League of Women Voters
of Elmhurst - Voters Guide for the General Primary Election |
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Gary Grasso |
| 1. Please describe the functions and responsibilities of the office you seek and explain why you are qualified to hold that office. As the Mayor of Burr Ridge and 10-year member of the DuPage County Board of Health, I am asking for your vote to become the next DuPage County Board Chairman. The DuPage County Board Chairman is the chief operating officer of the county government supervising the Board’s policies and programs. The Chairman sits on 14 County Board committees and appoints, with Board approval, members to 26 commissions and departments of county government. The Chairman’s role is very similar to that of being
a Mayor. A Mayor must not only lead the Board in governance and policy
initiatives, he or she must coordinate policy, operations and budget constraints
within the municipality. I am qualified to hold the office of Chairman because I have the education, professional and public experience, training, temperament and leadership qualities it takes to do the job well. From my professional training and experience, I know or will recognize many of the legal issues (including actual or perceived conflicts), zoning and planning issues, insurance and contractual requirements that are part of government today. I have led boards; understand the challenges of balancing budgets while dealing with unions and crushing pension obligations that are strangling county and local government caused by Republicans and Democrats in Springfield. I understand not only the need to protect the lives and property of citizens, but to look at those services with an eye toward consolidation and streamlining over-lapping waste and single-service governing bodies. My background is pertinent too. I grew up in a diverse community, am part of a minority certified law firm, and will bring those insights into the needs of serving a growing population of diverse residents. DuPage County is larger than six states, with about 900,000 residents and a $460 million budget. As a 10 year member of the Board of Health, I know the importance of first responder and changing health care programs to combat epidemics and increased mental health demands. As a litigator, I know the county court system; its pluses and minuses. As a Mayor, I know the challenges of providing police services over a fragmented, unincorporated mosaic of communities. The days of numerous layers of government are coming to an abrupt end. We must integrate and eliminate duplicative county, township and municipal services. We also should find ways to cross-utilize personnel services within county departments to become more efficient. I have advocated for these efficiencies and am part of committees studying the formidable obstacles they present. Nonetheless, consolidation of services must be on the agenda. Illinois has too many government entities. I have the temperament to guide discussions toward consensus; and where necessary say “No” respectfully, but forcefully. A Mayor or Chairman must see the big picture. Legislators can be single issue; territorial in approach. The Mayor or Chairman must advocate for all the residents. I have done this and understand the process. This experience is also crucial when dealing with county-wide elected officials and their budget demands. Though a Republican in philosophy of limited government and fiscal responsibility, I am not a Republican political insider. Given the political climate that Illinois state-government cultivates, that distinction should be significant to you. I am a capitalist in philosophy, and believe that government should support business; not hinder it with taxes or unnecessary regulation. I am the candidate with the sharpest vision, pertinent
experience and necessary education to be the next DuPage County Board
Chairman. 2. Do you see a need to reduce expenses in DuPage County government? If so, what do you propose? Yes, because a shrinking economy and lower property values will result is less money to work with to provide essential services to DuPage County residents. As a member of the Board of Health, we changed the business model to reduce our budget and provide more services. Chairman Schillerstrom singled-out the Board of Health in his September budget message for lowering our budget and increasing services to DuPage residents. I will bring that model to the County Board if elected.The County has a $460 million budget ($190 operating fund) and 900,000 residents – and our population is growing. We are larger than 6 states in these categories. We must learn to live within our means in a shrinking economy with a growing population. These dual facts will present us with daunting tasks that will require reduction of expenses and prioritization of projects based upon the true needs to protect life and property, and provide essential health and transportation services to the residents of DuPage County. Government should always being looking to reduce expenses, provided the core services of public safety, transportation and health can be maintained. To insure that we can provide these core services, we must devise a strategy to meet these goals using less money. The stark fact is that DuPage County, like all local governments, will have to do more with less money. There will be cut-backs and these cut-backs will result in fewer services and reduction in head count; hopefully handled through attrition and retirement. The principle way to continue to provide quality services is to slowly consolidate services horizontally within the County departments and vertically between the County, townships and municipalities. Consolidation: The down economy will now drive consolidation studies. I know the challenges of consolidation because I tried to consolidate the Burr-Ridge and Willowbrook police departments two years ago, but the economic driver was not there at the time. It is present now. As a member of the Board of DuPage Mayors & Managers, I chair the Intergovernmental Relations Committee. I am also a member of the Metropolitan Mayors Caucus (comprising over 270 municipalities in the Chicagoland area) Task Force on Service Delivery. In both these arenas, we are studying the pros and cons of consolidating certain police, fire and emergency services for example. It is essential to invite the stakeholders to discuss areas of potential consolidation so that all viewpoints are considered. Some of the immediate areas might be sharing of equipment and fire houses, and EMS services without the need to send fire equipment on all calls. I realize that DuPage County is not in the fire protection business directly. But, consolidating certain fire protection and emergency services should be studied because they are most expensive (and most important) services government provides. Significant savings to the taxpayer may be achievable while the efficiencies should result in maintaining or increasing these essential services. Two of the most immediate areas that the County can investigate reducing its budget or redirecting funds are technology upgrades and reduction of the demand for the Sheriff to police unincorporated areas of the County, particularly in the eastern parts of the County where there are smaller and more fragmented unincorporated areas near municipal police forces. We also have to upgrade our technology to be able to reduce headcount and personnel needs. It is my understanding that the county still relies heavily on a main frame computer system. We have to go wireless, use PCs or Macs and educate staff to the technology efficiencies and data storing to become more efficient and lessen head count. For example, we have centralized medical records in the Health Department so that we do not have to recreate profiles and collect data when a resident visits a different facility in the county. Electronic filings of court documents, field computer laptop usage for sheriffs, GIS systems for road, sewers and other infrastructure needs are other areas where technology can increase services and reduce head count. Government is service intensive. Consolidation of government services from police and fire to public works, health and mental care, road and bridge repair and shared technologies must be part of government planning in the years to come. Given the service intensive nature of government and pension obligations that are so much a part of government, the County has to streamline and consider private options in order to streamline service delivery. Pension Reform: Springfield continues to vote for pension increases for government employees, police and fire when these benefits already seem to be more than adequate when compared to the private sector. Springfield legislators, Republicans and Democrats alike, vote for these increases and then tell the County and municipalities to pay for them. That is pandering for votes, not good government. Pension issues are a significant factor as counties and municipalities struggle to meet these unfunded mandates from Springfield that dole out benefits with no consideration of how municipalities can pay for them. If Springfield truly believes such pension benefit increases are merited, then Springfield also must find the revenue for them and not simply shift the payment of these increasing benefits to local government. Pension obligations will crush our ability to provide services as more and more operating funds have to be shifted to pension obligations. A down economy makes the situation worse for county
and municipal government because we have fewer precious dollars to work
with and yet we are forced to restore losses that have occurred in all
plans. 3. Indicate some environmentally friendly endeavors you want the county to pursue. How important are utilizing environmental friendly building standards and practices in new construction? Would you support this even if it meant increased construction costs? I am sure everyone supports “going green”
to save energy and preserve our many resources - where it makes financial
sense overall. I certainly do. One of my sons is a School of Public and
Environmental Affairs (SPEA) (“green”) major at Indiana. DuPage
County should lead the way in this philosophy while still keeping its
eye on costs. As a practical matter, we may be limited in what we can
actually accomplish for two reasons, our major county buildings (administration,
courthouse and sheriff) are relatively new, and for current projects the
economics of going green may be too dear in these tough times; at least
for the next few years. Nonetheless, DuPage County has to show leadership
in these important endeavors and explore tax incentives to companies and
contractors who will build green friendly facilities and infrastructure.
The installation of solar panels and exploring the cost-benefit of creating
green roofs should be a regular part of any new construction project.
But, until we turn the corner, I would not support a green project if
it meant substantial increases in construction costs. 4. Given the current economic climate, would you support a salary freeze or reduction for DuPage County elected officials? Yes, I would and believe it is necessary to set the example.
The actual cost savings to a $460 million operating budget will be negligible,
but the message is enormous. Facing a future of reduced services and headcount,
the leaders must set the example and significantly cut their compensation.
After all, county board members and the Chairman are part time compensation
positions; although the time demands are much more than part-time. 5. What three specific initiatives would you like to accomplish during the upcoming term in office? In tough times, leadership is essential. We have to
provide hope for our future and those that will follow and vision to
get the essential projects done that will insure that future. I favor
responsible growth, business oriented development and expanded use of
our spectacular forest preserves. I have advocated and helped to plan
infrastructure growth wherever I have served the public; from an expanded,
new public library in Western Springs, extensive renovation of the St.
John’s parochial school, and now a village defining center of
shops and eateries with commercial and residential condos, and a new
police facility and veterans memorial in Burr Ridge. In that vein, I
favor and will promote: 2. Infrastructure improvements with responsible bonding such as expansion and widening of Route 59. As the just opened interchange at Eola Road and Interstate 88 demonstrates, prosperity follows ease of ingress and egress to the County’s transportation center. With properly defined revenue streams, government should take advantage of historically low bond rates to sustain and grow our infrastructure. 3. Cross-utilization of County personnel and consolidation of services with commensurate upgrade of technology. Government will have to get much more efficient with shrinking budgets over the foreseeable future. A fourth initiative will be to bring an arts / music venue
to DuPage. I do not have specific plans, but would like to form a citizens
committee to explore the concepts. We can look to Ravinia as one proven
product venue. The Morton Arboretum outdoor concerts can be another working
model. Possibly the forest preserve officials would like to discuss a
private-public project. 6. What is the best way for county government to advance economic development and create jobs? Springfield has crippled this State for existing business and provided no incentive for new ones to locate here. Thus, the County has limited options to make an immediate impact. The County must, however, maintain and improve our infrastructure and transportation so that businesses stay or want to come to DuPage.My long term plan to advance economic development is to keep DuPage a special place to live, work and raise a family. This goal is more than rhetoric. Our proximity to Chicago and O’Hare, to business and first class medical facilities, millions of consumers, workers and transportation opportunities, give us the potential of forming public-private alliances to provide the level of services that will sustain current businesses and bring new ones. With a $460 million revenue stream, we should be able to set aside sufficient funds to finance bonds at historically low percentages within a contractor-hungry bidding process to build and improve infrastructure. That includes our highways and roads, and storm water needs along with technology improvements. So, in the short term, we must sustain our infrastructure to advance economic development and create jobs. Public-private alternatives to health care, staffing and certain services have to be explored not only to relieve reliance on government, but lessen the need for public supported salaries and pension programs that are becoming so onerous that they take away much needed monies from operating funds. The Chairman also has to be an advocate for common sense government beyond our County borders. Springfield has shown an inability to govern in the long term. The state government is encumbered with seniority related privilege concentrating power in the hands of a few politicians. Thus, the Chairman has to lead the call to change the workers compensation laws, push sensible tort reform, and show business that it will not be overly taxed. Increase of the income tax and any discussion of a gross receipts tax are counter-productive and will only drive business away and keep others from coming to Illinois. There has to be meaningful legislation from Springfield before Illinois will be attractive to new business that will grow jobs. This includes a constructive dialogue with the unions. Unions are necessary stakeholders and have to be convinced, not confronted, that reform policies are in the long-term best interests of their members.
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