s c i t y / cou city/county management l in illinois · 2015-10-01 · t h e i l l i n o i s c i t...
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March 2012
City/County Management
in ILLINOISStrengthening the quality of local governance through professional management
Volume 92 Number 6
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 con-strued as an endorsement of the product or service offered.
For complete details on events please visit the ILCMA calendar at http://www.ilcma.org/calendar.aspx
Calendar of Events
March 2SWICMA MeetingO’Fallon, IL
March 14IAMMA Professional DevelopmentElk Grove Village
March 15Metro Manager LuncheonFour Points Sheraton, Schiller Park
March 20ILCMA Professional DevelopmentTopic: Understand and Limit Your Law Enforcement Liability and Workers’ Compensation Exposure Through Fire Arms Training SimulationElk Grove Village
March 28ICMA 2012 Young Professional Leadership InstituteColumbus, OH
March 29 – 30ICMA Midwest Regional SummitColumbus, OH
April 13IAMMA Annual ConferenceNIU Naperville
In This IssuePresident’s Column ............................... 2
ICMA Workshop Offered ...................... 2
Welcome New Members ....................... 3
Who’s Who Directory Update ............... 3
CLA Lineup .......................................... 3
Broadband Survey ............................... 3
Corporate Partner Spotlight ................... 4
IML Managers Monthly Column ............. 8
ILCMA Awards Program ....................... 9
ILCMA Membership Survey ................. 11
Managers in Transition ....................... 13
Professional Development CommitteeWorkshop .......................................... 15
ICMA Midwest Regional Summit .......... 17
Young Professional LeadershipInstitute .............................................. 20
ILCMA Mentorship Program ................ 22
Metro Managers Luncheon .................. 25
Job Mart............................................ 26
April 18 – 20Alliance for Innovation, Transform-ing Local Government ConferenceKansas City, MO
April 19Metro Manager LuncheonLombard, IL
April 19ILCMA Professional DevelopmentLombard, IL
April 20ICMA University WorkshopLake Forest, IL
May 3 – 4Downstate Managers MeetingStarved Rock
May 9ILCMA Professional DevelopmentTopic: Speed CoachingLombard, IL
May 9IAMMA Awards Luncheon and Food DriveLombard, IL
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President’s Column by David Niemeyer, Village Manager, Village of Oak Brook and Chair of the Member Services Committee
Your Membership Services Committee has been very active this year on membership retention and recruitment, evaluating ILCMA’s services to members, and creating new programs to better service ILCMA members. This year, the committee worked on the bi-annual membership survey. We received 337 responses which is a record number. ILCMA will use these results to evaluate its strengths and weaknesses and make decisions on how to improve the organization.
The committee introduced the new mentor program this year (see page 21 for complete details of the program). This program was introduced as the result of the recent ILCMA strategic planning process that identified the need to mentor young professionals and aspiring managers as they prepare for the next step in their careers. We want to thank the Mentorship Sub-Committee: Kimberly Richardson, Adam Lehmann, Brian Townsend, Dawn Peters, Jason Bielawski, and Marian Gibson. The details of the program are on the ILCMA website. Interested managers just need to fill out the on-line application and attach your resume. The application and resume will then be posted on the ILCMA “Mentors Gallery” page in the Members Only section of the ILCMA website. Interested mentees can contact a manager whose application and resume are on the website. The time commitment for the program is up to the mentor and mentee.
The committee continues to offer the popular Q and A for Aspiring Managers and Newly Appointed Managers at the winter conference. We want to thank Maria Lasday, who has been the brain child behind this session since its inception, and this year’s panel which includes Patrick Urich(Peoria), Dane Bragg(Buffalo Grove), Anne Marie Gaura(Montgomery) and Scott Shumard(Sterling).
The committee continues to work on support services for ILCMA members who are managers in transition. The committee has developed a list of attorneys and mental health professionals who understand our profession and will give one free hour of consultation to managers in transition. We will continue to expand this list throughout the state so we can service as many members as possible.
Finally, the committee is working on an ombudsman program. Current ILCMA members would contact new managers and assistants who have started working in their area to offer them assistance and guidance. More details on the program will be available later this year.
I would personally like to thank all of the members of the Membership Service Committee. Jason Bielawski, Marian Gibson, Eric Hanson, Maria Lasday, Adam Lehman, Eric Palm, Doug Petroschius, Kimberly Richardson, Jeannine Smith, Brian Townsend, Dawn Tubbs, Alan Wilson and Dawn Peters provided a lot of their time to accomplish the committee’s goals and further develop ILCMA membership services this past year.
ICMA University Workshop Offered in Lake Forest
Breakdown the Barriers with Your Public Safety Department and Get the Right Measures to Cut Costs and Improve Public Safety Services
ICMA University Full Day WorkshopApril 20 in Lake Forest, Illinois
The real key to great management is asking the right questions. Policy decisions involving your police and fire departments could have huge public safety implications, but these departments are the toughest from which to get accurate, measurable information. Join us for a full day ICMA University Workshop, Asking Your Police and Fire Chief the Right Questions to Get the Right Answers, to learn how to understand the needs of your jurisdiction’s public safety agencies and employ methods to evaluate their performance; reduce costs and improve services. The workshop will include an expanded presentation about workload analysis and EMS sections and will include a discussion of mergers and consolidations including public safety departments. Click here for details and to register.
Mark Your Calendars!ICMA Executive DirectorBob O’Neillto speak at ILCMA Summer Conference!
June 27 – 29, 2012Eagle Ridge Inn & ResortWatch for details in early spring!
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Who’s Who Directory UpdateJessica Frances, formerly the assistant to the finance director in Glencoe, is the new director of finance in Riverside. Her new contact information is as follows:
Jessica FrancesDirector of FinanceVillage of Riverside27 Riverside RdRiverside, IL 60546708.447.2700 ext. 233708.442.2233 (direct)708.447.2704 (fax)[email protected]
Welcome New Members!Ermin Arslanagic, Johnson Controls, IncCasey Delaney, Johnson Controls, Inc.Shelley Fulla, Baker TillyMark Herman , City of Geneva, InternBill Hobson, City of McHenry, Assistant City AdministrationRich Keehner, Jr., Village of Villa Park, Village ManagerAshley Lucas, Illinois Institute of Technology, Service CoordinatorPaul Marien, Macon County Conservation District, Operations ManagerCole S. O’Donnell, City of East Moline, City AdministratorFrank Ollendorff, Range RiderEvelyn Peters, DuPage County, Senior Staff Auditor
Broadband Illinois Survey Results of March Survey Will Be Included in Statewide Broadband Plan
Illinois residents have the opportunity to participate in a survey that will help shape the state’s future broadband (high-speed Internet) plan that will help create jobs, improve medical care and enhance educational opportunities. The statewide survey is being conducted by Broadband Illinois, also known as the Partnership for a Connected Illinois (PCI).
The survey will reach out to households, anchor institutions such as colleges and hospitals, and community organizations throughout Illinois. As a result of this outreach, Broadband Illinois will develop broadband plans in the following categories: agriculture, energy & the environment, economic development, education, health care, public safety, government performance.
The survey was deployed electronically on Feb. 15th with assistance from statewide broadband stakeholders. The survey can be accessed on the Broadband Illinois website and is open to the general public.
To take the survey, visit www.broadbandillinois.org, click the “Research” tab, and then click the “Broadband Availability Survey” link. Or paste this URL in your search bar: http://broadbandillinois.org/Illinois-Broadband-Availability-Study.html
Anyone with questions can contact [email protected]. To read the February 15th Press Release use this link: http://broadbandillinois.org/news/104- or this release focused on rural participants:http://www2.illinois.gov/ltgov/Pages/LtGovernorSimonurgesruralcitizenstocompletebroadbandsurvey.aspx
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Corporate Partner SpotlightAs part of the “Friends of ILCMA” Corporate Partnership Program, partners atthe highest level get the opportunity to submit a one-page written educational piece in the ILCMA newsletter.
Alternative Service Delivery for Tough Budget RealitiesBy: George Wentz, Vice President, Governmental Services Business Line, HR Green, Inc.
In 2011, ICMA conducted a survey, sponsored by HR Green, Inc., that examined the feasibility of Alternative Service Delivery (ASD) options. The survey’s results indicated 69% of respondents have studied the feasibility of adopting private service delivery practices compared to 49.6% in 2007. The primary reasons cited for the upturn are desires to decrease the costs of service delivery and external fiscal pressures. These pressures continue across the nation, and ASD, which may become more prevalent, should remain a considered solution for local governments.
Many cities that are forced to work within tighter budgets but are challenged to improve decades-old infrastructure are wishing for the opportunity to “start over” – and for good reason. Jurupa Valley, California is a unique case study in building a new city while taking advantage of ASD options. Jurupa Valley, a formerly unincorporated area in Riverside County, became a city on July 1, 2011. Encompassing approximately 45 square miles, it has an estimated population of over 96,000.
In order to efficiently transition to an incorporated local jurisdiction, City Council members approved a contract with a consultant team for the delivery of services for municipal operations. The City Council-Elect formed five committees prior to incorporation to oversee functional areas of the City. These committees, including Incorporation Day Activities, Facilities, Consultants/Personnel, Finance, and Agency Coordination, achieved successful incorporation.
Jurupa Valley government leaders worked with consultant teams, including HR Green, to identify ASD in three ways:1. Search for ways to provide streamlined current workflow systems and processes including recommendations to adopt best practices, adjust staffing levels to meet/exceed service level goals and review technology applications that multiply effectiveness.
2. Identify opportunities to share services or contracts with other organizations. Shared services applications must include clear expectations that are memorialized in an inter-governmental agreement.
3. Utilize resources from a private sector company to cost-effectively deliver municipal services, the benefits of which are scalability, shared risks and cost savings.
Jurupa Valley is an example of successful municipal services
delivered in an alternative way – through contract services. Consultant service contracts were executed and separated into three key areas -management, finance and operations - assuring that appropriate checks and balances were in place. The consultant team worked together to secure the proper resources, identify best management practices and implement enhanced new systems, within a compressed timeframe.
With the successful incorporation effort and the initial delivery of services, the same consultant team will deliver the full range of City services moving forward. These services span city management and administration, finance, city clerk, planning, engineering, public works, building and safety and code enforcement - among others. This approach not only achieves the City’s goals, it delivers sustainable solutions and high quality services to the community, both cost-effectively and efficiently.
As the desire for sustainability continues to grow, the team in Jurupa Valley has helped to focus attention on achieving “green” initiatives, including potential e-Government systems and processes, and has worked with City leaders to identify economic development opportunities, encouraging businesses to establish operations within the City.
Jurupa Valley currently delivers all of its services through contract providers with no direct city personnel. The willingness to explore out-of-the box thinking and allowing the freedom to deliver city services in alternative ways has proven to reduce costs and increase services to the community.
ASD is viable for existing cities, too. There are preliminary positive findings within Jurupa Valley: • Increased service levels compared to those forecast in theComprehensive Fiscal Analysis at no additional cost;• Reduced transition costs from County to City services – anestimated 25%;• Reduced costs in permit processing and inspection fees toapplicants due to shorter turnaround times – an estimated 20 – 35% reduction;• Reducedtimeinrespondingtoresidentinquires;• Reducedtimeinprocessingdevelopmentapplications;• Reducedturnaroundtimesandcostsforplanreviews;• No legacy benefit costs (pension/retirement/etc.) associatedwith permanent city employees.
The demand to do more with less places ongoing pressure on governments to deliver quality services with shrinking revenues. Leaders are rethinking competition, reinventing organizations, redesigning their models and reshaping the delivery of services. The question is the same – “Is there a better way of doing things, even though it may break from the norm?” Look internally and honestly to identify what is working and what is not.
Cities should evaluate managed competition and shared service or shared contract models. There should be a discussion of the merits of the ASD approach and assess how it could be “best” employed. Key elements should be discussed:• Services best suited for sharing or mutually contracting bycommunities• Motivationtoshareanditsbenefits• Servicesthatcanberegionalizedwithinapracticalregion
ASD can be an effective and viable option for all public agencies. To begin, governments should examine critical functions and determine the costs and effectiveness of those services. One may find opportunities to share services with an adjacent city or county, or may find that a private sector vendor would be a viable alternative.
Phone 800.728.7805 HRGreen.com
Chicago | McHenry | Moline | New Lenox | Rockford | Yorkville
design + construct + own + operate
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Corporate Partner SpotlightAs 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.
Backflow: Why City Management Should Be ConcernedBy Michael D. Eisenhauer, Backflow Solutions, Inc. Let’s be honest – when it comes to backflow, most people know two things: a) it has something to do with water, and b) running a backflow program is an unfunded mandate. Like most unfunded mandates, it is something pushed aside for more quantifiable or pressing matters. It’s not as though you are unconcerned about the water your citizens are consuming. Rather, most people just figure: “the water department has always produced quality water - what could possibly go wrong?”
The truth is, backflow (in which water reverses flow, thereby introducing contaminants such as bacteria, pesticides, ethylene glycol, etc., into your potable water supply), occurs every day. Some well-known examples of backflow incidents include:
• Illinois:Ethyleneglycolwasintroducedintoagroupofdialysis machines via backsiphonage from an air conditioning system, resulting in the death of several patients.• Illinois:Anunprotectedcross-connectionatalocaldairyfarm caused the contamination of milk, leading to 16,000 people becoming ill, along with 2 deaths.• Arkansas:Backpressuregeneratedfromapropanetanker car forced propane into the local water supply resulting in the destruction of 2 houses from propane explosions. In addition, 3 people in separate buildings suffered severe injuries from explosions after flushing their toilets.• NorthCarolina:Abackflowincidentoccurredwhenafire truck pushed fire-fighting foam through a fire hydrant and into 40,000 neighborhood taps.
Each and every time you suffer a water main break, fight a fire or have any other hydraulic anomaly, backflow will occur. A recent study by the American Backflow Prevention Association concluded that the average community experiences 159 pressure reduction incidents (which lead to backflow) each year. That means countless opportunities for fire protection systems, boilers, residential irrigation systems, air conditioners and other piping systems to introduce hazardous, and potentially harmful, contaminants into your drinking water.
An effective backflow program is a community’s best tool in protecting the clean water it works so hard to provide. Aside from the simple moral responsibility, the Illinois Environmental Protection Agency mandates in Title 35 (IL EPA rules governing backflow) that all water purveyors maintain a viable backflow program. Neglecting to do so could result in expensive fines, and in some cases, has led to class action lawsuits when backflow incidents occur in areas not enforcing backflow regulations.
Backflow programs consist of a variety of facets. The most notable are:• Ordinancedevelopment:Thisconsistsofputtingaplanof action for your program on paper and establishing a set of regulations and authority for your community.• Inspections/Surveys:Yourbackflowprogramwillbeassmall today as it will ever be. It is the municipality’s responsibility to locate both the existing backflow assemblies in your community, as well as find the unprotected cross-connections where corrective actions need to take place.
• AnnualBackflowTracking:Asyoucontinuetoidentifyexistingbackflow assemblies, it is also your responsibility to notify your water customers when each assembly’s annual test is due, and to collect / verify each backflow assembly test report. This requires knowledge of backflow testing, and continuous monitoring of the contractors performing backflow related work in your community.
While administering a backflow program may seem daunting, it is also necessary. Some communities are staffed in such a way that they can operate their backflow program in-house, typically in the Public Works department. A study conducted recently by the American Water Works Association concluded that the average in-house backflow program costs approximately $45,000 per year. Other communities choose to outsource their backflow program to qualified backflow management firms. In most cases, since a backflow management firm specializes specifically in that field, they are able to significantly reduce the annual cost of administering a backflow program. New technologies and internet based programs have also helped drastically reduce the annual cost of running a program when being outsourced to a qualified backflow management firm. Internet based programs are as cost effective as $495 per year.
With in-house options, identify who in your staff will administer the program; if your in-house program is currently in effect, take stock to ensure it is running successfully (an old file cabinet or three ring binders with outdated reports no longer passes muster). If you are considering outsourcing, take the time to research the available companies and services provided. Make sure to check references and ask about new technologies. Whichever direction your community chooses to go, whether it is running a program in-house or outsourcing to industry professionals, it is important that you implement an effective backflow program immediately. While backflow might not be a household word, it is certainly a factor in ensuring every household has safe water.
-Michael D. Eisenhauer is a founding member of the American Backflow Prevention Association. Mr. Eisenhauer is the co-author of the Illinois EPA Cross-Connection Control Handbook and currently provides Continuing Education Courses (CEU) for the American Water Works Association (AWWA). If you are interested in taking a course to learn more about backflow management please contact Mr. Eisenhauer. [email protected] 800.414.4990.
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Corporate Partner SpotlightAs part of the “Friends of ILCMA” Corporate Partnership Program, partners atthe highest level get the opportunity to submit a one-page written educational piece in the ILCMA newsletter.
Online Communications Energize Your Next Public Works ProjectUse Technology to Reach More People at Less Cost! By: Lori J. Schendl, Corporate Communications Specialist, Baxter & Woodman, Inc.
Today, we are more connected than ever through the internet and social media. We expect news, information and messages to be delivered to us quickly and concisely! Residents expect public works project information to be conveyed in this same efficient manner. An effective public relations (PR) plan includes a mix of online communication techniques. These techniques allow you to quickly update a large audience, while simultaneously reducing the use of printed materials (go green!), and providing a wealth of real time-information and images not available through traditional printed newsletter or newsprint articles. Technology-related PR tools can include: A Website A project website is a great tool that offers the public the opportunity to gain more information about your project(s) and to stay on top of construction-related issues. Don’t forget to advertise your project website! Include signs along the project route that direct interested parties to the project website. A website can include valuable information such as…
• ConstructionProgress• Schedule• FrequentlyAskedQuestions• PressReleases• ContactInformation
A Webcam Strategically placed, a live view of your project through a webcam can provide a visual of process and progress. Interested parties can easily log onto your web site to view the project’s progression and status.
A Blog This feature provides project news and functions as an outline of project progression. Include a mix of text, images, and hyperlinks to other media related to the project. A project blog can be maintained by the construction project manager. Monitored on a regular basis, this communication tool offers an outlet for quick responses to resident concerns.
Social MediaDo you Tweet? Twitter is a convenient technology-based communication tool for keeping in touch with the public at virtually no additional cost. Twitter is a real-time short messaging service that works over multiple networks and devices. Consider establishing a Twitter account for those “followers” seeking instant messaging updates on construction activity on your next project. Tweets must be under 140 characters in length and can be sent and received via mobile texting, instant message, or the web. Tweets from a construction project manager (which log date and time) could allow truck drivers and other local business employees to find out about construction activity taking place along their delivery routes or near their destination sites; for example: “Traffic Alert: From 1 pm to 5 pm on Friday, Main Street will be closed between 900 and 1110 Main Street.”
Do you LIKE us? Facebook is another way to engage with residents and share critical project information. Facebook has over 800 million active users with over ½ of those users logging in on any given day! Odds are many of your residents are avid Facebook users!
Keeping the public informed of a public works project schedule, approaching milestones, and the duration of potentially disruptive construction work can ease residents’ concerns. Electronic PR tools offer a convenient, low-cost way to communicate with the public about projects. Map out an online PR strategy to ensure success for your next public works project.
BAXTER & WOODMANConsulting Engineers
815.459.1260 www.baxterwoodman.comOffices in Illinois & Wisconsin
• Water• Wastewater• Transportation• Stormwater
• Construction Services • Municipal Services• GIS
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Corporate Partner SpotlightAs 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.
Government Investment Pools – Not All Are Created EqualBy Debra A. Zimmerman, MBA, CPFIM
The benefits of investing in a Government Investment Pool (GIP) are relatively universal to all GIPs. The major benefits include safety, liquidity, enhanced returns through economies of scale, diversification, professional management, ease of use and generally lower fees. However, not all GIPs are created equal; in fact, the differences outnumber the similarities. The following discussion will focus on the major differences that Public Funds Managers (PFMs) need to consider before investing in a GIP. The list is not all inclusive but rather covers the most important areas to consider before investing.
First, look at the assets in the Pool’s portfolio. Are the assets authorized in the entity’s investment policy? If they are not authorized for individual purchase as outlined in the investment policy, avoid investing in that Pool.
Some Pool managers will move away from the first objective of safety and liquidity and chase higher yields, which have resulted in defaults in the portfolio. Such was the case in 2007 with Connecticut’s Short-Term Investment Fund – the Pool had to bail itself out of nearly $100 million for its bad investment in a risky structured investment vehicle that tanked. The largest GIP – the state run Local Government Surplus Funds Trust Fund Pooled Account in Florida – lost sight of safety over yield. In November 2007, $2.1 billion of its $27 billion in holdings were either defaulted asset backed securities or other high yielding instruments issued by the banking subsidiaries of the failed mortgage lender, Countrywide Financial Corp.
In assuring the safety of the invested funds, one must determine the level of required collateralization. Investments considered as a deposit or a deposit product require the deposits to be collateralized at the level specified in the investment policy.
Determine the investment objective(s) of the GIP. Does the fund have a stable or constant dollar value or a fluctuating net asset value? It is important that the PFM understand the differences in the underlying portfolios of each type and invest accordingly.
Another consideration is the valuation method. The valuation method pertains mainly to fluctuating NAV Pools. Determine the frequency of the valuation and reporting of the value of the securities in the portfolio. Are they market-to-market daily or some other time frame? Funds market-to-market daily will provide the most up to date value of your investment(s) in the Pool.
There are major differences in the available transaction options and the deadlines for transactions among Pools. The cut-off times for deposits vary widely among GIPs - some are as early as 10 a.m. while others are as late as 4 p.m. Missing the cut-off will cost the investor a minimum of 1 day’s interest or earnings but could ultimately cost 2 or 3 days interest if there is a weekend or holiday involved.
Consider the types of transaction options available for deposits. There are a wide range of options, but not all options are available through all Pools. Transaction options include Wire Transfer, ACH, Direct Deposit, Internet, Telephone and Check.
Perhaps more important is the Pool’s withdrawal or redemption policies. Policies vary regarding redemption restrictions, minimum term deposit requirements, and minimum balance requirements.
Some Pools have minimum holding periods which can be as long as 14 to 30 days. Redemptions made prior to the end of the specified period are subject to significant penalty.
Although most GIPs do not require a minimum balance, some do. For instance the Georgia Extended Asset Pool (GEAP) requires a minimum balance of $1 million.
Take a look at the GIP’s rating, however not all pools are rated. While ratings provide an opinion on the safety of principal and the Pool’s ability to maintain a stable NAV of $1.00 for a constant dollar Pool, a Pool with a fluctuating NAV also includes a rating on the volatility of the Pool’s portfolio. Although ratings can not assure the safety or performance of a Pool, they can provide the investor with another level of due diligence.
GIPs may be managed internally or externally. Internally managed Pools, most commonly state and county backed Pools, tend to have lower overall expenses. However, internally managed Pools tend to offer fewer cash management services than privately run Pools or externally managed Pools and typically the staff resources are more limited than that of an external manager.
Fees or expenses are one of the areas with the greatest differences between investment Pools. A number of factors affect the fees. Obviously, net returns are directly impacted by the total expenses of the Pool. It stands to reason that lower expenses can add basis points to the net returns.
Finally, the most significant influence on the GIP’s yield is the current interest rate environment. Are the Pool’s returns indexed to a benchmark or are the returns guaranteed? Historically, how have the returns compared to the benchmarks? Although few Pools offer guaranteed returns, The Illinois Metropolitan Investment Fund’s (IMET) Convenience Fund money market instrument provides investors with a minimum guarantee equal to the Federal Funds rate (through the end of 2012), and is collateralized at 110% or FDIC insured.
SummaryGIPs are a beneficial investment tool for cash and treasury management, however the Public Funds Manager (PFM) must be able to explain and support his decision to invest in the selected Pool. It is imperative for the PFM to know and understand the structure and various factors that are unique to the Pool(s) being considered. They must conform to the entity’s investment policy, as well as the entity’s risk tolerance, investment objectives and comfort level. Not all GIPs are created equal – however, an informed PFM can certainly benefit from selecting and investing in a GIP that matches his/her specifications.
Illinois Metropolitan Investment Fund
Laura F. Allen 630-571-0480, ext. 229
Debra A. Zimmerman 618-662-6655
www.investIMET.com Investing together for our communities
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IML Managers Monthly ColumnBy Jim Norris, Village Manager, Hoffman Estates & IML Managers Committee Member
The Public Safety Employee Benefits Act (“PSEBA”), 820 ILCS 320/1 et seq., mandates that a public employer must pay the entire premium of the employee’s health insurance plan for a public safety worker that “suffers a catastrophic injury or is killed in the line of duty.” However, “the injury or death must have occurred as the result of the officer’s response to fresh pursuit, the officer or firefighter’s response to what is reasonably believed to be an emergency, an unlawful act perpetrated by another, or during the investigation of a criminal act.” This article addresses legislative efforts directed at further definition of what constitutes a “catastrophic” injury and a recommendation of a potential mechanism for application, review, and decision on how PSEBA benefits would be awarded by Illinois municipalities. As always, it is prudent to review these concepts with your municipal legal counsel before proceeding.
The Illinois Municipal League is working to introduce sensible changes to the Public Safety Employee Benefits Act (PSEBA). The law was intended to provide health insurance benefits to public safety employees whose injuries were so severe as to be considered “catastrophic.” Federal law and insurance policies define “catastrophic” to mean the impossibility of gainful employment. Unfortunately, ambiguous statutory drafting resulted in a law without a definition of “catastrophic.” This ultimately prompted the Illinois State Supreme Court to eventually find that a duty-related disability is equal to a “catastrophic injury.”
The result of this ruling is that there is an exceedingly broad eligibility for a benefit that was intended for special cases. A “duty disability” under the Illinois Pension Code simply means that the recipient is judged by the boards to be no longer able to perform the duties of a firefighter or police officer. The bottom line is that perfectly able-bodied individuals are collecting taxpayer-funded health insurance benefits for life while continuing employment and collecting a paycheck from the subsequent employer.
And this benefit is expensive. The IML Managers Committee published a study in the spring of 2011 that examined PSEBA cost trends. According to a survey of 50 communities throughout the state, the annual cost of PSEBA claims grew by 677% from 2003 to 2010. The projected growth from 2010 to 2020 is expected to be 2068%. This cost growth reflects what could occur with no changes to the PSEBA law.
The IML is seeking to curb this cost growth through legislation. Senate Bill 2014 was introduced by Senator Bill Haine (D-Alton) in the spring of 2011. The legislation received a “subject matter only” hearing before the Senate Pensions and Investment Committee, which means that testimony was provided but no vote was taken. The police and firefighter unions are opposed to sensible changes that will make able-bodied and gainfully employable individuals ineligible for the lifetime health insurance benefit under PSEBA. To the contrary, police officer and firefighter unions are working to expand eligibility for the existing benefit in the Illinois court system. The bill filed for the 2012 legislative session is SB 3256, again sponsored by Senator Haine. While currently a shell bill, the IML is working with Senator Haine on language at this time.
While PSEBA contemplated some mechanism by which an injured public safety worker or their spouse/children would apply for these PSEBA benefits, the statute did not provide any mechanism for application, decision, or review. Certain Illinois statutes provide that decisions of administrative bodies are governed by the Illinois Administrative Review Act 735 ILCS 5/3-101 et seq. When there is such a requirement, the administrative agency’s decision can only be reviewed by administrative review.
The benefit of administrative review is that the court only looks at the record presented to the agency, here the public employer, and not more generally. The tangible effect is a cost saving to the agency over a full court trial with discovery. However, when a statute – such as PSEBA – does not expressly require administrative review, review of an agency decision under that statute is by so-called common law writ of certiorari. Under a writ of certiorari, review is also limited to the record presented to the agency.
As a result, best practices suggest that public employers should implement a procedure for application for PSEBA benefits and a hearing process to determine eligibility. The hearing should provide an opportunity to the employee to present a case for benefits, present witnesses and documents. Then, if the municipality’s decision is challenged by the employee or their spouse/children, the challenge will be by writ of certiorari. Without such a process, any review would be very costly to the municipality because a full trial with discovery would be required.
On February 17, the Illinois Supreme Court released a decision in the case of Gaffney v. Board of Trustees of the Orland Fire Protection District. While municipalities are still analyzing the decision, there are concerns that the ruling may affect the use of the administrative review process described in the preceding paragraphs. The decision may also create additional municipal exposure for injuries that occur during training exercises. What we can conclude with certainty is that the Gaffney case underscores that sensible changes must be made to the PSEBA law.”
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Architects Engineers Consultants
Jake Davis, AIA, LEED APBusiness Development DirectorP: [email protected]
ILCMA Awards ProgramNominate a Colleague Today!Nominations Due By April 20, 2012
ILCMA started the awards program in 1994 in order to honor those in the association who have exemplified excellent public service. There are two major award categories: The Robert B. Morris Lifetime Achievement Award and the Special Service Award. There are three categories within the Special Service Award: Service to the Profession, Service to the Association, and Service to the Community. The award criterion for each award is described in detail below.
Robert B. Morris Lifetime Achievement AwardThe ILCMA Lifetime Achievement Award was renamed the Robert B. Morris Lifetime Achievement Award in 2004 in honor of Robert B. Morris. Mr. Morris was hired in 1951 as the Village Manager (VM) in Glencoe and was the first VM in Illinois not trained as an engineer. Bob went on to serve in the village of Glencoe for over 30 years. His distinguished career and ILCMA legacy is highlighted by many professional contributions and accomplishments including the following:
- In 1964 ILCMA hosted the ICMA 50th Anniversary Conference in Chicago, IL. Bob Morris served as the chair of the conference committee.- Also in 1964 Bob Morris was elected ICMA Regional Vice-President.- From 1982 – 1991 Bob served as Midwest Manager and Director of Training and Development, ICMA Retirement Corporation, Evanston, IL- ILCMA joined the ICMA Range Rider program and Bob Morris became one of the first Illinois Range Riders. Les Allen, long time manager of Decatur, was his counterpart. Bob went on to serve as a Range Rider until 2006.
Qualifications The Robert B. Morris Lifetime Achievement Award is presented to a retired individual who has served no less than 20 years in local government, at least eight of those in Illinois. Selection for the Robert B. Morris Lifetime Achievement award is based on the following criteria:1) The nominee’s professional contributions to the communities in which he/she has served;2) The nominee’s personal contributions to the communities in which he/she has served;3) The nominee’s contributions to the advancement of the local government management profession through leadership, advocacy, and the development of other professionals;4) The nominee’s exemplary service to the Illinois City/County Management Association;5) A clear indication that the nominee has, throughout his/her career, dedicated himself/herself to public service above and beyond the organizations in which he/she served.The award recognizes a manager whose service has been judged by peers as strong or exceptional, and who has made major contributions beyond direct service to local government (e.g., through service to the associations and the profession). An ILCMA Lifetime membership is awarded to the recipient.
Special Service AwardsService to the AssociationService to the ProfessionService to the Community
Qualifications The Special Service Award is presented to individuals who have notable association or affiliate activity and significant professional accomplishments, in the following areas:
1) Service to the Association: The nominee has actively served the Illinois City/County Management Association through exemplary service to an ILCMA committee, the executive board or has made other significant contributions to ILCMA.
2) Service to the Profession: The nominee has demonstrated concern for the support, well-being and growth of other professionals and those aspiring to a career in local government management or the nominee has actively promoted the profession to the community at large including but not limited to, university programs, Illinois Municipal League, and regional councils of government.
3) Service to the Community: The nominee has demonstrated exemplary service within one’s organization by being an above average professional manager and having displayed the characteristics of integrity and leadership in order to provide exceptional service to one’s community in order to get project(s) completed. This award can also honor a nominee who has served a cause that is beyond that of the municipality or county through volunteerism in national, state, regional and local organizations. This award can encompass private interests, family interests, acts of heroism, charitable acts, or social accomplishments.
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Year 2012 Awards Nomination Form
Name of Nominee______________________________________________________
Current or Most Recent Position___________________________________________
Address______________________________________________________________
_____________________________________________________________________
Please indicate the award for which you are nominating this individual.
____Robert B. Morris Lifetime Achievement Award
Special Service Award – place an “x” in one area below
____ Service to the association
____ Service to the profession
____ Service to the community
In the space below, indicate the reasons the above individual is worthy of the award for which she\he is being nominated (may attach separate sheet if necessary). Please DO NOT submit multiple letters of support. Nominations must be received by April 20, 2012. Send a pdf form of the nomination to: Dawn Peters at [email protected]. Please put ILCMA Award Nomination in the subject line.
Name of Nominator_________________________________________
Signature of Nominator_______________________________________
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ILCMA Membership SurveyOverview and Executive Summary
IntroductionILCMA traditionally surveys its members every few years to receive feedback on how things are going and what went well or needed improvement, as well as to gather valuable information for the organization for subsequent conferences and services.
Utility of Survey ResultsResults of the survey are intended to be used by the ILCMA both as a tool and as a potential springboard for action. Using the survey results, the Association can: • Identifyareasofweaknessoropportunity,andplanstrategiesfor how best to address these areas• Becomecognizantofspecificrecommendationsfrommembersin areas of overall Association performance, conferences, services, training and support.
Results can be maximized by ensuring that copies of the report are circulated among the: • ILCMABoard• ILCMAMembers• ILCMAAffiliates• Non-memberCityManagers
Delivery Method and Response RateIn 2007, the survey delivery method was changed from sending the survey by mail to an online survey. With this change, the increase in response rate for 2007 was 40%. So in 2009 and 2012, the delivery method chosen was again an online survey. See Table 1 for the response rates for 2009 and 2011.
The Survey ToolGenerally speaking, the survey was separated into the following sections:• QuestionsaboutMemberDemographics• QuestionsaboutILCMAServices• QuestionsabouttheProfessionalEnvironment• GeneralICMAQuestions• OtherQuestions
Executive SummaryOverall, the members reported they are very pleased with the services ILCMA provides. In evaluating members’ ratings for the areas of importance of services and how well ILCMA provides those services, members rate both areas highly. However, the ratings for importance of services and how well ILCMA provides those services has decreased slightly since 2007.
According to the survey, more members are becoming familiar with the Managers in Transition program. Of the programs/services members have used while in-transition, Range Riders was significantly the most popular.
In reviewing members’ turnout at a winter and/or summer conference during the past three years, about half of the members attend. The three main reasons for not attending conferences are: 1) schedule too busy, 2) cost, and 3) location.
A good portion of the survey was devoted to learning what the two biggest issues facing members’ community, profession in Illinois, and themselves. The top issues are enumerated below.
COMMUNITY1) Budget 2) Economy/economic development/economic growth
PROFESSION IN ILLINOIS1) Lack of trust/confidence in government officials 2) Succession planning/continue to encourage young people to get into the profession and pension reform
MEMBERS1) Stagnant job growth2) Political instability, rising costs and declining revenues, and staffing challenges
In terms of utilizing social networking for communicating with members, 56% believe no additional social networking is needed and 44% believe it would be helpful. Of those who believe social networking would be helpful, LinkedIn is the most popular choice.
Overall, as stated, members believe ILCMA provides good services and programs and there are future opportunities both for members and ILCMA as they work together to offer additional types of programming that are found beneficial and rewarding. Thank you for your feedback as it allows us to continue to strengthen our program.
To view the complete report please visit the ILCMA website at www.ilcma.org and go to the Members Only section and then click on the Download Documents link..
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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:
Manager in Transition Program (MIT) – ILCMA keeps a list of Illinois managers in transition. These managers 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 MITs 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 http://www.ilcma.org/index.aspx?nid=217.
The ILCMA Range Riders have the most current list of managers in transition and professional resource program participants. Please do not hesitate to contact either Dawn Peters at ILCMA or one of the Range Riders.
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.
Managers 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)
Jill Velan [email protected] 847-489-5854
Wally Douthwaite [email protected] Home: 847-215-9791Cell: 847-477-1344
Bo Proczko [email protected] 630-897-7585
Deborah [email protected]
Thomas Christie [email protected]
Greg [email protected]
David Strohl [email protected] 309-266-7135Cell: 309-253-3923
Bob Vitas [email protected]: 224-202-4107
Kathy Katz [email protected] 847-721-7602
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Contact your IllinoisRegional Rep at (800) 836-8834 to see what we have to offer your municipality.
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The ILCMA Professional Development Committee
PresentsUNDERSTAND AND LIMIT YOUR LAW
ENFORCEMENT LIABILITY &WORKERS’ COMPENSATION EXPOSURE
THROUGH FIRE ARMS TRAININGSIMULATION
Critical decision making in law enforcement has become increasingly complex. There are a myriad of laws concerning use of force and video/television cameras are seemingly everywhere. A poor decision under stressful conditions can lead to huge problems.
In this hands-on program, cutting-edge video simulation training will provide you with a unique perspective on local law enforcement. You will witness high liability acts of law enforcement as well as low frequency events and how officers can be trained in real-life scenarios to make better decisions.Enhanced decision making during stressful situations leads to reduced municipal liability as well as improved officer safety.
You will even have an opportunity to try your hand at navigating a shoot/don’t shoot video training scenario.
The training program will be presented by Anthony Konetzke, Training Coordinator, with the Elk Grove Village Police Department and Chuck Oblich of Meggitt Training Systems.
Date: Tuesday, March 20, 2012
Time: 9:00 a.m. – Registration and continental breakfast9:30 – 11:30a.m. - Presentation
Location: Elk Grove Village Hall901 Wellington AvenueElk Grove, IL 60007
Cost: $25Manager in Transition registration promo code: MIT
RSVP: Phone in Registration 815-753-5424By March 15 Email registration to Alex Galindo at [email protected]
Online Registration with Credit Card: http://www.ilcma.org/forms.aspx?FID=79
Cancellations must be made by March 15.Any cancellations after that date will require full payment for the luncheon.
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ICMA Midwest Regional Summit The ICMA Midwest Regional Summit is a networking and professional development opportunity for members and state officers in the Midwest. All ICMA members and state officers in Illinois, Indiana, Iowa, Michigan, Minnesota, Missouri, Ohio, and Wisconsin are invited to attend the ICMA Midwest Regional Summit.
Venue DetailsThe Westin Columbus310 S. High StreetColumbus, OH 43215Reservations: 1-800-WESTIN or 614-228-3800Room Rate: ICMA rate of $109 single/double; Indicate that you are attending the ICMA Midwest Regional Summit.Hotel Cut-off: EXTENDED to MARCH 4th!Alternate Pricing Form to be completed if you are registering for the workshop only or the YPLI and the Summit.Questions about the Summit: Contact Sallie Burnett via email [email protected] or at 864-541-8678To register visit: http://icma.org/en/CalendarEvent/100082/2011_Midwest_Regional_Summit
SUMMIT WORKSHOPMAIN STREET AMERICA: Economic Development Lessons Learned and the Role of the Professional ManagerSustained Economic Vitality in Any Community: What Works and What Doesn’t
Dr. Gerald L. Gordon, president and CEO of the Fairfax County Economic Development Authority, to lead Regional Summit Workshop.The FCEDA offers site location and business development assistance, and connections with county and state government agencies, to help companies locate and expand in Fairfax County. In addition to its headquarters in Tyson’s Corner, Fairfax County’s largest business district, the FCEDA maintains marketing offices in six important global business centers: Bangalore,London, Los Angeles, Munich, Seoul and Tel Aviv.Using Dr. Gordon’s book, “Lessons from Reinventing Local and Regional Economies”, he will share the most effective strategies about how to reinvent local and regional economies in the wake of long-term economic decline and more recent global economic trends. He will provide the tools to develop a proactive strategy that positions your community for surviving and thriving regardless of external stresses and adverse economic conditions that may be out of your control: Guidance on helping communities stave off economic difficulties before they occur Discuss the experiences of cities and regions—both positive and negative—so that other
cities and regions can apply the lessons learned
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Show case studies that demonstrate to cities that they can do what their peers have accomplished
Presents interviews from nearly seventy elected officials, university presidents, chamber executives, economic development professionals, and other community leaders
Examine why some communities are better able to withstand national and global economic problems and trends
Some things to consider: When confronted with some of these issues themselves, what have they tried in order to
address them? What has worked? What has not? What is economic futures of small towns versus large and cities versus suburbs versus
exurbs. Is it survival of the fittest or will there still be a place for all types of communities? How does this change as foreign economic competition increases?
History:The Fairfax County Economic Development Authority (FCEDA) is an independent authority in Fairfax County, Virginia, created under Virginia state law in 1964 and funded by Fairfax County government. The FCEDA exists to promote investment and business growth in Fairfax County in order to expand the commercial tax base. The FCEDA does this by managing marketing programs that encourage businesses to expand or relocate to the county. It is the largest non-state economic development authority in the nation.The Virginia General Assembly acted to create the Fairfax County Economic Development Authority Acting on concerns about population increases and funding of county services, the Board of Supervisors in the late 1970s tasked the FCEDA with its mission to create a business retention and attraction campaign that formed the basis of the EDA’s current programs and purpose. During Dr. Gordon’s tenure, the combined impact of pro-growth policies and the attraction and retention campaign, that included robust global adverting efforts would establish Fairfax County as a “brand” unto itself and would prompt Time magazine columnist Justin Fox in 2007 to call Fairfax County "one of the great economic success stories of our time.In 2008 the Washington, D.C.-based International Economic Development Council (IEDC), the largest professional association of economic development practitioners in the world, recognized FCEDA with its 2008 Excellence in Economic Development Award for the FCEDA-produced “Power of Ideas” advertising campaign. The FCEDA received honorable mentions in two other IEDC awards categories in 2008: "Technology-Based Economic Development Program" category for localities with more than 200,000 residents and the "Special Event" category for localities with more than 200,000 residents, for the 2007 National Conference on the Creative Economy.
During Dr. Gordon’s Tenure: February, 2009 Hilton Hotels announced it would move its corporate headquarters from
Beverly Hills to Fairfax County, Virginia. June 18, 2009, the Fairfax County Economic Development Authority (FCEDA) hosted
“The New Urban Economic Model: The Transformation of Fairfax County" conference to examine growth in the county (http://www.transformingfairfax.org).
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April 2010, FCEDA launched a new advertising campaign designed to promote the county’s rich quality of life.
The 30-second TV commercial, called “Statistics,” uses brightly animated statistical information on the county – presented through pie charts and other familiar visuals from business presentations – and morphs those shapes into real-life representations of various quality-of-life elements of Fairfax County. The spot ran through the end of June on cable outlets in four markets – Boston, Los Angeles, San Francisco and Washington, D.C. –primarily on news and business channels. The “Statistics” campaign also includes print, online and mobile advertising (http://www.youtube.com/watch?v=FHL1hfslUVQ).
July 2010, Northrop Grumman announced that it would relocate its corporate headquarters from Los Angeles to a site in the Falls Church area of Fairfax County.
August 2010, the Southern Economic Development Council (SEDC) announced that Fairfax County won a 2010 Community Economic Development Award in recognition of its success in business attraction.
December 2010, FCEDA Gordon was named 2010 Virginia Business Person of the Year by Virginia Business magazine, which cited his role in helping attract major business headquarters to Fairfax, County as a key factor in their decision. Also in December, the FCEDA was cited as the top economic development project in the state when the Virginia Chamber of Commerce awarded the authority its Virginia Torchbearer award.
In 2011, Fairfax County Economic Development Authority worked with 159 companies and organizations adding more than 9,000 jobs to the local economy.
November 2011, Bechtel, one of the world's largest engineering, construction and projects management companies, announced that it would relocate its Global Operations headquarters to the Reston area of Fairfax County, creating 625 new jobs.
January 9, 2012, Acentia, a premier provider of technology and management solutions to the federal government and commercial markets, will invest $3.1 million as it moves its headquarters to Fairfax County from Montgomery County, Md. The move creates 60 new jobs in Fairfax County.
Come ready for a lively discussion of the issues and opportunities that every local government grapples with and learn how to reinvent local economy.The second segment will be led by ICMA Executive Director Bob O’Neill and Director of Leadership Development, Felicia Logan and will offer opportunity to explore the role of the professional manager and how the current trends offer leadership challenges and opportunities.[Addresses Practice Groups 6: Initiative, Risk Taking, Vision, Creativity, and Innovation—components of Strategic Planning]
SUMMIT AGENDA
Thursday
11:00 am-12:00 pm – Pre-registration is required: Mid Career Managers Institute*The Art and Practice of Leadership in the Public Sector: Join Bob O’Neill, ICMA Executive Director, for a conversation about the profession of local government and your role as a Mid Career Manager.
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12:00 – 1:00 – Pre-registration is required: Mid Career Managers Institute (“No Host”) Lunch and Mid Career Managers Action Planning: Join Felicia Logan, ICMA Director of Leadership Development to build a mid career leadership development program to help you identify, manage, and achieve your goals. And, there will be an opportunity for a coaching conversation with Felicia Logan, certified executive coach.
REGIONAL SUMMIT BEGINS
1:30-4:30 ICMA University Workshop: Main Street AmericaEconomic Development Lessons Learned and the Role of the Professional
Manager5:30-6:30 Reception - sponsored by ICMA-RC6:30-8:30 Dinner - “Celebrating the Profession”
Friday
7:30-8:15 Breakfast8:15-10:00 Conversation with Bob O’Neill, ICMA, Executive Director10:15-12:00 Regional Meeting of State Officers and Members
*Special ICMA University Offering: Mid Career Managers InstituteAs part of the Regional Summits, an ICMA Mid Career Managers Institute, (MCM), focus group will convene during which you will get a taste of our Leadership Development Programs and participate in a focused conversation to create a program to meet the specific needs of mid career managers. If you hold a leadership position in your organization, military, public/private sector, academies; and are a manager/assistant not ready to be credentialed but looking for your next challenge; and are intrigued by the possibilities, feel a desire for a focused development program and identify yourself as a mid career professional come help ICMA build a program that you will be proud to be part of—and one that will take you and your organization to the next level. This event requires pre-registration. Click here to register for the MCM event in your region. The registration deadline is the same registration deadline as the Summit you are attending. Visit icma.org/MCM for more information about the Mid Career Managers Institute. Register early to reserve your seat. Space is limited to 15 seats per location.
CONSIDER YOUR STAFF FOR THE YOUNG PROFESSIONALS LEADERSHIP INSTITUTE, MARCH 28-29, 2012.
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Building Your Leadership Skill Set Though the Art and Practice of Leadership
Midwest Region March 28-29, 2012 Columbus, Ohio
This is a special ICMA University leadership program that offers young professionals a way to build their leadership skill set though the art and practice of leadership. ICMA University workshops are being presented as a special offering to young professionals, preceding the ICMA Regional Summits that are scheduled for March, April and May 2012 in the Southeast, Northeast, Midwest, and Mountain Plains/West Coast regions. Managers, you are encouraged to invite young professionals to attend this leadership institute.
COST
Great Value! The cost of this special leadership skill building offering is $99!
This fee does not include lodging.
WHO SHOULD ATTEND Assistants Assistant Managers Those who are beginning their career path in local government Managers, you are encouraged to invite young professionals to attend this leadership
institute.
LOCATION
The Westin Columbus310 S. High StreetColumbus, OH 43215Reservations: 1-800-WESTIN or 614-228-3800Room Rate: ICMA rate of $109 single/double; Indicate that you are attending the ICMA Midwest Regional Summit.Hotel Cut-off: EXTENDED to MARCH 4th!Reserve Early! Rooms are limited. If you need help finding accommodations, contact Sallie Burnett at [email protected] is open, visit icma.org/YPLI.
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ILCMA Mentorship Program
The “ILCMA Mentorship Program” provides an opportunity for aspiring managers to gain advice and insights from senior local government executives who provide volunteer support.
What does "One-to-One Mentoring" cover?
It's open-ended and informal. The aspiring manager sets the agenda. As an aspiring manager, how would you like to benefit? Maybe you're looking for general career advice. Or, perhaps, you face some decisions and would value another perspective. Or, you may simply want to expand your network and receive better insight into the opportunities and challenges of local government executive leadership. Think about the various ways in which you'd like to benefit. A volunteer coach isn't expected to have all of the answers. Rather, he or she will help you find the answers that are right for you.
What commitment is involved?
It's up to the aspiring manager and the volunteer coach. We recommend that you have a clear understanding about your relationship so that it's mutually rewarding. The Statement ofMutual Understanding offers some items to discuss (confidentiality, topics of interest, availability, etc.) once you've found a match and decided that the chemistry is right to continue.
How do I find a match?
Search the "Mentors Gallery" in the Members Only section on the ILCMA website and learn about the volunteer mentors. Do you want someone in your area to meet with in person or are you interested in someone outside the area and plan to communicate by phone and email? Choose a prospective mentor. Call or send him or her an email to check on availability and to request a telephone appointment to explore the fit.
What are some guidelines to help the coaching discussions be productive?
You can have a very productive coaching session in an hour or less. The ILCMA Membership Committee has prepared Coaching Guidelines (available on the ILCMA website under"Mentorship Program").
What do we do when it's time to change the relationship?
The coaching arrangements are voluntary and either the volunteer coach or the mentee can change or end the relationship. We simply ask that you inform one another of the change incircumstances and give thanks for whatever you have gained together.
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Mentor Application Contact Information Name
Organization Title Address City /ST/ZIP Code Phone Number Email
Background Information
1. How many years have you worked in local government/ city management? _________________
2. Please provide information regarding your educational background.
3. Please provide a brief statement about why you are interested in becoming a mentor and relate your experience to how it would benefit someone new to the profession, someone new to Illinois or someone new to the region (please submit a resume in PDF form along with this application).
4. Have you served as a mentor previously? If so, please explain.
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Mentee Application Contact Information Name
Organization Title Address City /ST/ZIP Code Phone Number Email
Background Information
1. Please provide a brief statement explaining why you want to participate in the ILCMA mentoring program (e.g. new to the profession, new to Illinois or region, or need for guidance in your profession?)
2. Have you previously participated in a mentoring program as a mentee? If so, please explain.
3. Please indicate the desired frequency of mentoring activities: ___ Monthly ___ Quarterly
___ Every Other Month ___ Semi-Annually
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Metro Managers March Luncheon
Ways for Municipalities to Use Mobile Computing
This presentation will cover examples of mobile computing; a discussion about what one must consider when using mobile computing as well as provide real examples of how to use mobile computing is being used to increase efficiency for Boards, Departments, Public Safety, etc.
Presenter: Mike DeGroot, Prescient Solutions
One lucky attendee will receive an iPad2 as a door prize!
Date: Thursday – March 15, 2012
Time: 11:30 a.m. Networking – 12:00 p.m. Luncheon
Location: Four Points by Sheraton10249 W. Irving Park RoadSchiller Park, IL 60176
Cost: $25.00 check or cash payable at the door (Interns & MITs are Free).Additional $5 charge for invoicing the cost of the luncheon.
Payment can be made by credit card when registering online or by cash or check at the event.Additional $5 charge for invoicing the cost of the luncheon.
RSVP by March 9 - online at http://www.ilcma.org/forms.aspx?FID=76or to Alex Galindo at [email protected] or (815) 753-5424.
Cancellations must be made by March 9.
Any cancellations after that date will require full payment for the event.
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City of Champaign, Accountant, Financial AnalystAccountant, Financial Analyst The City of Champaign seeks qualified candidates for a career opportunity in the Finance Department. There are two open positions, one Accountant and one Financial Analyst. The successful candidates will sustain a standard of excellence in the City’s financial reporting and accounting processes, improve financial management systems, and maintain a focus on customer service. Applicants who meet the requirements for either position are encouraged to apply for either or both positions.
Responsibilities for the Accountant include assisting Finance Department management staff with accounting, financial reporting and annual audit preparation; performing debt administration tasks; developing departmental, debt and pension budgets; reviewing general ledger accounts; writing operating procedures; and completing special projects related to complex financial issues. Requirements include a bachelor’s degree in accounting or related field; knowledge of governmental accounting standards, analytical procedures and methodology; excellent oral and written communication skills; the ability to interpret and apply policies and procedures independently; and the ability to work effectively with individuals with varying levels of financial knowledge and at varying organizational levels. Knowledge of, and experience with financial application software, database, spreadsheet and word processing experience are also required, or any combination of experience and training which provides the equivalent knowledge, skills, and abilities. A CPA certificate and government work experience is preferred, but not required.
Responsibilities for the Financial Analyst include annual budget preparation and analysis, estimating expenditures and revenues, assist finance management staff in accounting, and financial reporting; drafting ordinances, resolutions, contracts/agreements; preparing council reports; analyzing and making conclusions/recommendations on complex financial issues.
Requirements include a bachelor’s degree in accounting, finance, business or public administration or a related field; knowledge of public finance, analytical procedures and methodology; excellent oral and written communication skills; the ability to interpret and apply policies and procedures independently and to work effectively with individuals with varying levels of financial knowledge and at varying organizational levels; and previous work experience in a service environment. Knowledge of statistical and research methods, and experience with financial application software, database, spreadsheet and word processing experience are also required, or any combination of experience and training which provides the equivalent knowledge, skills, and abilities. A master’s degree and government work experience is preferred, but not required.
Job Mart
Hammond Investment M a n a g e m e n t , L L C
Timothy P. Hammond Registered Investment Advisor
11632 Parkside Lane, Mokena, IL 60448
(708) 479-4448 www.HammondInvestment.com
Drug screening and a security investigation will be required. The annual starting salary range is $54,227 - $61,734 DOQ, plus an excellent fringe benefits package. For full consideration please submit an application online no later than Sunday, March 18, 2012.
The City’s mission is to provide responsive, caring, cost-effective service in partnership with our community. The following values guide our work: Personal Integrity, Responsibility, Respect, Teamwork, Results. To apply, visit the City’s Online Hiring Center at www.ci.champaign.il.us.
Village of Manhattan, Public Works DirectorThe Village of Manhattan, Illinois, population 7,000, a full service community located southwest of Chicago, seeks an experienced Public Works professional to lead its Public Works Department. The village offers quality housing stock, access to area interstates and commuter rail, excellent schools and municipal services.
This is an advanced administrative and managerial full-time position. Work involves responsibility for planning, directing, administering, and supervising all programs and activities of the department, including street maintenance, water and wastewater utilities, parkways, grounds and tree maintenance, storm sewer maintenance automotive maintenance and related activities. Strong communication and leadership skills; experience in public works operations and planning, budgeting and personnel management.
A bachelor’s degree in civil engineering, construction services, public administration, or related field required; six to ten years of experience at the managerial, supervisory or advanced technical level in Public Works, Engineering, or utility-related organization desirable; experience in construction, public utilities, fleet management or related fields may be considered; or any equivalent combination of training and experience applicable to Public Works operations. Possession of an IEPA Class A Illinois Public Water Supply Operator’s License and/or an IEPA Class 1 Waste Water Treatment Operator’s License is preferred.
The Public Works Director is appointed by the Village President with approval by the Village Trustees. Minimum starting salary: $78,000. For additional information visit www.villageofmanhattan.org. Submit resume and cover letter by March 12, 2012 to Kevin Sing, Finance Director/Human Resources, Village of Manhattan, 245 S. State Street, Manhattan, IL 60442 or [email protected].
Job MartChampaign
877.352.0081Galena
888.672.0003Quad Cities
866.732.6321
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With more than 70 municipal clients in the state, Gallagher Benefit Services will consult with your entity on the following:
Gregg R. AlemanArea Senior Vice [email protected]
Erin N. DuffyAccount [email protected]
»Medical »Vision, Dental, Life »Other voluntary benefits »Long-Term Care
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OORHEES ASSOCIATES LLC
LEADERSHIP IN PUBLIC MANAGEMENTVwww.VoorheesAssociates.com
Please visit our Website to learn more about how we can assist you.
Announcing our new team.
Heidi J. Voorhees, [email protected]
847-580-4246
Village of Richton Park, Management AnalystBrief Job Description: Richton Park, a growing residential community in the Southern Suburbs of Chicago, is seeking candidates for the position of Management Analyst. This is professional and administrative work assisting the Village Manager in the development and coordination of Village functions and programs.
The Management Analyst is appointed by the Village Manager. The key tasks include: assisting the Village Manager in the development, administration, and coordination of various governmental functions and programs. Work includes communicating goals, objectives, and programs to Village departments and the general public, and assisting the Village Manager in the implementation of policies dictated by the Board of Trustee.
Considerable responsibility is given to the incumbent for personnel, development related activities, budget preparation and community relation’s matters and for special programs and projects. Provides supervision for various support personnel in the Manager’s office, including; Communications, and Personnel Department. Incumbent will be responsible for grant administration and coordination.
Job Requirements: Education - Graduation from a four-year college or university with major course work in public or business administration, political science, or a related field, supplemented by a master’s degree in public or business administration or closely related field. Experience - Minimum of 1-3 years’ experience considerable administrative or professional experience in local government as an administrative assistant or administrative intern.Residency – It is preferred that the candidate live within the boundaries of the Village of Richton Park.Salary – Between 40,000 and 45,000; depending upon qualifications. Application - Interested candidates should apply by March 16, 2012. Please submit a letter of interest, resume, reference, and salary history, and Village of Richton Park Employment Application (which can be found on the Village’s website richtonpark.org). All submissions must be made on the Village’s website. De’Carlon SeewoodVillage Manager4455 Sauk TrailRichton Park, IL 60471, [email protected]
City of Urbana, Environmental Sustainability Manager $30.13 - $31.93/hr. (full-time) + excellent benefits
Do you think “green”? If so, the City of Urbana has an excellent opportunity for an innovative, public service-minded individual to serve as the Environmental Sustainability Manager. This is an appointed, division-head level position in the Environmental Sustainability Management Division of the Public Works Department.
Qualifications include: knowledge and abilities typically acquired through a bachelor’s degree in urban planning, public administration, environmental science or a related environmental
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Bobby Dufkis, Senior Vice President phone 847.463.7132 | mobile 312.403.1910
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Aqua America Midwest 1000 S. Schuyler Avenue Kankakee, IL 60901
Jim BilottaDirector, Corporate Development
T: 815.614.2042 C: [email protected] www.aquaamerica.com
Village of Glenview, Planning & Economic Development, Planner I PURPOSE:The Village of Glenview is seeking to fill one (1) full-time (1) Planner I position within the Planning & Economic Development Department. The purpose of this position is to support the Department with reviewing simple to moderately complex development proposals, rezoning requests, site plans, variances, and other projects for conformance with codes, plans and regulations. This is accomplished by verifying documents, coordinating with Village departments, outside agencies, the public, consultants, and boards and commissions. The position is also responsible for providing technical expertise, reviewing Village standards, and managing specific programs. Other duties include writing technical reports, attending evening meetings, following up with zoning enforcement, publishing public notices, conducting research, evaluating industry trends and best practices, maintaining documents, explaining village procedures to stakeholders, preparing public presentations, and performing other duties as assigned. Position reports to the Director of Planning.
QUALIFICATIONS AND SKILLS:Bachelor’s Degree in urban planning, urban studies, public administration, or closely aligned field is required; Master’s degree preferred; AICP a plus, but not required. This is an entry level position (less than one year and up to three years of previous experience is desirable); candidates able to demonstrate a working knowledge of the principals and terminology employed in municipal planning, zoning, development, and land use controls, will receive priority consideration. The successful candidate will also be able to demonstrate the ability to prepare and interpret technical reports, and analyze data using various computerized electronic media (e.g. MS Office, web-based programs, internet, etc.). The ideal candidate will be able to demonstrate a commitment to public service, and should be an energetic, self-starter who can thrive in a team environment. Prior experience with ArcReader and other basic concepts of Geographic Information Systems (GIS) is a plus. Evening meetings required. After 6 mo. to one year, the incumbent may be assigned regularly scheduled Commission-liaison duties. Candidate must possess a valid driver’s license. Occasional outdoor site visits required.
SALARY/HOW TO APPLY:The starting salary for this full-time position is $42,500, with an excellent fringe benefits package. This position is exempt under FLSA. Qualified candidates should e-mail a resume and cover letter to [email protected]. Position is open until filled. Must indicate “#04-12” in subject line. Faxed, mailed, or hand-delivered copies will not be accepted. Persons requiring reasonable accommodations under the Americans with Disabilities Act are asked to contact the Human Resources Division at 847-904-4370.THE VILLAGE OF GLENVIEW IS AN EQUAL OPPORTUNITY EMPLOYER
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and sustainability field; 4 years of progressively responsible, related work experience, demonstrated knowledge of environmental issues and strong supervisory skills.
For more information or to apply, visit: www.urbanaillinois.us/jobs. Deadline to apply: Sunday, March 4, 2012 The City of Urbana Welcomes Diversity! EOE.
Village of Matteson, Director of Information TechnologySalary: $95,000 DOQ, plus benefits. (pop19,009). The Village of Matteson is seeking an experienced professional to direct activities related to the development, installation and maintenance of IT systems and management of utility billing function and systems in a governmental setting. Bachelor’s degree in IT, management information services, computer science or closely related field is required, MCSE certification preferred. Minimum 5 years experience in municipal IT operations; experience in local and wide area networking, with two years in an upper-management capacity interacting with elected officials. Residency within the Village required within 12 months of employment. Further information available at www.villageofmatteson.org. Submit letter of interest, resume, and three references by 3/09/12 to Human Resources Department, Village of Matteson, 4900 Village Commons, Matteson, IL, 60443.
City of Lake Forest, Finance DirectorPremier professional municipal government seeks skilled municipal finance manager with exceptional interpersonal skills and experience with modern financial management practices. The City of Lake Forest (pop. 19,375) is an affluent, prestigious community located on the shore of Lake Michigan, 30 miles north of Chicago. Nearly fully developed, Lake Forest is known for its beautiful residential neighborhoods and thriving Central Business District. The City provides a full range of municipal services with a $75 million budget and 227 employees and has an AAA bond rating. The Lake Forest Finance Department has nine full time employees and is responsible for the preparation of the annual budget, accounts payable, financial reporting, payroll administration, purchasing, treasury management, utility billing, and managing the City’s IT system. The Finance Director is appointed by and reports to the City Manager. Additional information: www.cityoflakeforest.com. Candidates must have demonstrated experience in participatory, collaborative budget processes, revenue and expenditure forecasting, and IT management. Ability to work effectively and positively with elected and appointed officials, fellow city employees, and finance/IT department staff is essential. A bachelor’s degree in business, finance, accounting, public administration or related field required. CPA, CPFO, or master’s degree in business administration, public administration, finance or related field desired. 5-10 years of progressively responsible municipal finance management experience are required. Residency is not required. Salary: $145,000 +/- DOQ. Candidates should apply by March 2nd with résumé, cover letter, and contact information for three professional references to Heidi Voorhees and Doug Williams at www.VoorheesAssociates.com/current-positions. Tel: 847-580-4246. Equal Opportunity Employer.
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630.961.1787 www.hitchcockdesigngroup.com
Planning Landscape Architecture
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Municipal Expertise.Community Commitment.
reltd.com877.256.9051
NEW OFFICE NOW OPEN IN CHAMPAIGN
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
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: [email protected]
www.ilcma.org
The Communication Tool for ILCMA & IAMMAHave you joined the ILCMA and IAMMA web portal for knowl-edge and information sharing? This system will allow ILCMA & IAMMA members to ask questions as you did in the past using the IAMMA listserv. ILGNET 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 personal-
ized 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 e-
mailed question
To join please go to www.netqa.org/ILGNET/_cs/GNSplash.aspxor www.ilcma.org and follow the instructions on thehomepage.
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ICMA Range Riders in ILReady to serve you in times of need.Contact information for Range Riders:
Dave Anderson309-827-8010 [email protected]
Greg Bielawski630-462-1876 [email protected]
Frank [email protected]
John [email protected]
Glenn Spachman630-529-6228 [email protected]