Afaq Syed: 2025 candidate for Lisle village board

Bio

Office sought: Lisle village board (Vote for 3)

City: Lisle

Age: 45

Occupation: Architect

Previous offices held: N/A

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

Lisle’s biggest challenge is maintaining a balanced budget without raising property taxes, as costs rise due to macro factors like inflation, trade wars, and reduced state and federal grants.

The 2025-26 proposed budget projects a $5.15 million deficit, with the General Fund running a $620K shortfall. While the village says this is due to a one-time capital expenditure, key funds like capital, stormwater, and water & sewer are shrinking, and the Downtown TIF Fund is nearly depleted.

If sales tax revenue drops — which could happen in a downturn — Lisle’s financial position could weaken further. Pension costs remain a long-term concern as well.

To address this, Lisle must grow its sales tax base by actively marketing itself as a business-friendly destination and attracting retailers, restaurants, and entertainment businesses by showcasing available incentives. The village should also push for the development of vacant properties by simplifying zoning and permit processes.

Lisle must spend wisely, prioritizing essential infrastructure projects while using technology to cut costs and improve government efficiency. Without proactive steps, future deficits could become harder to manage.

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?

Lisle’s financial position is stable but under strain. The 2025-26 budget projects a $5.15 million deficit, and while reserves exist, key funds like capital, stormwater, and water & sewer are shrinking.

The General Fund has a $620K shortfall, and the Downtown TIF Fund is nearly empty. While the village cites one-time capital expenditures as the main reason, continued deficits could erode financial stability over time.

The top priority should be economic development. Attracting new businesses, restaurants, and entertainment venues will boost sales tax revenue and reduce reliance on property taxes. The village should market Lisle as business-friendly, streamline zoning and permits, and offer incentives to fill vacant spaces.

At the same time, we must maintain funding for infrastructure to keep roads, stormwater systems, and water services in good shape. We must also maintain funding for public safety.

To save money, the village should delay nonessential projects, reconsider costly flood plain acquisitions, and use technology to improve efficiency. Upgrading SCADA systems for water management can cut costs, and joining regional insurance pools could reduce expenses.

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 Lisle must address is the redevelopment of the Family Square property. This prime downtown parcel is underutilized, generating minimal property tax revenue and no sales tax. Additionally, it appears neglected, with visible disrepair, litter along Spencer Avenue, and a deteriorating parking lot, potentially affecting nearby property values and downtown’s appeal.

If elected as trustee, I will ensure village departments conduct proper safety and property assessments and work with township, county, and state agencies to ensure the property is fairly assessed and not granted unnecessary vacancy exemptions.

Since this is privately owned land, redevelopment should be privately funded, with the village assisting through zoning accommodations and potential TIF benefits. A well-planned development here would revitalize downtown, attract businesses, and increase tax revenue.

Given economic uncertainties, Lisle should prioritize projects that bring long-term economic benefits, while delaying nonessential projects where feasible, like flood plain acquisitions.

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.

I am running for village trustee as a nonpartisan independent, not aligned with any slate. This is important because it allows me to listen to all perspectives without bias and make decisions based on what is best for the community, not political affiliations.

I have experience working in group settings on large construction projects, where I focus on collaboration, open communication, and finding common ground between various stakeholders. I believe in listening to all sides, respecting different viewpoints, and working toward consensus. My approach is to stay focused on facts, ensure all voices are heard, and seek practical solutions that serve the best interests of all end users.

As trustee, I will bring this balanced, team-oriented approach to the village board. I will engage with fellow trustees, residents, and stakeholders to ensure that decisions are transparent, well-informed, and in the best interests of Lisle. My ability to work across different perspectives will help produce effective policies and decisions that benefit the entire community.

What makes you the best candidate for the job?

I am uniquely qualified to serve as village trustee because of my extensive experience in architecture, urban planning, and sustainable development. As a member of the American Institute of Architects and a LEED-certified green building professional, I have spent my career designing and overseeing large-scale projects that enhance communities.

My expertise in building codes, zoning ordinances, and construction practices gives me a deep understanding of how to balance growth, sustainability, and responsible development — critical issues for Lisle’s future. I have successfully delivered high-performance, landmark projects in Chicago and globally, always focusing on quality, efficiency, and long-term community benefits.

I bring a technical, solution-oriented mindset to local governance and will work to ensure smart growth, responsible planning, and sustainable development for Lisle. My experience, leadership, and commitment to the community make me the best candidate for this role.

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

There are several ideas I have to better Lisle, but one that no one is talking about is leveraging public transit for economic development.

Lisle sits on the BNSF train line, connecting it to Chicago, but we aren’t benefiting from bringing visitors into Lisle. If elected trustee, I will work with agencies like Pace to create a bus loop from the Lisle train station to downtown Lisle, Morton Arboretum, Sea Lion Aquatic Park, Four Lakes Snowsports, and Cinemark Seven Bridges Theaters.

This would make Lisle a day-trip destination, allowing families to experience our parks, recreation, and outdoor lifestyle. It would boost local businesses, increase tourism, and promote Lisle as a green, family-friendly community. A visit to Morton Arboretum can inspire kids to appreciate nature and the need to preserve it, while other attractions highlight Lisle’s charm.

If marketed well, this could attract health-focused businesses like daylong spa retreats and wellness centers, further enhancing Lisle’s visibility, economy, and quality of life.

This initiative would increase visitors, revenue, and business growth, making Lisle a stronger, more vibrant community.