Trisha Chokshi: 2025 candidate for Mount Prospect mayor

Bio

Office Sought: Mount Prospect mayor

City: Mount Prospect

Age: 40

Occupation: Attorney

Previous offices held: None. I served as an appointed member of the village of Mount Prospect finance commission from 2016-24. From 2020-24, I was chairwoman of the commission.

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’ve called Mount Prospect home since 2013. Our community is growing in more ways than one and, as with any growth, the needs of the community are changing. We need bold and contemporary leadership in village government to meet this moment and carry us forward. There is still work to be done to ensure Mount Prospect is a safe, vibrant, and inclusive community.

With a new generation of leadership, we can embrace new ideas, seek modern solutions to address community needs, invest in our neighborhoods to promote sustainable growth, and engage stakeholders for more informed decision making. Local government is not a “one size fits all” model and relying on the same governance approach for over three decades does not prepare Mount Prospect for the future.

We are not the same community we were over 30 years ago, and our leadership needs to adapt and lean in with a bold vision and comprehensive solutions to meet the needs of our residents and businesses. I will bring a collaborative approach to this office and a fresh, forwarding-thinking perspective to the role.

As mayor, I will be a voice for all residents and businesses in local government.

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

We’re in a different federal landscape; the funding cuts and freezes being discussed can greatly impact our village. Potential cuts to the Community Development Block Grant, discretionary grants, social safety nets, or the imposition of tariffs will force us to take a hard look at how we budget for essential services, community programs, and infrastructure. There are also legislative initiatives at the state level, such as ongoing discussions on pension reform and the Tier 2 pension system, that can significantly impact village finances. It is crucial that our local leadership maintain a collaborative working relationship with our state officials in Springfield, our federal representatives, and local stakeholders.

As a former congressional staffer, I know that partnerships between federal, state, and local governments are vital. Open lines of communication help ensure the needs and interests of Mount Prospect are being adequately conveyed to lawmakers. Our residents and businesses expect an excellent level of services in exchange for their tax dollars, so our elected leaders must advocate proactively on behalf of our constituents and quickly adapt to changing environments.

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 village rightfully prioritizes funding of the core functions of local government: public safety, public works, pension obligations, and debt service. Among our strengths are the maintenance of adequate reserves, progress toward a AAA bond rating, and maintaining an Economic Emergency Fund to prepare for unforeseen events.

We regularly hear our sales tax revenues are healthy and increasing annually, but the blunt fact is that the majority of our sales tax comes from a single sector, and one that's subject to legislative change, market conditions, and technology. It's not sound financial strategy and presents serious risks.

We must diversify tax revenues and reduce our reliance on variable revenue sources to support daily operations, programing and services, infrastructure, or our pension obligations to our first responders.

An area of spending we must curtail is litigation. We've faced significant litigation in recent years due to self-inflicted errors and an inability to learn from mistakes, and that financial burden has fallen on the taxpayers. The Ye Olde Tavern Inn RICO suit, Busse alleyway settlement, and ongoing litigation involving Prestige Feed are recent examples.

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 eligibility study for the South Mount Prospect TIF estimated infrastructure costs to be $125 million. Among the deficiencies raised in the study are insufficient water mains, ineffective fire hydrants, and inadequate or nonexistent utility lines.

To utilize the TIF effectively, we must prioritize basic infrastructure and utility improvements. Investing in these projects improves the lives of residents in existing neighborhoods and fosters new investment in the TIF.

The Melas-Meadows Bridge may require reevaluation. Since it was proposed, discussions about cost and whether the bridge is even needed have been ongoing. There is no board approval for the bridge, yet significant village funds have been spent. The Mount Prospect Park District, Arlington Heights Park District, and Metropolitan Water Reclamation District, all of whom have an interest in the land being connected, have not dedicated funds to the project or engaged in the process. Furthermore, there is a lack of clarity on the availability and use of grant funds. No one is questioning the importance of pedestrian safety along the Metra tracks, but we can address safety issues in a comprehensive manner that encompasses multiple points along the tracks.

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

I’m a collaborative leader. I'm goal-oriented, forward-thinking, and equipped to face challenges head on. I’m eager to innovate and embrace opportunities to improve policies and processes rather than accept them simply because that’s always how it’s been done. My upbringing and work experiences allow me to empathize and see the world through diverse lenses.

A mayor must act in the best interests of all constituents, not just the ones you agree with. The current leadership approach does not always lend itself to change or differing opinions. As we’ve unfortunately seen, it’s prone to emotional decision making, predetermined outcomes, and favoritism.

The only way to progress the community forward is by welcoming the contributions of a variety of stakeholders before making decisions. My entire professional life has been about community-building and working collaboratively with others. In fact, my approach has already yielded actual results, in the form of $1.735 million in federal funding for the Mount Prospect Fire Department. I did this as a resident who is committed to this village. As mayor, I’ll be ready on day one to continue that work.

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

Mount Prospect should consider establishing a park impact fee ordinance. A park impact fee assess a one-time fee on new development projects to help cover the costs of new or improved parks or green spaces.

Multiple long range plans — South Mount Prospect Sub Area Plan, Bike Plan, Comprehensive Plan, and yearly strategic plans — have all identified parks and open spaces as areas of improvement and opportunity. The studies are supported by community feedback, so our residents find value in more parks, improved facilities, and open spaces.

While the park district successfully won its recent bond referendum to improve Big Surf Pool and Lions Recreation Center in downtown Mount Prospect, the financial “ask” of residents and businesses may have been less if we had an impact fee in place prior to the residential development projects in the Downtown TIF.

Because park impact fees are calculated proportionately, they can be structured in way that does not burden or disincentivize redevelopment while ensuring we have safe green spaces for our children and families. Additional parks and trails further our sustainability efforts, raise home values, and foster additional commercial development.