Annual Report 3

ANNUAL REPORT 3

TUESDAY, March 20, 2012

Mary Crego

State Farm plans for the future his year marks another milestone for Bloomingtonbased State Farm. In June, we celebrate 90 years of serving our customers. Much has transpired since 1922 when our founder sold State Farm’s first auto insurance policy. The world is quickly changing and with it, customer expectations are evolving. Building on our history of innovation, we continue to work together as one team with the collective aim of delivering a remarkable customer experience for those we serve. We are developing exciting ways to connect with customers using new technology that will offer more choices for how we do business togethMary er; whether it’s over Crego the phone, via a mobile device, online, in one of our thousands of agents’ offices, at a body shop or a home damaged by fire or wind.

As we create new ways to enhance our customers’ experiences, the workforce level in Bloomington remains largely unchanged. Some corporations in Illinois are adding facilities and jobs. But as chairman of the board of the Illinois Chamber of Commerce, I am concerned about those other companies that are choosing to expand their operations or even move jobs to other states. Our state’s political leaders should commit to getting our state’s fiscal house in order, accept responsibility for improving the economy and reinvigorate Illinois as a business friendly state dedicated to growth, business retention and innovation.

State Farm continues to partner with other leading businesses in the state to search for smart solutions that move Illinois forward and attract new businesses and opportunities for its citizens.

For State Farm, our policy growth in 2011 was less than expected, but it was a positive year in many other respects. State Farm Mutual remains financially strong. Foundational advancements in technology, processes and behaviors resulted in increased momentum and growth as we closed out 2011. Our focus on change has never been greater and the efforts by our associates have been truly inspiring.

Our chairman and CEO, Ed Rust Jr., sets and models that pace and high level of expectation for each of us, as he has throughout his 26 years as State Farm’s leader. Ed also cares deeply about the future of our country. He currently serves as vice chair of the U.S. Chamber and will assume the chairman’s role in June, a role his father also held. Ed not only supports a strong business environment, but also is a leader in creating a stronger future for today’s young people through education.

As we look toward the next 90 years, State Farm continues to invest in the communities where we work and live. It is gratifying to see State Farm agents, agents’ team members, employees and retirees give of their time and talents so generously to communities across the country. Locally, we are fortunate to live in a thriving and dynamic community, but there are still those within our midst who need our help. Here in Bloomington-Normal, our associates donate more than 150,000 volunteer hours each year to schools and community organizations.

Providing great experiences for customers in the many different ways they expect these days remains foundational to our future. We continually focus on developing our people and helping them build out the skills and talents they will need to continue serving customers well.

For the past 33 years, I have been proud to work at State Farm. Ours is a culture of integrity, which has been modeled by countless individuals who came before me — many of them now retired. Our core values remain the same, but our organization must continue to evolve. With the commitment and passion of each of our associates, we aim to ensure we’re a good neighbor for the next 90 years and beyond.

T

Mary Crego is senior vice president at State Farm.

The Pantagraph/LORI ANN COOK-NEISLER

Advocate BroMenn Medical Center construction is nearly complete in Normal on Jan. 31.

Changes not only a mom can love

Both local hospitals add on to benefit mothers and babies

By Paul Swiech pswiech@pantagraph.com

NORMAL — Mothers, babies and their families have been top of mind at Bloomington-Normal’s two hospitals.

Advocate BroMenn Medical Center and OSF St. Joseph Medical Center have built additions in which mothers and babies have top billing.

Construction of Advocate BroMenn’s addition should be complete by the end of April, with patient care beginning in late June, said Dan Cooper, BroMenn’s planning and design manager.

St. Joseph’s addition opened in August and has resulted in an increase in mothers coming to the medical center for labor, delivery, recovery and postpartum care.

Advocate BroMenn’s project is a $50 million, 136,000-square-foot, four-story addition extending west from the medical center, at 1304 Franklin Ave., Normal. The triangleshaped building will replace the mother-baby and critical care units in the hospital’s 1967 building.

The addition will include 60 private rooms: 18 for labor, delivery, recovery and postpartum; 12 for postpartum (including for mothers who have had a Caesarean section); 18 for acute care; and 12 for intensive care.

Lee Ann Wallace, director of nursing, said most mothers will be able to stay in the same room throughout their hospital stay. Rooms will be larger, with space for a family member to stay overnight and will have

The Pantagraph/STEVE SMEDLEY

Mortenson Construction site superintendent Rich Bagdon checks a HEPA air filter in the educational office space being built at OSF St.Joseph Medical Center Feb. 9.

the latest technology at the bedside, she said.

The addition also will have two rooms for Caesarean sections, a 12bed well-baby nursery, seven-bed special care nursery, a suite for mul-

tiple births, a room for tub births and an isolation suite for highly infectious patients.

St. Joseph’s Birthing Center is a $17.3 million, 29,000-square-foot, SEE HOSPITALS / PAGE 2

Hancock Stadium to get $25M renovation

By Randy Reinhardt rreinhardt@pantagraph.com

NORMAL — Years of discussion and planning culminated in February when Illinois State University’s board of trustees gave the official approval to a $25 million renovation project for Hancock Stadium.

The upgrade of the university’s 50-year-old football home will begin in the late spring or early summer. Construction is expected to be completed in time for the 2013 football season.

“This is a huge step forward for the university,” ISU president Al Bowman said. “It not only allows us to improve an aging facility, but it also will enhance the doorway to the university. The current facility really doesn’t reflect on the quality of the institution.”

The renovation will feature an entirely new east side to

The Pantagraph/LORI ANN COOK-NEISLER

Photo shows Illinois State University's Hancock Stadium west and south bleacher seats on Sept 26.

Hancock Stadium that will seat approximately 7,500 and bring the entire stadium’s capacity to an estimated 14,675.

“There is a lot of interest and a lot of excitement about this project,” said ISU director of athletics Gary Friedman.

“Naturally, our staff is excited about moving forward.”

After the demolition of the current bleachers, the new east side of Hancock will be a two-story structure with brick columns, glass walls, and a media and event pro-

duction facility.

There will be 6,700 bleacher-style seats that will be wider than the stadium’s west side individual seating. An indoor club area, which also will be available for community events, will feature 500 chairback seats. Seven suites will have a total capacity of about 170.

A walkway will connect the east and west sides for the first time.

No east side seating will be available for the 2012 football season. ISU expects a seating capacity of approximately 7,200 on the west and south sides of the stadium while construction is ongoing.

Funding for the project will come largely from a reallocation of student fees, which will not increase.

The university is also planning on $2.5 million in private SEE HANCOCK / PAGE 2

2 • ANNUAL REPORT 3 • Tuesday, March 20, 2012

FROM 1

contributions to the project. The amount of private gifts and pledges as of late February was $472,500.

“To get the official board approval, now we really move forward into another (fundraising) gear,” Friedman said.

“We continue to make strides in this process and have several donors who were awaiting final governing board approval before finalizing their pledges.”

Bowman would like to see additional Hancock expansion and a move from the Redbirds’ current Championship Subdivision status to Bowl Subdivision in the future.

“The long, long range vision is to play football at that next level,” Bowman

HOSPITALS FROM 1

two-story addition on the north side of the medical center, 2200 E. Washington St., Bloomington. The Birthing Center — which also includes 5,500 square feet of renovated space — replaces the obstetrics and gynecology unit in the hospital’s 1968 building.

Twelve private rooms allow mothers to remain in the same room for labor, delivery, recovery and postpartum care, making it easer for mothers and more efficient for staff, said Birthing Center manager Renell Composto.

The larger, “homier” rooms have space for a family member to stay overnight, emergency equipment hidden behind head walls and medical supplies, she said. A 15bed nursery is for newborns requiring closer observation and the unit also has a room for Caesarean deliveries.

After the opening of the Birthing Center, St. Joseph began work on a

said. “But we’ve got a lot of ground between now and then.”

The next phase of Hancock expansion would likely mean connecting the east and west sides to make a horseshoe in the south end. The current Hancock design shows a seating area that begins the curve from east side to west.

“As our fan base increases and our resource base increases, we’ll be available to contemplate further improvements and expansion of the facility,” said Bowman. “You can see from the drawing where it begins that turn.

That would allow us to do a horseshoe and ultimately we would like to redo the west side.

“The long term vision is to have some sort of indoor practice facility that would replace Horton (Field House). But again that’s in the distance.” $21 million, multiyear facility master plan that focuses on renovating existing medical center space and moving outpatient services as much as possible to the front of the hospital.

As St. Joseph has expanded in several directions beyond its 1968 building, it has become a challenge for some outpatients and visitors to find their way around, said Larry Wills, vice president of hospital operations. The department moves and renovations should address that issue, he said.

Work on that project began in late January and will be progressing in stages over a couple of years.

Meanwhile, construction continues on Advocate BroMenn Outpatient Center, 3024 E. Empire St., Bloomington. That $24 million, 84,000square-foot, three-story structure should be complete in May, with the building opening in late July or early August, said construction project supervisor Tim Bassett.

State Farm weathers downturn

By Rachel Wells rwells@pantagraph.com

BLOOMINGTON — A year of natural disasters left dents in the 2011 profits of Bloomington’s largest employer, but where jobs are concerned State Farm began 2012 with good news locally and across the nation.

Tornadoes and hurricanes were partly to blame for State Farm’s $400 million drop in net worth in 2011, to $60.8 billion.

The drop includes a $200 million decrease in worth related to the company’s unaffiliated stock portfolios.

“We’re still in a position where we can continue to make promises,” said State Farm spokesman Dick Luedke.

Despite the decline in gains for the company, by 2012 State Farm was ready to announce the return of nearly 3,000 jobs lost through attrition during the recession. About 300 of those jobs will be based in the Twin Cities, where State Farm’s employment level dropped by about 150 employees, to about 14,900 through 2011.

The company in 2011 also moved forward on a wide variety of initiatives meant to reach customers in new ways, said Tim Van Hoof, assistant vice president of marketing.

As 2012 approached, and along with it the company’s 90th anniversary, State Farm in December an-

The Pantagraph/STEVE SMEDLEY

Stark Excavating crews using two excavators work on the basement of a building at 2201 E.Washington St. in Bloomington on Nov. 29. Buildings at 2201 and 2203 E. Washington, owned by State Farm, have been razed in preparation of a future green space area. nounced that it would change its trademark symbol. The nearly 60year-old logo took on a sleeker look for better compatibility with newer mobile technologies and consistency across the company’s various marketing efforts.

The company also continued to introduce new mobile phone applications, including a motion-measuring device that provides drivers with feedback on their techniques.

The new logo and mobile phone apps, as well as efforts like Chicago’s Next Door Cafe that offers free insurance counseling with customers’ coffee, are meant to reach new audiences, Van Hoof said.

“Yes, it’s about a new target audience but also about the changing world we live in – a hyper-connected world,” he said. “We need to make sure our brand is viewed that way.”

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ANNUAL REPORT 3 • Tuesday, March 20, 2012 • 3

1062296 106229 229 96

4 • ANNUAL REPORT 3 • Tuesday, March 20, 2012

Steve Stockton

Bloomington resilient in tougher times T

ed policing approach adopted a few years ago, and overall results are encouraging in areas that had been experiencing increased crime.

From a hardware perspective, the transition to the Starcom 21 radio system was completed in 2011, so local police agencies can now all directly communicate when coordinated response is required.

In 2011, the city council also authorized the construction of a new fire training facility that will provide hands-on emergency training for firefighters. This facility has attracted the interest of other local fire departments and will help the entire county.

Single-stream recycling was added to the city’s curbside recycling program, eliminating the need for citizens to separate their recyclable paper and containers.

Based upon operating results, the city was able to refinance about $5 million of the $29.5 million in coliseum debt issued in February 2012.

With a lower interest rate and accelerated paydown period the city was able to save about $3.5 million. The city accelerated the retirement of $1.2 million in debt incurred within the Market Street TIF three years early. Finally, the city refinanced $8.2 million in pension debt to take advantage of low interest rates.

Over the past few years, most of the city’s progress has been strengthening its financial position and infrastructure, absorbing some pre-recession building projects, and finding better ways to do its work. With the economic downturn, this has been an ideal time to rethink our principles and processes, reorganize and build the foundation for renewed activity after the national economy improves.

Stockton is mayor of Bloomington.

Car dealers optimistic about sales

By Scott Richardson newsroom@pantagraph.com

BLOOMINGTON — Car sales seem to be headed in the right direction based on sales figures from the last two years.

U.S. automakers say more than 12.8 million vehicles were sold in 2011 as America emerged from a recession. That’s up 10 percent from 2010 and 22 percent higher than 2009 when the industry turned the corner.

Analysts credit a decline in unemployment, low interest rates and people are more pressed to buy as the average age of a car reached a record 11 years.

Normal-based Mitsubishi Motors North America was among the big winners last year. Sales increased nearly 42 percent to 79,020, up from 55,683 vehicles sold in 2010. The Outlander Sport, which will be manufactured in Normal, was the company’s fastest mover.

“We are very, very optimistic,” said Ryan Gremore, vice president and general manager of O’Brien Mitsubishi of Normal, the number one performing Mitsubishi dealer in America.

Extreme Motors in Bloomington handles three brands among the last year’s stronger performers, Nissan, Hyundai and Kia. Nissan Motor Co. recovered more quickly than its Japan-based rivals from the March 2011 earthquake and tsunami to become the only major Japanese automaker to sell more cars in the U.S. in 2011 than a year earlier. Hyundai Motor

The Pantagraph/STEVE SMEDLEY

Chief Operating Officer Jerry Berwanger, right, listens as Illinois Gov. Pat Quinn speaks Feb. 4, at the Mitsubishi Motors North America plant in Normal.The company expects the Outlander Sport, pictured above, to continue to sell well.

Co.’s 2011 sales rose 20 percent. Kia Motors Corp.’s 2011 sales were up 36 percent. Extreme owner Dan O’Brien thinks 2012 will be even better.

“I’m real optimistic, and the industry is optimistic too. Everyone claims it will be a 14-million-plus year,” O’Brien said.

U.S. auto sales peaked between 16 million and 17 million in 2005.

Gremore said trouble in the industry like the Chrysler Group’s bankruptcy allowed his company to capitalize on a loss of consumer loyalty previously enjoyed by betterknown brands.

Cashstrapped motorists shopped around and they discovered Mitsubishi’s solid products with low maintenance and affordable sticker prices, he said.

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age new vehicle cost was $30,686 at the end of 2011, up 5 percent from a year earlier.

O’Brien agreed that consumers are emerging from the recession devoted to fuel economy and reliability.

“It’s fashionable to be thrifty today,” O’Brien said.

Among other auto manufacturers, Chrysler Group rebounded to see sales rise

26 percent for 2011.

Chrysler catapulted itself ahead of Honda Motor Co. as the fourth-largest automaker by sales in the U.S. General Motors Co. and Ford Motor Co. ended the year with more modest double-digit percentage gains.

Toyota and Honda both declined 7 percent due, in part, to troubles caused by the tsunami in Japan and its aftermath.

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he past year has been a period of continued strengthening and progress for the city of Bloomington.

Our city’s recovery from the recession has been more rapid Steve than in Stockton many other Illinois cities, partly due to the improving local economy, but also because the city took prompt action to reduce its expenses.

The city has reduced employee staffing levels from the pre-recession peak. Some of this has been possible because of reduced activity — for example, we need fewer inspectors because of reduced building activity.

But, more importantly, our employees are also helping us to find more efficient ways to do our work.

Reduced expenses and conservative revenue budgets have led to budget surpluses. For the fiscal year that ended April 30, 2011, Bloomington had a $4.7 million surplus. This money has been applied to completely restoring the city’s financial reserve, reducing debt and increasing infrastructure repairs.

The city’s general street resurfacing expenditures were increased to $2.5 million for the current fiscal year, and are proposed to increase to $3.5 million for the period beginning May 1, 2012.

Under federal law, we must continue to convert combined storm/sanitary sewers into separate systems.

Some of these projects were accomplished years ago, but we have finally begun the largest of the needed projects: the Locust-Colton relief sewer.

Along a route down Washington Street and Country Club Place, and through the Bloomington Country Club grounds, the city is constructing separate sewers to serve a large portion of the east side that has experienced backflow flooding during severe storms.

The City Council also recently funded a study that will analyze our entire sewer system, including camera inspection of many areas. This is important, because sewer problems are hidden underground and might not be revealed until there is a failure visible from the surface.

Another study will develop a master plan for the Miller Park Zoo. Recent work has alleviated concerns over the animal hospital, but it is apparent that some improvements must still be made to the oldest building at the zoo, the original “animal house.” Before that specific work is planned, the zoo is reviewing the overall vision for future needs and improvements.

The police department has hired 15 officers to fill vacancies bringing the department to 125 officers. The department is continuing its problem-orient-

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ANNUAL REPORT 3 • Tuesday, March 20, 2012 • 5

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The Pantagraph/LORI ANN COOK-NEISLER

IBM celebrated 100 years of business worldwide by giving back locally like these workers in June. Troy Tate of Washington, right, and Steve Wall of Bloomington tape food boxes for disaster relief.

Business

The Pantagraph/LORI ANN COOK-NEISLER

Busting the bust

Bane Family Pork Farm, owned by brothers Pat, Phil and Sam Bane, in rural Arrowsmith is a 1,200-sow farm which has been in operation since 1995. Pat Bane manages the farm. Their farm continued to prosper through the recesssion.

Four years have passed since the beginning of one of the worst economic periods since the Great Depression.

The country finally bottomed out in 2011 and the Dow Jones industrial average has recovered much of the ground loss to falling prices since 2008.

Where this leaves Central Illinois is still a little uncertain, but a number of local businesses have set their eyes on future growth. They are the ones that are “busting the bust.”

Businesses like the Bane Family Pork Farm, IBM, modkid and Illinois Central Railroad planted strong roots in the community and are stronger since the recession.

The Pantagraph/DAVID PROEBER

Patty Young examines some of the many types of fabrics she has designed for her internationally recognized company, modkid, in Bloomington.

The Pantagraph/STEVE SMEDLEY

The Illinois Central Railroad used a wedge snow plow and two locomotives to clear its rail line between Clinton and Gibson City during a snowstorm last February.

Heartland bucks trend with enrollment record

By Scott Richardson newsroom@pantagraph.com

BLOOMINGTON — Colleges in The Pantagraph area are bucking some trends.

While some other community colleges struggle, a record number of students enrolled at Heartland Community College in fall 2011. The total 5,558 students was a 2.6 percent increase from a year earlier.

The upward spike came at a time when the Illinois Community College Board reported statewide enrollment levels were down 2 percent. Heartland students also set an all-time record for credit hours taking a total of 53,944 hours, an increase of 3.5 percent over a year earlier.

Josh Reinhart, associate director of marketing and public information, credited the success, in part, to Heartland’s Guided Path to Success initiative, a career-planning service being provided to all K-12 districts in the HCC dis-

The Pantagraph/STEVE SMEDLEY

Chiddix Junior High School eighth-grade student Ishaan Nerukar works on building a tower during the Students Involved with Technology Conference held at Heartland Community College in Normal on Feb. 12, 2011. Students were given dowel rods, two foam rings, tape and a coffee container and asked to build the tallest tower as part of a Mystery Challenge.

trict. The expanded out- earlier.

Meanwhile, Lincoln reach program helps administrators Heartland make contact College with potential students moved to the front lines to

fight higher college costs.

Then Lincoln College President Jon Astroth said last fall annual tuition

will drop from $23,000 to $17,500, or 24 percent, at the Lincoln campus and from $23,000 to $16,500, or 28 percent, at the Normal campus in fall of this year. Lincoln students will pay more because their campus offers a wider range of services.

At the time of the announcement, total enrollment was 1,228 compared to 1,311 in 2010.

Lincoln College also welcomed John Blackburn, who accepted a job as Lincoln College president after he retired as chief executive officer at Country Financial.

Blackburn served on the Lincoln College board of trustees since 2002, including three years as board chair.

During 2011, fall enrollment numbers showed Lincoln Christian University enrollment increased for the first time since 2007. The main growth came in the School of Adult & Graduate Studies which added four new de-

gree programs in 2011 and received accreditation to deliver most of its undergraduate degrees online.

Other high points last year included the firstever English Language & Character Camp for Chinese nationals.

The event, managed by the American Chinese Civic Exchange and its partners, brought about 50 Chinese children ages 9 to 19 and their adult sponsors to the LCU campus where they practiced English, took part in music training and experienced life in the American Midwest. In November, the LCU Red Lions Women’s Volleyball Team made their seventeenth consecutive trip to the NCCAA Division II National Tournament, finishing in fourth place.

And at the end of the fall semester, the Undergraduate Student Cabinet announced it had exceeded its offering goal to raise $7,500 to dig three wells in India.

Allen Goben

Faces of success at Heartland Community College hen I joined Heartland in 2010, a reporter asked for my vision. I described building a shared vision, but indicated a Allen need for time to Goben understand Heartland and our communities.

The picture is now clear.

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Heartland has some of the best people I’ve encountered and a world-class collegiate environment; we enjoy outstanding K12 schools; partnering universities and colleges are excellent; business and industry partners include statewide and global leaders; and our communities are anchored by citizens with the world’s highest integrity and work ethic.

This vision goes beyond our single institution. We are the

communities’ college; we are inextricably and happily intertwined with all that is around us. Heartland will leverage partnerships and collective capabilities so each student has the utmost opportunity for career, college and life success.

Considering this vital factor supporting regional progress, HCC continues to develop Heartland GPS: Guided Path to Success, our comprehensive and career counseling-based

approach for career, college, and life planning.

Faces demonstrating paths to success are found most everywhere as Heartland’s team contributes to our communities.

HCC’s Lisa Sharp helped create an administrative office professional degree in a unique, flexible format allowing students to balance work, family and school.

Matt Felumlee developed service learning opportunities where writing students help local non-

profit organizations write grant applications. Professor Betty Pilchard coordinates the VITA volunteer income tax preparation service, supporting 2,800 clients, while longtime colleague Ed Carroll models community engagement by devoting seven hours weekly to local historical preservation organizations. Professor Alaina Winters supports several local community groups with SEE HEARTLAND / PAGE 6

6 • ANNUAL REPORT 3 • Tuesday, March 20, 2012

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The Pantagraph/DAVID PROEBER

The “Triple Helix”sculpture graces the rotunda entrance of Ames School of Art on the Illinois Wesleyan campus.

Creativity flourishes on campus of IWU e recently held a special ceremony during the winter meeting of our board of trustees to honor Bloomington’s own Flo Armstrong, class of 1943, for a very special gift she made to Illinois Wesleyan.

The gift made in her name and that of her late husband, Vic, brought a dramatic piece of Dick glass Wilson sculpture to the recently completed rotunda entry of the Ames School of Art. This glass sculpture, by Arizona artist Lyle London, literally lights up the Eckley Quadrangle and is a stunning reminder to everyone that art is alive and well at Illinois Wesleyan. If you have not visited campus recently, we hope you’ll come to see this new sculpture, especially at night, and the many other changes that have taken place recently thanks to our generous alumni and friends.

The dedication of the sculpture was a memorable occasion for several reasons. Over the years, Flo and Vic have made many contributions to the university and have always had

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a special interest in what I will describe as the “public art” on campus. Before Vic’s death in 2009, they provided gifts for Evelyn Chapel’s bell and the bronze John Wesley Powell sculpture at The Ames Library.

This latest gift continues that tradition in dramatic fashion.

The idea for the sculpture came about when Chuck, class of 1950, and Jay Ames, class of 1949, made the decision to provide funds for a new rotunda entry to the School of Art. When we first discussed the project, they wanted to find a way to draw attention to the arts on campus.

Since the art building is nestled in a corner of the campus between Buck Memorial Library and McPherson Theatre, we focused on a dramatic entry addition that would draw the attention of those walking across the quad.

As the design was developed, it became clear to everyone that we needed a major piece of art to accent and enhance the new rotunda. Flo’s gift made that possible.

What we did not expect was that artist Lyle London would not only embrace the project but also the mission of the university. He enlisted student help re-assembling and raising into position the glass sculpture,

employee training last year. More than 18,000 people took personal enFROM 6 richment classes through Community Education, innonviolent/compassionate cluding 5,000 students communication programs. served at the Challenger Heartland deans Padriac Learning Center.

Shinville, Amy Munson, Jen Stewart, the 2011 Sarah Diel-Hunt, Dan Hagberg, Bethany Kriegs- alumni scholarship recipiman, Jim Resser, Teri Sax- ent, aspires to earning a doctorate. She serves on ton, Bob Shaw and their the Alumni Association teams collaboratively advanced Heartland GPS in- board of directors and is a teacher’s aide in the Heartcluding new high school land Academy of Learning outreach workshops and increased dual credit in our Opportunities program, supporting individuals with College Now program. disabilities. Student Fall 2011 began with Trustee Jonathan Nelson about 5,600 credit students improving their lives helped launch HCC’s Vetthrough higher education, erans’ Center and is attendand 71 companies turned to ing our region’s One Voice trip to Washington, D.C., as Heartland for customized

HEARTLAND

which was created in his Arizona studio and shipped here in pieces.

He consulted with us on the computer lighting system, which changes the look of the sculpture throughout the day and night. And, he suggested that we leave three program channels open for students in theatre lighting design classes to conduct experiments as part of class assignments.

He also spoke to our art students about his journey as an artist and the artistic elements of the “Triple Helix.” We could not have imagined a more productive relationship between an artist and the university.

The impact of this addition to campus was confirmed for me in a recent email I received from one of our students. His message said that his walks across the quad soon after this project was completed gave him the feeling of being “in awe of the new art building rotunda.”

Later this spring, we will dedicate the new entry and other improvements made to the Ames School of Art and pay tribute to Jay and Chuck for their dedication to Illinois Wesleyan and the generous support they have provided for this beautiful addition to campus.

s a farmer, I play many roles. On any given day, I may be an accountant, a scientist, an agronomist or a mechanic. I’m often a student and sometimes a teacher. I’ve also had the privilege of serving in many volunteer positions, including at Illinois State University, as president of the alumni association; Farm Bureau; my local FS cooperative; Dan and in the Kelley Growmark system, as chairman of the board and president since 2000.

Growmark is a regional cooperative headquartered here in Bloomington. We provide agriculture-related products and services, as well as grain marketing, in 31 states and Ontario, Canada. As a cooperative business, Growmark is owned by our members, many of which are designated FS companies, as well as others that do business with us.

Farming just north of Normal, I understand the importance of managing my farm safely and efficiently, paying careful attention to protecting the valuable natural resources we are blessed with in McLean County.

In the late 1920s, Illinois Farm Bureau members came together to form the first FS cooperatives, to provide a reliable supply of high quality fuel and lubricants for farm tractors, which were becoming increasingly popular. As the needs of farmers evolved, so did the local cooperatives, offering additional products and services. In 1980, Growmark was formed by

the consolidation of FS Services Inc. and Illinois Grain Corp., to help farmers meet their growing and marketing needs.

All cooperatives operate under a set of principles that spell out the core values of membership, independence and service. Cooperatives exist with their primary mission to provide their members with needed products and services on an economically sound basis.

By distributing profits back to members each year in the form of patronage refunds, cooperatives contribute to the local economy.

The board of directors is the governing body of a cooperative. These men and women are elected from the cooperative’s membership, by their peers. The directors provide guidance to the entire Growmark system, and perhaps the most important way in which that occurs is through their selection of the general manager or chief executive officer, who leads the day-to-day operations of the cooperative.

In the 85-year history of the Growmark system, eight men have served in that capacity. I had the opportunity to name Jeff Solberg as CEO on Jan. 3, 2011.

Jeff replaced Bill Davisson who was CEO for 13 years.

Jeff is well-grounded in the Growmark system, having served 34 years in various financial positions, most

recently as senior vice president of finance.

Fiscal year 2011 was a successful one for the Growmark system. We generated $8.7 billion in sales, the highest level in our history, and realized the second-highest level of pretax income. More than $84 million was returned to our members in the form of patronage.

I attribute these results to our strong, well-managed member cooperatives who are committed to a highly successful cooperative system, supported and served by a team of knowledgeable and dedicated employees. At Growmark, we understand that every dollar we handle is a farmer’s dollar, and we strive to use each one wisely to generate value for our farmer-owners.

Agriculture is one industry which truly affects us all. The Growmark system is taking the lead in ensuring agriculture remains strong and ready to feed, clothe and fuel a world of 9 billion people by the year 2045. When farmers are successful, everyone benefits. We are pleased to do our part in providing farmers with the tools they need to achieve that success.

Kelley is chairman of the board and president of Growmark. Jeff Solberg, Growmark’s chief executive officer, contributed to this article.

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Wilson is president of Illinois Wesleyan University.

its scholarship recipient.

Zach Tasker has a burgeoning racing announcer career with Illini Racing Series that began as he wrote for the Spectator student newspaper and landed an internship.

These are just a few examples among thousands as HCC students create a path to success.

This is our vision for Heartland. We seek to contribute mightily as an adaptable and collaborative community resource, promoting lifelong learning and exceptional community progress through student success.

Goben is president of Heartland Community College.

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ANNUAL REPORT 3 • Tuesday, March 20, 2012 • 7

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Lyn Hruska

March celebrates host of Red Cross services very year since 1943, the president of the United States has proclaimed March as Red Cross Month in celebration of the work of Red Cross volunteers, blood donors and financial partners. Red Cross Month is also an opportunity to reflect on our mission and how our volunteers and staff continue to meet the needs of our growing community.

American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. Local Red Cross volunLyn teers play a critiHruska cal role in ensuring that our community has a safe and adequate blood supply; that our military families are supported during and following deployments; that our community is prepared for potential disasters; and that trained volunteers respond when disasters of all sizes occur, meeting people’s immediate needs.

The storms of these past weeks provide a graphic example of our vulnerabilities. Tornadoes, fires, extreme heat and cold, and manmade disasters threaten our ability to provide for ourselves. As four local volunteers were being deployed to assist with tornado relief in Kentucky, other members of our Disaster Action Team, responded to three local fires in one 24-hour period.

While this isn’t a typical week, we have learned that there is no “typical week” and we are fortunate that we have volunteers who stand ready to respond.

There are many ways that families are impacted by difficult situations and there is an expectation that the Red Cross will be there when these situations

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arise. Since 1916, our community has been fortunate to have committed volunteers at numerous organizations who help people everyday and extend hope to people who see none in sight.

Our partnerships with these organizations become even more valuable as Red Cross undergoes transitions, both locally and nationally.

Over the past couple of years, the American Red Cross has literally transformed our network of chapters. Like many other business and not-for-profit organizations, we have implemented changes that enable us to become more efficient and effective. Consolidating back office functions, incorporating state-of-the-art technology, streamlining systems, redefining roles and responsibilities, and recommitting to our core services enable us to use our donor’s dollars as respectfully as possible.

While there have been changes in the past year, one thing that didn’t change is our mission.

Now more than ever, the lifeblood of the American Red Cross is volunteers who lead our organization and who deliver our critical core services, fulfilling our mission in new and extraordinary ways.

Disasters will occur and as a Red Cross chapter we will see people at some of their worst moments, but we will also see them shine because of the support they have received from our organization and the communities we serve. We are fortunate that so many people passionately participate in the work of the American Red Cross. This trust is not taken lightly by any of us and it compels us to continue to be an agency worthy of receiving and stewarding people’s most precious gifts: their time, their blood and their hard earned dollars.

Hruska is executive director of the Red Cross’ Heartland chapter.

Olympia, CCHS branch out Area schools add to regular lessons

By Phyllis Coulter pcoulter@pantagraph.com

STANFORD — Area public and private schools have a variety of answers to the age old question: “Why do I need to learn this?”

Today new resources give students more opportunities to learn things they can relate to everyday life.

“There are many instructional initiatives aimed at creating a connection between the classroom and the student’s world beyond the classroom,” said Olympia Superintendent Brad Hutchison.

For example, high school students in rural Stanford learn to grow plants with hydroponics.

“Our research project extended to written reports,” said Shelby Crump, an Olympia senior from Armington who said skills she learned growing tomatoes will help her in her future career in biology research.

Olympia Middle School students, using 30 iPads as part of a pilot project, learned about 10 famous Australian buildings described by both architects and Australian middle schoolers. In turn, Olympia kids created their own version of what they found on an iPad app and shared a profile of a building in their community.

“We wrote about it, did an audio, took pictures and did a slide show like they did,” said Alyssa Halliday,a seventh-grader from Danvers. “I chose my Grandma’s house because she was a lot of fun to be around and had lots of interesting things.”

As part of its real-world learning, Central Catholic High School students in Bloomington hone skills in appropriate electronic media use. While there are many shortcuts in communication today, students learn to use them “by choice not by ignorance,” said Principal Joy Allen. They also learn formal

The Pantagraph/STEVE SMEDLEY

Olympia High School Principal Lance Thurman demonstrated one of the new lights being used in the school greenhouse where students work with a hydroponic growing system. writing for research papers.

Through the school’s Living the Faith program, students provide hundreds of hours of community service. Nursing homes, Clare House and other agencies call the school with specific needs, such as help serving food.

Cornerstone Christian School, east of Bloomington, teaches from a biblical worldview, said Beth Sondgeroth, secondary school principal. The 400 preschool to 12th-graders get a distinctively Christian education, she said.

For example, this winter, a group of high school students

participated in an introduction to forensic science learning about ballistics, fingerprinting and visited the coroner’s office. “It’s exciting to do that through the lens of biblical truth,” she said.

Hands-on is also the approach at Mulberry School in Normal with its 44 students, ages 3 to 10 years old.

“We try to connect students to what they are learning rather than talk about the abstract,” said Devon Lovell, the academic director. For example, when students learned about ancient Egypt, they mummified a chicken.

Chris Koos

High-speed rail on fast track Mayor says service is a tool for Normal

crete ties and continuous welded rail. It is shiny passenger cars fresh from the manufacturer with Wi-Fi and better food choices. It is energy-efficient locomoigh speed rail is tives with rapid acceleration coming, and we and technology to avoid should stop thinkcollisions and derailments. ing of high speed as an upgrade to existing service and It is a modern transit station call it what it is: a new mode accessible by foot, bus or car with attached parking of transportation that will give Central Illinois an edge and covered drop-off areas and platforms to protect in ecopassengers from the elenomic and ments. communiIt is convenience and ty developflexibility as service frement. High quency doubles from five to speed rail nine trains per day. will be a High speed rail is a busirecruitness travel option for Cenment tool Chris tral Illinois employers and a for busiKoos recruiting tool to lure emness, highployees who are drawn to er educathe area’s quality of life but tion and tourism. Yes, high don’t want to give up access speed will reduce travel to big city amenities. These time to and from Chicago, same advantages will help St. Louis and points in berecruit new businesses that tween, but it’s the total exneed a connection to a perience that will sell the service to students, visitors, metro area but are attracted to Central Illinois for our residents and employers. lower cost of doing business High speed rail brings and educated, productive more than faster commute workforce. times. It offers an efficient It will expose Central Illimode of modern transportation that has not been nois to a new type of resident, one who needs easy experienced in the Midaccess to a big city but west. It is a track built for a prefers to live in a less-consmoother ride with con-

H

gested area.

It is a tool for Illinois State University and local colleges to attract students from the largest population base in the Midwest. Higher education institutions will use it to recruit students touting the ease of getting to and from home with faster commute times and passenger amenities.

It will allow parents to attend special events without the aggravation of rush hour traffic or inclement weather and will open sporting events, theatrical presentations and other performances and exhibits to a larger audience of alumni.

High speed rail is our path to the future.

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8 • ANNUAL REPORT 3 • Tuesday, March 20, 2012

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Law, justice center highlights Livingston growth

By Kevin Barlow kbarlow@pantagraph.com

PONTIAC — As the CEO of the Greater Livingston County Economic Development Council, Larry Vaupel describes 2011 in Livingston County as somewhat of a roller coaster ride for its residents. County officials stood proud in October as a new $16 million Livingston County Law and Justice Center was unveiled, but in December, the tiny town of Emington was devastated after a murder-suicide claimed the lives of five people, including three children.

“It’s been a year of ups and downs,” Vaupel said.

“That’s for sure.”

In 1974, Livingston County officials began discussions on the need for a new law and justice center in Pontiac. But it took 35 years before funding was formally approved. Ground was broken in May 2010 and on Oct. 16, several hundred

The Pantagraph/DAVID PROEBER

A large stone sign marks the entrance to the new Livingston County Law and Justice Center in downtown Pontiac. people gathered to dedicate the 63,000-square-footbuilding,in downtown Pontiac. The building houses court-related offices for the judges, the circuit clerk and the state’s attorney. All offices were transferred to the new facility in October.

“This new building with all the additional space is so important and at the same time, we are keeping our 135-year-old courthouse and restoring it,” said Law and Justice Center Com-

mittee Chairman Bill Flott.

The facility was funded by tipping fees the county receives from the Livingston landfill.

Meanwhile, the restoration project on the old courthouse is expected to be completed in December. It will house offices for the county board, county clerk, human resources and treasurer. Those offices now are located in various downtown buildings.

But before that, con-

struction crews must finish work on the new law and justice center, after 99 accessibility code violations were discovered. Most of the violations were minor in nature, said county chairman Bill Fairfield, and should be completed this spring.

Economic development and a coordinated effort from county officials to keep the Dwight Correctional Center open are expected to make headlines in 2012. The Greater Livingston County Economic Development Council is actively recruiting food processing and manufacturing firms. In February, Gov. Pat Quinn announced the Dwight Correctional Center would save the state money if it were closed. Vaupel and other county officials have vowed to fight to keep the center open. Just two years ago, the Pontiac Correctional Center was on the endangered list, however, state officials reversed their deci-

sion thanks in part to a coordinated effort to oppose the plan.

More than 20,000 tourists also visited Pontiac in 2011, a 30 percent increase from a year ago, said Pontiac Tourism Director Ellie Alexander. In July, the Pontiac Oakland Auto Museum opened, contributing to a portion of the increase.

Also, Livingston County mental health officials launched several programs for youth through a $2 million grant from the Illinois Children’s Healthcare Foundation. The programs are designed to improve communication between agencies and screening procedures throughout the county and create awareness among families and youth about services.

In Emington, questions remain about what drove Sara McMeen to kill her three children, her boyfriend and herself Dec. 16 at their home. Police say McMeen shot her live-in

boyfriend, Daniel Warren, 29, first, and then turned the semiautomatic 40-caliber handgun on her three children, Skyler Lemke, 8, Ian Lemke, 7, and 10month-old Maggie Warren.

She then went inside the residence and shot herself in the neck, said Livingston County Sheriff Martin Meredith.

Toxicology reports indicated that there were no drugs in McMeen’s system, said Livingston County Coroner Michael Burke.

In another tragedy in May, a Peoria County coroner’s jury ruled the death of 4-year-old Kianna Rudesill of Cullom, a homicide from subdural hematoma and cerebral injuries. Kianna and three siblings had been placed in a foster home several months earlier. No charges have been filed against the foster parents, but the Livingston County state’s attorney’s office says the death is still under investigation.

Mike Williams

NAACP launches achievement program aimed at youths ast year was a landmark year for the local NAACP; the association launched the ACTSO program. ACT-SO is an acronym for Academic, Cultural, Technological Scientific Olympics.

ACT-SO is a yearlong enrichment program designed to recruit, stimulate, improve Mike and enWilliams courage high academic and cultural achievement among African-American high school students.

The ACT-SO program centers on the dedication and commitment of community volunteers and business leaders who serve as mentors and coaches. There are 25 categories of compe-

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tition in the sciences, business, humanities, performing and visual arts. Students who win a gold medal at the local level go on to compete at the national level. National winners receive scholarships and other prizes. The program’s local gold medalist was awarded a bronze medal at the national level last year.

Academic, social, artistic and cultural development is of the utmost importance in creating a society that will thrive economically while enjoying life. We must teach our young people to turn their passions into their careers. Education has the ability to transform society and individuals. We must begin to think of education as more than classroom learning. We must support our educators by supporting our students outside of the classroom.

Businesses, communities,

school districts, universities, parents and caring adults coming together to support the passions of high school students is what the Bloomington-Normal ACTSO program is made of. The goals of the program are to mobilize the adult community for the promotion of academic and artistic excellence; recognize academic and talent achievement, provide and assist the students with the necessary skills and tools to establish and acquire the confidence and training to make a successful contribution to society. The program has almost doubled the number of students involved this year.

Last year also brought about a change in the local leadership. After 13 years as the local president, I resigned the office to concentrate on local education and fundraising initiatives. The newly elected president is

John Elliott. John was first vice president for 13 years as well, working beside me.

The Bloomington-Normal mission and goals remain the same as they have for our 100 years. Locally we strive to working with local school officials for quality education for all children, provide scholarships for graduating high schools students, offer input, consultation and resolutions regarding current issues in the community, educating the community regarding voting rights and the importance of voting, seek to eliminate racial discrimination and segregation from all aspects of public life in America, and seek justice in the courts.

The struggle continues, and the local NAACP is on the forefront to ensure that anyone who feels their civil and human rights have been violated, regardless of

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Founded in 1909, the NAACP is the nation’s oldest and largest civil rights organization. From the ballot box to the classroom, the thousands of dedicated workers, organ-

izers, leaders and members who make up the NAACP continue to fight for social justice for all Americans.

Williams is the education and fundraising chairman for the Bloomington-Normal chapter of the NAACP.

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ISU picks new athletic director; IWU, Heartland teams advance

By Jim Benson jbenson@pantagraph.com

Illinois State made its biggest news off the court when Gary Friedman became the school’s 10th athletic director on July 1.

Friedman, who was a senior associate athletic director at Louisville, replaced Sheahon Zenger, who left to accept the same post at Kansas.

“He’s very energetic,” said ISU president Al Bowman of Friedman. “We need someone who is not afraid to roll up their sleeves and do whatever jobs need to be done.”

Friedman is no stranger to athletics in Illinois. He grew up in suburban Deerfield and holds two degrees from the University of Illinois. He said he always had an eye on ISU as he moved from jobs at Illinois, East Tennessee State, Central Michigan and Louisville, where he spent 10 years.

There was a connection to ISU in Friedman’s past, too. He worked as a coach at former Redbird All-American Doug Collins’ basketball camps in the late 1980s in Deerfield when Collins was the Chicago Bulls’ head coach.

“We’re going to be very aggressive and cutting edge. I think it’s critical always to stay cutting edge,” said Friedman. “Status quo is falling behind. We’ll be moving forward every day, but we’ll need everyone’s help to make sure that happens.”

The long-awaited renovation of aging Hancock Stadium was approved in midFebruary by the ISU Board of Trustees.

The $25 million project will begin in late spring or early summer and is expected to be completed in time for the 2013 football season.

The Redbird women’s basketball team reached the semifinals of the Women’s National Invitation Tournament for the third straight year in the 2010-11 season under first-year coach Stephanie Glance.

But the Redbirds (24-11) lost for the first time at home as Southern California administered a 63-36 defeat.

Illinois Wesleyan’s women’s basketball team enjoyed a banner season as well.

The Titans advanced to the NCAA Division Final Four for the first time in school history. IWU rallied from a 23-point deficit in the sectional championship game to beat George Fox (Ore.), 61-60, as Nikki Preston sank two free throws with 4.1 seconds left.

That sent IWU back to its home court, Shirk Center in Bloomington, for the Final Four. However, the Titans (27-6) finished fourth after losing in the semifinals to Washington (Mo.) and in the third-place game to Christopher Newport (Va.).

The Pantagraph/CARLOS T. MIRANDA The Pantagraph/STEVE SMEDLEY

Illinois State University's new director of athletics Gary Friedman spoke during an announcment of his appointment on May 11 at ISU's Kaufmann Football Building.

“We all feel a little empty,” said IWU coach Mia Smith. “But we’re going to hang a banner and we’ve got a trophy that will be forever in the history of this program.”

The IWU football team reached the NCAA Division III playoffs for the second time in three years and fourth in school history after finishing second in the College Conference of Illinois and Wisconsin.

The Titans raced out to a 17-0 lead against Monmouth in a first-round game at Tucci Stadium. However, the Fighting Scots rallied behind record-setting quarterback Alex Tanney of Lexington to earn a 33-27 victory in three overtimes.

Heartland Community College’s baseball team finally reached the NJCAA Division II National Tournament after coming up one game short two straight years. The top-ranked Hawks won five straight games to win the Region 24 Tournament and advance to nationals in Enid, Okla., where they went 1-2.

Heartland’s softball team advanced to its fourth straight Division II National Tournament at Champion Fields in Normal. The Hawks, who were the national champions in 2009, also went 1-2.

Christopher Newport's Chantal Thomas, left, looks at teammate Chelsie Schweers while guarded by Illinois Wesleyan's Nikki Preston during the third place game at the Women's Division III Final Four at Shirk Center in Bloomington on March 19, 2011. The Titans got fourth place.

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Bold, efficient and powerful T

he Ford F-150 breaks new ground with its available EcoBoost engine, delivering a combination of fuel economy, performance and towing that beats all other trucks.

The Ford F-150’s official EPA ratings are 22 mpg on the highway and 16 mpg in the city. No other truck with comparable horsepower can match the F-150 EcoBoost in highway or city fuel economy.

The one-two punch of Ford Motor Company’s EcoBoost technology — fuel economy and high performance — has opened a new era for truck customers.

“The 3.5-liter EcoBoost truck engine is a shining example of the uncompromising nature of Ford’s EcoBoost technology: more power and better fuel economy,” said Doug Scott, Ford Truck Group Marketing Manager. “What’s important for truck customers is that this all-new engine delivers best-in-class capability where it matters most: towing and hauling. Now they’re getting great fuel economy, too.”

The 3.5-liter EcoBoost truck engine produces bestin-class 420 lb.-ft. of torque, helping enable best-in-class maximum towing of 11,300 pounds and maximum payload of 3,060 pounds, all with unsurpassed fuel economy.

SAVING FUEL The 3.5-liter EcoBoost is the final piece of the most

engineers have enhanced EcoBoost’s technology capabilities by adding variable valve timing and precisely controlling all aspects of the engine. Ford has at least 125 patents on its EcoBoost technology.

DIESEL-LIKE PERFORMANCE

The use of EcoBoost technology makes the Ford F-150 an efficient, capable and refined pickup truck. extensive powertrain makeover in the 63-year history of Ford F-Series.

Introduced last year were a new 3.7-liter V6, a 5.0-liter V8 and a 6.2-liter V8. Each of these engines also offered best-in-class or unsurpassed fuel economy, power and capability.

Meanwhile, each engine is mated to a fuel-saving six-speed automatic transmission — making Ford the only manufacturer to equip its entire full-size pickup lineup with standard sixspeed automatic gearboxes.

All F-150s, except those

equipped with the optional 6.2-liter V8, feature EPAS, or electric power-assisted steering, a segment first.

EPAS contributes about a 4 percent fuel-economy benefit compared with conventional hydraulic systems.

This versatile powertrain lineup enables F-150 customers to choose the engine that best suits their needs.

TECHNOLOGY The 3.5-liter EcoBoost truck engine for the Ford F150 means this award-winning technology is available

in the best-selling vehicle in America.

In 2010, 528,349 Ford FSeries trucks were sold, making it not only the bestselling truck in America for the 34th straight year, but also the best-selling vehicle, car or truck, for the 29th consecutive year. No other car, truck, SUV or CUV reached the 400,000 unit sales level in 2010.

By 2013, Ford plans to offer an EcoBoost engine in up to 90 percent of its North American nameplates, supporting global sales of 1.5 million EcoBoost-powered

vehicles per year.

EcoBoost is fundamental to Ford’s strategy to provide technologically advanced, high-output, smaller-displacement powertrains that deliver uncompromised performance and fuel economy.

Ford EcoBoost engines deliver fuel-economy gains of up to 20 percent and reduction of CO2 emissions of up to 15 percent, compared with larger, less-efficient engines.

In addition to turbocharging with direct injection, Ford powertrain

The key technologies built into every EcoBoost engine, including turbocharging and direct fuel injection, are particularly relevant to truck customers.

This combination of turbocharging and direct fuel injection delivers a wealth of low-end torque and maintains it across a broad rpm range, which is key in towing applications.

The 3.5-liter EcoBoost truck engine delivers 420 lb.-ft. of torque and 365 horsepower to enable bestin-class towing of 11,300 pounds – more than enough to tow a fully loaded threehorse trailer or 30-foot boat, for example. Plus the EcoBoost truck engine does it all on regular fuel and with outstanding fuel economy.

“Truck customers should think of the EcoBoost truck engine as a gas-powered engine with diesel-type capability and characteristics,” said Jim Mazuchowski, V6 engines program manager. “The twin turbochargers and direct injection give it the broad, flat torque curve that makes towing with a diesel so effortless.”

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