Thomas H. Munger: 2025 candidate for Lincolnshire village board

Bio

Office sought: Lincolnshire village board (Vote for 3)

City: Lincolnshire

Age: 34

Occupation: Product manager, medical bags and pouches

Previous offices held: None

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

The key issue Lincolnshire faces is thoughtful economic development to address two priorities.

First, we must continue making Lincolnshire a special place to live, work, stay, and play. As trustee, I would support unique projects that draw long-term interest from residents of Lincolnshire and nearby communities. Projects should complement our natural landscape and residential areas and align with the recently-adopted long-term comprehensive plan.

Second, development enables healthy long-term finances. Growth creates new revenue for the village via local taxes that offsets rising costs and risks to current revenues. Today, residents are only taxed for police pensions and public safety — growth ensures this policy continues.

The village has considered proposals to develop the former Aon property. I would prioritize these proposals. The Aon property is valuable for its acreage, proximity to I-94 and SR 22, and signalized intersection. The Corporate Center should be a focus area, too.

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?

Lincolnshire’s finances are strong. The village passes a balanced budget every year and maintains 75% of its annual operating expenses in reserve. The village has little to no debt and funds its police pension at over a 90% rate. These accomplishments have earned Lincolnshire an AAA bond rating.

As trustee, my goal would be to continue managing Lincolnshire’s finances in this manner. Because of Lincolnshire’s fiscally responsible policies the village has been able to weather economic downturns like 2008 and the COVID pandemic.

Importantly, Lincolnshire has wisely adopted a 10-year capital improvement projects plan and has sought ways to reduce costs by outsourcing certain jobs like maintenance of rights of way, tree trimming, leaf pickup, architectural plan reviews, etc. The village has also reduced costs down by joint purchasing and bidding and consolidating 911 services. I will work to find other opportunities to streamline and reduce costs while still delivering quality services.

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?

The most important infrastructure project facing Lincolnshire is aging water main and sewer systems. Lincolnshire’s infrastructure is over 60 years old and was designed for a smaller population and fewer buildings. New, wider pipes are required to ensure uninterrupted and clean water supply. Furthermore, storm sewer modernization and updated lift stations near the Des Plaines River, i.e.: Lincolnshire Drive, Spring Lake Park area should address the regular flooding in the area.

Lincolnshire manages water and storm sewer projects as separate utilities under public works. The village’s sewer and utility fee covers capital expenses required for infrastructure upgrades. I think this is a fair method to allocate costs because residents are billed based on their share of demand.

To address prioritization, Lincolnshire should plan infrastructure projects based on guidance from its 10-year plan. Projects deemed critical should take priority over others in the event all cannot be completed.

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 village board.

To be successful in government, one must excel at team leadership. I have developed strong team leadership skills through project management experience in business, volunteer activities, and as a former football and basketball player at Stevenson High School.

My approach to team problem solving is to define a project’s goal and project requirements with critical stakeholders. Once a plan is objectively framed, one can more easily balance complementary and competing interests of various stakeholders to achieve the desired outcome.

This approach translates well to local government. To consider a new piece of village business, a trustee must develop a point of view on the best outcome for the village, and balance the interests and inputs of residents, businesses, fellow trustees, the mayor, village staff, and contractors to achieve the outcome.

What makes you the best candidate for the job?

First, Lincolnshire is my home. I grew up on Dukes Lane, went to District 103 schools and Stevenson, played basketball and baseball through LSA (Spring Lake Sports League, when I was a participant), spent summers at the Lincolnshire Swim Club, and made many friends in the community. My wife, Annelise, and I recently decided to make Lincolnshire home for our young family — we welcomed our first son in January!

Having lived the Lincolnshire experience myself, I understand why Lincolnshire is a special place, and I want my son to have the same upbringing I enjoyed.

Second, I have skills and experiences to be an effective trustee and to represent the interests of Lincolnshire residents. I have a degree in mechanical engineering from the University of Illinois, an MBA from Kellogg at Northwestern, and professional experience managing large, strategic projects in the automotive and packaging industries. I would love an opportunity to apply my skills toward the growth of Lincolnshire!

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

I have heard complaints about cellphone and internet coverage in the community. I think an opportunity exists for the village to proactively engage with telephone and internet providers to ensure we have access to the best telecommunication resources. In today’s age, where remote work, online learning, and streamed television are commonplace, telecommunication infrastructure must be state of the art.