Billie D. Roth: 2025 candidate for Streamwood mayor

Bio

Office Sought: Streamwood mayor

City: Streamwood

Age: 73

Occupation: Seasonal part-time employee for annuals & Christmas

Previous offices held: Village Clerk 1981-85, Village Trustee 1987-89 Village Clerk 1981-85 Trustee 1987-89 President 1989-Village Clerk 1981-85 Village Trustee 1987-89 Village President 1989-present

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 love serving Streamwood and want to continue leading its progress. My long experience has taught me what works: strategic infrastructure investment, economic diversification, and community partnership. We’ve seen the results: strong finances, uninterrupted services, and a thriving community. I'm excited to build on that success.

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

Our biggest challenge: maintaining public safety while building police-resident trust. We must adapt our community policing model. This means addressing potential crime increases, evolving crime (cyber crime included), and the need for de-escalation and mental health support.

We must hire officers embodying fairness, integrity, and service, through rigorous background checks and prioritizing communication skills. Equitable policing and addressing bias are essential. Leaders must invest in police resources, training, and technology. We need stronger community partnerships, creating dialogue platforms.

Prioritizing mental health support and data-driven decisions are key. Transparency and accountability are vital. Proactive solutions, including robust hiring, ensure Streamwood's continued safety.

Our biggest challenge is maintaining public safety while strengthening police-resident trust. This requires a proactive, community-focused approach. We must build upon our existing community policing model, which includes dedicated beat officers and engagement programs, by adapting it to future needs.

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?

Streamwood maintains a strong financial position due to its diverse tax base and prudent fiscal management. The village prioritizes cost-effective service delivery without increasing taxes, funding operations and infrastructure projects with existing resources. Its balanced annual budget allocates 82% to core services: police, fire, and public works. A “pay-as-you-go” approach minimizes debt and ensures financial flexibility.

Recent investments include a multiyear renovation of all village facilities. Streamwood is committed to developing a connected bridge and pathway system, with a new pedestrian bridge near Route 59 and Irving Park Road expected in 2025. The village has also begun a 5-year project to transform Kollar Pond into a unique open space within the municipal campus.

The village is always mindful of our fiduciary responsibility. The public places a great deal of trust in us to spend their tax dollars wisely. Using our “pay-as-you-go” strategy allows us to easily cut back on spending without impacting services. This includes evaluating critical needs and deferring purchases. We evaluate all spending areas for efficiency and effectiveness during our budget process.

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?

Infrastructure is a top priority, especially modernizing our water and sewer systems. Clean water and sanitation are fundamental to public health, economic development, and environmental protection. We fund these improvements through a dedicated budget line item from Motor Fuel Tax revenue, utility tax, and responsible rate adjustments, ensuring long-term financial sustainability.

Since 1989, we’ve invested $2-3 million annually in our road program, reconstructing or repaving all village streets, repairing sidewalks, upgrading street lighting, and improving water and sewer lines. We annually reevaluate infrastructure to prioritize projects, addressing the most pressing needs. We handle some repaving in-house and contract major reconstruction, maximizing efficiency. While all infrastructure is important, during uncertain economic times, we may postpone less critical projects.

Streamwood utilizes a “pay-as-you-go” policy for operating expenses, minimizing debt and maintaining financial flexibility. We remain committed to essential infrastructure, recognizing its vital role in resident safety, quality of life, and economic vitality.

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 emphasizes collaboration and open communication. I believe that the best decisions are made when all voices are heard and considered. I strive to create an environment where board members feel comfortable sharing their perspectives, even when they differ. I facilitate discussions that explore diverse viewpoints, ensuring that we thoroughly analyze all relevant information before reaching a consensus.

While I am confident in my own judgment, I recognize the value of collective wisdom and believe that a collaborative approach leads to more effective and sustainable outcomes. This approach, combined with my focus on establishing clear goals and objectives, will ensure that the board works together effectively to achieve our shared vision for Streamwood.

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

I propose creating a “Government 101 Academy” to educate residents about local government. This program would clarify the village’s role and the responsibilities of other agencies (schools, parks, libraries, township) while showcasing village departments like community development and public works. This initiative would mirror our successful Citizens Police and Fire Academies.