Patrick J Ryan

3417 N. Albany
Chicago, IL 60618
Mobile: 773-919-9166
Email: pr728a00@westpost.net
Country of citizenship: United States of America
DESIRED LOCATIONS
US-IL-Chicago
US-IL-Chicago North
US-IL-Chicago Northwest
US-IL-Chicago South
US-IL-Chicago West
WORK EXPERIENCE City of Chicago 4/2001 - Present
Chicago, Illinois
Hours per week: 45-50
Director
- Management of finance & purchasing section of a 450+ employee department with
annual non-personnel operating budget of $35MM.
- Supervision and professional development of four full-time staff and indirect
supervision of finance & operations personnel across seventeen departmental
divisions; oversight of department financial operations; contract administration
; budget administration; grant administration; web based application administrat
ion; policy administration; strategic planning; project management.
North Berwyn Park District 1/1996 - 12/2000
Berwyn, Illinois
Hours per week: 45-50
Executive Director
- Management of a diversified leisure service and park development program for a
community with a population of 21,000 and budget of $1.7 million.
- Supervision and professional development of eight full-time staff (in addition
to regular part-time & seasonal staff); administration of contractual services
and agreements; supervision of agency risk management program and representative
to PDRMA; administration and oversight of agency park & recreational services;
administration and supervision of agency purchasing; liaison between agency, boa
rd and community; public relations with community and organizations; strategic p
lanning; grant writing; development and administration of agency policies and pr
ocedures; preparation and administration of annual budget and appropriation ordi
nance; preparation of annual tax levy ordinance; preparation of general ordinanc
es and resolutions; ADA liaison and representative to West Suburban Special Recr
eation Association; editing of seasonal brochure; park and facility acquisition/
development; research; community assessments; administration of management infor
mation services.
Village of Richton Park 2/1986 - 12/1995
Richton Park, Illinois
Hours per week: 45-50
Director of Parks & Recreation Department
- Management of a diversified leisure service and park development program for a
community with a population of 11,000 and direct operating budget of $625,000.
- Supervision and professional development of two full-time administrative staff
(in addition to regular part-time and seasonal staff); supervision and professi
onal development oversight of five person park crew; administration of contractu
al services and agreements; programming and supervision of leisure activities fo
r all age groups; programming and supervision of special events; liaison between
agency, board and community; public relations with community and organizations;
long range planning; grant writing; development and administration of policies
and procedures; preparation and administration of department annual budget; coor
dination of annual Richton Park Village Fest celebration; lay out and editing of
seasonal brochure; purchasing of recreation and maintenance supplies; purchasin
g of park equipment; operation of front loader, diesel tractors and implements (
tiller, spreaders, aerators, etc.); park and athletic facility lay out and devel
opment; maintenance of park and athletic facilities; maintenance of winter sport
s facilities; supervision of departmental risk management program and representa
tive to SRMA; research; community assessments.
EDUCATION Governors State University
University Park, Illinois US
Master's Degree - 12/1996
42 Semester Hours
Major: Public Administration
Bachelor's Degree - 12/1994
130 Semester Hours
Major: Liberal Arts
Relevant Coursework, Licensures and Certifications:
Please note that degree comprised coursework from other schools, as well as
Governors State University. Detailed information available upon request.
JOB RELATED MEMBERSHIPS
American Society for Public Administration
MEMBER (1995 - present)
* Pi Alpha Alpha National Honor Society Inductee (1997)
Illinois Government Finance Officers Association
MEMBER (1997 - present)
Illinois Parks & Recreation Association
MEMBER (1987 - present)
* Board Positions:
- IPRA Board of Directors
- Administration & Finance Section Board Director
- Administration & Finance Section Board Member
* Committee Participation:
- Administration & Finance Budget Committee
- Administration & Finance Technology Committee
- Administration & Finance Nominations Committee
- Administration & Finance Scholarships Committee
- Administration & Finance Communications Committee
- Administration & Finance Section Membership Committee
- IPRA Benefits Task Force Subcommittee
- IPRA Technology Committee
- IPRA Ethics Task Force
- IPRA Continuing Education Committee
- IPRA Issues Committee
- IPRA Arts & Events Committee
- IPRA Recreation Section Teen Committee
* Section Memberships:
- Administration & Finance (current)
- Parks & Natural Resource (previous)
- Recreation (previous)
National Recreation & Parks Association
MEMBER (1996 - present)
South Suburban Gang Initiative
OFFICER (1994/1995)
* Offices Held:
- Board of Directors
- Executive Committee
- Task Force Committee Chairman
South Suburban Park & Recreation Professional Association
MEMBER (1987 - 2000)
* Committee Participation:
- Publicity Committee Chairman
South Suburban Recreational Soccer League
PRESIDENT (1987 - 1995)
South Suburban Special Recreation Association
BOARD MEMBER (1986 - 1995)
* Offices Held:
- Board President
- Board Vice-President
* Committee Participation:
- Fund Raising Committee
- Budget Committee
- Long Range Plan Committee
PROFESSIONAL PUBLICATIONS
* Seasonal Newsletter; Current Employer (2002 - present)
* Employee Incentive Contributions; Illinois Park & Recreation Association
Administration & Finance Section Newsletter (July/August 2002)
* "Strategic Planning: A Blueprint for the Future"; Illinois Park & Recreation M
agazine (September/October 2000)
* Agency Profile; North Berwyn Park District (1998 - 2000)
* "Does Your Agency Have it in Writing?" Insights to Personnel Policy Developmen
t; Illinois Park & Recreation Magazine (March/April 1998)
* Marketing Brochure; Illinois Park & Recreation Association Administration & Fi
nance Section (1997)
* Quarterly Newsletter; Illinois Park & Recreation Association Administration &
Finance Section (1996 - 1998)
* "Intergovernmental Cooperation"; Illinois Park & Recreation Magazine (March/Ap
ril 1995)
* Monthly Newsletter; South Suburban Parks & Recreation Professional Association
(1994/1995)
* "Kid's Carnival Day"; Illinois Park & Recreation Magazine (January/February 19
94)
REFERENCES Available Upon Request
PRESENTATIONS
* Various Ongoing Internal Training Sessions for Employees; Current Employer, Ch
icago, IL (2002 - Present)
* "Park District Finances"; IAPD/IPRA Commissioner's Workshops, Schaumburg & Dec
atur, IL (June 2009)
* "Park District Finances"; IAPD/IPRA State Conference, Chicago, IL (January 200
4)
* "Park District Finances: The Commissioner's Role"; Illinois Association of Par
k Districts; Commissioners Workshop, Downers Grove, IL (May 2003)
* "Park District Finances"; IAPD/IPRA State Conference, Chicago, IL (January 200
2)
* "Career Paths & Critical Decisions"; Chicago Public Schools; Senn High School,
Chicago, IL (March 2001)
* "Ethical Work Practices & Introduction of the Newly Developed IPRA Principles
of Ethical Practices"; IAPD/IPRA State Conference, Chicago, IL (January 2000)
* "Park District Finances"; IAPD/IPRA State Conference, Chicago, IL (January 200
0)
* "The Budgeting Process - Putting It All Together"; Illinois Association of Par
k
Districts; Commissioners Workshop, Peoria, Illinois (September 1999)
* "Be Cool - Stay in School"; Berwyn Development Corporation; Career Day, Cicero
, IL (March 1999)
* "Personnel Policy Manual Development"; National Institute on Park & Grounds Ma
nagement; National Conference, Las Vegas, NV (November 1998)
* "Insights to Park District Finances"; Illinois Park & Recreation Association;
Success Summit, Bloomington, IL (October 1998)
* "Open Space Usage and the Public Planning Process"; Berwyn Kiwanis; Community
Meeting (January 1997)
* "Community Recreation Agencies"; All Berwyn Committee, Community Meeting (Febr
uary 1996)
* "Park Planning through Land/Cash Ordinances"; Governors State University, Urba
n Development Conference (October 1995)
* "Providing Alternative Activities through Recreational Programming"; South
Suburban Gang Initiative; Community Forum (March 1995)
* "Innovative Programming"; IAPD/IPRA State Conference, Rosemont, IL (January 19
94)
PROFESSIONAL PHILOSOPHIES
Leading Change:
I have favorably dealt with change throughout my career. To accomplish this, I h
ave ensured that I am fully aware of changing technologies, organization resourc
es, and stakeholder needs. Planning and education are the key components to unde
rstanding the changing needs of an organization, and how best to accommodate the
se. These components need to involve participation from all levels of the organi
zation - Executive Level, Management Level, Front Line Level, External Associati
on Level, and Client/Customer Level. As the needs and goals of an organization e
volve, it is important that strategic initiatives are not only developed, but al
so carried out, evaluated, and adjusted on a continuous basis. Accountability an
d transparency is also vital, and all players need to have forward vision which
clearly demonstrates that goals & objectives remain front and center and the ove
rall priority.
Leading People:
I truly enjoy working with people, whether they are superiors, subordinates,
clients/customers or external associates. All are stakeholders within the organi
zation and a proactive relationship among all is required to succeed. I communic
ate well with superiors by making continual recommendations, taking on and succe
eding with initiatives, and providing project and task updates. I work well with
subordinates by being open, honest and a good listener. I ensure that my staff
knows what is expected of them, and ensure that they have the tools and support
required to accomplish these objectives. I allow and encourage my staff to becom
e actively involved with organizational goal setting and developing strategies a
s to how these will be accomplished. Clients/Customers needs and support are vit
al to an organizations success. These are the persons that we work for, and if w
e do not meet and exceed their service standards we are not achieving success as
an organization. Constant communication, feedback and involvement with our cli
ents and customers is a must, and it is important to have a variety of mediums e
stablished to ensure interaction so that we may diversify their involvement acro
ss organizational processes. Positive interaction and the ability to work with e
xternal associations such as vendors, political groups, special interest groups,
 professional organizations, etc. are also vital to organizational success. Whet
her the relationship is beneficial or adverse, organizations must understand the
roles of others within organizational processes and outputs and ensure that the
se are mindful of the external environment. This will assist in leveraging reso
urces and actions to maximize potential for opportunities as well as reduce nega
tive implications that may arise against whatever threats or challenges the orga
nization may face.
Results Driven:
Every action that we take produces an outcome. It is important that we understan
d this and develop leadership styles, skills, actions and thought processes so t
hat we can maximize decision making to produce positive results. Knowing an orga
nizations business and understanding the external environment have allowed me to
achieve success in what I have done throughout my career and meet and overcome
challenges which I have faced. There have been many instances that I have had to
deal with funding issues, mandates, crisis intervention and process improvement
s. I have dealt with these by thoroughly analyzing the issue at hand, seeking cl
arification through expert sources if required, and assessing the short and long
term implications that face the organization. By looking at and understanding t
he big picture, I have been able to make decisions that have provided direct and
/or alternative solutions to problems that I have encountered.
Business Acumen: I have a keen aptitude which allows me to assess skills and po
tential of individuals, understand immediate and long term financial conditions,
and fit these in with current technical resources while developing a blueprint
for the future. This is achieved through communicating with my employees and als
o knowing where the organization is headed. There are an abundance of technical
solutions available in today's global market. However, it is important to unders
tand what financial resources are available and leverage these with immediate in
vestments, training, annual maintenance, and future upgrades and replacement. Wh
en dealing with infrastructure improvements are capital projects, I initiate pla
nning processes that thoroughly exam the project, involve all stakeholders, and
stick with the plan that is developed. As technology changes and human nature ad
apts to project components, it becomes tempting to let projects get out of hand
and begin to stray off target. This can lead to cost overruns and inclusion of i
ncompatible components with the original plan. I have been a successful project
manager by sticking with the plan at hand but also remaining cognizant to change
and parallel components by setting these to the side and examining outside of t
he current plan. There have been many instances in which I was able to further e
nhance a project by revisiting outside components upon project completion, but o
nly after the fact. The only time I would alter the immediate course of a projec
t was if an immediate threat came about within the current project scope, which
would require immediate attention and resolution (such as staffing changes, fund
ing cutoffs or product discontinuance, etc.). It is imperative to plan your work
, work your plan, and have buy in to the plan by all stakeholders. Once you achi
eve buy in, you are less likely to fold under pressure to alter your course.
Building Coalitions:
Coalition Building is extremely important, especially in this day and age with s
carce resources and the economic downturn. I have always been successful at buil
ding strong coalitions across workgroups. This was achieved by understanding com
mon goals, understanding collaboration and compromise, and having a willingness
to work with others. I have been involved with and a member to many different pr
ofessional organizations, committees and boards throughout my career. I have als
o been on one or both sides of several issues and have had to avoid conflicts of
issue or show compassion when working to resolve these. Listening, being consis
tent, fair, honest and transparent has allowed me to successfully develop relati
onships with others. I have also developed many partnerships in which I was able
 to combine resources with other entities and produce outcomes that benefitted a
ll groups, enhanced services and maximized resources.