Roger Kempa: Candidate Profile

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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. Jump to:BioQA Bio City: DarienWebsite: None at present.Office sought: College Of DuPage School Board Age: 61Family: Uncle, John Klocek, Crest Hill, IL: 91 Brother, Steve, Las Vegas, NV: 72 Sister, Laurie Fuchs, Cary, IL: 73 Sister, Dolores Cassidy, Henderson, NV: 65Occupation: Retired Community College Business AdministratorEducation: AA, business, College of DuPage, 1973; BS, finance, Arizona State University, 1975; MBA, finance, Benedictine University, 1978; Chief School Business Official Certificate, Northern Illinois University, 1984- current; Registered School Business Administrator, Association of School Business Officials International, 1984; Certificate, The Dale Carnegie Course, Downers Grove, Illinois, 1997Civic involvement: Hinsdale High School District 86; As an advocate of: "Zero property tax levy increase;" "Equality of education to students between Hinsdale Central H.S. and Hinsdale South H.S.;" "Diversification of investment portfolio alternatives;" and "Transparency" as examples. Served as past appointed Treasurer. Served as election poll watcher. Presently serve as an elected Downers Grove Township precinct representative for the area in Darien, IL where I reside.Elected offices held: Presently serve as an elected Downers Grove Township precinct representative for the area in Darien, IL where I reside; Past Treasurer by Board appointment: Morton Community College District; Hinsdale High School District; Geneva Public Schools. Past elected Board member of Illinois Association of School Business Officials; and Past President of the Illinois Community College Risk Management Consortium.Questions Answers What can the board do to help improve the relationship between the administration and its employees, including full-time faculty members?The Board must first be aware of a need to improve the relationship between the administration and its employees, including full-time faculty members. It does not take much effort to determine rather quickly that a major "relationship" problem exists. If the president does not believe a problem exists, the present board majority probably believes it. That's probably the case here. In particular, in hiring President Brueder from Harper Community College, a red flag should have been raised in that the Harper full-time faculty demonstrated a "vote of no confidence" in him. That's serious. Now; when the same thing happens with a COD full-time faculty "vote of no confidence" in President Brueder, that's far beyond serious, and cannot be ignored, which I believe to be the case here. At this time; short of replacing President Brueder, not much, if anything, can be done to help repair the existing broken relationship. However; a few things should be attempted to at least show goodwill on the board's part. I would suggest informal liaison committees be formed with each employee group. That could include say one board member, human resources administrator, the administrator responsible for the employee group, and a few representative employees. With all union employee groups, any time is an okay time to talk about ground rules in upcoming negotiations. In that respect, I'm especially referring to the data used by both sides in the negotiation process. Advance agreement on comparable employers, salary components, economic statistics used... etc. is a positive start.Are you currently employed by or retired from a school district, if so, which one? Is any member of your direct family - spouse, child or child-in-law - employed by the school district where you are seeking a school board seat?Retired from the Morton Community College District as Vice President of Business and Administrative Affairs, and Treasurer. No member of my direct family - spouse, child or child-in-law - employed by the school district where I am seeking a school board seat.With enrollment up, what should COD be doing as far as available classroom/lab space, staffing and course work options to keep pace with the growth?The question itself assumes incorrectly that enrollment is up, and growing. Based upon "official" enrollment data obtained from the Illinois Community College Board, over the past five annual years, HEADCOUNT enrollments have gone down from 47,858 to 47,212, or down 1.3% For the same past five annual years, FULL-TIME EQUIVALENT (FTE) enrollments have gone up from 18,491 to 18,910, or up 2.3%. In the college's 2015 Annual Budget (page 43) the "Five-Year Plan Summary" shows an assumed and projected flat "Enrollment Growth" as follows: FY2015-0.0%; FY2016,17 18-all 0.5%, and FY2019-1.0%. Another relatively new factor lumped into enrollment numbers without differentiation by COD is "ONLINE" enrollments. These enrollments do not require traditional "brick mortar" classroom/lab space, and other costs associated with "TRADITIONAL" enrollments. On an FTE basis, a best guess estimate is about 5,000 enrollments given the limited currently tracked data; 4,197 FTE for fiscal year 2012. In conclusion, given the past five years of basically flat enrollment growth, the college's projected future five years of basically flat enrollment growth, plus the factor of ONLINE enrollments, COD only needs to monitor, update, and continue to evaluate enrollment history, and future assumptions projections at this time. Given this; one must also remember that over the past five years, COD increased the overall size of the main campus buildings by 30.0% to about 1.8 million gross square feet (Page 106 of the 2014 college's CAFR). Off campus space is minor and is leased or owned by COD.The board recently agreed to keep the college's operating property tax levy flat for this year. Is the college reaching a point where a tax levy increase is needed? If yes, how do you justify it? If no, why do you believe that?My answer is no. In fact; the college's operating tax levy should remain flat for next year too, this based upon the following: President Brueder's significant outcomes(January 2009 - December 2014) are listed for the current 01/28/15 board meeting. One outcome states as follows: Increased the unallocated fund balance by more than $130 million to $177 million or 97 percent of the College's operating budget. This dollar amount and percentage are excessive, and in violation of the college's own BOARD POLICY No. 10-40 which refers to an amount equivalent to fifty percent (50%) of the College's total annual revenues in the General Fund(comprised of the Education Fund and the Operation and Maintenance Fund), using the previous year's external audit. Policy goes on to say it is okay to go below the targeted fifty percent (50%). If correct; this means that the board is responsible for accumulating a 97% reserve, nearly double the maximum 50% provided for in BOARD POLICY. In round numbers, that would mean an excess of about $85 million reserve on hand beyond the maximum established reserve limit. I also have an issue with the fifty percent (50%) operating reserve policy being excessive. Based upon the norm and objective professional recommendations, (e.g. Government Finance Officers Association) commonly used by both local governmental units as well as community college districts, the college's current 50% reserve is excessive, and should be lowered. As such; I am confident in recommending keeping the college's operating tax levy flat for next year.According to a recent Daily Herald report, COD board members approved more than $26 million in spending over a 16-month period without seeing what they were specifically paying for. That's because of a long-standing board policy that allows administrators to pay bills of less than $15,000 without providing itemized reports. Should that policy be changed? Why or why not?Yes; that long-standing board policy should be changed. Based upon research by the Daily Herald as well as two public watchdog groups, "For The Good of Illinois," and the "Edgar County Watchdogs," spending abuses have been documented. A change was made recently to at least list those paid bills under $15,000; without informing the public. However; that is not enough. Since this item appears to be symptomatic to other, general, as well as specific purchasing, spending, and payment issues, I strongly recommend that a forensic audit be performed. I have both knowledge and experience in obtaining such an audit. However; President Brueder almost jokingly referred to his opinion and halfhearted look into obtaining a forensic audit, knowing next to nothing about the subject. He made it quite clear to at least me, that there was no way he wanted a forensic audit done under his watch. He used cost as justification for not getting it done. The board voted six to one to support President Brueder, and not have a forensic audit conducted. A clean, unqualified audit firm opinion on the annual financial statements President Brueder references has nothing to do with this issue at all. It would definitely behoove the college to have a forensic audit done.What other issues, if any, are important to you as a candidate for this office?(1) Create a positive, larger forum for Board meetings. They should be made more welcome, convenient, and transparent to and for the public's benefit. By public, I include all stakeholders in the College, including but not limited to District taxpayers, present and prospective students, faculty, and other District constituents. Having 6 chairs for the public , with 5 armed police present at a Board meeting is wrong. The same goes for making the public wait while the Board conducts special closed sessions; something that the board can easily change via the planned agenda. (Ref. 12/14 Board Meeting) (2) Provide highest priority and best treatment first to "In-District" students. Increasing "In District" Tuition and Fees by 30% over the past five years, while increasing "Out of District," and "Out of State" for the same by only 10% and 11% is wrong. (Ref. 2014 CAFR; TABLE 7; PAGE 94) (3) Provide for periodic (e.g. quarterly) monitoring, review and evaluation of interest earning assets. With about a quarter billion dollars ($250,000,000) of interest earning assets, some under professional management outside of the COD treasurer, this would seem like a good prudent thing to do. Over the past four fiscal years, an average of $1,062,288 total investment income has been earned each year. (Ref. 2013 14 CAFRs)Please name one current leader who most inspires you.Scott Walker, Governor of Wisconsin: He has accomplished so much, in a relatively short period of time, in a state with much diversity.What's the biggest lesson you learned at home growing up?Be honest, respectful of others, take care in spending, no matter what the size of spending, and that being rich is very different than wealthy.If life gave you one do-over, what would you spend it on?Some way to stay with the same class mates from kindergarten through the end, that being graduation from high school.What was your favorite subject in school and how did it help you in later life?Had different favorite subjects during different grade levels in school. That probably helped with a more rounded person.If you could give your children only one piece of advice, what would it be?Life is far too complex for one piece of advice. If forced, how about "live long and prosper?"