2) Riverfront Park 72-720-60-00-6045
a. This expenditure coincides with an OSLAD grant the City received to complete Riverfront
Park. With the grant currently suspended, construction will be delayed until reinstatement. If
resolved before the beginning of FY 17, construction could be completed by the end of FY
17.
E3) Grande Reserve Park A 72-720-60-00-6046
a. Professional Service Agreement with Engineering Enterprise, Inc. was approved by the Park
Board and City Council in December 2015. Park Development Standards and improvement
are expected to begin in April 2016 with the park to be completed by the end of the calendar
year.
Parks and Recreation Fund
R1) Child Development 79-000-44-00-4403
a. Child development and preschool classes’ enrollment is increasing, causing us to increase
our revenue projections.
R2) Rental Income 79-000-48-00-4820
a. This line-item includes rental revenue from the leased buildings on Hydraulic in Riverfront
Park, and the cell tower lease at Wheaton Woods Park.
R3) Park Rentals 79-000-48-00-4825
a. The revenue generated by this line item is primarily from baseball and soccer field rentals for
tournaments, daily field usage and individual park rentals.
R4) Hometown Days 79-000-48-00-4843
a. In FY 16, Hometown Days not only returned to its normal revenue levels, but actually
exceeded the budgeted $8,000 profit amount by $4,000, with a total profit of $12,000. In
addition to the financial success, the new collaboration with Cross Church providing the
Friday Night Band and the added attraction of Ultimate Air Dogs were extremely popular.
35
Countryside TIF Fund
R1) Property Taxes 87-000-40-00-4000
In FY 16 the movie theater paid its first full year of property taxes. The amount that went
into the TIF was approximately $143,500. In FY 17, Lighthouse Academy will be included
bringing in approximately $60,000.
Downtown TIF Fund
E1) Legal Services 88-880-54-00-5466
a. This line item represents any legal services used by the City in relation to TIF projects or
incentive agreements.
E2) TIF Incentive Payout 88-880-54-00-5425
a. Based on the FY 14 and FY 15 payouts amount, we’ve estimated the FY 17 payouts.
Currently, only Imperial Investments is receiving incentive payouts.
E3) Project Costs 88-880-60-00-6000
a. This line-item is for minor City-initiated projects within the TIF districts. This can be
anything from streetscape aesthetic improvements, to repairs on public buildings.
E4) Downtown Streetscape Improvements 88-880-60-00-6048
a. This represents the expense for the street lighting project. Construction should be completed
in Spring 2016.The completion of this project should have a direct effect on property tax
values in the TIF district over the next few years.
E5) Route 47 Expansion 88-880-60-00-6079
a. This line-item represents various improvements within the TIF district associated with the
Route 47 expansion project. These amounts are scheduled in equal annual payments to be
made over a 10 year period. By April 2016 the City will have made 43 of its 120 payments.
Cash Flow – Surplus (Deficit)
This section of the budget shows the surpluses and deficits for every fund in the entire budget,
and can be used to see the City’s “overall budget” performance. The total at the bottom of the column
for each fiscal year is the basis for whether the City’s overall budget is running a surplus or deficit. As
stated in the big picture narrative, we are recommending five years of total budget deficit. In all years,,
deficits in the general fund and the city-wide capital fund are caused by large amounts of capital
projects, increased personnel costs and conservative revenue projections. As we stated earlier in this
memo, these amounts are highly speculative and variable.
Cash Flow – Fund Balance
This section of the budget is a parallel section to the “Cash Flow – Surplus (Deficit)” section
above. The only difference between that section and this one is that this section adds in the fund balance
amounts for each fund at the end of the fiscal year.
As we discussed in the big picture narrative, fund balance in the general fund is relatively
stable until FY 20, the water fund is relatively stable pending the recent water usage figures, and the
36
sewer fund fund balance equivalency is drawn down over the next five fiscal years, resting at 20% fund
balance in FY 21.
The total at the bottom of each column represents the City’s overall aggregate fund balance.
As we stated above and in last year’s budget narrative, $3 million is the threshold for severe fiscal
problems. Last year, we projected to hit that mark in FY 18 and that has changed to FY 20 in this year’s
budget proposal.
Allocated Items – Aggregated
This section carries forward from last year, and contains aggregate costs from all
departments, including liability insurance, employee health, dental and vision insurance, property taxes,
non-abated property taxes, building permit revenue, employee salaries, Route 47 construction costs, etc.
37
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City Manager 74,486 $2,201,697,038 (2013 Value) 247,359,877 (FY 13 from City budget document) 789.47 FTE (FY 2013 budget)
38
Administration, Public
Administration, or related field.
private sector projects
-Coordinating accesses to locate, regional,
and state resources, business assistance,
retention, financing plans
-Relationships with other agencies and
organizations to facilitate economic
development
-Develops and negotiates development
contracts/incentives
-Job program- provide labor/employment
base for business seekers
-Existing business/industry outreach
efforts
-Researches and seeks Fed and State
grants, other funding
-Marketing plan
-Staff support Economic Development
Cooperation
Geneva Business
Development
Specialist
$63,415 $90,267 3 to 4 years progressively
responsible related experience
Bachelor’s Degree- Urban
Planning, Advertising,
Marketing, Communications,
Public Administration, or
related field
Economic Developer
Certification desirable.
-Promote city as shopping/tourism
destination: advertising, business
newsletter, City newsletter, events,
webpage
-Business recruitment program
-Research and make recommendations on
economic development projects,
programs, incentives
-Represent city- various boards and
organizations- represents department at
city level, staff liaison downtown
partnership and Cultural Arts Commission
-Downtown business retention and
expansion program
-Database- available properties
-City façade and streetscape/landscape
lighting program
Director of
Economic
Development
21,495 $937,275,763
(2012 Value)
$73,275,060 175
Geneva Director of
Economic
Development
$93,225 $132,688 5 to 7 years progressively
responsible related supervisory
experience
Bachelor’s Degree, Master’s
Degree preferred- Urban
Planning, Public
Administration, or related field
Economic Developer
Certification desirable.
American Institute of Certified
-Plans and directs development and adm.
of all economic growth, revitalization, and
redevelopment activities.
-Managing staff
-Work with Chamber and business
community to implement coordinated
tourism plan- attract targeted mkts- group
tours, weddings, meetings. Liaison to
chamber.
-Implement and administer TIF districts
City
Administrator
21,495 $937,275,763
(2012 Value)
$73,275,060 175
39
Planners (AICP) desirable
-Dept. budget
Homewood Economic and
Community
Development
Director
$88,808 $119,051 5 to 7 years- progressively
responsible experience in
municipal environment with
supervisory experience
Bachelor’s Degree- Economic
Development, Planning, Public
Administration, or related field.
Preferred Master’s Degree-
Planning, Public Administration
Preferred Certified Economic
Developer
-Economic development programs and
initiatives
-Economic Development and business
attraction and retention programs
-Solicit for businesses to locate or expand
in Village
-Develops and administers incentive
programs to attract and retain businesses
-Administer TIFs and other incentive
programs including grant programs
-Economic development reports and
supporting data- utilities, taxes, site
criteria, transportation, financing tools etc.
-Marketing material for zoned properties-
retail, commercial, industrial
-Short and long term economic
development plans
-Coordinate development review process
-Grant opportunities
-Economic Development Plan, zoning
ordinance, comprehensive land use plan,
downtown master plan, sign ordinance,
and appearance plan
-Agenda, packets, information for ZBA,
Plan Commission, Appearance
Commission, EDC
-Liaison for Chamber, business orgs
-
Village
Manager
19,323 $407,376,980
(2011)
$16,919,343 100
Kendall
County
Economic
Development
Special
Projects
Coordinator
$40,000 2 years experience in
economic development
Bachelor’s degree
-Coordination of economic development
programs and assisting with special
administrative projects as assigned
-Meetings and special projects with local
economic development corporations
-Update economic development webpage
and social media
-Economic development events
-Implement and update economic
development plan
-Coordinate EDC meetings
-Process applications for real estate
property tax abatement program
-Administer revolving loan fund program
-Participate in regional economic
County
Administrator
Not
comparable
Not
comparable
Not comparable Not
comparable
40
development meetings
-Marketing materials to attract business
and development
Niles Director of
Business
Development
and Marketing
$97,000 Minimum of 5 years
experience- business
marketing, business
development, land use
development,
Experience in Internet related
marketing activities
experience required.
Bachelor’s Degree- Business
(including marketing),
Economics, Public
Administration, or Urban
Planning
Master’s Degree preferred-
Business, Public
Administration, Urban Planning
or related field.
- Analyzes and makes sound
recommendations on how to solve the
concerns of the business community
- Business retention, business attraction,
marketing, branding and the facilitation of
communication with both the business
community and residential populations
Community
Development
Director
$84,128,679
(Total budgeted
expenses FY 13)
224 (2013)
Rock Island
Economic
Development
Manager
$50,144 $77,789 Bachelor’s Degree- Marketing,
Business Administration, or
related field.
Considerable experience in
economic development or
related activity.
-Promotes economic development in the
City through personal contacts with
existing business and professional
development groups
-Assists with transfer and expansion
projects by locating appropriate sites
-Develops and administers economic
development incentive programs
-Develops City’s comprehensive economic
development plan- business conditions,
attraction and retention, marketing plan
-Business retention and growth
39,018 $475,940,139
(2012)
$109,049,199 460
Roselle Economic
Development
Coordinator
PT-
$25.14/hr
PT-
$36.53/hr
Bachelor’s Degree- Business
Administration, Public
Administration, Finance, Urban
Planning, or a closely related
field.
1-3 years experience in a
significant economic
development and planning
administrative position
-Master’s degree or Economic
Developer Certification
strongly preferred
-Staff liaison to the business community
-Attract new industries and businesses and
assist existing ones to expand
-Develop resource base for potential
developers and brokers
- Database of available properties and
tenant vacancies and existing businesses.
Community
Development
Director
23,026
(2013)
$33,348,324
(2013 Budget
document)
93 FT
(2013)
Eden Prairie,
MN
Economic
Development
$75,920 $91,104 Bachelor’s Degree- city
planning, real estate
- Monitors present business activity,
develops ways to retain current
Community
Development
62,729
(2014)
$42,785,579-
(2013 amount
272
41
Manager development, finance,
marketing or related field.
Minimum of 5 years
experience in economic and
business development, city
planning, real estate
development, finance,
marketing, or transportation
and housing.
businesses, and assists in the
development, growth and attraction of
new businesses to the city
- Initiates and manages special economic
development, redevelopment,
transportation, and land use studies and
projects.
- City liaison to various multi-city and
business organizations
-Reviews reports, analyses and studies the
impact and the economic vitality of the
city; monitors programs and policies to
ensure the long-term financial health of
the city; reviews plans for development,
economic development and
redevelopment projects
Director from budget
document)
Tinley Park Economic
Development
Director
$122,839 Bachelor’s Degree- Finance,
Accounting, Economics,
Marketing, Urban Planning,
Business or Public
Administration, or a related
field
Master’s Degree preferred
Two years related experience
-Develops short and long range economic
development plans
-Solicits for location or expansion of
businesses in Village, establishes and
maintains program of commercial and
industrial retention
-Develops and maintains comprehensive
inventory of available buildings and sites
available for economic development
purposes
-Staff support to EDC and other agencies as
needed and assigned, prepares economic
development reports
-Liaison between chamber, merchant
associations, economic development
districts, etc.
-Prepares and maintains information on
utilities, taxes, site criteria, transportation,
community services, financing tools;
responds to requests for information
-Coordinate the implementation, use, and
continued enhancement of website
-Economic development reports,
recommendations for drafting and revising
local legislation and plans
- Monitors local state and Federal
legislation and regulations relating to
economic development, and reports
findings, trends and recommendations to
Village Manager.
Village
Manager
58,342 $1.8 Billion
(2010)
$41,467,401 185
Tinley Park Business
Retention
$31,527 Bachelor’s Degree
Minimum of 5 years
-Markets Village for new business
investment
Economic
Development
58,342 $1.8 Billion
(2010)
$41,467,401 185
42
Specialist (PT) experience in an office
environment
-Communicates and works with Main
Street Commission, Chamber of Commerce
and other organizations promoting
development through business retention
efforts.
-Marketing and promotional programs for
economic development, maintenance of
website
-Gathers data and assists in economic
development reports
-Represents Village at economic
development meetings and events as
directed
Director
*U
43
nless indicated data derived from ILCMA Manager/Administrator Salary Survey 2013
Recommendation for Yorkville
Option 1 Economic Development
Coordinator (FT)
$50,000-$70,000 2-4 Years Experience in
Economic Development
Bachelor’s Degree- Urban
Planning, Advertising,
Marketing, Communications,
Public Adm., or related field
Economic Developer
Certification desirable.
Bachelor’s Degree- Urban
Planning, Advertising,
Marketing, Communications,
Public Adm., or related field
-Identify and recruit businesses
to locate or expand
-Work with existing businesses-
retention and expansion-
promote City and state
programs that can assist them
-Research and make
recommendations on economic
development projects,
programs, incentives
-Staff liaison EDC
-Develop resource base for
potential developers and
brokers
- Database of available
properties and tenant vacancies
and existing businesses.
-Develops and administers
economic development
incentive programs
-Develops City’s comprehensive
economic development plan
Reports to Community
Development Director
Option 2 Business Retention Specialist
(PT)
$25-$30/hr (assuming 20 hours
per week $26,000-$31,200)
1-3 years experience in a
significant economic
development and planning
administrative position
Bachelor’s Degree- Business
Adm., Public Adm., Finance
Urban Planning or a closely
related field.
-Staff liaison to the business
community
-Attract new industries and
businesses and assist existing
ones to expand- marketing and
promotional program
-Develop resource base for
potential developers and
brokers
- Database of available
properties and tenant vacancies
and existing businesses.
-Represents City at economic
development meetings and
events as directed
Reports to Community
Development Director
44
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46
FY 2016
FY 2014FY 2015 Adopted FY 2016FY 2017FY 2018FY 2019FY 2020FY 2021
FUND ActualActualBudgetProjectedProposedProjectedProjectedProjectedProjected
General Fund 3,860,581 4,826,059 4,110,607 5,026,005 4,867,318 4,464,766 3,871,329 3,084,715 2,096,303
Special Revenue Funds
Motor Fuel Tax 1,030,456 920,282 589,656 712,082 534,079 310,821 130,167 - -
Parks and Recreation 546,485 557,536 269,391 411,262 267,117 273,631 281,265 289,322 297,817
Land Cash 187,984 117,430 (185,167) 185,175 220,320 (73,512) 290,754 325,754 360,754
Countryside TIF (534,087) (604,820) (594,959) (557,792) (520,551) (473,366) (425,864) (438,849) (450,300)
Downtown TIF 231,529 239,096 (58,049) (105,516) (88,246) (70,981) (48,726) (26,471) 784
Fox Hill SSA 11,134 15,462 (7,693) (12,140) (9,900) (8,627) (7,354) (6,081) (4,808)
Sunflower SSA 2,574 (20,108) (49,980) (39,357) (36,499) (35,948) (29,397) (22,846) (16,295)
Debt Service Fund 5,319 7,842 - - - - - - -
Capital Project Funds
Vehicle & Equipment 147,746 105,577 (1,224) 52,734 - 106 212 318 424
City-Wide Capital 676,555 4,684,706 831,196 2,622,218 647,455 197,342 - - -
Enterprise Funds *
Water 1,350,923 1,099,988 558,007 4,411,501 1,788,169 1,668,427 1,272,815 358,916 543,143
Sewer 2,879,170 1,829,603 1,368,893 1,407,926 981,145 571,908 156,871 286,819 504,455
Library Funds
Library Operations 471,076 466,683 392,989 460,782 437,262 401,571 355,810 299,151 230,710
Library Debt Service- - 30 - - - - - -
Library Capital 26,870 12,714 (10) 20,829 28,944 28,954 28,954 28,954 28,954
Totals 10,894,315 14,258,050 7,223,687 14,595,709 9,116,613 7,255,092 5,876,836 4,179,702 3,591,941
*Fund Balance Equivalent
United City of Yorkville
Fund Balance History
Fiscal Years 2014 - 2021
47
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49
BeginningBudgetedBudgeted SurplusEnding
FUND Fund BalanceRevenuesExpenditures(Deficit)Fund Balance
General Fund 5,026,005 14,516,822 14,675,509 (158,687) 4,867,318
Special Revenue Funds
Motor Fuel Tax 712,082 512,577 690,580 (178,003) 534,079
Parks and Recreation 411,262 1,636,632 1,780,777 (144,145) 267,117
Land Cash 185,175 489,000 453,855 35,145 220,320
Countryside TIF (557,792) 200,000 162,759 37,241 (520,551)
Downtown TIF (105,516) 70,050 52,780 17,270 (88,246)
Fox Hill SSA (12,140) 7,073 4,833 2,240 (9,900)
Sunflower SSA (39,357) 20,392 17,534 2,858 (36,499)
Debt Service Fund - 320,675 320,675 - -
Capital Project Funds
Vehicle & Equipment 52,734 140,883 193,617 (52,734) -
City-Wide Capital2,622,218 1,823,662 3,798,425 (1,974,763) 647,455
Enterprise Funds *
Water 4,411,501 3,794,908 6,418,240 (2,623,332) 1,788,169
Sewer 1,407,926 2,534,994 2,961,775 (426,781) 981,145
Library Funds
Library Operations 460,782 731,887 755,407 (23,520) 437,262
Library Debt Service - 752,771 752,771 - -
Library Capital 20,829 20,010 11,895 8,115 28,944
Totals 14,595,709 27,572,336 33,051,432 (5,479,096) 9,116,613
*Fund Balance Equivalent
United City of Yorkville
Fiscal Year 2017 Budget
Fund Balance Summary
50
FY
2
0
1
6
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51
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected Projected
01-000-40-00-4000 PROPERTY TAXES - CORPORATE LEVY 2,201,759 2,277,087 2,288,200 2,278,321 2,219,203 2,263,587 2,308,859 2,355,036 2,402,137
01-000-40-00-4010 PROPERTY TAXES - POLICE PENSION 524,120 624,168 728,477 703,105 825,413 875,413 925,413 975,413 1,025,413
01-000-40-00-4030 MUNICIPAL SALES TAX 2,586,460 2,704,651 2,751,960 2,746,000 2,800,920 2,856,938 2,914,077 2,972,359 3,031,806
01-000-40-00-4035 NON-HOME RULE SALES TAX 1,986,566 2,078,061 2,142,000 2,115,000 2,157,300 2,200,446 2,244,455 2,289,344 2,335,131
01-000-40-00-4040 ELECTRIC UTILITY TAX 615,878 635,478 605,000 635,000 625,000 625,000 625,000 625,000 625,000
01-000-40-00-4041 NATURAL GAS UTILITY TAX 310,979 277,969 265,000 265,000 265,000 265,000 265,000 265,000 265,000
01-000-40-00-4043 EXCISE TAX 461,554 418,509 415,000 390,000 390,000 390,000 390,000 390,000 390,000
01-000-40-00-4044 TELEPHONE UTILITY TAX 12,625 10,222 11,500 8,250 8,000 8,000 8,000 8,000 8,000
01-000-40-00-4045 CABLE FRANCHISE FEES 232,206 258,118 230,000 270,000 270,000 270,000 270,000 270,000 270,000
01-000-40-00-4050 HOTEL TAX 65,605 72,708 70,000 76,000 76,000 76,000 76,000 76,000 76,000
01-000-40-00-4055 VIDEO GAMING TAX 26,047 50,855 45,000 65,000 65,000 65,000 65,000 65,000 65,000
01-000-40-00-4060 AMUSEMENT TAX 144,118 172,461 175,000 180,000 180,000 180,000 180,000 180,000 180,000
01-000-40-00-4065 ADMISSIONS TAX 103,720 104,066 105,000 121,799 120,000 120,000 120,000 120,000 120,000
01-000-40-00-4070 BUSINESS DISTRICT TAX - KENDALL MRKT 325,724 336,830 346,800 350,000 357,000 364,140 371,423 378,851 386,428
01-000-40-00-4071 BUSINESS DISTRICT TAX - DOWNTOWN - 11,192 20,000 4,000 4,000 4,000 4,000 4,000 4,000
01-000-40-00-4072 BUSINESS DISTRICT TAX - COUNTRYSIDE - 9,054 20,000 11,000 11,000 11,000 11,000 11,000 11,000
01-000-40-00-4075 AUTO RENTAL TAX 10,638 11,363 11,000 11,000 11,000 11,000 11,000 11,000 11,000
01-000-41-00-4100 STATE INCOME TAX 1,613,102 1,735,422 1,610,000 1,800,000 1,725,942 1,760,461 1,795,670 1,831,583 1,868,215
01-000-41-00-4105 LOCAL USE TAX 296,298 341,880 346,800 395,000 397,644 405,597 413,709 421,983 430,423
01-000-41-00-4110 ROAD & BRIDGE TAX 164,398 171,756 175,000 148,223 150,000 155,000 160,000 165,000 170,000
01-000-41-00-4120 PERSONAL PROPERTY TAX 16,672 17,450 16,000 17,000 17,000 17,000 17,000 17,000 17,000
01-000-41-00-4160 FEDERAL GRANTS 8,880 10,341 10,000 10,000 10,000 10,000 10,000 10,000 10,000
01-000-41-00-4168 19,284 17,290 19,000 13,505 12,000 12,000 12,000 12,000 12,000
01-000-41-00-4170 STATE GRANTS 266 - - 2,000 - - - - -
01-000-41-00-4182 MISC INTERGOVERNMENTAL 1,427 995 1,300 1,000 1,000 1,000 1,000 1,000 1,000
01-000-42-00-4200 LIQUOR LICENSES 47,781 46,887 45,000 45,000 45,000 45,000 45,000 45,000 45,000
01-000-42-00-4205 OTHER LICENSES & PERMITS 4,156 2,537 3,000 3,000 3,000 3,000 3,000 3,000 3,000
01-000-42-00-4210 BUILDING PERMITS 116,182 123,702 150,000 125,000 130,000 175,000 175,000 175,000 175,000
01-000-43-00-4310 CIRCUIT COURT FINES 45,653 49,859 45,000 45,000 45,000 45,000 45,000 45,000 45,000
01-000-43-00-4320 ADMINISTRATIVE ADJUDICATION 42,430 31,507 35,000 30,000 30,000 30,000 30,000 30,000 30,000
01-000-43-00-4323 OFFENDER REGISTRATION FEES 215 230 250 225 225 225 225 225 225
01-000-43-00-4325 POLICE TOWS 85,656 55,656 80,000 55,000 55,000 60,000 60,000 60,000 60,000
01-000-44-00-4400 GARBAGE SURCHARGE 1,003,263 1,117,947 1,148,450 1,215,119 1,251,675 1,289,225 1,327,902 1,367,739 1,408,771
01-000-44-00-4405 COLLECTION FEES - YBSD 150,249 151,241 150,000 150,000 150,000 150,000 150,000 150,000 150,000
01-000-44-00-4407 LATE PENALTIES - GARBAGE 21,054 21,305 21,000 21,000 21,000 21,000 21,000 21,000 21,000
01-000-44-00-4474 POLICE SPECIAL DETAIL 600 - 500 2,829 500 500 500 500 500
GENERAL FUND - 01
Description
STATE GRANTS - TRAFFIC SIGNAL MAINTENANCE
52
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
01-000-45-00-4500 8,792 5,458 4,000 5,000 5,000 3,000 2,000 2,000 2,000
01-000-45-00-4550 - 3,451 - - - - - - -
01-000-46-00-4601 REIMB - LEGAL EXPENSES 2,629 6,099 - - - - - - -
01-000-46-00-4604 REIMB - ENGINEERING EXPENSES 107,193 81,686 50,000 50,000 25,000 25,000 25,000 25,000 25,000
01-000-46-00-4680 REIMB - LIABILITY INSURANCE 4,764 4,280 5,000 5,000 5,000 5,000 5,000 5,000 5,000
01-000-46-00-4681 REIMB - WORKERS COMP 30,788 (224) - - - - - - -
01-000-46-00-4685 REIMB - CABLE CONSORTIUM 18,932 69,693 20,000 20,000 20,000 20,000 20,000 20,000 20,000
01-000-46-00-4690 REIMB - MISCELLANEOUS 4,668 6,648 5,000 11,000 5,000 5,000 5,000 5,000 5,000
01-000-48-00-4820 RENTAL INCOME 7,495 6,715 7,500 7,000 7,000 7,000 7,000 7,000 7,000
01-000-48-00-4845 DONATIONS - 900 - - 2,000 2,000 2,000 2,000 2,000
01-000-48-00-4850 MISCELLANEOUS INCOME 11,840 15,198 15,000 15,000 15,000 15,000 15,000 15,000 15,000
01-000-49-00-4910 SALE OF CAPITAL ASSETS - - 5,400 - - - - - -
01-000-49-00-4916 TRANSFER FROM CW MUNICIPAL BUILDING 2,479 2,209 2,500 5,000 3,000 3,000 3,000 3,000 3,000
Revenue 13,445,145 14,150,910 14,200,637 14,426,376 14,516,822 14,850,532 15,140,233 15,436,033 15,737,049
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Thousands
54
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Administration
01-110-50-00-5001 SALARIES - MAYOR 9,535 9,570 11,000 11,000 11,000 11,000 11,000 11,000 11,000
01-110-50-00-5002 SALARIES - LIQUOR COMM 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000
01-110-50-00-5003 SALARIES - CITY CLERK 7,268 6,905 11,000 11,000 11,000 11,000 11,000 11,000 11,000
01-110-50-00-5004 SALARIES - CITY TREASURER 1,031 968 6,500 1,000 6,500 6,500 6,500 6,500 6,500
01-110-50-00-5005 SALARIES - ALDERMAN 47,190 47,960 52,000 52,000 52,000 52,000 52,000 52,000 52,000
01-110-50-00-5010 SALARIES - ADMINISTRATION 275,169 294,157 308,487 308,487 336,039 347,582 358,009 368,749 379,811
01-110-50-00-5015 PART-TIME SALARIES 22,646 4,158 30,000 30,000 7,800 30,000 30,000 30,000 30,000
01-110-50-00-5020 OVERTIME 244 - 500 500 500 500 500 500 500
01-110-52-00-5212 RETIREMENT PLAN CONTRIBUTION 36,794 37,723 42,886 42,886 37,405 42,289 45,203 48,328 51,636
01-110-52-00-5214 FICA CONTRIBUTION 25,473 24,296 31,014 31,014 28,931 31,623 32,572 33,549 34,555
01-110-52-00-5216 GROUP HEALTH INSURANCE 69,776 85,215 85,972 79,773 90,146 97,358 105,147 113,559 122,644
01-110-52-00-5222 GROUP LIFE INSURANCE 403 443 447 527 496 501 506 511 516
01-110-52-00-5223 DENTAL INSURANCE 4,252 5,387 5,139 5,629 5,792 6,082 6,386 6,705 7,040
01-110-52-00-5224 VISION INSURANCE 550 576 549 721 743 765 788 812 836
01-110-52-00-5235 76,151 82,691 - 2,232 - - - - -
01-110-52-00-5236 643 633 559 14 - - - - -
01-110-52-00-5237 4,432 5,205 - 1 - - - - -
01-110-52-00-5238 568 541 - 61 - - - - -
01-110-54-00-5410 TUITION REIMBURSEMENT - - - - 15,000 10,000 - - -
01-110-54-00-5412 TRAINING & CONFERENCES 4,624 10,636 5,100 5,100 12,000 12,000 12,000 12,000 12,000
01-110-54-00-5415 TRAVEL & LODGING 7,843 3,356 11,000 11,000 9,000 9,000 9,000 9,000 9,000
01-110-54-00-5426 PUBLISHING & ADVERTISING 765 740 1,000 1,000 1,000 1,000 1,000 1,000 1,000
01-110-54-00-5430 PRINTING & DUPLICATING 3,503 4,094 5,500 5,500 5,500 5,500 5,500 5,500 5,500
01-110-54-00-5436 4TH OF JULY CONTRIBUTION 11,033 - - - - - - - -
01-110-54-00-5440 TELECOMMUNICATIONS 13,143 13,097 20,000 20,000 16,000 16,000 16,000 16,000 16,000
01-110-54-00-5448 FILING FEES 181 70 500 500 500 500 500 500 500
01-110-54-00-5451 CODIFICATION 2,468 3,003 5,000 5,000 5,000 5,000 5,000 5,000 5,000
01-110-54-00-5452 POSTAGE & SHIPPING 2,225 2,932 4,000 4,000 4,000 4,000 4,000 4,000 4,000
01-110-54-00-5460 DUES & SUBSCRIPTIONS 14,004 15,981 17,000 17,000 17,000 17,000 17,000 17,000 17,000
01-110-54-00-5462 PROFESSIONAL SERVICES 8,355 9,112 14,000 14,000 29,600 14,000 14,000 14,000 14,000
01-110-54-00-5473 KENDALL AREA TRANSIT 23,550 23,550 25,000 25,000 25,000 25,000 25,000 25,000 25,000
01-110-54-00-5480 UTILITIES 27,883 23,131 23,039 23,039 24,421 25,886 27,439 29,085 30,830
01-110-54-00-5485 RENTAL & LEASE PURCHASE 2,508 2,347 2,400 2,400 2,400 2,400 2,400 2,400 2,400
01-110-54-00-5488 OFFICE CLEANING 14,648 14,796 17,500 17,500 17,500 17,500 17,500 17,500 17,500
ELECTED OFFICIAL - GROUP HEALTH INSURANCE
ELECTED OFFICIAL - GROUP LIFE INSURANCE
ELECTED OFFICIAL - DENTAL INSURANCE
ELECTED OFFICIAL - VISION INSURANCE
55
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
01-110-56-00-5610 OFFICE SUPPLIES 8,287 7,120 11,000 11,000 10,000 10,000 10,000 10,000 10,000
01-110-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE - 78 850 850 850 850 850 850 850
728,145 741,471 749,942 740,734 784,123 813,836 827,800 853,048 879,618
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Finance
01-120-50-00-5010 SALARIES & WAGES 193,692 206,925 217,491 217,491 233,718 241,746 248,998 256,468 264,162
01-120-52-00-5212 RETIREMENT PLAN CONTRIBUTION 21,792 23,900 24,196 24,196 25,242 27,076 29,008 31,084 33,284
01-120-52-00-5214 FICA CONTRIBUTION 14,483 15,790 16,462 16,462 17,694 18,302 18,851 19,417 20,000
01-120-52-00-5216 GROUP HEALTH INSURANCE 30,766 26,965 33,854 28,507 33,364 36,033 38,916 42,029 45,391
01-120-52-00-5222 GROUP LIFE INSURANCE 332 332 336 368 372 376 380 384 388
01-120-52-00-5223 DENTAL INSURANCE 2,749 4,778 5,017 5,495 5,655 5,938 6,235 6,547 6,874
01-120-52-00-5224 VISION INSURANCE 324 486 500 657 677 697 718 740 762
01-120-54-00-5412 TRAINING & CONFERENCES 1,462 3,392 2,500 2,500 3,000 3,000 3,000 3,000 3,000
01-120-54-00-5414 AUDITING SERVICES 31,000 32,000 36,300 33,000 37,400 40,000 40,000 40,000 40,000
01-120-54-00-5415 TRAVEL & LODGING 72 146 1,500 1,500 1,500 1,500 1,500 1,500 1,500
01-120-54-00-5430 PRINTING & DUPLICATING 1,123 1,365 4,300 4,300 5,000 5,000 5,000 5,000 5,000
01-120-54-00-5440 TELECOMMUNICATIONS 1,082 1,061 1,200 1,200 1,200 1,200 1,200 1,200 1,200
01-120-54-00-5452 POSTAGE & SHIPPING 509 1,141 1,200 1,200 1,300 1,300 1,300 1,300 1,300
01-120-54-00-5460 DUES & SUBSCRIPTIONS 500 545 800 800 800 800 800 800 800
01-120-54-00-5462 PROFESSIONAL SERVICES 22,340 31,984 37,000 37,000 40,000 40,000 40,000 40,000 40,000
01-120-54-00-5485 RENTAL & LEASE PURCHASE 2,126 2,102 2,250 2,250 2,500 2,500 2,500 2,500 2,500
01-120-56-00-5610 OFFICE SUPPLIES 2,626 2,633 2,600 2,600 2,700 2,700 2,700 2,700 2,700
01-120-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE 710 58 1,000 1,000 750 750 750 750 750
327,688 355,603 388,506 380,526 412,872 428,918 441,856 455,419 469,611
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Police
01-210-50-00-5008 SALARIES - POLICE OFFICERS 1,307,670 1,478,093 1,614,448 1,614,448 1,730,357 1,789,795 1,843,489 1,898,794 1,955,758
01-210-50-00-5011 SALARIES - POLICE CHIEF & DEPUTIES 295,668 322,269 346,106 346,106 358,109 370,410 381,522 392,968 404,757
01-210-50-00-5012 SALARIES - SERGEANTS 426,850 433,191 466,386 466,386 475,680 492,020 506,781 521,984 537,644
01-210-50-00-5013 SALARIES - POLICE CLERKS 116,872 121,384 130,409 130,409 141,395 146,252 150,640 155,159 159,814
01-210-50-00-5014 SALARIES - CROSSING GUARD 21,950 21,429 20,000 20,000 20,000 20,000 20,000 20,000 20,000
01-210-50-00-5015 PART-TIME SALARIES 57,252 57,235 70,000 70,000 70,000 70,000 70,000 70,000 70,000
01-210-50-00-5020 OVERTIME 95,061 77,600 111,000 111,000 111,000 111,000 111,000 111,000 111,000
01-210-52-00-5212 RETIREMENT PLAN CONTRIBUTION 12,938 13,778 14,508 14,508 15,271 16,380 17,550 18,805 20,137
01-210-52-00-5213 524,120 624,168 728,477 722,940 825,413 875,413 925,413 975,413 1,025,413
01-210-52-00-5214 FICA CONTRIBUTION 171,085 184,653 206,817 206,817 216,838 224,286 231,015 237,945 245,083
01-210-52-00-5216 GROUP HEALTH INSURANCE 462,711 541,667 639,914 577,313 680,761 735,222 794,040 857,563 926,168
01-210-52-00-5222 GROUP LIFE INSURANCE 3,050 3,338 3,556 4,291 3,956 3,996 4,036 4,076 4,117
01-210-52-00-5223 DENTAL INSURANCE 30,626 39,727 43,519 49,816 52,174 54,783 57,522 60,398 63,418
01-210-52-00-5224 VISION INSURANCE 3,787 4,236 4,494 6,251 6,388 6,580 6,777 6,980 7,189
01-210-54-00-5410 TUITION REIMBURSEMENT - - 2,800 2,800 31,096 17,848 2,800 2,800 2,800
01-210-54-00-5411 POLICE COMMISSION 4,590 12,633 4,000 4,000 4,000 15,000 4,000 4,000 15,000
01-210-54-00-5412 TRAINING & CONFERENCE 12,935 11,184 18,000 18,000 18,000 18,000 18,000 18,000 18,000
01-210-54-00-5415 TRAVEL & LODGING 3,963 2,400 10,000 10,000 10,000 10,000 10,000 10,000 10,000
01-210-54-00-5422 VEHICLE & EQUIPMENT CHARGEBACK - 63,777 203,647 200,158 53,633 44,633 44,633 44,633 44,633
01-210-54-00-5426 PUBLISHING & ADVERTISING 517 - 200 200 200 200 200 200 200
01-210-54-00-5430 PRINTING & DUPLICATING 2,370 3,222 4,500 4,500 4,500 4,500 4,500 4,500 4,500
01-210-54-00-5440 TELECOMMUNICATIONS 24,048 25,663 36,500 36,500 36,500 36,500 36,500 36,500 36,500
01-210-54-00-5452 POSTAGE & SHIPPING 1,218 987 1,600 1,600 1,600 1,600 1,600 1,600 1,600
01-210-54-00-5460 DUES & SUBSCRIPTIONS 4,315 2,175 1,350 1,350 1,350 1,350 1,350 1,350 1,350
01-210-54-00-5462 PROFESSIONAL SERVICES 11,249 15,288 20,000 20,000 35,000 29,000 29,000 29,000 29,000
01-210-54-00-5466 LEGAL SERVICES - - 10,000 10,000 5,000 5,000 5,000 5,000 5,000
01-210-54-00-5467 ADJUDICATION SERVICES 16,132 17,215 20,000 20,000 20,000 20,000 20,000 20,000 20,000
01-210-54-00-5469 NEW WORLD LIVE SCAN 12,434 13,269 15,000 15,000 17,500 17,500 17,500 17,500 17,500
01-210-54-00-5472 KENDALL CO JUVE PROBATION 3,118 2,609 4,000 4,000 4,000 4,000 4,000 4,000 4,000
01-210-54-00-5484 MDT - ALERTS FEE 6,660 6,660 7,000 7,000 7,000 7,000 7,000 7,000 7,000
01-210-54-00-5485 RENTAL & LEASE PURCHASE 6,384 6,344 7,000 7,000 7,000 7,000 7,000 7,000 7,000
01-210-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 39,976 54,303 55,000 55,000 55,000 55,000 55,000 55,000 55,000
01-210-56-00-5600 WEARING APPAREL 18,424 9,775 20,000 20,000 20,000 20,000 20,000 20,000 20,000
01-210-56-00-5610 OFFICE SUPPLIES 2,495 2,676 4,500 4,500 4,500 4,500 4,500 4,500 4,500
01-210-56-00-5620 OPERATING SUPPLIES 5,168 43,711 10,000 10,000 65,000 10,000 10,000 10,000 10,000
01-210-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE 7,792 12,959 12,000 12,000 12,000 12,000 12,000 12,000 12,000
EMPLOYER CONTRIBUTION - POLICE PENSION
60
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
01-210-56-00-5640 REPAIR & MAINTENANCE 1,479 242 6,500 6,500 6,500 6,500 6,500 6,500 6,500
01-210-56-00-5650 COMMUNITY SERVICES 7,311 - 3,000 3,000 3,000 3,000 3,000 3,000 3,000
01-210-56-00-5690 BALISTIC VESTS 8,009 3,035 4,200 4,200 4,200 4,200 4,200 4,200 4,200
01-210-56-00-5695 GASOLINE 78,917 65,888 90,000 90,000 80,250 85,868 91,879 98,311 105,193
01-210-56-00-5696 AMMUNITION 2,990 16,368 8,000 8,000 8,000 8,000 8,000 8,000 8,000
3,812,134 4,315,151 4,978,431 4,915,593 5,222,171 5,364,336 5,547,947 5,765,679 6,002,974
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Community Development
01-220-50-00-5010 SALARIES & WAGES 218,262 292,601 309,873 309,873 333,980 345,452 355,816 366,490 377,485
01-220-50-00-5015 PART-TIME SALARIES 11,575 17,821 48,000 48,000 48,000 48,000 48,000 48,000 48,000
01-220-52-00-5212 RETIREMENT PLAN CONTRIBUTION 24,323 33,222 34,474 34,474 36,070 38,691 41,453 44,419 47,563
01-220-52-00-5214 FICA CONTRIBUTION 16,823 22,825 26,784 26,784 28,597 29,579 30,466 31,380 32,321
01-220-52-00-5216 GROUP HEALTH INSURANCE 59,831 76,809 82,828 82,665 87,297 94,281 101,823 109,969 118,767
01-220-52-00-5222 GROUP LIFE INSURANCE 359 443 447 491 496 501 506 511 516
01-220-52-00-5223 DENTAL INSURANCE 3,036 5,205 5,465 5,986 6,160 6,468 6,791 7,131 7,488
01-220-52-00-5224 VISION INSURANCE 379 541 557 732 753 776 799 823 848
01-220-54-00-5412 TRAINING & CONFERENCES 1,213 2,666 5,500 5,500 6,500 6,500 6,500 6,500 6,500
01-220-54-00-5415 TRAVEL & LODGING 281 1,670 4,000 4,000 4,000 4,000 4,000 4,000 4,000
01-220-54-00-5426 PUBLISHING & ADVERTISING 1,371 218 1,000 1,000 1,000 1,000 1,000 1,000 1,000
01-220-54-00-5430 PRINTING & DUPLICATING 1,400 1,609 2,500 2,500 2,500 2,500 2,500 2,500 2,500
01-220-54-00-5440 TELECOMMUNICATIONS 2,198 2,533 3,000 3,000 3,000 3,000 3,000 3,000 3,000
01-220-54-00-5452 POSTAGE & SHIPPING 906 265 1,000 1,000 1,000 1,000 1,000 1,000 1,000
01-220-54-00-5459 INSPECTIONS 680 1,840 5,000 5,000 5,000 5,000 5,000 5,000 5,000
01-220-54-00-5460 DUES & SUBSCRIPTIONS 1,943 1,701 2,000 2,000 2,000 2,000 2,000 2,000 2,000
01-220-54-00-5462 PROFESSIONAL SERVICES 5,030 73,607 61,000 61,000 41,000 15,000 15,000 15,000 15,000
01-220-54-00-5466 LEGAL SERVICES 485 277 2,000 2,000 2,500 2,500 2,500 2,500 2,500
01-220-54-00-5485 RENTAL & LEASE PURCHASE 2,601 3,468 2,900 2,900 3,000 3,000 3,000 3,000 3,000
01-220-54-00-5486 ECONOMIC DEVELOPMENT 46,800 46,800 75,000 75,000 113,100 113,100 113,100 120,000 120,000
01-220-56-00-5610 OFFICE SUPPLIES 440 455 900 900 1,500 900 900 900 900
01-220-56-00-5620 OPERATING SUPPLIES 3,031 3,842 3,000 3,000 3,000 3,000 3,000 3,000 3,000
01-220-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE 1,321 - 3,500 3,500 3,500 3,500 3,500 3,500 3,500
01-220-56-00-5645 BOOKS & PUBLICATIONS 366 - 500 500 500 500 500 500 500
01-220-56-00-5695 GASOLINE 2,884 2,170 4,000 4,000 2,675 2,862 3,062 3,276 3,505
407,538 592,588 685,228 685,805 737,128 733,110 755,216 785,399 809,893
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Public Works - Street Operations
01-410-50-00-5010 SALARIES & WAGES 305,901 315,540 335,453 335,453 343,875 355,687 366,358 377,349 388,669
01-410-50-00-5015 PART-TIME SALARIES - 3,456 8,100 8,100 8,100 11,600 11,600 11,600 11,600
01-410-50-00-5020 OVERTIME 22,225 9,578 15,000 15,000 15,000 15,000 15,000 15,000 15,000
01-410-52-00-5212 RETIREMENT PLAN CONTRIBUTION 36,445 36,867 38,989 38,989 38,759 39,837 132,430 142,789 152,985
01-410-52-00-5214 FICA CONTRIBUTION 24,235 24,184 26,703 26,703 27,245 28,181 29,026 29,897 30,794
01-410-52-00-5216 GROUP HEALTH INSURANCE 94,536 100,266 108,608 103,972 119,922 129,516 139,877 151,067 163,152
01-410-52-00-5222 GROUP LIFE INSURANCE 543 564 570 700 661 668 675 682 689
01-410-52-00-5223 DENTAL INSURANCE 5,949 7,186 7,546 8,264 9,010 9,461 9,934 10,431 10,953
01-410-52-00-5224 VISION INSURANCE 739 739 761 1,000 1,099 1,132 1,166 1,201 1,237
01-410-54-00-5412 TRAINING & CONFERENCES - 1,236 8,100 8,100 3,000 3,000 3,000 3,000 3,000
01-410-54-00-5415 TRAVEL & LODGING - 240 - - 2,000 2,000 2,000 2,000 2,000
01-410-54-00-5422 VEHICLE & EQUIPMENT CHARGEBACK 144,650 125,000 163,416 240,337 45,000 84,065 84,065 84,065 84,065
01-410-54-00-5435 TRAFFIC SIGNAL MAINTENANCE 8,390 16,824 19,000 19,000 25,000 25,000 25,000 25,000 25,000
01-410-54-00-5440 TELECOMMUNICATIONS 2,520 2,073 3,000 3,000 3,000 3,000 3,000 3,000 3,000
01-410-54-00-5446 PROPERTY & BLDG MAINT SERVICES 23,836 - - - - - - - -
01-410-54-00-5455 MOSQUITO CONTROL 6,865 6,865 8,400 7,002 7,352 7,720 8,106 8,511 8,937
01-410-54-00-5458 TREE & STUMP MAINTENANCE 20,000 - 20,000 20,000 20,000 20,000 20,000 20,000 20,000
01-410-54-00-5462 PROFESSIONAL SERVICES 2,052 3,740 6,400 6,400 3,500 3,500 3,500 3,500 3,500
01-410-54-00-5482 STREET LIGHTING 67,815 - - 4,750 4,750 4,750 4,750 4,750 4,750
01-410-54-00-5485 RENTAL & LEASE PURCHASE 984 512 1,100 1,100 1,100 1,100 1,100 1,100 1,100
01-410-54-00-5490 VEHICLE MAINTENANCE SERVICES 53,541 57,838 30,000 30,000 50,000 50,000 50,000 50,000 50,000
01-410-56-00-5600 WEARING APPAREL 3,263 4,132 4,410 4,410 4,631 4,863 5,106 5,361 5,629
01-410-56-00-5620 OPERATING SUPPLIES 10,378 10,846 10,500 10,500 11,025 11,576 12,155 12,763 13,401
01-410-56-00-5626 HANGING BASKETS - - - - 2,000 2,000 2,000 2,000 2,000
01-410-56-00-5628 VEHICLE MAINTENANCE SUPPLIES 20,578 17,035 25,000 25,000 27,500 27,500 27,500 27,500 27,500
01-410-56-00-5630 SMALL TOOLS & EQUIPMENT 1,006 2,105 5,000 5,000 2,000 2,000 2,000 2,000 2,000
01-410-56-00-5640 REPAIR & MAINTENANCE 21,235 26,791 20,000 20,000 20,000 20,000 20,000 20,000 20,000
01-410-56-00-5656 PROPERTY & BLDG MAINT SUPPLIES 5,877 - - - - - - - -
01-410-56-00-5695 GASOLINE 31,692 22,731 29,401 29,401 25,680 27,478 29,401 31,459 33,661
915,255 796,348 895,457 972,181 821,209 890,634 1,008,749 1,046,025 1,084,622
65
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Public Works - Health & Sanitation
01-540-54-00-5441 GARBAGE SERVICES - SENIOR SUBSIDY 142,762 76,958 35,000 35,000 36,000 36,000 36,000 36,000 36,000
01-540-54-00-5442 GARBAGE SERVICES 981,513 1,100,546 1,148,450 1,200,000 1,251,675 1,289,225 1,327,902 1,367,739 1,408,771
01-540-54-00-5443 LEAF PICKUP 5,520 3,840 6,000 6,000 6,000 6,000 6,000 6,000 6,000
1,129,795 1,181,344 1,189,450 1,241,000 1,293,675 1,331,225 1,369,902 1,409,739 1,450,771
2,045,050 1,977,692 2,084,907 2,213,181 2,114,884 2,221,859 2,378,651 2,455,764 2,535,393 Total Public Works
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Administrative Services
01-640-50-00-5092 POLICE SPECIAL DETAIL WAGES 600 - 500 2,829 500 500 500 500 500
01-640-52-00-5230 UNEMPLOYMENT INSURANCE 5,241 7,950 20,000 10,000 20,000 20,000 20,000 20,000 20,000
01-640-52-00-5231 LIABILITY INSURANCE 246,339 249,686 265,000 265,000 280,900 297,754 315,619 334,556 354,629
01-640-52-00-5240 RETIREES - GROUP HEALTH INSURANCE 35,091 40,078 37,570 37,570 34,183 36,918 39,871 43,061 46,506
01-640-52-00-5241 RETIREES - DENTAL INSURANCE 1,061 1,293 972 972 505 530 557 585 614
01-640-52-00-5242 RETIREES - VISION INSURANCE 160 160 120 120 77 79 81 83 85
01-640-54-00-5428 UTILITY TAX REBATE - - 14,375 14,375 14,375 14,375 14,375 14,375 -
01-640-54-00-5434 EXCISE TAX REBATE 42,787 - - - - - - - -
01-640-54-00-5439 AMUSEMENT TAX REBATE 22,130 48,513 50,000 55,000 55,000 55,000 25,000 25,000 25,000
01-640-54-00-5449 KENCOM 25,295 72,999 100,000 72,679 75,000 82,500 90,750 99,825 109,808
01-640-54-00-5450 INFORMATION TECHNOLOGY SERVICES 38,867 51,066 99,225 99,225 80,000 84,000 88,200 92,610 97,241
01-640-54-00-5456 CORPORATE COUNSEL 89,253 129,599 121,275 121,275 127,339 133,706 140,391 147,411 154,782
01-640-54-00-5461 LITIGATION COUNSEL 147,253 56,874 120,000 120,000 120,000 120,000 120,000 120,000 120,000
01-640-54-00-5462 PROFESSIONAL SERVICES - - - - - - - - -
01-640-54-00-5463 SPECIAL COUNSEL 2,872 26,020 25,000 25,000 25,000 25,000 25,000 25,000 25,000
01-640-54-00-5465 ENGINEERING SERVICES 597,697 503,943 465,000 465,000 390,000 390,000 390,000 390,000 390,000
01-640-54-00-5475 CABLE CONSORTIUM FEE 76,508 80,204 85,000 85,000 85,000 85,000 85,000 85,000 85,000
01-640-54-00-5481 HOTEL TAX REBATE 59,045 65,438 63,000 68,400 68,400 68,400 68,400 68,400 68,400
01-640-54-00-5489 LOSS ON INVESTMENT - 69,382 - - - - - - -
01-640-54-00-5491 CITY PROPERTY TAX REBATE 1,369 1,293 1,500 1,286 1,500 1,500 1,500 1,500 1,500
01-640-54-00-5492 SALES TAX REBATE 861,234 848,634 896,028 896,028 913,949 932,228 950,873 969,890 989,288
01-640-54-00-5493 BUSINESS DISTRICT REBATE 325,724 357,076 386,800 365,000 372,000 379,140 386,423 393,851 401,428
01-640-54-00-5494 ADMISSIONS TAX REBATE 103,720 104,066 105,000 121,799 120,000 120,000 120,000 120,000 120,000
01-640-54-00-5499 BAD DEBT 1,516 1,773 2,500 2,500 2,500 2,500 2,500 2,500 2,500
01-640-56-00-5625 REIMBURSABLE REPAIRS 1,711 - 5,000 5,000 5,000 5,000 5,000 5,000 5,000
01-640-70-00-7799 CONTINGENCIES 11,676 - - - - - - - -
01-640-99-00-9914 TRANSFER TO MUNICIPAL BUILDING 571,615 - - - - - - - -
01-640-99-00-9915 TRANSFER TO MOTOR FUEL TAX - 323 - 20,000 25,023 - - - -
01-640-99-00-9916 TRANSFER TO CW BUILDINGS & GROUNDS - 49,795 62,000 62,000 49,500 54,500 54,500 54,500 54,500
01-640-99-00-9923 TRANSFER TO CITY-WIDE CAPITAL 270,401 - - - - - - - -
01-640-99-00-9942 TRANSFER TO DEBT SERVICE - - 132,103 131,380 268,178 313,275 317,775 317,075 316,275
01-640-99-00-9952 TRANSFER TO SEWER 1,137,220 1,133,972 1,134,654 1,134,654 1,134,052 1,137,166 1,133,782 1,134,114 1,137,948
68
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
01-640-99-00-9979 TRANSFER TO PARKS & RECREATION 1,765,504 1,277,606 1,076,831 1,076,831 1,100,282 1,294,372 1,346,386 1,400,522 1,457,589
01-640-99-00-9982 TRANSFER TO LIBRARY OPERATIONS 45,948 25,189 34,168 31,668 36,068 37,582 39,717 41,980 44,379
6,487,837 5,202,932 5,303,621 5,290,591 5,404,331 5,691,025 5,782,200 5,907,338 6,027,972
Expenditures 13,808,392 13,185,437 14,190,635 14,226,430 14,675,509 15,253,084 15,733,670 16,222,647 16,725,461
Surplus(Deficit)(363,247) 965,473 10,002 199,946 (158,687) (402,552) (593,437) (786,614) (988,412)
Fund Balance 3,860,581 4,826,059 4,110,607 5,026,005 4,867,318 4,464,766 3,871,329 3,084,715 2,096,303
27.96%36.60%28.97%35.33%33.17%29.27%24.61%19.01%12.53%
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Fox Hill SSA - 11
11-000-40-00-4000 PROPERTY TAXES 3,786 8,536 7,073 7,072 7,073 7,073 7,073 7,073 7,073
11-000-45-00-4500 INVESTMENT EARNINGS 1 - - - - - - - -
Revenue 3,787 8,536 7,073 7,072 7,073 7,073 7,073 7,073 7,073
11-111-54-00-5417 TRAIL MAINTENANCE - - 15,000 19,841 - - - - -
11-111-54-00-5466 LEGAL SERVICES 190 - - - - - - - -
11-111-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 7,586 4,208 14,833 14,833 4,833 5,800 5,800 5,800 5,800
Expenditures 7,776 4,208 29,833 34,674 4,833 5,800 5,800 5,800 5,800
Surplus(Deficit)(3,989) 4,328 (22,760) (27,602) 2,240 1,273 1,273 1,273 1,273
Fund Balance 11,134 15,462 (7,693) (12,140) (9,900) (8,627) (7,354) (6,081) (4,808)
143.18%367.44%-25.79%-35.01%-204.84%-148.74%-126.79%-104.84%-82.90%
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Fu
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72
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Sunflower SSA - 12
12-000-40-00-4000 PROPERTY TAXES 7,467 17,417 18,608 18,608 20,392 20,392 20,392 20,392 20,392
12-000-45-00-4500 INVESTMENT EARNINGS 2 - - - - - - - -
Revenue 7,469 17,417 18,608 18,608 20,392 20,392 20,392 20,392 20,392
12-112-54-00-5416 POND MAINTENANCE - 34,897 26,060 26,323 6,000 6,000 - - -
12-112-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 12,635 5,201 11,534 11,534 11,534 13,841 13,841 13,841 13,841
Expenditures 12,635 40,098 37,594 37,857 17,534 19,841 13,841 13,841 13,841
Surplus(Deficit)(5,166) (22,681) (18,986) (19,249) 2,858 551 6,551 6,551 6,551
Fund Balance 2,574 (20,108) (49,980) (39,357) (36,499) (35,948) (29,397) (22,846) (16,295)
20.37%-50.15%-132.95%-103.96%-208.16%-181.18%-212.39%-165.06%-117.73%
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Fu
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74
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Motor Fuel Tax - 15
15-000-41-00-4112 MOTOR FUEL TAX 417,742 414,685 412,500 420,000 438,254 425,000 425,000 425,000 425,000
15-000-41-00-4113 MFT HIGH GROWTH 41,814 41,892 41,000 41,912 41,000 41,000 41,000 41,000 41,000
15-000-41-00-4168 - - - 7,837 8,000 8,000 8,000 8,000 8,000
15-000-41-00-4172 ILLINOIS JOBS NOW PROCEEDS 73,122 146,244 - - - - - - -
15-000-41-00-4183 FEDERAL GRANTS - GAME FARM RD ROW 75,195 36,200 - - - - - - -
15-000-41-00-4184 204,299 177,949 - - - - - - -
15-000-41-00-4185 - - 30,000 - - - - - -
15-000-41-00-4187 - 20,566 - 3,601 - - - - -
15-000-45-00-4500 3,417 1,997 500 300 300 300 300 300 300
15-000-45-00-4550 - 1,310 - - - - - - -
15-000-46-00-4690 REIMB - MISCELLANEOUS 110 4,064 - - - - - - -
15-000-49-00-4901 TRANSFER FROM GENERAL - 323 - 20,000 25,023 - - - -
15-000-49-00-4923 TRANSFER FROM CITY-WIDE CAPITAL - 6,825 - - - - - - -
Revenue 815,699 852,055 484,000 493,650 512,577 474,300 474,300 474,300 474,300
15-155-54-00-5438 SALT STORAGE 7,750 7,500 7,500 7,500 7,500 7,500 7,500 - -
15-155-54-00-5482 STREET LIGHTING - 83,069 109,710 109,710 116,293 123,271 130,667 138,507 146,817
15-155-54-00-5489 LOSS ON INVESTMENT - 26,333 - - - - - - -
15-155-56-00-5618 SALT 74,070 152,585 150,000 150,000 140,000 140,000 140,000 140,000 140,000
15-155-56-00-5619 SIGNS 5,708 8,153 15,000 15,000 15,000 15,000 15,000 15,000 15,000
15-155-56-00-5633 COLD PATCH 12,088 12,413 19,000 19,000 19,000 19,000 19,000 19,000 19,000
15-155-56-00-5634 HOT PATCH 15,751 17,669 19,000 19,000 19,000 19,000 19,000 19,000 19,000
15-155-60-00-6003 MATERIAL STORAGE BLDG CONSTRUCTION - - 127,500 - - - - - -
15-155-60-00-6004 BASELINE ROAD BRIDGE REPAIRS - 830 50,000 2,019 - - - - -
15-155-60-00-6025 ROAD TO BETTER ROADS PROGRAM 193,042 269,813 300,000 300,000 300,000 300,000 250,000 199,173 60,696
15-155-60-00-6072 DOWNTOWN PARKING LOT 312,552 148,100 - 6,577 - - - - -
15-155-60-00-6073 GAME FARM ROAD PROJECT 169,890 73,450 - - - - - - -
15-155-60-00-6079 ROUTE 47 EXPANSION 121,900 73,787 73,787 68,243 73,787 73,787 73,787 73,787 73,787
15-155-60-00-6089 CANNONBALL LAFO PROJECT 35,000 88,526 - 4,801 - - - - -
Expenditures 947,751 962,228 871,497 701,850 690,580 697,558 654,954 604,467 474,300
Surplus(Deficit)(132,052) (110,173) (387,497) (208,200) (178,003) (223,258) (180,654) (130,167) -
Fund Balance 1,030,456 920,282 589,656 712,082 534,079 310,821 130,167 - -
FEDERAL GRANTS - CANNONBALL LAFO
STATE GRANTS - DOWNTOWN PARKING LOT
STATE GRANTS - MATERIALS STORAGE FACILITY
INVESTMENT EARNINGS
STATE GRANTS - TRAFFIC SIGNAL MAINTENANCE
GAIN ON INVESTMENT
75
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Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
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16-000-42-00-4214 DEVELOPMENT FEES - - - - - - - - -
16-000-42-00-4216 BUILD PROGRAM PERMITS 3,930 - - - - - - - -
16-000-49-00-4901 TRANSFER FROM GENERAL 571,615 - - - - - - - -
Revenue 575,545 - - - - - - - -
16-160-54-00-5405 BUILD PROGRAM 3,930 - - - - - - - -
Expenditures 3,930 - - - - - - - -
Surplus(Deficit)571,615 - - - - - - - -
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
City-Wide Capital - 23
23-000-41-00-4161 FEDERAL GRANTS - ITEP DOWNTOWN - 42,461 40,000 28,000 4,000 - - - -
23-000-41-00-4162 FEDERAL GRANTS - RIVER RD BRIDGE 110,317 (9,411) - - - - - - -
23-000-41-00-4176 FEDERAL GRANTS - SAFE ROUTE TO SCHOOL 34,798 - - - - - - - -
23-000-41-00-4178 FEDERAL GRANTS - ITEP KENNEDY RD TRAIL 85,724 29,711 29,800 22,800 114,160 12,720 - - -
23-000-41-00-4188 - - 707,138 52,076 655,062 - - - -
23-000-42-00-4210 BUILDING PERMITS - - - - - - - - -
23-000-42-00-4214 DEVELOPMENT FEES - CW CAPITAL 7,429 6,900 5,000 6,000 6,000 6,000 6,000 6,000 6,000
23-000-42-00-4216 BUILD PROGRAM PERMITS 71,634 78,157 - - - - - - -
23-000-42-00-4218 DEVELOPMENT FEES - MUNICIPAL BLDG 2,479 2,209 2,500 5,000 3,000 3,000 3,000 3,000 3,000
23-000-42-00-4222 ROAD CONTRIBUTION FEE 2,000 18,000 10,000 26,000 15,000 15,000 15,000 15,000 15,000
23-000-44-00-4440 ROAD INFRASTRUCTURE FEE 684,319 693,467 680,000 681,600 681,600 681,600 681,600 681,600 681,600
23-000-45-00-4500 204 4,423 1,000 1,200 600 - - - -
23-000-45-00-4550 - 6,001 - - - - - - -
23-000-46-00-4606 REIMB - COM ED - 93,095 - 316,905 - - - - -
23-000-46-00-4620 REIMB - PULTE (AUTUMN CREEK)87,932 1,148,170 55,000 55,000 - - - - -
23-000-46-00-4660 REIMB - PUSH FOR THE PATH 1,424 7,727 12,700 19,700 294,740 32,780 - - -
23-000-46-00-4690 REIMB - MISCELLANEOUS - 12,627 - 1,513 - - - - -
23-000-49-00-4900 BOND PROCEEDS - 4,295,000 - - - - - - -
23-000-49-00-4903 PREMIUM ON BOND ISSUANCE - 49,789 - - - - - - -
23-000-49-00-4905 LOAN PROCEEDS - RIVER ROAD BRIDGE 193,963 - 152,184 152,184 - - - - -
23-000-49-00-4916 TRANSFER FROM GENERAL - CW B&G - 49,795 62,000 62,000 49,500 54,500 54,500 54,500 54,500
23-000-49-00-4923 TRANSFER FROM GENERAL - CW CAPITAL 270,401 - - - - - - - -
23-000-49-00-4988 TRANSFER FROM DOWNTOWN TIF - 13,500 - - - - - - -
Revenue 1,552,624 6,541,621 1,757,322 1,429,978 1,823,662 805,600 760,100 760,100 760,100
City-Wide - Building & Grounds Expenditures
23-216-54-00-5405 BUILD PROGRAM 2,400 6,000 - - - - - - -
23-216-54-00-5446 PROPERTY & BLDG MAINT SERVICES - 37,824 34,500 34,500 34,500 34,500 34,500 34,500 34,500
23-216-56-00-5656 PROPERTY & BLDG MAINT SUPPLIES - 5,971 27,500 27,500 15,000 20,000 20,000 20,000 20,000
23-216-99-00-9901 TRANSFER TO GENERAL 2,479 2,209 2,500 5,000 3,000 3,000 3,000 3,000 3,000
4,879 52,004 64,500 67,000 52,500 57,500 57,500 57,500 57,500
INVESTMENT EARNINGS
STATE GRANTS - EDP WRIGLEY (RTE 47)
GAIN ON INVESTMENT
79
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
City-Wide Capital Expenditures
23-230-54-00-5402 BOND ISSUANCE COSTS - 52,025 - - - - - - -
23-230-54-00-5405 BUILD PROGRAM 69,234 72,157 - - - - - - -
23-230-54-00-5465 ENGINEERING SERVICES 21,792 5,856 50,000 25,000 25,000 25,000 25,000 25,000 25,000
23-230-54-00-5489 LOSS ON INVESTMENT - 120,631 - - - - - - -
23-230-54-00-5498 PAYING AGENT FEES - - 525 525 525 525 525 525 525
23-230-54-00-5499 BAD DEBT 768 1,087 1,000 1,100 1,200 1,200 1,200 1,200 1,200
23-230-60-00-6007 KENNEDY RD - AUTUMN CREEK 88,105 1,067,717 55,000 55,000 - - - - -
23-230-60-00-6008 BEECHER & CORNEILS ROAD - 93,095 385,000 318,507 - - - - -
23-230-60-00-6009 WRIGLEY (RTE 47) EXPANSION - - 707,138 52,076 655,062 - - - -
23-230-60-00-6016 US 34 (CENTER / ELDAMAIN RD) PROJECT - - - - - 151,300 151,300 151,300 -
23-230-60-00-6018 GREENBRIAR POND NATURALIZATION - 18,769 14,000 12,524 4,000 4,000 - - -
23-230-60-00-6025 ROAD TO BETTER ROADS PROGRAM 605,242 405,718 500,000 500,000 950,000 250,000 96,854 189,887 342,037
23-230-60-00-6041 SIDEWALK CONSTRUCTION 2,916 8,065 12,500 12,500 12,500 12,500 12,500 12,500 12,500
23-230-60-00-6048 DOWNTOWN STREETSCAPE IMPROVEMENT - 53,077 50,000 45,000 5,000 - - - -
23-230-60-00-6058 ROUTE 71 (RTE 47 / ORCHARD RD) PROJECT - - - - - - 110,400 - -
23-230-60-00-6059 US 34 (IL 47 / ORCHARD RD) PROJECT - - - - 94,600 94,600 94,600 - -
23-230-60-00-6073 GAME FARM ROAD PROJECT 5,125 354,220 2,048,501 1,381,997 415,000 - - - -
23-230-60-00-6075 RIVER ROAD BRIDGE PROJECT 221,880 - 152,184 152,184 - - - - -
23-230-60-00-6082 COUNTRYSIDE PKY IMPROVEMENTS - - 1,400,000 420,000 770,000 210,000 - - -
23-230-60-00-6092 SAFE ROUTE TO SCHOOL PROJECT 22,707 - - - - - - - -
23-230-60-00-6094 KENNEDY RD BIKE TRAIL 87,147 37,438 42,500 42,500 408,900 45,500 - - -
23-230-60-00-6095 - 109,785 9,000 616 - - - - -
2014A Bond
23-230-78-00-8000 PRINCIPAL PAYMENT - - 135,000 135,000 185,000 190,000 190,000 195,000 200,000
23-230-78-00-8050 INTEREST PAYMENT - - 195,937 195,937 144,138 138,588 132,888 127,188 121,338
SUNFLOWER ESTATES - DRAINAGE IMPROVEMENT
80
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Kendall County Loan - River Road Bridge
23-230-97-00-8000 PRINCIPAL PAYMENT 75,000 75,000 77,419 75,000 75,000 75,000 84,675 - -
23-230-99-00-9915 TRANSFER TO MOTOR FUEL TAX - 6,825 - - - - - - -
1,199,916 2,481,465 5,835,704 3,425,466 3,745,925 1,198,213 899,942 702,600 702,600
Expenditures 1,204,795 2,533,469 5,900,204 3,492,466 3,798,425 1,255,713 957,442 760,100 760,100
Surplus(Deficit)347,829 4,008,152 (4,142,882) (2,062,488) (1,974,763) (450,113) (197,342) - -
- - - - - - - - -
676,555 4,684,706 831,196 2,622,218 647,455 197,342 - - -
Fund Balance 676,555 4,684,706 831,196 2,622,218 647,455 197,342 - - -
Fund Balance - CW Municipal Building
Fund Balance - City-Wide Capital
81
FY 2016
FY 2014FY 2015AdoptedFY 2016FY 2017FY 2018FY 2019FY 2020FY 2021
ActualActualBudgetProjectedProposedProjectedProjectedProjectedProjected
Revenue
Licenses & Permits 76,414 59,700 49,275 26,000 26,000 48,775 48,775 48,775 48,775
Fines & Forfeits 8,253 9,181 12,750 10,200 10,200 10,200 10,200 10,200 10,200
Charges for Service 157,495 301,715 373,063 443,478 101,633 131,698 131,698 131,698 131,698
Investment Earnings 446 449 250 50 50 50 50 50 50
Reimbursements 50,000 97,771 - - - - - - -
Miscellaneous 4,994 2,193 1,000 3,929 2,000 2,000 2,000 2,000 2,000
Other Financing Sources 7,825 - 36,000 45,275 1,000 1,000 1,000 1,000 1,000
Total Revenue 305,427 471,009 472,338 528,932 140,883 193,723 193,723 193,723 193,723
Police Capital Expenditures
Contractual Services 22,521 15,803 17,667 16,833 16,833 16,833 16,833 16,833 16,833
Capital Outlay 93,750 112,242 204,000 204,000 55,000 55,000 55,000 55,000 55,000
Sub-Total Expenditures 116,271 128,045 221,667 220,833 71,833 71,833 71,833 71,833 71,833
Public Works Capital Expenditures
Contractual Services 26,929 31,608 6,500 1,176 1,750 1,750 1,750 1,750 1,750
Supplies - 499 2,000 3,929 2,000 2,000 2,000 2,000 2,000
Capital Outlay 48,689 163,750 185,000 158,658 45,000 45,000 45,000 45,000 45,000
Vehicle and Equipment Fund (25)
This fund was created in Fiscal Year 2014, consolidating the Police Capital, Public Works Capital and Park & Recreation Capital funds. This fund primarily derives its revenue from
monies collected from building permits and development fees. The revenue is used to purchase vehicles and equipment for use in the operations of the Police, Public Works and Parks
& Recreation Departments.
CaptaOutay 8,689 63,750 85,000 58,658 5,000 5,000 5,000 5,000 5,000
Debt Service 76,054 70,816 70,815 70,815 70,815 70,815 70,815 70,815 70,815
Sub-Total Expenditures 151,672 266,673 264,315 234,578 119,565 119,565 119,565 119,565 119,565
Parks & Rec Capital Expenditures
Contractual Services 800 4,303 - - - - - - -
Capital Outlay 12,143 111,937 127,929 124,145 - - - - -
Debt Service 2,383 2,219 2,219 2,219 2,219 2,219 2,219 2,219 2,219
Other Financing Uses 50,000 - - - - - - - -
Sub-Total Expenditures 65,326 118,459 130,148 126,364 2,219 2,219 2,219 2,219 2,219
Total Expenditures 333,269 513,177 616,130 581,775 193,617 193,617 193,617 193,617 193,617
Surplus (Deficit)(27,842) (42,168) (143,792) (52,843) (52,734) 106 106 106 106
Police Capital Fund Balance 39,371 - - - - - - - -
Public Works Capital Fund Balance74,302 (20,106) - 51,565 - - - - -
Parks & Rec Capital Fund Balance 34,073 125,683 (1,224) 1,169 - 106 212 318 424
Ending Fund Balance 147,746 105,577 (1,224) 52,734 - 106 212 318 424
($50)
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Vehicle & Equipment - 25
25-000-42-00-4215 DEVELOPMENT FEES - POLICE CAPITAL 11,750 5,175 16,000 7,000 7,000 16,000 16,000 16,000 16,000
25-000-42-00-4216 BUILD PROGRAM PERMITS 30,960 42,920 - - - - - - -
25-000-42-00-4217 WEATHER WARNING SIREN FEES 12,264 - - - - - - - -
25-000-42-00-4218 ENGINEERING CAPITAL FEE 3,400 1,300 6,500 3,000 3,000 6,000 6,000 6,000 6,000
25-000-42-00-4219 DEVELOPMENT FEES - PW CAPITAL 16,390 9,655 24,500 15,000 15,000 24,500 24,500 24,500 24,500
25-000-42-00-4220 DEVELOPMENT FEES - PARK CAPITAL 1,650 650 2,275 1,000 1,000 2,275 2,275 2,275 2,275
25-000-43-00-4315 7,569 5,545 7,000 7,000 7,000 7,000 7,000 7,000 7,000
25-000-43-00-4316 684 720 750 700 700 700 700 700 700
25-000-43-00-4340 - 2,916 5,000 2,500 2,500 2,500 2,500 2,500 2,500
25-000-44-00-4418 MOWING INCOME 12,845 3,288 6,000 2,983 3,000 3,000 3,000 3,000 3,000
25-000-44-00-4420 POLICE CHARGEBACK - 63,777 203,647 200,158 53,633 44,633 44,633 44,633 44,633
25-000-44-00-4421 PUBLIC WORKS CHARGEBACK 144,650 125,000 163,416 240,337 45,000 84,065 84,065 84,065 84,065
25-000-44-00-4427 PARKS & RECREATION CHARGEBACK - 109,650 - - - - - - -
25-000-45-00-4522 446 312 250 50 50 50 50 50 50
25-000-45-00-4550 - 137 - - - - - - -
25-000-46-00-4692 50,000 97,771 - - - - - - -
25-000-48-00-4852 MISCELLANEOUS INCOME - POLICE CAPITAL 4,064 191 - - - - - - -
25-000-48-00-4854 MISCELLANEOUS INCOME - PW CAPITAL 930 2,002 1,000 3,929 2,000 2,000 2,000 2,000 2,000
25-000-49-00-4920 SALE OF CAPITAL ASSETS - POLICE CAPITAL 7,825 - 1,000 3,475 1,000 1,000 1,000 1,000 1,000
25-000-49-00-4921 SALE OF CAPITAL ASSETS - PW CAPITAL - - 35,000 41,000 - - - - -
25-000-49-00-4922 SALE OF CAPITAL ASSETS - PARK CAPITAL - - - 800 - - - - -
Revenue 305,427 471,009 472,338 528,932 140,883 193,723 193,723 193,723 193,723
Police Capital
25-205-54-00-5405 BUILD PROGRAM 4,800 10,350 - - - - - - -
25-205-54-00-5462 PROFESSIONAL SERVICES 95 1,166 1,667 833 833 833 833 833 833
25-205-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 17,626 4,287 16,000 16,000 16,000 16,000 16,000 16,000 16,000
25-205-60-00-6060 EQUIPMENT - 32,865 35,000 35,000 - - - - -
25-205-60-00-6070 93,750 79,377 169,000 169,000 55,000 55,000 55,000 55,000 55,000
116,271 128,045 221,667 220,833 71,833 71,833 71,833 71,833 71,833
SEIZED VEHICLE PROCEEDS
INVESTMENT EARNINGS - PARK CAPITAL
REIMB - MISCELLANEOUS - PARK CAPITAL
ELECTRONIC CITATION FEES
DUI FINES
VEHICLES
GAIN ON INVESTMENT
83
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Public Works Capital
25-215-54-00-5405 BUILD PROGRAM 25,360 31,020 - - - - - - -
25-215-54-00-5448 FILING FEES 1,569 588 2,000 1,176 1,750 1,750 1,750 1,750 1,750
25-215-54-00-5485 RENTAL & LEASE PURCHASE - - 4,500 - - - - - -
25-215-56-00-5620 OPERATING SUPPLIES - 499 2,000 3,929 2,000 2,000 2,000 2,000 2,000
25-215-60-00-6060 EQUIPMENT 48,689 163,750 - 15,084 - - - - -
25-215-60-00-6070 - - 185,000 143,574 45,000 45,000 45,000 45,000 45,000
185 Wolf Street Building
25-215-92-00-8000 PRINCIPAL PAYMENT 33,184 37,924 39,638 39,638 41,430 43,303 45,261 47,307 49,446
25-215-92-00-8050 INTEREST PAYMENT 42,870 32,892 31,177 31,177 29,385 27,512 25,554 23,508 21,369
151,672 266,673 264,315 234,578 119,565 119,565 119,565 119,565 119,565
Parks & Recreation Capital
25-225-54-00-5405 BUILD PROGRAM 800 1,550 - - - - - - -
25-225-54-00-5489 LOSS ON INVESTMENT - 2,753 - - - - - - -
25-225-60-00-6010 PARK IMPROVEMENTS - - - - - - - - -
25-225-60-00-6030 BUILDING IMPROVEMENTS - - - - - - - - -
25-225-60-00-6060 EQUIPMENT 12,143 33,731 78,000 74,216 - - - - -
25-225-60-00-6065 BRIDGE PARK - 78,206 - - - - - - -
25-225-60-00-6068 TRAIL IMPROVEMENTS - - 24,929 24,929 - - - - -
25-225-60-00-6070 VEHICLES - - 25,000 25,000 - - - - -
185 Wolf Street Building
25-225-92-00-8000 PRINCIPAL PAYMENT 1,040 1,188 1,242 1,242 1,298 1,357 1,418 1,482 1,549
25-225-92-00-8050 INTEREST PAYMENT 1,343 1,031 977 977 921 862 801 737 670
25-225-99-00-9972 TRANSFER TO LAND CASH 50,000 - - - - - - - -
65,326 118,459 130,148 126,364 2,219 2,219 2,219 2,219 2,219
Expenditures 333,269 513,177 616,130 581,775 193,617 193,617 193,617 193,617 193,617
Surplus(Deficit)(27,842) (42,168) (143,792) (52,843) (52,734) 106 106 106 106
39,371 - - - - - - - -
74,302 (20,106) - 51,565 - - - - -
34,073 125,683 (1,224) 1,169 - 106 212 318 424
Fund Balance 147,746 105,577 (1,224) 52,734 - 106 212 318 424
Fund Balance - Police Capital
VEHICLES
Fund Balance - Public Works Capital
Fund Balance - Parks & Rec Capital
84
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Debt Service - 42
42-000-40-00-4000 PROPERTY TAXES - 2014B BOND 315,790 327,984 165,527 164,852 47,497 - - - -
42-000-42-00-4208 RECAPTURE FEES - WATER & SEWER 5,958 1,696 4,500 6,640 5,000 7,000 7,000 7,000 7,000
42-000-42-00-4216 BUILD PROGRAM PERMITS 400 5,722 - - - - - - -
42-000-45-00-4500 INVESTMENT EARNINGS 78 5 - 11 - - - - -
42-000-49-00-4901 TRANSFER FROM GENERAL - - 132,103 131,380 268,178 313,275 317,775 317,075 316,275
42-000-49-00-4902 BOND ISSUANCE - 2,300,000 - - - - - - -
42-000-49-00-4903 PREMIUM ON BOND ISSUANCE - 69,891 - - - - - - -
Revenue 322,226 2,705,298 302,130 302,883 320,675 320,275 324,775 324,075 323,275
42-420-54-00-5402 BOND ISSUANCE COSTS - 33,306 - - - - - - -
42-420-54-00-5405 BUILD PROGRAM 400 5,722 - - - - - - -
42-420-54-00-5498 PAYING AGENT FEES 375 589 525 475 525 525 525 525 525
2014B Refunding Bond
42-420-79-00-8000 PRINCIPAL PAYMENT - - 255,000 255,000 270,000 275,000 285,000 290,000 295,000
42-420-79-00-8050 INTEREST PAYMENT - 22,253 55,250 55,250 50,150 44,750 39,250 33,550 27,750
2005A Bond
42-420-82-00-8000 PRINCIPAL PAYMENT 215,000 225,000 - - - - - - -
42-420-82-00-8050 INTEREST PAYMENT 113,179 56,789 - - - - - - -
42-420-99-00-9960 PAYMENT TO ESCROW AGENT - 2,359,115 - - - - - - -
Expenditures 328,954 2,702,774 310,775 310,725 320,675 320,275 324,775 324,075 323,275
Surplus(Deficit)(6,728) 2,524 (8,645) (7,842) - - - - -
Fund Balance 5,319 7,842 - - - - - - -
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Water - 51
51-000-40-00-4000 PROPERTY TAXES - 2007A BOND 41,403 5,210 - - - - - - -
51-000-42-00-4216 BUILD PROGRAM PERMITS 84,544 112,323 - - - - - - -
51-000-44-00-4424 WATER SALES 1,789,296 2,019,810 2,316,937 2,420,000 2,783,000 2,783,000 2,783,000 3,200,450 3,680,518
51-000-44-00-4425 BULK WATER SALES 4,750 29,590 500 500 500 500 500 500 500
51-000-44-00-4426 LATE PENALTIES - WATER 92,386 91,488 90,000 90,000 90,000 90,000 90,000 90,000 90,000
51-000-44-00-4430 WATER METER SALES 47,785 15,782 35,000 35,000 35,000 35,000 35,000 35,000 35,000
51-000-44-00-4440 WATER INFRASTRUCTURE FEE 341,083 343,961 693,000 702,900 702,900 702,900 702,900 702,900 702,900
51-000-44-00-4450 WATER CONNECTION FEES 34,650 13,160 105,000 30,000 50,000 150,000 150,000 150,000 150,000
51-000-45-00-4500 2,231 1,236 500 3,100 1,000 500 500 500 500
51-000-45-00-4550 - 798 - - - - - - -
51-000-46-00-4690 REIMB - MISCELLANEOUS 14,844 3,970 - - - - - - -
51-000-48-00-4820 RENTAL INCOME 51,917 55,560 56,307 56,307 57,433 58,582 59,754 60,949 62,168
51-000-48-00-4850 MISCELLANEOUS INCOME - 2,215 - - - - - - -
51-000-49-00-4900 BOND PROCEEDS - - 4,300,000 4,100,000 - - - - -
51-000-49-00-4902 BOND ISSUANCE - 1,263,500 - - - - - - -
51-000-49-00-4903 PREMIUM ON BOND ISSUANCE - 26,599 - 193,723 - - - - -
51-000-49-00-4952 TRANSFER FROM SEWER 82,988 83,588 76,275 76,275 75,075 73,875 77,675 73,875 75,125
Revenue 2,587,877 4,068,790 7,673,519 7,707,805 3,794,908 3,894,357 3,899,329 4,314,174 4,796,711
Water Operations
51-510-50-00-5010 SALARIES & WAGES 325,817 343,733 369,532 369,532 375,044 387,927 399,565 411,552 423,899
51-510-50-00-5015 PART-TIME SALARIES - 2,808 29,800 29,800 29,800 29,800 29,800 29,800 29,800
51-510-50-00-5020 OVERTIME 13,142 7,557 12,000 12,000 12,000 12,000 12,000 12,000 12,000
51-510-52-00-5212 RETIREMENT PLAN CONTRIBUTION 37,447 39,878 42,446 42,446 41,801 43,448 46,549 49,880 53,411
51-510-52-00-5214 FICA CONTRIBUTION 24,787 25,689 30,514 30,514 30,854 31,914 32,871 33,857 34,873
51-510-52-00-5216 GROUP HEALTH INSURANCE 92,981 113,371 131,003 120,207 135,992 146,871 158,621 171,311 185,016
51-510-52-00-5222 GROUP LIFE INSURANCE 675 701 708 798 785 793 801 809 817
51-510-52-00-5223 DENTAL INSURANCE 5,516 7,130 8,117 8,890 9,148 9,605 10,085 10,589 11,118
51-510-52-00-5224 VISION INSURANCE 729 793 861 1,131 1,165 1,200 1,236 1,273 1,311
51-510-52-00-5230 UNEMPLOYMENT INSURANCE 574 716 2,000 1,000 2,000 2,000 2,000 2,000 2,000
51-510-52-00-5231 LIABILITY INSURANCE 23,060 22,752 24,380 24,380 25,843 27,394 29,038 30,780 32,627
51-510-54-00-5402 BOND ISSUANCE COSTS - 24,378 50,000 40,456 - - - - -
51-510-54-00-5405 BUILD PROGRAM 84,544 112,323 - - - - - - -
51-510-54-00-5412 TRAINING & CONFERENCES 3,044 2,305 5,800 5,800 6,500 6,500 6,500 6,500 6,500
51-510-54-00-5415 TRAVEL & LODGING 528 942 1,600 1,600 1,600 1,600 1,600 1,600 1,600
INVESTMENT EARNINGS
GAIN ON INVESTMENT
88
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
51-510-54-00-5426 PUBLISHING & ADVERTISING 787 148 1,000 1,000 1,000 1,000 1,000 1,000 1,000
51-510-54-00-5429 WATER SAMPLES 11,340 9,823 14,000 14,000 14,000 14,000 14,000 14,000 14,000
51-510-54-00-5430 PRINTING & DUPLICATING 61 112 3,300 3,300 3,300 3,300 3,300 3,300 3,300
51-510-54-00-5440 TELECOMMUNICATIONS 20,065 20,221 24,500 24,500 24,500 24,500 24,500 24,500 24,500
51-510-54-00-5445 TREATMENT FACILITY SERVICES 119,912 108,905 112,000 112,000 112,000 112,000 112,000 112,000 112,000
51-510-54-00-5448 FILING FEES 5,831 4,253 6,500 6,500 6,500 6,500 6,500 6,500 6,500
51-510-54-00-5452 POSTAGE & SHIPPING 16,276 17,953 19,000 19,000 19,000 19,000 19,000 19,000 19,000
51-510-54-00-5460 DUES & SUBSCRIPTIONS 1,568 978 1,600 1,600 1,600 1,600 1,600 1,600 1,600
51-510-54-00-5462 PROFESSIONAL SERVICES 21,047 20,343 21,500 21,500 21,500 21,500 21,500 21,500 21,500
51-510-54-00-5465 ENGINEERING SERVICES - - 250,000 234,800 - - - - -
51-510-54-00-5466 LEGAL SERVICES - - 2,000 2,000 2,000 2,000 2,000 2,000 2,000
51-510-54-00-5480 UTILITIES 218,196 245,641 264,275 264,275 280,132 296,940 314,756 333,641 353,659
51-510-54-00-5483 JULIE SERVICES 4,520 4,570 4,500 4,500 5,000 5,000 5,000 5,000 5,000
51-510-54-00-5485 RENTAL & LEASE PURCHASE 504 504 1,000 1,000 1,000 1,000 1,000 1,000 1,000
51-510-54-00-5489 LOSS ON INVESTMENT - 16,036 - - - - - - -
51-510-54-00-5490 VEHICLE MAINTENANCE SERVICES 3,181 7,077 7,500 7,500 15,000 15,000 15,000 15,000 15,000
51-510-54-00-5495 OUTSIDE REPAIR & MAINTENCE 19,460 3,380 14,000 14,000 19,000 19,000 19,000 19,000 19,000
51-510-54-00-5498 PAYING AGENT FEES 1,338 2,354 2,295 2,295 2,295 2,295 2,295 2,295 1,705
51-510-54-00-5499 BAD DEBT 7,973 6,893 10,000 8,000 9,000 9,000 9,000 9,000 9,000
51-510-56-00-5600 WEARING APPAREL 3,340 3,434 4,200 4,200 4,410 4,631 4,863 5,106 5,361
51-510-56-00-5620 OPERATING SUPPLIES 8,167 12,352 15,000 15,000 16,750 16,750 16,750 16,750 16,750
51-510-56-00-5628 VEHICLE MAINTENANCE SUPPLIES 1,092 2,314 10,000 10,000 10,000 10,000 10,000 10,000 10,000
51-510-56-00-5630 SMALL TOOLS & EQUIPMENT 1,429 1,921 2,000 2,000 2,000 2,000 2,000 2,000 2,000
51-510-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE 876 1,616 2,000 2,000 2,000 2,000 2,000 2,000 2,000
51-510-56-00-5638 TREATMENT FACILITY SUPPLIES 125,445 146,540 165,000 165,000 173,250 181,913 191,009 200,559 210,587
51-510-56-00-5640 REPAIR & MAINTENANCE 20,785 20,263 10,500 10,500 15,000 15,000 15,000 15,000 15,000
51-510-56-00-5664 METERS & PARTS 51,805 32,520 46,000 46,000 46,000 46,000 46,000 46,000 46,000
51-510-56-00-5665 JULIE SUPPLIES 968 1,788 1,500 1,500 1,500 1,500 1,500 1,500 1,500
51-510-56-00-5695 GASOLINE 29,622 22,956 46,795 46,795 26,750 28,623 30,627 32,771 35,065
51-510-60-00-6022 WELL REHABILITATIONS - - 143,000 143,000 - 166,000 124,000 148,000 -
51-510-60-00-6025 ROAD TO BETTER ROADS PROGRAM 153,305 277,372 300,000 300,000 250,000 250,000 250,000 250,000 250,000
51-510-60-00-6060 EQUIPMENT - - 5,000 5,000 5,000 5,000 5,000 5,000 5,000
51-510-60-00-6066 RTE 71 WATERMAIN RELOCATION - - 35,000 30,000 5,000 - 481,250 481,250 -
51-510-60-00-6070 VEHICLES - - 18,000 - 63,000 - - - -
51-510-60-00-6079 ROUTE 47 EXPANSION 129,094 197,544 197,544 197,544 197,544 197,544 197,544 197,544 197,544
51-510-60-00-6082 COUNTRYSIDE PKY IMPROVEMENTS - - 4,250,000 840,000 2,940,000 420,000 - - -
89
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
2015A Bond
51-510-77-00-8000 PRINCIPAL PAYMENT - - - - 73,540 113,987 117,664 290,483 297,837
51-510-77-00-8050 INTEREST PAYMENT - - 83,016 - 229,137 161,053 156,493 151,787 140,167
Debt Service - 2007A Bond
51-510-83-00-8000 PRINCIPAL PAYMENT 15,000 15,000 15,000 15,000 15,000 15,000 15,000 680,000 695,000
51-510-83-00-8050 INTEREST PAYMENT 123,041 122,423 121,793 121,793 121,163 120,525 119,888 119,250 90,350
Debt Service - 2003 Debt Certificates
51-510-86-00-8000 PRINCIPAL PAYMENT 100,000 100,000 100,000 100,000 100,000 100,000 300,000 - -
51-510-86-00-8050 INTEREST EXPENSE 33,150 29,350 25,450 25,450 21,450 17,300 13,050 - -
Debt Service - 2006A Refunding Debt Certificates
51-510-87-00-8000 PRINCIPAL PAYMENT 405,000 420,000 435,000 435,000 460,000 475,000 495,000 850,000 850,000
51-510-87-00-8050 INTEREST EXPENSE 205,606 189,406 172,606 172,606 155,206 136,806 117,806 98,006 62,306
Debt Service - 2005C Bond
51-510-88-00-8000 PRINCIPAL PAYMENT 95,000 100,000 - - - - - - -
51-510-88-00-8050 INTEREST EXPENSE 70,975 54,065 - - - - - - -
Debt Service - IEPA Loan L17-156300
51-510-89-00-8000 PRINCIPAL PAYMENT 89,961 92,224 94,544 94,544 96,923 99,361 101,860 104,423 107,050
51-510-89-00-8050 INTEREST EXPENSE 35,069 32,806 30,486 30,486 28,108 25,669 23,170 20,607 17,981
Debt Service - 2014C Refunding Bond
51-510-94-00-8000 PRINCIPAL PAYMENT - - 120,000 120,000 120,000 120,000 130,000 125,000 130,000
51-510-94-00-8050 INTEREST PAYMENT - 13,111 32,550 32,550 30,150 27,750 25,350 22,750 20,250
51-510-99-00-9960 PAYMENT TO ESCROW AGENT - 1,256,453 - - - - - - -
Expenses 2,763,633 4,319,725 7,949,715 4,396,292 6,418,240 4,014,099 4,294,941 5,228,073 4,612,484
Surplus(Deficit)(175,756) (250,935) (276,196) 3,311,513 (2,623,332) (119,742) (395,612) (913,899) 184,227
Fund Balance Equiv 1,350,923 1,099,988 558,007 4,411,501 1,788,169 1,668,427 1,272,815 358,916 543,143
48.88%25.46%7.02%100.35%27.86%41.56%29.64%6.87%11.78%
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Sewer - 52
52-000-40-00-4000 PROPERTY TAXES - 2004B BOND 110,601 - - - - - - - -
52-000-42-00-4216 BUILD PROGRAM PERMITS 16,800 35,000 - - - - - - -
52-000-44-00-4435 SEWER MAINTENANCE FEES 756,746 790,556 802,200 813,660 837,942 863,076 889,062 915,734 943,206
52-000-44-00-4440 SEWER INFRASTRUCTURE FEE 333,587 341,199 340,000 340,000 340,000 340,000 340,000 340,000 340,000
52-000-44-00-4455 SW CONNECTION FEES - OPERATIONS 800 600 5,000 750 2,000 5,000 5,000 5,000 5,000
52-000-44-00-4456 SW CONNECTION FEES - CAPITAL 9,200 5,400 20,000 5,000 7,000 25,000 25,000 25,000 25,000
52-000-44-00-4462 LATE PENALTIES - SEWER 13,821 13,634 13,000 13,000 13,000 13,000 13,000 13,000 13,000
52-000-44-00-4465 RIVER CROSSING FEES 278 324 - 924 - - - - -
52-000-45-00-4500 9,260 5,427 1,500 1,100 1,000 500 500 500 500
52-000-45-00-4550 - 3,749 - - - - - - -
52-000-46-00-4625 REIMB - I & I REDUCTIONS - - 200,000 200,000 200,000 200,000 200,000 200,000 200,000
52-000-46-00-4690 1,300 2,360 - 1,175 - - - - -
52-000-49-00-4901 TRANSFER FROM GENERAL 1,137,220 1,133,972 1,134,654 1,134,654 1,134,052 1,137,166 1,133,782 1,134,114 1,137,948
52-000-49-00-4910 SALE OF CAPITAL ASSETS - 110,000 - - - - - - -
Revenue 2,389,613 2,442,221 2,516,354 2,510,263 2,534,994 2,583,742 2,606,344 2,633,348 2,664,654
Sewer Operations
52-520-50-00-5010 SALARIES & WAGES 164,160 187,220 203,003 203,003 214,289 221,650 228,300 235,149 242,203
52-520-50-00-5020 OVERTIME 113 81 2,000 2,000 2,000 2,000 2,000 2,000 2,000
52-520-52-00-5212 RETIREMENT PLAN CONTRIBUTION 18,268 21,410 22,807 22,807 23,359 24,825 26,597 28,500 30,518
52-520-52-00-5214 FICA CONTRIBUTION 12,371 14,093 15,177 15,177 16,175 16,731 17,233 17,750 18,283
52-520-52-00-5216 GROUP HEALTH INSURANCE 32,305 40,589 70,903 43,021 49,756 53,736 58,035 62,678 67,692
52-520-52-00-5222 GROUP LIFE INSURANCE 265 328 373 409 413 417 421 425 429
52-520-52-00-5223 DENTAL INSURANCE 2,006 3,215 4,650 4,244 4,367 4,585 4,814 5,055 5,308
52-520-52-00-5224 VISION INSURANCE 277 407 479 552 568 585 603 621 640
52-520-52-00-5230 UNEMPLOYMENT INSURANCE 302 376 1,000 500 1,000 1,000 1,000 1,000 1,000
52-520-52-00-5231 LIABILITY INSURANCE 14,236 12,025 11,660 11,660 12,360 13,102 13,888 14,721 15,604
52-520-54-00-5405 BUILD PROGRAM 16,800 35,000 - - - - - - -
52-520-54-00-5412 TRAINING & CONFERENCES - 1,504 2,300 2,300 3,300 3,300 3,300 3,300 3,300
52-520-54-00-5415 TRAVEL & LODGING - 240 500 500 500 500 500 500 500
52-520-54-00-5430 PRINTING & DUPLICATING 28 30 1,700 1,700 1,700 1,700 1,700 1,700 1,700
52-520-54-00-5440 TELECOMMUNICATIONS 1,848 1,895 2,500 2,500 2,500 2,500 2,500 2,500 2,500
52-520-54-00-5444 LIFT STATION SERVICES 18,582 8,589 21,365 21,365 37,433 39,305 41,270 43,334 45,501
52-520-54-00-5462 PROFESSIONAL SERVICES 4,917 6,861 8,000 8,000 8,000 8,000 8,000 8,000 8,000
GAIN ON INVESTMENT
REIMB - MISCELLANEOUS
INVESTMENT EARNINGS
92
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
52-520-54-00-5480 UTILITIES 24,674 20,258 30,000 30,000 31,800 33,708 35,730 37,874 40,146
52-520-54-00-5485 RENTAL & LEASE PURCHASE 504 504 1,500 1,500 1,000 1,000 1,000 1,000 1,000
52-520-54-00-5489 LOSS ON INVESTMENT - 75,369 - - - - - - -
52-520-54-00-5490 VEHICLE MAINTENANCE SERVICES 1,663 4,447 5,000 5,000 12,000 12,000 12,000 12,000 12,000
52-520-54-00-5495 OUTSIDE REPAIR & MAINTENCE 2,100 6,512 4,000 24,532 16,000 16,000 16,000 16,000 16,000
52-520-54-00-5498 PAYING AGENT FEES 2,920 1,277 2,980 2,980 2,980 2,980 2,980 2,980 2,390
52-520-54-00-5499 BAD DEBT 1,494 1,765 3,000 2,000 2,250 2,250 2,250 2,250 2,250
52-520-56-00-5600 WEARING APPAREL 2,930 2,585 2,625 2,625 2,756 2,894 3,039 3,191 3,351
52-520-56-00-5610 OFFICE SUPPLIES 2,342 517 2,000 2,000 2,000 2,000 2,000 2,000 2,000
52-520-56-00-5613 LIFT STATION MAINTENANCE 2,682 5,012 12,000 12,000 12,000 12,000 12,000 12,000 12,000
52-520-56-00-5620 OPERATING SUPPLIES 3,959 4,828 4,500 4,500 5,000 5,000 5,000 5,000 5,000
52-520-56-00-5628 VEHICLE MAINTENANCE SUPPLIES 3,557 1,315 2,000 2,000 2,000 2,000 2,000 2,000 2,000
52-520-56-00-5630 SMALL TOOLS & EQUIPMENT 7,867 1,109 2,500 2,500 2,500 2,500 2,500 2,500 2,500
52-520-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE 225 259 1,200 1,200 1,200 1,200 1,200 1,200 1,200
52-520-56-00-5640 REPAIR & MAINTENANCE 12,777 1,301 30,000 30,000 30,000 30,000 30,000 30,000 30,000
52-520-56-00-5695 GASOLINE 29,725 21,374 35,785 35,785 26,750 28,623 30,627 32,771 35,065
52-520-60-00-6025 ROAD TO BETTER ROADS PROGRAM - 251,677 200,000 200,000 200,000 200,000 200,000 200,000 200,000
52-520-60-00-6028 SANITARY SEWER LINING - 98,029 200,000 200,000 200,000 200,000 200,000 200,000 200,000
52-520-60-00-6070 VEHICLES - 379,986 - - - - - - -
52-520-60-00-6079 ROUTE 47 EXPANSION 66,773 78,828 59,015 59,015 59,015 59,015 59,015 59,015 59,015
52-520-75-00-7500 LENNAR - RAINTREE SEWER RECPATURE - 62,922 32,891 32,891 33,872 34,888 35,939 28,204 -
Debt Service - 2004B Bond
52-520-84-00-8000 PRINCIPAL PAYMENT 280,000 375,000 395,000 395,000 410,000 435,000 455,000 - -
52-520-84-00-8050 INTEREST EXPENSE 88,750 78,950 65,825 65,825 52,000 35,600 18,200 - -
Debt Service - 2003A IRBB Debt Certificates
52-520-90-00-8000 PRINCIPAL PAYMENT 100,000 105,000 110,000 110,000 115,000 120,000 130,000 135,000 140,000
52-520-90-00-8050 INTEREST EXPENSE 62,048 57,648 52,870 52,870 47,755 42,293 36,233 29,668 22,850
Debt Service - 2004A Debt Certificates
52-520-91-00-8000 PRINCIPAL PAYMENT 180,000 190,000 - - - - - - -
52-520-91-00-8050 INTEREST EXPENSE 13,050 6,840 - - - - - - -
Debt Service - 2011 Refunding Bond
52-520-92-00-8000 PRINCIPAL PAYMENT 660,000 685,000 715,000 715,000 745,000 780,000 810,000 845,000 885,000
52-520-92-00-8050 INTEREST EXPENSE 477,220 448,972 419,654 419,654 389,052 357,166 323,782 289,114 252,948
93
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Debt Service - IEPA Loan L17-115300
52-520-96-00-8000 PRINCIPAL PAYMENT 90,952 93,355 95,821 95,821 98,353 100,952 103,619 52,832 -
52-520-96-00-8050 INTEREST EXPENSE 16,099 13,696 11,229 11,229 8,697 6,099 3,431 693 -
52-520-99-00-9951 TRANSFER TO WATER 82,988 83,588 76,275 76,275 75,075 73,875 77,675 73,875 75,125
Expenses 2,503,777 3,491,786 2,941,087 2,931,940 2,961,775 2,992,979 3,021,381 2,503,400 2,447,018
Surplus(Deficit)(114,164) (1,049,565) (424,733) (421,677) (426,781) (409,237) (415,037) 129,948 217,636
Fund Balance Equiv 2,879,170 1,829,603 1,368,893 1,407,926 981,145 571,908 156,871 286,819 504,455
114.99%52.40%46.54%48.02%33.13%19.11%5.19%11.46%20.62%
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Land Cash - 72
72-000-41-00-4174 RTP GRANT - CLARK PARK 31,286 40,144 - - - - - - -
72-000-41-00-4175 OSLAD GRANT - RIVERFRONT PARK - - 400,000 - 400,000 - - - -
72-000-41-00-4186 OSLAD GRANT - BRISTOL BAY - - - - - - 400,000 - -
72-000-42-00-4216 BUILD PROGRAM PERMITS 1,733 8,407 - - - - - - -
72-000-45-00-4500 4 - - - - - - - -
72-000-46-00-4655 REIMB - GRANDE RESERVE PARK - 83,311 - - 50,000 - - - -
72-000-47-00-4701 WHITE OAK - 1,406 - - - - - - -
72-000-47-00-4703 AUTUMN CREEK 42,367 30,320 30,000 30,000 30,000 30,000 30,000 30,000 30,000
72-000-47-00-4704 BLACKBERRY WOODS 2,841 7,386 500 7,386 5,000 5,000 5,000 5,000 5,000
72-000-47-00-4708 COUNTRY HILLS - - - 3,076 2,000 - - - -
72-000-47-00-4711 FOX HIGHLANDS DETENTION - - - 1,406 - - - - -
72-000-47-00-4713 PRESTWICK - - - 67,600 - - - - -
72-000-47-00-4736 BRIARWOOD 9,371 1,885 - 3,789 2,000 2,000 2,000 - -
72-000-48-00-4850 MISCELLANEOUS INCOME - 14 - - - - - - -
72-000-49-00-4925 TRANSFER FROM VEHICLE & EQUIPMENT 50,000 - - - - - - - -
Revenue 137,602 172,873 430,500 113,257 489,000 37,000 437,000 35,000 35,000
72-720-54-00-5405 BUILD PROGRAM 1,733 8,407 - - - - - - -
72-720-60-00-6028 CANNONBALL PARK 16,897 - - - - - - - -
72-720-60-00-6032 MOSER HOLDING COSTS 12,000 - 13,000 13,000 13,000 13,000 - - -
72-720-60-00-6043 BRISTOL BAY REGIONAL PARK 3,406 32,434 292,832 2,000 - 292,832 72,734 - -
72-720-60-00-6044 CLARK PARK 31,613 20,661 - - - - - - -
72-720-60-00-6045 RIVERFRONT PARK 4,650 29,495 200,000 5,362 365,855 - - - -
72-720-60-00-6046 GRANDE RESERVE PARK A - 380 50,000 25,000 75,000 - - - -
72-720-60-00-6047 GRANDE RESERVE PARK B 738 146,021 - 150 - - - - -
72-720-60-00-6067 BLACKBERRY CREEK NATURE PRESERVE - 6,030 25,000 - - 25,000 - - -
Expenditures 71,037 243,428 580,832 45,512 453,855 330,832 72,734 - -
Surplus(Deficit)66,565 (70,555) (150,332) 67,745 35,145 (293,832) 364,266 35,000 35,000
Fund Balance 187,984 117,430 (185,167) 185,175 220,320 (73,512) 290,754 325,754 360,754
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Parks and Recreation - 79
79-000-44-00-4402 SPECIAL EVENTS 47,745 72,025 60,000 80,000 80,000 80,000 80,000 80,000 80,000
79-000-44-00-4403 CHILD DEVELOPMENT 81,114 103,683 90,000 100,000 100,000 100,000 100,000 100,000 100,000
79-000-44-00-4404 ATHLETICS & FITNESS 139,158 147,481 145,000 145,000 145,000 145,000 145,000 145,000 145,000
79-000-44-00-4441 CONCESSION REVENUE 31,461 29,525 30,000 26,000 30,000 30,000 30,000 30,000 30,000
79-000-45-00-4500 382 698 400 375 350 350 350 350 350
79-000-46-00-4690 REIMB - MISCELLANEOUS 35,728 7,502 - - - - - - -
79-000-48-00-4820 RENTAL INCOME 52,859 44,860 40,000 50,000 50,000 50,000 50,000 50,000 50,000
79-000-48-00-4825 PARK RENTALS 34,559 28,928 25,000 20,000 5,000 5,000 5,000 5,000 5,000
79-000-48-00-4843 HOMETOWN DAYS 90,597 88,475 108,000 108,000 108,000 108,000 108,000 108,000 108,000
79-000-48-00-4846 SPONSORSHIPS & DONATIONS 4,582 9,317 5,000 10,000 15,000 15,000 15,000 15,000 15,000
79-000-48-00-4850 MISCELLANEOUS INCOME 6,227 6,175 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-000-49-00-4901 TRANSFER FROM GENERAL 1,765,504 1,277,606 1,076,831 1,076,831 1,100,282 1,294,372 1,346,386 1,400,522 1,457,589
Revenue 2,289,916 1,816,275 1,583,231 1,619,206 1,636,632 1,830,722 1,882,736 1,936,872 1,993,939
Parks Department
79-790-50-00-5010 SALARIES & WAGES 410,777 448,491 477,325 477,325 405,322 419,245 431,822 444,777 458,120
79-790-50-00-5015 PART-TIME SALARIES 17,207 32,644 30,000 30,000 40,178 39,996 39,826 39,650 39,466
79-790-50-00-5020 OVERTIME 514 932 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-790-52-00-5212 RETIREMENT PLAN CONTRIBUTION 46,293 51,195 53,437 53,437 44,098 46,955 50,307 53,907 57,723
79-790-52-00-5214 FICA CONTRIBUTION 31,909 36,172 38,169 38,169 33,797 34,958 36,007 37,087 38,200
79-790-52-00-5216 GROUP HEALTH INSURANCE 109,505 109,775 131,148 102,000 123,261 133,122 143,772 155,274 167,696
79-790-52-00-5222 GROUP LIFE INSURANCE 878 942 951 790 806 814 822 830 838
79-790-52-00-5223 DENTAL INSURANCE 6,873 8,959 9,706 7,519 8,549 8,976 9,425 9,896 10,391
79-790-52-00-5224 VISION INSURANCE 957 940 1,002 947 1,053 1,085 1,118 1,152 1,187
79-790-54-00-5412 TRAINING & CONFERENCES 1,663 3,045 10,000 10,000 7,000 7,000 7,000 7,000 7,000
79-790-54-00-5415 TRAVEL & LODGING 114 453 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-790-54-00-5422 VEHICLE & EQUIPMENT CHARGEBACK - 109,650 - - - - - - -
79-790-54-00-5440 TELECOMMUNICATIONS 3,913 3,776 4,780 4,780 3,510 3,510 3,510 3,510 3,510
79-790-54-00-5462 PROFESSIONAL SERVICES 1,786 4,229 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-790-54-00-5466 LEGAL SERVICES 5,216 12,084 6,000 6,000 6,000 6,000 6,000 6,000 6,000
79-790-54-00-5485 RENTAL & LEASE PURCHASE 2,600 1,192 2,500 2,500 2,500 2,500 2,500 2,500 2,500
79-790-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 37,059 41,995 32,500 32,500 47,500 47,500 47,500 47,500 47,500
79-790-56-00-5600 WEARING APPAREL 4,806 4,643 4,935 4,935 5,182 5,441 5,713 5,999 6,299
79-790-56-00-5610 OFFICE SUPPLIES 71 85 300 300 300 300 300 300 300
79-790-56-00-5620 OPERATING SUPPLIES 32,327 18,295 22,500 22,500 22,500 22,500 22,500 22,500 22,500
INVESTMENT EARNINGS
98
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
79-790-56-00-5630 SMALL TOOLS & EQUIPMENT 4,288 9,081 2,250 2,250 4,500 4,500 4,500 4,500 4,500
79-790-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE - 2,000 500 500 500 500 500 500 500
79-790-56-00-5640 REPAIR & MAINTENANCE 79,678 60,514 50,500 50,500 56,000 56,000 56,000 56,000 56,000
79-790-56-00-5695 GASOLINE 20,202 17,283 24,501 24,501 21,400 22,898 24,501 26,216 28,051
818,636 978,375 912,004 880,453 842,956 872,800 902,623 934,098 967,281
Recreation Department
79-795-50-00-5010 SALARIES & WAGES 225,784 240,199 263,137 263,137 280,333 289,962 298,661 307,621 316,850
79-795-50-00-5015 PART-TIME SALARIES 13,524 11,439 25,000 25,000 22,711 22,398 22,107 21,804 21,490
79-795-50-00-5045 CONCESSION WAGES 10,707 8,625 15,000 15,000 15,000 15,000 15,000 15,000 15,000
79-795-50-00-5046 PRE-SCHOOL WAGES 13,691 24,223 25,000 25,000 25,000 25,000 25,000 25,000 25,000
79-795-50-00-5052 INSTRUCTORS WAGES 15,938 8,585 25,000 25,000 25,000 25,000 25,000 25,000 25,000
79-795-52-00-5212 RETIREMENT PLAN CONTRIBUTION 28,294 28,192 32,089 32,089 32,976 32,476 34,794 37,284 39,923
79-795-52-00-5214 FICA CONTRIBUTION 20,639 21,830 26,362 26,362 28,068 29,032 29,903 30,800 31,724
79-795-52-00-5216 GROUP HEALTH INSURANCE 62,448 74,560 83,769 74,739 89,083 96,210 103,907 112,220 121,198
79-795-52-00-5222 GROUP LIFE INSURANCE 524 551 588 627 628 634 640 646 652
79-795-52-00-5223 DENTAL INSURANCE 3,360 4,731 5,139 5,382 5,792 6,082 6,386 6,705 7,040
79-795-52-00-5224 VISION INSURANCE 491 533 552 691 746 768 791 815 839
79-795-54-00-5412 TRAINING & CONFERENCES 1,191 3,543 5,000 5,000 5,000 5,000 5,000 5,000 5,000
79-795-54-00-5415 TRAVEL & LODGING 114 217 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-795-54-00-5426 PUBLISHING & ADVERTISING 28,259 42,314 40,000 40,000 45,000 45,000 45,000 45,000 45,000
79-795-54-00-5440 TELECOMMUNICATIONS 6,573 6,603 7,000 7,000 8,000 8,000 8,000 8,000 8,000
79-795-54-00-5447 SCHOLARSHIPS 585 420 2,500 2,500 2,500 2,500 2,500 2,500 2,500
79-795-54-00-5452 POSTAGE & SHIPPING 1,694 2,964 3,500 3,500 3,500 3,500 3,500 3,500 3,500
79-795-54-00-5460 DUES & SUBSCRIPTIONS 1,688 1,917 2,500 2,500 2,500 2,500 2,500 2,500 2,500
79-795-54-00-5462 PROFESSIONAL SERVICES 75,999 81,047 75,000 80,000 80,000 80,000 80,000 80,000 80,000
79-795-54-00-5480 UTILITIES 12,224 15,413 20,000 20,000 21,200 22,472 23,820 25,249 26,764
79-795-54-00-5485 RENTAL & LEASE PURCHASE 4,035 3,602 4,500 4,500 4,500 4,500 4,500 4,500 4,500
79-795-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 23,816 8,580 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-795-54-00-5496 PROGRAM REFUNDS 8,475 9,819 7,000 7,000 10,000 10,000 10,000 10,000 10,000
79-795-54-00-5497 PROPERTY TAX PAYMENT - 21,977 - - - - - - -
79-795-56-00-5602 HOMETOWN DAYS SUPPLIES 91,422 85,480 100,000 100,000 100,000 100,000 100,000 100,000 100,000
79-795-56-00-5606 PROGRAM SUPPLIES 62,594 89,074 75,000 80,000 86,000 86,000 86,000 86,000 86,000
79-795-56-00-5607 CONCESSION SUPPLIES 16,472 15,812 18,000 18,000 18,000 18,000 18,000 18,000 18,000
79-795-56-00-5610 OFFICE SUPPLIES 1,993 3,406 3,000 3,000 3,000 3,000 3,000 3,000 3,000
79-795-56-00-5620 OPERATING SUPPLIES 21,325 8,086 7,500 7,500 12,500 7,500 7,500 7,500 7,500
79-795-56-00-5630 SMALL TOOLS & EQUIPMENT - - 1,000 1,000 1,000 1,000 1,000 1,000 1,000
79-795-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE - - 500 500 500 500 500 500 500
99
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
79-795-56-00-5640 REPAIR & MAINTENANCE 1,527 2,101 2,000 2,000 2,000 2,000 2,000 2,000 2,000
79-795-56-00-5695 GASOLINE 739 1,004 2,000 2,000 1,284 1,374 1,470 1,573 1,683
79-795-99-00-9980 TRANSFER TO RECREATION CENTER 489,043 - - - - - - - -
1,245,168 826,847 883,636 885,027 937,821 951,408 972,479 994,717 1,018,163
Expenditures 2,063,804 1,805,222 1,795,640 1,765,480 1,780,777 1,824,208 1,875,102 1,928,815 1,985,444
Surplus(Deficit)226,112 11,053 (212,409) (146,274) (144,145) 6,514 7,634 8,057 8,495
Fund Balance 546,485 557,536 269,391 411,262 267,117 273,631 281,265 289,322 297,817
26.48%30.88%15.00%23.29%15.00%15.00%15.00%15.00%15.00%
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Recreation Center
80-000-44-00-4439 PROGRAM FEES 3,409 - - - - - - - -
80-000-44-00-4441 CONCESSION REVENUE 492 - - - - - - - -
80-000-44-00-4444 MEMBERSHIP FEES 37,189 - - - - - - - -
80-000-44-00-4445 GUEST FEES 1,136 - - - - - - - -
80-000-44-00-4446 SWIM CLASS FEES 2,275 - - - - - - - -
80-000-44-00-4447 PERSONAL TRAINING FEES 360 - - - - - - - -
80-000-44-00-4448 TANNING SESSION FEES 30 - - - - - - - -
80-000-48-00-4820 RENTAL INCOME 444 - - - - - - - -
80-000-48-00-4846 SCHOLARSHIPS & DONATIONS 28 - - - - - - - -
80-000-48-00-4850 MISCELLANEOUS INCOME 100 - - - - - - - -
80-000-49-00-4979 TRANSFER FROM PARKS & REC 489,043 - - - - - - - -
Revenue 534,506 - - - - - - - -
80-800-50-00-5015 PART-TIME SALARIES 13,006 - - - - - - - -
80-800-50-00-5052 INSTRUCTORS WAGES 6,789 - - - - - - - -
80-800-52-00-5212 RETIREMENT PLAN CONTRIBUTION 624 - - - - - - - -
80-800-52-00-5214 FICA CONTRIBUTION 1,524 - - - - - - - -
80-800-54-00-5440 TELECOMMUNICATIONS 691 - - - - - - - -
80-800-54-00-5462 PROFESSIONAL SERVICES 1,726 - - - - - - - -
80-800-54-00-5480 UTILITIES 3,523 - - - - - - - -
80-800-54-00-5485 RENTAL & LEASE PURCHASE 138,274 - - - - - - - -
80-800-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 4,402 - - - - - - - -
80-800-54-00-5496 PROGRAM REFUNDS 4,129 - - - - - - - -
80-800-54-00-5497 PROPERTY TAX PAYMENT 55,890 - - - - - - - -
80-800-56-00-5606 PROGRAM SUPPLIES 520 - - - - - - - -
80-800-56-00-5620 OPERATING SUPPLIES 1,123 - - - - - - - -
80-800-56-00-5640 REPAIR & MAINTENANCE 1,865 - - - - - - - -
Expenses 234,086 - - - - - - - -
Surplus(Deficit)300,420 - - - - - - - -
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Library Operations
82-000-40-00-4000 PROPERTY TAXES 642,838 626,950 635,000 622,529 644,719 657,613 670,765 684,180 697,864
82-000-41-00-4120 PERSONAL PROPERTY TAX 5,525 5,783 5,250 5,250 5,250 5,250 5,250 5,250 5,250
82-000-41-00-4170 STATE GRANTS 17,389 21,151 17,200 17,200 17,200 17,200 17,200 17,200 17,200
82-000-43-00-4330 LIBRARY FINES 9,680 8,356 9,300 9,300 9,300 9,300 9,300 9,300 9,300
82-000-44-00-4401 LIBRARY SUBSCRIPTION CARDS 7,194 6,647 7,500 7,500 7,500 7,500 7,500 7,500 7,500
82-000-44-00-4422 COPY FEES 2,628 3,095 3,000 3,000 3,000 3,000 3,000 3,000 3,000
82-000-44-00-4439 PROGRAM FEES 885 1,099 1,000 1,000 1,000 1,000 1,000 1,000 1,000
82-000-45-00-4500 1,313 816 1,500 350 350 350 350 350 350
82-000-45-00-4550 - 463 - - - - - - -
82-000-46-00-4690 REIMB - MISCELLANEOUS - 13,174 - - - - - - -
82-000-48-00-4820 RENTAL INCOME 2,098 1,851 2,000 2,000 2,000 2,000 2,000 2,000 2,000
82-000-48-00-4824 DVD RENTAL INCOME 4,550 3,923 5,000 5,000 5,000 5,000 5,000 5,000 5,000
82-000-48-00-4850 MISCELLANEOUS INCOME 1,344 988 500 500 500 500 500 500 500
82-000-49-00-4901 TRANSFER FROM GENERAL 45,948 25,189 34,168 31,668 36,068 37,582 39,717 41,980 44,379
Revenue 741,392 719,485 721,418 705,297 731,887 746,295 761,582 777,260 793,343
82-820-50-00-5010 SALARIES & WAGES 245,323 210,198 202,860 202,860 217,309 224,774 231,517 238,463 245,617
82-820-50-00-5015 PART-TIME SALARIES 169,202 189,871 195,000 195,000 201,825 208,758 215,021 221,472 228,116
82-820-52-00-5212 RETIREMENT PLAN CONTRIBUTION 27,138 23,897 22,569 22,569 23,470 25,175 25,930 26,708 27,509
82-820-52-00-5214 FICA CONTRIBUTION 30,993 29,991 29,849 29,849 31,448 32,528 33,504 34,509 35,544
82-820-52-00-5216 GROUP HEALTH INSURANCE 81,269 72,838 78,823 72,557 82,713 89,330 96,476 104,194 112,530
82-820-52-00-5222 GROUP LIFE INSURANCE 525 427 418 443 447 451 456 461 466
82-820-52-00-5223 DENTAL INSURANCE 5,092 4,728 4,690 5,137 5,286 5,550 5,828 6,119 6,425
82-820-52-00-5224 VISION INSURANCE 643 455 496 651 670 690 711 732 754
82-820-52-00-5230 UNEMPLOYMENT INSURANCE 681 - 2,500 - 2,500 2,000 2,000 2,000 2,000
82-820-52-00-5231 LIABILITY INSURANCE 23,777 25,189 31,668 31,668 33,568 35,582 37,717 39,980 42,379
82-820-54-00-5412 TRAINING & CONFERENCES 232 133 500 500 500 500 500 500 500
82-820-54-00-5415 TRAVEL & LODGING 541 514 600 600 600 600 600 600 600
82-820-54-00-5426 PUBLISHING & ADVERTISING 46 47 100 100 100 100 100 100 100
82-820-54-00-5440 TELECOMMUNICATIONS 11,941 11,468 11,000 11,000 6,000 6,000 6,000 6,000 6,000
82-820-54-00-5452 POSTAGE & SHIPPING 509 455 500 500 500 500 500 500 500
82-820-54-00-5460 DUES & SUBSCRIPTIONS 8,515 9,934 12,000 12,000 12,000 12,000 12,000 12,000 12,000
82-820-54-00-5462 PROFESSIONAL SERVICES 35,891 28,610 29,000 29,000 29,000 29,000 29,000 29,000 29,000
82-820-54-00-5466 LEGAL SERVICES - 975 2,000 2,000 2,000 2,000 2,000 2,000 2,000
82-820-54-00-5468 AUTOMATION 14,283 24,923 35,000 35,000 35,000 35,000 35,000 35,000 35,000
GAIN ON INVESTMENT
INVESTMENT EARNINGS
104
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
82-820-54-00-5480 UTILITIES 17,260 11,518 15,359 15,359 16,281 17,258 18,293 19,391 20,554
82-820-54-00-5489 LOSS ON INVESTMENT - 9,300 - - - - - - -
82-820-54-00-5495 OUTSIDE REPAIR & MAINTENANCE 4,959 46,085 20,000 20,000 25,000 25,000 25,000 25,000 25,000
82-820-54-00-5498 PAYING AGENT FEES 562 1,689 2,190 2,190 2,190 2,190 2,190 2,190 2,190
82-820-56-00-5610 OFFICE SUPPLIES 5,807 5,257 8,000 8,000 8,000 8,000 8,000 8,000 8,000
82-820-56-00-5620 OPERATING SUPPLIES 6,772 9,338 8,000 8,000 8,000 8,000 8,000 8,000 8,000
82-820-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE - - - - - - - - -
82-820-56-00-5671 LIBRARY PROGRAMMING 731 1,209 1,000 1,000 1,000 1,000 1,000 1,000 1,000
82-820-56-00-5676 EMPLOYEE RECOGNITION - - - - - - - - -
82-820-56-00-5686 BOOKS - - - - 5,000 5,000 5,000 5,000 5,000
82-820-56-00-5684 COMPACT DISCS & OTHER MUSIC - - - - - - - - -
82-820-56-00-5685 DVD'S 2,575 1,340 2,000 2,000 2,000 2,000 2,000 2,000 2,000
82-820-99-00-9983 TRANSFER TO LIBRARY DEBT SERVICE 21,185 3,487 - 3,215 3,000 3,000 3,000 3,000 3,000
Expenditures 716,452 723,876 716,122 711,198 755,407 781,986 807,343 833,919 861,784
Surplus(Deficit)24,940 (4,391) 5,296 (5,901) (23,520) (35,691) (45,761) (56,659) (68,441)
Fund Balance 471,076 466,683 392,989 460,782 437,262 401,571 355,810 299,151 230,710
65.75%64.47%54.88%64.79%57.88%51.35%44.07%35.87%26.77%
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Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
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83-000-40-00-4000 PROPERTY TAXES 746,464 727,762 749,846 746,621 749,771 757,396 789,101 794,013 824,088
83-000-45-00-4500 INVESTMENT EARNINGS 71 72 30 10 - - - - -
83-000-49-00-4982 TRANSFER FROM LIBRARY OPS 21,185 3,487 - 3,215 3,000 3,000 3,000 3,000 3,000
Revenue 767,720 731,321 749,876 749,846 752,771 760,396 792,101 797,013 827,088
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83-830-83-00-8000 PRINCIPAL PAYMENT 335,000 - - - - - - - -
83-830-83-00-8050 INTEREST PAYMENT 13,400 - - - - - - - -
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83-830-84-00-8000 PRINCIPAL PAYMENT 100,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 75,000
83-830-84-00-8050 INTEREST PAYMENT 39,238 34,488 32,113 32,113 29,738 27,363 24,988 22,613 20,238
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83-830-99-00-8000 PRINCIPAL PAYMENT 155,000 455,000 485,000 485,000 500,000 520,000 565,000 585,000 610,000
83-830-99-00-8050 INTEREST PAYMENT 125,082 191,833 182,733 182,733 173,033 163,033 152,113 139,400 121,850
Expenditures 767,720 731,321 749,846 749,846 752,771 760,396 792,101 797,013 827,088
Surplus(Deficit)- - 30 - - - - - -
Fund Balance - - 30 - - - - - -
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Library Capital
84-000-42-00-4214 DEVELOPMENT FEES 53,650 25,325 20,000 20,000 20,000 20,000 20,000 20,000 20,000
84-000-45-00-4500 16 11 20 10 10 10 10 10 10
84-000-48-00-4850 MISCELLANEOUS INCOME - 13 - - - - - - -
Revenue 53,666 25,349 20,020 20,010 20,010 20,010 20,010 20,010 20,010
84-840-54-00-5460 E-BOOKS SUBSCRIPTION 3,000 3,093 3,500 3,500 3,500 3,500 3,500 3,500 3,500
84-840-56-00-5635 COMPUTER EQUIPMENT & SOFTWARE 7,074 16,428 - - - - - - -
84-840-56-00-5683 AUDIO BOOKS 1,482 2,467 - - - - - - -
84-840-56-00-5684 COMPACT DISCS & OTHER MUSIC 666 - - - - - - - -
84-840-56-00-5685 DVD'S 2,062 1,250 - - - - - - -
84-840-56-00-5686 BOOKS 28,200 16,267 8,395 8,395 8,395 16,500 16,510 16,510 16,510
Expenditures 42,484 39,505 11,895 11,895 11,895 20,000 20,010 20,010 20,010
Surplus(Deficit)11,182 (14,156) 8,125 8,115 8,115 10 - - -
Fund Balance 26,870 12,714 (10) 20,829 28,944 28,954 28,954 28,954 28,954
INVESTMENT EARNINGS
109
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0
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Countryside TIF
87-000-40-00-4000 PROPERTY TAXES - 9,295 100,000 143,784 200,000 200,000 200,000 200,000 200,000
87-000-40-00-4070 BUSINESS DISTRICT TAX 2,043 - - - - - - - -
87-000-45-00-4500 106 - - - - - - - -
87-000-49-00-4902 1,235,000 - - 1,475,000 - - - - -
87-000-49-00-4903 PREMIUM ON BOND ISSUANCE - - - 122,288 - - - - -
Revenue 1,237,149 9,295 100,000 1,741,072 200,000 200,000 200,000 200,000 200,000
87-870-54-00-5402 BOND ISSUANCE COSTS 37,315 - - 15,304 - - - - -
87-870-54-00-5425 TIF INCENTIVE PAYOUT 1,800,000 - - - - - - - -
87-870-54-00-5462 PROFESSIONAL SERVICES 3,416 3,829 2,000 2,000 2,000 2,000 2,000 2,000 2,000
87-870-54-00-5493 BUSINESS DISTRICT REBATE 2,043 - - - - - - - -
87-870-54-00-5498 PAYING AGENT FEES 375 1,124 1,140 1,325 1,140 1,140 1,140 1,140 1,140
87-870-60-00-6000 PROJECT COSTS - 7,004 - - - - - - -
2015A Bond
51-510-77-00-8000 PRINCIPAL PAYMENT - - - - 26,460 41,013 42,336 104,517 107,163
51-510-77-00-8050 INTEREST PAYMENT - - 83,016 - 82,444 57,947 56,307 54,613 50,433
Debt Service - 2005 Bond
87-870-80-00-8000 PRINCIPAL PAYMENT 185,000 - - - - - - - -
87-870-80-00-8050 INTEREST PAYMENT 117,738 68,073 68,073 68,073 - - - - -
Debt Service - 2014 Refunding Bond
87-870-93-00-8000 PRINCIPAL PAYMENT - - - - - - - - -
87-870-93-00-8050 INTEREST PAYMENT - - 25,358 25,358 50,715 50,715 50,715 50,715 50,715
87-870-99-00-9902 BOND DISCOUNT 9,773 - - - - - - - -
87-870-99-00-9960 PAYMENT TO ESCROW AGENT 1,187,912 - - 1,581,984 - - - - -
Expenditures 3,343,572 80,030 179,587 1,694,044 162,759 152,815 152,498 212,985 211,451
Surplus(Deficit)(2,106,423) (70,735) (79,587) 47,028 37,241 47,185 47,502 (12,985) (11,451)
Fund Balance (534,087) (604,820) (594,959) (557,792) (520,551) (473,366) (425,864) (438,849) (450,300)
INVESTMENT EARNINGS
BOND ISSUANCE
111
FY
2
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22,255 27,255
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Fu
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11
2
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Downtown TIF
88-000-40-00-4000 PROPERTY TAXES 52,811 60,027 65,000 68,868 70,000 70,000 75,000 75,000 80,000
88-000-40-00-4070 BUSINESS DISTRICT TAX 9,458 - - - - - - - -
88-000-45-00-4500 INVESTMENT EARNINGS 53 1 50 50 50 50 50 50 50
88-000-48-00-4850 MISCELLANEOUS INCOME 184 187 - - - - - - -
88-000-49-00-4910 SALE OF CAPITAL ASSETS 8,500 - - - - - - - -
Revenue 71,006 60,215 65,050 68,918 70,050 70,050 75,050 75,050 80,050
88-880-54-00-5425 TIF INCENTIVE PAYOUT 12,315 16,196 12,500 20,000 20,000 20,000 20,000 20,000 20,000
88-880-54-00-5462 PROFESSIONAL SERVICES 258 276 360 360 360 365 375 375 375
88-880-54-00-5466 LEGAL SERVICES 4,812 3,573 15,000 15,000 15,000 15,000 15,000 15,000 15,000
88-880-54-00-5493 BUSINESS DISTRICT REBATE 9,458 - - - - - - - -
88-880-60-00-6000 PROJECT COSTS 9,568 11,686 60,000 60,000 10,000 10,000 10,000 10,000 10,000
88-880-60-00-6048 DOWNTOWN STREETSCAPE IMPROVEMENT - - 310,750 310,750 - - - - -
88-880-60-00-6079 ROUTE 47 EXPANSION 20,000 7,420 7,420 7,420 7,420 7,420 7,420 7,420 7,420
88-880-99-00-9923 TRANSFER TO CITY-WIDE CAPITAL - 13,500 - - - - - - -
Expenditures 56,411 52,651 406,030 413,530 52,780 52,785 52,795 52,795 52,795
Surplus(Deficit)14,595 7,564 (340,980) (344,612) 17,270 17,265 22,255 22,255 27,255
Fund Balance 231,529 239,096 (58,049) (105,516) (88,246) (70,981) (48,726) (26,471) 784
113
FY
2
0
1
6
FY
2
0
1
4
FY
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1
5
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FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Cash Flow - Surplus(Deficit)
General (363,247) 965,473 10,002 199,946 (158,687) (402,552) (593,437) (786,614) (988,412)
Fox Hill (3,989) 4,328 (22,760) (27,602) 2,240 1,273 1,273 1,273 1,273
Sunflower (5,166) (22,681) (18,986) (19,249) 2,858 551 6,551 6,551 6,551
Motor Fuel Tax (132,052) (110,173) (387,497) (208,200) (178,003) (223,258) (180,654) (130,167) -
Municipal Bldg 571,615 - - - - - - - -
City Wide Capital 347,829 4,008,152 (4,142,882) (2,062,488) (1,974,763) (450,113) (197,342) - -
Vehicle & Equipment (14,612) (132,229) (16,169) 71,671 (51,565) - - - -
Debt Service (6,728) 2,524 (8,645) (7,842) - - - - -
Water (175,756) (250,935) (276,196) 3,311,513 (2,623,332) (119,742) (395,612) (913,899) 184,227
Sewer (114,164) (1,049,565) (424,733) (421,677) (426,781) (409,237) (415,037) 129,948 217,636
Land Cash 66,565 (70,555) (150,332) 67,745 35,145 (293,832) 364,266 35,000 35,000
Countryside TIF (2,106,423) (70,735) (79,587) 47,028 37,241 47,185 47,502 (12,985) (11,451)
Downtown TIF 14,595 7,564 (340,980) (344,612) 17,270 17,265 22,255 22,255 27,255
(1,921,533) 3,281,168 (5,858,765) 606,233 (5,318,377) (1,832,460) (1,340,235) (1,648,638) (527,921)
Cash Flow - Fund Balance
General 3,860,581 4,826,059 4,110,607 5,026,005 4,867,318 4,464,766 3,871,329 3,084,715 2,096,303
Fox Hill 11,134 15,462 (7,693) (12,140) (9,900) (8,627) (7,354) (6,081) (4,808)
Sunflower 2,574 (20,108) (49,980) (39,357) (36,499) (35,948) (29,397) (22,846) (16,295)
Motor Fuel Tax 1,030,456 920,282 589,656 712,082 534,079 310,821 130,167 - -
Municipal Bldg - - - - - - - - -
City Wide Capital 676,555 4,684,706 831,196 2,622,218 647,455 197,342 - - -
Vehicle & Equipment 113,673 (20,106) - 51,565 - - - - -
Debt Service 5,319 7,842 - - - - - - -
Water 1,350,923 1,099,988 558,007 4,411,501 1,788,169 1,668,427 1,272,815 358,916 543,143
Sewer 2,879,170 1,829,603 1,368,893 1,407,926 981,145 571,908 156,871 286,819 504,455
Land Cash 187,984 117,430 (185,167) 185,175 220,320 (73,512) 290,754 325,754 360,754
Countryside TIF (534,087) (604,820) (594,959) (557,792) (520,551) (473,366) (425,864) (438,849) (450,300)
Downtown TIF 231,529 239,096 (58,049) (105,516) (88,246) (70,981) (48,726) (26,471) 784
9,815,811 13,095,434 6,562,511 13,701,667 8,383,290 6,550,830 5,210,595 3,561,957 3,034,036
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CITY
117
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Cash Flow - Surplus(Deficit)
Vehicle & Equipment (13,230) 90,061 (127,623) (124,514) (1,169) 106 106 106 106
Park & Rec 226,112 11,053 (212,409) (146,274) (144,145) 6,514 7,634 8,057 8,495
Rec Ctr 300,420 - - - - - - - -
513,302 101,114 (340,032) (270,788) (145,314) 6,620 7,740 8,163 8,601
Cash Flow - Fund Balance
Vehicle & Equipment 34,073 125,683 (1,224) 1,169 - 106 212 318 424
Park & Rec 546,485 557,536 269,391 411,262 267,117 273,631 281,265 289,322 297,817
Rec Ctr - - - - - - - - -
580,558 683,219 268,167 412,431 267,117 273,737 281,477 289,640 298,241
Cash Flow - Surplus(Deficit)
Library Ops 24,940 (4,391) 5,296 (5,901) (23,520) (35,691) (45,761) (56,659) (68,441)
Library Debt Service - - 30 - - - - - -
Library Capital 11,182 (14,156) 8,125 8,115 8,115 10 - - -
36,122 (18,547) 13,451 2,214 (15,405) (35,681) (45,761) (56,659) (68,441)
Cash Flow - Fund Balance
Library Ops 471,076 466,683 392,989 460,782 437,262 401,571 355,810 299,151 230,710
Library Debt Service - - 30 - - - - - -
Library Capital 26,870 12,714 (10) 20,829 28,944 28,954 28,954 28,954 28,954
497,946 479,397 393,009 481,611 466,206 430,525 384,764 328,105 259,664
Library
Park & Recreation
118
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Liability Insurance 307,412 309,652 332,708 332,708 352,671 373,832 396,262 420,037 445,239
Unemployment Ins 6,798 9,042 25,500 11,500 25,500 25,000 25,000 25,000 25,000
Health Insurance 1,126,101 1,291,986 1,405,569 1,251,999 1,443,765 1,559,267 1,684,009 1,818,731 1,964,230
Net Ins Costs 1,126,101 1,291,986 1,405,569 1,251,999 1,443,765 1,559,267 1,684,009 1,818,731 1,964,230
Dental Insurance 69,860 92,816 95,270 102,198 107,152 112,510 118,135 124,042 130,244
Vision Insurance 8,961 9,952 9,875 12,863 13,269 13,667 14,077 14,500 14,934
Health Insurance 81,269 72,838 78,823 72,557 82,713 89,330 96,476 104,194 112,530
Net Ins Costs 81,269 72,838 78,823 72,557 82,713 89,330 96,476 104,194 112,530
Dental Insurance 5,092 4,728 4,690 5,137 5,286 5,550 5,828 6,119 6,425
Vision Insurance 643 455 496 651 670 690 711 732 754
City
City
City
Library
Lib
City
Allocated Insurance Expenditures - Aggregated
119
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Corporate 2,201,759 2,277,087 2,288,200 2,278,321 2,219,203 2,263,587 2,308,859 2,355,036 2,402,137
Police Pension 524,120 624,168 728,477 703,105 825,413 875,413 925,413 975,413 1,025,413
Total City Capped 2,725,879 2,901,255 3,016,677 2,981,426 3,044,616 3,139,000 3,234,272 3,330,449 3,427,550
0.38%6.43%3.98%2.76%2.12%3.10%3.04%2.97%2.92%
467,794 333,194 165,527 164,852 47,497 - - - -
-35.04%-28.77%-50.32%-50.52%-71.19%-100.00%- - -
Total City 3,193,673 3,234,449 3,182,204 3,146,278 3,092,113 3,139,000 3,234,272 3,330,449 3,427,550
-7.04%1.28%-2.73%-1.72%1.52%3.04%2.97%2.92%
Library Operations 642,838 626,950 635,000 622,529 644,719 657,613 670,765 684,180 697,864
Library Debt Service 746,464 727,762 749,846 746,621 749,771 757,396 789,101 794,013 824,088
Total Library 1,389,302 1,354,712 1,384,846 1,369,150 1,394,490 1,415,009 1,459,866 1,478,193 1,521,952
Special Service Areas 11,253 25,953 25,681 25,680 27,465 27,465 27,465 27,465 27,465
-0.56%130.63%-1.05%-1.05%6.95%0.00%0.00%0.00%0.00%
TIF Districts 52,811 69,322 165,000 212,652 270,000 270,000 275,000 275,000 280,000
32.09%31.26%138.02%206.76%26.97%0.00%0.00%0.00%0.00%
Road & Bridge Tax 164,398 171,756 175,000 148,223 150,000 155,000 160,000 165,000 170,000
-2.42%4.48%1.89%-13.70%1.20%3.33%0.00%0.00%0.00%
Grand Total 4,811,437 4,856,192 4,932,731 4,901,983 4,934,068 5,006,474 5,156,603 5,276,107 5,426,967
0.93%1.58%0.94%0.65%1.47%3.00%2.32%2.86%
4,692,995 4,474,317 4,730,761 4,645,326 4,917,342 4,897,044 5,143,209 5,381,113 5,306,664
3,115,137 3,019,691 3,123,664 3,121,245 3,356,544 3,513,960 3,879,497 4,251,527 4,335,882
1,577,858 1,454,626 1,607,097 1,524,081 1,560,798 1,383,084 1,263,712 1,129,586 970,782
Building Permits Revenue 116,182 123,702 150,000 125,000 130,000 175,000 175,000 175,000 175,000
Non-Abatement of Debt Service
Property Taxes
Total Debt Service Payments
Principal
Interest
120
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Salaries
Full Time 4,266,622 4,683,803 5,041,650 5,041,650 5,228,141 5,407,728 5,569,961 5,737,060 5,909,172
Overtime 131,899 95,748 144,000 146,329 144,000 144,000 144,000 144,000 144,000
Part Time 270,309 258,826 407,400 401,900 393,089 418,294 417,833 417,354 416,856
Total 4,668,830 5,038,377 5,593,050 5,589,879 5,765,230 5,970,022 6,131,794 6,298,414 6,470,028
Salaries
Full Time 245,323 210,198 202,860 202,860 217,309 224,774 231,517 238,463 245,617
Part Time 169,202 189,871 195,000 195,000 201,825 208,758 215,021 221,472 228,116
Total 414,525 400,069 397,860 397,860 419,134 433,532 446,538 459,935 473,733
Salaries
Full Time 4,511,945 4,894,001 5,244,510 5,244,510 5,445,450 5,632,502 5,801,478 5,975,523 6,154,789
Overtime 131,899 95,748 144,000 146,329 144,000 144,000 144,000 144,000 144,000
Part Time 439,511 448,697 602,400 596,900 594,914 627,052 632,854 638,826 644,972
Total 5,083,355 5,438,446 5,990,910 5,987,739 6,184,364 6,403,554 6,578,332 6,758,349 6,943,761
Benefits
IMRF 263,218 286,165 305,832 305,832 294,981 311,977 423,891 454,996 487,180
Police Pension 524,120 624,168 728,477 722,940 825,413 875,413 925,413 975,413 1,025,413
FICA 343,329 369,532 418,002 418,002 428,199 444,606 457,944 471,682 485,833
Total 1,130,667 1,279,865 1,452,311 1,446,774 1,548,593 1,631,996 1,807,248 1,902,091 1,998,426
Benefits
IMRF 27,138 23,897 22,569 22,569 23,470 25,175 25,930 26,708 27,509
FICA 30,993 29,991 29,849 29,849 31,448 32,528 33,504 34,509 35,544
Total 58,131 53,888 52,418 52,418 54,918 57,703 59,434 61,217 63,053
Benefits
IMRF 290,356 310,062 328,401 328,401 318,451 337,152 449,821 481,704 514,689
Police Pension 524,120 624,168 728,477 722,940 825,413 875,413 925,413 975,413 1,025,413
FICA 374,322 399,523 447,851 447,851 459,647 477,134 491,448 506,191 521,377
Total 1,188,798 1,333,753 1,504,729 1,499,192 1,603,511 1,689,699 1,866,682 1,963,308 2,061,479
City
Lib
Total
Aggregated Salary & Wage Information
Aggregated Benefit Information
City
Lib
Total
121
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
337,767 357,579 337,766 332,222 337,766 337,766 337,766 337,766 337,766
MFT 121,900 73,787 73,787 68,243 73,787 73,787 73,787 73,787 73,787
Water 129,094 197,544 197,544 197,544 197,544 197,544 197,544 197,544 197,544
Sewer 66,773 78,828 59,015 59,015 59,015 59,015 59,015 59,015 59,015
Downtown TIF 20,000 7,420 7,420 7,420 7,420 7,420 7,420 7,420 7,420
951,589 1,204,580 1,300,000 1,300,000 1,700,000 1,000,000 796,854 839,060 852,733
MFT 193,042 269,813 300,000 300,000 300,000 300,000 250,000 199,173 60,696
City-Wide Capital 605,242 405,718 500,000 500,000 950,000 250,000 96,854 189,887 342,037
Water 153,305 277,372 300,000 300,000 250,000 250,000 250,000 250,000 250,000
Sewer - 251,677 200,000 200,000 200,000 200,000 200,000 200,000 200,000
(1) - - - - - - - -
City-Wide 87,147 37,438 42,500 42,500 408,900 45,500 - - -
Grant Proceeds (85,724) (29,711) (29,800) (22,800) (114,160) (12,720) - - -
P4P Proceeds (1,424) (7,727) (12,700) (19,700) (294,740) (32,780) - - -
173 (80,453) - - - - - - -
City-Wide 88,105 1,067,717 55,000 55,000 - - - - -
Pulte Reimbursement (87,932) (1,148,170) (55,000) (55,000) - - - - -
99,820 391,470 2,048,501 1,381,997 415,000 - - - -
MFT 169,890 73,450 - - - - - - -
Grant Proceeds (75,195) (36,200) - - - - - - -
City-Wide 5,125 354,220 2,048,501 1,381,997 415,000 - - - -
- - 5,650,000 1,260,000 3,710,000 630,000 - - -
City-Wide - - 1,400,000 420,000 770,000 210,000 - - -
Water - - 4,250,000 840,000 2,940,000 420,000 - - -
Game Farm Road Project
Route 47 Expansion Project
Selected Capital Projects - Aggregated > $500,000
Countryside Parkway
Road to Better Roads Program
Kennedy Road Bike Trail
Kennedy Road - Autumn Creek
122
FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Account Number Actual Actual Budget Projected Proposed Projected Projected Projected ProjectedDescription
Selected Capital Projects - Aggregated > $500,000 continued
- - 143,000 143,000 - 166,000 124,000 148,000 -
Water - - 143,000 143,000 - 166,000 124,000 148,000 -
- - 35,000 30,000 5,000 - 481,250 481,250 -
Water - - 35,000 30,000 5,000 - 481,250 481,250 -
- 98,029 - - - - - - -
Sewer - 98,029 200,000 200,000 200,000 200,000 200,000 200,000 200,000
I&I Reimbursement - - (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) (200,000)
- - - - - - - - -
City-Wide - - 707,138 52,076 655,062 - - - -
Grant Proceeds - - (707,138) (52,076) (655,062) - - - -
Well Rehabs
Rte 71 Watermain Relocate
Sanitary Sewer Lining
Wrigley Rte 47 (EDP) Expansion
123
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Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Agenda Item Number
CA #1
Tracking Number
PW 2016-13
Countryside Water Main and Roadway Improvements
City Council – March 22, 2016
PW – 03/15/16
Moved forward to CC consent agenda
PW 2016-13
Consideration of Contract Award
Consideration of Contract Award
Brad Sanderson Engineering
Name Department
Bids were received, opened and tabulated for work to be done on the Countryside Water Main
and Roadway Improvements at 11:00 a.m., March 3, 2016. Representatives of contractors
bidding the project, the City, and our firm were in attendance. A tabulation of the bids and the
engineer’s estimate is attached for your information and record. The low bid was below our
engineer’s estimate and within the project budget.
We recommend the acceptance of the base bid ($3,947,256.32) plus alternates 1 and 2
($272,657.66 + $86,274.05) and award be made to the low bidder,
Geneva Construction, P.O. Box 998, Aurora, IL 60507 in the amount of $4,306,188.03.
Any additional work that may be added by the City will be done so via change order after the
project has been formally awarded.
If you have any questions or require additional information, please let us know.
Memorandum
To: Bart Olson, City Administrator
From: Brad Sanderson, EEI
CC: Eric Dhuse, Director of Public Works
Krysti Barksdale-Noble, Community Dev. Dir.
Lisa Pickering, Deputy City Clerk
Date: March 9, 2016
Subject: Countryside Water Main and Roadway Improvements
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17
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18
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Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Agenda Item Number
CA #2
Tracking Number
PW 2016-14
2016 RTBR Program
City Council – March 22, 2016
PW – 03/15/16
Moved forward to CC consent agenda
PW 2016-14
Consideration of Contract Award
Consideration of Bid Award
Brad Sanderson Engineering
Name Department
Bids were received, opened and tabulated for work to be done on the 2016 RTBR Program at
11:30 a.m., February 29th, 2016. Representatives of contractors bidding the project, the City, and
our firm were in attendance. A tabulation of the bids and the engineer’s estimate is attached for
your information and record. The low bid was below our engineer’s estimate and within the
FY2017 budget.
Therefore, we recommend the acceptance of the bid and approval of award be made to the low
bidder, D Construction, Co., 1488 S Broadway Street, Coal City, IL 60416 in the amount of
$515,056.39.
If you have any questions or require additional information, please let us know.
Memorandum
To: Bart Olson, City Administrator
From: Brad Sanderson, EEI
CC: Eric Dhuse, Director of Public Works
Krysti Barksdale-Noble, Community Dev. Dir.
Lisa Pickering, Deputy City Clerk
Date: March 1, 2016
Subject: 2016 RTBR Program
BID TABULATION ENGINEER'S ESTIMATE
BIDS RECD 2/29/2016 52 Wheeler Road
Sugar Grove, IL 60554
ITEM UNIT UNIT UNIT UNIT
NO.DESCRIPTION UNIT QUANTITY PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT
1 BITUMINOUS MATERIALS (PRIME COAT)POUND 19,503 0.01$ 195.03$ 0.01$ 195.03$ 0.01$ 195.03$ 0.50$ 9,751.50$
2 HOT-MIX ASPHALT SURFACE REMOVAL-BUTT JOINT SQ YD 693 0.01$ 6.93$ 6.00$ 4,158.00$ 15.00$ 10,395.00$ 7.00$ 4,851.00$
3 LEVELING BINDER (HAND METHOD), N50 TON 60 0.01$ 0.60$ 80.00$ 4,800.00$ 45.00$ 2,700.00$ 90.00$ 5,400.00$
4 LEVELING BINDER (MACHINE METHOD), N50 TON 1,924 60.00$ 115,440.00$ 61.00$ 117,364.00$ 65.00$ 125,060.00$ 72.00$ 138,528.00$
5 HOT-MIX ASPHALT SURFACE COURSE, MIX "D", N50 TON 2,640 61.00$ 161,040.00$ 62.00$ 163,680.00$ 66.00$ 174,240.00$ 72.00$ 190,080.00$
6 INCIDENTAL HOT MIX ASPHALT SURFACING TON 80.0 75.00$ 6,000.00$ 97.00$ 7,760.00$ 45.00$ 3,600.00$ 90.00$ 7,200.00$
7 PCC SIDEWALK REMOVAL SQ FT 2,722.0 1.75$ 4,763.50$ 0.95$ 2,585.90$ 2.50$ 6,805.00$ 3.00$ 8,166.00$
8 PCC SIDEWALK, 5"SQ FT 2,706 6.00$ 16,236.00$ 5.75$ 15,559.50$ 7.00$ 18,942.00$ 8.00$ 21,648.00$
9 DETECTABLE WARNINGS SQ FT 364 25.00$ 9,100.00$ 21.00$ 7,644.00$ 27.00$ 9,828.00$ 25.00$ 9,100.00$
10 HOT-MIX ASPHALT SURFACE REMOVAL-2.5 INCH SQ YD 27,203 2.15$ 58,486.45$ 2.10$ 57,126.30$ 2.50$ 68,007.50$ 3.00$ 81,609.00$
11 CLASS D PATCHES, 4 INCH SQ YD 1,895 30.00$ 56,850.00$ 29.00$ 54,955.00$ 30.00$ 56,850.00$ 34.00$ 64,430.00$
12 COMB CONRETE CURB AN DGUTTER REMOVAL & REPLACEMENT FOOT 671 35.00$ 23,485.00$ 31.00$ 20,801.00$ 30.00$ 20,130.00$ 35.00$ 23,485.00$
13 MANHOLES TO BE ADJUSTED WITH NEW FRAME & LID-TYPE 1 EACH 16 550.00$ 8,800.00$ 725.00$ 11,600.00$ 715.00$ 11,440.00$ 600.00$ 9,600.00$
14 INLETS TO BE ADJUSTED EACH 1 350.00$ 350.00$ 315.00$ 315.00$ 350.00$ 350.00$ 350.00$ 350.00$
15 VAVLE BOXES TO BE ADJUSTED EACH 1 250.00$ 250.00$ 225.00$ 225.00$ 290.00$ 290.00$ 200.00$ 200.00$
16 RESTORATION SQ YD 1,805 11.00$ 19,855.00$ 9.40$ 16,967.00$ 5.00$ 9,025.00$ 10.00$ 18,050.00$
17 AGGREGATE WEDGE SHOULDER, TYPE B TON 4 100.00$ 400.00$ 88.00$ 352.00$ 110.00$ 440.00$ 100.00$ 400.00$
18 CRACK ROUTING FOOT 42,000 0.01$ 420.00$ 0.07$ 2,940.00$ 0.01$ 420.00$ 0.02$ 840.00$
19 CRACK FILLING POUND 14,000 1.47$ 20,580.00$ 1.20$ 16,800.00$ 1.33$ 18,620.00$ 1.50$ 21,000.00$
20 CRACK SEALING FOOT 11,135 0.55$ 6,124.25$ 0.50$ 5,567.50$ 0.50$ 5,567.50$ 0.50$ 5,567.50$
21 PREPERATION OF BASE SQ YD 860 3.25$ 2,795.00$ 1.00$ 860.00$ 3.00$ 2,580.00$ 5.00$ 4,300.00$
22 THERMOPLASTIC PAVEMENT MARKINGS, LETTERS & SYMBOLS SQ FT 93.6 6.62$ 619.63$ 6.00$ 561.60$ 6.00$ 561.60$ 6.00$ 561.60$
23 THERMOPLASTIC PAVEMENT MARKINGS, 4"FOOT 445 1.49$ 663.05$ 1.35$ 600.75$ 1.35$ 600.75$ 2.00$ 890.00$
24 THERMOPLASTIC PAVEMENT MARKINGS, 6"FOOT 335 2.21$ 740.35$ 2.00$ 670.00$ 2.00$ 670.00$ 2.00$ 670.00$
25 THERMOPLASTIC PAVEMENT MARKINGS, 12"FOOT 260 4.42$ 1,149.20$ 4.00$ 1,040.00$ 4.00$ 1,040.00$ 3.00$ 780.00$
26 THERMOPLASTIC PAVEMENT MARKINGS, 24"FOOT 80 8.83$ 706.40$ 8.00$ 640.00$ 8.00$ 640.00$ 6.00$ 480.00$
BASE BID - TOTAL FOR ITEMS 1-26 515,056.39 515,767.58 548,997.38 3 627,937.60
BUILDERS PAVING
4413 Roosevelt Road, Ste 108
Hillside, IL 60162
MFT & LOCAL
BID TABULATION
1488 South Broadway Street
D. CONSTRUCTION
UNITED CITY OF YORKVILLE
Aurora, IL 60507Coal City, IL 60416
P.O. Box 998
GENEVA CONSTRUCTION
\\MILKYWAY\EEI_Storage\Docs\Public\Yorkville\2015\YO1518-P 2016 Road Program\Docs\bidtab01
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Engineering Enterprises, Inc.
52 Wheeler Road
Sugar Grove, Illinois 60554
(630) 466-6700
Legend
PAVING
CRACK SEALING
STRIPING
LOCATION MAP
www.eeiweb.com
DATE:
PROJECT NO.:
FILE:
PATH:
BY:
January 2016
YO1518
YO1518_Paving.MXD
H:\GIS\PUBLIC\YORKVILLE\2015\
KKP ³
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #3
Tracking Number
PW 2016-16
Annual MFT General Maintenance Appropriation
City Council – March 22, 2016
PW – 03/15/16
Moved forward to CC consent agenda
PW 2016-16
Positive
Approval
Annual appropriation of MFT funds for general maintenance for FY 17
Eric Dhuse Public Works
Name Department
All,
I have attached the annual MFT general maintenance appropriation for the fiscal year 17. At this
time the total sum has been left blank. This is due to the fact that bids are going to be opened for
hot patch and cold mix on March 11, 2016 which is past the deadline for packets. I will bring the
results and full completed packet sheets to the public works committee meeting for discussion.
I would ask that this be placed on the March 15, 2016 public works committee agenda for
discussion. If you have any questions or need more information, please let me know.
Memorandum
To: Public Works Committee
From: Eric Dhuse, Director of Public Works
CC: Bart Olson, Administrator
Date: March 1, 2016
Subject: Yearly MFT appropriation
Printed 3/16/2016 BLR 14230 (Rev. 07/15/13)
Resolution for Maintenance of
Streets and Highways by Municipality
Under the Illinois Highway Code
BE IT RESOLVED, by the Mayor and City Council of the
(Council or President and Board of Trustees)
United City of Yorkville , Illinois, that there is hereby
(City, Town or Village) (Name)
appropriated the sum of $257,650.00 of Motor Fuel Tax funds for the purpose of maintaining
streets and highways under the applicable provisions of the Illinois Highway Code from May 1, 2016
(Date)
to April 30, 2017 .
(Date)
BE IT FURTHER RESOLVED, that only those streets, highways, and operations as listed and described on the
approved Municipal Estimate of Maintenance Costs, including supplemental or revised estimates approved in connection
with this resolution, are eligible for maintenance with Motor Fuel Tax funds during the period as specified above.
BE IT FURTHER RESOLVED, that the Clerk shall, as soon a practicable after the close of the period as given above,
submit to the Department of Transportation, on forms furnished by said Department , a certified statement showing
expenditures from and balances remaining in the account(s) for this period; and
BE IT FURTHER RESOLVED, that the Clerk shall immediately transmit two certified copies of this
resolution to the district office of the Department of Transportation, at Ottawa , Illinois.
I, Clerk in and for the United City
(City, Town or Village)
of Yorkville , County of Kendall
hereby certify the foregoing to be a true, perfect and complete copy of a resolution adopted by
the Mayor and City Council at a meeting on March 22, 2016
(Council or President and Board of Trustees) Date
IN TESTIMONY WHEREOF, I have hereunto set my hand and seal this day of .
(SEAL) Clerk
(City, Town or Village)
Approved
Regional Engineer
Department of Transportation
Date
Local Public Agency:
County:
Maintenance Period
arms, poles, wire, tape
- 10,000.00
ballasts, photocells, lenses,-
Maintenance such as bulbs
-
-
-
bulk rock salt bid through CMS -
-
RFP and bid tab enclosed -
Sealed bids received for Bit. Patching
- 109,000.00
-
existing street light systemIElectricity
couplers, housing, frames-
-
Maintenance and operation of an -
7,750.00 7,750.00
for Bulk Rock Salt-
Salt Storage RentalIBuilding Space RentalLS1.007,750.00
90,000.00 90,000.00
-
Snow RemovalIBulk Rock SaltTON1200.0075.00
3,750.00 3,750.00
-
Brackets and HardwareEA75.0050.00
7,500.00 7,500.00
Sign Posts and AnchorsEA100.0040.00 4,000.00 4,000.00
Signs, Posts, and HardwareIIAVarious SignsEA150.0050.00
8,400.00 8,400.00
-
Surface Hot MixTON200.0042.00
Bituminous PatchingIIABituminous Cold PatchTON150.00115.00 17,250.00 17,250.00
(No. Description)ItemUnitQuantityPriceCost
Maintenance
Maint.
Group
Insp.
Req.
For Group I, IIA, IIB, or IIIEst Total
Operation UnitItemOperation
Cost
Municipal Estimate of
Maintenance Costs
Kendall
5/1/2016to4/30/2017Section Number:
Estimated Cost of Maintenance Operations
16-00000-00-GM
United City of Yorkville
Printed on 3/16/2016 2:01 PM
BLR 14231(Rev 02/18/14)
Preliminary Engineering
Engineering Inspection
Material Testing
Advertising
Bridge Inspections
Submitted:Approved:
-
-
-
- Totals:
Maintenance
Maint Eng
Date Date
Municipal OfficialTitleRegional Engineer
Total Estimated Maintenance Engineering Cost-
Total Estimated Maintenance Cost257,650.00
-
-
-
Total Estimated Maintenance Operation Cost257,650.00
Estimated CostMFT PortionOther Funds
-
-
-
-
-
-
-
-
-
-
-
-
-
Printed on 3/16/2016 2:01 PM
BLR 14231(Rev 02/18/14)
Page 1 of 1 BLR 11310 (Rev. 7/05)
Printed on 3/8/2016 11:07:10 AM
Special Provisions
The following Special Provisions supplement the “Standard Specifications for Road and Bridge Construction”, Adopted
January 1, 2016 , the latest edition of the “Manual on Uniform Traffic Control Devices for Streets
and Highways”, and the “Manual of Test Procedures of Materials” in effect on the date of invitation of bids, and the
Supplemental Specifications and Recurring Special Provisions indicated on the Check Sheet included here in which apply to
and govern the construction of 16-00000-00-GM , and in case of conflict with any part, or
parts, of said Specifications, the said Special Provisions shall take precedence and shall govern.
Bituminous Patching - The United City of Yorkville will use an N-30 or N-50 surface course mix on all patches throughout the
city. All patches will be performed in accordance with Section 442 of the Standard Specifications for Road and Bridge
Construction adopted January 1, 2016.
Sealed bids were received for the HMA and Cold mix. RFP and bid results are enclosed.
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
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Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #4
Tracking Number
PW 2016-17
RFP for Hot Mix and Cold Patch
City Council – March 22, 2016
PW – 03/15/16
Moved forward to CC consent agenda
PW 2016-17
Positive
Approval
RFP results for yearly purchase of hot mix and cold patch as required by IDOT
Eric Dhuse Public Works
Name Department
Bids for Hot mix asphalt (HMA) and Bituminous premix for maintenance use (cold
patch) were opened and read aloud on Friday March 11, 2016 at 11:00am.
The winning bidder for this upcoming fiscal year was D Construction of Coal City. I
have attached the bid tabulation sheet for your review.
I recommend that we approve the bid from D Construction for fiscal year 17 in our
supplemental general maintenance resolution 17-00000-00 GM. The rates for the material are:
Hot Mix Asphalt - $42.00 /ton
Cold Patch - $115/ton
I would ask that this be placed on the March 15, 2016 public works committee for
discussion. If you have any questions or need further information, please let me know.
Memorandum
To: Public Works Committee
From: Eric Dhuse, Director of Public Works
CC: Bart Olson, Administrator
Date: March 15, 2016
Subject: Hot mix and cold patch bid results
3/11/2016
11:00 AM
ED
Approx
ItemQuantityUnitPriceApproximate Cost
Hot Mix Asphalt200TON$42.00$8,400.00
Bit. Premix (cold Patch)150TON$115.00$17,250.00
VENDOR TOTAL$25,650.00
Approx
ItemQuantityUnitPriceApproximate Cost
Hot Mix Asphalt200TON$52.00$10,400.00
Bit. Premix (cold Patch)150TON$103.00$15,450.00
VENDOR TOTAL$25,850.00
Approx
ItemQuantityUnitPriceApproximate Cost
Hot Mix Asphalt200TON$48.00$9,600.00
Bit. Premix (cold Patch)150TON$120.00$18,000.00
VENDOR TOTAL$27,600.00
Hillside, IL 60162
D Construction
1488 S. Broadway
BID TABULATION RESULT
Hot mix asphalt and Bituminous premix for maintenance use
Coal City, IL 60416
Geneva Const.
P.O. Box 998
Aurora, IL 60507
Builders Asphalt
4413 Roosevelt Rd. Suite 108
Per IDOT rules, the city must go through the RFP process to procure any item(s) with a
cumulative value of over $20,000.00 when purchased from a single vendor. Although this rule
has been in place for some time, this is the first time we are going through this process. In the
past, our appropriations were approved if the value of individual items were under $20,000.00
even if it came from the same vendor. In order to fully comply with IDOT’s regulations, we
must start taking sealed bids for our hot mix and cold patch line items in our MFT appropriation.
The bids for the hot mix and cold patch will be opened on Friday March 11th, so it will be
too late for packet distribution. I have attached the RFP for your review and comment. I will
bring the bid tabulation sheet directly to the public works committee meeting for your review.
I would ask that this item be placed on the March 15, 2016 public works committee
meeting for discussion. If you have any questions or need further information, please let me
know.
Memorandum
To: Public Works Committee
From: Eric Dhuse, Director of public works
CC: Bart Olson, Administrator
Date: March 7, 2016
Subject: RFP results
United City of Yorkville, Illinois
Request for Proposal
Hot Mix Asphalt and
Bituminous Premix for
Maintenance Use
February 2016
Request for Proposals
1. The United City of Yorkville, Illinois (the “City”) is issuing this Request for Proposal
(“RFP”) for the purpose of soliciting vendor proposals for Hot Mix Asphalt (HMA) and
Bituminous premix for maintenance use proprietary mixes (Cold Patch)
2. The City intends to seek the most cost-effective solution, based on the Criteria contained
in this RFP, for its needs.
3. One original and one copy of the proposal will be accepted until 11:00 am Friday March
11, 2016. Proposals submitted must be binding for not less than ninety (90) days after the
date received. The City will select the proposal, or combination of proposals, that, in its
opinion, is in the best interest of the City. The City reserves the right to reject any and all
proposals or portions of a proposal. The City also reserves the right to waive minor
technicalities in the proposal. The City not only reserves the right at the sole discretion
of the City to reject any and all proposals and to waive technicalities, but also reserves
the right of evaluation and the right to determine the methodology for evaluation of the
proposals to determine which is the best proposal and to accept the proposal (or
proposals) deemed to be in the best interest of the City, i.e., the most qualified proposal
will not necessarily be the proposal with the lowest cost. Further, the City reserves the
right to accept a proposal (or proposals) for any or all items separately or together.
4. Proposals may also be hand-delivered to the following address by the date and time
specified. It is the responsibility of the bidder to deliver the proposal in accordance with
these instructions contained above and/or elsewhere in the RFP. Proposals dispatched,
but not received by the City by proposal closing time, will be returned, after receipt,
unopened to the bidder. All proposals should be addressed to:
United City of Yorkville
Re: (vendor name)
Proposal for HMA and Cold Patch
Attention: Eric Dhuse
800 Game Farm Rd.
Yorkville, Illinois 60560
Proposal packets are available online at www.yorkville.il.us or at the United City of
Yorkville city hall which is located at 800 Game Farm Rd., Yorkville, Illinois.
5. Award of Contract. The United City of Yorkville City Council will make the final award of
the proposal or contract.
6. Contract. In addition to the completed proposal, a resulting contract shall be required by the
City, and may require product literature. All agreements between the United City of Yorkville
and the vendor will be handled through our legal counsel. In addition, any legal restrictions or
provisions, enforced by the vendor or its parent company, which are not in line with the
industry’s standard, should be pointed out.
7. Confidentiality of Documents. Proposals shall be unopened so as to avoid disclosure of
contents to competing bidders and kept secret during the process of negotiation. However, all
proposals that have been submitted shall be open for public inspection after contract award.
Trade secrets and confidential information, as specified by the vendor, contained in the proposals
shall not be open for public inspection.
8. Contact with City Employees. In order to ensure fair and objective evaluation, all questions
related to this RFP should be addressed only to Eric Dhuse, Director of Public works. His
contact information is as follows:
Email – edhuse@yorkville.il.us
Cell – 1-630-878-7102
Conditions
1. Cold patch shall be made available at all times throughout the year with 72 hour notification.
2. There will be no charge to the City for dumping used clean asphalt at winning vendor’s site.
The vendor will have the right to reject the load if there is too much foreign matter or debris
mixed in with the asphalt.
Criteria
1. All mixes shall be IDOT approved and verification must be provided by the winner bidder.
2. Please see attached sheets for basic IDOT mix designs and criteria.
BID SHEET
Price per ton for Hot Mix Asphalt (Surface Mix) as described herein. Yorkville will pick up said
asphalt at winning vendor’s place of distribution during normal working hours. The City estimates
that they will purchase approximately 200 tons of this mix. There is NO guarantee of this quantity,
it is strictly an estimate garnered from past usage.
HOT MIX ASPHALT $____________ /TON
Price per ton for Bituminous Premix for Maintenance Use (cold patch) as described herein.
Yorkville will pick up said cold patch at winning vendor’s place of distribution during normal
working hours. The City estimates they will purchase approximately 150 tons of this mix. There is
NO guarantee of the quantity, it is strictly an estimate garnered from past usage.
BITUMINOUS PREMIX FOR MAINTENANCE USE (COLD PATCH) $_____________ /TON
____________________________ ____________________________
Signature of Authorized Agent Date
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #5
Tracking Number
PW 2016-18
Well No. 8 Rehabilitation
City Council – March 22, 2016
PW – 03/15/16
Moved forward to CC consent agenda
PW 2016-18
Consideration of Approval
Consideration of Change Order
Brad Sanderson Engineering
Name Department
The purpose of this memo is to present Change Order No. 2 for the above referenced project.
A Change Order, as defined in the General Conditions of the Contract Documents, is a written
order to the Contractor authorizing an addition, deletion or revision in the work within the
general scope of the Contract Documents, or authorizing an adjustment in the Contract Price or
Contract Time.
Background:
The United City of Yorkville and Layne Christensen Co. entered into an agreement for a contract
value of $86,929.00 for the above referenced project. The intent of this project was to
rehabilitate Well No. 8 pumping equipment. Change Order No. 1, dated January 27, 2016,
increased the contract value to $97,439.00.
Questions Presented:
Should the City approve the items within Change Order No. 2 which would increase the contract
amount by $1,567.00?
Discussion:
The following discussion points address the items listed on Change Order No. 2:
1) PCO Item No. 5 reflects a credit for column piping rehabilitation. The base bid schedule
included rehabilitation for all 840’ of the column piping; however, only 720’ was
rehabilitated and the remaining amount was replaced. This item includes a credit for the
120’ of piping that was not rehabilitated.
2) PCO Item No. 6 reflects the change item for 120’ of piping that was replaced instead of
rehabilitated, due to excessive wear and pitting on this piping.
3) PCO Item No. 7 reflects a credit for cutting and re-threading column piping joint. 8
joints were cut and re-threaded and the base bid schedule allowed for 10 joints.
4) PCO Item No. 8 reflects a credit for new pipe couplings. 3 new couplings were required
and the base bid schedule allowed for 4 new couplings.
5) PCO Item No. 9 reflects a credit for bailing of material from the bottom of the well. It
took the Contractor 6.5 hours to bail the material and the base bid schedule allowed for
16 hours.
Memorandum
To: Bart Olson, City Administrator
From: Brad Sanderson, EEI
CC: Eric Dhuse, Director of Public Works
Lisa Pickering, Deputy City Clerk
Date: March 7, 2016
Subject: Water Well No. 8 Rehabilitation
6) PCO Item No. 10 reflects a credit for PVC piping for the well’s level transducer. The
base bid schedule included 840’ of new PVC piping. 800’ of the existing PVC piping
was deemed appropriate for reuse and only 40’ of new PVC piping was required.
7) PCO Item No. 11 is a credit for site rehabilitation work that was completed by the City
instead of the Contractor.
The project has been completed before the required date for completion of April 8, 2016.
The work within this change order will not affect the expected completion date of this
project. Change Order No. 2 will be the last change request for this project.
Action Required:
Consideration of approval of items on Change Order No. 2 in the amount of $1,567.00.
(continued) CO-01
CHANGE ORDER
Order No. 2
Date: February 26, 2016
Agreement Date: November 23, 2015
NAME OF PROJECT: Water Well No. 8 Rehabilitation and associated appurtenances
OWNER: United City of Yorkville
CONTRACTOR: Layne Christensen Company
The following changes are hereby made to the CONTRACT DOCUMENTS:
PCO 5: Credit for Rehabilitation the 10-Inch Column
PCO 6: Extra for New Discharge 10-Inch Column Piping
PCO 7: Credit for Cutting and Re-Threading Column Piping Joints
PCO 8: Credit for Furnishing New Column Piping Joints
PCO 9: Credit for Performing Bailing with Rig and Two Man Crew
PCO 10: Credit for Furnishing 1-1/2” PVC Pipe for Submersible Level Transducer
PCO 11: Credit for Site Restoration
Justification:
PCO 5: The Base Bid Schedule includes a line item for the Contractor to rehabilitate all
840’ of the 10-Inch Column Piping. However, some of the piping was in poor
condition and was replaced, and only 720 linear feet of pipe was rehabilitated.
This is a credit to the City for the 120’ difference of piping rehabilitated at
$22/LF. (Credit: $2,640.00)
PCO 6: Some of the existing column piping, scheduled to be rehabilitated, was in poor
condition due to excessive pitting and corrosion, and required replacement.
New 10-inch column piping is a mandatory alternate bid item (4a). The PCO
includes furnishing 120’ of new 10-inch column piping at $78/LF. (Add:
$9,360.00)
PCO 7: The Base Bid Schedule includes a line item for the Contractor to cut and re-
thread ten (10) column piping joints. During the inspection of the pipe, it
became apparent that only eight (8) pipe joints needed to be cut and re-thread.
This is a credit to the City for the difference of two (2) pipe joints that were not
required to be cut and re-thread at a cost of $140.00/Each. (Credit: $280.00)
PCO 8: The Base Bid Schedule includes a line item for the Contractor to furnish four (4)
new column pipe couplings; however, during inspection of the pipe it became
apparent that only three (3) new column pipe couplings were needed. Layne
furnished the three pipe couplings and the PCO is for a credit of one (1) pipe
coupling at a price of $178.00/Each. (Credit: $178.00)
CHANGE ORDER NO. C-01
Page 2
CO-02
PCO 9: The Base Bid Schedule includes a line item for the Contractor to remove and
dispose of material such as sand, should such material be determined to be
present at the bottom of the well, by performing bailing with a rig and two main
crew for sixteen (16) hours. Layne completed bailing of the well in six and a half
(6.5) hours. The PCO includes a nine and a half (9.5) hour credit for performing
bailing with a rig and two man crew at the Contract Unit Price of $330.00/HR.
(Credit: $3,135.00)
PCO 10: The Base Bid Schedule includes a line item for the Contractor to furnish 840
linear feet of 1-1/2” PVC pipe for the submersible level transducer; however,
only 40’ of PVC was actually provided. Prior to rehabilitation, the transducer
was placed 40’ above the pump, and during rehabilitation it was decided to
drop the transducer to the top of the pump where it is traditionally located. All of
the original 800’ of PVC was in good condition and re-used, and Layne
provided the additional 40 linear feet of PVC. This change request is for a credit
to the City for 800 linear feet of PVC pipe at $1.20/LF. (Credit: $960.00)
PCO 11: The City performed a portion of the site restoration work, which was the
contractual obligation of the Contractor. The PCO includes a credit equivalent
to the manpower costs for the City to perform this work. (Credit: $600.00)
Change of CONTRACT PRICE:
Original CONTRACT PRICE: $ 86,929.00
Current CONTRACT PRICE adjusted by previous CHANGE ORDER(S) $ 97,439.00
The CONTRACT PRICE due to this CHANGE ORDER will be (increased) (decreased)
by: $ 1,567.00
The new CONTRACT PRICE including this CHANGE ORDER will be $ 99,006.00
Change to CONTRACT TIME:
The CONTRACT TIME will be (increased) (decreased) by 0 calendar days.
The date for completion of all work will be April 8, 2016.
Approvals Required:
To be effective this order must be approved by the agency if it changes the scope or
objective of the PROJECT, or as may otherwise be required by the SUPPLEMENTAL
GENERAL CONDITIONS.
Requested by: Layne Christensen Co.
Recommended by: Engineering Enterprises, Inc.
Accepted by: The United City of Yorkville
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #6
Tracking Number
PW 2016-19
Kendall County Transportation Alternative Program (KC-TAP) – Route 47 Sidewalks
City Council – March 22, 2016
PW – 03/15/16
Moved forward to CC consent agenda
PW 2016-19
Majority
Approval
See attached memo.
Bart Olson Administration
Name Department
Summary
Approval of an intergovernmental agreement with Kendall County for acceptance of a
Transportation Alternatives Program grant in the amount of $35,000.
Background
For the fourth year in a row, the City Council was approved for a Kendall County Transportation
Alternatives Program grant for construction of Route 47 sidewalks. However, the Kendall County
Board this year decided to award the remaining $35,000 for the Route 47 project all in this year. The
attached intergovernmental agreement is the same agreement the City approved last year, just with an
updated dollar amount.
With City Council approval of the new agreement, we would immediately submit for
reimbursement, as we have incurred more than enough sidewalk related expenses on the Route 47
project.
Recommendation
Staff recommends approval of the attached intergovernmental agreement with Kendall County
for the Transportation Alternatives Program.
Memorandum
To: Public Works Committee
From: Bart Olson, City Administrator
CC:
Date: March 10, 2016
Subject: TAP Grant
Page 1 of 13
INTERGOVERNMENTAL AGREEMENT FOR KENDALL COUNTY
TRANSPORTATION ALTERNATIVES PROGRAM (“KC-TAP”) FUNDING TO THE
UNITED CITY OF YORKVILLE TO CONSTRUCT MULTI-USE TRAILS AND
SIDEWALKS ALONG ROUTE 47 IN YORKVILLE, ILLINOIS (2016)
THIS INTERGOVERNMENTAL AGREEMENT (“the Agreement”) by and between
the County of Kendall, a unit of local government of the State of Illinois (“Kendall County”) and
the United City of Yorkville (the “Grantee”), a municipal corporation of the State of Illinois.
WITNESSETH:
WHEREAS, the Constitution of the State of Illinois of 1970, Article VII, Section 10,
provides that units of local government may contract or otherwise associate among themselves to
obtain or share services and to exercise, combine, or transfer any power or function in any
manner not prohibited by law or by ordinance and may use their credit, revenues, and other
resources to pay costs related to intergovernmental activities; and
WHEREAS, the Grantee and Kendall County (the “parties”) are units of local
government within the meaning of Article VII, Section 1 of the Illinois Constitution of 1970 who
are authorized to enter into intergovernmental agreements pursuant to the Intergovernmental
Cooperation Act, 5 ILCS 220/1 et seq.; and
WHEREAS, the Intergovernmental Cooperation Act, 5 ILCS 220/1 et seq., provides that
any county may participate in an intergovernmental agreement under this Act notwithstanding
the absence of specific authority under the State law to perform the service involved, provided
that the unit of local government contracting with the County has authority to perform the
service; and
WHEREAS, pursuant to the Illinois Highway Code under 605 ILCS 5/9-101 and 605
ILCS 5/4-409, the State, its municipalities and the counties may form cooperative agreements
Page 2 of 13
with each other for the construction, maintenance and improvement of streets, highways and any
portions thereof; and
WHEREAS, the Illinois Highway Code (605 ILCS 5/1 et seq.) and the Illinois Bikeway
Act (605 ILCS 30/1 et seq.) each encourage the funding and the creation of bicycle paths, multi-
use trails and sidewalks along roadways within the State of Illinois; and
WHEREAS, on July 17, 2012, the Kendall County Board passed Resolution Number 12-
33 entitled “Resolution for the Creation of the Kendall County Transportation Alternatives
Program (“KC-TAP”)”, which authorizes Kendall County to provide financial assistance to
qualified applicants for the grantee’s construction of multi-use trails and sidewalks in Kendall
County, Illinois; and
WHEREAS, on or about December 31, 2015, Grantee submitted an application pursuant
to the KC-TAP. Grantee’s application sought further financial assistance to construct multi-use
trails and sidewalks along Illinois Route 47 within Grantee’s city limits. Grantee’s construction
project is identified in the attached Exhibit A and shall be referred to herein as “the Project”; and
WHEREAS, the Kendall County Board approved Grantee’s KC-TAP application for
financial assistance on February 16, 2016; and
WHEREAS, the parties wish to enter into this agreement for the benefit of local
pedestrians and bicyclists and to provide a safe and efficient pathway for the residents of the
United City of Yorkville and Kendall County; and
WHEREAS, pursuant to the terms of this agreement, Kendall County will grant money
to Grantee to partially fund the building of multi-use trails and/or sidewalks as described in the
Grantee’s application for funds, which is attached to this agreement as Exhibit A and
Page 3 of 13
incorporated by reference, and the referenced Intergovernmental Agreement between Grantee
and the Illinois Department of Transportation; and
WHEREAS, it is understood that in no case shall Kendall County provide more than
50% of the funding for any approved project and a local government agency cannot obtain more
than $50,000 in KC-TAP Funds per fiscal year; and
WHEREAS, it is the understanding of the parties that at all times, including after
completion of the project, Grantee alone will own, construct, maintain, repair and/or replace the
subject improvements, and that Kendall County will have no duties to construct, maintain, repair
and/or replace the subject improvements at any time in the future.
NOW, THEREFORE, in consideration of the premises and the mutual covenants
hereafter set forth, the parties agree as follows:
1. The foregoing preambles are hereby incorporated into this Agreement as if fully restated
in this paragraph 1;
2. Kendall County’s Obligations:
a. Kendall County agrees to grant an amount not to exceed thirty five thousand
dollars ($35,000.00) in Fiscal Year 2016 (December 1, 2015 to November 30,
2016) to Grantee for the purpose of partially funding construction of the Project;
b. The final amount of this Grant, which shall not exceed thirty five thousand dollars
($35,000.00), will be determined at the time the Grantee submits its final request
for reimbursement for the Project;
c. The final Grant amount shall not exceed 50% of the funding for said Project.
Should the submitted reimbursement request constitute an amount above 50% of
the Project’s costs, then Kendall County shall, in its sole discretion, choose to
Page 4 of 13
reimburse an amount below thirty five thousand dollars ($35,000.00) and equal to
50% of the Project’s costs;
d. Kendall County shall disburse the Grant funds under this agreement within sixty
(60) days of the submission of Grantee’s final request for reimbursement and the
necessary supporting documentation supporting the request;
e. Kendall County shall have no ownership interest in the Project and/or the subject
improvements under this agreement, nor shall it have any obligations beyond the
granting and disbursement of KC-TAP grant funds as described herein.
3. Grantee’s Obligations:
a. Grantee understands and agrees that only qualified units of local government
within Kendall County who have statutory authority to provide lands or facilities
for multi-use trails or sidewalk purposes are eligible for assistance under the KC-
TAP program and eligible projects must be located within the geographical
boundaries of Kendall County, as well as located along a State or County
Highway and Grantee herein assures Kendall County that it and its Project
qualifies for funding pursuant to this understanding and pursuant to all other terms
of the KC-TAP as set forth in Kendall County Resolution Number 12-33 and
Grantee’s application;
b. Grantee shall use the funds set forth in this Agreement to construct the Project at
the locations and pursuant to the specifications as set forth in the attached Exhibit
A and in conformance with all plans and designs previously supplied by Grantee
as part of the KC-TAP application process. Grantee understands and agrees that
the funds provided by Kendall County pursuant to this Agreement shall not be
Page 5 of 13
used for any other purpose including, but not limited to, future maintenance of the
multi-use trails or sidewalks (e.g., sealing, patching or crack filling). In the event
that Grantee uses the funds for an improper purpose, Grantee shall immediately
reimburse Kendall County the full amount of funds provided to Grantee under this
Agreement;
c. At all times, the Project, and all of its resulting improvements, shall be the
exclusive property of Grantee, who shall exercise complete control, responsibility
and ownership of said property. At no time shall Kendall County be deemed to
have adopted said Project or its resulting improvements or the responsibility for
the ownership, construction, maintenance, care, and demolition of the
improvements that are subject to the Project and this Agreement;
d. Grantee and its consultants, employees, contractors, subcontractors and agents
agree to comply with the following state and federal laws and Grantee shall
ensure that all of their contracts include provisions incorporating the following:
i. The Illinois Prevailing Wage Act, 820 ILCS 130/1 et seq. Grantee agrees
to (a) fully comply with all applicable requirements of the Prevailing
Wage Act and (b) notify all contractors and subcontractors that the work
performed pursuant to this Agreement shall be subject to the Illinois
Prevailing Wage Act. In the event that Grantee fails to comply with the
notice requirements set forth in the Illinois Prevailing Wage Act,
Grantee shall be solely responsible for any and all penalties, fines and
liabilities incurred for Grantee’s, contractors’ and/or subcontractors’
violations of the Prevailing Wage Act.
Page 6 of 13
ii. The Employment of Illinois Workers on Public Works Act, 30 ILCS
570/0.01 et seq. (“Employment Act”).
iii. The Substance Abuse Prevention on Public Works Act, 820 ILCS 265/1 et
seq. and the Illinois Drug Free Workplace Act, 30 ILCS 580/1 et seq.
iv. The Illinois Public Construction Bond Act, 30 ILCS 550/1 et seq.
v. The Illinois Human Rights Act, Title VI of the Civil Rights Act of 1964,
as amended, the Americans with Disabilities Act, the Age Discrimination
in Employment Act, Section 504 of the Federal Rehabilitation Act, and all
applicable rules and regulations.
e. Grantee shall ensure that Grantee and each contractor and/or subcontractor
performing work on the Project shall obtain and continue in force during the term
of the Project, all insurance necessary and appropriate and that each contractor
and/or subcontractor contracted with to perform work on the Project shall name
Kendall County as an Additional Insured on a Primary and Non-Contributory
basis with respect to the general liability, business auto liability and excess
liability insurance, as well as a waiver of subrogation with respect to the general
liability and workers’ compensation in favor of Kendall County. Further, Grantee
shall require each contractor and/or subcontractor to provide indemnification and
hold harmless guarantees to Kendall County during the construction of this
Project;
f. Grantee shall comply with all competitive bidding and selection requirements
necessary for construction and completion of the Project pursuant to applicable
state and federal laws. Grantee shall obtain certifications from all contractors and
Page 7 of 13
subcontractors who perform work on the Project, which certify the contractors
and subcontractors are not barred from performing the work as a result of a
violation of either 720 ILCS 5/33E-3 or 5/33E-4 (bid rigging or bid rotating) or as
a result of a violation of 820 ILCS 130/1 et seq. (the Illinois Prevailing Wage
Act);
g. It is agreed by the Grantee that the maintenance, both physical and financial of the
Project and its resulting improvements will be the responsibility of Grantee, and
Grantee alone. Further, Grantee shall be responsible for any future repair or
replacement deemed necessary for the Project and its resulting improvements
(notwithstanding any agreements with third-parties in this regard). Nothing in this
Agreement shall be construed as to create a duty or responsibility on behalf of
Kendall County to finance, maintain, repair, replace, or otherwise control the
subject improvements;
h. During, and following completion of the Project, Grantee shall defend, with
counsel of Kendall County’s own choosing, indemnify and hold harmless Kendall
County, including Kendall County’s past, present and future board members,
elected officials, insurers, employees, and agents from and against any and all
claims, liabilities, obligations, losses, penalties, fines, damages, and expenses and
costs relating thereto, including but not limited to attorneys’ fees and other legal
expenses, which Kendall County, its past, present and future board members,
elected officials, insurers, employees, and/or agents may hereafter sustain, incur
or be required to pay relating to, or arising in any manner out of the use,
ownership, construction, maintenance, repair, replacement and/or condition of the
Page 8 of 13
subject facilities built during this Project, or claims, liabilities, obligations, losses,
penalties, fines, damages, and expenses and costs relating to and arising in any
manner out of Grantee and Grantee’s Contractors and Subcontractors
construction of this Project or Grantee’s alleged failure to perform its obligations
pursuant to this Agreement. Any attorney representing Kendall County shall be
approved by the Kendall County State’s Attorney and shall be appointed a Special
Assistant State’s Attorney, as provided in 55 ILCS 5/3-9005. Kendall County’s
participation in its defense shall not remove Grantee’s duty to indemnify, defend
and hold Kendall County harmless, as set forth above;
i. Grantee understands and agrees that construction of the Project must begin within
24 months of signature of this Agreement by the Kendall County Board. If the
subject project does not begin construction within 24 months, Grantee will be in
default of this Agreement and at that time the Agreement, as well as any
obligations of Kendall County, shall immediately cease and be considered null
and void with no further obligation upon Kendall County to provide the Grant
funding as described above;
j. Grantee understands that Construction of the Project must be completed and a
request for reimbursement must be submitted to Kendall County within 60
months after the signature of this Agreement. If Grantee is unable to complete the
Project and seek reimbursement within that time, Grantee will be in default of this
Agreement and at that time the Agreement, as well as any obligations by Kendall
County, shall immediately cease and be considered null and void with no further
obligation upon Kendall County to provide the Grant funding as described above;
Page 9 of 13
k. If Grantee is unable to begin construction of the Project within 24 months after
the parties’ execution of this Agreement, or is unable to complete the Project and
request reimbursement within 60 months after the parties’ execution of this
agreement, Grantee may submit a request in writing to Kendall County requesting
an extension of time to commence or complete the construction, as the case may
be. Grantee must file its request for an extension of time with Kendall County on
or prior to expiration of the 24 month period in the case of it beginning
construction or on or prior to expiration of the 60 month period in the case of
completing construction and seeking reimbursement. Requests for extensions
shall not be valid if made after the expiration of the above deadlines. Kendall
County retains sole discretion whether to approve Grantee’s request for an
extension of time;
l. Grantee understands and agrees that prior to Kendall County disbursing the above
listed KC-TAP funds as described herein, Grantee must submit final project costs,
along with a written request for reimbursement to the Kendall County Engineer or
his designee, who shall then determine the appropriateness of the costs and
expenses claimed and determine if all obligations have been met prior to
approving the disbursement of Grant funds. If requested by Kendall County, the
Grantee must also submit any and all further documentation to verify completion
of the Project, the costs incurred by Grantee and Grantee’s compliance with the
terms of this Agreement;
m. Grantee understands and agrees that it shall submit its request for reimbursement
to Kendall County within the same fiscal year that the Project is completed.
Page 10 of 13
Failure to timely request reimbursement as outlined in this Agreement will result
in Grantee being in default of this Agreement and at that time the Agreement, as
well as any obligations by Kendall County, shall immediately cease and be
considered null and void with no further obligation upon Kendall County to
provide the Grant funding as described above;
n. Grantee understands and agrees that reimbursement requests cannot exceed the
amount originally awarded by the Kendall County Board and described in Section
2(a);
o. Grantee understands and agrees that under no circumstances shall cost overruns
be considered nor shall KC-TAP Funds under this Agreement be advanced to the
Grantee prior to project completion and submission of a request for
reimbursement.
4. It is mutually agreed by Kendall County and Grantee that at no time shall Kendall County
be inferred to, or obligated to, have a duty to provide insurance for the subject
improvements or otherwise indemnify and hold harmless Grantee in connection with the
use, enjoyment, ownership, maintenance, construction, repair or replacement of the
Project improvements and any property where the Project has been completed;
5. This Agreement and the rights of the parties hereunder may not be assigned (except by
operation of law), and the terms and conditions of this Agreement shall inure to the
benefit of and be binding upon the respective successors and assigns of the parties hereto.
Nothing in this Agreement, express or implied, is intended to confer upon any party,
other than the parties and their respective successors and assigns, any rights, remedies,
obligations or liabilities under or by reason of such agreements;
Page 11 of 13
6. Any notice required or permitted to be given pursuant to this Agreement shall be duly
given if sent by fax, certified mail, or courier service and received. As such, all notices
required or permitted hereunder shall be in writing and may be given by either (a)
depositing the same in the United States mail, addressed to the party to be notified,
postage prepaid and certified with the return receipt requested, (b) delivering the same in
person, or (c) telecopying the same with electronic confirmation of receipt.
If to the County: County Engineer
Kendall County Highway Department
6780 Route 47
Yorkville, Illinois 60560
With copy to:
Kendall County State’s Attorney
807 John Street,
Yorkville, Illinois, 60560
If to the Grantee: City Administrator
United City of Yorkville
800 Game Farm Road
Yorkville, Illinois 60560
Or such address or counsel as any party hereto shall specify in writing pursuant to this
Section from time to time;
7. This Agreement shall be interpreted and enforced under the laws of the State of Illinois.
Any legal proceeding related to enforcement of this Agreement shall be brought in the
Circuit Court of Kendall County, Illinois. In case any provision of this Agreement shall
be declared and/or found invalid, illegal or unenforceable by a court of competent
jurisdiction, such provision shall, to the extent possible, be modified by the court in such
manner as to be valid, legal and enforceable so as to most nearly retain the intent of the
parties, and, if such modification is not possible, such provision shall be severed from
Page 12 of 13
this Agreement, and in either case the validity, legality, and enforceability of the
remaining provisions of this Agreement shall not in any way be affected or impaired
thereby;
8. This Agreement may be executed in counterparts (including facsimile signatures), each of
which shall be deemed to be an original and both of which shall constitute one and the
same Agreement;
9. This Agreement represents the entire agreement between the parties and there are no
other promises or conditions in any other agreement whether oral or written. Except as
stated herein, this agreement supersedes any other prior written or oral agreements
between the parties and may not be further modified except in writing acknowledged by
both parties;
10. Nothing contained in this Agreement, nor any act of Kendall County or the Grantee
pursuant to this Agreement, shall be deemed or construed by any of the parties hereto or
by third persons, to create any relationship of third party beneficiary, principal, agent,
limited or general partnership, joint venture, or any association or relationship involving
Kendall County and the Grantee;
11. This Agreement shall be in full force and effect upon signature by both parties and will
terminate upon either (a) payout by Kendall County of Grant funds as described herein,
or (b) default by Grantee, whichever occurs first. However, the duty to defend and
indemnify shall survive the term of this agreement;
12. In the event Kendall County is in default under the Agreement because funds are not
appropriated for a fiscal period subsequent to the one in which the Agreement was
entered into which are sufficient to satisfy all or part of Kendall County’s obligations
Page 13 of 13
under this Agreement during said fiscal period, Kendall County agrees to provide prompt
written notice of said occurrence to Grantee. In the event of a default due to non-
appropriation of funds, Grantee and Kendall County have the right to terminate the
Agreement upon providing thirty (30) days written notice to the other party. No
additional payments, penalties and/or early termination charges shall be required upon
termination of the Agreement;
13. Kendall County and Grantee each hereby warrant and represent that their respective
signatures set forth below have been, and are on the date of this Agreement, duly
authorized by all necessary and appropriate corporate and/or governmental action to
execute this Agreement.
IN WITNESS WHEREOF, the parties hereto have caused this Intergovernmental
Agreement to be executed by their duly authorized officers on the above date.
County of Kendall, a unit of local government United City of Yorkville, Kendall County,
of the State of Illinois Illinois, a municipal corporation
By: ____________________________ By: ____________________________
Chair, Kendall County Board Mayor
Date: ____________________________ Date: ____________________________
Attest: Attest:
____________________________ ____________________________
County Clerk City Clerk
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #7
Tracking Number
PW 2016-20
Windett Ridge Traffic Control Requests
City Council – March 22, 2016
PW – 3/15/16
Moved forward to CC consent agenda
PW 2016-20
a. Fairfax Way and Windett Ridge Road Intersection
b. Claremont Court and Windett Ridge Road Intersection
Brad Sanderson Engineering
Name Department
Ordinance No. 2016-____
Page 1
Ordinance No. 2016-___
AN ORDINANCE OF THE UNITED CITY OF YORKVILLE, ILLINOIS
ADDING STOP INTERSECTIONS TO THE TRAFFIC SCHEDULES
WHEREAS, the United City of Yorkville (the “City”) is a duly organized and validly
existing non home-rule municipality created in accordance with the Constitution of the State of
Illinois of 1970 and the laws of the State; and,
WHEREAS, Section 11-208 of the Illinois Vehicle Code (625 ILCS 5/11-208) authorizes a
municipality to designate stop intersections within its jurisdiction; and,
WHEREAS, after extensive investigation and study of traffic patterns in conformance with
the current Manual on Uniform Traffic Control Devices, it has been recommended that additional
intersections should be designated as stop intersections; and,
WHEREAS, the Mayor and City Council have reviewed such recommendation and have
agreed to create additional stop intersections.
NOW THEREFORE BE IT ORDAINED by the Mayor and City Council of the United
City of Yorkville, Kendall County, Illinois, as follows:
Section 1: That Exhibit A of Section 6-3-2A of Chapter 3, Traffic Schedules, of Title 6 of
the Yorkville City Code be and is hereby amended by adding to the list of stop intersections the
following:
A. North and south on Fairfax Way to stop at Windett Ridge Road
B. South on Claremont Court to stop at Windett Ridge Road
Section 2: This Ordinance shall be in full force and effect upon its passage, approval, and
publication as provided by law.
Passed by the City Council of the United City of Yorkville, Kendall County, Illinois this
____ day of __________________, 2016.
______________________________
CITY CLERK
CARLO COLOSIMO ________ KEN KOCH ________
JACKIE MILSCHEWSKI ________ LARRY KOT ________
CHRIS FUNKHOUSER ________ JOEL FRIEDERS ________
DIANE TEELING ________ SEAVER TARULIS ________
Ordinance No. 2016-____
Page 2
Approved by me, as Mayor of the United City of Yorkville, Kendall County, Illinois, this
____ day of __________________, 2016.
______________________________
MAYOR
As requested, we investigated the possible installation of stop signs at the intersection of Fairfax Way and
Windett Ridge Road. Our findings were as follows:
Currently there is no signage control at the intersection.
There appears to be sight distance constraints to the eastbound and southbound approaches of the
intersection due to the rear yard fence of 591 Windett Ridge Road.
The governing entity on traffic control signage is the Manual on Uniform Traffic Control Devices
(MUTCD). The manual states as follows in regards to stop sign installation:
Guidance:
Engineering judgment should be used to establish intersection control. The following factors
should be considered:
A. Vehicular, bicycle, and pedestrian traffic volumes on all approaches;
B. Number and angle of approaches;
C. Approach speeds;
D. Sight distance available on each approach; and
E. Reported crash experience.
YIELD or STOP signs should be used at an intersection if one or more of the following conditions
exist:
A. An intersection of a less important road with a main road where application of the normal
right-of-way rule would not be expected to provide reasonable compliance with the law;
B. A street entering a designated through highway or street; and/or
C. An unsignalized intersection in a signalized area.
In addition, the use of YIELD or STOP signs should be considered at the intersection of two
minor streets or local roads where the intersection has more than three approaches and where
one or more of the following conditions exist:
A. The combined vehicular, bicycle, and pedestrian volume entering the intersection from all
approaches averages more than 2,000 units per day;
B. The ability to see conflicting traffic on an approach is not sufficient to allow a road user to
stop or yield in compliance with the normal right-of-way rule if such stopping or yielding is
necessary; and/or
C. Crash records indicate that five or more crashes that involve the failure to yield the right-of-
way at the intersection under the normal right-of-way rule have been reported within a 3-year
period, or that three or more such crashes have been reported within a 2-year period.
Yield or Stop signs should not be used for speed control.
Memorandum
To: Bart Olson, City Administrator
From: Brad Sanderson, EEI
CC: Eric Dhuse, Director of Public Works
Krysti Barksdale-Noble, Community Dev. Dir.
Lisa Pickering, Deputy City Clerk
Date: February 22, 2016
Subject: Fairfax Way and Windett Ridge Road Stop Sign
The traffic volume appears to be below 2,000 units per day and there does not appear to be an accident
history. However, due to the sight distance constraints, the intersection is a good candidate for a stop sign
installation. Since the main entrance into the neighborhood from IL Route 47 is at Windett Ridge Road,
we recommend the stop signs be placed on Fairfax Way.
Fairfax Way and Windett Ridge Road
Intersection Photos
1
Westbound Approach, Looking West
Westbound Approach, Looking South
Fairfax Way and Windett Ridge Road
Intersection Photos
2
Westbound Approach, Looking North
Eastbound Approach, Looking East
Fairfax Way and Windett Ridge Road
Intersection Photos
3
Eastbound Approach, Looking North
Eastbound Approach, Looking South
Fairfax Way and Windett Ridge Road
Intersection Photos
4
Northbound Approach, Looking North
Northbound Approach, Looking West
Fairfax Way and Windett Ridge Road
Intersection Photos
5
Northbound Approach, Looking East
Southbound Approach, Looking South
Fairfax Way and Windett Ridge Road
Intersection Photos
6
Southbound Approach, Looking East
Southbound Approach, Looking West
As requested, we investigated the possible installation of stop signs at the intersection of Claremont Court
and Windett Ridge Road.
Our findings were as follows:
Currently there is no signage control at the intersection.
There appears to be sight distance constraints to the eastbound and southbound approaches of the
intersection due to the rear yard fence and landscaping of the residence at that corner.
The governing entity on traffic control signage is the Manual on Uniform Traffic Control Devices
(MUTCD). The manual states as follows in regards to stop sign installation:
Guidance:
Engineering judgment should be used to establish intersection control. The following factors
should be considered:
A. Vehicular, bicycle, and pedestrian traffic volumes on all approaches;
B. Number and angle of approaches;
C. Approach speeds;
D. Sight distance available on each approach; and
E. Reported crash experience.
YIELD or STOP signs should be used at an intersection if one or more of the following conditions
exist:
A. An intersection of a less important road with a main road where application of the normal
right-of-way rule would not be expected to provide reasonable compliance with the law;
B. A street entering a designated through highway or street; and/or
C. An unsignalized intersection in a signalized area.
In addition, the use of YIELD or STOP signs should be considered at the intersection of two
minor streets or local roads where the intersection has more than three approaches and where
one or more of the following conditions exist:
A. The combined vehicular, bicycle, and pedestrian volume entering the intersection from all
approaches averages more than 2,000 units per day;
B. The ability to see conflicting traffic on an approach is not sufficient to allow a road user to
stop or yield in compliance with the normal right-of-way rule if such stopping or yielding is
necessary; and/or
C. Crash records indicate that five or more crashes that involve the failure to yield the right-of-
way at the intersection under the normal right-of-way rule have been reported within a 3-year
period, or that three or more such crashes have been reported within a 2-year period.
Yield or Stop signs should not be used for speed control.
Memorandum
To: Bart Olson, City Administrator
From: Brad Sanderson, EEI
CC: Eric Dhuse, Director of Public Works
Krysti Barksdale-Noble, Community Dev. Dir.
Lisa Pickering, Deputy City Clerk
Date: March 3, 2016
Subject: Claremont Courtand Windett Ridge Road Stop Sign
The traffic volume appears to be below 2,000 units per day and there does not appear to be an
accident history. However, due to the sight distance constraints, the intersection is a good
candidate for a stop sign installation. Since Claremont Court ends at Windett Ridge Road, we
recommend the stop sign be placed on Claremont Court.
Windett Ridge Road and Claremont Court
Intersection Photos
1
Westbound Approach, Looking West
Westbound Approach, Looking North
Windett Ridge Road and Claremont Court
Intersection Photos
2
Eastbound Approach, Looking East
Eastbound Approach, Looking North
Windett Ridge Road and Claremont Court
Intersection Photos
3
Southbound Approach, Looking South
Southbound Approach, Looking East
Windett Ridge Road and Claremont Court
Intersection Photos
4
Southbound Approach, Looking West
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #8
Tracking Number
ADM 2016-17
Monthly Treasurer’s Report for February 2016
City Council – March 22, 2016
ADM – 03/16/16
Moved forward to CC consent agenda
ADM 2016-17
Majority
Approval
Rob Fredrickson Finance
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Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
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Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
CA #9
Tracking Number
ADM 2016-22
Post Issuance Compliance Policy
City Council – March 22, 2016
ADM – 3/16/16
Moved forward to CC consent agenda
ADM 2016-22
See attached memo.
Rob Fredrickson Finance
Name Department
The attached policy formally adopts management’s informal procedures to ensure that City remains in
compliance with federal tax laws after the issuance of tax-exempt debt. The policy addresses several
post-issuance requirements for tax-exempt issuers including: record retention; rebate and yield
restrictions, investment of bond proceeds; monitoring possible private business use; use of bond financed
property; and the review of completed projects. The responsibilities set forth in this policy would be
carried out by the Finance Director (i.e. Responsible Officer), with assistance from Bond Counsel.
It is the recommendation of staff that the City formally adopt the Procedures Concerning Tax Compliance
for Tax-Exempt Borrowings, commonly known as the Post Issuance Compliance Policy, pursuant to the
recommended best practices of the Internal Revenue Service. Both the policy and resolution have been
attached for your review and consideration.
Memorandum
To: Administration Committee
From: Rob Fredrickson, Finance Director
Date: March 9, 2016
Subject: Post Issuance Compliance Policy
Resolution No. 2016-_____
Page 1
Resolution No. 2016-_____
A RESOLUTION OF THE UNITED CITY OF YORKVILLE, KENDALL COUNTY, ILLINOIS,
APPROVING TAX COMPLIANCE PROCEDURES RELATING TO TAX-EXEMPT BONDS
WHEREAS, the United City of Yorkville, Kendall County, Illinois (the “City”) is a duly
organized and validly existing non home-rule municipality created in accordance with the
Constitution of the State of Illinois of 1970 and the laws of this State; and,
WHEREAS, the City issues tax exempt municipal bonds, notes and/or other obligations
(“Tax Exempt Bonds”) from time to time and is required to comply with the Internal Revenue
Code and the Treasury Regulations promulgated thereunder (the “Code”); and
WHEREAS, the City deems it necessary and desirable to adopt certain procedures and
practices (the “Compliance Procedures”) to be followed by the City in connection with the
issuance of Tax Exempt Bonds; and
NOW, THEREFORE, BE IT RESOLVED, by the Mayor and City Council of the
United City of Yorkville, Kendall County, Illinois, as follows:
Section 1. That the Procedures Concerning Tax Compliance for Tax-Exempt Borrowings
attached hereto and made a part hereof, are hereby adopted and approved.
Section 2. The City’s Finance Director is hereby authorized and directed to periodically
update the Compliance Procedures in accordance with the Internal Revenue Code and supporting
Integral Revenue Service Rulings and Regulations, with advice from bond counsel.
Section 3. This Resolution shall be in full force and effect from and after its passage and
approval as provided by law.
PASSED by the City Council of the United City of Yorkville, Kendall County, Illinois
this ________ day of ____________________, 2016.
_________________________________
CITY CLERK
Resolution No. 2016-_____
Page 2
CARLO COLOSIMO ________ KEN KOCH ________
JACKIE MILSCHEWSKI ________ LARRY KOT ________
CHRIS FUNKHOUSER ________ JOEL FRIEDERS ________
DIANE TEELING ________ SEAVER TARULIS ________
APPROVED by me, as Mayor of the United City of Yorkville, Kendall County, Illinois,
this ________ day of ____________________, 2016.
____________________________________
MAYOR
Attest:
___________________________________
CITY CLERK
UNITED CITY OF YORKVILLE, ILLINOIS
PROCEDURES CONCERNING
TAX COMPLIANCE FOR
TAX-EXEMPT BORROWINGS
PROCEDURES CONCERNING
TAX COMPLIANCE FOR
TAX-EXEMPT BORROWINGS
1. Purpose .......................................................................................................... 1
2. Identification of Bond Issues for Federal Tax Purposes ............................... 1
3. Responsibility ............................................................................................... 1
4. Record Retention .......................................................................................... 2
5. Rebate and Yield Restriction ........................................................................ 2
6. Investment of Bond Proceeds ....................................................................... 3
7. Monitoring Possible Private Business Use. .................................................. 4
8. Changes of Use of Bond Financed Property and Remedial Actions ............ 5
9. Review Upon Completion of Financed Projects ........................................... 5
10. Revision of These Procedures ....................................................................... 6
PROCEDURES CONCERNING
TAX COMPLIANCE FOR
TAX-EXEMPT BORROWINGS
1. Purpose
These procedures concern borrowing obligations of the United City of Yorkville, Kendall County, Illinois
(the “Issuer”), which are referred to herein as “bonds”, whether the obligations are actually called bonds,
promissory notes, a loan, or some other name.
Interest on most bonds is exempt from federal income tax, subject to compliance with Internal Revenue
Code requirements, including restrictions on investment of bond proceeds and requirements as to use of
bond proceeds. This document sets forth procedures to monitor compliance with the applicable federal
tax requirements.
In addition, the Issuer may issue (or may have issued) direct-pay, tax-advantaged borrowing obligations,
such as Build America Bonds, that are subject to similar restrictions.
These procedures do not apply to bonds of the Issuer that are “conduit bonds”, the proceeds of which are
loaned to a nongovernmental person or entity.
2. Identification of Bond Issues for Federal Tax Purposes
The Issuer acknowledges that the federal tax rules apply separately to each bond issue for federal tax
purposes. Sometimes, for federal tax purposes, two or more separately named borrowings may be treated
as a single bond issue, or a single named borrowing may be treated as being composed of two bond
issues. The Responsible Officer identified below will review the Issuer’s tax certificates, and consult
with bond counsel as necessary, to identify and maintain a list of each outstanding bond issue, as treated
for federal tax purposes.
3. Responsibility
The following officers or representatives of the Issuer are assigned the compliance responsibilities set
forth below:
Responsibility Responsible Officer
Overall compliance Finance Director
Maintaining list of bond issues Finance Director
Requirements relating to investment of
bond proceeds, including obtaining rebate
determinations and making required rebate
payments on a timely basis
Finance Director
Requirements relating to use of bond-
financed property, including monitoring
the amount of any private business use
Finance Director
Retention of records Finance Director
Review upon completion of financed
projects
Finance Director
4. Record Retention
For each bond issue, the Responsible Officer will arrange for records to be kept of the investment and
application of proceeds and the use of financed property. For each bond issue, the records will be kept
until at least 4 years after the bond issue is completely retired.
The records do not need to be kept at a single location, and they may be kept in physical or electronic
form.
5. Rebate and Yield Restriction
For each bond issue, the Responsible Officer will comply with the requirements in the authorizing bond
documents, which generally include obtaining rebate determinations or a determination that rebate is not
required.
Unless the Issuer determines that rebate is not required, the Issuer needs to establish the initial rebate
determination date: it should be not later than the 5th anniversary of the bond issue. Additional rebate
determination dates occur every 5 years thereafter and on the date the bond issue is completely retired.
Any rebate payment must be paid to the United States Treasury within 60 days after the rebate
determination date.
As a general policy, the Responsible Officer should have a rebate determination for the bond issue started
by 60 days prior to each rebate determination date and completed by 14 days before a rebate payment
would be due, and should arrange for any required rebate payment to be made to the United States
Treasury by the due date.
The Responsible Officer will identify all funds and accounts that are treated as containing gross proceeds
of the bond issue and take actions needed to comply with any yield-restriction requirements, as further
detailed in the tax certificate for the bond issue. For example, if proceeds in the borrowed money fund
(for general obligations) or comparable fund (for a revenue bond issue) are not spent within the 3-year
“temporary period”, the Responsible Officer will obtain yield-restriction computations for the applicable
fund and, if needed, make yield-reduction payments to the United States Treasury.
6. Investment of Bond Proceeds
The Responsible Officer will direct the investment of all bond proceeds in arm’s-length, fair-market-value
purchases and sales and will not permit the linking of the purchase or sale of investments to the provision
of other services to the Issuer, such as underwriting services.
Federal tax law safe harbors apply to the following types of investments:
Certificates of deposit
Guaranteed investment contracts
Yield-restricted defeasance escrow investments
If a federal tax law safe harbor applies to the type of investment, then as a general policy the Responsible
Officer will arrange for the investment to meet all the requirements of the safe harbor to the extent
reasonably practicable.
Certificates of Deposit: The purchase price of a certificate of deposit is treated as its fair market value if
the yield on the certificate is not less than the yield on reasonably comparable direct obligations of the
United States and the highest yield that is published or posted by the provider to be currently available
from the provider on reasonably comparable certificates of deposit offered to the public.
Guaranteed Investment Contracts: As a general policy, for each purchase of a guaranteed investment
contract, the Responsible Officer will retain a bidding agent to conduct a bona fide competitive bidding
process and require the bidding agent and provider to provide certifications substantially in the form
approved by bond counsel. The Responsible Officer will maintain a record of the amounts paid for
brokerage commissions, bidding agent fees, and other similar administrative costs.
Yield-Restricted Defeasance Escrow Investments: As a general policy, amounts in yield-restricted
defeasance escrows will be invested in United States Treasury securities (State and Local Government
Series) unless those securities are not available for purchase or the Responsible Officer determines, after
consultation with an independent financial advisor, that there are bona fide financial reasons for the
purchase of other types of investments. In those cases, the Responsible Officer will retain a bidding agent
to conduct a bona fide competitive bidding process and require the bidding agent and provider to provide
certifications substantially in the form approved by bond counsel. The Responsible Officer will maintain
a record of the amounts paid for brokerage commissions, bidding agent fees, and other similar
administrative costs.
7. Monitoring Possible Private Business Use.
The Responsible Officer will try to review any contractual arrangement that may result in private business
use of financed property before the arrangement becomes effective. Arrangements that give rise to
private business use generally include contracts that provide special legal entitlements to persons other
than a State or local government (a “nongovernmental person”) or the general public. Sales and leases
of bond-financed property always give rise to private business use. Arrangements that may give rise to
private business use, depending on the terms of the contract, include service contracts.
If the Responsible Officer determines that an arrangement provides for use by a nongovernmental person
of any property financed with proceeds of an outstanding borrowing, then the Responsible Officer will
consult with bond counsel to determine whether, and the extent to which, the arrangement gives rise to
private business use and obtain any recommendations about any further or subsequent review.
8. Changes of Use of Bond Financed Property and Remedial Actions
As a general policy, the Responsible Officer will consult with bond counsel in connection with each bond
issue regarding the specific private business use limit (or private security or payment limit) that applies to
that bond issue. The Responsible Officer will track and record any private business use of financed
property (or private payments made with respect to such usage).
Out of an abundance of caution, the Responsible Officer should consider a transaction as potentially
causing the private business use limit to be exceeded if in any year the amount of private business use is
greater than the limit.
If the Responsible Officer determines any transaction has caused, or may potentially cause, the private
business use limit (or private security or payment limit) of a bond issue to be exceeded, or cause the
private loan limit to be exceeded, the Responsible Officer will consult with bond counsel to determine
whether a remedial action is required or otherwise advisable. If possible, the Responsible Officer will do
so before the transaction is final, so that remedial action requirements and options may be taken into
account.
The general policy of the Issuer is that each remedial action should be approved by an opinion of bond
counsel, even in cases where the legal documents for the bond issue do not expressly require such an
opinion.
In the event that the Responsible Officer determines that the Issuer may have taken a deliberate action
that results in noncompliance of a bond issue with restrictions on use of financed property or proceeds,
and it is no longer timely to take a remedial action, the Responsible Officer will consult with bond
counsel to determine whether it is necessary or appropriate to submit a request for a voluntary closing
agreement to the Internal Revenue Service.
9. Review Upon Completion of Financed Projects
The Issuer adopts, as a prudent practice, the policy of undertaking a review upon completion of all
projects financed by the bond issue, to determine whether the expenditure of bond proceeds falls within
applicable “spend-down” exceptions to arbitrage rebate and that the private business use limit has not
been exceeded. Certain determinations about how bond proceeds are treated as spent are allowed only if
taken before the 5th anniversary of the date of bond issuance, so a prompt review may give the Issuer a
greater ability to address any compliance problem that may be discovered.
10. Revision of These Procedures
These procedures may be revised from time to time to reflect changes of law and ideas for improvement,
and they may be expanded to address other tax compliance actions. They are solely for guidance of Issuer
personnel. There are no third-party beneficiaries of these procedures.
The Responsible Officer will periodically confer with bond counsel on the need or advisability to revise
these procedures, taking into account experience in applying these procedures, changes in the law, and the
requirements of new bond issues.
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Bills for Payment
Tracking Number
Bills for Payment (Informational): $1,131,960.87
City Council – March 22, 2016
None – Informational
Amy Simmons Finance
Name Department
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01
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Page 5 of 37
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Page 6 of 37
01
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1
1
0
AD
M
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R
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12
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Page 7 of 37
01
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Page 8 of 37
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Page 9 of 37
01
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Page 11 of 37
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Page 12 of 37
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Page 13 of 37
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Page 14 of 37
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AD
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01
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Page 17 of 37
01
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Page 18 of 37
01
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1
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AD
M
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12
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Page 20 of 37
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Page 21 of 37
01
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Page 24 of 37
01
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01
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2
Page 27 of 37
DA
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Page 28 of 37
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240,742.28$Page 36 of 37
ACCOUNTS PAYABLE DATE
Manual Check Register (Page 1 )03/09/201665,990.84
Manual Check Register (Page 2 )03/11/2016 50,386.00
City Check Register (Pages 3 - 27)03/22/2016 638,468.82
City MasterCard Bill Register (Pages 28 - 34)03/25/2016 126,372.93
SUB-TOTAL: $881,218.59
OTHER PAYABLES
lhk hk()
UNITED CITY OF YORKVILLE
BILL LIST SUMMARY
Tuesday, March 22, 2016
Manual Check#521769 - Neyer BUILD Check (Page 35)03/07/201610,000.00
SUB-TOTAL: $10,000.00
Bi - Weekly (Page 36)03/11/2016240,742.28
SUB-TOTAL: $240,742.28
TOTAL DISBURSEMENTS:$1,131,960.87
PAYROLL
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Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Mayor #1
Tracking Number
CC 2016-17
Proclamation for National Service Recognition Day
City Council – March 22, 2016
None
Mayor Gary J. Golinski
Name Department
UNITED CITY OF YORKVILLE
National Service Recognition Day Proclamation
WHEREAS, service to others is a hallmark of the American character, and central to
how we meet our challenges; and
WHEREAS, national service expands economic opportunity by creating more
sustainable, resilient communities and providing education, career skills, and
leadership abilities for those who serve; and
WHEREAS, national service participants serve in more than 70,000 locations across the
country, bolstering the civic, neighborhood, and faith‐based organizations that are so
vital to our economic and social well‐being; and
WHEREAS, national service participants increase the impact of the organizations they
serve with, both through their direct service and by recruiting and managing millions
of additional volunteers; and
WHEREAS, national service represents a unique public‐private partnership that
invests in community solutions and leverages non‐federal resources to strengthen
community impact and increase the return on taxpayer dollars; and
WHEREAS, AmeriCorps members and Senior Corps volunteers demonstrate
commitment, dedication, and patriotism by making an intensive commitment to
service, a commitment that remains with them in their future endeavors; and
WHEREAS, the Corporation for National and Community Service shares a priority
with mayors nationwide to engage citizens, improve lives, and strengthen
communities; and is joining with the National League of Cities, City of Service, and
mayors across the country to recognize the impact of service on the Mayors Day of
Recognition for National Service on April 5, 2016.
THEREFORE, BE IT RESOLVED that I, Gary J. Golinski, Mayor of the United City of
Yorkville, do hereby proclaim April 5, 2016, as National Service Recognition Day, and
encourage residents to recognize the positive impact of national service in our city; to
thank those who serve; and to find ways to give back to their communities.
Dated this 22nd day of March, 2016, A.D.
_______________________________
Gary J. Golinski, Mayor
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
ADM #1
Tracking Number
ADM 2016-23
FY 17 Insurance Renewals
City Council – March 22, 2016
ADM – 3/16/16
Moved forward to CC agenda
ADM 2016-23
See attached.
Bart Olson Administration
Name Department
Summary
Review and recommendation of the City’s health insurance plans for FY 17.
Background
This item was last discussed at the March Administration Committee meeting. At that meeting,
the City’s insurance broker, Joe Liberty, and I verbally narrated our recommendations for health
insurance. No written materials were provided at that meeting, so this is the first review of the
recommendations for the FY 17 benefits plan.
Life insurance
Lincoln Financial Group came in with the lowest rate. The FY 17 and FY 18 price for life
insurance will be $6,618 annually. This is 27% less than what the City currently pays. There is a
possibility that Dearborn Financial will give us a quote for life insurance before Tuesday’s meeting.
Typically, Dearborn’s Life Insurance will result in a 0.5% discount on a Blue Cross Blue Shield health
insurance plan – so if we hear from Dearborn before Tuesday’s meeting we may recommend them.
Dental insurance
Guardian Dental (the City’s current dental insurance provider) and MetLife dental both had
competitive quotes for similar programs. Metlife came in 5% – 9% lower than the City’s existing dental
contract, while Guardian came at 12% higher. While the primary benefits of the two competitors are the
same, Guardian offers a provision where unspent individual benefit allocations can roll over from year
to year, which is a significant benefit for families who need any modest dental work completed. The
overall cost of the dental program in FY 16 was $110,000 and the City budgeted an 8% increase. Given
the relatively small financial impact of the Guardian increase and the potentially large benefit of the
rollover to dental insurance users, we recommend staying with Guardian for FY 17. The FY 17 dental
cost would be $122,380.
Health insurance
The City currently offers an HMO and two PPO plans to employees. All three plans are through
Blue Cross Blue Shield. The total cost to the City for health insurance runs between $1,299,948 to
$1,608,948 per year, with the variance due to employees’ usage of the HRA debit card under both PPO
plans. The City has budgeted for an 8% aggregate increase in FY 17. The initial renewal for the year
came back at 18% aggregate increase (15.9% from HMO, 18.1% for PPO1, and 28.9% from PPO2). A
revised renewal came back at a 16% aggregate increase.
Memorandum
To: City Council
From: Bart Olson, City Administrator
CC:
Date: March 17, 2016
Subject: Health insurance renewal
I priced out a couple different HMO plans that would keep the same level of benefits, implement
an HRA component (where the City takes more risk for cost, but could potentially come out ahead at the
end of the year), and increase deductibles (net impact to the City, no net impact to the employees).
Every option I came across was generally the same expected price as the City’s current HMO plan –
except in these options the City would have to implement an HRA for all HMO employees. This would
be added administrative cost for the staff and for the broker, at no cost savings to the employer or
employee. Therefore, we recommend sticking with the same general HMO plan BA HMO MHH106,
which is 13.6% higher than last year’s plan.
On the two PPO plans, the second PPO plan that has less benefits overall and is offered at a
cheaper employee contribution rate can not be offered this year, due to the structure of the family
deductible and Affordable Care Act regulations. There was not a reasonably priced substitute available
for this plan, so we are only proposing to have one PPO plan.
The only PPO plan the City is recommending this year is BE HAS PPO MPSE3X05, which is
11.7% higher than last year’s PPO plan and has similar benefits. The Family deductible and out-of-
pocket limits are actually reduced $150 annually, due to Affordable Care Act regulations. We would
propose to split the deductible and out of pocket as $5,750 from the City, and $1,100 from the
employee. This means that the employees would pick up $100 more annually than they did last
year, assuming they hit their out of pocket limit. The single deductible stays the same as last year’s
plan at $3,500 annually (with the City picking up $3,000 of that deductible via HRA card), but the out of
pocket maximum increases to $5,800. We would propose to split the deductible and out of pocket as
$5,200 from the City and $600 from the employee. This means that the employees would pick up
$100 more annually than they did last year, assuming they hit their out of pocket limit.
If all recommendations above are accepted by the City Council, we think the actual health
insurance renewal will be approximately 10% higher than last year, which is about 2% or $30,000
higher than we budgeted. As always, actual figures depend on HRA usage and employee selections of
health insurance plans during open enrollment.
In the past couple years, we’ve had relatively stable health insurance premium renewals, after a
period of instability for years further in the past. This year, the City’s loss ratio was 140%, which means
for every dollar the City paid to BCBS for health insurance, BCBS paid out $1.40 in claims. As
explained verbally at the Administration Committee meeting, this poor loss ratio means that we would
be unattractive to other carriers and pools and that BCBS is trying to recoup their costs from us. It has
been several years since we’ve done a comprehensive health insurance benefits analysis, so we are likely
to undertake that in 2016 in anticipation of FY 18 renewals in March 2017. This analysis would look at
brokerage services, pools, alternative providers, etc. and would be done through an RFP to brokers. We
did a partial analysis 2-3 years ago, and then scrapped the project when our HR Manager left for another
municipality.
Recommendation
Staff recommends Lincoln Financial for life insurance, Guardian Dental for dental insurance,
Blue Cross Blue Shield HMO plan BA HMO MHH106, and Blue Cross Blue Shield PPO plan BE HAS
PPO MPSE3X05 with the HRA contribution amounts as narrated above.
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
PKBD #1
Tracking Number
CC 2016-18
Review of Grande Reserve Park A Improvement Bids
City Council – March 22, 2016
PKBD – 3/10/16
Moved forward to CC agenda
Majority
Approval
Please see attached.
Tim Evans Parks and Recreation
Name Department
Summary
Review of Grande Reserve Park A Improvement Bids.
Background
In 2008, the Parks and Recreation Department was awarded an Open Space Lands Acquisitions
& Development Grant to renovate Raintree B Park, which was completed in 2012 with funds
received in 2013. Grande Reserve Park A was used as the land-matching part of the grant.
According to the grant, this park must be completed in 2016, with construction of the park
having to start by April 16, 2016. To complete the grant, Grande Reserve Park A must be
brought up to the park development standards and a basketball court amenity added.
Recommendation
In 2015, Engineer Enterprise, Inc. was approved for a professional services agreement to assist
Parks and Recreation staff in completing the Grande Reserve Park A park development
standards. Attached is the memo/recommendation from Engineering Enterprises, Inc., as well as
a tabulation of the bids received. Staff seeks City Council approval of the Park Board
recommendation to approve the submitted bid from Semper Fi Land Services, 1215 Deer Street,
Yorkville, IL 60506 in the amount of $51,549.00.
Memorandum
To: Yorkville City Council
From: Tim Evans, Director of Parks and Recreation
CC: Bart Olson, City Administrator
Date: March 14, 2016
Subject: Review of Grande Reserve Park A Improvement Bids
Bids were received, opened and tabulated for work to be done on the Grand Reserve Park A at
11:00 a.m., February 29, 2016. Representatives of contractors bidding the project, and our firm
were in attendance. A tabulation of the bids and the engineer’s estimate is attached for your
information and record.
We recommend the acceptance of the bid and approval of award be made to the low bidder,
Semper Fi Land Services., 1215 Deer Street, Yorkville, IL 60506 in the amount of $51,549.00.
If you have any questions or require additional information, please let us know.
Memorandum
To: Bart Olson, City Administrator
From: Brad Sanderson, EEI
CC: Tim Evans, Director of Parks and Recreation
Scott Sleezer, Superintendent of Parks
Krysti Barksdale-Noble, Community Dev. Dir.
Lisa Pickering, Deputy City Clerk
Date: March 1, 2016
Subject: Grand Reserve - Park A Improvements
Page 1 of 1
BID TABULATION
BIDS RECD 2/29/2016
ITEM UNIT UNIT UNIT UNIT UNIT
NO.DESCRIPTION UNIT QUANTITY PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT
1 DISC AND RESEED LSUM 1 27,000.00$ 27,000.00$ 51,000.00$ 51,000.00$ 45,900.00$ 45,900.00$ 57,000.00$ 57,000.00$ 54,000.00$ 54,000.00$
2 ADJUST STRUCTURE TO GRADE EACH 4 1,350.00$ 5,400.00$ 925.00$ 3,700.00$ 750.00$ 3,000.00$ 500.00$ 2,000.00$ 1,500.00$ 6,000.00$
3 CLEAN STORM STRUCTURE EACH 4 700.00$ 2,800.00$ 330.00$ 1,320.00$ 600.00$ 2,400.00$ 250.00$ 1,000.00$ 300.00$ 1,200.00$
4 BACKFILL & RESTORE LOW AREAS SQYD 60 75.00$ 4,500.00$ 21.40$ 1,284.00$ 22.50$ 1,350.00$ 30.00$ 1,800.00$ 20.00$ 1,200.00$
5 PARKWAY TREE EACH 3 683.00$ 2,049.00$ 510.00$ 1,530.00$ 545.00$ 1,635.00$ 700.00$ 2,100.00$ 450.00$ 1,350.00$
6
INSTALL WATER SERVICE, 1" COPPER W/ B-
BOX LSUM 1 3,900.00$ 3,900.00$ 3,120.00$ 3,120.00$ 7,200.00$ 7,200.00$ 3,000.00$ 3,000.00$ 3,200.00$ 3,200.00$
7 INSTALL SANITARY SERVICE, 6" SDR-26 LSUM 1 5,900.00$ 5,900.00$ 5,660.00$ 5,660.00$ 8,298.00$ 8,298.00$ 3,000.00$ 3,000.00$ 4,000.00$ 4,000.00$
TOTAL 51,549.00$ 67,614.00$ 69,783.00$ 69,900.00$ 70,950.00$
Somonauk, IL 60552Joliet, IL 60433Yorkville, IL 60506 Yorkville, IL 60560 Newark, IL 60541
BID TABULATION
GRAND RESERVE PARK A IMPROVEMENTS
UNITED CITY OF YORKVILLE
1215 Deer Street P.O. Box 544 P.O. Box 655
GEORGE'S LANDSCAPING, INC.
1410 Mills Road
WILKINSON EXCAVATING
725 East LaSalle Street
SEMPER FI LAND SERVICES KENDALL EXCAVATING S & K EXCAVATING & TRUCKING
ENGINEERING ENTERPRISES, INC.
52 WHEELER ROAD, SUGAR GROVE, ILLINOIS
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
PKBD #2
Tracking Number
CC 2016-19
Bicentennial Riverfront Park Playground Structure Purchase Proposal
City Council – March 22, 2016
PKBD – 3/10/16
Moved forward to CC agenda
Majority
Approval
Please see attached.
Tim Evans Parks and Recreation
Name Department
Summary
A review of the Bicentennial Riverfront Park playground structure purchase proposal.
Background
In May, 2013, the United City of Yorkville Parks and Recreation Department was awarded, from
the Illinois Department of Natural Resources (IDNR), an Open Space Lands Acquisition and
Development (OSLAD) grant to further develop Bicentennial Riverfront Park. As part of the
grant, improvements to the park included a new, nature-themed playground.
In January 2015, Park Board recommended and City Council approved a Bicentennial Riverfront
Park playground structure Request for Proposal (RFP). At their March, 2015 meetings, the Park
Board and City Council reviewed all of the playground proposals submitted. After lengthy
discussions, the Board and City Council approved the Burke Premier Playground nature themed
playground proposal, #129-84983-2. Attached is a description of the approved, Burke’s
playground structure proposal, the IDNR playground approval and associated forms.
Shortly after approving the playground, staff was notified by IDNR that the grant had been
suspended and funding for the playground purchase was no longer available. Over the current,
fiscal budget year, staff has prepared for the possible purchase of a playground within the Parks
and Recreation budget as well as using $15,000 pledged from the Riverfront Park Foundation.
At this time, staff proposes the following:
1) Purchase the approved playground in the amount of $81,815, invoice attached.
2) In addition to the pledged $15,000 from the Riverfront Park Foundation, the FY 17 Parks
and Recreation Department budget is based on a budgeted deficit of ($146,000) in FY16.
However, staff anticipates the FY16 budget deficit to be closer to ($70,000), a $76,000
difference. Staff would like to use $66,815 of the anticipated $76,000 difference
combined with the $15,000 that the Riverfront Park Foundation has pledged, to purchase
the Park Board and City Council approved playground structure in the amount $81,815.
3) If the grant is reinstated, the playground purchase amount will be reimbursed, once the
entire grant is completed and submitted. If the grant is not reinstated, then the playground
purchase will be not be reimbursed.
Memorandum
To: Yorkville City Council
From: Tim Evans, Director of Parks and Recreation
CC: Bart Olson, City Administrator
Date: March 14, 2016
Subject: Bicentennial Riverfront Park Playground Structure Purchase
Proposal
4) If the playground purchase is approved, staff anticipates a late summer or early fall
installation time-frame.
5) Lastly and if approved, the City Council could also use Downtown Tax Increment
Financing (TIF) funds to match what the Riverfront Park Foundation has pledged
($15,000), which would then lower the Parks and Recreation budget contribution to
$51,815.
Recommendation
Additional analysis will be presented verbally at the meeting. Staff is seeking City Council
approval of the Park Board recommendation to purchase the Burke Playground proposal
#129-84983-2 in the amount of $81,815.
United City of Yorkville
Riverfront Park Playground
Proposal # 129-84983-2
February 02, 2016
Presented by
Play Illinois, Inc.
and
February 02, 2016
Timothy Evans
United City of Yorkville
800 Game Farm Road
Yorkville, IL 60560
Dear Timothy Evans:
Play Illinois, Inc. is delighted to provide United City of Yorkville with this playground
equipment proposal.
This design was developed with your specific needs in mind, and we look forward to
discussing this project further with you to ensure your complete satisfaction. Play
Illinois, Inc. is confident that this proposal will satisfy United City of Yorkville’s functional,
environmental, and safety requirements -- and most importantly -- bring joy and
excitement to the children and families directly benefiting from your new playground.
You have our personal commitment to support this project and your organization in
every manner possible, and we look forward to continue developing a long-standing
relationship with United City of Yorkville. We appreciate your consideration and value
this opportunity to earn your business.
Sincerely,
Michael Maloney
Play Illinois, Inc.
4716 Roslyn Rd.
Downers Grove, IL 60515
Design Summary
Play Illinois, Inc. is very pleased to present this Proposal for con sideration for the
Riverfront Park Playground located in Yorkville. BCI Burke Company, LLC has been
providing recreational playground equipment for over 90 years and has developed the
right mix of world-class capabilities to meet the initial and continuing needs of United
City of Yorkville. We believe our proposal will meet or exceed your project’s
requirements and will deliver the greatest value to you.
The following is a summary of some of the key elements of our Proposal:
Project Name: Riverfront Park Playground
Project Number: 129-84983-2
User Capacity: 180
Age Groups: Ages 5-12 years
Dimensions: 44' 10" x 99' 8"
Designer Name: Kari Champeau
Play Illinois, Inc. has developed a custom playground configuration based on the
requirements as they have been presented for the Riverfront Park Playground
playground project. Our custom design will provide a safe and affordable playground
environment that is aesthetically pleasing, full of fun for all users and uniquely satisfies
your specific requirements. In addition, proposal # 129-84983-2 has been designed with
a focus on safety, and is fully compliant with ASTM F1487 and CPSC playground safety
standards.
We invite you to review this proposal for the Riverfront Park Playground playground
project and to contact us with any questions that you may have.
Thank you in advance for giving us the opportunity to make this project a success .
Proposal # 129-84983-2
February 02, 2016
2016 Pricing
Proposal Prepared for: Project Location: Proposal Prepared by:
Timothy Evans Riverfront Park Playground Play Illinois, Inc.
United City of Yorkville 800 Game Farm Road 4716 Roslyn Rd.
800 Game Farm Road Yorkville, IL 60560 Downers Grove, IL 60515
Yorkville, IL 60560 Phone: 844-222-9990
Phone: 630-553-4357 Fax:
mike@playil.today
Michael Maloney
Phone: 844-222-9990
Fax:
mike@playil.today
Component No. Description Qty. User Cap. Ext. User Cap. Weight Ext. Weight
Burke Basics
550-0100 TOT SEAT, 7' & 8' PAIR, STD ... 1 0 0 23 23
550-0112 BELT SEAT, 8' PAIR, STD CHAIN 1 0 0 20 20
550-0135 5" OD ARCH SWING 1 2 2 366 366
550-0136 5" OD ARCH SWING ADD-ON 1 2 2 223 223
560-2573 KIDFORCE SPINNER 1 1 1 43 43
Intensity
370-0001 AGILITY ARC 1 1 1 11 11
370-0008 WILD WEB ROPE CLIMBER 1 6 6 77 77
370-0009 HEALTHY HAMMOCK 1 1 1 6 6
370-0016 GRAB BAR ASSEMBLY 1 0 0 6 6
370-0024 DYNAMIC DISCS 1 6 6 93 93
370-0027 LAUNCH PAD 2 1 2 9 18
370-0033 ODYSSEY POST LINK DOUBLE 1 4 4 78 78
370-0710 TRIANGLE TRAVERSE 1 2 2 40 40
370-0830 PLEXUS HOLE CLIMBER 1 2 2 97 97
370-0837 CLIMBER POST ATTACHMENT 1 0 0 3 3
370-1582 APEX ELLIPSE CLIMBER 1 8 8 191 191
470-0101 DYNAMIC PAD 2 2 4 27 54
470-0102 SWIFT GLIDER 1 3 3 132 132
670-0097 INTENSITY CURRICULUM KIT 1 0 0 2 2
Nucleus
270-0050 8" CLOSURE PLATE 7 0 0 10 70
270-0129 TRIANGLE PLATFORM 9 2 18 48 432
270-0130 SQUARE PLATFORM 1 6 6 106 106
270-0131 HEXAGONAL PLATFORM S5P 1 0 0 287 287
270-0185 PLATFORM LADDER 16" 1 1 1 10 10
270-0193 CLUBHOUSE OFFSET ENCLOSURE, R... 1 0 0 36 36
270-0194 CLUBHOUSE OFFSET ENCLOSURE, L... 1 0 0 35 35
270-0223 8" RISE ENTRANCE RAMP W/ GUAR... 1 10 10 377 377
270-0231 24" PLATFORM TO PLATFORM BARR... 1 0 0 35 35
270-0236 VIPER SLIDE HALF HEX PLATFORM 1 6 6 145 145
270-0263 FUN PHONE GRND - GRND 1 2 2 36 36
370-0420 LEAF CLIMBER 16" - 24" 1 2 2 62 62
370-0466 16" TRANSITION STAIR W/BARRIE... 1 1 1 109 109
370-0468 32" TRANSITION STAIR W/BARRIE... 3 3 9 215 645
Proposal # 129-84983-2
February 02, 2016
2016 Pricing
370-0763 ODYSSEY DECK LINK 2 4 8 40 80
370-0771 CLUBHOUSE BOARD CLIMBER 72" 1 2 2 92 92
370-0779 CLUBHOUSE STONE SLOPE CLIMBER... 1 2 2 132 132
370-0806 TRIGON TOWER 1 9 9 172 172
370-0810 POWER PEAK W/ PANELS 1 8 8 87 87
470-0482 48" BENCH 1 3 3 18 18
470-0552 VIPER S 96 1 4 4 248 248
470-0596 VIPER III SPIRAL-S-L3 112 1 12 12 801 801
470-0620 TRIPLE PETAL POST TOPPER 4 0 0 96 384
470-0638 CLUBHOUSE HEX ROOF 2 0 0 335 670
570-0570 ANIMAL TRACKS PANEL, BELOW PL... 1 2 2 48 48
570-0718 HYPNO ACTIVITY PANEL 1 2 2 9 9
570-0782 CLUBHOUSE FULL BOARD PANEL 2 0 0 35 70
570-0783 CLUBHOUSE UPPER BOARD PANEL 6 0 0 13 78
570-0794 PADDLE BALL PANEL 1 1 1 47 47
570-0796 PROPELLER PANEL, ABOVE PLATFO... 1 2 2 61 61
570-0811 BRAILLE PANEL 1 4 4 55 55
570-1547 CHIMES PANEL 1 4 4 59 59
570-1615 DRUM PANEL 1 4 4 49 49
600-0104 NPPS SUPERVISION SAFETY KIT 1 0 0 3 3
670-0002 POST ASSEMBLY 5" OD X 107" 2 0 0 58 116
670-0098 MODULAR HARDWARE, NUCLEUS 1 0 0 5 5
670-0099 INSTALLATION KIT, INTENSITY 1 0 0 2 2
670-0103 MAINTENANCE KIT, INTENSITY 1 0 0 0 0
670-0149 POST ASSEMBLY 5" OD X 197" 3 0 0 104 312
670-0150 POST ASSEMBLY 5" OD X 80" 2 0 0 44 88
670-0162 POST, SWAGED ROOF 5" OD X 197" 7 0 0 103 721
670-0163 POST, SWAGED ROOF 5" OD X 220" 2 0 0 115 230
670-0164 POST, SWAGED ROOF 5" OD X 158" 7 0 0 83 581
670-0165 POST ASSEMBLY 5" OD X 123" 1 0 0 66 66
670-0166 POST ASSEMBLY 5" OD X 139" 4 0 0 74 296
670-0167 POST ASSEMBLY 5" OD X 147" 2 0 0 78 156
670-0168 POST ASSEMBLY 5" OD X 158" 3 0 0 84 252
670-0169 POST ASSEMBLY 5" OD X 171" 1 0 0 91 91
670-0403 VIPER III STUBBY POST 112 1 0 0 77 77
RockIt
560-0541 ROCKIT OFFSET PANEL 2 4 8 83 166
560-0545 ROCKIT END LADDER 2 2 4 35 70
560-0546 ROCKIT CURVED LADDER 1 2 2 59 59
Total User Capacity: 180
Total Weight: 10,319 lbs.
Total Equipment Price: $81,744
Less 2% Check with Order Discount: -1,635
Shipping Cost: 1,676
Total Delivered Price: $81,815
Special Notes:
Prices do not include unloading, material storage, site excavation/preparation, removal of existing equipment,
removal of excess soil from footing holes, site security, safety surfacing, installation, or sales tax (if applicable).
Prices are based on standard colors per CURRENT YEAR BCI Burke Catalog. Custom colors, where available,
would be an extra charge. Pricing is valid for 45 days from the date of this proposal.
Have a question or comment about this agenda item?
Call us Monday-Friday, 8:00am to 4:30pm at 630-553-4350, email us at agendas@yorkville.il.us, post at www.facebook.com/CityofYorkville,
tweet us at @CityofYorkville, and/or contact any of your elected officials at http://www.yorkville.il.us/gov_officials.php
Agenda Item Summary Memo
Title:
Meeting and Date:
Synopsis:
Council Action Previously Taken:
Date of Action: Action Taken:
Item Number:
Type of Vote Required:
Council Action Requested:
Submitted by:
Agenda Item Notes:
The proposed budget can be found under the public hearing section of this packet.
Reviewed By:
Legal
Finance
Engineer
City Administrator
Human Resources
Community Development
Police
Public Works
Parks and Recreation
Agenda Item Number
Mayor #2
Tracking Number
CC 2016-13
Ordinance Approving the 2016-2017 Fiscal Budget
City Council – March 22, 2016
Majority
Approval
Consideration of the FY 17 Budget Proposal
Bart Olson Administration
Name Department
Summary
Review of FY 17 budget proposal and recommended changes to budget proposal.
Background
This item was last discussed at the March 8 City Council meeting. At that meeting, I gave a
presentation on the FY 17 budget proposal, and a few items were discussed by City Council. Since that
meeting, there are a few modest changes to the FY 17 budget proposal.
Budget Adjustment #1
This adjustment reflects the awarded bid price for the Route 34 eastern project. Actual bids came back
$65,000 higher than IDOT had estimated. This will impact the citywide capital, water and sewer funds.
Budget Adjustment #2
This adjustment reflects a scrivener’s error in the debt service payments in the 2015A bond in the
Countryside TIF fund. There is no net impact on the budget proposal.
Budget Adjustment #3
The Baseline Road bridge closure project has been authorized as part of the FY 16 budget. This project
is not likely to occur in FY 16, and needs to be budgeted in FY 17.
Recommendation
A blank copy of the budget ordinance is attached to this memo for your general knowledge. We
do not seek budget approval at this meeting, so no motion is provided. Staff recommends this meeting
be used to discuss various parts of the budget proposal.
Memorandum
To: City Council
From: Bart Olson, City Administrator
CC:
Date: March 17, 2016
Subject: FY 17 budget
Ordinance No. 2016-____
Page 1
ORDINANCE NO. 2016-_____
ORDINANCE APPROVING THE 2016-2017 FISCAL BUDGET
FOR THE UNITED CITY OF YORKVILLE
WHEREAS, the Mayor and City Council of the UNITED CITY OF YORKVILLE
have duly held all Public Hearings, allowed public input, and have duly considered
formation of a budget for the 2016-2017 Fiscal Year; and
WHEREAS, a tentative budget was duly announced and available for examination at
the City offices of the UNITED CITY OF YORKVILLE; and
WHEREAS, the Mayor and City Council of the UNITED CITY OF YORKVILLE
deem it in the best interest of the City for the orderly operation thereof to pass and
approve the 2016-2017 Fiscal Year Budget being submitted on March 22, 2016 at its
regular City Council Meeting:
NOW, THEREFORE, BE IT ORDAINED, by the Mayor and City Council of the
United City of Yorkville, Kendall County, Illinois that the 2016-2017 Budget totaling
$_______________ including the amounts of $___________ General Fund, $_________
Motor Fuel Tax Fund, $________ Vehicle & Equipment Fund, $_________ Sewer Fund,
$_________ Water Fund, $_________ City-Wide Capital Fund, $_______ Debt Service
Fund, $_______ Land Cash Fund, $_________ Parks & Recreation Fund, $________
Library Operations Fund, $_______ Library Debt Service Fund, $______ Library Capital
Fund, $______ Countryside TIF Fund, $_______ Downtown TIF Fund, $______
Sunflower SSA Fund, and $______ Fox Hill SSA Fund is hereby adopted for the 2016-
2017 Fiscal Year, as presented.
Passed by the City Council of the United City of Yorkville, Kendall County,
Illinois this _____ day of _________________, A.D. 2016.
______________________________
CITY CLERK
Ordinance No. 2016-____
Page 2
CARLO COLOSIMO ________ KEN KOCH ________
JACKIE MILSCHEWSKI ________ LARRY KOT ________
CHRIS FUNKHOUSER ________ JOEL FRIEDERS ________
DIANE TEELING ________ SEAVER TARULIS ________
Approved by me, as Mayor of the United City of Yorkville, Kendall County,
Illinois this _____ day of _________________, A.D. 2016.
______________________________
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R
d
)
P
r
o
j
e
c
t
-
1
,
2
6
7
(
1
,
2
6
7
)
(6
4
,
9
1
1
)
Bu
d
g
e
t
A
d
j
u
s
t
m
e
n
t
#
2
FY
2
0
1
7
-
F
Y
2
0
2
1
C
o
u
n
t
r
y
s
i
d
e
T
I
F
C
o
u
n
t
r
y
s
i
d
e
T
I
F
8
7
-
8
7
0
-
7
7
-
0
0
-
8
0
0
0
P
R
I
N
C
I
P
A
L
P
A
Y
M
E
N
T
Proposed by Management3/4/2016
FY
2
0
1
7
-
F
Y
2
0
2
1
C
o
u
n
t
r
y
s
i
d
e
T
I
F
C
o
u
n
t
r
y
s
i
d
e
T
I
F
5
1
-
5
1
0
-
7
7
-
0
0
-
8
0
0
0
P
R
I
N
C
I
P
A
L
P
A
Y
M
E
N
T
FY
2
0
1
7
-
F
Y
2
0
2
1
C
o
u
n
t
r
y
s
i
d
e
T
I
F
C
o
u
n
t
r
y
s
i
d
e
T
I
F
8
7
-
8
7
0
-
7
7
-
0
0
-
8
0
5
0
I
N
T
E
R
E
S
T
P
A
Y
M
E
N
T
FY
2
0
1
7
-
F
Y
2
0
2
1
C
o
u
n
t
r
y
s
i
d
e
T
I
F
C
o
u
n
t
r
y
s
i
d
e
T
I
F
5
1
-
5
1
0
-
7
7
-
0
0
-
8
0
5
0
I
N
T
E
R
E
S
T
P
A
Y
M
E
N
T
0
Bu
d
g
e
t
A
d
j
u
s
t
m
e
n
t
#
3
FY
2
0
1
7
M
o
t
o
r
F
u
e
l
T
a
x
M
o
t
o
r
F
u
e
l
T
a
x
1
5
-
1
5
5
-
6
0
-
0
0
-
6
0
0
4
BA
S
E
L
I
N
E
R
O
A
D
B
R
I
D
G
E
R
E
P
A
I
R
S
-
5
0
,
0
0
0
(5
0
,
0
0
0
)
Proposed by Management3/8/2016
(5
0
,
0
0
0
)
Ne
t
E
f
f
e
c
t
o
n
F
u
n
d
B
a
l
a
n
c
e
Ne
t
E
f
f
e
c
t
o
n
F
u
n
d
B
a
l
a
n
c
e
Co
r
r
e
c
t
e
d
As
P
r
e
s
e
n
t
e
d
i
n
F
Y
2
0
1
7
D
r
a
f
t
B
u
d
g
e
t
Co
r
r
e
c
t
e
d
As
P
r
e
s
e
n
t
e
d
i
n
F
Y
2
0
1
7
D
r
a
f
t
B
u
d
g
e
t
In
c
o
r
r
e
c
t
a
c
c
o
u
n
t
n
u
m
b
e
r
s
s
h
o
w
n
f
o
r
t
h
e
p
r
i
n
c
i
p
a
l
&
i
n
t
e
r
e
s
t
p
a
y
m
e
n
t
s
f
o
r
t
h
e
2
0
1
5
A
b
o
n
d
i
n
t
h
e
Co
u
n
t
r
y
s
i
d
e
T
I
F
F
u
n
d
.
S
c
r
i
v
e
n
e
r
s
e
r
r
o
r
o
n
l
y
-
n
o
effect on fund balance.
Ne
t
E
f
f
e
c
t
o
n
F
u
n
d
B
a
l
a
n
c
e
Mo
v
e
B
a
s
e
l
i
n
e
R
o
a
d
c
a
p
i
t
a
l
o
u
t
l
a
y
f
r
o
m
F
Y
2016 to FY 2017.
Es
t
i
m
a
t
e
d
c
o
s
t
o
f
p
r
o
j
e
c
t
r
e
v
i
s
e
d
,
p
u
r
s
u
a
n
t
t
o
ID
O
T
P
a
r
t
i
c
i
p
a
t
i
o
n
B
r
e
a
k
d
o
w
n
d
a
t
e
d
F
e
b
r
u
a
r
y
2
3
,
20
1
6
.
O
r
i
g
i
n
a
l
e
s
t
i
m
a
t
e
w
a
s
$
2
8
4
,
1
4
2
(
$
2
8
3
,
8
0
0
in
F
Y
1
7
P
r
o
p
o
s
e
d
B
u
d
g
e
t
)
.
R
e
v
i
s
e
d
a
m
o
u
n
t
i
s
$3
4
8
,
7
0
8
.
2
6
-
a
l
l
o
c
a
t
e
d
b
e
t
w
e
e
n
C
i
t
y
-
W
i
d
e
C
a
p
i
t
a
l
($
2
7
8
,
5
3
8
)
;
W
a
t
e
r
(
$
6
6
,
3
7
2
)
;
a
n
d
S
e
w
e
r
(
3
,
8
0
1
)
.
FY
2
0
1
6
F
Y
2
0
1
7
F
Y
2
0
1
8
F
Y
2
0
1
9
F
Y
2
0
2
0
F
Y
2
0
2
1
Pr
o
j
e
c
t
e
d
Pr
o
p
o
s
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Totals
Ge
n
e
r
a
l
Fo
x
H
i
l
l
S
S
A
Su
n
f
l
o
w
e
r
S
S
A
Mo
t
o
r
F
u
e
l
T
a
x
(5
0
,
0
0
0
)
Ci
t
y
-
W
i
d
e
C
a
p
i
t
a
l
1
,
7
5
4
1
,
7
5
4
1
,
7
5
4
Ve
h
i
c
l
e
&
E
q
u
i
p
m
e
n
t
De
b
t
S
e
r
v
i
c
e
Wa
t
e
r
(2
2
,
1
2
4
)
(
2
2
,
1
2
4
)
(
2
2
,
1
2
4
)
Se
w
e
r
(1
,
2
6
7
)
(
1
,
2
6
7
)
(
1
,
2
6
7
)
Pa
r
k
s
&
R
e
c
r
e
a
t
i
o
n
Li
b
r
a
r
y
O
p
s
Li
b
r
a
r
y
D
e
b
t
S
e
r
v
i
c
e
Li
b
r
a
r
y
C
a
p
i
t
a
l
Co
u
n
t
r
y
s
i
d
e
T
I
F
Do
w
n
t
o
w
n
T
I
F
En
t
i
t
y
-
W
i
d
e
T
o
t
a
l
0
(7
1
,
6
3
7
)
(
2
1
,
6
3
7
)
(
2
1
,
6
3
7
)
00
0
Ov
e
r
a
l
l
E
f
f
e
c
t
o
f
P
r
o
p
o
s
e
d
B
u
d
g
e
t
A
d
j
u
s
t
m
e
n
t
s
o
n
F
u
n
d
B
a
l
a
n
c
e
/
F
u
n
d
B
a
l
a
n
c
e
E
q
u
i
v
a
l
e
n
t
FY
2
0
1
6
F
Y
2
0
1
7
F
Y
2
0
1
8
F
Y
2
0
1
9
F
Y
2
0
2
0
F
Y
2
0
2
1
Pr
o
j
e
c
t
e
d
Pr
o
p
o
s
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Ge
n
e
r
a
l
5
,
0
2
6
,
0
0
5
4
,
8
6
7
,
3
1
8
4
,
4
6
4
,
7
6
6
3
,
8
7
1
,
3
2
9
3
,
0
8
4
,
7
1
5
2
,
0
9
6
,
3
0
3
Fo
x
H
i
l
l
S
S
A
(1
2
,
1
4
0
)
(
9
,
9
0
0
)
(
8
,
6
2
7
)
(
7
,
3
5
4
)
(
6
,
0
8
1
)
(
4
,
8
0
8
)
Su
n
f
l
o
w
e
r
S
S
A
(3
9
,
3
5
7
)
(
3
6
,
4
9
9
)
(
3
5
,
9
4
8
)
(
2
9
,
3
9
7
)
(
2
2
,
8
4
6
)
(
1
6
,
2
9
5
)
Mo
t
o
r
F
u
e
l
T
a
x
7
1
2
,
0
8
2
4
8
4
,
0
7
9
2
6
0
,
8
2
1
8
0
,
1
6
7
(5
0
,
0
0
0
)
(
5
0
,
0
0
0
)
Ci
t
y
-
W
i
d
e
C
a
p
i
t
a
l
2
,
6
2
2
,
2
1
8
6
4
9
,
2
0
9
2
0
0
,
8
5
0
5
,
2
6
2
5
,
2
6
2
5
,
2
6
2
Ve
h
i
c
l
e
&
E
q
u
i
p
m
e
n
t
5
1
,
5
6
5
0
0
0
0
0
De
b
t
S
e
r
v
i
c
e
0
0
0
0
0
0
Wa
t
e
r
4
,
4
1
1
,
5
0
1
1
,
7
6
6
,
0
4
5
1
,
6
2
4
,
1
7
9
1
,
2
0
6
,
4
4
3
2
9
2
,
5
4
4
4
7
6
,
7
7
1
Se
w
e
r
1
,
4
0
7
,
9
2
6
9
7
9
,
8
7
8
5
6
9
,
3
7
4
1
5
3
,
0
7
0
2
8
3
,
0
1
8
5
0
0
,
6
5
4
La
n
d
C
a
s
h
1
8
5
,
1
7
5
2
2
0
,
3
2
0
(7
3
,
5
1
2
)
29
0
,
7
5
4
3
2
5
,
7
5
4
3
6
0
,
7
5
4
Co
u
n
t
r
y
s
i
d
e
T
I
F
(5
5
7
,
7
9
2
)
(
5
2
0
,
5
5
1
)
(
4
7
3
,
3
6
6
)
(
4
2
5
,
8
6
4
)
(
4
3
8
,
8
4
9
)
(
4
5
0
,
3
0
0
)
Do
w
n
t
o
w
n
T
I
F
(1
0
5
,
5
1
6
)
(8
8
,
2
4
6
)
(7
0
,
9
8
1
)
(4
8
,
7
2
6
)
(2
6
,
4
7
1
)
78
4
Ad
j
u
s
t
e
d
C
i
t
y
-
W
i
d
e
To
t
a
l
13
,
7
0
1
,
6
6
7
8
,
3
1
1
,
6
5
3
6
,
4
5
7
,
5
5
6
5
,
0
9
5
,
6
8
4
3
,
4
4
7
,
0
4
6
2
,
9
1
9
,
1
2
5
Ci
t
y
F
u
n
d
B
a
l
a
n
c
e
/
F
u
n
d
B
a
l
a
n
c
e
E
q
u
i
v
a
l
e
n
t
-
A
d
j
u
s
t
e
d
FY
2
0
1
6
F
Y
2
0
1
7
F
Y
2
0
1
8
F
Y
2
0
1
9
F
Y
2
0
2
0
F
Y
2
0
2
1
Pr
o
j
e
c
t
e
d
Pr
o
p
o
s
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pa
r
k
&
R
e
c
C
a
p
i
t
a
l
1
,
1
6
9
0
1
0
6
2
1
2
3
1
8
4
2
4
Pa
r
k
s
&
R
e
c
r
e
a
t
i
o
n
4
1
1
,
2
6
2
26
7
,
1
1
7
27
3
,
6
3
1
28
1
,
2
6
5
28
9
,
3
2
2
29
7
,
8
1
7
Ad
j
u
s
t
e
d
E
n
t
i
t
y
-
W
i
d
e
To
t
a
l
41
2
,
4
3
1
2
6
7
,
1
1
7
2
7
3
,
7
3
7
2
8
1
,
4
7
7
2
8
9
,
6
4
0
2
9
8
,
2
4
1
Pa
r
k
s
&
R
e
c
r
e
a
t
i
o
n
F
u
n
d
B
a
l
a
n
c
e
/
F
u
n
d
B
a
l
a
n
c
e
E
q
u
i
v
a
l
e
n
t
A
d
j
u
s
t
e
d
FY
2
0
1
6
F
Y
2
0
1
7
F
Y
2
0
1
8
F
Y
2
0
1
9
F
Y
2
0
2
0
F
Y
2
0
2
1
Pr
o
j
e
c
t
e
d
Pr
o
p
o
s
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Pr
o
j
e
c
t
e
d
Li
b
r
a
r
y
4
6
0
,
7
8
2
4
3
7
,
2
6
2
4
0
1
,
5
7
1
3
5
5
,
8
1
0
2
9
9
,
1
5
1
2
3
0
,
7
1
0
Li
b
r
a
r
y
D
e
b
t
S
e
r
v
i
c
e
0
0
0
0
0
0
Li
b
r
a
r
y
C
a
p
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t
a
l
2
0
,
8
2
9
28
,
9
4
4
28
,
9
5
4
28
,
9
5
4
28
,
9
5
4
28
,
9
5
4
Ad
j
u
s
t
e
d
E
n
t
i
t
y
-
W
i
d
e
To
t
a
l
48
1
,
6
1
1
4
6
6
,
2
0
6
4
3
0
,
5
2
5
3
8
4
,
7
6
4
3
2
8
,
1
0
5
2
5
9
,
6
6
4
Li
b
r
a
r
y
F
u
n
d
B
a
l
a
n
c
e
A
d
j
u
s
t
e
d