With the April 7 election fast approaching, candidates for Morton Grove Park District Board have much to discuss.
Last summer, the district opened the Oriole Park Aquatic Center, for which it issued a $7.2 million revenue bond. In January, former Executive Director Tracey Anderson left suddenly — and without explanation — after serving less than two years.
The district also created new programs, including the well-attended Oktoberfest and “Snow Shoes, Cold Brews” event.
Also, the district created some fireworks by deciding not to pay roughly $18,000 for July 4 fireworks this year. That has left a Morton Grove Days committee headed by resident Georgianne Brunner scrambling to solicit donations. The district has said it still provides thousands of dollars in in-kind support, such as hosting the festival on park land and providing personnel, equipment and services.
The candidates include Dan Staackmann, a former Morton Grove mayor and park district commissioner, who is challenging incumbent Commissioner Betty Fergus for a four-year seat on the board.
Mark Manno, a former park district employee, is challenging incumbent Rusmir Zec for a two-year seat.
Why are you running for the board?
Fergus: To make Morton Grove Park District “Best in its Class.” I want Morton Grove residents of all ages to patronize the park facilities and live healthy vibrant lives.
Staackmann: Our residents deserve a great park district that is run responsibly with a clear vision and direction. I will bring financial and staff stability back to the Morton Grove Park District. I have done it before, and I will do it again.
Mark Manno: I am running because I believe that our parks should provide a safe environment, clean and well-maintained facilities and programs of interest, which meet the needs and desires of our residents and their families while maintaining financial stability and high ethical standings.
Zec: I want to keep the momentum going by continuing to move the Park District forward. It started with wanting to ensure my three kids (ages 6, 8 & 9) were getting the best possible experience. When we came back to this great community to start our family, I realized not much had changed in the 20-plus years since I was a child and participating in Park District programs. This was an obvious issue, especially since all the surrounding park districts were investing in their infrastructure and programs. I also feel my experience in corporate finance and accounting, as well as process improvement and strategic thinking, provides the needed tools and perspectives in moving the Park District forward, while ensuring it continues to remain financially sound.
The park district’s executive director recently left. Her departure follows the departure of previous director Brian Sullivan, and both served short tenures. What is your view?
Fergus: As in all walks of life, people choose to move on for numerous and unique reasons, sometimes personal and sometimes for professional advancement. Please understand that we are a midsize district and not necessarily a career destination. Each of the directors you mentioned brought certain value to the district and they surely had a learning experience.
Staackmann: The Morton Grove Park District has had five different Park District directors in the past six years, and very high turnover of full-time staff. The most recent director left quickly in January, and the Park District is again without a staff director. High staff turnover is an indication of poor governance and leadership at the top, and this result in inconsistent programs and services for residents.
Manno: In my opinion, without having all the facts, I would believe that there were many miscommunications, conflicts and disagreements with the current Park Board.
Zec: I am not at liberty to discuss specific employee employment and would suggest reaching out to them directly to see what their reasons might have been. I know in my own professional career, I have left certain positions to continue to grow and challenge myself by taking on roles with expanded responsibilities. Not sure if this is why they left, but I would consider the Morton Grove Park District as a smaller organization, which some may use as a stepping stone on their way to bigger opportunities.
What is your vision for an executive director for the district?
Fergus: An executive director should be a strong administrator, capable of overseeing all facets of the districts operations, such as human resources, finance, accounting, recreational programs and facility and grounds management. The director is an ambassador for the district who should interact with the community and its leaders.
Staackmann: The next Park District Director must be a team builder, along with strong administrative skills. They also must want to become part of the fabric of our community.
Manno: I believe that an executive director should be a professional who possesses strong leadership qualities, strong communication skills, a background, which includes not only running a park district but involvement in working the programs and activities themselves. One who will be able to work alongside and develop his/her team as well as have a strong vision for the Park’s future which he or she will work to implement daily.
Zec: The Park District is no different than any other business, so the next executive director needs be business savvy. Someone that is a great leader, good at building relationships, can motivate staff, is financially knowledgeable, and has the attributes of being strategic/proactive in moving the Park District forward with an ever changing community. I am also a big proponent of using data and analytics to drive decision making and establishing accountability. Otherwise, we are just doing the same things over and over again and expecting different results.
What is your view on the district’s financial reserves? Are they OK where they are, or should they be higher?
Fergus: The park district finances are exceptionally sound as reflected by the Moody’s Bond rating of Aa3. Very few other government entities can match that rating. The reserves and capital fund are more than ample to withstand any financial challenge and to build for the future. The district meets the Government Finance Officers Association fund balance standard for park districts. On the advice of our auditors funds are periodically transferred to a capital fund. The challenger talks of a twenty five percent standard but fails to tell us where he finds this standard.
Staackmann: The Park District’s reserves are getting below a safe range around 10 percent for the economic times we have been facing. Most taxing bodies are advised to maintain reserve level above 20 percent. Having lower reserves than it should is a indication that the district is spending down reserves to pay its bills. This is not sound financial planning for the future.
Manno: I believe the financial reserves should be higher. It appears that the Park District’s reserves are on a decline compared to where they were in past years.
Zec: When I was first appointed to the board, the Morton Grove Park District had significant reserves, while its infrastructure was crumbling and programs were becoming stagnant. While I agree in having a few months’ worth of reserves, I am also of the opinion that anything beyond that should be invested in a fiscally responsible manner or returned to the taxpayers. The Morton Grove Park District is not and should not be in the business of being a money manager by hoarding cash, so yes, the current reserves are appropriate.
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What are your priorities for where the park district should spend money?
Fergus: We will continue to maintain our high standards at our parks, improve our facilities and programs, build a play area for our canine companions, improve walking paths, develop an outdoor fitness area with equipment for our elder citizens and develop Harrer Pool and Park.
Manno: What are your priorities for where the park district should spend money? Money should be spent on infrastructure, programming, maintenance on facilities, replacement of equipment and retention of the employees.
Zec: The Oriole Park Aquatic Center was the start of finally investing in our infrastructure. We still have a ways to go as our field houses are outdated and need attention, Harrer Pool is near the end of its useful life, and we lack the space/facilities that certain programs require. There is definitely an increase in kids playing sports like soccer and lacrosse and then we have heard from the community that they would be interested in spaces for dog parks and community gardens; so ensuring we are constantly looking at either expanding our space or repurposing existing space to meet these needs. I also would like to see the Park District become less reliant on taxpayer dollars and focus more on increasing program revenues. To do so, we need to figure out what our core competencies are and invest in those programs that will help us become the destination of choice for such offerings.
Should the district participate in Morton Grove Days, the festival, parade and fireworks over July 4th weekend?
Fergus: The Park District does participate in the Morton Grove Days over the July 4th weekend. The festival and the fireworks take place without charge at our facility, Harrer Park. The park police provide security; park employees set up and take down the park district’s equipment that is used by the Morton Grove Days at no cost. Before, during and after the event many park facilities and programs are closed because of the festival. The expense the Park District absorbs is in the thousands of dollars. Additionally, over the last few years, the district paid for the fireworks. We do participate in the parade and will continue supporting this event.
Staackmann: It was Morton Grove Days that started the Park District. The 4th of July is the largest event in our community and the Park District is an event organization. To ignore the 4th of July Celebration is ignoring to residents of Morton Grove.
Manno: Any program which the district has had a long history in participating in, they should continue. It gives a sense of community and support for its residents and partnership within the Village of Morton Grove.
Zec: Partnerships such as these are very important as the Park District does not have all the resources to provide these types of offerings on their own. As we have heard many times through the strategic planning process, the community wants these types of events. The Park District should always be looking at new and creative ways of partnering with the village, schools, and other community based organizations to provide such events.
Describe your professional and civic/community leadership background. What skills or abilities would you bring to the board?
Fergus: I have been employed by one of the country’s largest insurance companies for the past 17 years as a systems analyst. I also manage a household. Over 20 years ago, I co-founded the Morton Grove Youth Soccer Organization and became it first commissioner. During that time I worked closely with the park district and then successfully ran for a seat on the board. The board elects its officers and I have been elected at least 15 times to serve as an officer. I have availed myself of the numerous opportunities presented to me to learn about how park districts function and how they are managed. I co-founded H.A.V.E. Dreams (Helping Autistic Voices Emerge) and served on its board. I am currently a Little City Foundation Parent/Guardian board member. I have served on numerous school and sporting organizations through the years and learned how they work together and benefit each other. I have dedicated 20 years as a Park Commissioner, am a consensus builder, and can confront difficult issues and implement practical solutions.
Staackmann: In the time I spent on the Park Board, every park was redone to current safety standards and all of the park facilities were remolded with all reserve funds stable above 25 percent. When I was elected Mayor of Morton Grove in 2009, the great recession was hitting with full force on the village budget. In preparing for the 2010 budget, the village was looking at over a $3 million deficit. In order to maintain police, fire and public works services to an acceptable level, many cuts and shifting of staff was required. I am proud to say the 2010 budget was balanced with the cooperation of staff, the Village Board, and the people of Morton Grove, and it stayed that way all the time I was Mayor. Moody’s rewarded the village by raising the village bond rating Aa2 which is better that the current park district or the village at this time Aa3.
Manno: I have been involved in numerous community organizations and events for many years. I am a past president of the Morton Grove Chamber of Commerce, and I am immediate past president of the Morton Grove Days and have taken on the responsibility to run the operations for our town’s festival. My role includes duties such as budgeting, sponsorship, day-to-day operations, planning, and organization, just to name some of the few. During my time at the Park District, while in my “supervisor role,” I had the responsibility of helping to plan the budget for facilities as well as assure that it was being adhered to.
Rusmir Zec: I am a finance and accounting professional with over 15 years of experience supporting major corporations, such as JP Morgan Chase and Walgreens. Most recently, I joined Sinai Health System (a non profit) and am responsible for their financial operations, which include establishing a balanced budget and continuously searching for opportunities to become more efficient. From a recreation perspective, I am heavily involved in our kids’ activities and I have volunteered/coached in many of them, most recently with AYSO soccer.
Pam DeFiglio is a freelance reporter for Pioneer Press.