Scott M. Levin: 2025 candidate for Elmhurst mayor

Bio

Office Sought: Elmhurst mayor

City: Elmhurst

Age: No answer given

Occupation: Attorney at law

Previous offices held: Mayor, acting mayor and alderman

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 am the current mayor of Elmhurst, and I am seeking reelection because of my deep commitment to service and to our community. I have the integrity and leadership skills necessary to keep Elmhurst a safe, thriving and family-friendly community.

Working Together is not just the theme of my campaign; it also describes my approach to service. I recognize that communication and relationships with our residents, local institutions and businesses, as well as other bodies of government, are critical to ensure that Elmhurst flourishes.

My deep commitment to our community extends beyond my service as mayor. I have served on the boards of many community organizations, including the Chiefs Hockey Club, the Blues Hockey Club, and PTA committees. I served as chairman of the Elmhurst Chamber of Commerce and as pro bono attorney to several nonprofits. My experience as the current mayor, my 10-year career in state government, and 40-year career as a business lawyer, litigator and mediator make me the best candidate.

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

The city of Elmhurst has several pressing capital needs, including maintenance and improvements to our water and sewer systems and replacement of our police station, a necessary project that has been thoroughly evaluated. The challenge is meeting the city’s critical capital needs and our residents’ high expectations for city services with available resources.

We will continue to use our existing resources in the most efficient ways possible, identify opportunities to lower costs and diversify revenue sources through economic development. Increased use of technology is one way that we can reduce costs and, in some cases, reduce liability risk.

For instance, our police department has acquired technologies that detect when stolen cars have come into town and stop or locate fleeing suspects without the risk of a high-speed chase. Our responsible stewardship of tax dollars is recognized by the city’s AAA bond rating, which keeps the city’s borrowing costs as low as possible.

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 of Elmhurst is consistently recognized for its strong financial position. We balance our budgets, we maintain a healthy reserve, and we align expenses and revenues.

The city’s spending plan is presented in detail every year in its budget, which is consistently recognized for its high degree of transparency. That said, all residents and every elected official would like lower taxes and lower fees.

Maintaining and improving city infrastructure, including water and sewer systems, and the replacement of the police station will be our top spending priorities. We will look for ways to utilize technology to reduce spending, and we routinely evaluate city operations to identify other potential efficiencies.

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?

From my other answers, it should be clear that maintaining and improving the city’s water and sewer infrastructure is a critical undertaking.

Our other pressing infrastructure project is the replacement of our police station. While it would be politically advantageous to suggest that the project is avoidable, that position would be detrimental to Elmhurst. We absolutely need a new police station.

The city has been aware of the station’s space constraints, system failures, operational limitations, and safety concerns since 2017.

City council committees considered multiple options, including combining the police station with a new city hall, remodeling the station with an addition, and building a new station, and concluded that the most cost-effective option was a new building.

The city council’s finance committee explored options to cover the cost of a new station and identified several sources of revenue.

As recommended, the owner of a $500,000 home would pay approximately $50 annually to build a modern police station to serve our community. We have utilized every available city communication tool to inform residents about the serious needs of the existing police station.

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

I have a collaborative and open style, which has led to excellent working relationships with the aldermen on our unusually large city council (14 aldermen) and the Elmhurst school and park district officials.

I increased the lines of communication with all the city’s aldermen and regularly meet with the leaders of the school and park boards, Elmhurst University and Elmhurst Hospital.

I have earned the respect of the elected leaders of municipalities in DuPage County, who elected me to lead the DuPage Mayors and Mangers Conference (DMMC). I previously chaired DMMC’s legislative committee and regularly communicate with the area’s state senators, and state federal representatives to advocate for laws and resources that benefit Elmhurst.

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

I would like to see the city establish a plan for the future of the York/Vallette and York/Butterfield business districts. Our downtown and North York business areas have experienced significant revitalization guided by plans that accentuated the areas’ existing strengths and incorporated community input and best practices.

While we continue to improve our downtown and North York areas, the city should be planning for the future of the city’s other business districts. The York/Vallette shopping district has not been revitalized in many years.

Many of the buildings are aging, and some vacancies have existed for years. Similarly, the York/Butterfield shopping district needs attention. The time is ripe for a strategic plan for these areas.