HomeMy WebLinkAboutPacket - 10/19/2015 - Finance and Personnel CommitteeFinance and Personnel Committee`
McHenry Municipal Center
333 S Green Street
McHenry, IL 60050
October 19, 2015, 5:30PM
AGENDA
1. Call to Order
2. Public Comment: Any person wishing to address the Committee will be asked to
identify themselves for the record and will be asked but are not required to
provide their address. Public comment may be restricted to three -minutes for
each individual speaker. Order and decorum shall be maintained at public
meetings.
3. Transmittal of Calendar for Preparation of the FY16/17-FY20/21 Capital
Improvement Program (CIP) and FY16/17 Budget
4. Discussion and Direction Regarding the 2015 Property Tax Levy
5. Consideration and Recommendation of an Amendment to the FYI 5/16 Budget
for the establishment of a Director of Building and Neighborhood Services
6. Motion to adjourn the meeting.
The City of McHenry is dedicated to providing its citizens, businesses, and visitors witlr the highest Rualiry of programs
and services in acustomer-oriented, efficient, and fiscally responsible manner.
Derik Morefield, City Administrator
McHenry Municipal Center
333 Green Street
McHenry, Illinois 60050
Phone: (815) 363-2100
Fax: (815) 363-2119
dmorefieid@ci.mchenry.il.us
FINANCE & PERSONNEL COMMITTEE
AGENDA SUPPLEMENT
DATE: October 19, 2015
TO: Finance &Personnel Committee
FROM: Derik Morefield, City Administrator
Carolyn Lynch, Finance Director
RE: Transmittal of Calendar for Preparation of the FY16/17-FY20/21 Capital
Improvement Program (CIP) and FY16/17 Budget
ATT: FY16/17-FY20/21 Capital Improvement Program Schedule
FY16/17 Budget Development/Adoption Schedule
FY16/17-FY20/21 Capital Improvement Instructions Memorandum for
Department Directors
The City of McHenry 5-year Capital Improvement Program (CIP) and Annual Budget
development timeline is a 6-111onth process that begins in mid -to -late October each year. The
purpose of this agenda item to the Finance and Personnel Committee is to outline this process
and identify how and when the Committee, and ultimately the City Council, can expect to
review, provide input on, and approve the annual 5-year CIP and budget documents.
5-Year Capital Improvement Plan
As identified in Chapter 1 of the City of McHenry Capital Improvement Program the primary
purpose of a multi -year CIP is to identify those public improvements that represent the
expenditure of public funds over and above the annual operating expenses of the municipality
that are for the purchase, construction or replacement of physical assets of the city. For the
City of McHenry these include, but are not limited to — streets, sidewalks, signals, storm sewers,
park improvements, public building improvements, vehicles and equipment, and utility (water
and sewer) improvements. All capital projects in excess of $10,000 are included for
consideration in the CIP. Most importantly, the CIP is updated annually to ensure that capital
The City of McHenry is dedicated to providing the citizens, businesses and visitors of McHenry with the highest
quality of programs and services in acustomer-oriented, efficient and fiscally responsible manner.
projects are continuously reviewed and updated for relevancy and, while the UP represents a
relatively short time period for the implementation of major capital projects, it should be
clarified that some projects included in the document continue well beyond its 5-year planning
period. An example of this is the City's Annual Street Resurfacing Program. There will always
be a need for the resurfacing of local roadways and, therefore, this is a project that has no finite
ending point.
Once proposed projects are identified, the City Administrator and Department Directors meet
to clarify the scope, need and benefits of projects. This discussion results in the prioritization of
projects based on the level of importance which is ultimately used to determine, based on
available funding, which projects can be included in the successive capital budget year.
Finally, the CIP is NOT a budget. The dollars identified for projects are estimates based on
similar previous projects or on preliminary information obtained by the City Administration.
However, these estimates are important in determining what projects can be included for
funding each budget year.
As identified on the attached schedule, the draft FY16/17 CIP will be transmitted to the Finance
and Personnel Committee on December 30th for discussion by the committee at its January 4,
2016 regularly scheduled committee meeting. Based on any input received at this time, the
document will be revised with additional information provided and prepared for transmittal to
the City Council for discussion at the February 1, 2016 City Council Meeting. The final draft will
be presented for consideration at the February 15, 2016 City Council Meeting.
Annual Budget
Development of the annual operating budget begins at approximately the beginning of each
calendar year. While Department Directors are responsible for analyzing and developing the
respective budgets for which they are responsible, direction is provided via the Office of the
City Administrator and Finance Department as to the range of what, if any, increases and/or
decreases in expenditures will be acceptable. Proposed revenues are, for the most part,
estimated conservatively and are derived from reviewing actual revenues from previous years.
In recent years these estimates have been additionally tempered with an eye towards a
continuing unstable economy and the threat of reduction of state -shared revenues.
With this in mind, it can already be anticipated that the FY16/17 Budget will include a number
of new elements and recommendations, including but not limited to: the implementation of a
new budget for the McHenry Recreation Center; the development of a separate budget for
Human Resources (now included within the Administration Budget); addressing staffing needs
in the areas of public works/engineering, administrative support, and police; and, an expansion
of capital expenditures in the areas of local streets and public facilities (to accommodate
dispatch consolidation efforts at the municipal center).
Based on the attached schedule, the draft FY16/17 Budget numbers will be transmitted to the
Finance and Personnel Committee in mid -March for review and discussion at a March 16tn
Special Meeting of the Finance and Personnel Committee with a follow-up review by the
committee on April 4tn prior to presentation and consideration by the City Council on April 25tn
FY16/17 Capital Improvement Program Schedule
Monday, October 26, 2015
Monday, October 26, 2015 -
Wednesday, November 25, 2015
Monday, November 30, 2015 -
Friday, December 11, 2015
Monday, December 14, 2015 -
Wednesday, December 30, 2015
Wednesday, December 30, 2015
Monday, January 4, 2016
Tuesday, January 5, 2016 -
Wednesday, January 27, 2016
Wednesday, January 27, 2016
Monday, February 1, 2016
Monday, February 15, 2016
City Administrator distributes CIP instructions to
Department Directors.
Department Directors develop and submit Status
Updates for existing projects and Project Requests
for continuing/proposed/new projects. Deadline
for submittal is November 25tn
City Administrator reviews CIP Project Requests
and conducts department interviews.
City Administrator prepares Draft FY16/17 CIP for
discussion by Finance & Personnel Committee.
Draft FY16/17 CIP Transmitted
Personnel Committee.
Draft FY16/17 CIP Reviewed
Personnel Committee.
to Finance &
by Finance &
Draft FY16/17 CIP finalized with input from Finance
& Personnel Committee and supporting
documentation.
Draft FY16/17 CIP transmitted to City Council.
Draft FY16/17 CIP Presented/Discussed at City
Council Meeting.
Final FY16/17 CIP Adopted at City Council Meeting.
FY16/17 Budget Development/Adoption Schedule
Tuesday, January 5, 2016
Tuesday, January 5, 2016 -
Friday, February 12, 2016
Monday, February 15, 2016 -
Friday, March 4, 2016
Friday, March 11, 2016
Wednesday, March 16, 2016
Wednesday, March 30, 2016
Monday, April 4, 2016
Monday, April 25, 2016
City Administrator & Finance Director transmits
budget instructions to Department Directors.
Department Directors develop and submit budgets.
Deadline for submittal is February 12tn
City Administrator reviews budget requests and
coordinates with Finance Director and Department
Directors to develop Draft FY16/17 Budget.
Draft FY16/17 Budget (numbers only) transmitted
to Finance & Personnel Committee.
Special Meeting of the Finance & Personnel
Committee to review Draft FY16/17 Budget.
Draft FY16/17 Budget (revised) transmitted to
Finance & Personnel Committee.
Finance & Personnel Committee conducts 2nd
reJew of the Draft FY16/17 Budget.
City Council Annual Meeting —Adoption of FY16/17
Budget
Derik Morefield, City Administrator
McHenry Municipal Center
333 Green Street
McHenry, Illinois 60050
Phone: (815) 363-2100
Fax: (815) 363-2119
dmorefield@ci.mchenry.il.us
MEMORANDUM
DATE: October 26, 2015
TO: Department Directors
FROM: Derik Morefield, City Administrator
Carolyn Lynch, Finance Director
RE Transmittal of Instructions for the Development of the FY2016/2017 through
FY2020/2021 Capital Improvement Program
Attached to this memorandum is the schedule for the development of the FY16/17-20/21
Capital Improvement Program as well as the FY16/17 Budget. The purpose of this
memorandum is to provide you with information regarding the development of the FY16/17-
FY20/21 Capital Improvement Program and provide you with sufficient time to submit the
requested information.
Introduction/Overview
It's that time again, to begin the preparation of the annually updated 5-Year CIP for fiscal years
2016/2017-2020/2021. Once again, you are requested to submit your new projects as well as
review current projects and provide status updates for inclusion in the 5-Year CIP document.
As in recent years, the most critical CIP needs will attempt to be addressed first and,
speccally, those projects that must be implemented immediately to respond to regulatory,
safety, and/or like considerations will receive priority. As in previous years, it will be incumbent
upon you to accurately convey in your narrative, first and foremost, the project need and
secondly, the benefits to be derived by the public or others from the respective project.
The FY16/17-20/21 Capital Improvement Program will continue to be presented in a format
that includes narrative description and numeric charts and tables per the following chapters:
• Chapter 1—Introduction to Capital Improvement Planning
This section is comprised of a narrative description of the purpose and benefit of a
comprehensive Capital Improvement Program, as well as the CIP development process.
• Chapter 2 — Status of FY15/16 Capital Improvement Projects
This section will include an overview and status update of the various CIP revenues and
a status update of each project approved for funding in the FY15/16 Budget.
• Chapter 3 —Summary &Overview of the 5-Ye01 apital Improvement Program
This section is a broad overview of how CIP projects are prioritized, a definition of each
potential funding source, and a snapshot of projects being recommended within the 5-
year CIP planning period.
• Chapter 4 —General Fund CIP
This section identifies and describes all capital projects of greater than $10,000 that are
funded primarily through the General Fund. Project areas include: General
Administration, Public Facilities, Public Safety, Parks, Motor Pool,
Streets/Sidewalks/Signals, and Stormwater/Drainage.
• Chapter 5 —Water &Sewer Utility Fund CIP
This section consists of projects related to both the operations and capacity of the
municipal water and sewer utility system.
• Chapter 6 —Tax Increment Finance CIP
This section includes a description of projects recommended for funding within the
McHenry Downtown Tax Increment Finance (TIF) District through TIF revenues.
Prioritization
All projects submitted for inclusion in the 5-year CIP will be reviewed by the City Administrator
with each respective Department Director and prioritized according to their economic and
operational necessity in relation to the anticipated community -wide benefits to be gained.
Priorities will be established using the following classification system.
Priority A -URGENT
Projects which cannot be reasonably postponed. These may be to complete an essential
or partially -finished project, or to maintain a minimum level of service in a presently
established City program. Also, any project needed to address an emergency situation.
Priority B -NECESSARY
Projects which should be implemented within a few years to respond to anticipated
needs of current City services, or replacement of unsafe or unsatisfactory facility (ies).
Priority C -DESIRABLE
Projects needed for the proper expansion of a City service or facility, the exact timing of
which can be deferred until adequate funding sources can be secured.
Priority D — DEFERRABLE
Projects which would be needed for ideal operation but which cannot yet be
recommended for action. These can be postponed without detriment to present
services.
Projects that are ranked within the same classification can be distinguished further based on
public health and safety considerations, breadth of service area, and/or the availability of
matching funds from other sources. When determining the appropriate project funding levels
throughout the 5-year program period, one or more of the following options will be exercised.
• Recommend funding the project in the year and the amount requested by the
Department Director
• Recommend partial funding of the project in the year requested
• Recommend delaying funding of the project to another fiscal year
• Recommend setting aside a portion of the requested money each year to save enough
to fund the project in a future year
• Recommend that the project not be funded at all
Again, the Capital Improvement Program is a planning tool, not a budgeting tool, and as such
even projects that receive an "A" priority may not be able to be funded in any given budget
year. However, prioritization of projects serves as a guide in preparing the annual City budget
and can assist the City Council in arriving at project funding decisions given limited resources.
Instructions
The following are instructions for the completion of FY15/16 Status Updates and FY16/17 CIP
Project Requests.
Status Updates —All CIP projects that were funded in the FY15/16 Budget (regardless of
whether they were included in the FY15/16 CIP or added during the budget process or later)
must have a Status Update. The Status Update should include a one or two paragraph narrative
of project status. If the project has been delayed, deferred or canceled, provide sufficient
explanation. Also, if projected costs are substantially under or over the budgeted amount,
provide justification.
Project Requests — A Project Request must be submitted for all new or continued projects. It is
important to review previous years' CIP documents to ensure that projects do not "fall off of
the radar" just because they have not yet been funded. Also, please review previous Project
Requests to make sure that the information is up-to-date. Project Request narratives should
not only identify the scope of the project but what specific public benefit will be derived from
the implementation of the project.
Once again, in order to overcome the size and formatting difficulties that come with emailing
files, there is DropBox folder titled "FY1617 — 20121 CIP" which contains two sub -folders titled
"FY1516 Status Updates" and "FY1617 Project Requests."
Within the FY1516 Status Updates sub -folder you will find a file titled "FY1516 Status Update —
B/ank." Just click on this document, choose download, complete your status update for a
specific project, save on your computer using the format "FY1516 Status Update — Project
Name", and upload back into the FY1516 Status Updates DropBox folder. Download, complete
and upload a separate file for each status update that you are providing.
Within the FY1617 Project Requests sub -folder you will find a file titled "FY1617 Project
Request — Blank." Just click on this document, choose download, complete your project
request for a specific project, save on your computer using the formal "FY1617 Project Request
— Project Name", and upload back into the FY1617 Project Requests DropBox folder.
Download, complete and upload a separate file for each project request that you are
providing.
Please have all Status Updates and Project Requests uploaded to DropBox NO LATER THAN
Wednesday, November 25tn
During the week of Monday, November 30t" I will collate and spreadsheet the Project Requests
and the remainder of December will be spent meeting with you to discuss submitted requests
and prioritization based on the criteria provided.
As always, I am available for questions, clarifications, and to provide guidance on the CIP
pI ocess or the development of Project Requests and/or Status Updates.
Office of Finance & Accounting
Carolyn Lynch, Director
McHenry Municipal Center
333 Green Street
McHenry, Illinois 60050
Phone: (815) 363-2100
Fax: (815) 363-2119
www.ci.mchenry.il.us
COMMITTEE SUPPLEMENT
DATE: October 19, 2015
TO: Finance and Personnel Committee
FROM: Carolyn Lynch, Finance Director
RE: Discussion and direction of the 2015 City of McHenry Tax Levy collected in 2016.
ATTACHMENTS: 2014 Property Tax Limitation Worksheet
EAV Detail
Police Pension Required Contribution Detail
City staff is in the early stages of analyzing the property tax data for the 2015 tax levy. At this
point, the December 2013 to December 2014 Consumer Price Index for AII-Urban Consumers
(CPI-U) is at 0.8 (down from 1.5 last year). The CPI-U is used to calculate the property tax
limited extension which is limited under the Property Tax Extension Limitation Law (PTELL).
Currently, McHenry County is waiting for Nunda township assessments and once these are
received it is projected that estimated 2015 Equalized Assessed Values (EAV) will be sent out in
two to three weeks. Once the Estimated 2015 EAV (which includes new property) is received,
the Property Tax Limitation Worksheet can be filled out and the limited extension is
determined. The limited extension will include the 0.8 CPI-U increase as well as the increase
from new property. As the committee will recall, the City is not bound by PTELL because of our
home -rule status, but we have always reported the PTELL as a guideline and in the past have
followed the PTELL when taxes were increased.
The City has not increased taxes since the 2010 tax year (collected in 2011). The financial
position within the City has improved dramatically with the increase in sales and income taxes
above what was predicted along with the ability to control expenses. However, the City has
always levied taxes for the required contribution to the Police Pension plan. This amount
continues to increase, which means the general fund portion of the tax levy has been forced to
decrease since taxes have not been raised. The required property levy amount for police
pension for 2015 is $1,524,244 (an increase of $136,870 over last year). The corporate portion
of the levy was reduced $91,797 last year to fund the police pension contribution. It is
expected that the required contribution will continue to go up with increasing retirements and
salaries as well as changing actuarial regulations.
Staff is currently looking for direction from the committee on the amount of the property tax
extension that should be presented to the full city council on November 16tn
PTELL_WORKSHEET
City of McHenry, Illinois
Property Tax Levy
2014
Prior Property
New Construction
Annexations
Total EAV
Dollar Change
Percentage Change
Corporate
Police Protection
Band
Civil Defense
Audit
Insurance
IMRF
Social Security
Public Library
Debt Service
Police Pension
Public Benefit
Total
Extension
Extension %Change
PT -Yield
Corporate
Police Protection
Band
Civil Defense
Audit
Insurance
IMRF
Social Security
Public Library
Debt Service
Police Pension
Public Benefit
Total
Dollar Change
Percent Increase
15/16
Actual
2014
542375
,,932
11889,095
0
5441265, 027
(201361,834)
-3.61 %
0.2456
0.1007
0.0000
0.0000
0.0049
0.0919
0.0733
0.1036
0.0000
0.0000
0.2549
0.0000
0.8748
$4,761,635
Proposed
2014
1336
,,942
547,959
0
0
26,427
4991994
3991194
63,745
0
0
1,3871374
0
$4,761,635
0
0.0%
U:\C Black\Property Tax Levy\2015\LEVY_2015.xIsx2014-P-HISTSHT
Year
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Total Eav
$973429,797
101,063,521
109,2522700
1199893,514
143,490,204
171,490,204
193, 865, 832
220,550,512
248,464,716
267,773,417
284,5343858
312,4881385
332, 980, 773
3481539,706
370,468,143
393,071, 017
424,6181494
464, 537,185
518,137,074
568,108,099
615,3081446
688,546,159
769,212,014
837,018,200
8741117,280
8561374,044
8041222,926
$705,765,535
639,535,518
564,626,861
544,308,135
Change
3.73%
8,10%
9.74%
19.68%
19.51 %
13.05%
13.76%
12.66%
7.77%
6.26%
9.82%
6.56%
4.67%
6.29%
6.10%
8.03%
9.40%
11.54%
9.64%
8.31 %
11.90%
11.72%
8.82%
4.43%
-2.03%
-6.09%
-12.24%
-9.38%
-11.71 %
-3.60%
Equalized Assessed Valuation
(Includes Property Exemptions)
1984-2013
2.00% 3.00%
Change %
Existing (Over Prior New
Property Year Total) Property
$97,429,797
3.73%
8.10%
9.74%
19.68%
19.51 %
13.05%
13.76%
7.22%
7.77%
2.18%
9.82%
2.83%
2.25%
2.23%
2.02%
2.99%
4.92%
4.72%
4.99%
7.42%
6.68%
7.61 %
4.93%
2.24%
-3.66%
-6.42%
-12.46%
-9.61 %
-11.84%
-3.94%
11,816,080
10,843,220
11,434,066
7,932,816
13, 826,401
14,637,587
19,607,790
18,295,261
31,425,519
23,400,158
28,649,751
31,704,882
28,113,412
29,536,838
18,100,045
14,160,195
2,8341605
$1,644,008
$1,6132411
$770,469
1, 889,095
Change
177,538
80,021
219,929
-30.6270
150,145
-31.7370
74.29%
334,301
122,65%
5.87%
497,863
48.93%
33.96%
169,345
-65.99%
9%
726,913
329,25%
71.77%
262,695
-63.86%
-25.54%
735,693
180,06%
22.43%
21305,711
213,41%
10.66%
456,900
-80.18%
33%
141,260
-69.08%
5.
)6%
346,365
145,20%
72%
287,989
-16.85%
77%
621255
-78.38%
98%
0
-100,00%
00%
84,197
0.00%
-1.86%
0
-100,00%
25%
67,059
#DIV/0!
145.19%
43,108
-35.72%
EAV
Police Pension - City's Tax Levy Requirement
Tax Year
Amount Per
Actuarial Report
Difference
Levy Amount
2009
1/158/309
639,900
2010
11247,069
88,760
11247,071
2011
11171,844
(75,225)
1,2021074
2012
1/193/543
21,699
1/202/077
2013
11295,577
102,034
1,2951577
2014
1,387,374
911797
11387,374
201-5r
1,524,244
1 136,870
1 1,524,244
Derik Morefield, City Administrator
McHenry Municipal Center
333 Green Street
McHenry, Illinois 60050
Phone: (815) 363-2100
Fax: (815) 363-2119
dmorefield@ci.mchenry.il.us
FINANCE & PERSONNEL COMMITTEE
AGENDA SUPPLEMENT
DATE: October 19, 2015
TO: Finance &Personnel Committee
FROM: Derik Morefield, City Administrator
Ann Campanella, Human Resources Manager
RE: Consideration of an FY15/16 Budget Amendment for the establishment of a
Director of Building and Neighborhood Services
ATT: Draft Job Description for Director of Neighborhood Services
Prior to December 2014 Doug Martin, serving as Deputy City Administrator at the time,
provided oversight for the activities of the Department of Community and Economic
Development. In this role, Doug was charged with providing direction for all building inspection
and code compliance activities, planning and zoning processes, and business retention and
attraction (economic development) efforts.
With a strong desire to boost economic development efforts through the establishment of a
full-time staff person, in December 2014 Doug was given the title of Director of Economic
Development with a charge to focus 100% of his time on assisting existing businesses to remain
in McHenry and to bring new businesses to the community. Even in the relatively short
timeframe of the last 10 months since Doug's transition to this role, the effort has achieved
significant retention and attraction results. Examples include but are no means limited to: Big
R, Designer Shoe Warehouse (DSW), CVS Pharmacy, Black Diamond Plumbing and Mechanical,
Superior Felt (expansion), Dunkin Donuts, Door Service Inc. (DSI), and his unrelenting efforts at
working to maintain Fabrik in the community. In addition, Doug continues to expand economic
development awareness through the implementation of the McHenry Market Pulse blog, by
hosting regular networking events and open houses with real estate agents/brokers, and by
representing the City of McHenry throughout the region. Suffice it to say that this brief
summary does not even begin to describe the efforts that Doug undertakes on a daily basis to
promote McHenry as business —friendly community.
The City of McHenry is dedicated to providing the citizens, businesses and visitors of McHenry with the highest
quality of programs and services in acustomer-oriented, efficient and fiscally responsible manner.
When Doug's transition was made, the day-to-day oversight and direction for the building
inspection and code compliance functions of the Department of Community and Economic
Development were assumed by the City Administrator with an understanding that this would
be for an interim period of time. During the 10 month period that this situation has existed the
department has successfully completed the installation of the BS&A building inspection, code
compliance and project tracking software, and has dealt with an overwhelming number of
inspections due to the Spring 2014 hail storm event that resulted in hundreds of roof and siding
permits. However, due to the day-to-day demands of the position of City Administrator in
handling multi -departmental and community -wide issues, what is needed moving forward is an
individual that can develop and implement strategies that solidify and expand the city's building
inspection and code compliance efforts. This need was verbalized by Mayor Low at the July 20,
2015 Finance & Personnel Committee Meeting.
Based on this direction, the City Administration has reviewed job descriptions from a number of
communities and has developed a new draft job description for a Director of Building and
Neighborhood Services. A copy of this job description is attached. As envisioned, and
identified in the job description, this position would be responsible for directing daily building
inspection and code compliance efforts and, more importantly, working with staff, the City
Administrator and City Council, to develop specific goals and objectives in these areas and to be
able to regularly monitor building inspection and code compliance issues in a seamless manner.
Based on the City's wage and compensation matrix the pay range, based on qualifications, of
this position is between $82,284 and $120,131. It is highly likely that the hiring range be in the
lower 25% of this range ($82,284 - $91,746). It is estimated that benefits (IMRF and medical
insurance) would cost an additional approximate $35,000, for a total cost of between $117,000
and $127,000. Since funding for this position is not included in the FY15/16 Budget, a budget
amendment would be required to facilitate the recruitment and hiring of this position.
What staff is seeking from the Finance and Personnel Committee at this time, if there is
concurrence, is input regarding the scope of the job description and a recommendation to
amend the FY15/16 Budget in the amount of $127,000 to be forwarded to the full City Council
on November 2, 2015 for the purpose of hiring a Director of Building and Neighborhood
Services.
If approved by both the Finance and Personnel Committee and City Council, it is anticipated
that recruitment for this position can begin in mid -November with interviews in mid -to -late
December or early January and a start date of early February.
The City of McHenry
Position Description
Position Title: Director of Building and Departmentvision:
Neighborhood Services
Pay Grade: FLSA:
Reports To: City Administrator
Purpose of Position
Building alld Neighborhood
Services
Exempt
This position plans, coordinates, directs, and evaluates the daily operations of the Department of Building and
Neighborhood Services.
Duties include the review, development and implementation of proper building codes and code compliance ordinances
and the daily direction and supervision of commercial and residential building inspection and code enforcement activities.
The position also undertakes comprehensive studies and analyses of a wide range of municipal policies, programs,
organizational structures, procedures and services, assuming lead responsibility when assigned. Work is performed under
the administrative direction of the City Administrator,
Essential Duties and Responsibilities
The following duties are normal for this position. These are not to be construed as exclusive or all-inclusive.
Other duties may be required and assigned.
Ensures that various codes and ordinances relative to building inspection and code enforcement are regularly updated and
maintained for relevance.
Directs, supervises and prioritizes day-to-day activities of building inspection and code enforcement staff and contract
employees.
Provides oversight to the City's Administrative Adjudication Program.
Prepares and submits the annual Building and Neighborhood Services budget recommendations to the City
Administrator.
Receives and acts on resident complaints and information requests regarding building inspection and code enforcement
items and ensures that the City Administrator and City Council is continuously updated on these items.
Participates in staff meetings; discusses and reviews overall City problems and priorities, or directs projects having a
general citywide impact.
Serves as support and staff liaison to the Community Development Committee.
Maintains/fosters communication with residents, customers, other municipal departments and other organizations (such as
the McHenry Township Fire Protection District) to apply codes and ordinances relative to building inspection and code
enforcement activities.
Coordinates closely with the Director of Economic Development to ensure that development review and approval
processes relating to commercial and industrial development are handled in the most streamlined and expeditious manner
possible.
Provides effective and efficient customer services and promotes and maintains responsive community relations.
Researches and identifies training opportunities for Building and Neighborhood Services staff.
Manages efforts to identify and address distressed properties, collaborates with the City Attorneys office to develop an
action plan and follow through to resolution.
Performs special projects and assumes other duties as assigned by the City Administrator.
Minimum Education, Training and Experience Required to Perform Essential Job Functions
Bachelor's Degree in Construction Management, Business or Public Administration or related field; five years
progressively responsible related experience; or any combination of education and experience that provides equivalent
knowledge, skills and abilities
Thorough knowledge of government operations, general management, basic laws, principles, and regulations underlying
the municipal functions of city government.
Physical and Mental Abilities Required to Perform Essential Job Functions
Language Ability and Interpersonal Communication
Ability to decide the time, place and sequence of operations within an organizational framework, and to oversee their
execution. Ability to analyze and categorize data and information using established criteria, to determine consequences
and identify and select alternatives.
Ability to manage and direct a group of workers, including the ability to provide counseling and mediation. Ability to
persuade, convince and train others. Ability to advise and interpret regarding the application of policies, procedures and
standards to specific situations. Ability to provide formal instruction in a classroom or other structured setting.
Ability to utilize a variety of advisory and design data and information such as real estate listings, meeting agenda
materials, meeting minutes, architectural drawings, statistics, a variety of reports, marketing materials, press releases,
high-tech manuals, computer languages, accounting methods.
Ability to communicate orally and in writing with business representatives, developers, Boards, attorneys, city
department directors, development professionals, real estate agents and the general public.
Mathematical Ability
Ability to calculate percentages, fractions, decimals and ratios. Ability to interpret descriptive statistical data and reports.
Judgment and Situational Reasoning Ability
Ability to apply functional reasoning in synthesizing information and functions, and ability to influence others in
activities such as leading, controlling, managing, supervising and teaching.
Ability to exercise the judgment, decisiveness and creativity required in situations involving the direction, control and
planning of an entire program or multiple programs.
Ability to analyze complex public policy issues.
Ability to use automated data processing systems with a strong knowledge of computer software.
Physical Requirements
Ability to operate a variety of office equipment such as computer terminal, typewriter, telephone, fax machine,
calculator/adding machine and photocopier.
Ability to coordinate eyes, hands, feet and limbs in performing movements requiring moderate skill, such as typing.
Ability to exert light physical effort in sedentary to light work.
Environmental Adaptability
Ability to work under safe and comfortable conditions where exposure to adverse environmental factors is minimal and poses a
very limited risk of injury.
The City of McHenry is an Equal Opportunity Employer. In compliance with the Americans with Disabilities Act, the City will provide
reasonable accommodations to qualified individuals with disabilities and encourages both prospective and current employees to discuss
potential accommodations with the employer.
Building Neighborhood Services Director Date Human Resources Manager
City Administrator
Date
Date