Mary C. Dominiak: Candidate profile
Name: Mary C. Dominiak
Office sought: Village Trustee
Family: Married to Ed Dominiak
Occupation: Retired, formerly Asst. Professor, Loyola University Chicago and prior various marketing positions at Abbott Laboratories and Baxter Healthcare Corporation, variety of nursing positions.
Education: BSN, MSN, MBA, Ph.D.
Civic engagement: Chair, board of directors, Healthcare Foundation of Northern Lake County (www.hfnlc.org); Founder and Chair, board of directors, Antioch Area Healthcare Accessibility Alliance (AAHAA) (www.aahaa4health.org); Member, Housing and Community Development Commission, Lake County Board; Member, Live Well Lake County Committee; Member, Special Religious Development Program, Our Lady of the Lakes Parish
Previous elected offices held: Village Trustee 2011 -- 2015; Village Trustee 2015-present
Incumbent? Yes. If yes, when were you first elected? 2011
Facebook: Antioch Mary Dominiak
What are the most important issues facing your community and how do you intend to address them?
Balancing economic development/growth with maintaining what makes Antioch special, i.e., a family-oriented community steeped in a rural history is of key importance for the Antioch community. I initiated the previously completed Vision Survey in which almost 1000 residents shared their views and dreams for Antioch. Those results have been used by staff to underpin the newly approved Comprehensive Plan and will be the basis for future development that protects Antioch's charm. At the same time, the community is "growing up" and I think another important issue is to provide reasons for the people born and raised in Antioch to stay in Antioch, whether young people and their families or our older residents who have contributed so much to Antioch. This includes a variety of housing options, job opportunities and recreational facilities for all age groups. Finally, and certainly not last, is the continued focus on managing the Village's spending to assure that residents are receiving the optimum level of services for quality of life, recreation and public safety, along with strong infrastructure, while we assure adequate financial reserves and pension funding.
What makes you the best candidate for the job?
The residents of Antioch know that I make decisions based on what I believe is best for the Village, both its residents, and its businesses. Even those who may not agree with my decisions know that I make those decisions after considering all the options and views vs. reaching a decision based on my own opinion. I have the experience and knowledge of Village operations and finances to support my decisions. I have good relationships with the staff and believe that the Village Board and Staff must work together collaboratively to achieve our mutual strategic, financial and operational goals. I have worked closely with staff and other members of the Board to bring in new businesses through programs such as the Downtown Facade Program and other business incentives. I am passionate about supporting the businesses in town where I can and have encouraged businesses to remain in Antioch, advocating for their goals and needs with the Board. My Nursing background supports my understanding of residents' needs while my Business and Marketing background supports my understanding of business needs.
Describe your leadership style and explain how you think that will be effective in producing actions and decisions with your village board or city council.
My leadership style is collaborative. I believe that I have earned the respect of the Village Board, Staff, Residents, and Businesses because my passion for Antioch is the basis for my efforts. I respect that once decisions are made by the Board, that they must be supported regardless of my agreement. Because of my civic engagement with the Lake County committees on which I serve, I bring a broader perspective about what is occurring in other communities and bring those ideas to the Board. For example, recognizing that a key initiative of Governor Pritzker is to legalize recreational marijuana, I have already raised to the Board and Staff the importance of working with our state elected officials to assure that the legislation passed at the state level does not place constraints or restrictions on the Village. I have good relationships with County, Township, and State representatives because of my desire to engage them in working together for the benefit of Antioch. Staff can testify to the fact that I avidly read the newspaper and (because I still read a hard copy ) I provide them with articles about programs in other communities that could support our goals for Antioch.
How would you describe the condition of your community's budget, and what are the most important specific actions the town should take to assure providing the level of services people want?
Our budget is strong. Staff and the Board work hard to assure that we are fiscally responsible. Our reserves are growing at a good rate, a major focus of mine. e are striving towards assuring our pension funds meet requirements. We have had pressure placed on the budget because of issues with the culvert that runs under the property on the northeast corner of Main and Orchard Streets. Antioch's infrastructure is showing its age. We have a road repair plan in place and a capital plan to achieve our infrastructure repair and improvement goals. Key to achieving those goals is to continue to build on the economic growth we have achieved over the past several years including the relocation of Handi-Foil and its job opportunities as well as acquisition of the property along Grimm Road for development evidenced by the newly opened Tractor Supply and the expansion of Kunes Ford. The continuing development of the Deercrest and Clublands subdivisions will bring more residents to Antioch which should bring more retail development and its tax revenues to our already ready growing retail services.
What's one good idea you have to better the community that no one is talking about yet?
Communication and transparency are critical to the Village's success. They are key to a successful working relationship between the Board and Staff. dditionally, we need to encourage resident participation in Village plans. Antioch's Vision Survey was sent to all households in 60002. It was a reference for a follow-up Downtown Business District survey conducted to better understand residents' perspectives and opinions about retail and entertainment options in Antioch. We need to engage residents in the issues. For example, Village growth and vitality is being supported by the North Central Metra train. It may be at risk for being closed due to Metra's budget issues. We need to get residents involved, along with the Board and Staff, in attending public hearings and other venues where this is being discussed. Another issue for resident involvement is the legalization of recreational marijuana. I want to know what the residents think about what Antioch's input should be to the legislation proposed by the State. esidents have expressed a desire to be involved, we need to harness that desire, interest, and energy. Their input is key to the achievement of the best quality of programs, services, and budgetary spending offered by the Village.