Sarah Brittin: 2025 candidate for East Dundee village president

Bio

Office Sought: East Dundee village president

City: East Dundee

Age: 43

Occupation: Senior editorial analyst

Previous offices held: East Dundee village trustee since 2021

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’m running for village president because I believe in the power of collaboration and community engagement. Over the past four years on the village board, I’ve worked closely with trustees to generate ideas, navigate challenges, and find common ground.

A leader who embraces that spirit of cooperation can foster a more positive and productive atmosphere, ensuring open discussions and thoughtful decision-making. Transparency is a key priority — I want residents to feel they have a clear window into the board’s decision-making process and know their voices are heard.

My biggest motivation is strengthening connections between the village and its residents. The most rewarding part of public service is engaging with the community, listening to concerns, and working toward solutions that reflect our shared values.

I will continue to keep open lines of communication and build on that foundation, ensuring our village remains a place where everyone feels informed, involved, and valued.

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

Our village faces several pressing infrastructure challenges, including the lead service line replacement project set to begin this year and persistent flooding issues in certain areas. Addressing these concerns requires careful planning and prioritizing projects that directly impact residents’ health and safety. We must remain proactive in seeking ways to ease the financial burden on taxpayers while ensuring these projects are completed efficiently.

Beyond these immediate needs, broader issues like the regional housing crisis also affect our community. With our comprehensive and strategic plan nearing completion, we have a road map to guide responsible growth while preserving East Dundee’s character.

As leaders, we must work with developers and ensure zoning policies align with community priorities. By balancing development with thoughtful infrastructure investment, we can maintain our village’s charm while preparing for a sustainable future.

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 village staff has done an excellent job working with the board to manage finances, allowing us to maintain a strong credit rating and a balanced budget. In May of last year, Moody’s Investors Service upgraded our credit rating, a testament to the village's strong fiscal management and prudent financial policies.

This solid financial footing allows us to invest in key infrastructure, economic development, and public services while ensuring long-term financial stability.

Over the next few years, spending should focus on essential projects like lead service line replacements, road maintenance, and stormwater management. While these improvements are necessary, leaders must also be mindful of economic uncertainties and ensure that nonessential expenditures are evaluated carefully to maintain financial stability.

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?

The lead service line replacement is one of our most critical infrastructure challenges, affecting over 300 homes in East Dundee. Ensuring residents have access to clean, safe drinking water is a top priority, not just for public health but also for long-term sustainability. This is a costly but necessary project, and we must leverage available state and federal funding, including grants and low-interest loans, to minimize the financial burden on both the village and homeowners.

We have already scheduled the phased plan implementation to begin this year, ensuring a structured and efficient approach to addressing this issue.

While this project demands immediate attention, other improvements — such as discretionary capital projects — may need to be delayed until economic conditions stabilize. By prioritizing essential infrastructure over upgrades, we ensure that our resources are directed toward projects that have the greatest impact on residents' well-being and quality of life.

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

As a people and project manager at various stages of my career, I’ve learned that the most effective leadership is built on collaboration, communication, and compromise.

My approach will encourage open discussions among trustees, staff, and residents to ensure decisions reflect our community’s needs and values. Thoughtful, informed discussions lead to better outcomes, and I believe in working collaboratively to find balanced solutions that address both immediate concerns and long-term goals.

A transparent and inclusive approach ensures that residents feel valued and engaged in the decisions that shape our community’s future. My goal is to foster a solutions-oriented environment where every voice is heard and trust is built.

By prioritizing openness and accountability in decision-making, we can build trust, strengthen public confidence, and create policies that serve the best interests of the village. A united, engaged board leads to better outcomes for everyone.

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

There are a couple of underutilized areas in town that, if circumstances allowed, could become vibrant public gathering spaces or parks — strengthening our sense of community and improving quality of life. While the village doesn’t own these properties, I’d love to explore opportunities for creative partnerships to bring more accessible green space to residents.

Additionally, I’ve been working with staff to enhance communication with the public. Ideas like an online submission form for resident feedback, scheduled chats with board members at the Depot during market days, reintroducing a quarterly newsletter, and expanding online meeting access are all ways to strengthen community involvement.

While these initiatives are in early discussions, I believe they could significantly improve transparency and resident engagement.