McHenry County College Board of Trustees
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I am a concerned citizen who believes strongly in the community college system. I feel strongly that the taxpayers of Mc Henry County need a representative voice. I have spent most of my business career in the financial services sector in sales and sales management. I am a trained listener and problem solver.
No. I believe that all resources and assets should be fully utilized prior to contemplating any type of expansion. MCC currently utilizes 45% of classroom space. General population projections and future student enrollment does not support expansion. The current $42 mil project, as proposed, does not require tax payer approval. Any project that subjects the tax payer to payment liability should be approved by the tax payers.
I would definitely support a freeze. A housing or a population rebound is a way off. Elected officials have a fiduciary responsibility to the people who elect them. The current trend of government bodies taxing to the maximum allowable levels must stop. It is not sustainable. These economic times call for much needed practical leadership.
The current board is contemplating a $42 mil expansion which includes a “for Profit” health club. In order to justify this expansion the board has approved 2 costly feasibility studies. These studies are questionable and are subject to conflicts of interest. A public entity like MCC should not be contemplating a “for profit” business venture. If bonds are issued (without referendum approval) for this project, the tax payer is on the “hook” if it is not financially sustainable.
The board is showing some contemplative caution before moving forward with this $42 mil expansion plan.
Transparency of board meetings should be considered. Video broadcasts of meetings should be available to the public. Community colleges must continue to provide affordable education. d Improved usage of technology should be promoted for the benefit of the students. This should aid the student experience and to keep tuition at affordable levels.
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I’m in my eighth year of service on the Cary D-26 school board. I’ve been on the Policy Committee all eight years, and have been committee chair for six years. I’ve authored many “good governance” policies which will apply just as well at MCC as they have in D-26, including a policy that prohibits the district from incurring debt without voter approval.
The one year I was chair of the D-26 Finance Committee, D-26 had its first balanced budget in several years. I made tough votes to close two D-26 schools -- D-26 had overbuilt, and it was the right thing to do. I’ve taken the Illinois Attorney General’s Open Meetings Act training, and understand and have experience with Roberts Rules of Order.
Additionally, I have over 25 years of customer service and business experience, and training and experience in quality techniques such as Digital Six Sigma. I’ve been personally responsible for budgets as large as $12 million. I also have a long history of volunteer work within Cub Scouts, Boy Scouts, and D-26.
Not in its current form. Enrollment in many McHenry County K-12 schools is declining, so MCC’s projected enrollment growth numbers are highly questionable. The first part of the project being proposed can’t be justified in its current form. The proposal nearly doubles MCC’s classroom/lab space, when utilization of MCC’s existing classroom/lab space is about 50%. The proposal calls for a health club when McHenry County already has 20, some of which are struggling for customers or even closing.
The firm doing the “feasibility” (justification) study has a clear conflict of interest. Professional literature on the use of consultants makes very clear that conflicts of interest are not only to be avoided, they cannot be cured retroactively.
MCC has no plans to ask the voters to approve the project, when the funding method clearly puts property taxpayers at risk for a big tax hike. Expansion of MCC may be warranted, but it needs to be approached with more common sense, openness, and more accurate numbers.
Yes! MCC has sizeable reserves and is not cash strapped. Spending should be scrutinized and policies put in place to ensure spending is effective, efficient, and directed at the college’s primary job of educating students. McHenry County and Illinois already have high tax rates. The economy is still in the tank. Taxpayers are tapped. State revenues are at record highs, yet the state continues to be delinquent on its bills and continues to cut funding to agencies and schools.
There is more than enough public money available to adequately fund education and hold tuition in check. It’s a matter of getting the money to the right place. The first step needs to be meaningful pension reform. The problem is not that the state, i.e. the taxpayers, aren’t paying their fare share. The problem is that since 1970, politicians over promised far more “sweeteners” than the pension systems could afford or sustain.
Approval of spending $85,000 for the first two phases of a “feasibility study” for a $42 million Health Sciences and Health Club facility. The results are tainted and can’t be used because Power Wellness performed the studies knowing they were being considered to be a financial partner in the project. It’s a clear conflict of interest, and cannot be undone. Other decisions I considered to answer this question are financing the $42 million project without asking the voters, and approving a 9.9% tax levy increase in 2012.
Taking time to deliberate on the proposed $42 million Health Sciences and Health Club facility, and having a trustee on the committee that is reviewing the “feasibility studies.” Being an “outsider” to MCC and to the education industry in general, I will bring different views to the table than the current board and several other candidates. I believe diverse perspectives foster needed robust conversations and better decisions.
(1) Hold tuition flat (the $8 per credit hour “student infrastructure fee” proposed to help pay for the $42 million Health Sciences project *is* a tuition increase, even if it’s called something else).
(2) implement many of the “good governance” policies I wrote that were adopted in D-26. These include “No pay for play” (ensuring vendors that support tax hike referendum or board member campaigns aren’t rewarded with district business), never issuing bonds without going to the voters, voluntary transparency (posting more information than the legal minimum), and accountability in vendor selection including non-collusion.
Being fair and conservative has gotten me re-elected four times to the board. This leadership comes from experience in both education and business. Having been past chair and secretary has taught me to listen to the community before making decisions. The college is successful because the whole family of students, administration, staff and faculty function as a unit to bring the best possible classes & experience to our community.
A Master Plan is required by the state to be updated every 5 years. Our 2011 plan is a living document meant to guide our vision for the future. We are currently researching creative financing for needed classroom space on campus and off site. I support meeting the needs of students within our budget.
The levy is a misunderstood tax. The college has a mandatory cap and we expect no more than 3 % bump in rates each year. That translates into only $2.11 for a home with $150,000.00 value.
The 9.5 % is a onetime limited capture of any NEW development. After 1 year that development reverts to the capped taxation rates.
As a team member, once the vote is taken, it does not matter what I think. I am obliged to support the Board of Trustee decisions. Every vote is well researched and thoroughly discussed in Committee and Board Meetings.
In the past year, we have expanded on-line course offerings, established a Full -time Sustainability Director, updated the Culinary Arts Lab and Food Service Areas, improved graduation rates and student success, and increased enrollment to 7%. We are currently working with manufacturing and health business partners to expand course offerings that lead to employment.
I would like to see the pursuit of federal and state grants to expand course offerings, increased gathering of private and corporate donations and still keep a tight rein on the budget. I would, also, like to see increased enrollment with the co-operation of local high school.
I believe what differentiates me as a candidate is that I bring both experience and a fresh perspective to the College Board of Trustees. I am entering my fourth year of volunteer service on the Friends of McHenry County College Foundation Board of Directors. I currently serve as the President and Executive Committee Chairman, following 2 years as the Treasurer and Finance Committee Chairman. This service has provided me with practical experience and insight regarding the college’s assets, as well as the institution’s current and future needs.
As a newcomer to the Board of Trustees, I would also bring a fresh perspective, particularly as it relates to capital needs assessment and the opportunity to refocus any efforts to expand on private fund raising rather than taxpayer funding.
Professionally, I am the President of Plexus Financial Services, LLC, a Registered Investment Advisory Firm that specializes in the fiduciary oversight of Corporate Retirement Plans. I hold certifications and licenses that reflect adherence to the prudent practices related to the Global Fiduciary Standards of Care, and along with my P&L responsibilities, illustrate the credentials and experience that comprise my qualifications to be a prudent fiduciary in the oversight of the college budget.
I support plans that are aligned with strategic areas widely considered to be critical success factors for today’s community colleges: student access, learning and success; economic and workforce development, global and intercultural education, institutional leadership development and advocacy for McHenry County College.
I will actively seek input to understand the expansion needs and perspectives of all stakeholders, from students to faculty, administration and the taxpayers of McHenry County. Full transparency is imperative and I support referendums for all initiatives of this magnitude that directly or indirectly require public funding. If any feasibility study establishes a value proposition that proves to be in the public’s best interest, I believe it should prove to be compelling enough to capture the necessary taxpayer support to move forward.
As any independent and objective feasibility study will likely conclude, there are a number of industries experiencing or projecting talent shortages that would benefit from the expansion of educational services in these industries. Based on my 4 years of experience on the College Foundation Board, and extensive experience in sales, finance and fund raising, I am confident that private funding opportunities exist for any expansion that is substantiated by economic need.
Yes. McHenry County College is funded by a combination of local property taxes, tuition, fees, and a declining level of state assistance. I am mindful of the financial realities of our state looming large, as well as the risk of more financial burden being shifted to the college.
That being said, I fundamentally believe that the trend toward increasing taxes, coupled with decreases in services, often to support underfunded pension systems or pay increases that exceed the CPI, is simply unsustainable. We have to recognize that operating under the premise that going to the taxpayers for tax increases as a “last resort” is not an acceptable approach or philosophy. If we don’t find alternative solutions for adequate funding, if we can’t achieve improvements in operational efficiencies that lead to cost savings, the institution could eventually risk collapse.
As the President of the College Foundation Board, I have been privileged to collaborate with extraordinary people involved with the Foundation itself, as well as throughout McHenry County, whose generosity of their time and talent is very humbling. I believe that improving collaboration between the college and foundation boards can lead to efficiencies in financial planning and its alignment with strategic initiatives.
It was reported that Alternate Revenue Bonds would be considered as one of the options to finance facilities expansion, which appears to be driven by a desire to circumvent going to referendum. Alternate Revenue Bonds do not eliminate the exposure to financial risk for the taxpayers, and I would not support such a financing option. The issuance of debt certificates has also been discussed, and again I would not support such a direction without public input, since the funding would be derived from the college’s operating budget, which is subsidized primarily through local tax dollars.
The Board has indicated that they would not move forward with an Alternate Revenue Bond approach if they weren’t assured that there would be a revenue stream generated from the proposed capital project that would insulate the taxpayers from financial risk. No one has a crystal ball, and I believe moving forward with nothing more than these assurances would be a breach of fiduciary duty to the taxpayers of McHenry County.
As local industries experience talent shortages, expansion of educational services to support these needs must be supported by public/private partnerships and the shared financial risk that coincides with it.
I believe that boards should govern in a prudent manner, setting policy and establishing appropriate controls, while delegating the authority to manage operations of the institution to the President, administration, staff and faculty. The accomplishments of the College should be credited to the department directors, faculty and employees who manage day to day operations, from the innovative Robotics programs, dual-credit and summer bridge programs, to a graduation rate that is higher than 67% of community colleges across the country, to name just a few. Given the accomplishments of the team overall, the Board deserves credit for empowering the staff to achieve these successes.
There are a number of College employees accomplishing extraordinary things every day, and if I have the privilege of serving the institution as a Trustee, I will make it a priority of mine to govern without ego, promote them, and contribute to the reshaping of a positive image of the college throughout the community.
I look forward to playing an active leadership role as a steward of the institution through participation in legislative advocacy and intelligent policy development for the College. Identifying opportunities to actively represent the College at the national, state, and local levels will be a top priority during my service as a trustee.
As a 25 year resident of McHenry County and President of the College Foundation Board, I have developed personal and professional relationships within a variety of organizations that provide a venue for legislative advocacy, including: the Illinois Community College Trustees Association and members of the Illinois General Assembly, the American Association of Community Colleges, the McHenry County Council of Governments, the McHenry County Economic Development Corporation, and a collaborative effort between the Board of Trustees and the Friends of McHenry County College Foundation Board. I look forward to leveraging these relationships to help inform intelligent policy decisions and secure resources that will benefit McHenry County College.
I believe that McHenry County College, as an institution, should be the pride of McHenry County, and I will consider it a privilege to contribute to an effort that restores public trust and reshapes the positive image of the institution.
I have worked for twenty-two years at McHenry County College and in Chicago three years at Harold Washington (formerly Loop College). I think my familiarity with community colleges would give me a unique perspective on the Board. I feel passionately about the mission of community colleges and want to ensure MCC continues to play a vital role in our community and be a remarkable value for our students. I also have extensive volunteer involvement in our community and have demonstrated an ability to build positive relationships with community members. For these reasons, I feel that I’m a good candidate for the MCC Board of Trustees.
I think the college’s long term expansion plan is just that, a long term guide for expansion which will be implemented in stages. The plan needs to be revisited every five years. I do believe that the college will need to expand some time in the future. My criteria for supporting any building expansion would be:
•the need for a specific expansion be adequately demonstrated
•that the plan be fiscally sound
•be environmentally sustainable and
community supported
I do not support the current Health Science, Education and Wellness Center proposal. I oppose the issuance of alternative revenue bonds to fund the project. I feel that is sidestepping the voters. The community needs to be engaged in any expansion plan for the college. In addition another source of revenue that is being proposed for funding of this project is an $8 increase per credit hour fee for students. I object to this project being built with an additional student fee increase.
In these difficult economic times, I would be in support of keeping the college’s levy request flat. I would oppose a freeze because I think the tax levy request has to be looked at every year in relation to the college’s revenue needs. The bigger question here is what is the appropriate mix of revenue that the college needs to deliver excellent educational opportunities for our students. Currently property taxes account for 58% of the budget, the state is 5% and tuition and fees make up 36% of the revenues 1% is other. The MCC Board of Trustees needs to look critically at its expenditures against current revenue and set realistic goals for revenue sources.
I disagree with the Board’s decision to hire Power Wellness as a consultant to conduct the feasibility study for the proposed 42 million Health, Education and Wellness Center. Power Wellness might well be considered a future partner with this project thus profiting financially if the project proceeds. I consider this a conflict of interest. The majority of the Board members did not see this as a conflict of interest.
From my point of view the adoption of the Sustainability Strategic Plan for the college and approving the position of Sustainability Director was a significant accomplishment of the Board this past year. Both of these actions reflect a commitment by the board to have the college become more sustainable and reduce its carbon footprint. I believe the college will see savings in its operational budget in the long run by implementing the strategies outlined in this plan. This is also an important issue because the College is located in the Crystal Lake Watershed.
I would like to see the college expand its collaborative efforts with area manufacturing employers for training of their workforce. Manufacturing is one of largest business segment in our county. Now more than ever these jobs are requiring post secondary education. MCC can play a critical role in meeting this need.
If we are to expand our facilities, we need to strengthen community support for our efforts. I want to build relationships with members of our community that fosters better communication and understanding of what McHenry County College is about and the vital role it plays in our community.
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I’m the only candidate in this race who currently teaches and if elected, would be the only active educator on the MCC board. MCC benefits from a board that includes people of different backgrounds and experiences. The board needs the perspective of educators.
I’ve not only taught high school automotive classes for twenty-eight years, I also spent eight years in the private sector as a car and truck mechanic. I understand what skills and education employers look for and my mission is education that leads to good paying jobs.
I also have the perspective of a taxpayer and resident, having lived in the county for fourteen years. I have two sons that graduated MCC and I teach many students at Crystal Lake South High School that go on to attend MCC.
In addition to teaching, I spent a number of years as a mediator for the National Center for Dispute Settlement. I helped car customers and manufacturers come to agreement on how to solve issues relating to repeated car repairs.
In today’s political environment, too often elected officials hold fast to their positions and do not look for ways to compromise. I’ve been in the room when there is a lot on the line and emotions run high. I’ve brought people together to find solutions that all parties can live with. It involves listening and keeping an open mind.
No. I will continue to oppose MCC’s flawed and wasteful $640 million, 40-year expansion plan, and call for common-sense, data-driven expansion that benefits both students and taxpayers.
As the Northwest Herald noted in a July 1, 2012 article, the consultants MCC used to draft the plan relied on outdated county population figures, which were higher than more current U.S. Census data available at the time. It’s irresponsible to commit the college to an aggressive and expensive building plan without solid data to support it.
The forty-year window also is not appropriate, as underlying assumptions of the plan will become quickly out of date. We need to be able to adapt to changing trends in education and the economy. A five to ten year time frame is a much better way to plan.
The primary goal of both MCC and the board should be ensuring the best education and career opportunities for McHenry County students. I can only support measures that allow these goals to be met.
Again, I am opposed to MCC’s flawed and wasteful $640 million, 40-year expansion plan.
I’m pleased that the board expanded and modernized the facilities for the culinary arts program this year. Previously, students occupied crowded cooking facilities that were shared with the cafeteria staff. Now students have adequate lab space and opportunity to learn free from distractions. The renovation makes the program more visible and will likely attract more students into this field.
I will work to ensure that the students at MCC have access to a wide selection of courses and training programs that will prepare them for today’s competitive job market.
I will be a strong advocate for keeping the Child Care Center open at MCC so that students with children can attend classes and further their education. It also provides Early Childhood Education students hands-on experience teaching young children.
