An Inside Look at Lisle IL Budgets (2021–2025) 📊
- Jake Kilts
- Mar 2
- 20 min read
The Village of Lisle – known as “The Arboretum Village” – is a community of about 23,400 residents in suburban DuPage County. Lisle’s annual budget outlines how it funds essential services like police protection, public works, utilities, and community development. Below we break down Lisle’s budgets from 2021 to the present (FY2021-22 through FY2024-25), examining revenues, departmental spending, capital projects, and how well the Village has managed taxpayer dollars. We’ll also highlight and draw insights about fiscal efficiency, priorities, and any areas for improvement.
1. Total Revenues and Sources (FY2021–2025)
Each year, Lisle adopts a budget for the fiscal year running May 1 through April 30. Over the 2021–2025 period, the Village’s budgeted revenues grew from about $36.6 million in FY2021-22 to $44.1 million in FY2024-25, reflecting economic recovery and strategic growth. Revenues come from a mix of sources, with local taxes consistently providing over half of the funding. Key revenue sources include:
Property Taxes – The Village’s property tax levy has been held flat at $4.924 million each year since 2017. This funds general operations, police pension contributions, liability insurance, and other obligations. Because the levy hasn’t increased, any growth in property tax revenue comes from new development or rising property values, not rate hikes. Property taxes account for roughly one-third of all Village revenues in a given year. (Notably, Lisle does not levy any additional taxes to pay debt; it abates its small amount of debt with hotel tax revenue.
Sales Taxes – Lisle receives a 1% share of Illinois state sales tax on retail sales in the Village. Starting in 2021, a change in state law directs more tax from online sales to local municipalities, boosting Lisle’s sales tax receipts. Sales tax is one of the fastest-growing revenue streams, making up around 19–24% of total revenues in recent budgets. For example, in FY2022-23 sales taxes were about 23.5% of all revenues.
State Income Tax (LGDF) – The Village’s share of state income tax (distributed per capita) contributes significantly as well. In FY2022-23, state-shared income tax comprised about 17–18% of Lisle’s revenues. Income tax revenue has been strong; the FY2024-25 budget assumes about $156 per resident from this source.
Utility Taxes and Fees – Lisle imposes taxes on utilities (e.g. electricity, natural gas, telecommunications) and collects utility sales (water service fees). In FY2022-23, utility sales and utility taxes combined made up roughly 14–15% of revenues. Notably, telecom tax revenue has been declining (projected 22% lower in FY2024-25 than in FY2020-21) due to fewer landlines and untaxed internet phone services.
Licenses, Permits, Fines – Charges such as building permits, business licenses, and fines contribute a smaller portion (typically a few percent of the total). In FY2021-22, for instance, licenses/permits were about 2.4% of revenues and fines/forfeitures 1.3%.
Grants & Intergovernmental – The Village pursues grants and reimbursements to supplement local revenues. These have ranged from about 6–7% of the budget (e.g. 7.0% in FY2021-22) depending on available state/federal funding. During this period, grants supported infrastructure projects like stormwater improvements and COVID-19 relief.
Transfers and Other – The budget sometimes relies on interfund transfers (moving money from one Village fund to another) to fund certain expenses. For example, Lisle has transferred General Fund surplus into its Stormwater Fund for flood control projects. In FY2021-22, about 8.2% of revenues were internal transfers. “Other” miscellaneous revenues (interest income, etc.) make up a small share but have grown recently as investment income rebounded with higher interest rates.
Chart: Lisle has kept its property tax levy flat at about $4.9 M from FY2017 through FY2024, as shown above. The stacked bars break out the levy uses: the blue portion is the Police Pension levy (which has grown slightly due to required contributions), while other colors fund corporate purposes, police protection, IMRF (pension), FICA, and liability insurance. Keeping the levy flat means residents have not seen a Village property tax increase in seven years.
Overall, Lisle’s total annual revenues rose by roughly 20% over this period, from $36.64M in 2021-22 to $44.12M in 2024-25. This growth was driven primarily by higher sales tax and state-shared revenues (reflecting economic recovery and new businesses), as well as the Village leveraging grants and existing reserves for one-time needs. Importantly, the Village did not add new taxes or fees in these budgets– revenue increases came from organic growth and prudent financial management. In fact, the Village Board froze the property tax levy for the 7th straight year in FY2024-25, opting to use healthy reserves instead of raising taxes.
2. Expenditures by Department & Function 🔧👮♂️
On the spending side, Lisle’s total budget expenditures increased from $38.9 million in FY2021-22 to a peak of $48.9 million in FY2023-24, then dipped to $44.4 million in FY2024-25. The spike in 2023-24 was due to several large capital projects (we’ll detail those below), after which spending normalized. Each year’s budget funds all the Village’s operations: public safety, public works, administration, community development, and more.
How is this money divided among departments and services? A few major categories stand out:
Public Safety (Police) – Lisle does not have its own fire department (fire/EMS is handled by a separate Fire District), so police services dominate the public safety budget. The Lisle Police Department (including patrol, investigations, emergency response, and community outreach) is one of the largest General Fund departments. In FY2021-22, Lisle budgeted $8.7 million for Public Safety, and this has grown to roughly $9–10 million by FY2024-25. This covers officer salaries, training, 911 dispatch costs (Lisle shares a dispatch center via DU-COMM), and operating expenses to keep the community safe. Public safety spending consistently accounts for about 20% of the total budget each year. The Village has also maintained adequate funding of the state-mandated Police Pension – about $2.06M was transferred to the police pension fund in FY2021-22, for example– ensuring long-term obligations are met.
Public Works & Utilities – Another major chunk of the budget goes toward Public Works, which encompasses streets and traffic control, snow removal, stormwater management, building maintenance, forestry, and vehicle fleet maintenance. In addition, Lisle operates a Water and Sewer Utility (an enterprise fund supported by water bills) to provide drinking water and sewer services. Together, these functions represent a significant investment in infrastructure and day-to-day services. For instance, the General Fund covers core Public Works services like road maintenance, snow/ice control, leaf pickup, and fleet operations, while the Water & Sewer Fund covers pumping/purchasing water (Lisle gets Lake Michigan water) and maintaining water mains and sewers. In years with big projects, public works can easily make up a quarter or more of all spending. During FY2023-24, capital outlays for stormwater and road projects caused Public Works-related expenditures to surge (we see capital spending comprised 33% of that year’s budget, much of it infrastructure). In the latest budget, Lisle allocated $1.78 million for road improvements and storm sewer projects and continued robust funding for utilities.
General Administration – The Village’s administrative and support departments ensure that government runs smoothly. This includes the Elected Officials & Village Manager’s Office (mayor, trustees, clerk and administration staff who set policy and oversee operations), Financial Services (budgeting, audits, utility billing, etc.), Human Resources and Risk Management, Information Technology, and general customer service functions. While each of these is not large on its own, together they form the backbone of Village governance. For example, the Financial Services and Admin departments handle everything from managing procurements to issuing permits. In FY2024-25, the entire General Fund (which is largely these administrative and operating departments plus police and development) is $21.17M. Administrative services likely account for around 15–20% of the total budget. One indicator: across the General Fund, personnel costs (staff salaries and benefits) are about 67% of expenditures, reflecting the staff-intensive nature of providing services.
Development Services – Lisle’s Community Development department (Planning & Zoning, Building Permits & Code Enforcement) ensures orderly growth and enforces building standards. Its budget is smaller by comparison – a few percent of the total – but important for facilitating economic development. Lisle also partners with organizations to promote business growth (more on that under capital/economic initiatives).
Capital Improvements – The Village typically sets aside a substantial portion of funds for capital projects each year (often in a dedicated Capital Improvement Fund or the enterprise funds). These are one-time expenditures on infrastructure, facilities, and equipment (we will explore specific projects in the next section). Capital outlay as a share of the budget varied from about 16% in FY2021-22 to 18% in FY2022-23, then jumped to 33% in FY2023-24 before coming back to around 15% in FY2024-25. This ebb and flow is normal as big projects are completed.
Debt and TIF – Lisle carries very little debt – only about $2.3 million outstanding, far below its legal debt limit. Accordingly, debt service costs are minimal (well under 1% of the budget). The Village also manages a few Tax-Increment Financing (TIF) districts to spur development (like the Downtown TIF and Navistar TIF). Money spent from TIF funds (for improvements in those areas) made up around 3–4% of the budget in recent years. TIF expenses are paid from the growth in property taxes in those districts and don’t impact the general taxpayer.
In sum, Lisle’s spending is balanced across maintaining public safety, delivering public works and utility services, and investing in infrastructure, with a prudent allocation for administration and planning. Even as total expenditures fluctuated (largely due to capital projects timing), core services were consistently funded. The FY2024-25 budget totals $44.43M in expenditures across all funds, with a breakdown roughly as follows: about $8–9M for Police, $8–10M for Public Works and utilities (plus $6.85M in new capital projects), and the remainder for general government, finance, development, and other functions. Notably, FY2024-25 is a balanced budget where revenues meet or slightly exceed expenses, so the Village actually adds a small surplus ($313K) to reserves instead of drawing them down.
3. Capital Improvement Projects (2021–2025) 🚧
One of the Village’s top priorities in recent years has been investing in infrastructure and community improvements. Lisle adopts a rolling Five-Year Capital Improvement Plan (CIP) to map out big projects. During 2021–2025, the Village undertook several significant capital projects to enhance streets, utilities, flood control, and technology. Here are some highlights:
Annual Street Rehabilitation: Lisle dedicates funding each year to repave and rehabilitate local roads. This Annual Street Program has typically been $1.3 million per year. In FY2021-22, $1.3M resurfaced neighborhood streets; similar amounts were budgeted in FY2022-23 and FY2024-25 (about $1.38M for roads in 2024-25). These ongoing investments improve driving conditions, extend pavement life, and reduce future maintenance costs.
Stormwater Management Projects: Lisle is prone to flooding, so stormwater infrastructure has been a major focus. In FY2022-23, about $4 million was allocated to stormwater improvement projects– a huge boost to drainage systems. The following year, FY2023-24, several large flood-mitigation projects were budgeted, including Village Center South Stormwater Improvements, a levee elevation project, and a floodplain property buyout/demolition program. These projects (part of a comprehensive flood control plan) aim to protect homes and businesses from flooding by improving storm sewers, elevating low-lying barriers, and removing structures from flood-prone areas. By FY2024-25, stormwater capital needs leveled off; about $1.1M is slated for stormwater projects in 2024-25, including Scarlet Oak Lane drainage improvements ($500K) and an Old Tavern Road culvert rehab ($600K). The Village strategically funded much of this via transfers from surplus rather than new taxes. The expected benefit is reduced flooding risk and avoidance of costly flood damage for residents.
Water & Sewer Infrastructure: The Village invested steadily in its water distribution and sewer collection systems. For example, $886K was budgeted in FY2021-22 for water and sewer infrastructure upgrades. In FY2022-23, another $725K went to water main improvements, and $150K funded sanitary sewer lining to rehabilitate old pipes without digging. The FY2024-25 plan includes a $1.075M sanitary sewer replacement on Main Street (a major project to fix a critical sewer line) and continuing the sewer lining program ($175K). Additionally, in the Downtown TIF district, Lisle will replace an aging water main under School Street for $467K. These investments improve water reliability, reduce pipe breaks and leakage, and ensure compliance with environmental standards for wastewater.
Technology Upgrades (ERP & AMI): Lisle recognized the need to modernize its internal systems and utilities. In FY2021-22, the Village budgeted $450K to replace its Enterprise Resource Planning (ERP) software system. This project, completed in 2022, updated the Village’s finance, HR, and billing software – improving efficiency, reporting, and online services for residents. Another big tech initiative is the Automated Metering Infrastructure (AMI) conversion for water meters. In FY2022-23 the Village earmarked $950K for AMI implementation, beginning the process of installing smart water meters. AMI allows remote meter readings and real-time usage data, eliminating manual reads and quickly detecting leaks – a long-term cost saver and service improvement for the Water & Sewer utility. The “year one” of AMI rolled out in 2022-23, with further phases continuing into 2023-24. These technology investments were aimed at delivering services more efficiently and transparently.
Economic Development Initiatives: To spur community growth, Lisle partnered with local organizations on development programs. The Lisle Economic Development Partnership received $350K in FY2021-22. This partnership focuses on attracting new businesses, promoting the Village (leveraging Lisle’s “Arboretum Village” brand and assets like the Metra station and proximity to employers), and supporting the downtown. While not a traditional brick-and-mortar “capital project,” this funding is a strategic investment intended to expand the tax base and fill vacant properties. By FY2024-25, Lisle is ramping up efforts in economic development – guided by feedback from a recent community survey, the new budget allocates resources “particularly centered on retail attraction” to improve the vibrancy of downtown and shopping options.
Facilities and Equipment: The Village also budgets for facility upgrades and vehicle replacements. For instance, in FY2024-25, Lisle has set aside $550K to construct a new Public Works diesel fuel facility (ensuring a reliable in-house fuel supply for fleet vehicles, including snow plows and emergency vehicles). Vehicle replacement is done via a leasing program; in 2024-25 the Village will add three new police squad cars and two Public Works trucks to replace older units, and will purchase several heavy trucks outright for long-term use. Such investments keep the Village’s fleet and facilities in good working order, which supports efficient service delivery.
These capital improvements are progressing well. Many are multi-year efforts – for example, the stormwater projects are part of a larger plan that will continue through 2028 with an estimated $35.2M in total projects identified (about $6.9M funded in FY2024-25 alone). The Village has taken a “pay-as-you-go” approach to capital funding, using current revenues and accumulated reserves rather than borrowing. This saves money on interest and keeps debt low. It’s worth noting that Lisle actively pursues grants to offset capital costs – for example, federal or county flood mitigation grants (not explicitly detailed in the budget summary, but a common practice) would reduce the Village’s share of those big stormwater projects. Each project is chosen to align with strategic goals (e.g. replacing critical infrastructure, improving safety, or enabling economic growth), ensuring that capital spending provides tangible community benefits.
4. Spending Wisely: Efficiency and Smart Investments ✅
Overall, Lisle’s budgets from 2021–2025 reflect a philosophy of “working smarter and spending wisely”. There are several indicators that taxpayer money has been managed prudently to enhance services and the community:
Balanced Budgets and Strong Reserves: The Village has maintained a strong financial position throughout this period. Even when budgeting expenditures above annual revenues (to use some saved funds for capital projects), Lisle had ample reserves to cover the gap without jeopardizing fiscal health. In fact, fund balances have exceeded the Board’s minimum reserve policies each year. By FY2024-25, Lisle is able to balance its budget and even add slightly to reserves. The General Fund unassigned balance is projected at 137% of annual operating expenses– far above the 50% (6 months) minimum – providing a significant cushion for emergencies or future needs. This conservative approach paid off during the uncertainty of the COVID-19 pandemic, allowing Lisle to weather revenue fluctuations without service cuts.
No Property Tax Increases: Lisle’s decision to hold the property tax levy flat for seven consecutive years (2017 through 2023) is a notable win for residents’ wallets. Despite rising costs, the Village managed to support operations through revenue growth in other areas and careful spending. This indicates efficiency – taxpayers are getting more services for the same tax dollars. The steady levy was possible in part because new developments (e.g. new homes or businesses added to the tax rolls) expanded the base, and sales tax gains provided extra income. Essentially, Lisle did more without asking homeowners for more – a sign of fiscally responsible governance.
Leveraging Data and Community Input: The Village has made efforts to align spending with community priorities. In 2023, Lisle conducted its first National Community Survey (NCS) to gather resident feedback on local services. The survey identified areas of strength and some below-average areas (like the downtown’s vibrancy and shopping opportunities). Lisle used these results to guide the FY2024-25 budget, allocating funds toward economic development and downtown improvements to address the concerns. This data-driven approach helps ensure money is spent where it can most improve residents’ quality of life.
Investing in Efficiency Improvements: Several initiatives in the budget were aimed at long-term efficiency gains. The new ERP software system is a prime example – while it cost money upfront, it modernized the Village’s financial and HR processes, likely yielding productivity gains and better transparency. Likewise, the AMI smart water meters will reduce labor costs (no need for manual meter reading), improve billing accuracy, and allow quicker leak repairs – all saving money over time. Even smaller operational changes show an efficiency mindset: for instance, the Police Department adjusted its public counter hours in 2024 to reflect more online transactions, reducing staffing needs at low-traffic times. Embracing technology and process improvements means Lisle can provide services at a lower cost per unit in the future.
Strategic Planning and Performance Management: The Village’s budgets are tightly linked to a Strategic Plan (2022–2025) that emphasizes Fiscal Sustainability and Innovative Service Delivery. Each budget document explicitly frames initiatives in terms of strategic goals – for example, the FY2022-23 Budget outlined major budget considerations like “building and maintaining an exceptional workforce dedicated to innovation and efficiency, making the most of taxpayer resources,” and “implementation of new ERP technology to improve effectiveness and transparency.”. By planning ahead (including a five-year financial forecast) and sticking to these priorities, Lisle avoided waste and targeted funds to programs with clear value. The Village has also won the GFOA Distinguished Budget Presentation Award for its budget documents, indicating excellence in budgeting practices and communication.
Low Debt and Pay-As-You-Go Capital: As mentioned, Lisle carries extremely low debt – only a small outstanding bond related to TIF projects, which it abates with dedicated revenue. By avoiding new debt, the Village saves on interest costs and preserves borrowing capacity. Capital projects have been funded through current revenues, grants, and responsible use of fund balance (savings). This “pay-as-you-go” strategy is a hallmark of efficient, conservative fiscal management. It means today’s projects are paid with today’s dollars, rather than saddling future taxpayers with loans. The Village’s Aa1 Moody’s bond rating reflects this strong credit and financial management.
Cost Control and Conservative Estimates: Lisle’s budgets use conservative revenue projections (assuming only moderate economic growth) to avoid overextending commitments. This often led to actual revenues coming in higher than expected, resulting in surplus. For expenditures, departments have kept costs in check. Personnel raises have been modest and merit-based (max 4% for high performers, with a 2.5% market adjustment in FY2024-25)– enough to retain talent but not excessive. The Village even found savings in operations like bulk road salt purchasing (adjusting purchase amounts to avoid surplus salt stock). Over the past few years, the Village’s general operating expenses only grew about 2–3% annually, roughly tracking inflation. This disciplined spending means taxpayer money isn’t wasted on unnecessary growth in bureaucracy.
In summary, Lisle has stretched every dollar to maintain and improve services without raising taxes, built up healthy reserves, and invested in projects that yield long-term benefits. The Village’s focus on fiscal stewardship and efficiency is evident throughout these budgets.
5. Potential Waste or Areas for Improvement ⚠️
No budget is perfect – even a well-run government like Lisle can find ways to improve and ensure every dollar provides value. Based on the 2021–2025 budgets, a few potential inefficiencies or challenges stand out:
Project Delays and Carryovers: One area to watch is the timing of capital projects. In FY2022-23, a number of projects were not completed as scheduled and had to be carried over into the next fiscal year, adding about $4.76 million to the FY2023-24 budget as carryover for unfinished projects. While it’s common for large projects to face delays (due to contractor schedules, weather, etc.), delays can tie up funds and postpone benefits to the community. The Village should continue working on project management to minimize slippage – getting projects done on schedule will ensure budgeted funds aren’t sitting idle and that residents see timely results from their tax dollars.
High Fund Balances vs. Investment: Lisle’s very large reserves, as noted, are fiscally prudent. However, holding an unassigned General Fund balance equal to 137% of annual expenses could be seen as overly conservative. These excess funds could potentially be put to work – either by accelerating infrastructure projects, seeding new initiatives (like downtown streetscape enhancements or park improvements), or even providing tax relief. There’s a balance between safety and efficiency: residents generally don’t want government hoarding their money without purpose. Going forward, Lisle might identify “extra” reserve funds above policy minimums and earmark them for high-impact uses (ensuring of course that a healthy rainy-day fund remains intact).
Alignment of Resources with Priorities: The community survey showed lower satisfaction in areas like downtown vibrancy. In past budgets, economic development spending was relatively modest ($350K to the partnership in 2021-22, and some staff time in Administration). If downtown improvement is a priority, Lisle may need to allocate more funding or reallocate existing funds (for example, from underutilized programs) to make a noticeable difference. The FY2024-25 budget does boost funding for retail recruitment, which is a step in the right direction. Ensuring that programs like the Economic Development Partnership are producing results (new businesses, filled storefronts, etc.) is important so that money isn’t spent in vain. The Village should monitor the return on investment of these economic initiatives and adjust if they aren’t delivering growth.
Personnel Cost Management: While staffing costs are necessary for service delivery, they make up the largest slice of operating expenses (two-thirds of General Fund spending). Lisle has been proactive with a pay-for-performance system and careful hiring. Still, to avoid inefficiency, the Village should keep evaluating whether staffing levels are optimal. For instance, could any functions be streamlined through intergovernmental cooperation or technology to reduce labor needs? Are overtime costs under control? Thus far, there’s no red flag – but with salaries and benefits rising (health insurance, pension costs, etc.), it’s an area to continuously optimize. The good news is Lisle’s recent compensation plan was designed to retain top talent in a competitive market– spending a bit more on excellent staff can actually save money if it means more innovation and productivity.
TIF Fund Imbalances: The budgets hint at a small issue in the Downtown TIF Fund – in FY2024-25 the Downtown TIF was projected to temporarily have a negative fund balance due to the watermain project being funded ahead of new tax increment coming in. The solution was an interfund loan from the Water/Sewer Fund. This is a minor accounting fix, not exactly “waste,” but it underscores the importance of timing capital expenditures with revenue in special funds. Essentially, the Village is fronting money for the TIF project and will repay itself later. Keeping an eye on TIF project cashflows will ensure one fund isn’t unduly subsidizing another for too long. In general, Lisle’s TIF expenditures should be carefully evaluated to confirm they are catalyzing development as intended – if a TIF isn’t yielding much private investment, spending a lot in that area could be rethought.
Continuous Improvement: Finally, Lisle should continue to seek minor efficiencies in operations. The budgets don’t reveal any glaring “wasteful” line items – departmental budgets are reasonably lean. However, small things like energy-saving upgrades (to cut utility bills at Village facilities), further expanding online services (to reduce manual processing costs), or sharing specialized equipment with neighboring towns are ways to squeeze more value from each dollar. Given that the Village already emphasizes innovation, they will likely pursue these. One example is the plan to implement new performance measures and benchmarking (noted in the budget documents)– measuring results can illuminate if any program’s costs outweigh its benefits, allowing reallocation of funds to higher-value uses.
Overall, Lisle’s budget shows few signs of waste – if anything, the Village has erred on the side of caution fiscally. Future budgets can build on this by deploying the Village’s strong financial resources even more effectively and ensuring that every budgeted dollar advances Lisle’s strategic goals or enhances residents’ day-to-day life.
6. Key Takeaways and Trends 📈
Over the 2021–2025 period, the Village of Lisle’s budget has grown in step with community needs and strategic initiatives. Revenues have increased thanks to economic growth and careful financial stewardship, allowing the Village to maintain a flat property tax rate while still investing in improvements. Expenditures have been targeted toward the core services residents expect – safe neighborhoods, well-maintained streets, reliable water and sewer service, and responsive local government – as well as visionary projects to mitigate flooding and modernize operations.
A few notable trends and reflections:
Financial Health: Lisle is in excellent financial health. It entered this period with very strong reserves, and even after funding numerous capital projects, it remains very strong financially. The Village’s practice of conservative budgeting (underestimating revenues and overestimating costs) has provided positive surprises – surpluses – that have been reinvested into the community. The balanced FY2024-25 budget demonstrates that Lisle can sustain its services without deficit spending, which bodes well for the future. Taxpayers can take comfort in the Village’s Aa1 bond rating and low debt, indicators that the Village is nowhere near any financial stress.
Community Priorities Reflected: The budgets clearly reflect Lisle’s priorities: public safety funding kept the police force strong (ensuring low crime and quick response), infrastructure funding addressed critical needs like flooding (a longstanding local issue) and deteriorating streets, and economic development efforts aimed to grow the tax base and enhance quality of life. The alignment with the Strategic Plan’s focus areas – Economic Investment, Fiscal Sustainability, Safe Community, and Innovative Service Delivery – is evident. For example, the heavy investment in stormwater projects directly relates to sustaining Lisle as a safe and welcoming community (by reducing flood risk), and the tech upgrades relate to innovative service delivery. The budgets have been used as a tool to implement the community’s vision.
Capital Surge and Normalize: A big surge in capital spending in 2023-24 stands out – the budget that year jumped to nearly $49M, as Lisle took on several major projects concurrently. The next year, spending fell back to $44M as those one-time projects were completed. This illustrates a typical cycle for a mature suburb: invest in big infrastructure upgrades in bursts, then return to a steadier maintenance level. Importantly, Lisle did this without special tax increases or debt – it was a planned use of funds. Residents likely saw a lot of construction activity during that time, but the payoff will be seen in improved flood protection and updated systems. Going forward, the CIP outlines more projects (approx. $35M over 5 years), but presumably at a more regular pace.
Revenue Mix Shifts: The revenue composition has shifted slightly over these years. Reliance on sales tax and state income tax grew, while telecom tax shrank. The Village adeptly navigated changes like the new online sales tax laws that ultimately benefited local coffers. By keeping property tax flat, Lisle increased its dependence on economically sensitive revenues – but mitigated risk by maintaining big reserves. One positive trend: new development (like retail or industrial) can further boost sales and hotel tax receipts, lessening the burden on residents. Lisle’s efforts in economic development, if successful, will pay dividends in future budgets through higher revenues.
Focus on Efficiency and Service Quality: Lisle has shown that it’s possible to improve services without dramatically increasing spending. Initiatives like the ERP system, AMI meters, and survey-driven budgeting are hallmarks of a city trying to get better outcomes per dollar. The fact that Lisle could enhance its infrastructure (with millions in projects) and keep its operational spending growth modest indicates money was spent with intention. For example, even as they invested in a new software system, they also trimmed some operating costs elsewhere (like reducing legacy system costs and finding savings in other contracts). The continuation of a pay-for-performance pay system for employees is somewhat unique in the public sector and underscores paying for results, not just tenure. Over time, these approaches should yield a lean, effective government workforce.
In conclusion, the Village of Lisle’s budgets from 2021 to 2025 paint a picture of a financially strong, well-managed municipality. The budget numbers tell a story of a Village that values public safety, infrastructure investment, and fiscal responsibility in equal measure. By prioritizing key capital projects (like flood control and technology upgrades) and maintaining disciplined operating costs, Lisle has been able to meet community needs and even enhance services without raising taxes or accumulating debt. The slight areas of inefficiency (mostly timing and cautiousness issues) are relatively minor and are outweighed by the benefits residents receive: safe streets, improved flood resilience, reliable utilities, and a local government that plans for the long term.
Lisle’s finances ultimately reflect its priorities – keeping the community safe, attractive, and well-maintained, while preparing for future growth. As Lisle moves beyond 2025, its robust financial foundation will allow it to tackle new challenges and opportunities with confidence that the budget truly works for its community.
Sources for "An Inside Look at Lisle’s Budgets (2021–2025)"
Village of Lisle Official Budget Documents – Annual budget reports and financial summaries (FY2021-2025)
Village of Lisle 2024-25 Budget Summary – Overview of revenues, expenditures, and financial planning
Lisle Comprehensive Annual Financial Reports (CAFR) – Detailed financial statements, including fund balances, debt, and financial policies
Lisle Capital Improvement Plan (CIP) – Breakdown of major infrastructure projects and funding allocations
Lisle Economic Development Reports – Funding allocations for business growth and downtown development
DuPage County Financial Reports – County-level budget trends and allocations affecting Lisle
Illinois Municipal League Reports – Trends in municipal finance and statewide tax policies
Lisle Community Survey (2023) – Resident feedback on municipal services and budget priorities
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