George Nwogu: 2023 candidate for Algonquin Village Board

Bio

Town: Algonquin

Age on Election Day: 61

Occupation: Assistant Professor, Information Technology

Employer: American University of St. Vincent

Previous offices held: None

Q&A

Q: What is the most serious issue your community will face in the coming years and how should the city council or village board respond to it?

A: I would say that the most serious issue our village is likely to face in the coming years is a potential decline in the village state-shared revenues. The village's big dependency on the state for a large chunk of its revenue base poses a recipe for disaster in an era of high inflation and economic uncertainty given the uncertainty of what actions the state might take to address decreasing revenues.

The village needs to push for further economic development by taking intentional concrete steps designed to attract new businesses to not just the West and Downtown areas, but also more importantly the East Algonquin area that remains under-developed when compared to the other areas.

Q: How would you describe the state of your community's finances?

A: Revenues have flatlined over the last 4 fiscal years while expenditures have increased. We need to pursue steps to increase revenues (particularly sales tax from new businesses) so that total revenues can trend upwards like expenditures.

The budget process in itself can only be classified as extraordinary given that the village has received the Distinguished Budget Presentation Award from the Government Finance Officers Association for 19 consecutive years.

If elected, I will support any board efforts to expand economic development by exploring the best ways to increase and diversify the Village's revenue base. Additionally, I will wholeheartedly support President Sosine's leadership and board actions that will ensure that the board continues to remain a good steward of taxpayer dollars.

Q: What should be the three top priorities for spending in your community during the next four years?

A: The 3 top spending priorities should come from the list of community-endorsed projects in the current approved budget covering infrastructure, public safety and funded plan development projects. They should be projects that will be of maximum benefit to our residents, and which are designed to be executed and completed within the fiscal year. Community input and participation in spending decisions will spotlight these priorities.

Q: Are there areas of spending that need to be curtailed? If so, what are they?

A: Community input process needs to be improved to get better feedback from residents and allow for the board to understand the true needs of our residents and how spending can be applied and curtailed. I am a strong proponent of active community participation so that the board can effectively serve Algonquin's residents and foster a better Algonquin. Areas of spending that need to be curtailed need to reflect our community's desires.

Q: What do you see as the most important infrastructure project the community must address? Why and how should it be paid for? Conversely, during these uncertain economic times, what project(s) can be put on the back burner?

A: Old, funded projects from adopted plans, such as the Comprehensive Water Master Plan and the Downtown Streetscape Master Plan need to be completed to avoid cost overruns, allow for a fast-tracking of the expected project benefits, and allow for a pivoting towards new pertinent improvement projects. The Longmeadow Road project is an example of a project that should have been long completed and needs to be concluded so that Algonquin residents can begin to enjoy the long overdue promised transportation hardship issues mitigation.

Q: Describe your experience working in a group setting to determine policy. What is your style in such a setting to reach agreement and manage local government? Explain how you think that will be effective in producing effective actions and decisions with your village board or city council.

A: I have served as a McHenry County Board Community Development and Housing Grant Commission (CDHG) member since 2016. As a Commissioner, I have worked collaboratively and effectively with other commissioners to determine policy and provide direction regarding affordable and fair housing, strengthening of community economic development, and improvement of public infrastructure for McHenry County communities.

As a Leader in Information Technology, I handle a wide range of cross-functional activities with business units, compliance teams, risk management teams, executive leadership and audit entities.

As a fresh voice that has helped to drive strong results by having the ability to interface effectively with multiple parties and deliver on strategic goals, the knowledge and skills I have acquired is something that would be required to reaching agreements and providing solutions geared towards serving Algonquin's residents and working for a better Algonquin.

Q: What makes you the best candidate for the job?

A: My educational background and leadership experience has equipped me to be able to work effectively for our residents and ensure that Algonquin remains a desirable and safe place for our families to live and a good economic destination for businesses.

As a fresh voice committed to working for a better Algonquin, I intend to utilize the “SMART” goals technique to deliver strong results for our residents. The SMART technique will enhance the actionable deliverables derived from the 6 village operating principles to work for a better Algonquin.

I have an undergraduate degree in Finance and advanced degrees in Administration, Management and Organizational Leadership.

I have worked in senior leadership positions in Information Technology Compliance roles at Fortune 1000 companies and a multi-billion dollar private company.

I plan to apply my leadership experience to deliver real results for the residents of Algonquin and making Algonquin a true Fox River community gem.

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

A: I consider our weakest economic development link to be the East side. If elected, I will apply SMART goals techniques to truly promote economic development on the East side to bring it at par with both downtown and the West side corridor of the village. We should focus on attracting more commercial development by creating incentives for businesses to want to locate on the East side. Several businesses (like Chase Bank, Mandile's Restaurant, Butera, the Brunswick Zone etc.,) on the East side have either closed down or moved away to a different location.

Also, with potential shortfalls in state-shared revenues and flatlined revenues that I spoke of earlier, economic development on the East corridor becomes imperative and urgently needed to shore up our revenue base. With the ravaging effects of inflation on our community, I will fight for relief for our residents by seeking ways to enhance economic development and increase revenues so as to not placing any tax burdens on our residents.