Daniel J. Pearson: 2025 candidate for East Dundee village president

Bio

Office sought: East Dundee village president

City: East Dundee

Age: 53

Occupation: Retired firefighter

Previous offices held: East Dundee Fire Commissioner

Why are you running for this office? Is there a particular issue that motivates you? Also, what makes you the best candidate for the position?

I have had the privilege of building relationships with many local business owners. As a retired battalion chief with the Hoffman Estates Fire Department, I bring years of leadership experience to the table. I also currently serve as the Commander for the West Dundee VFW and proudly served in the United States Marine Corps.

I firmly believe taxpayers deserve a representative who genuinely cares about their concerns and is dedicated to the responsible stewardship of their hard-earned dollars. My efforts have earned the support of numerous downtown businesses, who endorse me due to the challenges they face with a board that lacks a deep understanding of business operations.

To ensure the long-term prosperity of our town, it is crucial that we focus on growing our local businesses, as they are the primary sources of revenue for our community. Currently, property taxes are primarily allocated to fund the police pension, highlighting the need for a thriving business environment to support our town’s broader needs.

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

I believe it is essential to prioritize repairing the water system east of town to ensure a reliable and efficient service for all residents. Additionally, we must continue to focus on fostering business growth east of Route 25, as this will contribute to the overall economic vitality of our community.

However, I am concerned about the proposed housing complex at the Haeger property. This development has the potential to add 200-300 cars to our already congested streets, which could significantly impact traffic flow and public safety.

Moreover, it raises concerns about the strain it may place on our existing infrastructure, which will require careful consideration and planning to address. We must ensure that any growth is sustainable and does not overburden our community's resources.

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 community’s funds have been mismanaged and continue to be spent irresponsibly. A prime example of this is the purchase of 611 Main St. for $1.7 million, which was later sold for just $750,000, resulting in a significant financial loss.

Furthermore, our current village manager was initially hired under a contract for approximately $171,000, only to receive a raise to around $181,000. Despite this substantial compensation, she works from her home in Evanston three days a week. Additionally, she was permitted to hire an assistant, whose salary now totals approximately $111,000, and who also works from home three days a week.

These decisions reflect a pattern of wasteful spending that must be addressed to ensure that taxpayer dollars are used more effectively for the benefit of the community.

What do you see as the most important infrastructure project you 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?

I believe it is crucial to prioritize the repair of the water system east of town to ensure reliable and efficient service for all residents. In addition, we must focus on fostering business growth east of Route 25, as this will play a significant role in the economic vitality of our community.

It is equally important that we rebuild our relationship with downtown businesses and provide them with the support they need to thrive and expand. By working collaboratively with local businesses, we can strengthen our community and create an environment conducive to sustainable growth.

Describe your leadership style and explain how you think it will be effective in producing effective actions and decisions with your village board.

My leadership style is focused on gathering all the facts before making decisions. I believe in ensuring that every voice is heard and valued, as the board members all have the best interests of our community at heart. Not every issue needs to be approached as a conflict — collaboration and mutual understanding can often lead to the best outcomes for our residents.

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

I have been out knocking on doors and speaking with many residents, and a recurring request I’ve heard is for the village to adopt an ordinance allowing street-legal golf carts.

This is something I’ve looked into, and several nearby towns have successfully implemented it. Adopting such an ordinance could help alleviate parking issues and slow down traffic, contributing to improved safety on our roads. In fact, these towns have reported a decrease in their accident rates since making the change. I believe this is a practical solution worth exploring for our community.