Thomas B. Hood: 2021 candidate for Gurnee mayor

Two candidates are vying for a four-year term as Gurnee's next mayor.

Bio

Town: Gurnee

Age: 60

Occupation: Attorney

Employer: Hood Law P.C.

Education: Warren Township High School (1978), University of Illinois/Chicago (1981) B.S. Management, The John Marshall Law (1985) J.D.

Civic Involvement: Gurnee Exchange Club, Gurnee Community Church; more than 20 years as the Zoning Board Chairman, eight years as a Village Trustee

Q&A

Q: How do you view your role in confronting the pandemic: provide leadership even if unpopular, give a voice to constituents - even ones with whom you disagree, or defer to state and federal authorities?

A: Leadership for a disaster like the pandemic started long before the pandemic began. I have been part of a leadership team at Gurnee that has carefully constructed a strong foundation built to withstand difficult times. Specifically, we have established ample financial reserves, low debt, a talented employee base that is well trained and well equipped. This provides the stability the residents come to expect even when everything else around them is unstable.

The Village leadership team (including myself) have honored Governor Pritzker's leadership regarding the pandemic. The Village continues to be responsible for providing services to the residents which include fire, police, public works and administration. services. We have had to be flexible and innovative in how we approach the delivery of these services to the residents. This has been very successful but always has room for improvement.

It is important to note that there are times where the Village needs to speak out at the state and national level for the benefit of its citizens. Over the years I have had the opportunity to develop relationships at all levels of government that will assist in working on those projects that require assistance from other government entities.

Q: Did your town continue to adequately serve its constituents during the disruptions caused by the pandemic? If so, please cite an example of how it successfully adjusted to providing services. If not, please cite a specific example of what could have been done better.

A: The Village leadership, staff and employees have served with excellence during the pandemic. Village leadership was understanding and flexible as it provided for our employees as they struggled through all of the issues brought on by the pandemic. All of the Village services remained at full strength. For example, the Fire Department already had rigorous protocol in place to insure each person that utilized the ambulance services were safe. This protocol was continue to be carefully followed to prevent the transmission of COVID and insure the safety of those that came into contact with the Fire Department.

During this time the Village has learned a lot. The number one thing that we learned as a team was that our planning and preparation was worth it. It was worth having a sizable financial reserve so that Village services did not have to be reduced. We were well positioned to effectively serve the residents of Gurnee. The key to the successful response is to always continue to look for ways to improve and prepare. I will see to it that the Village remains prepared for whatever might come.

Q: In light of our experiences with COVID-19, what safeguards/guidelines should you put in place to address any future public health crises?

A: One of the largest concerns created for the Village leadership team by COVID-19 was how the Village employees were placed at risk and how the spread of disease could decimate the services we could provide to residents. We had strong policies in place to protect our employees but that has been even more closely scrutinized and improved upon to protect both the residents that come into contact with Village employees and the Village employees themselves.

Our communications have always been strong with the Lake County Health Department and other governing bodies but this has stressed the importance of continuing to building on those relationships so that we can successfully respond to the next crisis.

Q: What cuts can local government make to reduce the burden of the pandemic on taxpayers?

A: The Village is proud that it does not have a Village real estate tax or a utility tax. The Village is only one of three cities in the state of Illinois for which this is true. The Village's strong sales tax base has allowed the Village to not increase the burden already upon our residents. To allow this to continue the Village this past year has allowed the head count to decrease through natural attrition and to continue with a very conservative spending policy which looks to always maintain a balanced budget.

Unfortunately, the tax burden comes from the way our schools are funded through real estate tax. The Village can be of assistance by being an attractive destination for people and business that contribute to the EAV.

One of the main benefits of having planned for times such as these are that dramatic cuts are avoided. The Village is not forced immediately into difficult decisions that place the Village residents in jeopardy. Rather the Village had time to adjust while still providing the same excellent Village services.

Q: 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 infrastructure project can be put on the back burner?

A: The continued restoration of roadways, water and sewer lines are a priority. Sales tax in part provides dedicated funds for infrastructure. Allowing these projects to lag behind during these times will only cost the Village more in the long run. For example, the cost to repair a roadway when it is seriously deteriorate is not only dangerous to the residents but also much more costly to repair than if the repair would have occurred much earlier on. The same is true for the breakage of water and sewer lines causing great disruption to the residents and cost the Village more than if the system had been regularly updated.

At this time there is no infrastructure project that must immediately go on the back burner. Rather the investment in the current infrastructure will have to slow down as we see how the economy comes back from the pandemic losses.

Q: Do you agree or disagree with the stance your board/council has taken on permitting recreational marijuana sales in the community? What would you change about that stance, if you could?

A: I agree with the unanimous Village Board decision to not allow recreational marijuana sales in the Village of Gurnee at this time. This was based on the belief that we did not have sufficient information or experience to allow sales. We thought it would be unfair and difficult to allow it and then find out later that we needed to stop the sale of marijuana. This decision will be revisited once we know more. This brought a wide and varied response from residents so I am mindful that it is an important issue.

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

A: I have just initiated a new program that solicits input from Village residents. The Village establishes a strategic plan every five years which it uses as a road map for those projects and activities for which the Village resources are used. A Village resident will be recognized annually for an award called, "It takes a Village." The Village is always looking for ways to engage residents. Hopefully, this will be successful in drawing on the many talents of the residents.

Hopefully, the engagement with residents will gain additional participation in Village government and open additional lines of communications with the residents.

Q: What makes you the best candidate for the job?

A: Experience, ability and passion. I have served in the Village government for more than 30 years by spending more than 20 years as the Zoning Board Chairman, 8 years as a Village Trustee and more than one year as the Vice Mayor. I have learned to work with residents and businesses, form a budget, establish a strategic plan and overseeing staff. My abilities have been developed through my career as an attorney for the last 30 years. I have worked with a number of villages on behalf of my clients and learned how to solve their problems. Finally, I do this with passion because Gurnee is my hometown, I went to school in town, I have raised my family here, my business is in town and my family and friends live in Gurnee or nearby. I am passionate about Gurnee as it touches so many areas of my life. I am unwilling to sit on the sidelines and hope that it just going to turn out all right. I want to be a part of a team of people that shapes the future direction and success of the Village of Gurnee.