CANDIDATE QUESTIONNAIRE

Candidate:  R. David Tebben          Position Sought:  Mayor, City of Pekin

1.  Why are you seeking this office?

I would like to help restore confidence in our local government and expand sound fiscal practices along with a focus on public safety and growth opportunities for Pekin.

2.  What are your qualifications for this office?

Served as Mayor of Pekin 1995-2003; Served as Commissioner of Health & Public Safety 1987-1995; Served as Vice President Illinois Municipal League; Served as President of Heart of Illinois Mayors Association; Board member Heart of Illinois Economic Development Commission; Past President and Campaign Chairman for Pekin United Way; Past President Pekin Area Chamber of Commerce; Past President Illinois Association of Professional Insurance Agents; President of Church Council St. Paul United Church of Christ; Graduate of University of Illinois with Bachelor of Science in Finance; Certified Insurance Counselor.

3.  Have you ever owned or managed a business?  If yes, please explain.

I have owned and operated TEBBEN INSURANCE SERVICES, Inc. for the past 36 years.  During those years, we have witnessed and survived significant changes in the local economy.  We have also been favored with several local, state-wide, and national awards for our operations.

4.  How do you propose to retain, expand and attract businesses in the Pekin area?

Accessibility is vital to all forms of business (manufacturing, service, and retail).  Emphasis must be maintained on the Veterans Drive project as well as continuing efforts with IDOT to relocate route 9 to the south at Veterans Drive.  Additionally we must continue to provide an environment where business can function without undue overheads or bureaucracy.  Keeping taxes affordable and welcoming innovation will serve us well.

5.  What role should the Pekin Area Chamber of Commerce and other business organizations play in strengthening the City's economic base?

The Chamber of Commerce and other business organizations can strengthen the economic base by focusing on retention of and expansion of existing businesses.  Existing businesses are the vital core of economic development, and therefore, the growth of the community.  Beyond that, the PACC can assist in all programs that serve to market the community to those within and outside the Peoria/Pekin MSA.

6.  Do you support the continued construction of Veterans Drive?  Why or why not?

Not only do I support it, but I played a strong role in promoting it to its current state of achievement.  I have worked to provide the funding needed from both Federal and State sources for the current construction and I was involved in opening preliminary funding discussions for the next phases of the construction.

7.  Do you support the proposed change to the Route 9 designation from Court Street to the southern/western leg of Veterans Drive? Why or why not?

I support it for several reasons.  Court Street/Route 9 does not meet State specs and is carrying traffic counts far beyond its design.  The change will both improve traffic flows and promote safety along Court Street.

8.  What is your vision for downtown Pekin, including riverfront development, West Campus, and James Field?  What should be the City's role in these efforts?  How should these projects be paid for?

Further development of the downtown, the riverfront and West Campus are not a priority with me.  They are all worthwhile projects, but the city's involvement, at least financially, should be limited to non-existent.  Limited resources lead me to believe there are more important projects that will claim our resources.  James Field is, in my opinion, an excellent park project, and since the city is not in the "park business", I would defer that project to the Park District.  I do envision that James Field should remain green space.

9.  What, if anything, should the City of Pekin do to promote tourism in Pekin?

I think we should assist the efforts of organizations like the Marigold Festival, the Park and its recreational promotions, and groups like the Peoria Area Convention and Visitors organization.  Tourism IS a growth industry in Illinois and has been cited by Springfield as a target for business growth.  Pekin should participate in that growth.  The hotel / motel tax was adopted expressly for this purpose and should be the sole source of funding for this activity.

10.  What are your thoughts about City finances?  Are there opportunities to cut expenses?  Specifically, where are those opportunities?  Is there a need for new or additional revenue?  Specifically, where would it come from?  Are there areas where spending needs to be increased?  Specifically, where does spending need to increase?  Specifically, where would the money come from?

Without direct access to the detailed financial records, my response can only be in general.  There may be opportunities to cut expenses and I believe that city staff is constantly looking for and moving on these opportunities as they present themselves.  Could there be a need for additional revenues?  Possibly.  I believe that sales taxes, which are the largest source of revenue for the city, will continue their rebound.  The property tax rate for corporate Pekin is currently $1.31 (as projected in the current budget).  Applying that rate across an expanding EAV would result in additional revenues and allow the city to participate in community growth in which the city has played a vital role.  Pekin has grown modestly in population, but has grown significantly in area and there are several annexations possible in the very near future.  That expansion means more roads to maintain and patrol.  Longer response time for our emergency/fire personnel.  I see pressure on public safety budgets (police and fire) and street department as probable areas for expanded expenditures.  If sales tax and expanded EAV are not sufficient or if cost reductions are not available, the council will have to resolve the issue.

11.  Do you have any "conflicts of interest" with the City of Pekin, either financially or personally?

None.

12.  What are your thoughts on the City Manager form of government?  Has it been successful for Pekin?  If not, what form of government do you believe would be best for Pekin?

I am an absolute total supporter.  I managed the transition to this form of government and had served eight years under the previous form (commission form).  The complexity of government today along with the growth we have experienced in Pekin clearly dictates a "professional" approach to delivering the services and supervision of the overall operations.  That says the City Manager form is the most appropriate.

13.  What do you believe is the role of a city council member in the city manager form of government?

The role is clearly defined and , I believe, even specified in the ordinance:  council MAKES policy...staff executes the daily activities of municipal government.  Council determines the destination; staff determines how to get there.  I would respond further that I believe the role of mayor has a slightly (additional) dimension.  I believe that an effective mayor will concentrate on FINDING consensus within the council and then BUILD on that consensus so that something gets done.  Resolving differences will eventually lead to a consensus (compromise?) and then by building on that consensus, leadership happens and progress is made.

14.  Do you believe city council members should serve on the various city boards and commissions?  Why or why not?

I do not.  Some of those boards and commissions have executive authority and there would be a dilution of the separation of policy making and execution.  Additionally, an elected official is often considered to represent the entire council and as such, can have un-due influence over the committee's deliberative process.  I think it is good government to keep the functions separate.

15.  If elected, what would be your top three priorities?

1. Determine and communicate candidly the true financial posture of the city.

2. Focus on functions of public safety and transportation and encourage an expanded attitude of service and assistance throughout city hall.

3. Work to deliver the most effective and efficient governmental services within the resources available.

16.  At the end of your term in office, how will you know if you've been successful?

Two measures:  Financial and Value Perceived.  If the finances and reserves of the city are appreciably improved and if the pensions are more fully funded, I will consider the council's work to have been "successful".