Latest News and Articles

  • Bradley Water Park Risk Auditor

    Bradley Water Park Risk Auditor

    An interactive tool to verify the project’s financial feasibility and calculate potential taxpayer liability.

    https://bradleywaterpark.com/Audits/Bradley/taxesV1.html

    The Legal Obligation

    The Village borrowed ~$80M using “General Obligation Alternate Revenue Bonds.”Normally, the water park’s profits pay this loan. However, these bonds carry a hidden legal clause: the “Unlimited Ad Valorem Tax Pledge.”

    The Trap: If the park cannot pay its debt, the bond ordinance legally forces the Village to raise property taxes to cover the difference—automatically, without a referendum.

    Why could this happen?

    Water parks suffer from Operational Leverage Risk. They have massive “fixed costs” (heating, chemicals, lifeguards, insurance) that you must pay whether 50 people or 2,000 people show up.

    If attendance drops just 25%, revenue falls significantly, but costs stay high. This wipes out the profit margin instantly, leaving the debt unpaid. Use the calculator below to simulate this “Deficit Cliff.

    https://bradleywaterpark.com/Audits/Bradley/taxesV1.html

    This is a work in progress, mistakes and errors are possible.

  • The $80 Million Gamble: What Bradley’s Water Park Means for Your Family’s Property Taxes

    The $80 Million Gamble: What Bradley’s Water Park Means for Your Family’s Property Taxes

    The Village of Bradley, Illinois, is fast-tracking one of the most ambitious municipal projects in recent state history: a massive, two-acre, year-round indoor water park. Expected to be the largest facility of its kind in Illinois, and potentially the entire Midwest, the development is intended to revitalize the former Northfield Square Mall property and position Bradley as a regional tourism hub capable of drawing visitors away from destinations like the Wisconsin Dells.

    The catch is that the project’s financial stability hinges almost entirely on sustained, unprecedented attendance. If the water park falls short of its revenue targets, Bradley residents face a permanent consequence: the activation of an unlimited ad valorem property tax levy that transfers the full debt burden from tourists onto local homeowners.


    The $80 Million Municipal Debt

    The Village is preparing for construction as early as spring 2026, with early cost estimates ranging from $70 million to $100 million. The bond package approved by the Village Board now puts the total commitment near the upper end of that range.

    The project is funded almost entirely through General Obligation Alternate Revenue Bonds (GO ARBs). In October 2025, trustees approved an additional $51 million in general obligation bonds for construction, bringing the combined authorized water-park debt to roughly $80 million. This followed a prior resolution allowing a bond sale of up to $30 million.

    Key expenditures already approved include:

    • Land Acquisition: $6.5 million for 43 acres of the Northfield Square Mall property.
    • Water Park Equipment: $20,064,654 for attractions and specialized equipment for the two-acre facility.
    • Architecture & Consulting: $2.6 million to Ramaker for architectural and engineering work, and $375,000 to American Resort Management, LLC (ARM) for consulting services.

    The Repayment Formula: Pledged Revenues

    Because the bonds are classified as Alternate Revenue Source obligations, the Village intends to repay the debt using new economic activity generated by the project. The pledged revenues include:

    1. Tax Increment Financing (TIF) revenue
    2. Hotel taxes
    3. Business district taxes
    4. Sales and use taxes

    Village consultants project Year 1 attendance of 410,550 visitors. That level of traffic is expected to generate enough revenue to cover the estimated $5.1 million annual bond payment and still leave an approximate $2 million operating cushion.


    The Core Risk: The Mandatory Tax Levy

    The legal foundation of the financing structure is the unlimited ad valorem property tax levy. While this clause provides strong security for investors, it exposes Bradley residents to potentially major tax increases.

    Bond ordinances authorize the Kankakee County Clerk to “extend and collect tax so levied for the payment of said alternate bonds without limitation as to rate or amount” if pledged revenues fall short.

    In practical terms: if the water park underperforms, Bradley must raise property taxes as high as necessary to pay off the debt.


    Estimated Tax Impact if Revenues Fall Short

    The Village’s revenue projections depend on extremely aggressive attendance numbers. A shortfall of even 25 percent would eliminate the entire projected surplus and begin triggering property tax obligations.

    Scenario Analysis

    ScenarioAttendanceConsequenceEstimated Tax Shortfall
    75% of Goal307,913 visitorsEliminates $2M profit cushion$2.42M annual deficit
    50% of Goal205,275 visitorsPark operates at a $1.75M loss before debt service$6.85M total deficit

    If tourism revenues were to collapse entirely:

    • Tax Authorization: Village may levy up to $4,250,000 annually in direct property taxes.
    • Homeowner Impact: A resident with a $250,000 home could see annual municipal taxes rise by more than $1,000.

    This structure guarantees repayment to bondholders but guarantees financial exposure for Bradley homeowners.


    Mitigating the Risk: The Tourism-Driven Strategy

    Village officials are pushing to generate sufficient alternate revenue to avoid invoking the tax levy. Key strategies include:

    1. Amusement Tax: The Village sought to impose a new amusement tax aimed at capturing revenue from visitors rather than residents. The proposal has drawn questions from local businesses, including Aspen Ridge Golf Course.
    2. Synergy With 315 Sports Park: The water park is designed to complement the nearby $50 million sports complex. Officials expect sports tourism to provide a steady flow of overnight stays and water-park traffic.
    3. Strong Financial Position: Bradley currently maintains an S&P AA credit rating, considered extremely strong for a municipality its size. Officials believe this reduces long-term borrowing risk.
    4. Strategic Delay of Bond Sale: Village leadership is considering delaying the full $51 million bond issuance to secure lower interest rates, which could reduce total repayment costs and lessen pressure on the pledged revenue streams.

    Final Assessment

    The Bradley indoor water park is an unusually bold municipal gamble, effectively positioning the Village as a large-scale tourism developer. Whether this becomes a transformative regional success or a long-term tax burden depends entirely on whether the anticipated surge of visitors materializes.

    The central investigative question remains:
    Will the projected tourism dollars flow, or will Bradley homeowners ultimately pay for the state’s largest indoor water park through an unlimited property tax levy?

  • 🍔 Dining at 315 Sports Park — Because You Can’t Live on Ballpark Hot Dogs Alone

    🍔 Dining at 315 Sports Park — Because You Can’t Live on Ballpark Hot Dogs Alone

    Plate’D Social at 315 Sports Park

    Where Tournament Weekends Turn Into Destination Dining

    315 Sports Park may have been built for elite baseball and softball competition, but its restaurant scene is quickly becoming part of the attraction. At the center of it is Plate’D Social, a full-scale, modern gastropub located right on-site at 315 Champions Way in Bourbonnais, Illinois, designed to elevate the visitor experience far beyond basic nachos and fountain soda.

    With a stylish interior, a full dining and bar setup, and a menu that blends comfort food with chef-level creativity, Plate’D Social feels like the social hub of the entire sports complex.


    A Real Restaurant, Not Just Ballpark Snacks

    Plate’D Social is a contemporary sports bar and gastropub built inside a roughly 7,700-square-foot space within the development. It offers full dining service, indoor seating, and a full bar, making it a true destination restaurant rather than a concession-style add-on.

    In addition to the main dining space, the overall food lineup also includes:

    • Sweet Beans – a coffee and dessert café
    • The Stand – classic American ballpark food
    • Buen Provecho – modern Mexican favorites

    Together, these create multiple food experiences for athletes, coaches, families, and visitors staying for long tournament weekends.


    Menu Highlights

    The Plate’D Social menu combines high-quality comfort food with more upscale dining options so guests can choose between quick handhelds or sit-down entrées.

    Starters

    Perfect for sharing with teammates, families, or groups:

    • Crispy calamari
    • Fried green tomatoes
    • Parmesan truffle fries
    • Sweet potato fries
    • Birria or chicken loaded nachos

    Handhelds

    Big flavor, filling portions:

    • The “Bradley” burger
    • Truffle Shuffle burger
    • Fried chicken sandwich
    • Chicken Parmesan sandwich
    • Birria grilled cheese
    • Eggplant Parmesan sandwich

    Pizza, Tacos, Bowls, Entrées

    • Artisan pizzas (including hot honey, Mediterranean, and classic options)
    • Caesar, Greek-style, and chopped salads
    • Birria, shrimp, and adobo chicken tacos
    • Protein and rice bowls
    • Hanger steak and filet mignon

    Kids meals round out the menu, making it suitable for families and full teams.


    Drinks, Coffee, and Desserts

    The restaurant also features a full bar offering beer, cider, wine, and cocktails along with nonalcoholic options. Sweet Beans covers the caffeine and sugar cravings with coffee drinks, ice cream, and other sweets, creating a full day-to-night lineup of food and beverages across the complex.


    Designed for More Than Game Breaks

    315 Sports Park is a large-scale, multi-field, tournament-driven sports destination, and Plate’D Social was created to match that scale. Rather than relying on guests to leave the property to eat, the complex offers an elevated dining option that supports:

    • Team celebrations
    • Tournament weekends
    • Adults-night-out style evenings
    • Local residents who want a new gastropub-style dining spot

    Early visitor feedback has focused on the quality of food, the creative menu variety, and the convenience of having a real restaurant directly on site.


    Why Plate’D Social Stands Out

    In most sports complexes, dining is an afterthought. At 315 Sports Park, Plate’D Social is part of the identity. It creates a destination-style atmosphere, encourages longer guest stays, and adds an experience that balances recreation with hospitality.

    Tournament weekends can be long. This gives guests a place to eat, unwind, and actually enjoy the visit instead of rushing off to find food between games.

    Whether you’re a parent refueling, a coach celebrating a big win, a visiting team on travel, or a local looking for a new hangout spot, Plate’D Social has become a key part of what makes 315 Sports Park feel like more than just fields and bleachers.

  • 🏟️ The Greatest Baseball Oopsie: Bradley Built a Mega Sports Park and Forgot the Storage Shed 🤯

    🏟️ The Greatest Baseball Oopsie: Bradley Built a Mega Sports Park and Forgot the Storage Shed 🤯

    Grab your peanuts 🥜 your Cracker Jack 🍿 and maybe a therapy helmet 🪖 because the plot twist on this multimillion dollar ballpark is something straight out of a sitcom nobody asked for.

    Bradley proudly opened a shiny twelve field, fully turfed, travel sports spectacle 💰💰💰
    The kind of place that makes parents say “we are going to nationals someday” even though little Timmy still can’t catch.

    They spent millions building it
    They expanded it
    They went over budget
    Then over budget again
    Then surprise someone realized
    “Uh… where does all the equipment go?” 😐

    Apparently the original maintenance building was about the size of a walk in closet at IKEA 📦
    For a sports complex the size of a small airport 🛫


    🎬 If This Were a Baseball Game

    1st inning: “Let’s build the coolest ballpark in Illinois” 🥳
    4th inning: “Wow this is expensive but it’s fine” 😅
    7th inning: “Tourism baby tourism” 💸
    9th inning: “So… where do we put the tractors?”
    Entire stadium: 🤡🤡🤡


    🤣 Meme Mode Activated

    SpongeBob: “We spent fifty million dollars but forgot the shed yessir that’s peak planning” 🧽

    Drake format:
    Top panel ➡️ Turf everything, baby 🌱
    Bottom panel ➡️ Storage building? Nah ❌

    Patrick Star:
    “Put it all outside and pray winter takes a break” ❄️😭

    The Office:
    Michael Scott: “It’s happening everybody stay calm”
    Also Michael: “Wait we forgot the building” 🫠

    Galaxy Brain:
    Small brain: buy mower
    Big brain: buy 12 fields
    Galaxy brain: no space to put mower so buy new building for 1 million dollars 💫🧠


    🧪 The Budget Science Experiment

    Step 1: Build sports complex ⚾
    Step 2: Realize maintenance equipment exists 🧹
    Step 3: Spend another million like it’s snack money 🍪
    Step 4: Pretend this was totally part of the plan 😎


    Documentary Title Suggestions 📺

    • “Field of Dreams and Storage Nightmares”
    • “The Shed Forgotten Around the World”
    • “Extreme Makeover Municipal Edition”
    • “Oops We Did It Again: Taxpayer Remix” 🎤

    Final Pitch 🎤

    Look I love community projects
    I love baseball
    I love fun facilities

    But I also really love the ancient mystical spell known as
    Write. Down. The. Basics. ✍️🧙‍♂️

    Anyway good luck to the new maintenance building
    May it stand tall forever like a monument to
    “Bro… how did we miss that” 🫡🏗️

  • 🌵💦 Epic Waters: The Texas Big Daddy Blueprints For Bradley’s Coming Indoor Splash-Empire 💦🌵

    🌵💦 Epic Waters: The Texas Big Daddy Blueprints For Bradley’s Coming Indoor Splash-Empire 💦🌵

    Texas Style Field Notes, y all

    Folks, let’s get something straight. The Bradley, Illinois indoor waterpark did not just pop out of some sleepy Midwest brainstorming session over gas station coffee and leftover Casey’s pizza. The entire concept is basically modeled after Epic Waters Indoor Waterpark in Grand Prairie, Texas, which has already proven it can pull crowds, cash, and bragging rights like a rodeo star who brought his own theme song.

    Epic Waters is the inspiration, the template, the look-at-them-numbers-we-want-that project that Bradley is trying to replicate. If Bradley’s facility turns out anything like its Texas cousin, people in the Midwest might finally have something to do indoors besides shovel snow, Google furnace noises, and argue about taxes.


    🤠 Where It All Started

    Epic Waters opened in January 2018 and is run by American Resort Management, the same team hired to design, consult, and help operate the Bradley version. The village did not just pick them because they had a nice brochure. They picked them because Epic Waters worked, grew, and made the city proud instead of broke.

    And that shiny, retractable aluminum roof system everyone keeps mentioning? That came from OpenAire, the same vendor supplying Bradley’s massive retractable structure. Texas tried it first. It looked awesome. Illinois said, “Yeah, we will have that too.”


    🤠 Why Bradley Looked South For Answers

    Here is the logic Illinois followed:

    Epic Waters works

    • People travel to it
    • The thing pays its bills
    • It is still popular years later
      = Copy the recipe, change the accent, pray the math holds

    Bradley did not want to be the first Midwestern town to gamble tens of millions on an indoor waterpark experiment with zero real world reference. Copying a successful model is smart municipal behavior, which feels weird to say out loud, but here we are.


    🤠 What Makes Epic Waters, Well, Epic

    This Texas beast is 80,000 square feet of year-round water fueled adrenaline. It keeps the indoor temps around 85 degrees which is perfect if you want summer fun without humidity thick enough to chew.

    Here are the bragging rights Bradley is basically hoping to clone:

    • Largest municipal indoor waterslide collection in North America
    • Multiple first ever slide experiences
    • The Lassoo Loop with a trap-door style drop
    • A 650 foot lazy river that gets wave cycles
    • FlowRider surf machine
    • A 300 gallon mega tipping bucket
    • Connection to a massive multi-use civic development

    That lineup is basically TopGolf for swimmers, only with more screaming and less khaki.


    🤠 The Parent Development: Epic Central

    Epic Waters is the anchor attraction of Epic Central, which is a 90 acre municipal entertainment zone built to draw tourists, create community space, and make money for the city. It includes:

    • The Epic recreation center
    • PlayGrand Adventures inclusive mega playground
    • The Summit active adult recreation complex

    Bradley wants something similar: a regional draw backed by revenue streams instead of local tax pain.


    🤠 Texas Results That Bradley Is Chasing

    Epic Waters did not limp across the finish line. It beat its attendance projections and sparked real private development growth in the area. Grand Prairie calls it a legacy project because it did not fade like a mall arcade carpet. It grew, made money, and kept expanding.

    Bradley is hoping for:

    • Similar attendance
    • Similar revenue results
    • Similar regional tourism draw
    • Similar long term payoff
    • Similar community bragging rights

    Basically, the Illinois dream is:
    If it worked there, it can work here, just swap cowboy hats for Carhartt beanies.


    🤠 Final Word

    Texas built it first.
    Texas proved it works.
    Illinois copied the recipe.

    Success is now a waiting game, a financing marathon, and a visitor-count scoreboard that will either flex or flinch.

    Bradley sized the project to match a winner.
    Now the Midwest gets to find out if it can swim like Texas or belly flop like a county fair talent show.

  • Bourbonnais Trash Service: A Fair Look at What the Village Is Doing Right

    Bourbonnais Trash Service: A Fair Look at What the Village Is Doing Right

    An actually good municipal service… in Illinois. I know, surprising.

    When you dig into municipal contracts long enough, you start to expect chaos. Hidden fees, fuzzy service levels, last-minute extensions that smell like old fish. But every once in a while, a town does something right.

    Want to learn more? Check out our interactive guide

    Municipal services usually get attention only when something goes wrong. Bins don’t get picked up, rates jump out of nowhere, or someone’s couch sits at the curb long enough to qualify for residency.
    Bourbonnais, however, is in this pleasant in-between space where things mostly work, and the numbers backing the system are actually pretty reasonable.

    Here’s a fair, balanced look at what Bourbonnais is doing well with its Republic Services contract, without pretending everything is magic or flawless.


    Predictable Pricing That Doesn’t Blindside Residents

    The Village locked in a straightforward structure:

    • Current rate: $30.08/month (billed quarterly)
    • Annual increase: 4% per year through 2027
    • Past rate freeze: 18 months at a flat rate when the 2021 contract began

    This isn’t bargain-bin pricing, but it’s stable and transparent. That’s more than you can say for plenty of Illinois towns where waste contracts get approved with all the clarity of a fogged-up bathroom mirror.


    A Solid Set of Included Services

    Residents are getting a respectable bundle:

    • Weekly trash pickup
    • Bi-weekly recycling
    • Seasonal yard waste (April–November)
    • One bulk item per week included

    Nothing feels stripped down, nothing feels pay-walled. For a mid-sized village, that’s a good balance of cost and convenience.


    The 2021 Contract Actually Improved a Few Things

    When Bourbonnais renegotiated in 2021, they didn’t just rubber-stamp the old system. A few genuinely resident-friendly changes happened:

    • Billing was moved fully to Republic, saving the Village administrative headaches
    • Rate increases were lowered from 5% to 4%
    • The rate freeze cushioned families during a rough inflation climb

    Are these headline-grabbing reforms? No. But they’re competent decisions that moved the needle in a practical direction.


    Transparency Is Better Than Average

    The Village posted past and current contracts, rate tables, and service outlines in a centralized spot.
    You can see what changed, who pays what, and how the system evolved over time.

    Not every town offers that level of visibility, and the ones that do often make you dig like you’re searching for Jimmy Hoffa.


    There’s Still Room to Improve (and That’s Okay)

    A fair evaluation means recognizing the upside and the gaps:

    • The fixed 4% increase could outpace inflation some years
    • Billing through the hauler can be smoother for some, frustrating for others
    • Yard-waste service ends early for residents with long fall seasons
    • Recycling every other week is fine, but weekly would be a nice future upgrade
    • Bulk pickup rules could be communicated more clearly

    None of this is catastrophic. These are normal “municipal maintenance” issues that can be addressed in the next contract cycle.


    Looking Ahead: Smart Moves Are Already on the Table

    The recommendations laid out for future renegotiations are surprisingly thoughtful:

    • Competitive RFP to check pricing
    • CPI-based rate adjustments
    • Possible expanded hazardous-waste or e-waste options
    • Stronger service-level agreements
    • Clearer communication tools for residents

    Bourbonnais isn’t asleep at the wheel. They’re paying attention and planning ahead.


    Final Take

    Trash service isn’t glamorous. But Bourbonnais has built a system that’s stable, predictable, and reasonably priced for the level of service residents receive.

    It isn’t perfect. It doesn’t need to be.
    But it’s functioning well, it’s managed responsibly, and it’s more transparent than most towns in the region.

    If other municipalities want a blueprint for “low-drama waste management,” they could do a lot worse than looking in Bourbonnais’ direction.n understanding where their money goes. Towns improve when people pay attention. Bourbonnais is proof.

    Want to learn more? Check out our interactive guide

  • FOIA Update: Apparently I’m Not “Media,” Just a Guy With Too Many Questions

    FOIA Update: Apparently I’m Not “Media,” Just a Guy With Too Many Questions

    So, the Village finally responded to my FOIA request again, and in a plot twist no one asked for, they’ve doubled down on the idea that I’m definitely not “news media.”

    Good to know!
    Here I was thinking that publishing articles, running an actual news site, and receiving thousands of reads meant something. But nope. In the eyes of Bradley’s legal counsel, I am basically just a curious raccoon pawing at the village’s trash cans.

    Their emails (you know, the blue-highlighted ones with the creative interpretations of FOIA law) read like a polite way of saying:
    “Sir, please stop asking questions with verbs in them.”

    They kindly reminded me that:

    • I’m not a journalist.
    • I’m not part of the news media.
    • I’m basically a hobbyist with a laptop and too much time.

    Which is cute, because every Illinois FOIA guide says “news media” includes nontraditional digital publishers, but I guess the Village of Bradley is operating under the rare FOIA Subsection Written In Crayon Edition.

    Anyway, I’ll continue doing what any non-media, absolutely-not-a-journalist civilian does:
    report the news, publish the documents, and keep track of how many hoops they set on fire in the process.

    If they didn’t consider me media before…
    they’re going to absolutely hate what happens next.

  • Diving Deep into the Dollar Signs: Inside Bradley’s $80 Million Indoor Waterpark Budget

    Diving Deep into the Dollar Signs: Inside Bradley’s $80 Million Indoor Waterpark Budget

    The Village of Bradley, Illinois is pushing forward with one of the most ambitious tourism projects in the state: an $80 million indoor waterpark planned for the Northfield Square Mall site. Led by Mayor Mike Watson and Finance Director Rob Romo, this massive development is positioned as the centerpiece of Bradley’s long-term economic transformation.

    This post gives a complete, SEO-optimized breakdown of the budget, financing, projected revenue, and long-term economic impact of the Bradley Waterpark project.


    What Bradley Is Building: Illinois’ Largest Indoor Waterpark

    The proposed indoor waterpark is being marketed as the largest indoor waterpark in Illinois, offering year-round operations and drawing guests from a four- to six-hour radius. Early feasibility studies projected costs between $65 million and $100 million, but the number consistently used by Village of Bradley officials has settled at approximately $80 million.

    This project pairs with the nearby youth baseball–softball sports complex, pushing the village’s total investment above $135 million.


    How Much It Costs: Full $80 Million Project Overview

    Waterpark Cost Highlights

    • Official estimated project cost: $75–$80 million
    • Combined tourism strategy total: $135 million+
    • Largest development project in Bradley’s history

    Village leaders, including Mayor Mike Watson and Finance Director Rob Romo, have repeatedly positioned this project as a generational investment designed to shift the village’s economic base toward tourism.


    How Bradley Is Paying for It: The Bond Financing Strategy

    The waterpark is funded through general obligation bonds issued by the Village of Bradley. These bonds are backed by the full faith and credit of the village, and their structure forms the backbone of the project’s finances.

    Phase 1: March 2025 Bond Sale

    • Amount: $28.9 million (authorized up to $30M)
    • Term: 20 years
    • Funding source: General obligation bonds

    Phase 2: October 2025 Bond Sale

    • Amount: Approximately $51 million
    • Term: Expected 25-year repayment schedule

    Total waterpark borrowing: ~$80 million

    Why Bradley’s Credit Rating Matters

    In March 2025, S&P Global gave Bradley an AA credit rating, affirming what officials, including Mayor Watson and Rob Romo, cited as crucial for lowering interest costs. A stronger rating means cheaper borrowing.


    Major Waterpark Costs Already Approved

    Even before breaking ground (expected spring or mid-2026), the Village of Bradley approved several major expenditures:

    • Waterpark Equipment & Attractions — $20,064,654

    Purchased from WhiteWater West, covering:

    • Water slides
    • Multi-level play structures
    • Spray features
    • A surf machine

    The early purchase was pushed by Mayor Watson due to possible 25% tariffs on Canadian-made components.

    • Retractable Roof System — $10.5 Million

    A glass-and-aluminum retractable roof from OpenAire, essential for year-round Midwest operation.

    • Land Acquisition — $6.5 Million

    The bulk of the Northfield Square Mall property was acquired to support the waterpark site.

    • Architectural & Engineering Design — $2.6 Million

    Contract with Ramaker for design work.

    • Consulting & Pre-Opening Services — $375,000

    Contract with American Resort Management.

    • Initial Village Funding Commitment — $3 Million

    Seed money provided early in the development process.


    How the Waterpark Will Pay for Itself

    Bradley officials emphasize that the waterpark is designed to be self-sustaining, with bond repayments funded through project-generated revenue, not property taxes.

    Revenue Sources for Bond Repayment

    • Tax Increment Financing (TIF)
    • Hotel taxes
    • Business district taxes
    • Admissions and user fees

    Projected Financial Performance

    • $17.7 million in first-year operating revenue
    • $10.5 million from admissions alone
    • Over $2 million in annual profit after bond payments
    • $1 million per year from Bradley’s amusement tax (from the waterpark alone)
    • $26.77 million in new village tax revenue over 10 years
    • $399 million in total economic impact over a decade

    According to Finance Director Rob Romo, the long-term objective is to shift the Village of Bradley’s revenue model from property-tax dependency to tourism-driven sales tax revenue. The Bradley Waterpark is the cornerstone of that strategy.


    Why Village Leaders Call This a Transformational Investment

    The Village of Bradley compares the financial structure of the project to a massive mortgage on a profit-generating asset. The $80 million in bonds is the debt. The waterpark admissions, business taxes, hotel taxes, and amusement tax revenue are the repayment engine. If the projections hold, the Bradley Waterpark becomes a regional tourism magnet that finances itself and boosts the surrounding economy.

    This project’s success is central to the vision laid out by Mayor Mike Watson and Finance Director Rob Romo, who have repeatedly cited the long-term economic impact as justification for the scale of the investment.


    Final Thoughts

    The Bradley Waterpark project is one of the most ambitious tourism investments in Illinois. With $80 million in development, aggressive bond financing, and projected annual revenue in the tens of millions, the Village of Bradley is making a bold bet on its future.

    Whether it becomes the regional destination officials envision will depend on execution, tourism trends, and how accurately the revenue forecasts play out over the next two decades.

  • Here’s What We Know About the Slides Coming to Bradley’s Indoor Waterpark

    Here’s What We Know About the Slides Coming to Bradley’s Indoor Waterpark

    Bradley isn’t just getting a waterpark. It’s getting a 65-foot-tall monument to bad decisions in swimwear… and, yes, a legitimately serious set of slides.

    Thanks to public project documents and the March 2025 slide purchase contract with WhiteWater West, we’ve got a pretty solid picture of what’s planned for the Village of Bradley’s future indoor waterpark at the Northfield Square Mall site. As designed, it’s aiming to be the largest indoor waterpark in Illinois, centered around a slide tower with eight slides, a lazy river, wave pool, surf feature and more.

    Designs can always shift, but here’s what’s on the table right now.


    The 65-Foot Slide Tower: Eight Ways to Yeet Yourself Into Chlorine

    The heart of the park is a 65-foot slide tower with eight different slides. That’s the big vertical statement piece you’ll see from the parking lot and probably from half of Kankakee County on a clear day.

    From the engineering and procurement documents, we know the slide package centers on an “all-in-one slides complex: Hurricane + Boomerango”, plus a separate kids’ slides complex bundled into the same deal.

    So what does that actually mean in normal human language?

    • The tower will host multiple slide paths stacked off the same structure
    • At least one of those paths is a raft slide with big drops and wall climbs
    • Others will be more traditional tube or body slides, giving a range from “fun” to “why did I agree to this”

    The exact mix of enclosed vs open slides, single vs multi-rider, etc. isn’t spelled out in public text, but with eight lanes coming off a 65-foot tower, expect a spectrum: from mid-intensity family rides to at least one “I’m rethinking my life choices” headliner.


    The Headliner: Hurricane + Boomerango Combo

    The contract specifically calls out an “all-in-one slides complex: Hurricane + Boomerango.”

    Those aren’t just dramatic marketing names; they’re specific slide models from WhiteWater:

    • Boomerango is a signature “wall ride” slide: riders in a raft drop down a steep chute, rocket up a giant near-vertical wall, flirt with zero-gravity at the top, then fall back down into the run-out. WhiteWater+1
    • Hurricane is typically a high-speed, twisting raft or tube slide element with tight, high-banked turns designed to keep speed and pressure up. YouTube+1

    Put together in a single complex, you’re looking at:

    • A multi-person raft slide starting high on the tower
    • A fast series of turns and drops
    • A dramatic climb up a huge wall section where the raft briefly feels weightless
    • A swing back down and splash into the final pool

    Translation: this will be the marquee thrill slide that shows up in every ad and every teenager’s Instagram story the first summer it opens.


    Kids’ Slide Complex & AquaPlay Zone

    Bradley isn’t just buying one giant thrill monster and calling it a day. The same slide contract includes:

    • A Kids’ Slides Complex
    • An “Aquaparks AF-127B” unit (a branded multi-level aquatic play structure)
    • 20 “AquaSplash Toys” (sprayers, geysers, dumping features, mini cannons, etc.)

    These AquaSplash elements are standard WhiteWater interactive toys used in shallow kids’ areas and on play structures: hoses, tipping buckets, wheels that spray water, little volcanoes, that kind of chaos.

    Layer that on top of what the designers already describe: a multi-level play structure and splash pad tied into the broader pool area.

    So for the under-48-inch crowd, you’re looking at:

    • Multiple small slides off a central play tower
    • Shallow water “beach” style entries
    • Spray features coming from every direction
    • Enough visual noise that parents will deeply regret leaving the Advil at home

    It’s basically the “starter pack” for future Hurricane + Boomerango riders.


    The Surf Machine: FlowRider Double

    Not technically a “slide,” but absolutely part of the headline ride package: Bradley’s deal includes a FlowRider Double, a stationary surf simulator that shoots a thin sheet of water up a shaped surface so you can bodyboard or stand-up surf in place.

    The FlowRider Double model:

    • Has room for two riders at once
    • Uses a tensioned “trampoline-like” ride surface for softer wipeouts
    • Is specifically designed as a high-energy, spectator-friendly attraction

    This is the thing teens will line up for all day while everyone else wonders how many times you can fall on your face and still call it “fun.”


    What the Slides Plug Into: The Rest of the Waterpark

    All those slide systems don’t live in a vacuum. The Bradley waterpark plan wraps them in a full indoor / outdoor water environment. According to the design partners and enclosure provider, the park is planned to include:

    • Wave pool
    • Lazy river
    • Activity pool
    • Adult pool with a swim-up bar
    • Children’s pool & splash pad
    • Outdoor pool with a floating obstacle course
    • A retractable-roof structure over the main indoor zone

    The slides feed into that network: big tower slides dropping into catch pools, kids’ slides tying into shallow play areas, and the surf machine set up as a visual focal point for the indoor hall.


    Timeline & “Subject to Change” Reality Check

    Right now, public info points to:

    • Slide package with WhiteWater West approved for about $20 million
    • Total project sizing around 75,000–90,000 square feet and marketed as Illinois’ largest indoor waterpark
    • Construction targeted to start in spring 2026 with an opening aimed at mid-to-late 2027

    Like any big project, the village and its vendors can still tweak layouts, names, colors and details. But given the signed slide contract and the published design summaries, it would be surprising if the core lineup changed much:

    • Hurricane + Boomerango headline raft complex
    • Eight-slide tower as the visual anchor
    • Kids’ slide complex + AquaSplash toys for families
    • FlowRider Double surf simulator as the boarding-sport crowd-pleaser

    So when this thing finally opens, you’re not just getting “some slides.” You’re getting the full modern indoor-waterpark toolkit: from gentle toddler slides to full “vertical wall, screaming the whole way up” energy.

    Which, frankly, is a pretty on-brand way for Bradley to announce itself as “tourism hub now, sorry about your quiet weekend plans.”

  • The Million-Dollar Wall: What Bradley’s Legal Bills Reveal About Secrecy, Spending, and a System Built to Keep You in the Dark

    The Million-Dollar Wall: What Bradley’s Legal Bills Reveal About Secrecy, Spending, and a System Built to Keep You in the Dark

    For the price of repaving long-neglected streets or hiring more first responders, the Village of Bradley poured more than a million public dollars into something far less useful: a silent, airtight legal shield. A review of 69 monthly invoices and years of related documents shows a pattern of rising legal spending, accelerating secrecy, and a public information system perfectly engineered to keep residents in the dark.

    1. More Than $1.36 Million in Public Money

    Between January 2020 and September 2025, the law firm Spesia & Taylor billed Bradley $1,366,874.42 for 7,062.15 hours of legal work. That averages out to:

    • Roughly $19,800 every month
    • More than $230,000 a year on average

    The hourly rates climbed during this period as well, adding even more financial strain to a village of Bradley’s size.

    2. A Growing, Alarming Spike in Legal Costs

    The total cost tells only part of the story. The invoices show a sharp escalation, with 2025 standing apart as a financial outlier.

    A comparison of identical months across years makes the trend obvious:

    • May 2022: 35.7 hours, $6,932.00
    • May 2025: 283.4 hours, $55,270.30

    That’s not an increase, it’s a detonation. Multiple 2025 months show similar surges.

    Here’s a visual using the full monthly dataset:

    The spike in 2025 is unmistakable.

    3. What the Public Paid For Is Completely Hidden

    When Bradley released the invoices, every description of what the attorneys actually did was fully redacted. Dates, initials, and hours remain visible, but the purpose of each charge is blacked out completely.

    The village’s attorneys cite exemptions related to attorney-client privilege and attorney work-product. Whatever the justification, the effect is the same: residents are paying vast sums for services they are not allowed to understand.

    4. A Public Records System That Delays Instead of Informs

    FOIA logs and internal emails explain why it’s so difficult to access information. Requests that should take days routinely stretch into weeks or months.

    Examples from 2024 and 2025:

    • A request filed April 7, 2025 wasn’t completed until June 12.
    • One submitted June 19 wasn’t fulfilled until July 25.

    Emails show a heavy reliance on 5- and 10-day extensions, often citing broad or vague reasons. Requesters were pushed to narrow their requests, only to be told their narrowed version was still too large.

    All of it is technically legal. None of it reflects a commitment to transparency.

    Conclusion

    This investigation shows how more than $1.36 million in public money can disappear into a system that reveals little and excuses much. Rising costs, full redactions, and prolonged delays leave residents paying the bill for services they’re not allowed to scrutinize.

    For Bradley—and for any community—the question isn’t only why legal costs are exploding. It’s what it means when transparency laws become tools to reinforce secrecy instead.