HomeMy WebLinkAbout0543_001MINUTES
COMMITTEE OF THE WHOLE
AUGUST 23, 1988
10 ROLL CALL
The meeting was called to order at 7:34 p.m. Present at the meeting were: Mayor
Carolyn H. Krause, Trustees Ralph Arthur, Gerald Farley, Leo Floros, Norma
Murauskis, George Van Geem and Theodore Wattenberg. Also present at the meeting
were Village Manager John Fulton Dixon, Assistant Village Manager Michael
Janonis, Assistant to the Village Manager -Special Projects Michael Steklac and
Finance Director David Jepson. Also present were three persons from the print
media.
II. MINUTES
The Minutes of the Committee of the Whole meeting of August 9, 1988 were
accepted and filed.
Mr. Peter Lannon, 1409 Dogwood Lane, appeared before Committee members to
request that staff investigate the timing for the removal of the access drive into
the Brentwood subdivision located across from Greenwood Avenue on Wolf Road,.
Mr. Lannon indicated that it was his understathat this access drive was to be
nding
removed once the sales trailer for the subdivision had been removed. Mr. Lannon
indicateM that residents of Brentwood subdivision utzed the access and as a result
are traveling down Greenwood as a short-cut. Mayor Krause indicated that staff
would review the matter.
Mr. Lannon also expressed his disapproval of the sign for the Hemphill development
which is located on the Chicago and North Western right-of-way just east of School
Street on Northwest Highway. Mr. Lannon indicated that while he recognizes the
importance of the Hemphill development, he feels that the location of this off-site
sign detracted from the beautification efforts the Village has undertaken along the
right-of-way. Trustee George Van Geem agreed with Mro Lannon's statement.
Mayor Krause indicated that the location of the sign did not cause any damage to
the Village plantings along the right-of-way and that the sign was temporary in
nature.
IV. SAVE -A -PET CONTRACT
Village Manager requested authorization from Committee members to extend for a
one-year period the Village contract with Save--A-Pet. jr. Dixon indicated that the
contract remains unchanged from the prior year except for the new dates.
W
After a brief discussion among Committee members, Village Manager was directed
to re -execute the contractO
R
After brief discussion among Committee members, the Village Manager was
authorized to bring an agreement for banking services with First National Bank of
Mount Prospect to the Board at the September 6 Board meetings
V. RECYCLING
The Village Manager and Assistant to the Village Manager -Michael Steklac reviewed
with Committee members the recent negotiations with AFI regarding modif It, ca "t -i" o, In s
q,
to their initial recycling proposal. Mr. Dixon indicated that the original three -bin
system had been reduced to a one -bin system; that the proceeds to the Village
from the recycling had been increased from 50% to 55% and that future price
increases would be negotiated with the main refuse contract.
There was general support for this effort from Committee members. Various
questions were asked regarding the actual mechanics of the pilot program as well
as when the entire Village would be operating and ,r a recy,cll, I ng, program.
Mr. Dixon indicated that the pilot program was scb,eduled to ta around
November and that within six months he hoped that, the, entire Villagle would be
participating in the programo
Asp art of this discussion, Trustee Ralph Arthur reviewed with Committee members
the status of the balefill project. Trustee Arthur serves on the Executive
Committee of the Board of Directors for the Solid Waste Agency and has been
involved in all aspects of the project. Among other things, Trustee Arthur
reviewed the ,steps leading up to the siting of the project including the multiple
public hearings before the Cook County Zoning Board and County Board of
Commissioners* Trustee Arthur also outlined the financing mechanism for the
balefill as well as the prospects for success in the lawsuits filed by groups and
municipalities opposing the pro"ect.
General discussion among Committee members was supportive of the efforts of the
Solid Waste Agency and Trustee Arthur*
VII. MANAGER'S REPORT
Village Manager John Dixon reported the following:
1. Wags Liquor License., Wags Restaurants have been recently bought out by the
Marriott Family Restaurant Corporat"lion and, the transfer of liquor license would be
forthcoming. Mr. Dixon saw no problems w,lth, this 'transfer -e
IM
2. Public Safety Building -air-conditioning unit. Village Manager reported that the
air-conditioning unit at the Public Safety building had failed on several occasions
during the summer* It had been determined that at the very least, 4 compressor
on the unit would have to be replaced. Mr. Dixon estimated that the cost could
approach $7,000, At this time, he was informing Committee members that under
his emergency powers, he would be authorizing an expenditure to repair the unit
and would be bringing the actual cost back to the Board at a later date.
3. 911 Enhanced System. Mr. Dixon reported that continuing negotiations with
the local phone companies had resulted in a further reduction in the cost of
operating a system. He indicated that it was possible that a Referendum question
would appear on the November, 1989 ballot asking' residents whether they would
support the cost of such a system.
4. Hemphill Development. Mr. Dixon indicated that he expected a closing on the
Hemphill Development property sometime around the first week of September and
-that groundbreaking for the project could occur as soon as mid-September,
Trustee Gerald Farley asked that a Public Hearing be called at the September 6
Village Board meeting for the purpose of reviewing apparent violations of the
Franchise Agreement by TCI of Illinois. Trustee Farley asked that representatives
of TCI be notified of the meeting and be invited to attend*
Trustee George Van Geern asked that a future Committee of the Whole meeting be
dedicated to a review of the manpower requirements for the Police Department.
There being no further business to come before the Committee of the Whole, the
meeting was adjourned at 9.*23 p.m.,
MEJ/rcw
Respectfully submitted,
MICHAEL E, JANONIS
Assistant Village Manager
511
Village of Mount Prospect
Mount Prospect, Illinoi's
INTEROFFICE MEMORANDUM
TO: Village Manager
0
FROM* Deputy Director Public Works
DATE: September 7, 1988
SUBJ Sewer Rehabilitation Projects
Village of Mount Prospect System and
Prospect Meadows System
Bid Award Recommendations
On June 1st and 3rd sealed bids were opened for three(3) poten-
tial contracts on sewer rehabilitation work in the Village owned
sanitary sewer system an -d four ( contracts in t h e former
Prospect Meadows Sanitary District System.
These contracts consisted of two (2) contracts "All - Manhole Rehab
and Spot Repairs, two(2) contracts "B" - Sewer Relining; two(2)
contracts 11C11 - Chemical Grouting and one ( 1 ) contract for Sewer
Replacement (Bob -O -Link -Prospect Meadows). All contracts were
based on the engineer's estimate of required work as outlined in
the Final Sewer System Evaluation Survey (SSES) ICAP Report dated
September, 1987 and prepared by Donohue & Associates. This same
report was used in determining both the Village's 1988/89 budget
requirement for s-ainitary sewer rehabilitation and f o r t h e
Prospect Meadows area, including the portion to be paid by the
residents.
The bids received were all higher than engineers' estimates with
the exception of the Chemical Grouting contracts. Because of
this, on June 7', the Village Board approved our recommendation
to award both contracts "C" for Chemical Grouting, the remaining
contracts were put on hold pending review by our consultant
Donohue & Associates.
After investigating alternatives Donohue has completed their
review and attached is their final recommendations. Based on
these recommendations the attached Table No. 2 reveals a total
projected construction cost of $1,173,000. This equates to a
combined total budget increase of $398,000 ($222,000 Village
system and $176,000 Prospect Meadows).
As a means to offsetting these increased costs, the Village has
just been notified that the Prospect Meadows Sanitary District is
eligible and may receive an IEPA Grant of up to $804,000 of which
$562,800 would be reimbursable to the Village. Per conversation
with representatives at IEPA, the money, $300 million, has
already been approved by the State legislature and that all we
need do is apply. I also inquired about funds for the Village's
system but due to the fact that we had already received a prior
grant the Village's system is not eligible for funding. I
With these funds in mind I have compiled Table Ido. 3 with a
recommendation on how these Grant funds could be distributed* The
net results would mean a total cost to the Village of $'159, 870
and Prospect Meadows $104,970. This would enable the Village to
credit $170,030-00 to the residents of Prospect Meadows*
Since our original bids are only binding through September 30
1988 and based on the above it is Donohue ' s recommendation to
have the Village Board discuss the following at their September
13th Committee of the Whole Meeting and if approved make the
necessary awards at their September 20th Village Board meetings
1 Award both contracts B - Village $278,235.00/Prospect
Meadows $433,390.00 to Insitu form Midwest.
2* Reject Contract A - Village system bid of Joel Kennedy
Construction for $143,725.00 and have Donohue rebid.
3, Reject the Bob - O -Link Sewer Replacement bid, of Joel Kennedy
Construction for $288,200.00 and have Donohue rebid.
I concur with Donohue 's recommendations and further request that
the follow-ing be considered by the Village Board at the same
time.
1 Award construction engineering contracts to Donohue and
Associates as follows:
Village system $33,000
Prospect Meadows $70,000
2, Authorize the Village Manager and staff to finalize the
grant application and when received institute credits to
Prospect Meadows' residents*
den R i, d: le r
I concur with these recommendationse
be r W-6 , , k
HLW/eh
V11jage of'Mount, Pr01SPWCt
Mount Prospect, Illinois po
INTEROFFICE MEMORANDUM
TO: Village Manager
FROM: Director Public Works
DATE: August 4, 1988
SUBJECT: Demolition Bid - Public Works Annex
at 10 S. Pine Street
Sealed bids were received for the demolition of all structures at the
Public Works "annex" at 10 S. Pine Street. This is a mixture of
different additions plus a 250,1000 -gallon -capacity abandoned concrete
unde.rground water storage tank. The whole "annex" site is now used
for storage of Public Works equipment and materials.
The terms of the bid state that the site will be vacated for demoli-
tion purposes by January 21, 1989 and removal of the debris is to be
completed within 14 working days thereafter..
Bid tabulations as follows:
American Environmental Robinette,
Construction Co. Demolition Inc.
Option a:
All buildings/foundations,
less concrete reservoir $12,600.00 $28,580.00
Option b:
Concrete reservoir - removed
to 41 below street grade $2895OOoOO $29�400*01
Option c.
Concrete reservoir - completely $48,000.00 $3996200,00
removed including floor
As you will note from the above tabulation, the removal of the con-
crete reservoir is the most costly item. This reservoir measures 62,
long by 471 wide and is approximately 131 deep. 516" of the tank is
above grade and the remainder underground,
Memo to Village Mana
re Demolition Bid
August 49 1988
Page Two
To determine demolition costs, you must take the cost figure under "all
category and then add to it either option "b" or 11c." Using the low-
est bid, as submitted by American Environmental Construction Co., the
maximum cost for removal of all buildings, structures and debris would
be $60,600.00.
A condition of the specifications calls for the Village to disconnect
all utilities to the site.
Invitational bid documents were sent out to ten firms on July 15, 1988
and bids were opened on August 49 19886
This is not a budgeted item for the current fiscal yearm
rbert L. Weeks
Director Public Works
HLW/td
c: Finance Director
Planning/Zoning Director
Prospect Pafk,DIstf *Ict
411 Soudi MapleProspect, IL 60056 e (312) 255-5380
r
September 9, 1988
Mr. John Dixon, Village Manager
Village of Mt. Prospect
100 S. Emerson Street
Mt. Prospect, Il 60056
Dear Mr. Dixon:
It is my understanding that the Village is planning on vacating
the storage area at the Well #8 location this fall.
The Mt. Prospect Park District would appreciate the use of this
area for storage during the Dempster Center construction. The
estimated construction period is eighteen months, but we would
like to figure this storage area for two (2) years.
Needless to say, the Park District will be responsible for the
maintenance and upkeep of the area.
We are looking forward to having approval/confirmation of
this arrangement,
WLC: mi
Sincerely,
MT. PROSPECT PARK DISTRICT
Walter L. Cook, Superintendent
Buildings & Grounds
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Village of Mcunt Prospecitm.)
Mount Prospect, 111inol's
INTEROFFICE MEMORANDUM
TO: JOHN F. DIXON, VILLAGE MANAGER
FROM: DAVID M. CLEMENTS, DIRECTOR OF PLANNING AND ZONING
SUBJECT: REVISED COMPREHENSIVE PLAN
DATE: SEPTEMBER 9, 1988
od"
In reference to the village Board's review of the revised Comprehen-
sive Plan, Illinois State Statute requires any revised plan to be
adopted within 90 days of a Plan Commission recommendation.
This 90 -day period has lapsed from the Plan Commission's May recommen-
dation. Accordingly, we have republished for an October 5 Plan
Commission public- hearing on the revised Comprehensive Plan. At this
October 5 meeting, the Plan Commission will briefly review their
findings on the revised Plan, and reaffirm their recommendation to' the
Village Board. This public hearing will then provide the Village
Board with 90 days to adopt any revised Comprehensive Plan,
If scheduling permits, it might be desirable for the Village Board to
consider the revised Comprehensive Plan at the October 25 Committee of
the Whole session.,
TO: John Fulton Dixon, Village Manager
FROM: David C. Jepson, Finance Director
DATE: September 6, 1988
SUBJECT: Finance Department Personnel Needs
After 29 years with the Village, Dick Jesse will be retiring as of November 30,
1988. Dick has served in a number of different positions in the Finance Department,
currently serving as both Comptroller and Treasurer. When Dick announced his
retirement date last fall, it seemed like a long time in the future, but needless to
say, the time is quickly approaching. The purpose of this memo is to review the
steps to be taken for replacing the Comptroller/Treasurer position and to outline
the current and longer-term needs of the Finance Department, "I
In an organization like Village government and especially in a department the size
of the Village's Finance Department, positions are often tailored around the
specific talents of an individual employee. Because of this, there is usually an
opportunity to reevaluate the structure of an organization when a long-time employee
retires. In a somewhat general way, we tried to take this into consideration when
the 1988/89 budget was being prepared.
In reviewing the overall needs of the Village at that time, it seemed apparent that
the two most unfilled needs were a centralized personnel function and a centralized
purchasing function. Our thoughts at that time were that the personnel res-
ponsibility should be part of the Village Manager's Office and that the purchasing
function should be a part of the Finance Department. Accordingly, when the 88/89
budget was put together a Purchasing Agent position was included in the Finance
budget in lieu of the Comptroller position and a full-time Account Clerk was
included in place of a part-time Bookkeeper position. The purpose of this action
was to lay the groundwork for addressing one of the overall Village needs
identified above.
We were intentionally vague about the duties of the Purchasing Agent position when
the budget was prepared because of the length of time before the position would be
filled and to allow as much flexibility as possible. Our preliminary plans were to
transfer some of the duties of the Comptroller to the Finance Director, some to the
Accounting Supervisor and some to an Account Clerk. It was also my intention to
shift the responsibilities for the Village's Insurance programs to the new
Purchasing Agent position. Also, it has been my expectation that the new Account
Clerk position would provide clerical support for the purchasing function and
back-up for our Customer Services Division.
John Fulton Dixon
Page 2 /
Finance Department Personnel Needs
I am still firmly convinced of the Village's need for a centralized purchasing
function and I think the original plan could work, but I think we should also look
at the Finance Department's longer-term needs. Several things have changed since
the 88/89 budget was proposed, such as the addition of three new revenue sources:
the Food and Beverage Tax, the Real Estate Transfer Tax, and the Non -Resident
Ambulance Fee, Neither of these three activities are monumental in themselves, but
together they do add to the volume of work being processed.
Other changes have taken place which affect the level of activity of the Finance
Department which are not so obvious, The Government Accounting Standards Board
(GASB) has impose, ' d stringent accounting and reporting requirements for bank deposits
and invlestments, local pension systems, deferred compensation n plans and financial
position reporting. Future GASB pronouncem�ents will include capital asset
accounting and reporting, accounting for self-insurance, and an evaluatiw of the
i
current basis of governmental accounting. One of the other areas where, there s a
noteworthy change is in the volume of investments that are included in the Village's
portfolio,. In the three-year period of April 30, 1985 to April 30, 1988, total cash
and 'Investments increased from $26,895,732 to $42,167,718, up some $15.3 million.
Over the past five years, the total has increased over 127'/0'. Each of these items
are important in themselves and when combined, they add materially to the duties of
the Finance Department.
Over the past several years there have also been changes which add to the volume of
activity of the Finance Department on an ongoing basis. In 1984, we changed from a
quarterly cycle to a bi-monthly cycle for water billing. In 1985 a vehicle license
follow-up program was initiated, and in 1986 a business license enforcement program
wasput in place. Each of these changes have resulted in significnt revenue gains,
and I think it can be recognized that if these systems are to continue to be
successful, they require more effort and time from the employees involved. Other
changes that have been instituted include the changes in presentation of the
financial statements to conform to the standards established by the Government
Finance Officers Association, a change in the budget process, the use of independent
actuaries,, and an expanded data processing operation.
Because of these factors and a more thorough review of the needs of the Finance
Departmentq it is my recommendation that we modify the original plan for replacing
the Comptroller/Treasurer position. Following are my current and longer-term
priorities for the Finance Department and then the specific recommendations for
meeting those needs.
1. The need for an Assistant Finance Director. Currently, the Finance
Department is organized with a Director, Comptroller and supervisors for
the three divisions: Accounting, Customer Services and Data Processing.
The individual divisions function well independently but there are many
times when the daily operations should be coordinated more closely.
Additionally, there should be back-up and support for some of the duties
that are currently being handled exclusively by the Finance Director, such
as budgeting, revenue projections, insurance and preparing the tax levies.
John Fulton Dixon
Page 3
Finance Department Personnel Needs
The job description for an Assistant would include the ability to co-
ordinate the daily activities of the Finance Department, administer the
Village's insurance programs and serve as Finance Director in the absence
of the Director.
I believe this is the highest priority of the department and I will discuss
a proposed implementation plan at the end of the priority listing. A copy
of the proposed job description is attached,
2. More emphasis on cash management. As I mentioned above, the size of the
Village's investment portfolio has increased dramatically over the past
five years. I expect the increase to continue at the rate of $3 to
$4 million per year. Currently we have approximately $27.5 million in the
Police and Fire Pension Funds and short-term investments that range between
$10 and $15 million throughout the year. If more emphasis in this area
would result in an increase of 1/10 of 11/0, it would amount to over $40,000
annually.
In the 88/89 budget, investment income accounts for 1190 of the total
revenue expected, or a total of $3,039,115. This is a significant revenue
source and deserves more attention, especially when interest rates are as
volatile as they have been this year.
3. Centralized purchasing. Again as I mentioned above, I believe one of the
greatest overall needs of the Village is a centralized purchasing function.
A purchasing agent would coordinate the bidding process, prepare speci-
fications for specialized equipment and services, ensure contract
compliance, maintain vendor/product files, provide support to department
directors, develop an inventory control system for certain products and
maintain fixed asset records.
I believe a purchasing agent would not only help to save a significant
amount of money on the purchase of materials and services, but would also
provide valuable assistance to each of the operating departments. The
addition of a purchasing agent should free -up administrative time in each
department and allow departmental administrators to concentrate in their
areas of expertise.
From my discussions with Finance Directors from other municipalities, the
purchasing responsibility is more than a full-time job. The importance of
good purchasing practices was mentioned in the last two Audit Management
Letters which specifically pointed out the need for the development of a
Purchasing Procedures Manual. I would expect this to be included with the
job and that we would phase-in the various responsibilities over a period
of time.
John Fulton Dixon
Page 4
Finance Department Personnel Needs
4. There are two areas of need in our Customer Services Division. The first
is for back-up for our Water Billing Clerk. Currently we have one employee
who handles the entire water billing responsibility. This job includes
preparing the accounts for billing; follow-up on delinquent accounts, meter
changes; and account maintenance. Currently we mail 6,000 bills per month,
and we have approximately 1,000 account changes and 1,000 meter changes per
year. Our Customer Services Supervisor provides back-up for the Water
Clerk but her time for this activity is limited.
The second area of need is to develop a computerized accounts receivable
system. Currently invoices for various Village services and reimbursements
are initiated in the Finance Department with follow-up performed on a
manual basis. At certain times of the year, follow-up is given a secondary
importance because of a lack of personnel. The results that have been
achieved in the vehicle license follow-up and business license follow-up
demonstrate that the resources used are very cost effective. (An estimated
$100,000 annually is generated from the vehicle license follow-up and an
estimated $25,000 per year in the business license follow-up programs')
Computerizing the system will help, but it still takes available personnel
to effectively use the information provided by the computer.
The new Account Clerk will provide much needed relief, and the change to a
lock box system for mail receipts will also help. However, I believe we
will need to address the need for more help in this area within the next
two years.
0
My specific recommendations to address the above needs follow.
1. Replace the Comptroller/Treasurer position in the current fiscal year with
an Assistant Finance Director. The Assistant Director would be responsible
for the Village's insurance programs and for coordinating the daily
operations of the Finance Department. The Treasurer function would be
transferred to the Finance Director.
Under this arrangement, the Finance Director would be responsible for cash
management with the Assistant Director providing back-up. Other changes
will be made which include reassigning certain tasks currently performed by
the Comptroller to other accounting personnel.
2., Develop the job description for a Purchasing Agent, establish the basics of
a centralized purchasing system in the current fiscal year and hire a
Purchasing Agent in the 89/90 fiscal year. I believe this would provide
for a more orderly implementation of the purchasing function.
3. Develop the computerized accounts receivable system in the current fiscal
year, evaluate changes to be implemented in the balance of the 88/89 fiscal
year and the 89/90 fiscal year, and plan for any additional personnel in
Customer Services in the 90/91 fiscal year.
John Fulton Dixon
Page 5
Finance Department Personnel Needs
I realize that this recommendation is different than the proposal included in the
88/89 budget and would add an additional employee to the Finance Department.
However, to put the proposed staffing of Mount Prospect's Finance Department in
perspective, I am attaching a schedule which compares the proposed staffing of Mount
Prospect's Finance Department with the staffing of five other area municipalities.
In the comparison I have listed the number of personnel by position expressed as
full-time equivalent employees. The total employees are then expressed as the
number of full-time equivalent employees per 10,000 population.
Even with the addition of a proposed Purchasing Agent included in Mount Prospect's
totals, the number of Finance employees in Mount Prospect is considerably lower than
the other communities. Mount Prospect would have 2.72, employees per 10,000 popula-
tion compared to 3.10 for Arlington Heights and 5.08 for Elk Grove Village. The
overall average is 3.54. If Mount Prospect's Finance Staff would be equal in number
to the next lowest community (Arlington Heights), it would consist of a total of
16.6 employees.
I
I believe the above recommendations are in the best interest of the Village and
would strengthen the Finance operations of the Village. I think they address the
current and longer-term needs of the Finance Department and will answer the need for
a centralized purchasing program. If the Village Board approves this proposal, we
would use the following schedule in recruiting an Assistant Finance Director:
1. Place advertisements the last week of September.
2. Accept resumes until about October 21.
3. Conduct interviews and testing October 24 - 31.
4. Offer position by November 3.
5. Tentative starting date of December 1, or as soon as
possible after that date.
In conjunction with the above schedule, the appointment of a Treasurer should be
made early in October to allow for an orderly transition of these duties.
I would like to discuss this matter with you as soon as possible and can provide any
additional information that may be needed.
DCJ/sm
Enc.
VILLAGE OF MOUNT PROSPECT
Position of
Assistant Finance Director
Duties and Responsibilities
The Assistant Finance Director is responsible to assist the Finance Director in
the operation and control of Village finance matters. The Assistant Director will
perform responsible administrative duties in the operation of the Finance
Department, including:
- Coordinating accounting, budgeting and reporting systems.
- Coordinating Customer Services such as water billing, business and
vehicle licenses, accounts receivables and cashiers.
- Establish and coordinate a Central Purchasing functions
- Coordinate the Village's general and health insurance programs.
- Develop and maintain departmental procedures.
In the absence of the Finance Directory perform the duties of the
Finance Director*
The Department of Finance is composed of twelve full-time and three part-time
employees. The Department is responsible for accounting, budgeting, financial
reporting, customer services, data processing, debt administration and treasury
management.
Qualifications
Bachelor's degree in accounting, finance, or a related field. Master's
degree and/or CPA certificate desirable*
Minimum of three years experience in a municipal or governmental finance
management positions
Considerable knowledge of governmental accounting principles, including
GASB pronouncements*
Considerable knowledge of the principles and techniques of data
processing. A working knowledge of personal computers is desirable.
Considerable knowledge of centralized purchasing and municipal insurance
programs.
Characteristics Desired
- Committed to working within the "Policy administration" principles and
prerogatives embodied in the Council/Manager form of government,
Is a strong, decisive, results -oriented and cost-conscious administrator
who works positively with elected officials, staff, employees and
citizenry.
Knowledge of current financing, accounting, and management innovations
and able to implement them, when appropriate.
Ability to control costs and skilled in instituting cost/benefit
approaches in municipal services and operations.
Projects exemplary leadership qualities toward maintaining an
achievement -oriented staff and productive and efficient employee work
force.
Has a "can do" outlook regarding finances and operations improvement;
proposes solutions to problems with alternatives.
Skilled in communicating with wide range of persons and groups,
Is "future" oriented, creative and not content with the status quo.
Able to maintain an effective working relationship with employee
associations (unions) while still achieving management objectives.
"I
Is not cautious or timid in addressing personnel administrative issues.
A high-energy and enthusiastic administrator with a high sense of
integrity.
Possess financial management and budgeting skills with insights and
ability to conceptualize and implement effective fiscal controls,
practices and programs.
Is a true professional, results -oriented administrator who provides
leadership through firm and clear directions, requires accountability
and provides supportive counsel.
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