DON'T ROCK THE BOAT, A STORY OF WORKING FOR A STATE AGENCY

After leaving the City of Chicago I was hired by the State of Illinois, Department of Employment Security. I believe my title was Information Executive. My job was to manage 10 or 12 programmers who maintained accounts payable and general ledger software. My first day set the course for the next eight years. My Manager presented me with a number of reference manuals to the packages I was to manage. There was no conversation, no direction. After that initial meeting, I was on my own.



I quickly learned that the State operated differently, from the City. The City was internally controlled and independent. City workers came through the Civil Service System and selected off a list of qualified candidates. If they were political, they had some related experience or training. The State operated their personnel systems differently. Many of the programmers, that I was assigned, appeared to have political clout and lacked the experience or training to meet expectations. To meet expectations the State used a number of Consulting Firms to run their systems. This was the main difference between the two organizations. The City was independent and used their own staff. In comparison the State provided little opportunity to be creative to design systems. I had a few good programmers I could depend on, after that it was a challenge to get things done. My style of management was different. My first task was to get to know my people and for them to get to know me. I wanted to know what they could and couldn’t do, what were their skills. Each morning I would say good morning to each staff member and check their progress and ask if they had problems. It was not to be intrusive, but to build unity and a team to get the job done. I wanted them to be comfortable and to trust me. Some had no problem with that, but a few were secretive and protective of what they considered their turf. This was a different environment. As I acclimated myself to the work area and the people; I noticed many competent, hard working people. It dawned upon me that maybe my area was sort of a dumping ground for political favors. It was not the people’s fault, that’s the way the system worked. Eventually the message came through, don’t rock the boat, keep quiet and do what you’re told.



One of my early experiences was with a programmer named Roger. I liked Roger; he was an intelligent, smart man, but not a programmer. It was time for his review and I had to sit down and discuss his performance. I was honest and told him I could not recommend him for a raise because of his lack of performance. Roger was very persistent, and kept arguing his viewpoint and wouldn’t give in. I didn’t believe it, this carried on for several days. Finally, I relented, Roger got his raise. My logic was that no one cared, that was the system, why fight it. This was pretty much the story. What was needed was the opportunity to send those in need for more training. Unfortunately, that wasn’t about to happen.



Every year the agency went through a process called RFP or Request for Proposal. It was the process to select the consulting firms that would create and maintain the agencies systems. There would be six to ten firms that made presentations. It was the responsibility of the data processing managers to select the firms to be awarded contracts. It was a repetitive process. Some firms had been working at the agency many years. Selection was based heavily on agency experience. Some of the consultants had been working at the agency so long they could have qualified for a state pension. Most of the firms had excellent reputations and did outstanding work. I only found one that was arrogant and overbearing. They thought they ran the place. Instead of working for us they thought we worked for them. From the sidelines I could see the favors that the consultants bestowed upon top management: tickets, lunches, dinners and more. This was how things were done and this was a culture that had grown over years.



Employment Security did not provide a competitive environment for individual growth. I wasn’t one to sit back and be quiet. I was ambition and still had the fire to succeed....I had plenty of drive and energy to compete. I filled out the civil service forms for promotion. I was qualified with grades qualifying me all the way to the Director of Data Processing. I didn’t see much opportunity at Employment Security so I sought opportunities at other agencies. It was a brick wall and I didn’t want to move to Springfield. For example, when the Data Processing Director retired, my manager was appointed DP Director. Being on the list and being qualified; I felt I earned the opportunity for an interview. My education and work experience was superior to the chosen one who had just received his bachelor’s degree. The DP Manager’s spot went to an outsider. I remember they had a meeting to introduce her. She was a nice person, but I had to know something about her background and experience. What’s wrong with asking honest questions? Wouldn’t you expect someone to be proud of their credentials when receiving a high respected position? When I asked about her background and credentials everyone was aghast. I had just thrown a bomb of inquiry into the room. To this group it was a no, no. There was no reply to the question. She was to remain unknown. That was the system and how things were done. Don’t’ rock the boat, do what you’re told.



After moving to Homer Township I became politically active. I was President of the Old Oak Estates Home Owners Association, then I founded HURTS (Homer United to Reform Tax Systems), and finally joined the Republican Party to work for change. I ran for Precinct Committeeman and won by an astounding 7 votes. As a candidate I didn’t stir up much enthusiasm or support. I was honest and said what was on my mind. I was not a politician. As a member of the Republican Party I got to know many Federal, State and County officials. I diligently worked my precinct to get many elected. .I was featured in newspaper articles on taxes, water and incorporation. My letters were respected in the newspapers. I was featured as a South Towner in the South Town Newspaper. I was a voice in Homer Township. I considered running for Township Supervisor but was told it would be a violation working both at the State and the Township. I accepted the advice and dropped the subject. I still had the problem of stagnation at Unemployment Security. With my new identity in local government I approached the Chairman of the Will County Republican Party to see what he could do to remove my shackles. I guess he was in as much disfavor as I was, it was no cigar. In fact it wasn’t long after that he was replaced as Will County Chairman. Was there a political brick on my advancement or what was needed to move within the State System?



About a year after joining the State I remember sending a donation of $50 to the Thompson Campaign. .I had never donated before, for some reason, this time, I sent the money. Well, would you believe, shortly after that, there was a layoff. I happen to overhear someone mention my name for layoff; I guess I wasn’t one of the guy’s favorites. The reply was, we can’t touch him. Do you think it was the $50? What a system.



In time I was moved to manage a different unit that was responsible to maintain PC and Peripheral Systems. I also worked with and coordinated some of the work done by the telecommunication unit. Fortunately, most people were very competent. This kept management away and we were free to do our work. Except for the assignment of one person, it was uneventful. They assigned the former director’s secretary to my unit. You knew she was being dumped. I had no problem with her and tried to find things that she could do. Unfortunately she was not a favorite of the new DP Director and this created problems.



The DP Director did give me an assignment. It was to reconcile bills for telecommunication lines. It appeared that the agency was approving IT bills with little understanding of what they were paying. I tried to explain to him that I was not qualified to reconcile these bills; he needed someone who understood the internal system and telecommunications. He didn’t accept that, and said “get it done”. I guess he had me. GOTCHA! I tried, using telecommunication people for input, it was too much of a mess. It was as bad as going into a cable closet and trying to straighten out the wires. If there was anything he could hang me with, it was this assignment.



In the meantime my involvement in Homer politics centered on property taxes, which had doubled in a few short years. I concluded that to change my work situation, I would have to work from within the system. After becoming a Precinct Committeeman I attended meetings and became vocal in my efforts. My involvement gained me the opportunity to to know many State political leaders; I supported Jim Edgar and campaigned heavily for him. In his victory I delivered 73% of Homer’s 12th Precinct. I was on the Joliet radio station asking him questions and writing letters supporting his candidacy, I supported the Congressional Candidacy of Harris Fawell helping him gain favor in Homer. .I supported and worked to elect many of the local State Reps and Senators representing Homer. I had become a heavy hitter in Homer Township. Well, with this growing reputation you would figure I could get some help to move out of Unemployment Security. The day did come when a State Senator arranged for me to meet Bill Cellini in Springfield. I had no idea who the man was or his power. Many of the Reps laughed, because they felt George was going to take on the State. When I came for the meeting, I didn’t meet Mr. Cellini; I met his assistant. Nothing came of the meeting. Afterwards and a better understanding of who Mr. Cellini was, it dawned on me I should have brought a gift. He was the bagman. This was not my style; I went to sell my skills and leadership not my soul.



By 1993 or 1994 I was entrenched in a dead ended career. I was unhappy and I was quite sure my Manager/Director was not happy with me. Well, it came to a head in 1994 when the agency was asked to downsize. I was called into the assistant manager’s office and told I was being laid off. This was interesting because it appeared that those with connections weren’t touched. I had given no money, only my time in supporting Republicans. Jim Edgar was Governor and he followed the playbook established by the powers in Springfield. I talked to several people, but found that no one remembered the work and support I had given them. They didn’t know me or wouldn’t put in a word to help. In fact, some my fellow employees wouldn’t even give me a hi on the street. How did everyone get so brainwashed. Politics was raising its ugly head. The advice was to see my State Representative. My Rep was Brent Hassert. I made an appointment and went to talk to him. My objective was to find out why I was let go. I wanted to know what the going rate was for a state job. The people I knew that were let go had no political connections. In my case they never let anyone go at my job level. I knew it was personal. The DP Manager/Director took the opportunity to get rid of a nemesis. Where did he get all this power? So I went to Lemont to see Representive Hassert. I was greeted in a strange manner, instead of inviting me to sit by his desk; he positioned me 20 feet away, near the door. That was weird, what was more strange was the echo in the room. The Representative excused himself, went to a back room and in a few minutes returned. I was blunt, asking him to tell me what the going rate for a job was? He never replied nor offered any help to intercede for me. I found his actions underhanded in trying to catch me offering him a bribe or payoff. There was no doubt in my mind the meeting was being taped. That was the payoff for helping and working for politicians. He was trying to entrap me into a criminal act. It was getting nasty. The true character of the State of Illinois was unfolding before my eyes. I was living something out of a B movie.



Being the stubborn person I am; I went and filed an age discrimination complaint with EEOC. I was 56 years old, a difficult age to find a job. The complaint didn’t go anywhere; after which I filed a grievance with the State of Illinois. Because of my longevity I could bounce someone with less time. The positions that would apply didn’t appeal to me. In the end I wanted to confront the Information Technology Staff for approving my layoff. I knew it was the DP Director’s decision and no one would disagree with him. The meeting was held at a Human Resources Office in downtown Chicago. There was a representative from HR along with the DP Director and his staff of 6 or 7 people. I explained to them that I was not there to ask for my job back but to ask why the managers selected to lay me off. I stated that it was unprecedented to select someone at my grade level for layoff. Why was I the only one at that level, in the agency, to be let go. I didn’t mince words in calling them cowards in bowing to the wishes of the Director. That didn’t go over well. HR wasn’t pleased with me turning the meeting into an opportunity to tell off management. The DP Director said he wanted an immediate report from everyone justifying my layoff. I told him not to bother, I was no longer objecting. I had no need or desire to work for an organization that had no ethics or professionalism. What I didn’t know, they were doing me a favor.



PROLOGUE: William Cellini was convicted of extortion, Brent Hassert lost his re-election bid, and others no longer hold office. By all accounts The State of Illinois hasn’t changed, and the culture remains in tack. The story goes that the former director’s secretary was let go, but in the process had to be removed from the building, kicking and screaming.