Maurice West II endorses Frank Haney

One thing I’ve come to realize is that when change happens, we tend to give all of the credit to the person in charge. The same goes when things happen that are unfavorable. But what we fail to realize, is that a leader becomes an effective agent for change when they have the right people working along with them. Thus, I believe that we are in need of a leader with a vision, a plan, that the community can rally behind. That is why I endorse Frank Haney.

I look at Frank’s #ACT plan, a 19 point plan, and it gives me confidence in his candidacy. Why? Because his extensive vision for Accountability, Collaboration, and Transparency opens the door for constituents, like me, to make sure that Frank and his administration is Accountable, Collaborative, and Transparent. There’s a framework laid out that can be used to hold him to the high standard that he desire to bring to the Winnebago County Administration. And that’s what we need right now.

  • Maurice West II

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Frank Haney’s ACT Initiative

act-initiative-logo-social-mediaVision: Become the most accountable, collaborative, and transparent unit of government in the state of Illinois.

Local government needs to re-align to better serve taxpayers in the 21st Century through professionalization and best practice. It will take a team effort including staff, board, elected officials, and the community to develop and enact the best changes for taxpayers.

As Chairman, I will report out to the community on the following during my first year in office.

1. Restructure the County Administrative Leadership Team. Includes but is not limited to positions that impact other county departments such as County Administrator, Deputy County Administrator, CFO, HR Director, and full-time IT Director.

2. Implement the Winnebago County Government Report Card. Healthy organizations regularly take part in strategic planning to be intentional about goals and thorough in their analysis. Ongoing strategy must rest on performance and measurement of outcomes. Sustainability comes from data and planning not anecdotes and surprise. Each department will measure and report out. This will assist the administration, board, and community evaluate ROI to taxpayers. Bottom line: if taxpayer dollars or fees are being spent, then it should be publicly evaluated and reported out. No sacred cows. The system will evolve as the county evolves; however, the goal is to create a continuous improvement culture with a focus on outcomes, not politics.

3. Extend Winnebago County Government Report Card to include entities and programs that the county funds through their budget. This includes but is not limited to Host Fees and the 1% Public Safety Tax spending. This allows the county the opportunity to report out to the community on taxpayer ROI.

4. Reform external appointment process. Ensure quality appointments and alignment with non-elected boards. (Advise and consent with board)

5. Evaluate board committees. Create a Board Policy Committee to review ordinances and ensure governance-model is current with best practice. De-emphasize caucus process and emphasize board and board committee process.

6. Conduct an extensive internal and external efficiency / effectiveness audit. This is critical to ensure taxpayer ROI and proper funding of community priorities. No sacred cows. This includes but is not limited to: joint purchasing / resource sharing, reduction in duplicate services, and, when prudent, consolidation of local units of government. Note: consolidation of local governments and services is not always the solution. However, increased accountability and transparency should be the focus when consolidation is not the solution.

7. Eliminate the real and / or perceived culture of cronyism and nepotism. We will review this from three perspectives: leadership, HR policies, and transparency.

8. Improve the dynamic of the administration and board. Treat all board members as valued elected representatives of citizens, not just politicians or a vote to be counted.

9. Meet with county-wide elected officials on a regular, scheduled basis. Build trust, break-down silos, and create understanding about organizational opportunities and challenges. This includes but is not limited to an initial retreat, monthly group meeting and a monthly individual meeting.

10. Increase communication with the community. The State of the County will be a process of on-going updates to the community; not a single annual event.

11. Establish the Chairman’s Advisory Council. Ensure increased transparency and gain access to outside subject-matter expertise.

12. Establish the Chairman’s Youth Advisory Council. Ensure we are engaging young leaders before they graduate high school and leave for college, encouraging public service and a desire to return to Winnebago County to make a difference.

13. Review Finance Department – Internal Audit Department relationship. Revisit recent decision to transfer some finance duties to the County Auditor’s office. Is it really an independent audit if you are reviewing yourself? Is this best practice or a return to an outdated practice?

14. Conduct annual review of finance and human resource (HR) systems and processes. This includes the budget amendment process, bid process, risk management, and ethics policies. Benchmark against best practice in other county governments, municipalities, and the private-sector.

15. Amend lay-over policy. Discuss the possibility of lowering the number of affirmative votes needed to lay an item over to the next meeting.

16. Implement aspects of the State Comptroller’s vendor / campaign donor program.

17. Explore and implement board training. Include new members as well as on-going training for all board members.

18. Build synergy among local, state, and federal elected officials. Work with local, state, and federal elected officials to ensure a new era of partnership and better results for taxpayers. Communication, working toward alignment on key issues, and speaking with one voice as a region will be critical to future state and federal funding. Example: Work with state delegation on possible statute changes regarding consolidation efforts.

19. Rebrand Winnebago County Government. It is important to our image as a community and region that we upgrade the County’s brand.

GoFrankHaney@gmail.com              www.FrankHaney.Biz

act-initiative-logo-social-media

Haney announces Good Government PAC Endorsement

Haney announces Good Government PAC Endorsement

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Frank Haney, Candidate for Winnebago County Board Chairman, has been endorsed by the Rockford Regional Good Government PAC. Rockford PAC, is a new organization made up of concerned citizens who have created a political action committee that makes endorsements and provides funding for area candidates who espouse the groups values.

“I am very proud to be endorsed by the Rockford Regional Good Government PAC. This transformational group states that they support candidates “who commit to ethical, accountable and transparent government and to support initiatives that align with our community’s vision and values.” I am in total alignment with that statement and, in fact, I have been communicating that same message since I entered this race over a year ago,” said Frank Haney.

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“My campaign has been conducted in a very ethical and straight forward manner. My opponent, on the other hand, has sought to disseminate misinformation and outright lies about me and my supporters. He continues to attack my donors claiming that he is opposed to campaign contributions from anyone who might have some business with the county. He falsely claimed that my family members who own a restaurant, and other donors who never have and never will have any reason to do business with the county, are vendors to the county. This is an outright lie and he continues to spread these lies despite at least one of my donors confronting him on his lie,” said Haney.

“You can hardly expect “good government” from a candidate who makes things up as he goes. While my opponent makes an assertion that donors should not have any contact or contracts with county government he, in fact, has received $5,000 from the largest union that the county contracts with. He is either a hypocrite or perhaps the whole premise of his argument is even lost on him,” said Haney.

“My campaign is moving forward despite the mudslinging and lies coming from my opponent. With a little over two weeks before the election I plan to continue running a campaign of honesty and integrity and show voters that they can expect the same if I am elected Winnebago County Board Chairman,” said Haney.

For more information about the Haney ACT Initiative, go to www.FrankHaney.Biz.

act-initiative-logo-social-media

Kathy Kelley Endorsement

Endorsed-Stamp-358x200I am supporting Frank Haney for Winnebago County Board Chairman. My support is based on my friendship with Frank as well as my interaction with him on the Rock Valley College Board. Frank served as a member of that board as well as Chairman.

We accomplished many things in our time together that will help grow our workforce and serve our community well for decades to come:

– RVC Expansion of Aviation Maintenance Program

– RVC / OSF Nursing Partnership

– RVC Downtown Partnership with the RRSTAR

– RVC / NIU Engineering Partnership

I trust him because he is collaborative, transparent, and knows who he works for: = taxpayers of our community. Further, he understands the big picture but is not afraid to get into the details. Frank will be a great County Board Chairman. Please vote for him on November 8.

 

ACT Initiative: 19 Reforms for Winnebago County Government

act-initiative-logo-social-mediaVision: Become the most accountable, collaborative, and transparent unit of government in the state of Illinois.

Local government needs to re-align to better serve taxpayers in the 21st Century through professionalization and best practice. It will take a team effort including staff, board, elected officials, and the community to develop and enact the best changes for taxpayers.

As Chairman, I will report out to the community on the following during my first year in office.

1. Restructure the County Administrative Leadership Team. Includes but is not limited to positions that impact other county departments such as County Administrator, Deputy County Administrator, CFO, HR Director, and full-time IT Director.

2. Implement the Winnebago County Government Report Card. Healthy organizations regularly take part in strategic planning to be intentional about goals and thorough in their analysis. Ongoing strategy must rest on performance and measurement of outcomes. Sustainability comes from data and planning not anecdotes and surprise. Each department will measure and report out. This will assist the administration, board, and community evaluate ROI to taxpayers. Bottom line: if taxpayer dollars or fees are being spent, then it should be publicly evaluated and reported out. No sacred cows. The system will evolve as the county evolves; however, the goal is to create a continuous improvement culture with a focus on outcomes, not politics.

3. Extend Winnebago County Government Report Card to include entities and programs that the county funds through their budget. This includes but is not limited to Host Fees and the 1% Public Safety Tax spending. This allows the county the opportunity to report out to the community on taxpayer ROI.

4. Reform external appointment process. Ensure quality appointments and alignment with non-elected boards. (Advise and consent with board)

5. Evaluate board committees. Create a Board Policy Committee to review ordinances and ensure governance-model is current with best practice. De-emphasize caucus process and emphasize board and board committee process.

6. Conduct an extensive internal and external efficiency / effectiveness audit. This is critical to ensure taxpayer ROI and proper funding of community priorities. No sacred cows. This includes but is not limited to: joint purchasing / resource sharing, reduction in duplicate services, and, when prudent, consolidation of local units of government. Note: consolidation of local governments and services is not always the solution. However, increased accountability and transparency should be the focus when consolidation is not the solution.

7. Eliminate the real and / or perceived culture of cronyism and nepotism. We will review this from three perspectives: leadership, HR policies, and transparency.

8. Improve the dynamic of the administration and board. Treat all board members as valued elected representatives of citizens, not just politicians or a vote to be counted.

9. Meet with county-wide elected officials on a regular, scheduled basis. Build trust, break-down silos, and create understanding about organizational opportunities and challenges. This includes but is not limited to an initial retreat, monthly group meeting and a monthly individual meeting.

10. Increase communication with the community. The State of the County will be a process of on-going updates to the community; not a single annual event.

11. Establish the Chairman’s Advisory Council. Ensure increased transparency and gain access to outside subject-matter expertise.

12. Establish the Chairman’s Youth Advisory Council. Ensure we are engaging young leaders before they graduate high school and leave for college, encouraging public service and a desire to return to Winnebago County to make a difference.

13. Review Finance Department – Internal Audit Department relationship. Revisit recent decision to transfer some finance duties to the County Auditor’s office. Is it really an independent audit if you are reviewing yourself? Is this best practice or a return to an outdated practice?

14. Conduct annual review of finance and human resource (HR) systems and processes. This includes the budget amendment process, bid process, risk management, and ethics policies. Benchmark against best practice in other county governments, municipalities, and the private-sector.

15. Amend lay-over policy. Discuss the possibility of lowering the number of affirmative votes needed to lay an item over to the next meeting.

16. Implement aspects of the State Comptroller’s vendor / campaign donor program.

17. Explore and implement board training. Include new members as well as on-going training for all board members.

18. Build synergy among local, state, and federal elected officials. Work with local, state, and federal elected officials to ensure a new era of partnership and better results for taxpayers. Communication, working toward alignment on key issues, and speaking with one voice as a region will be critical to future state and federal funding. Example: Work with state delegation on possible statute changes regarding consolidation efforts.

19. Rebrand Winnebago County Government. It is important to our image as a community and region that we upgrade the County’s brand.

GoFrankHaney@gmail.com              www.FrankHaney.Biz

act-initiative-logo-social-media

Winnebago County Government: 7 Areas of Focus

As Chairman, it is important to have an “inside game” and an “outside game.”
Regarding the day-to-day running of county government (inside game), here are several areas I would focus on when elected on November 8: 
Values – People – Processes – Systems
1. Create a more sustainable, long-term approach to budgeting and planning.
2. Restructure administrative leadership team to reflect 21st century county government with a focus on aligning and serving other departments.
3. Improve transparency and communication internally and externally. This process starts with the county board and county-wide electeds but also extends directly to the public.
4. Implement culture-changing accountability, oversight, and efficiency reforms system-wide. This includes but it not limited to ethics, finance, HR, and IT.
5. Benchmark against leading local governments around the state.
6. Impliment a scorecard system for county expenditures to determine ROI with a focus on the 1% Public Safety Tax and Host Fee spending.
7. Re-evaluate process / objectives on appointments to other boards.
Policy

Public Comments – Winnebago County Committee Meeting

My “public comments” from the joint Winnebago County Board Finance and Operations Meeting (May, 2016)

Given the current situation at the County, I wanted shared some thoughts at the joint Finance / Operations Committee Meeting and asked the Board to consider the following:

  • Review of the County’s procurement processes; specifically when it comes to the use of outside legal and project-related consultants.
    • Outside expertise is needed to compliment internal talent; however, we may want to narrow what is considered an acceptable ‘no-bid situation.
    • Require that these decisions adhere to a public process (vs. closed door process) in which the administration recommends a course of action and the County Board approves, amends, or denies.
  • Review of legal contracts and MOU’s (memorandum’s of understanding) from three perspectives:
    • Risk management perspective.
      • Are we managing risk as it relates to the handling of taxpayer dollars?
    • Board approval process perspective.
      • What comes to the board for approval? What does not?
    • Legal perspective.
      • What contracts require legal review by the board attorney? Which do not?
  • Internal collaboration. Commitment from County-wide electeds; including the next Board Chairman, to operate within the established budget formally approved by the board.  This is critical and will take the commitment of all involved to front-load the discussion before the budget is passed.  This will require a total commitment to collaboration between the county-wide electeds to consider new cost-saving measures, sharing of resources, etc.  This will reduce the need to eliminate staff and / or increase taxes.
  • Board Approval. No more circumvention of the board process. Direction to department heads, whether elected or otherwise, should NOT come off-line from 2-3 board members nor from either caucus. They should come from official board action.  The confusion I witnessed the last month regarding the sheriff being given “a green light” to spend money that wasn’t formally approved by the board as a whole is odd to me. This is not fair to the sheriff, the rest of the board, or the community. 
  • Review of the Counties’ nepotism policies as compared to best-practice for public institutions around the state.
  • Re-financing of jail bond. Although I was not in favor of the recent jail bond re-financing for operational needs, I understand it was suggested as a stop-gap. I also understand that only one step in the multi-year process has been completed. I would recommend no further operational monies be spent from this strategy until the FBI investigation of the county has been completed and findings are shared publicly. I do not want to borrow additional monies that we may be able to find in our existing budget.

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