Scott M. Levin: 2021 candidate for Elmhurst mayor
Bio
Age: 66
Occupation: Lawyer
Civic involvement: Elmhurst City Council: Alderman since 2010; served as acting mayor for six months in 2013; chaired development, planning and zoning and public affairs and safety committees; currently vice chair of finance and council affairs committee. In 2009, co-chaired 25-member finance task force on how to lead the city out of the Great Recession, and I was lead author of its report. Active member of Elmhurst Chamber of Commerce; served on board for eight years, including as chairman, vice chair and treasurer; chaired marketing and ways and means committees; served on governmental affairs committee. President of neighborhood association, 10 years. Vice president of the Chiefs Hockey Club. Board member of the Blues Hockey Club. Member of Elmhurst School District's "Focus 205 Community Engagement" facilitating team, which created a Master Facility Plan focusing on educational needs for students. Pro bono attorney for Special Kids Day, Life Education Center and York Hockey Club charitable organizations in Elmhurst. Illinois Academy of Criminology, president.
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: We must work cooperatively with all our governmental partners, sharing resources and information to best safeguard our residents' health and safety. As a city, we must adhere to health protocols even ones with which we may disagree. We can provide leadership when we provide timely communication openly and on a variety of platforms addressing the rapid changes in this ongoing health crisis. That includes making the citizens aware of opportunities for the vaccination. I would work with the restaurants to encourage them to operate within the public health protocols to the best of their ability.
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: Yes. City staff responded quickly and maintained all services. The city's response to COVID has been multidimensional. The priorities have been public education, business assistance, and budget management. The city continues to work closely with other governmental agencies and the hospital to gather and disseminate information to the public. The city's economic development staff has maintained close contact with local businesses to support necessary changes to business models and to make them aware of local, state, and federal assistance programs. To offset pandemic-related revenue decreases, the city quickly deferred multiple large projects and froze hiring.
We waived many months of liquor license fees to help our businesses who were struggling to stay open. Our business development coordinator was in constant communication with all our businesses to advise them of the PPP and other programs that could help them. We blocked off parking spaces in front of restaurants and bars, and erected barricades, to accommodate outdoor dining. Other parking spaces were designated for curbside pickup to further encourage customers to patronize our businesses.
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: The city must be prepared for future crises. Regardless of the origins of a crisis, public health or otherwise, we know the keys to navigate it successfully include swift action, fully-funded financial reserves, and strong relationships with key stakeholders, including our businesses, Elmhurst Hospital, Elmhurst University, City Centre, the Elmhurst Chamber Commerce and other governmental agencies.
The COVID-19 pandemic is the first health crisis to hit our community and our country in many years. We learned a great deal, including that we must communicate what we know promptly and with transparency. We must document what we did, including what worked and what did not, to develop a plan for any future health crisis.
Q: What cuts can local government make to reduce the burden of the pandemic on taxpayers?
A: In 2020, we deferred multiple capital maintenance projects and many major equipment purchases, froze hiring, and reduced or eliminated many business license fees. As the 2009 Task Force Report recommended, we must once again do a full and careful budget review of what programs we are supporting and how we provide our services to see if any economies may be realized. Opportunities for grants and intergovernmental cooperation should always be on the table, but more so during difficult economic times.
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: Currently, we have two major infrastructure priorities. The first is stormwater. Since 2009, we have experienced flooding due to a storm sewer system that was not designed to handle the volume of rain we are now experiencing. To date, we have spent nearly $40 million for stormwater projects, almost all paid for with capital improvement bonds. A dedicated portion of sales tax revenue funds the repayment of the bonds; however, an additional revenue source will be necessary. Any future projects must be carefully considered for the impact on revenues and our taxpayers.
The second major project is a capital replacement plan for our wastewater treatment plant. The plant operates as an enterprise fund, which means that the cost of the services should fully pay for the operations of the plant. The finance committee, of which I am vice chair, is working with a consultant to determine each capital need and when it must be funded. We will then determine when and how much should be taxed to our residents so that funds are available when the capital need arises.
A recent study of our police facility identified many problems with the physical layout and condition of the building. Replacement of the building, if necessary, will be extraordinary and for now must be postponed.
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: In 2019, all of the aldermen, including me, accepted the recommendation from its zoning and planning commission to prohibit cannabis business establishments. Elmhurst is not a community that will accept revenue if it negatively impacts our community or our children. This was demonstrated in 2015 when the issue of video gambling resurfaced and was overwhelmingly rejected by residents. While I remain opposed to video gambling, I believe we need to carefully evaluate the negative effects of cannabis sales in the surrounding communities where they are allowed. To the extent cannabis sales are a substantial revenue source for municipalities and the effects on the community are negligible, then I think the issue should be officially revisited to allow for our residents to fully participate in the decision.
Q: What's one good idea you have to better the community that no one is talking about yet?
A: Taking a macro look at what we are doing. After the Great Recession, one of the areas that was severely cut was the city's planning efforts. Years later, when I was the chair of the council's Development, Planning & Zoning Committee, I made a motion to put planning funds back into the budget. This motion was adopted by the council and renewed planning efforts were made. We are at a point when many of these plans must be updated for the needs of this decade. Along the same lines, as mayor, I would want to do a full review of our boards and commissions to evaluate whether they are best focused on the needs of this decade and whether their membership is best able to meet their goals.
Q: What makes you the best candidate for the job?
A: All three candidates are long-term alderman. What distinguishes us are our qualifications and experience.
My qualifications include a bachelor's degree in business, a master's in public administration and two law degrees.
My experience, includes serving as acting mayor for six months, serving as chair of two of the city council's four committees and vice chair of a third. I have represented businesses before other city councils on zoning and business matters. I have successfully fought for the interests of residents and neighborhoods in matters before the city council that were against the prevailing thought or the presumed majority position. During the 10 years I have been on the council, neither of the other two candidates have successfully led a fight for any contentious cause before the council.
Following a 10-year career in state government, I have a 35-year career as a business lawyer, litigator and mediator. I have managed my own 15-person law firm and served on the executive committee of my current firm. I served as the chair of the Police/Lawyers Committee of the Chicago Bar Association. I have volunteered in a leadership position or as a pro bono attorney for more than 10 Elmhurst community organizations.