Marcus King: 2026 candidate for DuPage County Board District 3

Bio

Office sought: DuPage County Board District 3

Party: Democrat

City: Willowbrook

Age: 50

Previous offices held: NA

Q&A

Why are you running for this office? Is there a particular issue that motivates you?

I’m am running based on experience tied to my numerous years of government executive experience. Particularly in Housing, connecting youth and people with criminal records with the skilled trades. I am also a strong mental health advocate.

If you are an incumbent, describe your main contributions. Tell us of any important initiatives you’ve led. If you are a challenger, what would you bring to the board and what would your priority be?

I am running for DuPage County Board because I believe effective public service requires experience, accountability, and a commitment to every resident. Throughout my career, I have worked across government, nonprofit, public safety, housing, corrections, and community organizations to address complex challenges and connect people with resources.

The issue that motivates me most is ensuring that residents particularly families facing poverty, housing instability, mental-health challenges, substance use, or reentry after incarceration can access meaningful support before a crisis worsens. As Community Outreach Administrator with the Illinois Department of Corrections, I created programs that connected thousands of parolees with health care, counseling, employment, and vocational training. My work contributed to increased employment, expanded treatment access, and reduced recidivism.

I would bring that same practical, collaborative approach to the County Board: listening to residents, strengthening partnerships with social-service organizations, pursuing responsible funding, and delivering measurable results.

What initiatives would you support to increase revenue and/or save money?

First, I would expand partnerships with nonprofits, hospitals, municipalities, and private businesses to deliver services more efficiently. My experience connecting people with health services and mobilizing nonprofit partners has shown me that collaboration can reduce duplication and save taxpayer dollars.

To increase revenue, I would strengthen economic-development efforts by helping local businesses compete for county, state, and federal contracts. A county Smart Business Program could provide technical assistance, vendor training, and streamlined procurement opportunities especially for small businesses. My goal would be to balance the budget without shifting unnecessary costs onto residents: grow the local economy, pursue outside funding, invest in cost-saving technology and energy projects, and make sure county programs are measured by outcomes not just spending.

Is there a specific service or amenity that is lacking in the county? If so, how do you propose to provide and fund it?

accessible, affordable transportation, especially for seniors, residents with disabilities, low-income families, and people who need to reach jobs, medical care, or social services.

I have always supported expanding coordinated countywide transportation through partnerships with municipalities, Pace, nonprofits, and human-service organizations. We should identify gaps, improve connections between existing services, and consider flexible options such as on-demand shuttles and shared-ride programs. Hinsdale Terrace is a perfect example of this.

Funding should come from a combination of existing transportation resources, state and federal grants, public-private partnerships, and careful reallocation of county funds. Not from unnecessary tax increases. The goal should be an accountable system that helps residents get where they need to go while making the best use of resources already available.

Does there need to be more bipartisanship and cooperation on the county board? If yes, what would you do to help make that happen?

Yes. County government works best when board members focus on results rather than party labels. I would encourage more bipartisanship through respectful communication, transparent decision-making, and regular collaboration before votes reach the full board.

I am a true Democrat, and I believe in Democratic values such as fairness, opportunity, accountability, and serving every resident. I kept my executive position with the Illinois Department of Corrections for an extra four years because it allowed me to serve people in every county across Illinois regardless of their politics or background. That experience taught me that effective leadership means working across the aisle without compromising your principles.

On the county board, I would build relationships with members from both parties, seek common ground on issues such as public safety, infrastructure, fiscal responsibility, and essential services, and support solutions based on what benefits DPC residents.

What is your stance on county board members' pay? Is it too high, too low, or just right? Would you propose any changes?

County board members should be paid fairly, but not excessively. Compensation should recognize the time, responsibility, and public accountability the position requires while remaining responsible to taxpayers.

I would support an independent review of board compensation using comparable counties, the actual workload, and the county’s financial condition. Any change should be transparent and based on objective standards.

What is the most important issue facing the county in your district and how should it be addressed?

There are many important issues facing the county, and several require immediate attention. In my district, one of the most urgent is ensuring that residents can access the services they need especially food, housing, mental-health care, addiction recovery, transportation, and assistance for families in crisis.

We need to be proactive in supporting the organizations already doing this work, whether they are governmental agencies, nonprofit organizations, or faith-based groups. I would work to identify gaps in services, strengthen partnerships, improve coordination, and ensure that county resources are directed where they will have the greatest impact.