Brad Clousing: 2023 candidate for Wheaton City Council, At Large

Bio

Town: Wheaton

Age on Election Day: 43

Occupation: Commercial real estate broker

Employer: SLIB

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 respond to it?

A: I anticipate the cost of labor (both payroll and benefits) as well as city provided services to continue rapidly increasing through this year just as in the private sector given the inflationary environment.

Additionally, a top priority should be to continue working on cost effective solutions to the areas prone to flooding.

Lastly, rising crime, especially by nonresidents has become an issue. Year to date 69% of arrests were nonresidents of Wheaton. Community safety is a strategic priority of the city, and our police department does a good job of meeting the goals set by the council.

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

A: Wheaton is in a strong financial position and in fact it is one of only 19 municipalities in Illinois to maintain a AAA long-term rating. Additionally, the city has not raised the tax levy for the 4th year in a row for which the current council should be commended. The city is audited on an annual basis and does an excellent job of presenting its financial information and annual budget to the community.

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

A: Maintaining strong police and fire departments is important for safety, which is a necessity. The citizens also rely on the city for water, sewer, and stormwater management which is an ongoing challenge in certain parts of the community.

I want to ensure assure adequate funding is continued to replace old and collapsed water and sewer infrastructure as well as continue the funding of the stormwater work. The continued capital for projects that promote business growth and create opportunities for residents to spend locally should also be a priority. Dollars that stay in Wheaton are a benefit to all of us.

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

A: The city has not raised the tax levy in 4 years and the 2023 budget is $121 million. There are currently 40% of general fund operating expenditures in reserve. At this point I think current programs should continue to be evaluated for value and best practices however the current council and leadership has done an excellent job maintaining a sound financial position for the city.

Given the ability of the city to not raise the levy in 4 years, I am not aware of any items in the current budget that necessitate immediate curtailing. Maintaining balanced budgets and finding cost effective means of providing services and infrastructure are part of the city's strategic priority for long-term financial stability.

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 stormwater work should absolutely continue and I believe the city has done good work in drawing from various buckets of grant money to offset costs the best they can. I know there is continued work budgeted for various area of north Wheaton and that should absolutely continue. With the current budget and fiscal health of the city, I can't think of a project that should be put on the back burner.

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 city council.

A: Admittedly, I am new to any type of politics or policymaking. However, I am a managing partner for a real estate firm and to me the skill set in managing a successful company will overlap. We are constantly making decisions about needs that outpace resources (both human capital and actual capital). Creativity, careful evaluation, and sound decision making are traits that I utilize in managing our firm.

Always striving for a better product or outcome at a better value has been ingrained in my leadership style. I have been active in our last two neighborhood HOA's and am currently the treasurer for the Lake Maxinkuckee Association. These boards have been good experience for me in working as a group to collaborate in governance and decision making.

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

A: I am confident my long tenure in commercial real estate and analytical skills in evaluation and selling real estate businesses (health care assets) will be a benefit for the council. Additionally, we have run our firm by committee for the past 4 years and I have learned to make hard decisions in a group setting.

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

A: As I have been speaking with business owners through this process they are clearly at a disadvantage as compared to large corporations in trying work through the development and planning process to build out and evaluate possibilities to open a new business.

I would like to find a way to have recourses or potentially a new position that could be a proactive sounding board and liaison between the building department/planning zoning and a potential small business owner so they can know what to expect, how long it might take, what might be possible, and be provided the most expeditious way through the process. I believe this would benefit both the business owner and the city employees in the various departments.