Mayor Gaulrapp established the ad-hoc committee of the "Property Maintenance Code Task Force" in the fall of 2007. The appointed members (diligently took on the task or discussing and researching Property maintenance issues that have been plaguing the city for decades). The committee submitted seven(7) recommendations to the Mayor.
1. Establish a “Look-See” committee of three members for exterior inspections. These inspections focus on exterior issues that follow a section 8 inspection
a. 1 member appointed at large by the Mayor
b. 1 member appointed from the Realtor Association
c. 1 member appointed from the Freeport Area Landlord Association
2. Direct Grant Writer, Leslie Mastrionni, to seek grants to cover:
a. Landlord Training (voluntary)
b. Tenant Training (voluntary)
c. CPTED (“Crime Prevention Through Environmental Design”) Training (voluntary)
3. Outsource exterior and interior inspections of all properties. There by saving the city large amounts of tax payer dollars and the need for an additional inspector on the city’s payroll.
4. Implement Voluntary “Certification” of Rental Units using outsourced inspectors. Inspectors will use Section 8 inspection criteria (HUD form 52580). Managers of certified units must prove completion of a recognized Landlord Training Program (i.e. Crime Free-Drug Free Housing in Aurora or Schaumburg, IL, or Madison WI)
5. Recommend the City of Freeport use foreclosure procedures on serious housing violations and condemnations to speed the judicial process.
6. Increase funding to the budget for demolitions
Investigate and request community commitment to funding demolitions using Kenosha, Wisconsin as a model.
7. “Earmark” 1 % of the transfer tax fund to support Community Development outsourced inspectors.
To date, what has this administration accomplished?
None of the seven (7) recommendations were approved or enacted, though at the time, the Mayor seemed very pleased with our efforts and results.
Along with these recommendations, we discussed a recurrent problem of long grass and trash at rental properties. Committee members informed the mayor that under Illinois law, landlords must give a 10day notice to the tenant to mow the lawn or dispose of the garbage.
Furthermore, we discussed the use of Home Rule power. Under Home Rule the city can shorten the legally require notice period to three (3) days. The end result cleaner properties quicker! This simple measure was never adopted.
Mayor Gaulrapp is good as setting up ad hoc committees. He is even better at telling you what you want to hear and thanking you for your valuable time on his committee but has no follow through.
Mayor Gaulrapp has no experience in managing a city other than on the job training. Freeport needs and deserves a professional city manager at the helm. This is the right time for Freeport to have a city manager form of government. I urge you to vote YES on November 4th.
J. Whiting
Friday, October 31, 2008
Is Freeport Ready for Prime Time?
Planning;
Accountability;
Accomplishment.
These are key in any successful enterprise whether a business, health network, school district, community college, park district, or municipality.
These characteristics already exist in our employers here in Freeport: our private employers, the FHN, District 145, Highland Community College and our Park District.
But what of our city government?
In his recent town hall presentation, our Mayor “touts” (Journal-Standard headline) that his salary was paid for by some of these premier employers—not by taxes but by other extractions.
Dear Citizens, some of these employers pay taxes, but all employ Freeport residents who pay taxes. All employers and residents give generously to civic organizations who serve those less fortunate in our community. Why must our key employers pay more to this Administration when they are already paying and doing so much?
In his presentation, the Mayor was equally proud to say that his Administration told developers, wishing to do projects in Freeport, how much money they could make. Fellow Citizens, these are private enterprises that might create business opportunities for local taxpaying Freeport companies that employ taxpayers to our community.
Is this Mayor really convinced that development firms will continue to invest in our city if his government places limits on their profits? Can he thus proclaim that Freeport is friendly towards business?
During his presentation to the Senior Citizens Center this past Thursday afternoon, the Mayor also took an offhanded shot at the County Board Chairman—a volunteer who is paid merely a tenth of the Mayor’s own salary.
Citizens, it is evident that this Administration has an adversarial relationship with our County. Say what we might about the Chairman and other volunteers on the County Board: Does this attitude bode well for economic development for our region?
We believe that our City Administration proposes to continue to “do their own thing” apart from any financial oversight or positive collaboration with the business community and the County Leadership.
Dear Citizens, if we continue to bleed our employers, drive away potential business investors and ignore opportunities to collaborate with Stephenson County, what will be the result?
Perhaps this is why 51% of respondents to the Chamber of Commerce’s questionnaire favored moving Freeport to a Managerial Form of Municipal Government.
Now, we are at the crux of this issue, and it is time to transform our city government and bring it into Prime Time with other professionally run enterprises in our community and 83% of the top performing municipalities in the United States.
It is time for a change. It is time to vote YES to adopt a Managerial Form of Municipal Government in Freeport.
“Where there is no vision, the people will perish.” Proverbs 29:18 (KJV)
Accountability;
Accomplishment.
These are key in any successful enterprise whether a business, health network, school district, community college, park district, or municipality.
These characteristics already exist in our employers here in Freeport: our private employers, the FHN, District 145, Highland Community College and our Park District.
But what of our city government?
In his recent town hall presentation, our Mayor “touts” (Journal-Standard headline) that his salary was paid for by some of these premier employers—not by taxes but by other extractions.
Dear Citizens, some of these employers pay taxes, but all employ Freeport residents who pay taxes. All employers and residents give generously to civic organizations who serve those less fortunate in our community. Why must our key employers pay more to this Administration when they are already paying and doing so much?
In his presentation, the Mayor was equally proud to say that his Administration told developers, wishing to do projects in Freeport, how much money they could make. Fellow Citizens, these are private enterprises that might create business opportunities for local taxpaying Freeport companies that employ taxpayers to our community.
Is this Mayor really convinced that development firms will continue to invest in our city if his government places limits on their profits? Can he thus proclaim that Freeport is friendly towards business?
During his presentation to the Senior Citizens Center this past Thursday afternoon, the Mayor also took an offhanded shot at the County Board Chairman—a volunteer who is paid merely a tenth of the Mayor’s own salary.
Citizens, it is evident that this Administration has an adversarial relationship with our County. Say what we might about the Chairman and other volunteers on the County Board: Does this attitude bode well for economic development for our region?
We believe that our City Administration proposes to continue to “do their own thing” apart from any financial oversight or positive collaboration with the business community and the County Leadership.
Dear Citizens, if we continue to bleed our employers, drive away potential business investors and ignore opportunities to collaborate with Stephenson County, what will be the result?
Perhaps this is why 51% of respondents to the Chamber of Commerce’s questionnaire favored moving Freeport to a Managerial Form of Municipal Government.
Now, we are at the crux of this issue, and it is time to transform our city government and bring it into Prime Time with other professionally run enterprises in our community and 83% of the top performing municipalities in the United States.
It is time for a change. It is time to vote YES to adopt a Managerial Form of Municipal Government in Freeport.
“Where there is no vision, the people will perish.” Proverbs 29:18 (KJV)
Sunday, October 26, 2008
FAQ - Freeport Asks Questions about a City Manager
How much will it cost?
Here are three answers.
1. 1.2% of the total $8.8 million budget for Freeport’s combined salaries and wages.
2. About ¼ of the combined salaries in the offices of the mayor, finance, and legal departments.
3. Approximately 59% of the combined salaries of the mayor and finance director.
Our question is this: Can we spend $100,000 to hire a professional to help Freeport compete with other cities who already have professional manager?
Who is really in charge—our mayor and council or the city manager?
The city manager reports to our elected mayor and council. The power to hire and fire the city manager rests with our city council.
All department chiefs and city administration staff report to the city manager.
What is the mayor’s role in this?
The mayor is the “first among equals.” This means that the mayor presides over the council meetings. But in a larger sense, the mayor is the leader and “chief spokesperson” for our entire community.
The mayor looks to the council for drawing the plans for the future of Freeport and authoring sound legislation. The mayor and council together look to the city manager for improvements in financial and service performance.
How long will it take for a city manager to save tax dollars?
Within the first two years on the job, with the support of our mayor and council, a professional city manager should be able to save taxpayer dollars in these key areas:
1. Outside consulting fees.
2. Legal fees associated with collective bargaining.
3. Service delivery efficiencies.
4. Administrative staff efficiencies.
What can city manager do to help Freeport grow and prosper?
1. Assist the mayor and council in long-range planning to improve service facilities and our city’s infrastructure.
2. Work with department chiefs and administration staff to improve the effectiveness and efficiency of services to our citizens.
3. Back the mayor and economic development professionals to help retain and attract employers.
If voters vote yes on November 4th, does this mean they think the current mayor is not doing a good job.
Truly, only the voters know what they think. We only hope that they would give their permission that present and future mayors and councilpersons receive the benefits of professional assistance from an educated experienced city manager.
If school districts throughout the United States can benefit from the professional assistance of an educated experienced Superintendent, so can our city governments.
In fact, 83% of the highest performing municipalities have the assistance of a qualified city manager.
Our hope is that Freeport may look beyond today and beyond itself to prepare for future challenges.
Friday, October 17, 2008
“Just the Facts!”
Join Us for A Panel Discussion on the Managerial Form of Government
Tuesday, October 21, 2008, 6:30 p.m.
Stephenson County Farm Bureau, 210 W. Spring Street, Freeport.
The Freeport Citizens for Professional Government announces an opportunity to learn about the pros and cons of adopting a Managerial Form of Municipal Government. This panel discussion features city managers who will answer questions, discuss the facts and fiction about the managerial form of government, and offer their insights into the day-to-day operations of a professionally run city hall.
Our guest speakers include: Al Griffiths, the City Manager of East Dubuque; Mark Moran, the City Administrator of Galena; and Freeport native Bob Franz, who recently retired from Deerfield, Illinois after more than thirty years as a City Manager.
Our guest speakers include: Al Griffiths, the City Manager of East Dubuque; Mark Moran, the City Administrator of Galena; and Freeport native Bob Franz, who recently retired from Deerfield, Illinois after more than thirty years as a City Manager.
The discussion will be moderated by Alan Wenzel from Highland Community College.
The format will feature a series of questions geared towards learning the facts about city managers, their relationships with mayors, councils and staff, as well as a discussion centering on “a day in the life” of the professional manager.
There will be time for the audience to ask questions directly of the panelists. A special feature of the evening will be “Myth Busters” – a light-hearted, yet informative means of separating fact from fiction about the Managerial Form of government and how it effects the citizens, businesses and guests of Freeport.
Just say, "YES, I'll be there!"
Sunday, October 5, 2008
Key Facts about the Managerial Form of Municipal Government
- Today, 63% of U.S. cities with populations the size of Freeport operate under a Managerial Form of Municipal Government.
- While more U.S. cities the size of Freeport have adopted a Managerial Form of Municipal Government, the number of Mayor Council cities have decreased in direct proportion.
- A Managerial Form of Municipal Government transfers the power of administering the daily operations of our city government to a qualified, educated, experienced professional City Manager.
- We will still have an elected Mayor and City Council, and their new role will be focused on policy and planning, as the administrative responsibilities shift to the shoulders of the professional City Manager.
- Under the new Managerial Form of Municipal Government, we could see a direct savings of $30,000.
$170,000 (Current Mayor’s Salary @ $80,000 plus Finance Director’s Salary @ $90,000) minus $140,000 ($125,000 for City Manager plus $15,000 for part-time Mayor) equals $30,000 of direct savings. Currently we have an elected City Treasurer and another financial person in city government. The role of Finance Director has been as a chief advisor to the Mayor on matters of Finance and Administration, and this role could easily be assumed by the Professional City Manager.
Wednesday, October 1, 2008
Criteria for Evaluating the Effectiveness of City Government
We thank Dick Drogosz for this one. Dick was instrumental in the formation of Vision 2020. Since his retirement from Honeywell, Dick has given his time and energy to the future of Freeport. Our city shall long remember his accomplishments.
Here are Dick's criteria with responses showing the benefits of a Managerial Form of Municipal Government.
a. Frees up Mayor and Council to focus on future planning vs. managing day-to-day activities.
All daily administration of the city government is the responsibility of the City Manager. The Mayor and City Council are responsible for policy & legislation, future planning, and directing the City Manager’s performance.
b. Provides the capability for an accountable, cost-effective and efficient government.
The professional experienced City Manager runs the government like a business. The Manager is accountable to the Mayor and City Council for accomplishing established goals and objectives for city operations.
c. Helps Freeport become more responsive and easy to do business with.
A professional experienced city manager knows where the resources are and is better equipped to respond to opportunities from a business perspective without respect to his/her public image.
d. Allows time for Mayor to play a stronger role in Economic Development towards retaining existing and attracting new business.
Because the Mayor is free from the daily administration of city government, he/she has more time available to sit down with present and future employers. The Mayor and City Manager then act as a team to help current and future businesses grow and prosper.
e. Provides for continuity of leadership over time.
Every four to eight years, Freeport moves through a learning curve while each new Mayor and Councilperson tries to figure out how to operate the government. A qualified experienced professional City Manager is business focused rather than politically driven and bridges gaps from election to election.
Here are Dick's criteria with responses showing the benefits of a Managerial Form of Municipal Government.
a. Frees up Mayor and Council to focus on future planning vs. managing day-to-day activities.
All daily administration of the city government is the responsibility of the City Manager. The Mayor and City Council are responsible for policy & legislation, future planning, and directing the City Manager’s performance.
b. Provides the capability for an accountable, cost-effective and efficient government.
The professional experienced City Manager runs the government like a business. The Manager is accountable to the Mayor and City Council for accomplishing established goals and objectives for city operations.
c. Helps Freeport become more responsive and easy to do business with.
A professional experienced city manager knows where the resources are and is better equipped to respond to opportunities from a business perspective without respect to his/her public image.
d. Allows time for Mayor to play a stronger role in Economic Development towards retaining existing and attracting new business.
Because the Mayor is free from the daily administration of city government, he/she has more time available to sit down with present and future employers. The Mayor and City Manager then act as a team to help current and future businesses grow and prosper.
e. Provides for continuity of leadership over time.
Every four to eight years, Freeport moves through a learning curve while each new Mayor and Councilperson tries to figure out how to operate the government. A qualified experienced professional City Manager is business focused rather than politically driven and bridges gaps from election to election.
Tuesday, September 2, 2008
What's the Difference?
The first question we received when we began our initiative to change Freeport to a (City) Management Form of Government was, “Why does this form of government differ from what we have now?” That question was raised by Journal-Standard columnist, Cara Spoto in our initial interview on the subject. It was also the first question raised by Craig Jostens when we met with him and Mayor Gaulrapp later on.
The essential difference is this. In a managerial form of municipal government, the city manager has complete control over the administration of the government. This includes hiring and firing of personal, preparation of budgets and financial accountability, collective bargaining, literally everything associated with operating the municipality.
The city manager is hired by and is accountable to the mayor and city council. The hiring process and relationship operates in much the same way as in our school district where the professional superintendent is selected from a list of qualified applicants. Applicants for the position of city manager are career veterans. They have resumes which document their education and experience in the profession of city administration.
The mayor and city council remain the elected representatives of our citizens. They are responsible for the city manager’s performance as well as legislation and policy making. They are also responsible for gathering inputs from their constituents and the city manager to plan for the future of our city.
What we have now under Mayor Gaulrapp’s administration is something that resembles a managerial government but differs in these fundamental ways.
First, The Mayor’s Finance Director, Craig Joestens, does not have complete control over the administration of the city government. Mayor Gaulrapp is still in charge of the day-to-day operations, and he and the city council are still actively making decisions which effect directly the operation of the government.
Secondly, Mr. Joestens was not selected from a list of qualified applicants for the position he holds. We understand that he was appointed by Mayor Gaulrapp, and his position as Financial Director was created by the Mayor with, we assume, the approval of the council.
Finally, the position of Financial Director does not fundamentally alter the structure of city government. Mr. Jostens serves at the pleasure of the Mayor, and he does not operate independently of Mayor Gaulrapp’s political agenda as would a city manager.
Many of our citizens may believe that this present arrangement is working and doing good for our city. Considering the challenges of these economic times, our question to the Mayor, Mr. Joestens, and the City Council is this: Why can’t we do better?
We also question why Mayor Gaulrapp did not take the “next step” and indeed change the fundamental structure of the government to a managerial form when he clearly has the power to do so?
Why didn’t the Mayor seek the vote of the city council to change the form of government?
Why didn’t the Mayor form a search committee and solicit resumes from qualified applicants in the city manager profession?
Why did he not move to transfer complete administrative control of the government to a professional city manager?
We can only assume that Mayor Gaulrapp did not want to surrender his authority over the city’s operations. We also agree that he did not want to surrender his income which would have been reduced substantially by council resolution if the government changed from a “Mayoral” to a “Managerial” form.
A copy of that resolution is available for the review of your readers.
On Tuesday evening, the City Council will give confirmation to the Mayor’s salary for the coming four years. We are informed that once the Council sets his salary, it cannot be changed even if the referendum to change our city government to a “Managerial Form of Municipal Government” passes.
We understand that the City Council has the legal authority to confirm the Mayor’s salary. We hope, however, that the City Council will move to postpone this decision until after the voters decide at the polls in November whether to change Freeport to a “Managerial Form of Municipal Government.”
The essential difference is this. In a managerial form of municipal government, the city manager has complete control over the administration of the government. This includes hiring and firing of personal, preparation of budgets and financial accountability, collective bargaining, literally everything associated with operating the municipality.
The city manager is hired by and is accountable to the mayor and city council. The hiring process and relationship operates in much the same way as in our school district where the professional superintendent is selected from a list of qualified applicants. Applicants for the position of city manager are career veterans. They have resumes which document their education and experience in the profession of city administration.
The mayor and city council remain the elected representatives of our citizens. They are responsible for the city manager’s performance as well as legislation and policy making. They are also responsible for gathering inputs from their constituents and the city manager to plan for the future of our city.
What we have now under Mayor Gaulrapp’s administration is something that resembles a managerial government but differs in these fundamental ways.
First, The Mayor’s Finance Director, Craig Joestens, does not have complete control over the administration of the city government. Mayor Gaulrapp is still in charge of the day-to-day operations, and he and the city council are still actively making decisions which effect directly the operation of the government.
Secondly, Mr. Joestens was not selected from a list of qualified applicants for the position he holds. We understand that he was appointed by Mayor Gaulrapp, and his position as Financial Director was created by the Mayor with, we assume, the approval of the council.
Finally, the position of Financial Director does not fundamentally alter the structure of city government. Mr. Jostens serves at the pleasure of the Mayor, and he does not operate independently of Mayor Gaulrapp’s political agenda as would a city manager.
Many of our citizens may believe that this present arrangement is working and doing good for our city. Considering the challenges of these economic times, our question to the Mayor, Mr. Joestens, and the City Council is this: Why can’t we do better?
We also question why Mayor Gaulrapp did not take the “next step” and indeed change the fundamental structure of the government to a managerial form when he clearly has the power to do so?
Why didn’t the Mayor seek the vote of the city council to change the form of government?
Why didn’t the Mayor form a search committee and solicit resumes from qualified applicants in the city manager profession?
Why did he not move to transfer complete administrative control of the government to a professional city manager?
We can only assume that Mayor Gaulrapp did not want to surrender his authority over the city’s operations. We also agree that he did not want to surrender his income which would have been reduced substantially by council resolution if the government changed from a “Mayoral” to a “Managerial” form.
A copy of that resolution is available for the review of your readers.
On Tuesday evening, the City Council will give confirmation to the Mayor’s salary for the coming four years. We are informed that once the Council sets his salary, it cannot be changed even if the referendum to change our city government to a “Managerial Form of Municipal Government” passes.
We understand that the City Council has the legal authority to confirm the Mayor’s salary. We hope, however, that the City Council will move to postpone this decision until after the voters decide at the polls in November whether to change Freeport to a “Managerial Form of Municipal Government.”
Wednesday, March 5, 2008
Professionals Pay Performance Dividends
In his paper titled The Mayor-Manager Conundrum that Wasn't, Executive Director Robert J. O’Neill, Jr. of the International City/County Management Association talks about the "performance dividend of professional management." He concludes by saying that...
“More than half of the 40 cities that received a triple-A bond rating, as of December 2003 from both Moody’s and Standard & Poor’s, operate under the council-manager form of government.
It is also the structure used by six of the 10 communities recognized in 2004 by the National Civic League with the coveted All-America City Award, which encourages civic excellence by honoring those communities in which “citizens, government, business, and nonprofit organizations demonstrate successful resolution of critical community issues.
Recently the Center for Digital Government and the National League of Cities surveyed local governments and ranked the top 10 cities in four population categories for making the best use of technology to improve operations and better serve their constituents. Eighty-three percent of the highest ranked cities use the council-manager form.”
If you would like a copy of Mr. O'Neill's paper, please send us an email or reply to this post.
“More than half of the 40 cities that received a triple-A bond rating, as of December 2003 from both Moody’s and Standard & Poor’s, operate under the council-manager form of government.
It is also the structure used by six of the 10 communities recognized in 2004 by the National Civic League with the coveted All-America City Award, which encourages civic excellence by honoring those communities in which “citizens, government, business, and nonprofit organizations demonstrate successful resolution of critical community issues.
Recently the Center for Digital Government and the National League of Cities surveyed local governments and ranked the top 10 cities in four population categories for making the best use of technology to improve operations and better serve their constituents. Eighty-three percent of the highest ranked cities use the council-manager form.”
If you would like a copy of Mr. O'Neill's paper, please send us an email or reply to this post.
Saturday, February 23, 2008
Professional Manager Reports to Elected Officials
In the council-manager form of government, the council is the governing body of the city elected by the public, and the manager is hired by council to carry out the policies it establishes. The council usually consists of five to nine members including a mayor (or council president) who is either selected by the council or elected by the people as defined in the city charter. The size of the council is generally smaller than that of a mayor-council municipality, and council elections are usually nonpartisan.
The council provides legislative direction while the manager is responsible for day-to-day administrative operation of the city based on the council’s recommendations. The mayor and council as a collegial body are responsible for setting policy, approving the budget, and determining the tax rate. The manager serves as the council’s chief advisor. Managers also serve at the pleasure of the council and are responsible for preparing the budget, directing day-to-day operations, and hiring and firing personnel.
The council provides legislative direction while the manager is responsible for day-to-day administrative operation of the city based on the council’s recommendations. The mayor and council as a collegial body are responsible for setting policy, approving the budget, and determining the tax rate. The manager serves as the council’s chief advisor. Managers also serve at the pleasure of the council and are responsible for preparing the budget, directing day-to-day operations, and hiring and firing personnel.
Tuesday, February 5, 2008
How a Mayor Transformed his City Government
We eagerly await a visit from Mayor Emeritus Bob Gingerich to Freeport. As the Mayor of Rochelle, Bob transformed his city government into a council-manager structure.
The particulars of that transformation and the steps that Rochelle took promise to be extremely useful to our group's understanding of what may be in store for Freeport.
If anyone out there wishes to join us for Bob's visit, please post your interest by clicking on comments below this post. We'll get you the date, time and place.
The particulars of that transformation and the steps that Rochelle took promise to be extremely useful to our group's understanding of what may be in store for Freeport.
If anyone out there wishes to join us for Bob's visit, please post your interest by clicking on comments below this post. We'll get you the date, time and place.
Sunday, February 3, 2008
A Formal Structure for Experience, Education, and Continuity in Freeport
Freeport native Bob Franz recently retired as the city manager of Deerfield, Illinois after a long and successful career in public administration. Bob visited with our group to share his experiences and talk about his profession. We were pleased that our mayor joined us for Bob’s visit.
Steve Berley, Sterling's former city manager, also took time to drive up and visit with our group. Before moving to Sterling, Steve was the Village Manager in LaGrange and then Oak Brook, Illinois. Steve also shared his experiences and helped us better understand the various facets of a council-manager form of government.
Among the materials Steve passed out was his resume. Steve did his undergraduate work at Augustana College and received his masters degree in public administration at Northern Illinois University. Incidentally, NIU offers one of the most respected departments of public administration in the country.
Steve’s career in public administration stretched from 1965 until his recent retirement. He now serves as a consultant for the International City/County Management Association (ICMA). ICMA is dedicated to the profession. Retired managers like Steve consult with city managers on issues facing their communities as well as their personal career development.
Our group’s biggest concern with regard to the present council-mayor structure in Freeport is possessing the experience and education necessary to address the increasingly complex realm of public administration. In our view, Freeport does not have a formal structure in place to maintain the continuity of professional administrative leadership.
This leaves our city vulnerable to repeat the steep learning curves with each new administration and thus the mistakes of the past.
In today's very complex and challenging environment, our community can ill afford to be without a professional experienced and educated public administrator.
In his Publisher’s Column, Steve Trosley colored in the cons and pros of a council-manager form of government. In our opinion, Steve could easily use the same pallet and brush to illustrate mediocre performance and corruption in a mayoral administration. History is certainly full of that.
The central difference between the council-mayor form and a council-manager form is the form itself. It is the structure supported by university and professional certification, continuing education, and re-certification. That form, that structure, of credential and certification is better equipped to administer the public trust in our opinion.
After all, we do not elect our school principals and superintendents. Our school board hires experienced educated professionals to operate our schools and districts.
Why shouldn’t our city council and our mayor welcome the benefit of a professional to manage the day-to-day operation of Freeport? It would give our elected officials more time to plan for the future and consider strategies to meet future challenges with the guidance of a trained professional.
Yes, our group seeks the “professional.” But more so, we seek the “form,” the structure, wherein that professional might operate successfully for the benefit of Freeport and its citizens.
As we make our way down the path to professional administration, please join us at this site. Our next visitor is the former mayor of Rochelle, Bob Gingerich. Bob will discuss his experiences and challenges of transforming his community into a council-manager form of government.
Steve Berley, Sterling's former city manager, also took time to drive up and visit with our group. Before moving to Sterling, Steve was the Village Manager in LaGrange and then Oak Brook, Illinois. Steve also shared his experiences and helped us better understand the various facets of a council-manager form of government.
Among the materials Steve passed out was his resume. Steve did his undergraduate work at Augustana College and received his masters degree in public administration at Northern Illinois University. Incidentally, NIU offers one of the most respected departments of public administration in the country.
Steve’s career in public administration stretched from 1965 until his recent retirement. He now serves as a consultant for the International City/County Management Association (ICMA). ICMA is dedicated to the profession. Retired managers like Steve consult with city managers on issues facing their communities as well as their personal career development.
Our group’s biggest concern with regard to the present council-mayor structure in Freeport is possessing the experience and education necessary to address the increasingly complex realm of public administration. In our view, Freeport does not have a formal structure in place to maintain the continuity of professional administrative leadership.
This leaves our city vulnerable to repeat the steep learning curves with each new administration and thus the mistakes of the past.
In today's very complex and challenging environment, our community can ill afford to be without a professional experienced and educated public administrator.
In his Publisher’s Column, Steve Trosley colored in the cons and pros of a council-manager form of government. In our opinion, Steve could easily use the same pallet and brush to illustrate mediocre performance and corruption in a mayoral administration. History is certainly full of that.
The central difference between the council-mayor form and a council-manager form is the form itself. It is the structure supported by university and professional certification, continuing education, and re-certification. That form, that structure, of credential and certification is better equipped to administer the public trust in our opinion.
After all, we do not elect our school principals and superintendents. Our school board hires experienced educated professionals to operate our schools and districts.
Why shouldn’t our city council and our mayor welcome the benefit of a professional to manage the day-to-day operation of Freeport? It would give our elected officials more time to plan for the future and consider strategies to meet future challenges with the guidance of a trained professional.
Yes, our group seeks the “professional.” But more so, we seek the “form,” the structure, wherein that professional might operate successfully for the benefit of Freeport and its citizens.
As we make our way down the path to professional administration, please join us at this site. Our next visitor is the former mayor of Rochelle, Bob Gingerich. Bob will discuss his experiences and challenges of transforming his community into a council-manager form of government.
Monday, January 28, 2008
What do these Communities have in Common?
Arlington Heights, Barrington, Bloomington, Brookfield, Carbondale, Carpentersville Centralia, Champaign, Charleston, Clarendon Hills, Collinsville, Crystal Lake, Decatur, Deerfield, DeKalb, Des Plaines, Downers Grove, Elgin, Elk Grove Village, Elmhurst, Elmwood Park, Evanston, Galesburg, Glencoe, Glenview, Greenville, Highland, Highland Park, Hinsdale, Hoffman Estates, Homewood, Joliet, Kenilworth, Kewanee, LaGrange, LaGrange Park, Lake Forest, Libertyville, Lombard, Lyons, Maywood, Mount Prospect, Mt. Vernon, Naperville, Niles, Normal, Northbrook, Northfield, Northlake, Oak Lawn, Oak Park, Olney, Orland Park, Palatine, Paris, Park Forest, Park Ridge, Peoria, Princeton, Riverside, Rochelle, Rock Island, Rolling Meadows, Salem, Savanna, Skokie, Sterling, Streator, Sycamore, Villa Park, Westchester, Western Springs, Wheaton, Wheeling, Wilmette, Winnetka, Wood Dale, Wood River, Woodstock.
Each are managed by a professional city manager who reports to an elected mayor and/or city council. The mayor and city council set policy, plan for the future, and provide strategic direction for the professional manager. The manager takes care of the day-to-day operations and insures that the strategic directives set by the mayor and/or council are carried out.
Many of the municipalities on this list are among the most vibrant and successful in our state, and some are nationally recognized for their ability to provide their citizens with an exemplary quality of life.
As municipal governance becomes ever more complex and challenging, the need for experienced professional management is evident and necessary.
Isn’t it time for Freeport to explore how it might benefit from a “Council – Manager” form of government?
Each are managed by a professional city manager who reports to an elected mayor and/or city council. The mayor and city council set policy, plan for the future, and provide strategic direction for the professional manager. The manager takes care of the day-to-day operations and insures that the strategic directives set by the mayor and/or council are carried out.
Many of the municipalities on this list are among the most vibrant and successful in our state, and some are nationally recognized for their ability to provide their citizens with an exemplary quality of life.
As municipal governance becomes ever more complex and challenging, the need for experienced professional management is evident and necessary.
Isn’t it time for Freeport to explore how it might benefit from a “Council – Manager” form of government?
Sunday, January 27, 2008
In Pursuit of Professionalism
We would like to enlist your support for a committee to pursue a professional administration for Freeport’s city government.
The purpose of our committee will be to examine the prospects of a professionally trained experienced manager for our city. That administration will set budgets and operate our city on a daily basis. The elected city council, led by our Mayor, shall be free to focus their efforts on long-range strategic planning and policy establishment.
In the coming months, it will be our task to harvest as much guidance as we can from resources at NIU’s Department of Public Administration, city management consultants, city managers, and mayors working with city managers in nearby communities. From this guidance, we can structure our committee and formulate strategies for disseminating information throughout our community on the value and importance of professional city administration for Freeport.
The central objective will be to gain the support of our citizens and advance towards a referendum on the November 2008 ballot to change Freeport to a “council-manager” form of government.
The ongoing success of this transformation can be insured by the enthusiastic support of our Mayor, the City Council, and the majority of our citizens as we together move Freeport ahead in the years following November 2008.
Here are four key FAQs.
Q. Who hires the city manager? A. The city council.
Q. Who sets the compensation for the city manager, mayor, and city council? A. The city council.
Q. Who hires the city operations staff and sets their compensation? A. The city manager with the approval of the mayor and city council.
Q. Who establishes the budget for our city? A. The city manager prepares the budget for final approval by the mayor and council.
Internet references sites:
http://en.wikipedia.org/wiki/City_Manager
http://www.icma.org/main/sc.asp
http://www.mpa.niu.edu/pub_ad/about_us/advisoryboards.shtml
The purpose of our committee will be to examine the prospects of a professionally trained experienced manager for our city. That administration will set budgets and operate our city on a daily basis. The elected city council, led by our Mayor, shall be free to focus their efforts on long-range strategic planning and policy establishment.
In the coming months, it will be our task to harvest as much guidance as we can from resources at NIU’s Department of Public Administration, city management consultants, city managers, and mayors working with city managers in nearby communities. From this guidance, we can structure our committee and formulate strategies for disseminating information throughout our community on the value and importance of professional city administration for Freeport.
The central objective will be to gain the support of our citizens and advance towards a referendum on the November 2008 ballot to change Freeport to a “council-manager” form of government.
The ongoing success of this transformation can be insured by the enthusiastic support of our Mayor, the City Council, and the majority of our citizens as we together move Freeport ahead in the years following November 2008.
Here are four key FAQs.
Q. Who hires the city manager? A. The city council.
Q. Who sets the compensation for the city manager, mayor, and city council? A. The city council.
Q. Who hires the city operations staff and sets their compensation? A. The city manager with the approval of the mayor and city council.
Q. Who establishes the budget for our city? A. The city manager prepares the budget for final approval by the mayor and council.
Internet references sites:
http://en.wikipedia.org/wiki/City_Manager
http://www.icma.org/main/sc.asp
http://www.mpa.niu.edu/pub_ad/about_us/advisoryboards.shtml
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