THE I

LLIN

OIS

CITY/COUNTY MA

NAG

EMENT

THE I

LLIN

OIS

CITY/COUNTY MA

NAG

EMENT

THE I

LLIN

OIS

CITY/COUNTY MA

NAG

EMENT

For complete details on events please visit the ILCMA calendar at https://www.ilcma.org/events/

Calendar of Events

February 7Legacy Project LuncheonElk Grove Village

February 7 – 9ILCMA Winter ConferencePeoria

February 21IAMMA LuncheonLincolnwood

February 28ICMA Coaching Webinar

March 1SWICMA LuncheonMascoutah

March 7Legacy Project LuncheonNaperville

in IllinoisCity/County Management

Volume 13 No. 6

february2018 Strengthening the quality

of local governance through professional management

In th

is issue

March 7- 8ICMA Emerging Professional Leadership Institute Columbus, OH

March 8 – 9ICMA Midwest Regional SummitColumbus, OH

March 15ILCMA Professional DevelopmentLombard

March 15Metro Manager LuncheonLombard

DISCLAIMER. Statements or expressions of opinions appearing herein are those of the authors and not necessarily those of the Association or its editor. The publication of any advertisement is not to be construed as an endorsement of the product or service offered.

President’s Column 2

Welcome New Members 2

Who’s Who Directory 3

Board Election Begins 3

Corporate Partner Spotlights 4

IML Managers Monthly Column 8

Senior Advisor Column 13

Legacy Project Luncheons 15

Managers in Transition 18

Midwest Leadership Inst. 21

ICMA Credentialing Program 22

ICMA Coaching Program 23

Legacy Project Conference 28

ICMA Regional Conference 29

IAMMA Luncheon 30

Thank You Senior Advisors 31

Professional Dev. Committee 32

Metro Managers Lunch 33

Summer Conf Save the Date 34

Job Mart 35

Welcome New MembersThomas P. Bayer, Klein, Thorpe & JenkinsAlannah Doak, Management Analyst, Village of KenilworthMadeline Farrell, Assistant to the Village Manager, Village of NorthbrookBlair Gretter, Director of Sales, Moxie EnergyNapoleon Haney, MPA, Assistant Village Manager, Village of HomewoodMatt Heckman, Public Works Director/Assistant City Manager, City of DixonMaggie Henry, Seneca SystemsSteve Laner, Vision InternetDanny Langloss, City Manager, City of DixonNicole Large, Senior Contract Negotiator, Cook CountyMary Lopez, Government Documents Manager, Chicago Public LibraryMolly Lunn, ComEd Energy Efficiency ProgramNikhil Ranga, RoadBoticsAndrew Shuman, Municipal GIS PartnersErik Sloan, Student/Special Agent, Northwestern University/Union Pacific Annie Tamburro, RoadBoticsMark Thramer, Blue Stem Energy SolutionsRandall Tweet, City Manager, City of Rock IslandDennis G. Walsh, Klein, Thorpe & JenkinsMark Wildman, Director of Business Development, Walker Consultants

2

City/County Management in Ill inois

President’s ColumnVision 2020The ILCMA Board recently completed an update to our Strategic Plan. One theme that stood out as part of this process is a continued focus on being a strong voice for our vision and values. With so much discourse at the state and national levels, it is imperative that ILCMA actively promote and advocate for professional local government management.

Our Vision:• ILCMA is the organization for local government professionals that promotes and facilitates the utmost integrity of its members’ conduct by abiding by the ICMA Code of Ethics. • ILCMA serves as a voice for professional and trusted government in Illinois and is successful in promoting the profession and form of government throughout the state. • ILCMA embraces its diversity. o Attracting and engaging the next generation of local government professionals. o Promotes diversity within the association and among its member communities.• ILCMA, as an association, has an engaged membership and delivers quality programs and services that are in demand by its members.

Our Values:• Inclusiveness: ILCMA members value each other’s differences and contributions to the whole by fostering an inclusive, collegial and engaging environment. • Ethical Behavior: ILCMA members value ethical, professional local government management; they act as a role model to others in government service.• Advocacy for Professional Local Government: ILCMA members value actions that build trust in local government and shall advocate the good works of local government professionals.• Professionalism: ILCMA members value and encourage active networking, advanced learning, and the sharing of best practices.• Member Support/Members in Transition (MIT): ILCMA members value the need to support self-improvement, networking and members in transition.

The Strategic Plan will guide our programs for the next three years. Please take a few minutes to read your Strategic Plan. The plan encompasses the collective ideas to keep ILCMA forward looking to meet the needs of its membership today and in the future.

Henry Ford said, “A vision without execution is just hallucination.” It is incumbent upon us to turn these words into action. I look forward to working with you this year to help realize our 2020 Vision. A huge thank you to the ILCMA Board and all of those who contributed to its development. Barry BurtonLake County AdministratorILCMA President

City/County Management in Ill inois

3

Who’s Who Directory UpdatePam Reece has been appointed as the new city manager in the town of Normal. She was previously the deputy city manager.

Chris Setti has been appointed as the new chief executive officer of the Greater Peoria Economic Development Council. He was formerly the assistant city manager in Peoria. His new contact information is: Chris Setti, Chief Executive OfficerGreater Peoria Economic Development Council401 NE Jefferson Ave., Peoria, IL 61603Phone: (309) 495-5959Email: csetti@greaterpeoriaedc.org

William Stefaniuk has been appointed as the Township Administrator in Ela Township. He was formerly an administrative analyst in public works for the village of Mt. Prospect. His new contact information is:William Stefaniuk, Township ManagerEla Township 1155 E. Route 22, Lake Zurich, IL 60047Phone: (847) 438-7823Email: wills@elatownship.org

The city of Marengo has promoted Joshua Blakemore, the assistant city administrator who was serving as interim city administrator, to the permanent position of Marengo city administrator.

Mike Marzal is the new director of finance and administration for the city of Blue Island. His new contact information is:Michael V. Marzal, Director of Finance and AdministrationCity of Blue Island13051 S Greenwood, Blue Island IL 60406Phone: 708-396-7066Email: mmarzal@cityofblueisland.org

Sue McLaughlin has been appointed as the new city manager in Farmer City. Her contact information is:Sue McLaughlin, ICMA-CMCity ManagerCity of Farmer City105 S. Main St.Farmer City, IL 61842Phone: 309-928-2842Email: city-manager@farmercityil.org

Jack Knight has been appointed as the new assistant village manager in Lisle. He previously served as the assistant to the village manager in Woodridge. His new contact information is:Jack Knight, Assistant Village Manager

Village of Lisle925 Burlington Ave, Lisle, IL 60532Phone: (630) 271-4144Email: jknight@villageoflisle.org

David A. Hales, city manager, Bloomington, IL, since 2009, has been appointed city manager of Joliet, IL. His new contact information is:David Hales, City ManagerCity of Joliet150 West Jefferson St., Joliet, IL 60432Phone: 815-724-3720Email: dhales@jolietcity.org

Rick Snider is the new village administrator in Rantoul. He was previously the county administrator in Champaign County. His new contact information is:Rick Snider, Village AdministratorVillage of Rantoul333 South Tanner Street, Rantoul, IL 61866Phone: (217) 892-6801Email: rsnider@village.rantoul.il.us

ILCMA Board Election Process BeginsDo you have a colleague who could be a dedicated member of the ILCMA Board of Directors? Would you like to serve? Now is the time to nominate qualified candidates for positions on the Board of Directors. A letter detailing why the candidate is qualified to serve along with an up-to-date resume is due at the ILCMA Secretariat, Center for Governmental Studies, NIU, 148 N. Third Street, DeKalb, IL, 60115 or by e-mail to dpeters@niu.edu by March 1. Offices for which nominations will be accepted are PresidentElect, VicePresident, and SecretaryTreasurer. There is one director or officer position open this year. This depends on whether a current director steps up to be Secretary/Treasurer. If no one on the current board steps into the Secretary/Treasurer position, that officer position will be open. Officers are elected for one-year terms. Newly elected board members will serve three-year terms.

After the nominating deadline, the Nominating Committee, chaired by Mike Baker, ILCMA Past President, with a representative from each of the affiliate groups and one at-large member, will meet to determine a slate. The slate will be announced in the April newsletter. At that time, others wishing to have their name appear on the ballot will have an opportunity to submit a petition. If a contested election results, a ballot will be mailed June 1, 2017. If no contest develops, the election of the slate will take place at the Annual Meeting at the Summer Conference in Collinsville on June 14, 2018.

City/County Management in Ill inois

4

As part of the “Friends of ILCMA” Corporate Partnership Program, partners at the highest level get the opportunity to submit a one-page written educational piece in the ILCMA newsletter.

Corporate Partner Spotlight

Automation: Bringing Local Governments into the 21st CenturyBy Scott Shamberg, Azavar Audit Solutions

Remember the first time you used a personal computer, or saw an ad for a smartphone? If you’re like most of us, you were immediately dismissive. “Why would I need that? Why would anyone need that?”

Today, computers and smartphone are ubiquitous – helping us connect throughout the day, at work and at home, on the road and even in the air. Technology provides new ways of doing business, and automation helps everyone in the workplace do more with less. Over time, today’s dismissive attitude becomes tomorrow’s normal, even necessary.

Governments OverworkedIt’s no secret that local governments are being stretched thin. In fact, 40 percent of local government employees report feeling overworked and exhausted daily. The sad reality is that as local budgets have shrunk, the need for local services has grown.

Enter the power of automation.

Automation can take care of the mundane tasks that eat up your employees’ time and efforts, freeing them up to work more efficiently and effectively. When they’re doing more rewarding work, you’ll see the benefits – increased productivity, stronger work performance, improved morale, and most importantly, better results for your government services.

Benefits for Governments and TaxpayersThink of the time and brainpower spent each day on the mundane tasks at your office. Automation can take care of those tasks, giving your employees more time and incentive to focus on the bigger picture that will change your local government’s fortunes, from economic development and capital improvements to stronger budgets and special projects.

Technology now makes it possible, even easy, to automate these tasks. Eliminate the need for paper forms, processing and interpreting handwritten forms. An online portal securely stores taxpayer data while auto-calculating amounts due, including penalties and interest for late filings. Your employees will face less stress, time, and hassle to get the payments your government is owed. Taxpayers appreciate not having to wait in long lines and go through cumbersome paperwork.

Automation also offers your community a unique way to connect with residents and businesses. They can use software to apply for various permits and licenses, report issues, or find out the latest news and updates from Village Hall. Taxpayers not only will appreciate fewer headaches, they’ll be more informed and engaged.

Overcoming ObstaclesOne of the hesitations is: How do I know this will work? Sometimes, it doesn’t. And you need to be prepared for that.

Employees can push back on automating the workplace. Frequent training seminars can help them better understand how the technology works, why it’s beneficial – and most importantly, how they will mesh with it.

Some people distrust technology, and prefer their information and finances handled by humans. It’s critical that you clearly explain how their taxpayer data is collected, stored and protected, and how the technology is safer and more secure than human collection. It will take time, vigilance and reassurance every time a data breach hits the news, but you will earn their trust.

Regardless of the benefits, some will be adamantly opposed to automation. You can hold automation workshops and public meetings to walk them through each step of the process, providing detailed explanations. The more assurance you can provide upfront that you’ve planned for the worst-case scenario, the more persuasive you will be that automation is the best path forward in your community.

Automation works: in our daily lives, at home, and in the workplace. Every day, new technology is developed to make workflows easier, more reliable, and less consuming of our valuable time and resources. With the right partner and the right software, automation could be the best hiring decision you’ve ever made.

City/County Management in Ill inois

5

As part of the “Friends of ILCMA” Corporate Partnership Program, partners at the highest level get the opportunity to submit a one-page written educational piece in the ILCMA newsletter.

Corporate Partner Spotlight

2018 Municipal Market OutlookBy Craig Elder, Baird

Between tax reform, rising interest rates and a new Fed chair, there’s no shortage of events that are bound to spur volatility in 2018 for municipal issuers. The most impactful was the passing of the Tax Cuts and Job Act of 2017 which was signed into law by President Trump on December 22, 2017. While it may take a few months to fully digest the new legislation and its effect, there are some key takeaways: 1. Repeal of the tax exemption of advance refundings - The elimination of the tax exemption for advance refundings is significant – Bloomberg estimates that it could cut municipal bond issuance by as much as one-third. That loss, coupled with the rush to market in November and December, will probably result in a sizable decrease in municipal bond supply in early 2018. If supply goes down and demand remains the same, interest rates may stay stable.

2. Reduction of Tax Rates. The corporate rate was reduced from a maximum rate of 35% to a flat rate of 21%. Seven individual tax brackets were introduced: 10%, 12%, 22%, 24%, 32%, 35% and the highest cut from 39.6% to 37%.

The decrease of the corporate tax rate will make the tax-exemption of municipal bonds less attractive among institutional buyers such as banks and insurance companies. In the first part of the year, pricing in the muni market will probably be challenging. In addition and according to The Bond Buyer, the number of bank loans to municipalities and private placements of bonds to banks will likely decrease.

Individual participation will still be there, especially in the highest tax brackets as they are still in a high tax bracket, and their ability to reduce their tax liability has been diminished by the new law. This also means mutual funds and money managers (who represent individuals) will still be in the market for tax-exempt bonds.

3. Individual Deduction – The new law caps state and local tax (SALT) deductions at $10,000 and reduces the mortgage interest deduction on mortgages from $1 million to $750,000. This may be a challenge to state and local governments from a credit perspective as they try to raise capital (taxes) for infrastructure projects, especially in

areas that are heavily taxed. Also, with the reduction of the mortgage interest deduction ceiling, house sales (tax base) may decrease.

4. Other key changes that impact municipal issuers include:• Elimination of Tax Credit Bonds (Qualified School Construction Bonds (QSCBs), Qualified Zone Academy Bonds (QZABs), Qualified Energy Conservation Bonds (QECBs) and New Clean and Renewable Energy Bonds (NCREBs) Bonds. • Repeal or exemption on alternative minimum tax for corporations and individuals

Another market mover was and will continue to be the Federal Reserve (the Fed). In 2017, the Fed raised interest rates three times sending short-term rates higher. However, long-term rates fell as inflation remained below the Fed’s inflation target which resulted in the flattest yield curve (difference between short- and long-term interest rates) in almost a decade.

What will be interesting is if the Fed does four rate hikes in 2018 as they alluded to in their December meeting. However, the FOMC dot plots (forecasts by Fed governors and regional Fed presidents) called for three rate hikes and the Fed funds futures just two.

Another key change is new Fed Chair, Jerome Powell, who will replace Janet Yellen as Fed chair. Most expect he will continue Chair Yellen’s somewhat dovish monetary policies, trying to spur economic activity through low interest rates.

Our focus for 2018 includes monitoring: the impact of global trade agreements (NAFTA, TPP), make-up of the Fed Board, hot-spots such as North Korea, and infrastructure spending legislation. These are the known issues. The ones that we really worry about are the “unknown unknowns”.

City/County Management in Ill inois

6

As part of the “Friends of ILCMA” Corporate Partnership Program, partners at the highest level get the opportunity to submit a one-page written educational piece in the ILCMA newsletter.

Corporate Partner Spotlight

Performance Contracting:Saving Green in More Ways Than One

An Energy Saving Performance Contract (ESPC) is a financial mechanism that grants public entities the use of future energy and operational savings to finance current facility upgrades. In essence it’s a way to pay for today’s facility upgrades with tomorrow’s savings. An ESPC establishes a relationship between an Energy Service Company (ESCO) and a City that allows the collaboration of a project that will revitalize and extend the life of a facility for years to come—without depleting Capital Budgets. Before the Owner selects an ESCO, energy-related data is examined to calculate savings and prioritize areas for improvement. Those estimated savings are guaranteed through the ESPC and are used to fund the upgrade process. The Basic ESPC/EPC Process:1. The building/facility owner (in this case the City) competitively selects an ESCO, which completes an energy audit of the facilities.2. Once an ESPC is negotiated, the ESCO designs, installs, and commissions energy conservation measures selected by the owner.3. Energy savings are measured and verified, and the ESCO guarantees the savings.The Advantages of an ESPC/EPC:• Pay for facility upgrades now with future energy and operational savings freeing up existing capital for other needs.• Low interest financing options often are available, including municipal lease-purchases, which are considered “non‐appropriated funds”.• A comprehensive approach is utilized for identifying needed facility and system improvements for the project.• The ESCO represents a single point of accountability, implifying the upgrade process significantly.• Select an ESCO based on the best solution and value, not necessarily just the lowest bid.• The building owner participates in equipment and subcontractor selection.• Annual energy savings are measured and verified according to the International Performance Measurement & Verification Protocol (IPMVP).• Guaranteed project cost, energy and financial savings, and equipment performance.• Risk of performance belongs to the ESCO.Average Payback for Typical Improvements:• 2-5 Years: LED lighting improvements, occupancy sensors, retro-commissioning, building envelope sealing

• 5-10 Years: Domestic hot water upgrades, drives on pumps, high efficiency motors, building controls• 10-20 Years: Major HVAC system replacements; window and door replacements; electrical upgrades, roofing, kitchen equipment, laundry ozone systems, plumbing and water conservation, solar, wind

How an ESPC Works:

Reduce Carbon Footprint: More than half of the energy used by commercial buildings goes to lighting and heating, and the average building wastes 1/3 of all energy it uses. Energy-saving upgrades, realized through improved windows, HVAC upgrades, shell measures, lighting systems, and more, pay for themselves in 5-20 years while improving the comfort for all patrons.

Stimulate Local Economy: Local improvement projects also fuel the local economy. Money spent on an energy efficiency project returns money to the local community. Performance Contracting allows the owner to choose their preferred contractors, and the implementation of energy-conservation technologies in the public sector saves money for taxpayers, helping families and businesses grow and remain strong.

Results: Performance contracting reduces costs, mitigates risk and improves the bottom line, all while reducing the carbon footprint—it’s a win/win!

7

City/County Management in Ill inois

As part of the “Friends of ILCMA” Corporate Partnership Program, partners at the highest level get the opportunity to submit a one-page written educational piece in the ILCMA newsletter.

Corporate Partner Spotlight

Executive Recruiting Interim Staffing Human Resource Consulting Management Consulting Professional Development

GovHRusa.com info@govhrusa.com info@govtemps.com

Ten Things Employees Tell Us They Want in a LeaderBy Heidi Voorhees, President, GovHR USA

We’ve interviewed thousands of employees as a part of our recruitment and selection processes. Here is what they tell us they want in a leader/boss/manager/supervisor:

1. Listen, Listen, Listen. Bosses often talk more than they listen and when they do listen, they sometimes are also looking at their phone, computer or tablet. Employees want their boss to put down the technology and genuinely listen.

2. Stop Micromanaging. There are times when leaders and managers must micromanage; however, so many employees complain about being micromanaged, that it is important to mention it. Employees want to feel their expertise is respected and not regularly second guessed.

3. Address Performance Issues. Failure to address performance issues is a morale killer. Allowing poor performance at any level is frustrating and discouraging for employees.

4. Conduct Regular, Productive Staff Meetings. Employees want to know what is going on in their department, in the organization and in the community. Plus, they can be frustrated with turf battles. One way to address all of these issues is with regular staff meetings that have agendas, are kept on task and provide for a free flow of information. Regularly canceling staff meetings can relay an unintended message that teamwork and communication are not valued.

5. Encourage Professional Development and New Ideas. Employees in general want to improve their skills and see a path for their career. By encouraging professional development and the introduction of new ideas you anchor employees to your organization.

6. Don’t Play Favorites. Leaders and managers at all levels need to be approachable and friendly but not a friend. Socializing with some direct reports and not others can lead to unnecessary angst in the workplace.

7. Be Emotionally Consistent. Leaders and managers do not always recognize the impact of their moods on the organization. If they are having a bad day and bring their frustration into the office, it will negatively impact the team. If this happens regularly, employees will be tentative in their interactions for fear of upsetting their boss. This leads to not relaying important information that may be viewed as “bad news” and not introducing new ideas.

8. Practice Patience and Optimism. As alluded to in #7, leaders and managers need to hear bad news as soon as possible. If they lose their temper when they receive bad news, employees will quit bringing it forward. When there is a crisis, employees look to their leader for stability and optimism even if the leader is not feeling that way. Indicating that “We are a smart team and we will figure it out” can go a long way to solving the problem or managing the crisis.

9. Respond to Email. It is surprising how often employees tell us their leader or manager do not respond to their emails or takes weeks to do so. This makes employees feel unimportant and worse, it can hold up the progress of key projects.

10. Give Direction. The most team oriented, consensus building environments still need decisions made. Many employees tell us they would prefer a less than perfect decision to no decision at all.

8

City/County Management in Ill inois

IML Managers Monthly Column

Unintended Consequences of Well Intended LegislationBy Scott Niehaus, IML Managers Committee MemberVillage Manager, Lombard

Since January of 2017, there have been over 10,000 legislative introductions to the General Assembly including bills, amendments, resolutions and constitutional amendments. Of these, IML identified and tracked over 700 pieces of legislation to monitor them for impacts on municipal governments. Now, as we turn the page into 2018, there are 217 laws that went into effect on January 1, 2018. While most managers are familiar with major legislation pertaining to things such as LGDF, collective bargaining, pensions and broader municipal authority, it is important to review all new legislation on a regular basis to determine what impacts it may have on your own day-to-day operations. In many cases, very well intended legislation may end up having serious unintended consequences for you and your staff.

One such piece of legislation is HB 3817 that was signed into law as Public Act 100-0285. A short synopsis of the new law provided by IML is as follows:

HB 3817 provides that all juvenile records that have not been expunged are sealed and cannot be disclosed to the public or otherwise made available unless their use is needed for good cause and with an order from the juvenile court. Records of municipal ordinance violations concerning a juvenile that are maintained by municipalities are prohibited from inspection and copying except under certain circumstances. Willful violation of this prohibition is a Class C misdemeanor and each violation is subject to a $1,000 fine. Someone convicted of violating the law is liable for damages in the amount of $1,000 or actual damages, whichever is greater.

The Department of State Police and all law enforcement agencies within the state are mandated to automatically expunge, on or before January 1 of each year, all law enforcement records relating to events occurring before an individual turned 18 years of age if certain criteria are met. Local law enforcement agencies are required to send written notice to a minor about the expungement of records within a specified time period. Relevant records can be retained for a limited amount of time if needed for a felony investigation. Willful dissemination of any information contained in an expunged record shall be treated as a Class C misdemeanor and punishable by a fine of $1,000 per violation along with possible additional punitive damages against the individual responsible. A person can be

charged with a Class 4 felony if the expunged record was disseminated for financial gain. An employee involved in dissemination for financial gain will be subject to immediate termination of employment.

The Well-Intended LegislationThe origin of this legislation came from county court systems that were being overwhelmed by requests for the expungement of juvenile records. It was determined that the requests were coming from persons convicted of violations at a young age who were finding that their history was an impediment to obtaining gainful employment. As such, the well-intended purpose of the law was to reduce the bureaucratic overload on county court record keeping and pave the way for persons with juvenile criminal records to become more attractive job applicants. The end result of HB 3817 is a change to the Juvenile Court Act of 1987 in three major areas:

1. Establishment of automatic expungement requirements for juvenile law enforcement records;2. Expansion of the confidentiality requirements for juvenile records and law enforcement records concerning juveniles; and3. The addition of criminal and civil penalties for willfully violating the confidentiality requirements and for willfully disseminating information in an expunged record.

The Unintended ConsequencesCertainly, the establishment of automatic expungement and confidentiality requirements place an additional burden on local police departments that can be deemed an unfunded mandate. However, the real unintended consequence of this legislation is the addition of criminal and civil penalties for violation of confidentiality and dissemination of information (#3 above). This has wide ranging impacts on police officers, records clerks, FOIA officers and human resource employees that could have serious repercussions.

For example, if a FOIA request was made for records pertaining to the issuance of a citation to a juvenile, it would need to be denied and completely withheld. However, if

continued on page 11

9

City/County Management in Ill inois

info@geronimoenergy.com | 952-988-9000 | www.geronimoenergy.com

One of the country’s premier community solar garden developers.

AgendaTRAC

Document Transparency Agenda Item Workflow Software Subscription

Affordable Solutions to empower Civic Governments and Communities through

Shared Documents, Agendas, Minutes and Videos

Ph.(630)530-2991

YourPartner InService

10

City/County Management in Ill inois

ILCMA CommunityINTRODUCING

THE NEW AND IMPROVED ILGNet!

FEATURING:

- Easy-to-use, engaging platform- Pre-defined categories to filter & streamline the search process

- "Recent Discussions" feature to view recent inquiries - “Remember Me"” allows users to follow messages

without having to login

ILCMA Community provides a more customized,user-friendly interface to enhance members’

information and knowledge-sharing experience!

Visit ILCMA.org andlog-on today!

Comprehensive, Turnkey, Energy Services Solutions

Jennifer Gray, Account Manager - Government jennifer.gray@trane.com • 314.374.9233

11

City/County Management in Ill inois

your FOIA officer or police department was not aware of this law and provided the information, the employee could be exposed to a Class C misdemeanor, a $1,000 fine and possible termination. Furthermore, if it were determined that any person disseminated the information for “personal or financial gain” they could be subject to a Class 4 felony.

In addition, HB 3817 also amended the Juvenile Court Act to prevent the accidental dissemination of expunged records in employment applications. Specifically, the Act requires that all applications for employment contain language stating that the applicant is not obligated to disclose expunged juvenile records. Employers may not ask, in any form or context, if an applicant has had a juvenile record expunged. As such, any records obtained as part of an employment application (even inadvertently) shall be treated as dissemination of an expunged record by the employer and thus, subject to the criminal penalties under the Act.

What Should You Do?1. First and foremost, make sure that your Police Department is aware of this legislation and is reviewing it carefully to ensure that they are in compliance with the new expungement requirements. Policies and procedures need to be put into place to ensure the timely and efficient review of all juvenile records to determine what needs to be expunged on a regular basis;2. Make sure that all your employees that interact with juvenile records are fully trained on this legislation. This includes sworn police officers, records clerks, FOIA officers and human resources personnel; 3 . Update all personnel application forms to include language that the applicant is not obligated to disclose expunged juvenile records as part of their application. This includes a thorough review of all outdated application forms that may exist in hard copy or that may exist on your municipal website as often times old forms exist without being removed from cyberspace.

If you have any additional questions or concerns regarding the impacts of this legislation, you should check with your municipal attorney for further advice and counsel on how to ensure that you are not at risk to the criminal and civil penalties now imposed.

ConclusionThis is just one example of how well intended legislation can have unintended consequences. But how can you as a manager or department head keep up with all of the legislation? Thankfully, IML does provide assistance to municipal governments by reviewing the legislation that passes and has provided an annual update. A copy of the summary for 2018 can be found at http://www.iml.org/cms/files/pages/2018%20Public%20Acts%20and%20Vetoes.pdf. In addition, the IML Managers Committee will continue to work closely with the IML staff to track legislation like this and make sure it is included in regular updates.

continued from page 8

Designing Customized Financial Solutionsfor Outstanding Communities.

www.ehlers-inc.com

Phone 800.728.7805HRGreen.com

Aurora | Evanston | McHenry | New Lenox | Rockford | Yorkville

design + construct + own + operate

12

City/County Management in Ill inois

Searching for Water and Energy Savings?Saving water also means saving energy. Our engineering audit will uncover improvements, and the savings will be used to offset the costs. Let us help you find the answers.

For more information, call (847) 207-7268 or visit www.johnsoncontrols.com/water.

Oak Brook630.574.8300

Chicago312.942.8461

O’Fallon618.624.3361

FGM exists to enhance

communities by creating quality environments.Since 1945

fgmarchitects.com

Our purpose is simple: to help provide financial

security for our clients and their families

John Passananti, CLU Founder & Senior Managing Partner The Business Strategies Group of IL A Division of AXA Advisors, LLC Tel: (630)575-5000 John.Passananti@axa-advisors.com www.axa.com AXA Advisors, LLC. 1515 W. 22nd St., Ste. 300 Oak Brook, IL 60523

CORDOGANCLARKA R C H I T E C T S E N G I N E E R S C O N S T R U C T I O N

BRIAN KRONEWITTEREXECUTIVE VICE PRESIDENT

bkronewitter@cordoganclark.com630.209.7525

PERSONAL APPROACH TO CIVIL ENGINEERING

847-478-9700www. gha-engineers.com

works wellwith others :)

What Can You Do With BoardDocs?Save Money. Save Time. Make a Difference.

BoardDocs.com 800.407.0141

13

City/County Management in Ill inois

Changes in Rolesby Robin Weaver, Senior Advisor

One of the topics we handle as Senior Advisors is non-traditional career movement. It is increasing. Members have always had transition hopes and concerns as they rise in their local government organizations. Now, an increasing number of members consider and succeed, at making transitions to an operating department, or an economic development agency, a water or other utility agency, a government-funded consortium, or even to non-profit or private sector positions which serve to make our communities better. There are also people who move into our profession who are non-traditional in their education and experience.

Transitions within the organization. Transitions beyond the usual Management Analyst to Assistant Manager to Manager/Administrator can be successful, rewarding and a big benefit to our communities/counties. Working in a support role or an operating department can provide both immediate and long-lasting knowledge and more skill development for a better resume and more successful term as a manager/administrator. For example, working in a Finance department builds financial acumen, a mix of professional and non-professional co-workers, understanding of billing and collection, and a fuller knowledge of auditing, regulations, and transparency. Having started out my career in Public Works, I was integral to budgeting, gained valuable customer service experience, learned capital project planning and project management and developed a thorough understanding of both infrastructure and operations. Experience with working with all kinds of employees (labor, trades, office and professional) labor negotiations and working with other departments and consultants gave me a great background for understanding a city before becoming a manager. Running an IT department requires working as an equal to other department directors and requires a good understanding of each department’s needs.

Transition to non-traditional roles in another government entity.Some of our members have taken roles in another government entity: international work, federal agency work, such as FEMA, a fellowship, ICMA staff, utility agency work, and Councils of Government. These provide

Senior Advisor Column

continued on page 14

Make the most of your resources

Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member of Baker Tilly International. © 2017 Baker Tilly Virchow Krause, LLP

Caitlin Humrickhouse 312 729 8098 | bakertilly.com

State and local government advisory servicesStrategy and operations | Risk and compliance | Information technology

Leading clients to a higher level of performance.Mike Wojcik MBA, CLU, CFP®Senior Vice President / Employee Benefitsmike.wojcik@thehortongroup.com (708) 845-3126

Les PeachVice President / Business Insuranceles.peach@thehortongroup.com (708) 845-3656

1.10.17 - IMCA ADs.indd 1 1/10/2017 3:36:52 PM

Architecture Engineering Interior Design Landscape Architecture

Henry Pittner, AIAp: 312.525.3367

www.bkvgroup.com

Fire • Police • Village Hall • Public Works

14

City/County Management in Ill inois

opportunities for both sides; the agency gets a great staff member and the individual benefits from the unique work which is still in the realm of public service.

Transitions to quasi-government roles. Members sometimes take a position in a government or a government/private entity like an Economic Council or a Business Leadership group. In one community, the manager “assigned” his assistant to a one-year position with the economic development group to assist that entity in boosting it up to the next level. The opportunity provided a better understanding of business thinking and of their concerns.

Transitions to non-profit/not for profit and the private sector. Also, the wall between public, non-profit and private sector work is more permeable than in the past. Members switch from government employee to private sector, especially consulting, and back. Consulting work can aid members in their focused area of interest and encourages focus on goals due to billable hours or project management. Those skills are helpful when returning to the public sector. Not all return to the public sector. We also have members who work in private sector jobs unrelated to government. They manage a sports association, manage a law firm, manage shopping centers, work in the financial sector and more. Some members work in the non-profit or not for profit sectors. One became the Financial Director for the Peace Corps. Others work for the United Way and the Girl Scouts of America.

The reasons for these non-traditional roles include: assignment/need of the organization; strong interest; skill and experience building; better fit; preferred hours (typically fewer night meetings); better pay or benefits; social justice/environment/charity commitment; less risk (perceived) and the desire for a “change up”. Sometimes members want advancement but none is locally available.

Concerns about changing to a non-traditional role center on preparedness and a whole new set of people, procedures, office environment and risk as probation begins again. That concern is common in any job change but is certainly more pronounced when changing to a non-traditional role. “Will I succeed?” doubts arise. In our field, the biggest concerns I hear raised are: “Will I be able to get back into the manager’s office or city/county management?” and “Is the new role just a stop out that won’t advance my career?” The best way to address those concerns is to be thorough and diligent in selecting a non-traditional job. Reaching out to mentors and Senior Advisors can help you to consider those elements before reaching a decision and after taking the leap. As Senior Advisors, we are good at linking members with resources - both links to people

and to information prepared by ICMA and ILCMA. Ask us. Maintaining ties to city/county management are important. Retain your membership in ILCMA and maintain your contacts. Review your accomplishments file and reflect periodically on your skill development.

Our organization, ICMA, used to use the motto that ICMA stood for I Can Manage Anything. We need to keep that in mind. We typically have a rigorous academic background, on-going professional development, we tackle complex and important work every day and we are committed to doing our jobs well. That means that we have a lot to offer in both traditional and non-traditional jobs.

Sometimes a non-traditionally trained person gets a job in our organizations. They have good education and experience that will ease the transition. Or they may not. Sometimes it works out, sometimes not.

Special note. In the past few years I’ve seen more interest, and success, by those in the military who want local government jobs. Some of our members have active duty service backgrounds. ICMA now has an outreach program to help service members transition into local government. Those who have served deserve our open minds to consider placement in our organizations. I’ve hired utility operators who learned their trade in the military. Many of our police officers had military backgrounds. My experience with those who have military service is that they can and do work well in team situations and not just under or with an autocratic style.

continued from page 13

Representing local governments and public officials.Contact Stewart Diamond or Adam Simon.

312-782-7606 | ANCELGLINK.COM

For Local Government Law, Think Ancel Glink

Industry leaders in innovationNationally recognized plans and graphics

Effective and engaging community outreach

www.hlplanning.com

community planning urban design economic development

1st Quarter 2018 Luncheons Brown Bag (bring your own)

Wednesday, January 10 Libertyville Village Hall 118 West Cook Rd. Libertyville, IL 60048 RSVP for Libertyville *Note: New Location & Date*

Wednesday, February 7 Elk Grove Village Hall 901 Wellington Ave. Elk Grove, IL 60007 RSVP for Elk Grove Village

Wednesday, March 7 Sikich LLP 1415 W. Diehl Rd., Ste. 400 Naperville, IL 60563 RSVP for Naperville Luncheons begin at 11:30 a.m. and end promptly at 1:00 p.m. Please join us for interactive discussion on topics of particular interest to women working at all levels of local government.

To learn more about the Legacy Project, please visit our website:

www.legacyprojectnow.org

Are You Ready to Are You Ready to Take the Risk?Take the Risk?

Professional risk taking can take many forms: moving into a new position, changing communities, starting a business, going back to school and more! This quarter’s luncheons will discuss: how to take risks without being reckless; weighing all the options, making your case and how to stop before you jump too quickly. Lisa R. Callaway, a Partner with Engler, Callaway, Baasten, & Sraga, LLC., will present at all three sessions. Please come with any questions or experiences to share!

15

City/County Management in Ill inois

16

City/County Management in Ill inois

The IAMMA/Metro Manager holiday luncheon continues to be a great event. The IAMMA Social and Activity Committee gave out all 200 tags for the Salvation Army Angel Tree Program.

Thank you to all who participated and helped make Christmas a little bit brighter for those in need!

17

City/County Management in Ill inois

18

City/County Management in Ill inois

Do you have Special Projects for which you need Additional Help?Has your Staff been Cut Back, but your Workload Increased or Stayed the Same?

If so, ILCMA has a solution to your problem. Have you ever considered utilizing one of ILCMA’s programs to help fill temporary job assignments or conduct a special project? ILCMA has two programs that may meet your needs:

Member in Transition Program (MIT) – ILCMA keeps a list of Illinois managers and assistants in transition. These members are willing and able to fill positions, do special projects, and provide expert service to you and your community (list of MIT’s below).

Professional Resource Program (PRS) – The PRS program consists of retired, semi-retired, and MIT’s who are again able to do special projects, fill positions, and provide expert professional services to your local government. For information please visit the ILCMA website at https://www.ilcma.org/programs-and-services/ilcma-professional-resource-service/

The ILCMA Senior Advisors have the most current list of Members in Transition and Professional Resource Program participants. Please do not hesitate to contact either Dawn Peters at ILCMA or one of the Senior Advisors.

Also, don’t forget about recent MPA graduates. This is a tough job market and many of them are searching desperately for a position. They may be willing to provide services on contract for short-term projects. This will help them gain additional experience while searching for their first full-time position. Contact any of the graduate schools in your area to identify students who may be willing to do this type of work.

ILCMA Memberhip Responsibilites For Members In Transition

ILCMA members are encouraged to contact fellow members that are in transition. ILCMA members can help members in transition in the following ways:

• Hire members in transition for interim work and special projects.

• Provide office space and equipment for members in transition.

• When going to ICMA or ILCMA conferences, invite a member in transition to share your room at no cost.

• Invite them to an ILCMA, Downstate, Metro, IACA, SWICMA, Legacy Project, or IAMMA meeting as your guest. • Monitor the environment. As one hears about a member that may be in trouble, members are encouraged to contact either the ILCMA Executive Director or one of the Senior Advisors.

ILCMA members are asked to help identify ILCMA members as soon as it appears that they are leaving a management position and do not have a new position identified. In addition to monitoring local papers, members should also frequently advise their regional counterparts to notify them of members who may be in transition. Once a member in transition (MIT) is identified, the member should advise the ILCMA Secretariat so that ILCMA support can be offered. ILCMA members are encouraged to personally contact the MIT to provide support. A Board liaison will be assigned to maintain regular (weekly or hi-weekly) contact with the MIT, encourage others to contact the MIT, and will keep the ILCMA Secretariat aware of the MIT’s status. The Board liaison will coordinate closely with the Senior Advisors and between the two entities should provide the MIT with the support services available through the ILCMA and the ICMA.

Members in Transition Who Agreed to Publicize their Information: (Visit the Members Only section of the ILCMA website to view resumes of those who have submitted them.)

John Kolata jdkolata@hotmail.com 309-525-2359Janet Matthys janetmatthys@gmail.com 708-698-1523Kathy Katz kselake@gmail.com 847-721-7602

19

City/County Management in Ill inois

APRIL 2018

SAVE THE DATE22ND ANNUAL IAMMA CONFERENCE

13TH

CITIES OF THE FUTURENORTHERN ILLINOIS UNIVERSITY NAPERVILLE CAMPUS

20

City/County Management in Ill inois

CIVIL/ENVIRONMENTAL TRANSPORTATION

STRUCTURAL MECHANICAL/ELECTRICAL

ILLINOIS • INDIANA • WISCONSINChampaign • Chicago • Elmhurst • clarkdietz.com

CLA Courses Qualify for ICMA’s Voluntary Credentialing Program

February 22, 2018 – NIU-Naperville Leadership Lessons: Trying Times Demand Sound Leadership

February 28, 2018 (day) – Giving DuPage/DuPage County Administration Building Executive Director 101 - Nuts & Bolts

February 28, 2018 (eve) – Giving DuPage/DuPage County Administration Building Are You the Perfect Board Member? What You Need to Know in Order to Lead and Govern

March 7, 2018 – NIU-Naperville I.T. Checkup or Total Reconstruction?

www.cgs.niu.edu

Advancing Civic Leadership

ENGINEERS | ARCHITECTS | SURVEYORS | SCIENTISTS ww

w.f-

w.c

om /

/ 30

9.66

3.84

35

Serving Illinois communities for more than a century.

Let us help identify state and federal funding sources and engineering design solutions that meet your budget.

21

City/County Management in Ill inois

Helping local government navigate a complex world in a time of disruptive change

A basic premise of the Midwest Leadership Institute is that successful outcomes in local government require a deep understanding of interpersonal leadership. The ability to understand individual and organizational behavior and the ability to diagnose why people act the way they do is crucial. The courage and discipline to admit when you do not know what you do not know, which requires you to know yourself and your emotions, is also a focus of the Institute. Local government professionals including chief administrative officers, assistants, and department heads interested in advancing their career who would like to:

• Thrive in an increasingly complex world with multiple personalities, competing self- interests, questionable ethics and the prominence of the information age.

• Function in a complex world with challenges facing local government professionals that can make leaders feel like the healthiest person in the emergency room.

• Implement sound judgment, an important concept of the Institute, which will help guard against blind pathology and acting without the proper analysis.

The Institute customizes learning to the needs of the participants. Learning in teams focusing on real world local government scenarios is a critical component of the Institute. The Institute is an intensive 4.5 day program with both an internal self-focus and an external organizational focus. The Institute consists of nine learning pods including lectures, exercises, team discussions and team presentations. The nine learning pods are as follows:

1. Leadership in the New Order of Things and Fundamental Concept for Leading People 2. Judgment – The Foundation to Successful Leadership 3. Emotions – The Ultimate Motivator 4. Self-Awareness – Overlook at your Own Risk 5. Resistance, Motivation and Performance 6. The Unique Challenges of Public Sector Ethics 7. Groups Committing to Reality 8. Aligning Goals, Tasks and Relationships 9. Balancing the Competing Needs of Work, Family and Self

If you are an ICMA Credentialed Manager, the Institute includes practice areas 1,2,6,8,9,13,14,17,18

A cross-disciplinary team of leading local government practitioners and experts in executive coaching and leadership development presents the program

• David E. Morrison, M.D. • Daven Morrison, M.D. • David M. Limardi, Midwest Regional Director, ICMA, MPA, ICMA-CM • Robert Kiely, City Manager, Lake Forest, MPA, ICMA-CM

Each program is limited to 40 participants to ensure time for one-on-one individualized coaching as well as small group and all-participant events. Tuition for the entire 4.5-day Institute is $2000 for ICMA members or $2200 for non-ICMA members and includes course materials, continental breakfast daily and lunch four days. Organizations that send multiple participants are eligible for tuition discounts. Please see below for contact information. The Institute w i l l b e held March 19 - 23, 2018 at Northern Illinois University’s Naperville campus, 1120 East Diehl Road, Naperville, IL. Visit www.cgs.niu.edu/midwest_leadership_institute for more program details and area lodging options. Please contact Dawn Peters at dpeters@niu.edu or call her at 815-753-0923 with questions.

Limardi Consulting, LLC

22

City/County Management in Ill inois

The ICMA Voluntary Credentialing Program recognizes professional local government managers qualified by a combination of education and experience, adherence to high standards of integrity, and an assessed commitment to lifelong learning and professional development. Managers are recognized by ICMA through a peer review credentialing process, and this self-directed program offers an opportunity for interested ICMA members to quantify the unique expertise they bring to their communities. The program also assists ICMA members in focusing and reflecting upon their lifelong professional development experience. Members who participate in the program may earn the designation of ICMA Credentialed Manager granted by the ICMA Executive Board. ICMA Credentialed Managers are viewed with growing distinction by local governing bodies and progressive, civically engaged communities.

What Are the Benefits?• Recognition as a professional local government manager• Quantification of the unique expertise you offer• Demonstration of adherence to high standards of integrity• Demonstration of commitment to lifelong learning• Structured and focused professional development plan• Peer review of professional development activities and learning• Eligibility for Legacy Leaders Program• Access to special workshops and other training for ICMA Credentialed Managers and Candidates, such as the ICMA Gettysburg and ICMA SEI Leadership Institutes

All of us know the importance of continuous learning. ICMA’s Credentialing Program gives us an easy way to focus and structure that learning, as well as become involved in coaching younger managers. As members of ICMA, we are already required by Tenet 8 of the Code of Ethics to commit to at least 40 hours of professional development every year. This program encourages you to reflect on your learning and receive feedback and recognition. Please consider beginning the process today and join your colleagues who are already credentialed.

For complete information please visit http://icma.org/en/icma/members/credentialing.

ILCMA Members become ICMA Credentialed Managers January 2018James Bowden, Glen Carbon, ILJohn Kalmar, Vernon Hills, IL ICMA Credentialed Manager CandidatesHadley Skeffington-Vos, Niles, IL

Ruekert Mielke

Let Ruekert & Mielke, Inc. focus on your infrastructure so you can focus on your community!

WAUKESHA, WI • KENOSHA, WI • MADISON, WI • CHICAGO, IL GLOBAL WATER CENTER, WI • FOX VALLEY, WI

www.ruekertmielke.com

More ideas. Better solutions.®

ENGINEERING ● SURVEYING ● ARCHITECTURE ● ENVIRONMENTAL ● PLANNING ● FUNDING

www.msa-ps.comChampaign: (877) 352-0081

23

City/County Management in Ill inois

ICMA CoachConnect Add your Coaching skills to a national network of volunteer coaches helping prepare our nation’s local government professionals.

Why Be a Coach?

Participating in 1-1 Coaching is mutually rewarding. Players gain encouragement and guidance for their careers. Coaches gain deeper insights into their own careers and the satisfaction of helping others.

Coaching offers value for people at any career stage Everyone can benefit from Coaches who can help them see their situation and opportunities from a fresh perspective. Even successful executives

seek out coaching! Coaches are encouraged to share expertise, insight, and experiences from their life's work to help others negotiate their own career paths, overcome obstacles, reinvigorate their passion, and plan next steps.

Sign-up to Coach

We invite you to use our new coach-player matching service, ICMA CoachConnect. CoachConnect brings the power of data and search to help you find the best coaches for you coach faster. Coaches come from ICMA membership, and from our state and national partner organizations.

If you are interested in being a coach, create your profile at icma.org/coaching. Registering should take about five minutes (more if you expand your profile details). Once we receive coach registration requests, we will approve them and you will receive a confirmation email from the system. Coaches receive coaching requests by email. You will negotiate and set expectations for time commitment up front so you both get the most value from your interactions.

Your service as a volunteer coach in formal mentoring activities (if the mentee is not your employee) count toward annual professional development requirements for ICMA Credentialed Managers. Learn more at icma.org/coaching.

24

City/County Management in Ill inois

For more information visit http://icma.org/coaching or contact Don Maruska, MBA, JD, Master Certified Coach Director, ICMA Coaching Program, ICMACoaching@donmaruska.com

2018 Webinar Schedule and Advance Registration

The following webinar topics were the highest rated in a poll of leaders across the ICMA State Association Coaching Partners and sponsoring professional associations. We recruit top presenters from across the country. Thanks to sponsors, there is no charge for participation.

Register now. Advance registration is required for each webinar. Simply click on the links below. Even if you can’t attend a live session, register so that you’ll receive an email when the digital recording is available.

Webinar Topic Date, Time & Advance Registration LinkMaximizing Your Growth at Each Career Stage

11-12:30 PT (2-3:30 p.m. ET), Wednesday, February 28https://attendee.gotowebinar.com/register/4694821579978006018

Entrepreneurial Solutions for Local Government Challenges

10:30-noon PT (1:30-3 p.m. ET), Wednesday, March 28https://attendee.gotowebinar.com/register/4115724198837411330

Creating a Culture for Cultivating Talent and Getting Results

10:00 – 11:30 a.m. PT (1-2:30 p.m. ET), Thursday, May 10https://attendee.gotowebinar.com/register/7583614659167558658

Recognize and Eliminate Bias: Keys to Being a Better Leader and Team Player

10-11:30 a.m. PT (1-2:30 p.m. ET), Wednesday, Sept. 19https://attendee.gotowebinar.com/register/8862265318410960898

Taking Smart Risks and Rebounding from Setbacks

10:30-noon PT (1:30-3 p.m. ET), Thursday, October 25https://attendee.gotowebinar.com/register/3388916226551529218

Gaining Project Support from Your Team, Elected Officials, and the Public

11-12:30 PT (2-3:30 p.m. ET), Wednesday, Nov. 14https://attendee.gotowebinar.com/register/1391547801580349698

Participate as a group. This is an excellent way to learn best practices together and boost talent at all levels. Each webinar includes a set of Post Webinar Discussion Questions to stimulate your conversation. It’s like professional development in a box—add talent and stir.

Ask questions in advance and during the webinar. You may send questions when you register by email to ICMACoaching@donmaruska.com for the moderator or via the Question tool during the live webinar. Have your tough questions asked anonymously.

Access presentations, resource materials, and digital recordings. You’ll find these at the “Agendas & Archives” tab of http://icma.org/coachingwebinars. Subscribe to the free email list for webinar and program updates at http://icma.org/coachingList.

Tap additional resources to thrive in local government. Check out the 1-1 Coaching,Talent Development, and Career Compass resources at http://icma.org/coaching.

25

City/County Management in Ill inois

ICMA 2018 AWARD NOMINATIONS OPEN ICMA's Local Government Excellence Awards celebrate the value of professional management and honors creative contributions to professional local government leadership. The Awards highlight public awareness of the value of professional management and its impact to the quality of life in our communities. An independent Awards Evaluation Panel comprised of U.S. and international ICMA members selects each years' award recipients.

SUBMITTING A NOMINATION 1) You must be logged into the ICMA website in order to submit a nomination.a. If you do not have an ICMA website account, you will need to set one up in order to submit the nomination. Please set up your ICMA account here. When setting up the account, use the email address at which you wish to receive communications from us regarding this submission.2) Once you are logged into the website, go to “my account”. You will see “Awards” on the top blue menu bar. Hover over the “awards” tab and you will see links to nominate either a Professional Excellence or Program Excellence Award. Click on the appropriate tab.3) Alternately, if you are logged into the website you may go directly to the appropriate nominations page by following the links belowa. Professional Excellenceb. Program Excellence4) Follow the online prompts and be sure to fill out all information. Do not forget to upload the narrative that needs to be included with the nomination, where appropriate. (For the narra+ve to load correctly, there cannot be any spaces in the name of the saved document), Example: save your narrative as programnarrative.pdf Do NOT save it as program narrative.pdf5) Important Dates to Remember for 2018: • Friday, March 2: Deadline to submit a nomination for 2018 (late nominations will not be

accepted) • Early-June: Award Nominators will be contacted regarding results • Sunday, September 23- Wednesday, September 26 : Award recipients honored during the

ICMA Annual Conference in Baltimore

26

City/County Management in Ill inois

Categories and Eligibility PROFESSIONAL AWARDS: Recognize individual achievement that may have been accomplished through tenure with a number of local governments or organizations. Individuals can be nominated in only one Professional Award category per year.

• Award for Career Excellence in Memory of Mark E. Keane: Recognizes an outstanding chief local government administrator who has fostered representative democracy by enhancing the effectiveness of local elected officials and by consistently initiating creative and successful programs.Eligibility: ICMA full membership, a minimum of ten years of executive, senior-level service to the profession, and endorsement by a past or present elected official.

• Award for Career Development in Memory of L. P. Cookingham: Recognizes an outstanding local government administrator who has made a significant contribution to the career development of new talent in professional local government management. Eligibility: ICMA full membership.

• Assistant Excellence in Leadership Award in Memory of Buford M. Watson, Jr: Recognizes a local government management professional who has made significant contributions toward excellence in leadership while serving as an assistant (regardless of title) to a chief local government administrator or department head. Eligibility: ICMA membership and endorsement of the CAO of nominee's jurisdiction. Must be full-time assistant reporting to a chief local government administrator or department head with significant executive level responsibilities in the areas of staff management (supervising staff development and performance, having direct influential relationship with department heads on program implementation and administration), financial management (preparation and administration of operating budgets, determining program cost effectiveness and comparing alternative strategies), policy facilitation and implementation (developing and analyzing policy alternatives and implementing policies), and service delivery (ensuring effective organizational performance, having responsibility for diverse major staff and / or line functions) for at least one year (not including internships in conjunction with an academic program).

• Academic Award in Memory of Stephen B. Sweeney: Recognizes a classroom instructor who has made a significant contribution to the formal education of students pursuing careers in local government.Eligibility: Unrestricted.

• Early Career Leadership Award in Memory of William H. Hansell Jr: Recognizes an outstanding early-career local government professional who has demonstrated leadership, competency and commitment to local government as a profession. Eligibility: ICMA membership, less than ten years of service to local government, and endorsement by a past or present local government manager or elected official. This award is accompanied by a $5,000 stipend to promote professional development of early career local government professionals, through the generous support of ICMA-RC. The award will be offered for five years, starting in 2014 and running through 2018.

27

City/County Management in Ill inois

PROGRAM EXCELLENCE AWARDS: Presented to local governments and their chief administrators in recognition of their innovative and successful programs. Program Excellence Awards can have multiple recipients.

Awards are presented to local governments for each of three population ranges: less than 10,000, 10,000-49,999, and 50,000 and greater. Multi-participant nominations will be classified in the population range that corresponds to the population of the largest participating organization.

Any local government whose chief administrator is an ICMA full member is eligible to receive a Program Award. (Nonmember CAOs are encouraged to join ICMA and enjoy the many benefits of belonging to this international organization.) Local governments must limit their nominations to one program per category--with a maximum of five Program Award nominations per year. Each nomination must be distinct from the others. Programs must have been fully implemented by January 31, 2017 to be eligible for nomination in 2018.

• Community Diversity and Inclusion Awards (NEW in 2018!) recognize communities for organizational achievements building or celebrating diversity and inclusiveness. The program may be nominated for either work done within the local government organization or the community at-large. This award came to fruition following a recommendation from ICMA's Task Force on Inclusiveness and with approval of the Executive Board.

• Community Health and Safety Awards recognize the local government programs or processes that demonstrate innovation, excellence, and success in the community's safety, health, and/or wellness, including enhancement in the quality of life for the disadvantaged. This category is sponsored in part in memory of Carolyn Keane, first wife of former ICMA Executive Director Mark Keane, and in memory of Bill and Alice Hansell, parents of former ICMA Executive Director Bill Hansell.

• Community Partnership Awards recognize the programs or processes that demonstrate innovation, excellence, and success in multi-participant involvement between or among a local government and other governmental entities, private sector businesses, individuals, or nonprofit agencies to improve the quality of life for residents or provide more efficient and effective services.

• Community Sustainability Awards recognize the innovative local government programs or processes that demonstrate innovation, excellence, and success in balancing that community's social, economic, environmental, and cultural needs.

• Strategic Leadership and Governance Awards recognize the innovative and successful local government programs or processes that have significantly affected a local government organization's culture or strategic direction.

*The implementation date of January 31 of last year allows for the program to show at least a year's worth of success and progress for the awards evaluation panel to review. To be eligible for a 2018 award, the program must have been fully implemented by January 31, 2017.

YOU MUST BE LOGGED INTO YOUR ICMA ACCOUNT TO ACCESS THE ONLINE NOMINATION SYSTEM!

Questions: Contact Felicia Littky at (202) 962-3656 or flittky@icma.org

28

City/County Management in Ill inois

SAVE THE DATE! 7th Annual

Women’s Legacy Conference

TAKING CARE OF YOURSELF/ORGANIZATION/COMMUNITY

May 18, 2018 WATCH FOR REGISTRATION MATERIAL IN MID-MARCH

*Northern Illinois University (NIU) campus in Naperville, located at 1120 East Diehl Road, Naperville, Illinois

For more about the Legacy Project, please visit www.legacyprojectnow.org

29

City/County Management in Ill inois

2018 ICMA Midwest Regional Conference Held in conjunction with the Ohio City/County Management Association Winter Conference

March 7-9, 2018

Renaissance Columbus Downtown | Columbus, Ohio

ICMA Members: $250 | OCMA Members: $250 | Nonmembers: $350 | First-Time Attendee OCMA Members: $175

2018 ICMA Midwest Regional Conference/OCMA Winter Conference Session Overview

ICMA Regional Conferences bring together local government professionals of all career stages for a two-day learning experience that offer attendees the leadership essentials needed to succeed. Be part of the bigger community and open up to new ideas, tools, and connections to help you, your organization, and your community to thrive in 2018.

For full agenda and to register, visit icma.org/MW-regional-conference.

• Filling the Talent Gap • Coaching: Up, Down, and Across • Paper Utility: A Tool for Economic

Development • Strategies for Inspiring a Healthy

Governance Culture • Prepared Communities Win • Strategies for Funding Capital Projects • Leading Courageously in Challenging

Times

• Culture of the Legislature and Building Grassroots Relationships

• Rise of Opiate Use • Fleet Management 101 for Cities and

Counties • Pay to Play: The FBI’s Role in Public

Corruption Investigations • Beyond the Buzzwords: The Practical

Application of Data and Storytelling • Economics of Citizen Engagement

30

City/County Management in Ill inois

ILCMA is lucky to have the services of five former managers/administrators who serve the profession as ICMA Senior Advisors in the state of Illinois. The ILCMA/ICMA Senior Advisors are Greg Bielawski, Steve Carter, Bob Kuntz, John Phillips, and Robin Weaver. Their contact information is located on the ILCMA website and on the back of every ILCMA newsletter. Collectively they clocked over 1100 hours, traveled approximately 9400 miles, and made just over 3460 contacts in 2017! ILCMA thanks each of you for your service to the profession!

ILCMA/ICMA Senior Advisors provide year-end reports which serve to provide a good overview of the areas of concern in the profession. The 2017 municipal elections had many mayoral/council majority changes so more manager/administrator turnover occurred than usual. Because of several new mayors and trustees being elected, boards experienced significant splits which led to uncertainty about the future. Generally, there is an increasing concern about state of Illinois finances and their impact on local government, concern over federal changes in funding and policy, concern about public disenchantment with government and frustration about councils dismissing administrators/managers. Administrators have shown a continuing interest in meeting with other administrators in the region; however, it continues to be a challenge to get some of the smaller city and county administrators to be active members of ILCMA and ICMA.

The Senior Advisors discussed the state of the profession based on the contacts and activities in their respective areas. Fortunately, members voice strong support for the profession and their continuing career interest. The commitment to professionalism in local government seems to be in good order despite some examples of newly elected officials dismantling some authorities of the CAO or interfering in administrative areas. It appears many council members do not understand the profession, how the council-manager system is supposed to work or how to work as a council team. A related, and equally important finding, has been the influence of social media on all aspects of local government. The technology is out there, but the rules of engagement are situationally in flux and remain a work in progress.

One of the roles of a senior advisor is to provide support to members in transition. The resilience of our in-service members as well as MITs is to be commended. Some MITs wonder whether they want to continue in the profession, particularly if they have not been successful in finding a new position after a few attempts. ILCMA members should continue to reach out to our ILCMA MITs and invite them to professional development events, regional luncheons, and conferences.

Another important role of a senior advisor is to assist communities that are hiring their first manager/administrator. Although there has been progress over the years in getting the positions of administrator established, it has become apparent that when there is a vacancy there is a tendency to question whether the cost is a good investment which has led to hiring less experienced administrators. Very small communities often understand that they need help, but feel financially they cannot afford a professional manager or even assistance in recruiting a manager. There is an understanding that ILCMA is a resource and officials are willing to listen to advice even if they choose not to follow it all the time. More of these very small towns end up hiring a local person to help, and those folks have little professional experience and support. The professionalization of administration of smaller local governments in Illinois seems to be fragile and requires continual monitoring and support. It is very important to make sure newly appointed managers/administrators get tied into ILCMA quickly, if they are not already involved.

The International City/County Management Association (ICMA) Senior Advisor Program was established by the ICMA Executive Board in 1974 to make the counsel, experience, and support of respected, retired managers of the profession available to the local government management profession. Senior Advisors are retired managers with extensive experience who volunteer their time to provide a unique source of outside counsel to their colleagues.

ICMA/ILCMA Senior Advisors are available to meet with ICMA and ILCMA members to discuss the profession and concerns of those in the profession. Discussion topics range from relations with mayors and councils, connections with their state association or ICMA, responses to local controversies, career development counseling, and overall management questions. Senior Advisors also help communities interested in adopting or retaining council-manager government and assist mayors and councils who may be seeking a manager/administrator on a full-time or interim basis.

All discussions are confidential. Senior Advisors are friends, colleagues, and counselors to the profession, not consultants. The Senior Advisor Program is designed to help with personal and professional issues, not to provide technical assistance or to solve problems in a local government. Senior Advisors may consult with local governments as individuals, on a part-time basis, as long as the consulting does not impair the effectiveness of the Senior Advisor.

31

City/County Management in Ill inois

Thank You ILCMA Senior Advisors!

32

City/County Management in Ill inois

485944v1 ILCMA January Session Flyer

The ILCMA Professional Development Committee

Presents Peer Support Programs: Fostering

Mental Wellness to Enhance Workplace Effectiveness

Many public servants today, particularly first responders, face high stress levels. This can lead to higher risks of suicide, divorce, and substance abuse issues among employees. Given the unique nature of certain positions, Peer Support programs have become an attractive alternative to traditional employee assistance programs in recent years. Such programs can not only increase the mental wellness of participants, but reduce injuries, abstenteeism, and healthcare costs and lead to improved workplace morale and overall organizational effectiveness. Join the ILCMA Professional Development Committee for a panel discussion on why this movement is occurring and how successful programs have been started in Illinois already. Panelists:

Ray Rummel, Village Manager, Village of Elk Grove,

William Kushner, Chief of Police, City of Des Plaines

Ronald Fraider, Fire Lieutenant, Village of Arlington Heights

Moderator: Randy Recklaus, Village Manager, Village of Arlington Heights

Date: Thursday, March 15, 2018 Time: 8:30 a.m. Registration and Continental Breakfast

9:00 – 11:30 a.m. In-depth panel discussion Location: Harry Caray’s (in Westin Hotel) 70 Yorktown Center Addresses ICMA Practice Area 5 Personal Resiliency

Lombard, IL and Development Cost: $35 for Professional Development Only

$55 if also attending the Metro Manager Luncheon ($5 discount) Metro Luncheon Topic: “Supporting the Future of Our Profession: The Workforce of Tomorrow Meets the Reality of Today” Members in Transition – please e-mail or call Alex below to register

RSVP: Online Registration (no credit card required): https://www.ilcma.org/?p=6859 By March 12 Phone in Registration 815-753-5424 Email registration to Alex Galindo at agalindo@niu.edu

Cancellations must be made by March 12, 2018

Any cancellations after that date will require full payment.

33

City/County Management in Ill inois

March Luncheon

Supporting the Future of Our Profession: The Workforce of Tomorrow Meets the Reality of Today

The landscape of professional city and county management is changing. Are we up for the challenge and are we taking the steps to help the profession flourish in the future? The numbers indicate that college students are less interested in pursuing our profession and more managers have come to their position in less traditional ways. The program will discuss what steps we and our professional associations are taking to encourage students to consider our profession, as well as how we can support managers that come to the position from non-traditional ways. Senior Advisor Greg Bielawski and a panel will discuss these issues and then seek comments from the audience.

Come have lunch with colleagues in the Metro Managers Association and make an effort to bring along managers and future potential managers that do not normally attend our luncheon meetings.

Date: Thursday, March 15, 2018

Time: 11:30 AM Networking Noon Lunch

12:30 PM Presentation

Location: Harry Caray’s Addresses ICMA Practice Area 3 Equity 70 Yorktown Center and Inclusion Lombard, IL

Cost: $25 for Metro Luncheon Only (Students/Interns/MIT’s are Free) $55 if attending both the Luncheon and the ILCMA Professional Development Program: Peer Support Programs: Fostering Mental Wellness to Enhance Workplace Effectiveness

RSVP: Online Registration: https://www.ilcma.org/?p=6859 By March 12 Email registration to Alex Galindo at agalindo@niu.edu

Phone in Registration 815-753-5424

Cancellations must be made by March 12, 2018. Any cancellations after that date will require full payment.

34

City/County Management in Ill inois

ILCMA 2018 SUMMER CONFERENCE

JUNE 13—15 in COLLINSVILLE, IL! The DoubleTree Hotel and Gateway Center

City/County Management in Ill inois

Job Marthttp://www.ilcma.org/index.aspx?NID=298

City of Lincoln, City AdministratorLincoln, IL (14,500) Vibrant, historic community seeks candidates to apply for the position of City Administrator. The City of Lincoln is located in Logan County, and is a short drive to Peoria, Springfield, Bloomington-Normal, Decatur, and Champaign-Urbana. It is midway between Chicago and St. Louis. Lincoln offers small town charm and scenic farmland as well as the business and entertainment benefits afforded by its proximity to larger cities. Lincoln is the only city in the world named for and christened by Abraham Lincoln before he became President and is home to a number of historic sites and events associated with the presidential namesake, including the Lincoln Heritage Museum and the Postville Courthouse. In addition, Lincoln boasts quality schooling and affordable real estate and is home to three colleges: Lincoln Christian University, Lincoln College, and Heartland Community College.

The City is a full-service community with approximately 60 full-time employees and an annual budget of approximately $30.6 million. The City Administrator is appointed by the Mayor with confirmation by the City Council and reports to the Mayor and an eight-member City Council.

The successful candidate will:• Have a background in administering municipal operations, particularly financial and personnel management • Have three to five years of increasingly responsible experience in a community or organization of comparable size and/or complexity, either as a Manager or Assistant, experience within an Illinois community is valued • A bachelor’s degree in a related field. A master’s degree is desired • Possess excellent interpersonal skills, an approachable, welcoming style with the community and staff, and a proven record in effective service delivery and creative problem solving• Strong writing skills, oral presentation skills, and a collaborative, team-oriented management style are essential.

Starting salary range is up to $75,000 DOQ. Excellent benefits package. Residency required by first year of tenure. Apply online with résumé, cover letter, and contact information for five professional references by February 23, 2018 to www.GovHRUSA.com/current-positions/recruitment to the attention of Kathleen Rush, 630 Dundee Road, Northbrook, IL 60062 Tel: 847-380-3240.www.GovHRusa.com/current-positions/recruitment

Village of Beach Park, Assistant Village AdministratorSalary Range $65,000-$80,000 DOQThe Village of Beach Park is seeking to hire a full-time Assistant Village Administrator. This is advanced administrative and managerial work which includes the responsibility to plan, organize, staff, direct and control the operations of the Village in absence of the Village Administrator. The job duties of the Assistant Village Administrator include assisting in the planning, management, directing and reviewing of overall activities and operations of the Village of Beach Park, with primary focus on oversight and administration of Human Resources, administration of the IT Program, Village facilities program, Village Communications which includes but is not limited to electronic and print format and special projects. Additionally, this position will assist in the coordination of Village activities with other agencies and organizations.

This role will assist the Village Administrator and Department Directors through various projects including information technology, human resources, facility, and communications functions; and provide highly responsible and complex administrative support to the Village Administrator, along with responsive, courteous and efficient service to Village residents and the general public. Perform other duties as assigned. Position reports directly to the Village Administrator. Beach Park is a community of 13,000 people, located in northeast Lake County along Lake Michigan.

EDUCATION AND/OR EXPERIENCE:• Qualified candidates must possess at minimum a Master’s Degree in public administration, business administration or related field with education and or experience in Human Resources.• Minimum of 5 years of experience preferred, demonstrating increasingly responsible experience in local public agency in an administrative and managerial capacity involving background and/or responsibility for the planning, organization, implementation and supervision of varied programs.• Highly preferred fluency in Spanish; reading, writing and spoken

Essential Duties and Responsibilities• Provides research and assistance to the Village Administrator and Village Board; prepare specific and comprehensive analyses of a wide range of municipal policies include oversight of major contracts.• Manages the contract services, facilities repairs, Village communications including FOIA officer responsibilities and ancillary support personnel, and other functions as may be deemed necessary; supervise daily operations, monitor and evaluate progress; recommend and administer policies and procedures.

35

36

City/County Management in Ill inois

Job Marthttp://www.ilcma.org/index.aspx?NID=298

• Manage and administer Human Resource functions for the Village including but not limited to training and recruitment, management and oversight of the Safety Committee as well as administration of the Village Health Insurance, unemployment, fringe benefits and pension benefits and assist the Finance Department with any crossover activities in this arena.• Management of the IT infrastructure which includes activities such as budgeting, evaluation of the Village IT system, hardware and software requests from staff.• Oversee all Village Communications (internal and external) and public relations efforts• Oversees Village facilities functions and works with Directors with long range planning and budget preparation.Must be available on-call to respond to emergency situations.

This is a salaried (exempt) position. Applicants should have significant management experience. The expected hiring salary range is $65,000 to $80,000 per year, D.O.Q. Benefits include but are not limited to paid holidays, health & dental insurance, and participation in the Illinois Municipal Retirement Fund. Applicants should submit resumes with cover letter and 3 professional references with contact information electronically to Jon Kindseth, Village Administrator, at jkindseth@vofbp.com by February 9, 2018.

Kendall County, Technology DirectorKendall County, IL (124,000) is a growing county on the far west of the Chicago Metro Area. The fastest growing county in the U.S. between 2000 - 2010, the County is still growing both residentially and commercially. The County has the highest median household income in Illinois as well as ranked second in Public Health.

After the previous Technology Director was promoted to the County Administrator, the County is seeking a collaborative, transparent, and energetic professional with excellent communication skills. Successful candidates will have a team-oriented management style; a vision for strategic growth; and a commitment to efficient and effective service delivery within a model workplace.The position is primarily responsible for management of all matters pertaining to Technology Services and GIS including, but not limited to, staffing, system analysis, programming and developing enhancements based on the technology information needs of the County.

To be successful, the applicant should have knowledge of information technology computer systems and software and the ability to manage the entire spectrum

of information technology operations, configuration of computer hardware, including but not limited to LAN and WAN capabilities; Knowledge of contracting, negotiating, and change management.The Technology Director manages the Kendall County Technology Department. They supervise five (5) FTE and a FY18 budget of $719,809. The goals of the Technology Department are:Provide technology solutions and support for all County Offices with the goal to:1. Maintain and improve the reliability of the Kendall County network procedures and technology.2. Update County departments to current technologies and improved software solutions.3. Enhance employee’s effectiveness through training on new technology and software.4. Implement projects that increase access to County services and information.5. Design and implement new network structure for Technology data center.The Technology Director also oversees the GIS division of Technology, with three (3) FTE and a FY18 budget of $409,771.

EDUCATION AND EXPERIENCE:Required: Bachelor’s degree in information technology or computer science or equivalent work experience; Four (4) or more years’ experience as a manager or director of an information technology department; and prior experience in strategic planning, execution and implementation of information technology integration in a 50+-user environment

37

City/County Management in Ill inois

Job Marthttp://www.ilcma.org/index.aspx?NID=298

Preferred: Previous governmental experience in technology and information systems. Salary range of $88,000 – $92,000 based upon experience and qualifications. Apply with cover letter, resume, five professional references, application, and salary history by February 21, 2018 to Andrez Beltran, Administrative Services Department, 111 West Fox Street, Yorkville, IL 60560, or email: abeltran@co.kendall.il.us with TECHNOLOGY DIRECTOR APPLICATION in the subject. Please see the county’s website for full job description and application at http://www.co.kendall.il.us/employment/ Technology Director Job Description: https://www.co.kendall. i l .us/wp-content/uploads/Technology-Director-job-description-FINAL.pdfApplication for employment: https://www.co.kendall.il.us/wp-content/uploads/Employment-Application-1.pdf

Village of Lincolnshire, Assistant Village Manager/Community and Economic Development DirectorLincolnshire, IL (7,275), a home rule community located in Lake County, Illinois, approximately 34 miles north of downtown Chicago, seeks candidates with strong communication and analytical skills and who have a commitment to innovation and best practices to serve as its Assistant Village Manager/Director of Community Development. Lincolnshire is one of the area’s premier suburbs with excellent schools, generous open space areas, vibrant businesses and corporate centers, winding roads and beautiful residences. Lincolnshire is also home to Stevenson High School, a nationally ranked high school with more than 4,000 students. The community was planned around its mature trees, giving neighborhoods a distinct rural charm.

The Village is a full service community with a $23 million budget and 58 full time employees. There are also 7 part time employees and numerous seasonal employees. The Assistant Village Manager/Director of Community Development position reports to the Village Manager. The successful candidate will be expected to have a high level of general administration/management/leadership skills and ideally a background in planning and/or community development. The Community Development Department currently has an economic development coordinator, a building official, an administrative assistant and a part-time code enforcement officer. Many of the Village’s inspections and plan review functions are outsourced.

The successful candidate will: • Be an exceptional communicator, with well developed verbal and writing skills and ability to thoughtfully engage

IPRF is the premier and preferred provider of Workers’ Compensation Insurance in Illinois. We lead by example

and set our standards high for others to follow.

For more information, please visit www.iprf.com

employees at all levels of the organization• Be passionate about working with all facets of the community including community organizations, advisory boards, residents and the business community • Have a commitment to facilitating the development and permitting processes in an expeditious manner while maintaining Lincolnshire’s regulatory standards

Candidates must have a bachelor’s degree in public administration, planning, business or related field. A master’s degree is highly desirable. Candidates should have at least 5 years of experience in a position requiring strong analytical skills, effective interactions with the public and ability to lead cross functional teams in a collaborative and results oriented manner. Supervisory experience is desired. Experience in or commitment to state of the art municipal service delivery including shared and consolidated services is very important. Experience effectively incorporating technology in customer service and service delivery is also valued.

The Village of Lincolnshire offers a competitive benefits package and is an Equal Opportunity Employer. Starting salary: $ 110,000+/- DOQ. Candidates should apply at once with resume, cover letter and contact information for 5 professional references to www.GovHRUSA.com/current-positions/recruitment to the attention of Heidi Voorhees, GovHR USA, 630 Dundee Road #130 Northbrook, IL 60062 Tel: 847-380-3243; Fax: 866-401-3100. Residency in the Village of Lincolnshire is not required.(www.GovHRUSA.com/current-positions/recruitment)

Village of Homewood, Marketing DirectorDepartment: Village Manager’s OfficeLocation: 2020 Chestnut Road, Homewood, IL 60430Salary Range: $72,714 to $97,476

SUMMARY The Village of Homewood, Illinois (pop. 19,175) is seeking a Marketing Director to complement our professional municipal team. Homewood is a stable and well-managed community that encourages citizen participation and input. Homewood is located just 22 miles

south of downtown Chicago. Homewood is fortunate in that the community has direct access to both the Metra Electric Line and Amtrak rail service. Homewood’s geographic position is ideal with quick access to the Tri-State Tollway (I-80, I-94/I-294) and the Bishop Ford Freeway, I-57.

Homewood is seeking a highly motivated, passionate, and knowledgeable person to provide active and engaged leadership in the area of marketing, public communication, community events and activities.

The successful candidate will be creative, engaging, and innovative and will have the demonstrated professional background and abilities to develop, manage and implement marketing campaigns and community events. The successful candidate will be tasked with advancing Homewood’s brand, amenities and opportunities to the region. We are seeking out creative and critical thinkers with proven marketing and leadership capabilities. The successful candidate will demonstrate their ability to build on Homewood’s reputation of being a diverse and creative full-service community with award-winning and proven marketing strategies. The candidate must establish the position as an idea generator and strategic marketing platform. The candidate as a facilitator will be able to mobilize teams to accomplish tasks and objective while continuing the Village’s vision of being a collaborative and progressive community, future focused and committed to excellence.

MIMIMUM REQUIREMENTS: The ideal candidate will have at least five years of marketing experience with a proven track record in creating campaigns, brand development, digital design, team leadership and management, and experience with small brand advertising. Candidates are anticipated to have a college degree in either marketing, communications, public relations, or equivalent. An advanced degree or specific training relevant to this position is highly desirable.

RESIDENCY:Residency is preferred for this Marketing Director position.HOW TO APPLY / APPLICATION DEADLINEInterested applicants should forward a PDF cover letter and resume with 5 professional references to Napoleon Haney, Assistant Village Manager, at nhaney@homewoodil.gov. This recruitment will close at 5:00 p.m. Friday, February 16, 2018. The Village of Homewood is an equal opportunity employer.

Village of South Barrington, Executive Assistant/Deputy ClerkThe Village of South Barrington employs approximately 30 employees (20 of which are members of the Police Department). South Barrington has a population just

under 5,000 and is home to the Willow Creek Church and the Arboretum Shopping Center.

The position of Executive Assistant/Deputy Village Clerk is a key position on the Village Staff Team with broad responsibilities. The successful candidate will be highly skilled with the ability to provide Executive Level Office Management and Administrative Assistance to the Mayor and Village Administrator.

Job Summary:Typical duties include preparation of resolutions, ordinances, meeting agendas and complete packets of material for the Village Board, Board Committees and Commissions. The successful candidate would be expected to attend many of these meetings and take minutes. Position also serves as FOIA Coordinator, gathering response materials and documenting responses. Maintaining and updating the Village Website is another essential duty of the position. The successful candidate will be responsible for filing and managing village records in addition to delivering exemplary customer service.

Qualifications:Advanced proficiency in Microsoft Office including Outlook, Word, Excel and Adobe is required. Five or more years of municipal work experience in a similar position, including working knowledge of the Freedom of Information Act and the Open Meetings Act. Familiarity with legal requirements of municipal operation is strongly preferred.

Salary and Benefits:The salary range for this position is $58,000 to $68,000, based on qualifications and experience, plus excellent benefit package including pension participation in the Illinois Municipal Retirement Fund.

38

City/County Management in Ill inois

How to Apply:Interested candidates can view the full job summary and qualifications on the Village of South Barrington’s website at www.southbarrington.org under employment. For consideration, please submit your cover letter, resume and salary history to Robert Palmer, Village Administrator at : rpalmer@southbarrington.org.

Village of Elk Grove, Senior AccountantPosition Summary The Senior Accountant assists the Department Head and Assistant Finance Director with ensuring proper financial accounting and disclosure of all Village financial transactions. This position provides staff assistance and detailed research, identifying and analyzing data and other projects as required, in a professional and confidential manner.

The position is under the direction of the Assistant Finance Director.

The Senior Accountant helps maintain, examine and reconcile the general ledger and all supporting records, documents, and financial data in accordance with generally accepted accounting principles and established legal and budgetary requirements. The position may research authoritative literature and recommend proper accounting and financial reporting treatment of Village transactions. Examples of typical assignments include, but are not limited to: • Compiles detailed accounting reports for various Federal and State agencies. • Serves as backup for preparing payroll, pension, accounts payable, and miscellaneous distributions. • Assists in coordination of month end, fiscal, and calendar year end processes. • Prepares schedules for the annual financial audit and works closely with the Village’s independent auditors and Assistant Finance Director.

Minimum Requirements The position requires a minimum of a Bachelor’s Degree in accounting or a closely related field and three or more years of progressively responsible experience. Proficiency in software applications, databases, spreadsheets and word processing is required (experience with Executime and Munis accounting software a plus). A Certified Public Accountant is a plus.

The position also requires considerable knowledge of governmental accounting standards and practices; considerable knowledge of governmental regulations pertaining to accounting and payroll practices; knowledge of banking practices; knowledge of the application and uses of data processing as they apply to accounting and

auditing standards. The ability to communicate effectively both verbally and in written form is required. The position has contact with the Department Heads and various supervisory and non-supervisory personnel from all departments.

Compensation and Benefits The Salary range for this position is $62,621 to $88,289 annually Elk Grove offers a comprehensive benefit package which includes participation in the Illinois Municipal Retirement Fund (IMRF), medical insurance, dental insurance, vision coverage, life insurance, flexible spending plans, and voluntary participation in a deferred compensation program. The Village also offers paid vacation, holidays, and sick time.

Selection Processes Interested candidates must apply by Monday, February 5th, 2018. To Apply: complete the online employment application at www.elkgrove.org Please attach your resume, cover letter, and references, as indicated. All other inquiries should be directed to the Office of Human Resources: E-mail: humanresources@elkgrove.org Tel: 847-357-4020.

City of Blue Island, Police Chief Think outside the Loop. The City of Blue Island is located 15 miles south of Chicago’s Loop via Interstate 57. Blue Island has a rich history having been established in 1830. The City of Blue Island is seeking a Police Chief for the City’s Police Department. This is an appointed office and is a full-time position. The Police Chief’s duties are prescribed by city ordinance and state law. The duties, include, among other things, the supervision, command, and control of the police department and of all the officers and members and of all police apparatus, property, equipment, books and records belonging to the police department.

39

City/County Management in Ill inois

The City of Blue Island is looking to appoint a police chief whose background and experiences can provide leadership and supervision to its sworn and non-sworn employees. The candidate must have experience in and worked effectively with diverse communities. Additionally, candidates for the appointment must have the following qualifications: 1) be a certified law enforcement officer in the State of Illinois; 2) possess, at a minimum, an associate’s degree in criminal justice, law enforcement or related field and pursued and obtained, at a minimum, a bachelor’s degree from an accredited university with attainment of a master’s degree in criminal justice or a related area preferred; 3) have a minimum of 2 years’ experience in law enforcement in an administrative capacity at the rank of corporal or above (other administrative leadership experience such as military leadership will also be considered); 4) have excellent oral and written skills with demonstrated public speaking experience and excellent community rapport ; and 4) have a valid State of Illinois Driver’s License.

Salary is commensurate with qualifications and experience. Benefits include participation in police pension fund, health insurance, and paid sick, holiday, and vacation leave. Blue Island is an Equal Opportunity Employer.

If you are interested in being considered for this appointed office, please submit a cover letter, resume, and reference names to: Mike Marzal, Director of Finance and Administration, via electronic mail at: mmarzal@cityofblueisland.org or via U.S. mail at City of Blue Island, 13051 S. Greenwood, Blue Island, IL 60406 before 5:00 p.m. on February 27, 2018.

Village of Oak Park, Assistant Director - Development Customer ServicesOak Park, IL (population 52, 000) The distinctive community of Oak Park is offering this unique opportunity for local government and community development professionals to serve on their team. Oak Park is a nationally recognized, architecturally significant urban blend of historic neighborhoods and thriving business areas located nine miles west of downtown Chicago. Oak Park is a fully developed, 4.5-square mile, mature, ethnically, racially and culturally diverse workforce and community known for its engaged citizens and its progressive approach to government. The newly created Assistant Director - Development Customer Services will report to the Director of Development Customer Services (akin to a Community Development Director) and will assist in the management of the activities and operations of the department which include permit processing, plan review, building inspection, property maintenance inspection, code enforcement, businesses services and licensing as well as neighborhood services, CDBG administration,

parking and mobility services. The department also oversees the planning, zoning and historic preservation activities of the Village. Additional information about the Village is available on their web site at www.oak-park.us. • A Bachelor’s degree from an accredited college or university with major coursework in urban planning, public policy, business administration or related field is required. • A Master’s degree is desirable. • Five years of progressively responsible management experience in community development or general government business operations. • Exceptional interpersonal skills, labor relations, strong organizational leadership, independent judgment, strategic planning, budget and management skills, and motivational skills essential. Starting salary is $115,000+/- DOQ. The Village provides an excellent benefit package. Submit résumé, cover letter with salary history and contact information for five professional references to our online application system at once but not later than February 2, 2018 to Kathleen (Katy) Rush - Vice President, GovHR USA. Click Here To Apply TEL: (847)380-3240; An Equal Opportunity Employer.

Village of Oswego, Facilities ManagerThe Village of Oswego and City of Yorkville are jointly hiring for a Facilities Manager to perform high-level oversight in the operation and maintenance of public buildings for both municipalities. The Facilities Manager will have responsibility for planning, developing and implementing building maintenance services, identifying shared purchasing and contracting opportunities, and developing and implementing long-range building maintenance plans. The Facilities Manager will also manage routine maintenance on all municipal buildings. Significant early projects include the implementation of Yorkville’s facility master plan and the commissioning of Oswego’s new Police Department.

The two communities have developed a culture of collaboration, including joint contracting and multiple intergovernmental agreements. The Facilities Manager will be the second shared position between the two municipalities. The Facilities Manager will be employed by the Village of Oswego as outlined in an intergovernmental agreement between the two communities and report to the Village Administrators and/or Public Works Directors of each municipality.

A successful candidate will have experience in building maintenance best practices, budgeting and capital planning, and contracting. Position will be expected to have a strong understanding of complex and technical building systems, including HVAC.

40

City/County Management in Ill inois

An associate’s degree in building maintenance, facility management, construction management or related field, a minimum of three years of professional experience in facilities maintenance, or an equivalent combination of education and experience. Valid driver’s license required.Competitive compensation and benefits are offered. Salary range for this exempt position is $65,310.26 to $93,306.36. Benefits include health insurance, dental insurance, IMRF pension plan participation, and paid time off.

To apply, submit cover letter, resume and employment application to humanresources@oswegoil.org by 8 a.m. Monday, February 5. For more information, visit www.oswegoil.org.

Village of Gurnee, Fire Department Management AnalystThe Village of Gurnee, IL (population 31,000) Fire Department seeks candidates for the position of Management Analyst. This is an entry level, professional position.

Key position responsibilities include assisting the Chief with interpreting and analyzing policies and plans; developing, analyzing, and administering the Department’s budget; conducting detailed research on industry best practices and identifying and recommending areas for improvement. Duties will include assisting in the preparation, coordination, review and presentation of the Department annual operating and capital improvement budgets; monitoring accounts and financial reports; and performing analysis of departmental expenditures and revenues for potential improvements in business practices.

Additional responsibilities include oversight of special projects and grants, departmental public communications, and reporting functions. This position will oversee departmental records management processes.

Position serves as Department liaison to internal and external organizations as appropriate; and performs other related activities in support of the Fire Chief and department operations.

Qualified candidates will at a minimum have completed a Bachelor’s degree from an accredited college or university in Public Administration, or related curriculum along with 1 to 3 year’s comparable municipal government experience; equivalent internship experience is acceptable. Strong knowledge of and understanding of municipal finance and budgeting practices is required.

Desirable candidate qualifications include completion of or progress towards a Master’s degree (MBA or MPA); a working knowledge of local government structure and services; or previous experience in the fire service.

Knowledge of Munis software and/or Executime desirable.Must be able to attend meetings and special functions outside normal business hours as requested or required. Residency not required.

Anticipated hiring salary range $62,000 - $65,000 annually DOQ/E. Employment Application, including cover letter and resume for the position of Management Analyst - Fire must be received at the Gurnee Village Hall no later than 3:00 p.m., Wednesday, February 7, 2018. Information and Application Packet available for download from Village of Gurnee website at www.gurnee.il.us.

The Village of Gurnee is home to Gurnee Mills Mall, Six Flags Great America / Hurricane Harbor and Great Wolf Lodge (summer 2018). As a full-service community, we provide police, public works, administration / finance / information systems, engineering, building inspection, and fire service to our residents and over 23 million visitors annually. The Village employs over 200 full time employees and an average 50-part time / seasonal employees.

Rock Island County, County AdministratorRock Island Co, IL (pop. 144,784) County Seat: Rock Island. This multi-faceted county, which will appeal to families and those seeking urban amenities, is conveniently located on the Illinois/Iowa border between Des Moines and Chicago and is seeking an experienced local government executive to lead its organization. This county is accessible via interstates I-80, I-88, I-74 and I-280, and several major state highways and the Quad Cities International Airport. While there are 847 employees (includes seasonal employees and a senior care facility) and an $85 million budget, this position directly oversees 60 employees (+/-). Rock Island County blends rural and urban lifestyles and is home to two liberal arts universities, a wide variety of housing options, and outstanding recreational opportunities. The county seat is in Rock Island and the largest city in the County is Moline. The County is seeking an experienced, collaborative professional with strong interpersonal and finance skills and demonstrated track record of forging relationships. The County Administrator is hired by a Board of 25 members, each of whom represents a district, and must work closely with all County elected officials.

The new County Administrator is responsible for the administration of all departments and functions which are under the jurisdiction of the Board. The County Administrator supervises and oversees all phases of the annual budget. With County Board approval, the Administrator has administrative authority over personnel in positions under the jurisdiction of the Board except as otherwise prescribed by State Law. Functions under

41

City/County Management in Ill inois

the County Board include: Animal Control, Information Systems, Human Resources, Assessments, Highway, County Building Maintenance, Zoning, GIS, and Hope Creek Care Center. In addition, the County Administrator serves as the Board’s representative to all departments, including those administered under nine (9) elected officials and autonomous boards, for budget and labor matters. The Administrator is responsible for human resource management in the County. The County currently has seven (7) labor union contracts with four (4) labor unions.

The Rock Island County Budget for 2018-19 is $85 million and the General Fund is $27 million of that total. The fund balance for the General Fund is $1,000,000. There are 39 funds in the budget.

Qualified individuals will be expected to have:

• A Master’s degree in business or public administration, management, government finance, economics, accounting, or related field• A minimum of seven years’ experience in increasingly responsible municipal or county executive level experience. Assistant administrator experience in a larger, similarly situated community will also be considered. • Prior County management, as well as local government experience in Illinois, is highly desirable, but not required. • Proven managerial and interpersonal skills to lead a dynamic, transforming organization in a community with varied resident service expectations and significant capital needs.• Experience in a union environment where relationships and consistency are valued.• A strong financial acumen (forecasting and budgeting) is required.• Demonstrated ability to work in collaborative relationship with elected officials and Board members. Starting salary is $110,000+/- DOQ. Residency within the county is required within six months. The County provides an excellent benefit package. Candidates should apply by February 9, 2018 with résumé, cover letter and contact information for 5 work-related references to www.GovHRUSA.com/current-positions/recruitment to the attention of Kathleen Rush, Vice President, 630 Dundee Road #130 Northbrook, IL 60062. Tel: 847-380-3240

42

City/County Management in Ill inois

A publication of: Illinois City/County Management Association, Illinois Association of Municipal Management Assistants, Metropolitan Managers Association, Downstate City/County Management Association, Southwest Illinois City Management Association, The Legacy Project

This newsletter is published ten times a year by the Secretariat. The deadline for ads or article submission in the newsletter is the 10th of the month prior to each month’s issue.

Executive Director/EditorDawn S. PetersPhone: 815-753-0923Fax: 815-753-7278dpeters@niu.edu www.ilcma.org

The communication tool for ILCMA and IAMMA has been updated. If you already subscribe to ILGNet you don’t need to do anything to continue utilizing this tool. If you haven’t joined you should know that this system is the web portal for knowledge and communication sharing for ILCMA and IAMMA members. ILCMA Community Resource Network provides the following features:

• Displays the most current 10 questions asked • Enables you to search question and answer history• Allows you to build your own profile so that it is personalized to your interests• Ability to opt in/out of categories and tailor options for receiving information• Ability to capture, store, sort and view all current and archived information• See the latest questions from both associations – as well as your topics of interest• Ability to respond to a posted question as well as an emailed question

Greg Bielawski630-462-1876 g_bielawski@hotmail.com

John Phillips309-428-5495phillipsjohn99@gmail.com

City/County Management in Ill inois

ICMA Senior Advisors in Illinois

Steven Carter217-359-1338stevenccarter@sbcglobal.net

Robin Weaver630-835-6417rweaver3333@gmail.com

Ready to serve you in times of need.Contact information for Senior Advisors:

ILGNet is now ILCMA Community Resource Network

To join please go to www.netqa.org/ILGNET/_cs/GNSplash.aspx or www.ilcma.org. and follow the instructions.

Bob Kuntz636-527-9068kuntzb@charter.net