Paul D. Lencioni: 2025 candidate for St. Charles City Council Ward 3

Bio

Office sought: St. Charles City Council Ward 3

City: St. Charles

Age: 50

Occupation: Insurance broker

Previous offices held: St. Charles Ward 3 Alderperson since 2021

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

The most serious issue we face is ensuring strong city systems that support sound and responsible financial management. To achieve this, we must require quarterly finance presentations from the director of finance and staff, ensuring open, ongoing discussions about capital project expenses, funding requirements, tax growth, and how our budgeting and financial policies sustain the city’s long-term health.

Unfunded state mandates — such as lead line replacement and police body cameras — must be incorporated into a broader financial strategy that balances investment in our economic future with the necessary maintenance of our infrastructure.

In the past, city council was less informed and engaged in fiscal policy, which left citizens unaware of financial realities, contributing to growing debt and a weakened financial position. We cannot allow that to happen again. Future councils must be actively involved in financial oversight, ensuring transparency, accountability, and a fiscally responsible path forward for our community.

How would you describe the state of your community's finances? What should be the top priorities for spending during the next few years? Are there areas of spending that need to be curtailed?

Our financial position is fair and improving. But our city infrastructure is aging. To remain competitive as a hub city in the western suburbs — a destination for new families and businesses that invest in our community — we must address necessary upgrades. There are current needs.

From a financial operations standpoint, we must stay focused on reducing debt, ensuring that enterprise funds like sewer and water operate efficiently, and that service fees appropriately sustain these essential services. At the same time, our financial policies must account for growing operational challenges, such as inflation-driven material costs, rising payrolls, and increasing pension obligations.

While I don’t believe our current spending is wasteful, fiscal responsibility is crucial. We must strike a balance between what we can invest in today, what we can fund over time, and what must be prioritized lower.

It is neither practical nor fair to tax today’s residents for every possible need or to raise funds at a level that would allow for a complete infrastructure overhaul all at once. Thoughtful, strategic planning is the key to ensuring both financial stability and a strong future for our city.

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?

We must address critical infrastructure needs, including the state-mandated lead line replacement, which will require $7-$8 million annually for the next decade. Additionally, we need to plan for an east-side trunk sewer line capacity upgrade — investments that are simply necessary for our city’s future.

At the same time, we must be mindful of spending on “nice-to-have” projects that cannot be justified and ensure we divest from nonessential assets, such as city-owned properties that do not directly support public services — like the property at Illinois and Route 31.

To ease the tax burden on residents, we need to grow as a “net importer” of tax dollars by attracting people from surrounding communities to dine, work, and open businesses in St. Charles. Encouraging commercial activity brings outside investment into our city, strengthening our local economy and providing a significant increase in tax revenue.

Smart financial decisions are essential, but so is positive, supportive leadership that fosters an inviting, thriving community. St. Charles must be a city — and have leaders — who actively embrace and promote the vibrant, welcoming culture that makes our community great.

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

For most of my career, I have helped groups make the best decisions by staying focused on meaningful goals, listening to different perspectives, and promoting common sense solutions to complex challenges.

I believe the best decisions come from engaging with people we agree with, as well as those we don’t, and truly listening to everyone. Then, by supporting the strongest solution and helping others see its benefits, we can move forward together.

Collaboration has always been at the heart of my work, and I’ve earned a reputation in the community for putting the needs of others first. A great example of this was my work to replace Blue Goose Market with Whole Foods when the long-standing grocery store could no longer continue.

This was the most challenging path forward, requiring personal sacrifices from my family and me — but I pursued it because it was the best outcome for our community.

People trust those who clearly work for the greater good rather than personal interest. That same principle should guide our city council to make the best decisions for all of us.

What makes you the best candidate for the job?

I have the background, experience, and passion to provide valuable leadership as Alderperson. But more importantly, the number one reason I am the best candidate is that I genuinely show and tell our neighbors that they matter — that they are important.

Throughout my life, I have done whatever I can to support those around me — whether by giving a job, helping navigate the complexities of business and government, or being an open and accessible chair of the planning and development committee.

I’ve helped friends and neighbors in our community pursue their dreams, whether it’s launching an ice fishing gear company, starting a restaurant, or running a jewelry store.

I believe that in a community — just like in a family — we succeed together. Some days you need a friend, and some days you can be that friend who helps. There should never be adversaries in a community, and negativity has no place in leadership.

Choose leaders who build others up rather than tearing them down — you never have to yell at someone to stop something that you've already helped them find a better way do. That’s who I am, and who I always will be!

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

We need to focus on being “net tax importers.”

We should do better reinforcing a culture of positive leadership in our community: actively and explicitly

We can do better seeking to partner with some of the world-class resources in our community for the benefit of all — Q Center, DuPage Airport …