Mark Anglewicz: Candidate profile

Bio

Name: Mark Anglewicz

City: Elmhurst

Office sought: Ward 4 Alderman

Age: 39

Family: Wife Rosie, Three Children: Mia, Makenna, Merrick

Occupation: President of LAUGFS USA, LLC

Education: Master of Public Administration

Civic involvement: Elmhurst Economic Development Commissioner

Previous elected offices held: None

Incumbent? If yes, when were you first elected? No

Website: www.markanglewicz.com

Facebook: www.facebook.com/Mark4ElmhurstWard4/

Issue questions

What are the most important issues facing your community and how do you intend to address them?

Many Ward 4 residents still face the threat of flooding. Flood mitigation initiatives put in effect by the city have had a noticeable impact, but residents have told me they believe the new flood prevention infrastructure has not been fully tested. Many residents still have multiple sump pumps that work around the clock and fear a heavy rainfall may cause the infrastructure to be overwhelmed, as a result in their homes being flooded.

With respect to flooding, improvements have been made. However, continued proactive measures should be done, including monitoring changes in the water table. With increases in rainfall volume and frequency effecting most areas of the U.S., the heavy rain can cause water tables to rise. Additionally, new home builders should take measures to ensure lots are graded in a way that prevents additional runoff into neighboring yards.

New development in Elmhurst is another important issue for Ward 4 residents. Elmhurst has seen a lot of new development over the past few years, particularly downtown. Residents have expressed concern over the changes to the landscape of the city. As Alderman, I will advocate for development projects to keep within the character of the city, conform aesthetically, and consider implications of traffic flow, city's resource allocation and community benefit.

What makes you the best candidate for the job?

I think experience and temperament makes me the best candidate for Ward 4 Alderman. I will bring to the position actual experience in both the public and private sectors.

Considering my experience, I have a Master of Public Administration degree, which is the preferred degree of city managers and professional city administrators. Additionally, I have public sector experience, serving in the Departments of Community Development and Economic Development with the City of Cleveland. In that time, I worked on many multifaceted development projects, requiring interdepartmental cooperation and city council approval.

I also have more than a decade of private sector experience. For 13 years, I jointly operated a family business, YES Equipment, with my father and brother. Additionally, I founded, my company, LAUGFS USA, LLC in 2017. I have built a business from the ground up, and my experience gives me a first hand perspective of the challenges facing the business community.

With regards to my temperament, serving as Alderman requires taking 24/7 calls, interacting with upset or frustrated residents, and thoughtfully listening to opposing viewpoints. I believe in active listening, taking decisive action, and following through to resolve residents' issues. I realize residents contact their alderman because they have an immediate problem, and need an immediate response. Ward 4 residents can expect that of me.

Describe your leadership style and explain how you think that will be effective in producing actions and decisions with your village board or city council.

I describe my leadership style as wanting to know as much information on an issue as I can before coming to a conclusion. I like to hear and understand opposing points of view, and get perspective from experts on a subject. Once I believe I have a grasp on an issue, I will advocate my position in an assertive, but respectful manner, and I will insist on achieving the maximum benefit from the resources spent. In situations where immediate and decisive action is needed, I will do so, and provide leadership and support where needed.

I am an independent thinker, and will give a dissenting opinion or vote, if I think something is not in the best interest of Ward 4 or the city. I will reach out to residents in my ward to discuss and collaborate with them on issues of importance. I believe in accountability, for myself and for those with whom I work. Residents should have an expectation, if they elect someone to represent them, that the person does so to the best of their ability.

I believe my style of leadership is effective in creating laws that are more comprehensive and have greater mass appeal. Moreover, my leadership style is inclusive of all people, not just ones who are like minded. As a result, it will achieve better outcomes for residents.

How would you describe the condition of your community's budget, and what are the most important specific actions the town should take to assure providing the level of services people want?

Elmhurst residents may soon be facing increased taxes or reduced services. The City Council, indicated in a letter from City Manager Grabowski to the Mayor, dated November 1, 2018 about the 2019 proposed budget, directed the use of the general fund balance to, "bridge a gap between revenues and expenditures." According to the 2019 proposed budget, estimated 2018 expenditures depleted the general fund balance nearly $4 million, to overcome a budgetary deficit, and achieve a mandated balanced budget. It is projected by 2020, the general fund balance will be reduced to approximately $11.2 million. Elmhurst policy states the general fund balance must stay between 33 percent and 25 percent of expenditures. 2020 adjusted expenditures are projected at approximately $49.3 million. Thus, $11.2 million puts the fund balance below the 25 percent threshold in 2020. Moreover, if revenues are not increased or expenditures reduced, the fund balance may be fully depleted within a matter of a few years, leaving the city unable to meet financial obligations.

As Alderman, I will make budget decisions based on results and outcomes, long term planning, and incentivize city management and employees to achieve more without expending additional resources. I believe the budget process is not just an exercise of balancing revenues and expenditures, it's also creating a strategic road map as to where to lead the city.

What's one good idea you have to better the community that no one is talking about yet?

Municipal Broadband Services are taking hold in communities across the U.S. More than 800 municipalities of all size and demographic have instituted it, as it offers several benefits as compared to private service providers. Municipal broadband is a publicly owned fiber network capable providing internet speeds up to one gigabyte per second or more. Municipal broadband is often more affordable than traditional private broadband suppliers. Access to this speed is an attraction of businesses that rely heavily on internet speed and bandwidth, such as technology companies and data centers. It can also give a competitive leg up to other non-tech businesses, public entities and educational institutions such as District 205 schools and Elmhurst College.

Municipal Broadband will allow for net neutrality, which was recently repealed and allows private internet providers to block websites, slow the internet speeds, and establish paid prioritization for higher speed internet.

Municipal broadband can allow for increased efficiency for the city, by creating a high-speed intranet between its various facilities, including City Hall, Police Department, Fire Stations, and more.

Municipal broadband capital costs are typically paid for by the sale of General Obligation Bonds, and costs are recouped through lower expenses to the city, economic growth, and the sale of service to the business and residential community.