Rebecca Malotke-Meslin: 2023 candidate for Naperville City Council, 4-year term

Bio

Town: Naperville

Age on Election Day: 42

Occupation: Small business owner

Employer: Pleasantly Aggressive Coaching and Consulting

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: Investing in infrastructure: Being mindful of the rising costs and continued supply chain issues calls for long-term planning to ensure we have the resources to steadily reinvest in roads, bridges, water mains, and technology that supports all of the city's departments' various needs. The city council should create a citywide strategic plan to balance the wants of the community with the needs of basic services that impact all residents.

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

A: Fiscally strong. The current mayor has prioritized saving and debt reduction in order to ensure long-term growth for the city. Now we are in a strong position to reinvest as well as be prepared for unexpected expenditures that arise from disasters or crises.

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

A: Water and wastewater systems are aging, requiring replacing and updating of pipelines and plants that service them. Moving forward with spending on these initiatives will ensure basic public health needs continues to be met for all residents and businesses.

The city's technology infrastructure includes everything from call centers to police dispatch. These systems allow our first responders to reduce response times, our residents to have access to information about all city services on-demand, and ensure all parts of the city government can run efficiently. Technology improvements require ongoing updates and training for hardware and software systems, with upfront investments and long-term maintenance costs.

Human Resources for such a large organization will always be a significant expense. Naperville has seen increased demands for city services. Investing in the recruitment and retention of top talent is necessary to maintain a high quality of service to our residents.

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

A: We've witnessed various city departments streamline their processes and find opportunities for increased savings. Collectively, these changes allow us to see what is truly essential to not only keep Naperville city services functioning but also thriving. Strategic planning will allow us to focus spending on areas of the greatest importance and need.

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: With a strategic plan, it will be easier to identify what projects to prioritize or de-prioritize in terms of spending. For example, replacing aging water mains is crucial for public health and safety. Delaying attention and resources to these infrastructures can result in significantly higher costs due to failure, not to mention putting residents and businesses at risk.

While the Capital Improvements Budget is designed to support this work, both the 5-year projections and current year budget will determine the pace at which we can move the project forward - while considering the ever-increasing costs and potential supply issues.

By implementing a strategic plan, city staff can best classify projects to understand the impact on residents' health and safety and allow the city council to make informed decisions about the city's priorities.

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: I've worked for municipal government, nonprofit organizations, and as a school administrator. In all these experiences, the organizations focused on their mission and the constituents served. Similarly, the City of Naperville has a guiding mission, employs nearly 1,000 people, and serves close to 150,000 residents.

I have the experience, skills, and drive to ensure our city continues to thrive. My past employment required me to ask difficult questions in the interest of transparency, provide clarity about processes and outcomes, and collaborate with others to make sound decisions. I am a firm believer in leading with civility and respect in order to achieve group consensus. Being an effective leader requires listening, empathy, courage, and flexibility, as well as making the best decision you can with the information you have and being willing to consider new information as it becomes available.

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

A: My experience working for municipal government, as a school administrator, as a former union member, as a mom, and as a small-business owner has given me a mix of experience, unlike any other candidate.

Combining that experience with a deep desire to serve the people of Naperville, proven work ethic, strong communication skills, and track record of being a community builder means I am the best candidate for the job.

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

A: Serving the community means serving ALL residents, even those not regularly engaging in civic discourse. As community leaders, we are responsible for building trust with our community members. Valuing diversity means welcoming new residents to establish roots for their families and asking for their engagement.

By reaching out to residents individually and through existing nonprofit organizations and community groups, we can amplify their voices and ensure representation in our community's future planning.