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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