Thomas Cawthorne: 2025 candidate for Downers Grove village council

Bio

Office sought: Downers Grove village council (Vote for 3)

City: Downers Grove

Age: 58

Occupation: Senior compliance analyst

Previous offices held: Downers Grove Liquor Commission

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

People want to live and play in Downers Grove. My story is similar to so many that move to Downers Grove. When living and working in Chicago in 2002 and expecting our first child, I was told to check out Downers Grove.

Excellent schools, a cute downtown, great train service and low taxes. That still remains true, 25 years later. We have what my father would say: “Is a good problem to have.”

We need to continue to manage growth responsibly. The most serious issue will be parking in the Central Business District. We must get ahead of this and look for unique ways to mitigate this issue before it’s too late. Public/private alliances are pivotal. Encouraging a walkable and bike-able community will also help. People will also mention the library governance. I am a strong supporter of the ad-hoc committee that was created to look at the pros and cons of an appointed versus elected library board.

The position of a village commissioner is the ability to adapt to any hot button ad-hoc situations that no one has ever foresaw. My ability to independently research and listen to both sides of an issue will be of great benefit.

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?

Starting in the late 2000s, the village had to prioritize how revenues were spent. Due to increasing pension obligations, drastic steps were taken. The village no longer hosted Heritage Fest where the village basically lost money throwing a four-day party. My main platform is that we must continue to provide top class award-winning services (fire, police, public works, stormwater management, streets, library, etc.) at a low tax burden to the stakeholders all the awhile by retaining the AAA bond rating.

I am the only candidate with a strong financial background and knowledge of how we got to the excellent state of village finances. I earned my Certified Public Accountant (CPA) designation and currently work in compliance for a leading financial securities firm earning the Certified Anti Money Laundering Specialist (CAMS) designation.

My ability to really dig deep into budgets, contracts, fund accounts (appropriations, encumbrances, outlays, etc.) is what I feel sets me apart and will be invaluable to the board.

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 village has done an amazing job of managing stormwater over the past 20 years. Neighborhoods that once flooded after a normal rainfall now experience better conditions. This has led to an improvement in FEMA’s rating. There are still issues, and the long-range plan addresses those issues.

New construction projects must try and exceed minimum standards set by our wonderful village staff. At this time, I do not see a need to put any projects on the back burner due to the village’s excellent stewardship of our tax dollars. Excellent village services has made Downers Grove a destination for families and businesses. Attracting new businesses will lead to increased tax revenues to fund projects.

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 council.

I feel this is one of my strong points. Municipal elections are non-partisan for a reason. When you dial 911 or public works, the operator does not ask what side of the aisle you are on. When I was circulating my nominating petitions, I was able to meet with people from varying areas of the political spectrum.

My signatures were dispersed equally between, right, left and middle thinking citizens. What I told each one was that I will listen to their concerns respectfully. When one group feels like they are being shut out, chaos ensues. I am the only candidate (outside of the incumbent) that has attended every council meeting.

When I go, I listen to both sides of every argument. I am not apart of a voting block nor a slate. I have no agenda other than providing top of the class core services at a low tax burden. I have spoken to every current council member and numerous council members from the past and I hold all of them with high esteem. Being a bully does not work.

What makes you the best candidate for the job?

Experience and availability. I am a 23-year resident. I first served on the village liquor commission in 2007. I have been a close observer of village governance ever since and have a deep understanding on how the village has achieved award winning, highly rated core services (fire, police, library, public works, etc.) at a relatively low tax burden.

I also have been following other local municipalities issues over the years. We can learn from their accomplishments and mistakes. I also have an excellent relationship with the village manager and village attorney. That is my main platform. I have considered a run in the past. However, being a father to young kids was a higher priority.

Now that my daughters are grown adults, I now have the time to dedicate to this important role. As I mentioned earlier, my professional background as both a CPA and compliance analyst in the financial services field brings a dynamic that currently is not on the board.

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

Downers Grove has seen and will continue to see an explosion in new restaurants and entertainment options. However, available affordable housing options are very limited for those who work in these establishments. I would like to study the feasibility of a public/private partnership to look into the possibility of developing an affordable housing option for area restaurant employees.