John Barbini: Candidate Profile

Note: Answers provided have not been edited for grammar, misspellings or typos. In some instances, candidate claims that could not be immediately verified have been omitted. Jump to:BioKey IssuesQA Bio City: WaucondaWebsite: http://www.unitedwauconda.orgOffice sought: Wauconda Village Board (4-year Terms)Age: 67Family: Married 41 years. Four adult children, two grandchildrenOccupation: Served as a public educator for 43 years. Retired as Superintendent of Wauconda Unit School District 118 in 2004. Since then I have served as an interim superintendent in various Lake County schools. Currently I am interim principal at Grant High School.Education: Bachelor of Arts Degree in History and Education, Northeastern Illinois University. Masters Degree in Educational Administration, Northern Illinois University (NIU). Doctorate Degree in Educational Administration,(NIU)Civic involvement: Member of Wauconda American Legion Post 911 Past Prsident of Wauconda Rotary Club Member of Advocate Good Shepherd Hospital Governing CouncilElected offices held: Village of Wauconda Trustee (2009-13)Have you ever been arrested for or convicted of a crime? If yes, please explain: NoCandidate's Key Issues Key Issue 1 Continuing to control the cost of core government services while also maintaining the quality of those services to ensure the safety and well-being of our residents.Key Issue 2 Bringing Lake Michigan water to the residents of Wauconda by 2016, within or under the budget outlined by the village. Voters overwhelmingly approved the referendum to fund this project in November, 2012.Key Issue 3 Partnering with existing local businesses to promote economic development by finding ways to support those existing businesses, implementing a marketing plan to attract new businesses, and developing a TIF district to encourage private investments in underdeveloped areas.Questions Answers Name one policy or issue where your stance differs from the rest of your slate? Please explain.Our slate shares a united vision of a Wauconda which remains one of the best communities in Lake County, as reflected in the Daily Herald's Readers' Choice Award for that category.This award did not happen by accident. It was the result of a comprehensive plan which we and the village staff worked hard to implement. But we all address this vision from different perspectives, with different motivations. What drives me to do the job I am seeking is the desire to utilize my 43 years of public sector experience to maintain the positive momentum that we have worked so hard to establish in all aspects of village operations during the last four years.Talking with your friends and neighbors, what seems to be their biggest public safety concern? Explain the concern as you see it, and discuss how you think it should be addressed?Keeping our youth safe from the dangers of drug abuse. A recent analysis of drug related deaths in Lake County, showed that Wauconda experienced four deaths from heroin overdose in 2012. Our Mayor's response has been to commission a panel involving the schools, local hospitals, police, religious leaders, and service clubs to increase awareness of this danger.This initiative will acquaint both parents and youth on the dangers of experimental drug use and find ways to effectively combat those dangers. Unfortunately, education alone will not solve this problem. So we are also enhancing the partnerhip between the Wauconda Police Department and the Metropolitan Drug Enforcement Group and empowering the current School Resource Officer assigned to Wauconda schools to coordinate educational and enforcement efforts.In these tight economic times, municipal budgets have to be prioritized. Where, if anywhere, could the current budget be trimmed? Conversely, is there something that should be reinstated or have resources directed toward?Over the last 4 years Wauconda has reduced village staff by 25%, eliminated a $1,000,000 deficit, and reduced the Utility Tax paid by residents by 50%, all without negatively impacting services. These initiatives have conditioned us to constantly focus on finding efficiencies for the delivery of village services.The success of these efforts has been recognized by the Government Finance Officers Association (GFOA) with a fourth consecutive Award for Excellence in Government Finance, confirming the wisdom of the policies and practices that we have put in place to enhance fiscally sound management of public resources. As to what should be reinstated as resources become available, we believe that the Capital Improvement Fund should be increased to address future needs of the village. This would reduce the chance of placing an additional tax burden on village residents. We will continue to find new ways to leverage regional and federal resources by partnering with other public bodies and private enterprise in an effort to bring needed services and updates to our village using the most fiscally responsible means.What changes do you think should be made in the Bang's Lake management to ensure its health and well-being and further enhance it as an important community and recreational resource?We have complied with Illinois Department of Natural Resources mandates by hiring an environmental consultant to develop a comprehensive lake management plan. Funds for this study were obtained from the recycling rebates the village receives, thus not causing any taxpayer funds to be expended. This plan will help us continue ongoing efforts to evaluate current conditions of the lake, identify problems, and offer prioritized solutions. Working with the Bangs Lake Advisory Committee, we are also forging partnerships with lake front homeowners' associations in order to identify concerns and implement best practices for maintaining and improving the lake.What's one good idea you have to better the community that no one is talking about yet?Wauconda has many homeowner associations. In order to strengthen communications with these groups and the village, I would promote the formation of a Homeowners' Association Alliance (similar to our Business and Industrial Alliances). This group could dialogue and partner with the village in addressing common issues. During the past four years the success of similar partnerships has helped to improve communications and resulted in creative solutions to address issues.