Development of customized information systems that can be used to measure performance and improve the effectiveness of public programs. Professional development programs and executive education services designed to bolster the skills of decision-makers and to expand public participation in local, regional, statewide and national policy making.
Contact
Greg Kuhn @ gkuhn@niu.edu, 815.753.3705
Local government managers and elected officials need conveniently-located, low-cost, one-day executive training workshops to update their skills on a regular basis.
In 2004, CGS developed the Civic Leadership Academy, a non-credit certificate program that provides an annual cycle of one-day workshops on practical topics central to effective governmental leadership in the 21st Century.
Now entering its sixth year, 60 individuals have earned an NIU certificate in Civic Leadership. The workshops create new opportunities for CGS staff and NIU faculty to share new information about critical issues facing local governments in our region and for government officials to learn together.
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DuPage County government had not taken a unified, strategic look at the scale and scope of its many services for approximately ten years. During that time, its population had increased to almost one million, its diversity had been transformed by broad social changes, and its economic base had risen to more than 500,000 jobs.
CGS worked with senior leadership to organize an initial set of meetings among senior executives from each department to assess the potential value of a more systematic strategic planning process. CGS and senior leaders then designed a year-long process to obtain input on strategic priorities from the County Board, elected county officials, community leaders, municipal officials, and the general public from all six County districts.
Stakeholder input was compiled and CGS facilitated several meetings of the County Board that resulted in a comprehensive strategic plan for DuPage County government. A Board committee was created to oversee a new annual process of updating and refining the strategic plan to align with the County’s annual operating budget. New teams of middle-level managers from across all County departments were created to implement new initiatives identified by the strategic planning process.
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New administrative leadership at the DeKalb Park District sought to undertake a comprehensive strategic planning initiative that would seek input from the governing board and senior staff but would also engage employees and members of the community.
CGS developed a strategic planning framework that included a coordinated series of facilitated planning sessions, focus groups, and a community survey.
The District took a fresh look at its goals and its priorities with the benefit of input from throughout the organization and the community it serves. A concluding leadership retreat identified and prioritized more than 45 short-term and long-term goals.
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The Village of Lisle wanted to strengthen its ability to provide high levels of service to the public by ensuring that all Village staff members shared the same understanding about the Village’s mission.
CGS designed a series of surveys and meetings that engaged employees from all Village departments in identifying a set of core values relating to providing the public with uniformly high levels of service.
A clear set of organizational values was produced for use by staff and managers throughout Village government to define high levels of service to the public.
The Village of Tinley Park needed to know if the wages and salaries paid to its 170 full-time employees in more than 50 positions were competitive and fair.
CGS identified comparable communities, designed a custom salary survey, and conducted job factor analyses to comprehensively analyze the Village’s personnel system. The study addressed external competitiveness, internal equity, and the cost-effectiveness of the system.
The CGS analysis included an updated and re-designed plan that was adopted by the Village. The plan included different compensation structures for front-line and management employees, the introduction of performance based merit, exemplary performance awards, and a Village-wide performance appraisal system co-designed by employees.
Residents and state leaders need systematic and representative information on public attitudes, values and expectations with respect to the performance of elected officials and policy issues facing Illinois.
In 1984, CGS developed the Illinois Policy Survey and has been collecting data on citizens of the state since then. Core questions asked every year are supplemented by questions of topical interest.
Now in its 25th year, the survey is a valuable tool for current and comparative analysis of the public’s perspective on issues facing the State of Illinois. Current print copy (and surveys for previous years) are available upon request.
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