CITY HALL DAYS

After I got married my outlook on life changed. I had to become responsible and serious. Changing jobs, every 2 or 3 years, was no longer acceptable, it was time to settle into a secure career. It was time to get off the roller coaster. The opportunity came when I answered an ad, in the Chicago Tribune, for a Systems Analyst position with the City of Chicago. I was leery of government, but applied anyway. Working for government presented a negative perspective. I got a reply for an interview. The first step was a programming test. I passed, than was interviewed by a Systems Manager in the Chicago Data Center. I was hired. My start date was April 15, 1970, the salary, $10,700.

I was assigned to Lavern Breen who was to become my mentor and friend. She was great. You couldn’t ask for a better person to work with. She wanted me to succeed. I was assigned to work on the Board of Health Birth and Death System. Again I was fortunate to work with some wonderful people: the manager Henry Stanton and Jim Masterson, Chief Statistician. My responsibility was to ensure that a statistical report of births and deaths was prepared every Friday for the CDC (Center for Disease Control) to develop national figures for analysis. The assignment lasted 3-6 months.

I did very well, I passed the 3 month review and received a raise, I passed the 6 month review and got a raise and I passed the one year review and got a raise. I soon was promoted to Senior Systems Analyst and in a short time Principal Systems Analyst. I was beginning to make money. And Fred Farris said I should be an accountant! The environment fit my skills and personality. The only problem that came up in my first days was receiving my first paycheck My check was held up. They put a brick on it. I couldn’t understand it. I got the job through the Tribune, passed the requirements and was performing my duties. This upset me. I was mad. I wasn’t sure what to do. Than, I thought, that since I had been a member of the Illinois National Guard and General Kane was Director of Gun Control, I should talk to him. I went to his office and told him the situation. He told me it might be a good idea to see my committeeman since I was working for a political organization. I nodded my head and went back to my office. By the time I got back, my check was there. The General had made a phone call and resolved the situation. The Data Center Managers heard what I did and weren’t pleased with my actions and spoke among themselves about being more careful on who they hire. For the rest of my tenure no one approached or talked to me about politics. I never went to my committeeman and remained non political.

In time Laverne introduced me to Mike Hogan, from the Department of Personnel. Mike was in charge of Payroll Certification and coordinated personnel systems with the Data Center. Mike became a true friend and helper in moving my career forward. He was honest and realistic. He was interested in doing a good job. In time Mike transferred to the Chicago Fire Department and wanted me to replace him in Personnel. The timing was perfect, for I was to face some of the biggest system challenges the Department of Personnel would ever encounter. At the time, the Department of Personnel was dependent upon the Data Center for its data processing. As I became familiar with the systems, I began to plan the reorganization of the data processing needs for the DOP. I was fortunate that the Data Center had sent me for classes in Systems Development and Analysis at the Federal Building. These classes laid the foundation for much of the work that was to follow. The education provided me with the knowledge and approaches needed to bring about the changes necessary to meet the challenges in a timely and efficient manner... Two areas were of concern: Personnel Records and Examinations. I was about to venture into something unheard of, challenge the data center, and move some of the technical responsibilities to the User Department. This was rejected by the Data Center. Dr. Pounian, Director of Personnel, backed my position and took our proposal to Mayor Richard J. Daley. We won and were able to purchase our own Mini Computer, Entrex System. By this time I was enlisting the help of Lester Ascher, who moved from the Examination Division to my Systems Unit. Lester was a good technician and quickly learned to run and manage the Entrex. We became a team. I not only needed someone to manage Entrex, but also the expertise to write programs to create and modify systems. I applied for and received several grants to fund changes to the Certification System and to build a Biographical Examination Entry Program (BEEP). Again, I was fortunate to enroll the part-time help of two former DC Programmer Analysts to accomplish these tasks. Janis Kelly, former Programming Manager, took on the Certification project and Joe Tumminaro the BEEP Project. For $10,000 we put in place two excellent systems.

The BEEP System eventually grew to not only capture examination biographical data but encompassed the complete exam process: preparing exam notices, exam lists, statist tics, logistics, and other needed information. BEEP was instrumental in the processing of the Police and Fire Exams in the 70’s and 80’s. The system managed over 40,000 candidates for several police and fire exams and established the logistics for exam sites as well as test scoring. We also captured oral and physical exam data. Lester and James Jackson were instrumental in utilizing the data to generate the statistics used to defend the City in numerous court cases. There were times that we worked into the night, taking over the City’s two IBM 360 Computers; to prepare the statistics and information needed to meet court deadlines.

While building the exam systems, Florence Brophy, Manager of Test Scoring became ill requiring me to assume responsibility for the Test Scoring Division. We made some changes and McKinley Rogers became supervisor. Mac did a good job and was an excellent support person during this critical period in the City’s history. We modernized the file systems and kept pace with new technology to enable us to process the large number of applicants. .I also accepted responsibility for the Personnel’s Administrative Division which included: mail room, tuition reimbursement, photo id, reception room, purchasing, and most important the Budget. This assignment came because of my suggestion to Dr. Pounian that we needed better management of the budget. I was given the title Director of Systems and Administration... I had a fine staff: Connie, Eleanor, Olga, Lilly, Paula and more. With good people the job was enjoyable and successful.
We forged ahead in automating Personnel Systems and setting the model for other user departments. The changes wouldn’t have been possible without the fine work and effort of everyone involved. It was a team effort.

The environment was fascinating. We were part of history... Some mornings, when we went for coffee, at Counselors Row, across from City Hall, we would see legendary Aldermen: Keane, Roti, Vydolyak, Burke and others. This was a historical meeting place. When you were lucky, you might see Mayor, Richard J. Daley walking briskly through the tunnel of the Civic Center (Daley Center) to a meeting. The period was famous for its Council Wars. It was exciting to watch the Aldermen conduct business. One of my tasks was to sit on test panels for Police and Fire Exams where I had the pleasure to meet many of the top brass that commanded Police and Fire Units. I remember sitting on one of those panels, on a Friday before Memorial Day, when a plane crashed at OHare, killing over 190 passengers. The commanders were quickly sent to the crash site. To look back and revisit the accomplishments and events is amazing to know we participated in such an important period in the history of the City of Chicago...

Keeping morale was a priority. With the help of Katie we introduced “Scoop” to the DOP. It was a monthly newsletter of the Department’s happenings. Dr. Pounian would have preferred a literary piece, but Scoop was designed for and well received by the employees. After a year or two we disbanded Scoop and restructured it at Christmas time as a means to exchange season greetings and collect money for charity. We sold space in Scoop and donated the money to charity. Debbie provided much of the art work and the idea became a big hit. The Christmas Party was also a favorite, for $3 you got a hot lunch along with a raffle and Christmas Carols. The Department was like family.

The Department provided me with the opportunity to get a Masters Degree in Public Administration. Under the Tuition Reimbursement Program I went to DePaul U. from 1976 to 1980 gaining a degree that enhanced my career. In the early eighties, I found that there was a Superior Service Award for top employees. Knowing that no one would nominate me, I conspired with Lester to write a nomination letter. I was selected as a top candidate in the Supervisor category. I did not win, but did receive an honoree certificate. In a similar case, I tooted my horn to go to the City’s Executive Development Program. If you didn’t speak up, no one would do it for you. As a supervisor I also attended the Media Program at the Police Academy which instructed employees on how to work with the media.

During my 15 years the saddest day was in December 1976 when Richard J. Daley died. I believe it was late on a Friday afternoon that he passed away from a stroke. The Mayor was replaced by Michael Bilandic. Unfortunately for Bilandic there was a big snow storm in 1979 that provided Jane Byrne the ammunition to defeat him in the next election. . Byrne had a fiery term. She seemed to cause all kinds of rumors and problems. I remember her assistant, Lou , asked me for a list of personal information on all Police or Firemen. I didn’t know what do, so I had Lester prepare the list. When Lou called for the report I gave it to Dr. Pounian... I advised Lou to see Dr. Pounian; the Doctor threw him out of his office. There was a period of time after that that the Doctor was on the hot seat with the Mayor. Byrne lost in a bid for reelection to Harold Washington, Chicago’s first black mayor. City Hall changed. What bothered me was the attitude of Harold Washington’s followers; they thought it was now their turn to get their share. I went to a meeting that was conducted by Bernie Barfield, The Mayor’s Chief of Staff, instead of asking people to do a good job; the message was to protect the Mayor. It was inappropriate, you don’t make a good City by protecting one person, you make a good City by everyone doing a good job.

There was a time when I worked in the Data Center that the Director called everyone into the conference room to remind them that it was Election Day. He told us to remember who our employer was. Remember, vote early and often. Only in Chicago. St. Patrick’s Day was a big day during the Daley Administration. The Irish had great pride and ready to party. We normally got off at noon to watch the parade. It was interesting and lively. I had the opportunity to work with the Budget Director, Comptroller along with the Director of Personnel. I would have to say it was my most rewarding and challenging position. I will always remember the fine people and the binding of family that was alive in the Department of Personnel.

During my stay with the City of Chicago We bought a house at 5436 S. Avers. My wife was working at Christ Hospital and my son Georgie was one year old. I commuted via the Archer Ave. bus to downtown Chicago. Later in the 90’s the elevated was expanded to Pulaski and would have made the commute faster. We were members of St. Turibius Parish, where Georgie went to school and would graduate. We were active in scouts, Band, and later the school board. Georgie played the organ, sax and clarinet and was successful in many competitions. He took instructions from Mr. Stan Robson and Otto Nagle and joined Nagel’s Spartan Band. The Spartan Band was also known as the Rafter Rats and played at Chicago Sting Soccer games. Turibius kept us busy and active. Monsignor Mroczkowski was the pastor and was an excellent spiritual and administrative leader. One of the memorable moments was in 1979 when I got 2 tickets to attend Pope John Paul’s, Polish mass at Five Holy Martyrs parish. It was held outdoors and I attended with Georgie. We admired John Paul and were hoping to have a child and name it John Paul... In 1980 after 10 years, we didn’t have a John Paul; we had a lovely girl, Carrie Marie Tarasuk. We had been in the neighborhood about 10 years when things started to change. The two frame homes to the south of us had changed hands and the owner, a realty firm, started renting to different types of people. The worse was to happen when he rented to a well known drug dealer. There was a lot of activity to which the neighbors did not take well. Reports were made to the police but little happened. One day, they nabbed him with angel dust in his car. That’s when we found that he had prior arrests for selling drugs to teens at SW Side schools. The neighbors picketed the realty office and forced the dealer to move. He was followed by one of his customers who lost the home. This created a question, do we want our children to be raised in this environment.

The affects of a changing environment and the change to the Washington Administration created a dilemma: should we make changes. The City’s residency requirement was clear that you had to live in the City and job stability under a Washington Administration was questionable. Some said, wait and there would be change, but what if I was forced out. The decision was to find a different position. This was not easy. Through some networking, I was able to find a position with the State of Illinois’ Department of Employment Security. The decision was made to move and end 15 exciting years at the City of Chicago. The best job one could ever expect to have.