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updated: 2/22/2013 6:03 PM

John Gaglione: Candidate Profile

Aurora Township Clerk (4-year Term) (Republican)

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  • John Gaglione, running for Aurora Township Clerk (4-year Term)

      John Gaglione, running for Aurora Township Clerk (4-year Term)

 

 

 

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Note: Answers provided have not been edited for grammar, misspellings or typos. In some instances, candidate claims that could not be immediately verified have been omitted.

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BioKey IssuesQ&A

 

Bio

City: Aurora

Website: Candidate did not respond.

Office sought: Aurora Township Clerk (4-year Term)

Age: 59

Family: Wife Arlene (Jo) Gaglione, Bookkeeper Daughter Gwen Gaglione 32, Marketing Specialist Daughter Kathryn Gaglione 30, Public Relations Manager Son Michael Gaglione, 26, Sonar Specialist, US Navy No Grandchildren

Occupation: Principle of Gaglione Benefit Service Agency, Aurora IL (Insurance Broker) Formerly Aetna Insurance, Regional Sales Manager, Medicare Program for the NorthCentral Region (16 States) Wellpoint, Regional Sales Director

Education: Marmion Academy, 1971 College of DuPage, 1973, No Degree University of WI, 1974 No degree Studied General Business

Civic involvement: Jaycees (8 years) Served as a Chaplain, Rush Copley Hospital (7 years) Aurora Noon Lions Club (2 years) Board of Directors DuPage Family Shelter Services (2 years) Aurora Kiwanis club (Since April 2010) Fox Valley Orchestra, Advisor Board (since Nov 2012)

Elected offices held: None

Have you ever been arrested for or convicted of a crime? If yes, please explain: No

Candidate's Key Issues

Key Issue 1

As clerk I will make certain that there is not only transparency in all transactions of Aurora Township but that the information be readily available to the taxpayer. This would include making information available in a timely manner electronically as well as for inspection at the Aurora Township offices. This would include meeting notices, minutes and reports for the citizens of Aurora Township.

Key Issue 2

In a township that by in large serves the second largest city in Illinois it is time that we take a serious look at consolidating duplicative programs. We should also look long and hard at how well the taxpayers and citizens are being served by even having township government in Aurora Township.

Key Issue 3

I mentioned transparency in key issue #1 but that is not enough. Just having numbers and transaction available does not tell the whole story. Putting those numbers and transactions into perspective is also required. For example it is one thing to say how much is spent on a program but it comes into perspective if we can show the cost benefit. For example how many dollars per road mile and what other entities are spending per road mile. What is spent on salaries and administrative expense compared to each dollar of benefit delivered.

Questions & Answers

Name the three most important goals or objectives this board should tackle in the coming term. Prioritize them, and briefly discuss why you believe each to be critical, and how the board should go about addressing them.

1. Conduct a cost benefit analysis of township services. 2. Compare our numbers to other government bodies providing the same or similar services. 3. Consolidate or eliminate duplicative service through inter-government agreements and contacting of services.

In the 21st Century, with municipalities gobbling up vacant land, why are townships needed? Should they be serving a new role? If so, what?

According to the laws of IL passed in 1849 on township governments, townships are assigned the task of general assistance (meaning assisting the poor), property assessment and road and bridge maintenance. According to a study done by Roosevelt University released in 2008 townships have the highest administrative expenses of all government bodies coming in a 35.7%, Comparing that to Park districts at 20.6% and counties at 20.3% and municipalities at 15.9% I seriously wonder what value is being delivered. Also township government has become a bastion of patronage hiring and contracting. this all needs to be looked at specifically for Aurora Township. I would submit that we do not even know what shape we are in when it comes to cost benefit of township services. Once we know that, it will be obvious what needs consolidation with other forms of government or what should be targeted for eliminations. considering that we have 17 miles of roads in Aurora township and spent $1,149,575.71 or $67,622.10 a mile to maintain them last year I think there is room for considerable improvement. Especially comparing that to a much lower cost per mile than in the eight largest suburban municipalities who spend in the area of $16,000 a mile. We also need to see what kind of money we are spending on salaries and administration for every dollar of services delivered.

What should be the primary responsibility of township government?

In more rural setting township governments play a more vital role in services and road maintenance. In an highly urban area like Aurora I think there may be a way to deliver those services in a much more cost effective manner. However I still think that property assessments need to be done at the township level with very local accountability and access to decisions being made. Some youth program and senior programs seem to be better served at the township lever but again I think everything needs to be open to review.

In these hard economic times, can you identify some township expenses/programs that could be trimmed or eliminated to reduce the tax burden?

Road and bridge maintenance could be share by other government entities and could be contracted out. Some other townships in Kane county have done a marvelous job with this and improved services at a much lower cost.

What specific background or experience do you bring that makes you the best qualified candidate to serve as an elected official in the township?

All of my experience has been from running my own business and my time spent running large enterprises for two Fortune 100 companies. I learned how to analyze markets, operations and expenses and to marshal resources and direct my people for maximum impact. In other words determining how to get the most bang for the buck. I found that success would lay in the planning, properly executing plans, paying attention to benchmarks and metrics and staying flexible enough to make adjustments along the way if needed.

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