Greg Rogus: Candidate profile

Bio

Name: Gregory E. "Greg" Rogus

City: North Barrington

Office sought: Village Trustee

Age (on election day): 63

Family: Widower, no children

Occupation: Attorney

Education: B.A. Loyola University of Chicago (1977); J.D. University of Illinois College of Law (1980)

Civic involvement: Hearing Board Officer for the Illinois Attorney Registration and Disciplinary Commission (2013 - present); Member, North Barrington Plan Commission (2015 - present); Falls at Wynstone Homeowners' Association (member, 2004 - present; board president 2010 - present).

Previous elected offices held: None (other than Falls Homeowners' Association positions)

Incumbent? If yes, when were you first elected? No

Website: Focused on North Barrington.com

Facebook: n/a

Twitter: n/a

Issue questions

What are the most important issues facing your community and how do you intend to address them?

Protecting property values by (1) ensuring to the fullest extent possible that local government operates effectively and efficiently, maintaining a balanced budget, and taking all reasonable measures to avoid saddling Village residents with tax increases that are imprudent and/or unnecessary; and (2) vigilantly overseeing and enforcing all pertinent Village ordinances, rules, regulations, policies, and procedures relating to land use and the ability of Village residents to enjoy their property and their lifestyle without unfair interference, commercial incursion, or environmental threat (air, water, and/or noise) posed by neighbors or other community members.

What makes you the best candidate for the job?

(1) I have been a Village resident since 2002 and very much enjoy the lifestyle that North Barrington offers. (2) I have experience serving on various boards and know how to work together with fellow board members in addressing and resolving problems and other issues. (3) As a homeowners' association president, I have gained valuable leadership experience with respect to board governance, management of community affairs, and resolution of community issues. (4) As an attorney for 38 years, I possess analytical and communication skills that will enable me to serve effectively as a Village Board member. (5) As a member of the North Barrington Plan Commission, I have had first-hand experience addressing a number of issues and concerns particular to the Village.

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

I listen to and take into account all points of view bearing on an issue, but am not shy about insisting on maintaining focus, if I feel another board member is straying into irrelevant considerations or not paying sufficient attention to the matter at hand. I will actively resist instances of heavy-handedness, intimidation, or bullying. I like to work toward consensus as much as possible and to emphasize pragmatic, common sense resolutions that are consistent with applicable rules, ordinances, or laws.

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?

To my understanding, the Village has consistently maintained a balanced budget, and it should continue to follow that prudent approach into the future. The Board must remain vigilant at all times in its role as fiscal watchdog. Budget forecasts must be reasonable, realistic, and firmly-grounded, and not a testing ground for overindulgent, "pie-in-the-sky", politically-motivated, or otherwise unrealistic views of providing governmental services to the Village's constituents. The Board should always remain open to ideas and approaches that save taxpayer dollars without sacrificing service levels. Similarly, the Board should remain receptive and responsive to citizen reports, inquiries, or complaints bearing upon Village-provided services, and undertake prompt, thorough, reasonable inquiry, investigation (should circumstances so warrant), and action in an effort to reconcile needed service provision with the pertinent budget allotment.

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

I frankly don't know if this is an idea that "no one is talking about yet," but I would like to explore the potential for further taxpayer cost savings through joint or intergovernmental agreements with other nearby local governmental entities. I am aware there are several such intergovernmental agreements in place addressing some services. I am wondering if there are additional areas in which this approach could not only be doable from an administrative standpoint but also sufficiently cost-effective to warrant consideration (e.g. the purchase of certain supplies or provisions utilized in furnishing services, such as road salt for the Village's road program).