TRUSTEE CONTINUED FROM PAGE 33 Great expectations
has extensive training in financing, budgeting, bonding, in-
vestments and risk management, and he counts organizational
management as one his most impacting skill sets on the job – all
his jobs.
What he loves about being mayor is what he loves about be-
ing State Delegate and what will be a standard operating pro-
cedure serving the pension board: “Everybody knows you and
everybody has your phone number. They know they can reach
out to you at any time, and you inject yourself into the commu-
nity to make things a little better.”
But whether it’s through his 15 years of service as a volunteer
firefighter in neighboring Franklin Township or surviving as an
elected official, Heck has developed keen insight about what
makes any leader successful.
“Loyalty, dedication and trust of the stakeholder and com-
munication without equal,” he asserts. “My legacy is that I hope
I have given back more than I ever wanted.”
President Colligan confirms that Heck’s skill sets and experi-
ence equip him to have a seat at the table for any of the subcom-
mittees that will be part of the new PFRS. What’s more, he thinks
Ray will be a formidable counterpart to the trustees represent-
ing the League of Municipalities and Counties because he has
sat on both sides of the table.
Sullivan has seen Heck use his political background to the
betterment of Local 105. It’s more than just being familiar with
the between-the-lines nature of the political process.
“He knows what to say and what not to say; when to push
and when not to push,” Sullivan adds. “What will also help with
PFRS is his political voice. Everywhere you go, everybody knows
Mayor Heck. From a random councilman in Morristown to free-
holders to county clerks, he knows them all.” Heck is not campaigning to be PFRS trustee, which is an im-
portant distinction regarding how he will represent.
“I call it networking,” he specifies. “I don’t need to sell myself.
What I need to do is reach out to the stakeholders and intro-
duce myself. I will reach out to as many as I can who are willing
to hear me explain about where my direction is, and, more sig-
nificantly, how they can communicate with me directly. I want
them to know that if I’m elected, I will exceed the expectations
of all members.”
Heck doesn’t make campaign promises. He pledges commit-
ment. The commitment he will make to the PFRS trustee board
builds on his dealings with the community, the PBA and acquir-
ing the knowledge to understand cash management, actuarial
application and staffing.
As a result, Heck can pledge the utmost oversight of the new
PFRS.
“I believe I speak their language,” he elaborates. “I can be the
type of manager to help them out but who won’t let them pull
the wool over my eyes.”
If there is any promise to be made, it’s the desire to work hard
enough to ensure a healthy, long and prosperous pension with
the promise of retirement and the return of COLA. If there is a
duty to fulfill, Ray’s is to assure the PBA’s vision that an inde-
pendent pension system will come to fruition as it is written in
Chapter 55.
“My most exciting time will come when we sit down with all
the trustees on our side, reach across the table, shake hands and
work together to ensure the prosperous future of this pension
system,” Heck emphasizes. “I feel obligated and privileged to
have this opportunity.”
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