Excerpts from an editorial published on Chicagotribune.com by Oak Lawn Village Manager Larry Deejten:
On February 27, the Daily Southtown published a story about Oak Lawn firefighters and a recent state board decision that ordered the village to pay $3.2 million in back pay with a 7% interest rate, compounded over time. As a community leader, I believe it's important to clarify this matter for all readers—not just those in Oak Lawn.
Unfortunately, the way fire-rescue services are currently delivered in Oak Lawn is not working as it should. The fire union representatives quoted in the article have consistently resisted changes that management has proposed for a system that hasn’t updated its staffing protocols in over 25 years. In any other industry, such resistance would likely lead to bankruptcy.
Local taxpayers have had little say in these matters due to legislation passed under former Governor Quinn, which received significant campaign support from the International and Illinois Firefighter Associations. In 2014 alone, one fire union donated over $450,000. Despite repeated calls for reform from major Illinois towns, the Illinois Fire Chiefs Association, and the Illinois Municipal League, structural and political barriers have remained in place.
The fire union often defends their position by citing “workplace safety,†“teamwork,†and “increasing workload.†But we must ask: Is this truly about public safety, or is it about maintaining outdated practices at the expense of the community?
While Oak Lawn takes great pride in supporting its police and firefighters—over 60% of the village’s operating budget goes to public safety—the current system is costing taxpayers more than $2 million annually in overtime, or roughly $36,000 per firefighter. This is unsustainable.
Governor Rauner has urged shared sacrifice to restore economic strength and fiscal responsibility across the state. It’s time for balanced budgets, properly funded pensions, and local leaders being given the tools they need to manage effectively.
Other communities around Oak Lawn use alternative models that are both effective and cost-efficient. Just like businesses must adapt to stay competitive, so too must public services. Best practices are essential in today’s evolving landscape.
Here are some key points to consider:
• Oak Lawn is not “0 for 7†in lawsuits filed by the International Firefighters Union Local 3405. While we respect the law, we also believe in appealing decisions that don’t serve the public interest. Each case is evaluated on its own merits, and in the back pay ruling, a state employee made a serious error by ordering the village to pay firefighters—earning an average of $89,000—who never performed the work and saw no improvement in public safety.
• More than 70% of Oak Lawn firefighters do not live or pay property taxes in the village. The union leader featured in the Southtown article lives in Glen Ellyn, where the median household income is $87,904—more than double that of Oak Lawn. This raises questions about who is truly bearing the burden of fire-rescue costs.
• Why not stop appealing and simply hire more firefighters to staff the 22 positions required around the clock? The village has been prudent, avoiding over $3.6 million in cumulative spending since 2008. By not filling vacant positions, we avoid costly overtime that strains taxpayer resources. Each firefighter costs the village over $120,000 annually in pay and benefits, plus a pension that could total over $1 million. If the ruling stands, the financial impact will be more than $600,000 yearly, compounding over time. In five years, that’s another $3 million in unnecessary costs for taxpayers.
• Does reducing the number of firefighters compromise safety? Absolutely not. On a typical day, our utilization rate is low, and our fire mutual aid system ensures we can handle emergencies. Our firefighters and paramedics perform admirably, and Fire Chief George Sheets—a respected professional—would never put residents or personnel at risk.
• Oak Lawn is part of MABAS, one of the top two fire mutual aid systems in the country. Along with 11 other communities, we share resources during large-scale emergencies. This system allows us to bring in over 100 firefighters when needed.
In summary, the recent state board ruling is a setback, but we have every right to appeal. We would be failing our duty if we didn’t. It’s hard to understand why a town like Oak Lawn would be forced to pay $3.2 million in back pay—plus interest—for work that was never done. That amount represents 21% of the village’s current property tax levy, and we have no funds to cover it.
Oak Lawn is a fair employer with a much lower turnover rate than national averages. We’re appealing the decision because we believe it’s unfair and incorrect. We hope our employees understand our position.
For more information and the full statement from the village, visit www.oaklawn-il.gov, where you can find detailed salary data for all village employees from 2014.
Thanks, Dan
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