Joseph Beckwith: 2025 candidate for Oakbrook Terrace mayor

Bio

Office sought: Oakbrook Terrace mayor

City: Oakbrook Terrace

Age: 42

Occupation: Assistant Village Administrator, 911 Proviso Central Dispatch Center Director, Director of Communications and Technology

Previous offices held: Alderman of Ward 1

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?

The current dysfunction and division within the city council has caused the city to become stagnant and complacent, while staff changes due to retirement and turnover have negatively impacted operations, morale, and resulted in the loss of valuable experience and institutional knowledge. I am running for mayor to bring fresh leadership and proactive government to the city, while having and enacting a shared vision to move our city forward.

Using the strategic and comprehensive plan as a guide, I will reunite the council, staff, and residents by working together on goals and projects. I feel I am the best mayoral candidate due to my 20 years of experience in many different roles in municipal government (alderman, assistant village administrator, Director of 911 Dispatch Center, director of technology & communications), all giving me vast experience finding creative solutions to deal with complex issues.

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

Safety for residents, businesses, employees of the city and visitors to our community is something that we must not take for granted. Safety issues, concerns, and needs are something that evolve and only through communication and education with residents can the city stay on pace.

The recent MacArthur traffic safety issue was a major concern to residents and they let their voices be heard once given the opportunity. Committees such as the MacArthur Traffic Focus Groups that the aldermen and I formed are examples of these groups of stakeholders working together to be successful.

The critically low police department staffing levels have never recovered from previous year’s budget cuts and lack of future planning. The city’s large number of businesses (over 400), 40 bars, and 7 hotels are reasons we need a large police force even with a smaller residential population compared to nearby towns.

Coupled with daytime population of nearly 100,000 people it’s the reason why the city needs to continue adding officers. Increased community policing and outreach programs, neighborhood watch, community awareness, youth and senior safety courses are some of the ways to utilize the extra manpower.

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?

The city’s finances are something that should not be taken for granted and cutting needed staff or not filling vacancies should not be the reason to have surpluses. The council has tried to increase fiscal oversight and awareness but inconsistent staffing in the finance department creates both instability and lost opportunities.

Having $15-19 million sitting in uninsured and non-interest-bearing accounts for over two years causing an estimated $1.5 million in lost interest, is a tragic mistake that cannot be repeated.

Other recent notable financial initiatives that I helped spearhead and work with staff and companies to implement are a new auditing firm, new accounting software, and switching banking institutions. Having the needed tools and communication, along with timely and informed financial reports will allow the council and staff to better control city finances and budgets.

Investing in the police department, staff, retention and recruitment, and economic development should be the top priorities. Spending on legal fees such as preventable lawsuits and staff issues need to be curtailed.

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?

Two infrastructure projects that must be addressed are bringing water to the west part of the community for both commercial and residential and improving and upgrading the streambank path. The water operations are already subsidized by transfers from other funds and specially assigned revenues within the city.

By enlarging the overall customer base, there is the opportunity for the city to have water operations self-funded which should be the goal of the enterprise water fund.

The streambank path refinishing project could be completed with grants and other collaborations with outside agencies or not for profits.

There are currently large grants available to upgrade walking paths with asphalt or permeable pavers that would allow for year-round use and aesthetic upgrade. The path could use some beautification and more amenities or safety features which would be a great addition to the city. Conversely, the curb project could be revisited and redrawn with more safety and functionality added.

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

My leadership style is collaborative and transparent, focusing on open communication and fostering a sense of teamwork. I believe in actively listening to diverse perspectives from both council members and the community to make well-informed decisions.

By encouraging input and promoting unity, residents and council would share their views without fear of reprisal. This was exercised with the recent MacArthur Traffic task forces and committees that were formed. I aim to ensure that our collective goals are clear, creating a strong foundation for effective actions and creative solutions that benefit the entire community.

I do not shy away from making decisive decisions, whether popular or unpopular, and I take full accountability for the decisions. Ultimately, I would build our decisions through consensus, uniting the city council which is currently a challenge with our current administration. I am pleased that nearly the entire city council (5 of 6 alderpersons) are supporting my candidacy.

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

Intergovernmental collaborations and working with park districts, townships, county, state and other entities would be a big improvement over the current administration’s practice of isolation. I would work with elected officials and surrounding entities giving us access to resources and funding, helping advocate for the city, and collaborating on regional issues that affect the city.

One simple change that would better the transportation options for seniors and the disabled in the city is partnering with the county’s Ride DuPage and Pace/Uber programs. These would give more flexibility to resident’s, giving them an on-demand option to go to the doctor, shop or entertainment venue, community or vocational college or even just to visit a friend.

I would participate in the county’s Epi-Pen program, which would train/equip our police officers with life-saving Epinephrine in case of an allergic reaction such as anaphylaxis which can be a result of a simple bee sting for a senior or food allergy for a child. These are just some programs that we can better the quality of life as well as keep our residents safe!