Michael Olson: 2023 candidate for Lisle Village Trustee, 4-year term

Bio

Town: Lisle

Age on Election Day: 43

Occupation: Banker

Employer: CIBC

Previous offices held: Lisle Park District board of commissioners (2017-21)

Q&A

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

A: Commercial development in numerous corridors within Lisle is a crucial issue to address and has been for a prolonged period of time. Neighboring communities have been far more successful in moving development forward.

Robust commercial development would help ease the residential property tax burden. Downtown, Ogden Avenue, Warrenville Road, and the vacant Hickory Ridge Marriott property off Route 53 all have opportunities for development and progress.

A crucial issue for the village board is providing a clear vision to staff for development priorities. In addition, providing timely feedback to commercial property owners and the development community would be a top priority for me in order to accelerate development in Lisle.

Not all proposed developments will be acceptable to the community and village board. However, developers and owners need timely and constructive feedback on terms that would be acceptable in order to be responsive and propose amended development plans.

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

A: The village board has worked to hold the real estate tax levy flat for the past six years. This is a commendable effort by the village to work to make the financial cost of business in Lisle to be more competitive.

However, this needs to be balanced against any long-term impact on both service levels as well as ensuring budgets have long term sustainability.

Long-term budget issues exist for the village. The police pension fund has an approximate $16.4 million deficit (~71.8% funding level) that will require increasing contributions over time to reach a full funding level.

The village board should work to identify existing financial resources to redeploy or new resources to allocate to reduce this deficit more quickly.

Capital expenditures required to minimize lost water to leaks within the village water system is another potential long term budget issue. Water rates have continued to increase as a result of costs passed along from the city of Chicago for water delivery.

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

A: Police pension funding, attraction and retention of business to Downtown Lisle, and resolution of the long discussed bike path connectivity throughout the community.

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

A: The Lisle Economic Development Partnership funding needs to be reviewed to determine if there are better ways to deploy hotel/motel tax revenues which have more restrictive uses. If the organization is not able to attract additional capital contributions beyond the village of Lisle funding then it may be more efficient to have village staff determine economic development priorities with oversight of the spending from the elected village board rather than an appointed nonprofit board.

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: The village must assess and determine the future needs of commuter parking at the train station in Downtown Lisle. Utilization of parking for commuting has not returned to the levels prior to the COVID-19 pandemic. Office utilization in downtown Chicago is slower than expected and uneven with Tuesday to Thursday peak days for many office buildings. The need for Monday-Friday commuter parking has changed, likely forever.

The best use of the parking owned by the village and discussions with BNSF about the optimal use of the parking areas owned by BNSF should be an infrastructure priority for the village in the near term. A review of the optimal use for large, underutilized parcels in downtown Lisle should be a top priority.

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.

A: I have worked to be a collaborative board member during my service to the community on nonprofit boards as well as during my time as a Lisle Park District Commissioner. Collaboration has been effective in building relationships on boards and within the community. This allows for other members to feel valued and willing to volunteer their time and expertise.

I am also willing to push for change in an organization, if that change is necessary for progress. For example, the governance committee proposed a number of changes identified as necessary for West Suburban Community Pantry to grow and develop board members.

I helped deliver that message on behalf of the governance committee to the rest of the board of directors. I worked to compromise on some changes that were not as critical, while holding firm on the top priorities.

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

A: I am among the best candidates for the three open seats, based upon my experience in numerous areas that would be beneficial for a village trustee.

Development is a key concern for the residents of Lisle and the members of the village board. With my professional background of more than 20 years of experience in financing commercial real estate developments, I am uniquely positioned to understand the financial feasibility and long-term positive or negative impact of a development idea or proposal.

I will use this knowledge to present an educated and well-rounded perspective to the board and residents on all matters concerning real estate development.

I have experience on both nonprofit boards as well as government boards. I have learned to communicate with board members with different views and priorities. While serving on these boards I have learned to oversee the organization while providing freedom to the employee professionals to successfully manage daily operations.

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

A: The village should work with the Village of Woodridge on a likely annexation of the unincorporated land at Summerhill Drive and Route 53.

While the village of Woodridge maintains the right to annex the unincorporated land into its borders it would be beneficial to both communities to discuss the best land use plan as the former Hickory Ridge Marriott property due west of the unincorporated parcel which is within Lisle corporate limits already.

The financial feasibility of both parcels are likely tied to one another and it can be beneficial to both to discuss the best plan for the combined site to flourish and for both communities to benefit financially.