Thomas Poynton: 2021 candidate for Lake Zurich village president
Bio
City: Lake Zurich
Age: 74
Occupation: Retired Sales and Marketing professional
Civic involvement: Village representative/member of the board of directors of the Solid Waste Agency of Lake County (SWALCO); Director in the Lake County Municipal League (LCML); two-term secretary of the Lake County Municipal League; Village representative/member to Northwest Municipal Conference; Member Metropolitan Mayors Caucus; Countryside East Subdivision Homeowners representative; booster and volunteer at Sarah Adams School, Middle School South, and Lake Zurich High School; Lake Zurich Quarterback Club; Former Ela soccer coach and volunteer; Park and Rec volunteer July 4 Picnic, Rock the Block, Alpine Runners Races, Color Vibe, LZ Dance and LZ Triathlon; St. Francis De Sales church parishioner; Lake Zurich Citizens Corp. member; Lake Zurich Area Chamber of Commerce member
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: It's a combination of all those things. We have to be sensitive to those with underlying medical conditions and fears of the pandemic while balancing the rights of those who feel different. The state mandates have presented clear and not so clear guidelines to follow. It is each individual's choice on how they wish to follow those guidelines and remain safe and healthy and protect those around them.
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. In fact, more than "adequately" considering the loss of revenue and forced cancellations of program and events. In many instances the everyday demand has been greater as many residents are now working and schooling from home. That has put increased stress on some public amenities (walks, parks, promenade) more frequently than prior to COVID. Through the hard work and dedication of an engaged Board and Village staff we have met and have exceeded our already high standards of customer service.
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: First off, we made it very clear and emphasized the importance of every resident and business and that we will do everything that we can to assist them in this challenging time. We transitioned to virtual board meetings and work at home options for staff. We "Caution-taped" our playgrounds and created new COVID advisories for parks and parks programs. Many meetings were by appointment or Zoom and Village Hall was locked down. Those who did enter were encouraged to wear masks and apply social distancing. Currently, we continue to operate virtually and electronically where possible such as building permits, plan reviews, invoicing and billing. Special events were canceled or restructured to adhere to CDC guidelines and recommendations. We added a significant level of timely COVID related information and direction.
Q: What cuts can local government make to reduce the burden of the pandemic on taxpayers?
A: We have limited and adjusted expenditures to sustain current assets and programs through the pandemic crisis. Significant cuts came from Park and Rec due to the state's social distancing mandates. A recent budget review resulted in the cutting of over $400,000 in expenditures; every department was affected. We are living within our means while providing a healthy balance to both the residential and commercial stakeholders within the community.
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: Critical infrastructure such as the village's water, sanitary, stormwater, roadways should be considered our top priority. Much of our current infrastructure in regards to water/sewer is original from early developments, aging from sixty plus years, and are well beyond their anticipated useful life. Our 20-year Community Investment Plan, an important guide to not just the next few years but to future years as well, is constantly reviewed, revised and reviewed. The pandemic has caused us to revise and delay some projects. We recently went to referendum to seek the community's advice on how to spend their money. They told us. They provided direction. A reactionary approach will typically result in increased costs beyond what it would be if you were able to take a proactive approach. We will continue to be financially responsible and proactive, using the checks and balances in place to provide the assurances that the residents would need to trust that their money is being spent as intended. Additionally, we continue to balance the rights of private property owners to develop their properties and the desires of the community in general.
Q: Do you plan to address businesses that don't adhere to the governor's order to close or restrict business?
A: We support our businesses in whatever reasonable, safe decision they feel that they have to make. While safety of our residents and businesses is always or top priority, it's a matter of "choice." Our (businesses) are struggling to survive. Many found creative ways to survive. Many have challenged the Governor's mandates while maintaining a safe environment. That is their choice. It is also the individual's "choice" to frequent those businesses or not. Our businesses have found creative ways to stay in business and survive. We have supported all of our restaurants and businesses and found creative ways to assist them. We support #shoplocal, We partnered with the businesses and Chamber to assist them in grant procurement; kept them informed on grant opportunities; found lending institutions which would work with them in procuring PPP and CARES Act funding; eased regulations and rent restrictions; created flexible payment plans for utility bills; suspended ordinances for grocery/essential stores' deliveries; allowed temporary signs for essential businesses; transitioned to online permitting and virtual inspections; assisted adapting to Phase 3 and 4 guidelines; adjusted liquor licenses.
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: The Board's stance on RECREATIONAL cannabis was to defer or opt-out in the short term because the 610-page bill was full of unanswered questions. The state has since cleaned up the law with trailer bills and additional guidance, as was expected. Additionally, it was determined that existing MEDICAL dispensaries, which we did not have, would get first dibs on any RECREATIONAL licenses. This afforded us ample opportunity to take our time and think about what was the best benefit to the Village. We said we would look at it again in a year. We took our time, we did our due diligence, we counseled with the community. We reopened the discussion and the then board voted to opt-in.
Q: Describe your leadership style and explain how you think that will be effective in producing effective actions and decisions with your village board or city council.
A: I am first and foremost a resident and taxpayer. I am actively and democratically collaborative. I am a visible and active member of the community. I seek out residents and businesses for their input on almost every issue. I return phone calls and inquiries promptly. I encourage in-depth discussion when needed. I encourage my fellow residents to talk to me and the staff and the Board about anything and everything and I provide them with the best information I can. I look for input from the best professional staff that we have ever had in the Village of Lake Zurich. These staff members with specialized knowledge and expertise provide a more complete basis for better decision-making. I regularly walk residents and potential business opportunities around area of the Village that may be of interest to them. As a result, ... the residents and Board receive the best, most complete information in the history of this village. While we have a rich and varied history, our issues and opportunities are different than they were 20 years ago. My style of leadership has led to more effective and better decisions and increased business opportunities.
Q: What makes you the best candidate for the job?
A: As I said in Question 9, I am first and foremost a resident and taxpayer. I have provided vigorous representation for the residents of this community that I said would provide. I have immersed myself into village issues while at the same time I still maintain a "trust but verify" personal philosophy. I continue to focus on reinventing government by slashing through needless bureaucratic red tape and antiquated regulations. I have worked assertively but constructively with those holding differing viewpoints and I have provided Board leadership among my fellow Board members. I continue to provided thoughtful ideas and suggestions, many implemented. I have provided and will continue to provide the leadership and stability so important to a community during this COVID-19 pandemic. I am the leader that our Village needs; a leader who will make responsible decisions in the public interest, always. I am the leader people can trust. I am the leader in authority who will make decisions on the entire community's behalf and who will communicate clearly and regularly. There is no harder working Mayor or Board member than I. I want to continue to be the Village President of Lake Zurich.
Q: What's one good idea you have to better the community that no one is talking about yet?
A: Actually I have two ... the first is to create a walking and biking community friendly plan. That is one thing I hear regularly from the residents. I also want to continue producing instructional, informational easy to understand videos and Bench marks articles that explain in the simplest terms, the processes of local government and how one goes about doing business with local government. For example, how does a vacant property get to be a viable project? What the village can and cannot do with regard to private property development.