Lester Ottenheimer: 2021 candidate for Buffalo Grove village trustee
Bio
City: Buffalo Grove
Age: 66
Occupation: Attorney, Ottenheimer Law Group, LLC
Civic involvement: Former president and board member of United Way of Wheeling-Buffalo Grove; served on Buffalo Grove Days Committee; served for 15 years on the Buffalo Grove Plan Commission, and 10 years as its chair
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: As a village trustee, I wear many hats. One of the most important roles as a trustee is provide timely and relevant communications to the residents. The village electronic and print version of its newsletter is sent to all residents with up to date information regarding the pandemic, where to obtain help and where to get questions answered. I believe as a leader it is also important to listen to the residents' concerns about COVID and related issues. It is important to coordinate with federal and state agencies so as to bring about a unified and coordinated effort which will help the residents. As a trustee it is also vital to ensure the local government is still working for the residents and that core services such as police, fire garbage snow plowing are still provided at the same high level of service as before the pandemic.
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 has adequately served its residents during disruptions caused by the pandemic. Local government should have three goals during a pandemic: prioritize helping small business, public health concerns and keeping government afloat. The village helped the businesses by reducing liquor license fees, possibly reducing video license fees and reducing the amount due the village. The village has instituted a program titled "BG Delivers" which promotes local businesses to residents providing useful information about the business and highlights the village's own businesses.
From a public health standpoint, the village has coordinated its efforts with the Lake and Cook county health departments by publishing relevant information such as where and how to get vaccinated, local and state restrictions and where to obtain free masks. The village has done an excellent job of keeping government afloat. Due to the village's strong fiscal policy and financial condition no village core services were eliminated or reduced. The board acted with great dispatch to recalibrate it 2021 budget and re-prioritize projects.
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: Unfortunately the village, as well as the state and the entire country was not prepared for the pandemic I am proposing, as a village trustee put together a "health disaster plan" in conjunction with the Village Board of Health. While the village acted with great dispatch when the pandemic arose and the lockdown occurred, it did so without a specific plan. The plan would be provided to all residents and in the event of a similar situation, the village will be prepared. The plan should be formulated with the help of experts, a review of the problems, and successes and it should be based on science. The village should coordinate its efforts with the state and other local municipalities as well. Unfortunately the village is not "clinically" certified which precludes the village from administering vaccines. However through a well-coordinated and comprehensive plan, the village can be better prepared.
Q: What cuts can local government make to reduce the burden of the pandemic on taxpayers?
A: In response to COVID 19, many municipalities have made cuts, frozen spending and have drawn on their reserves. Local governments basically have two options; raise revenue or cut spending. Local government should cut spending - especially given the fact that Springfield has cut many of the funding sources the local municipalities rely upon and the pandemic has starved local governments of sales taxes - one of their largest sources of revenue. Salaries of staff should be frozen, and certain planned projects which do not affect the health safety and welfare of the residents should be postponed. While not popular, municipalities may even consider layoffs and consolidation of services. Another cost saving idea would be to outsource certain functions typically reserved for the village. Another cost saving measure is the sharing of services. For example, the village could partner with the park district for vehicle maintenance and overall maintenance of village facilities. The village should also conduct an "efficiency" program in which each department head can advise the board of possible cuts.
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 most important infrastructure project which must be addressed is water infrastructure. The village's water mains and lift stations are aging and have outlived their useful lives. Water infrastructure directly affects public health. When working properly it provides residents with safe drinking water. Keeping it up to date will insure safe drinking water. A new and improved water system is more efficient and will eliminate costly repairs. In the long run it will be a savings to tax payers. The best way to finance such an undertaking is to issue bonds and proper budgeting. The village should not raise taxes. Another important issue is flooding in certain neighborhoods. The infrastructure project which should be pout on the back burner or delay is village facilities. Village hall, certain fire stations and public works building are in constant need of repair. However, given the financial burdens placed on the village by the pandemic, village facilities are not a top priority. Alternatives can be utilizes such as sharing facilities with other departments and other municipal entities.
Q: Do you plan to address businesses that don't adhere to the governor's order to close or restrict business?
A: Businesses should comply with the governor's orders to close or restrict business. The village must balance the safety of its residents while at the same time keep the economy robust. Businesses which do not follow the "rules" should be given a warning for the first offense, a fine for the second offense and then be closed for a certain period of time for its third offense. The village should make its own determination which businesses are essential and work with the businesses to insure the safety of its customers while at the same time enabling the business to operate so as to generate income and provide sales tax revenue and boost the economy.
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 board's decision to allow recreational marijuana. Studies have shown that legalizing marijuana boosts the economy. Legalized marijuana is regulated for consumer safety and legalizing recreational marijuana is phasing out black markets and taking money away from drug cartels, organized crime and street gangs. Legalizing marijuana also creates jobs. In addition taxes collected from the sale of marijuana support important public programs. In Buffalo Grove, medical marijuana has generated between $80,000.00 and $100,000.00 per year for the village. This is revenue, which is sorely needed, especially since sales tax revenues are down and the village can no longer count on state revenues, Buffalo Grove allows recreational marijuana, but due to an unresolved issue in Springfield, the village has not yet been allowed to sell recreational marijuana. When the village is allowed to sell recreational marijuana, the village expects to generate an additional $300,000.00 to $500,000.00 per year.
Q: What's one good idea you have to better the community that no one is talking about yet?
A: My leadership style is premised on being fair honest, and good listener obtaining all the facts of an issue, consider both sides and make a decision based on facts and on what is the best interests of the village I have a clear vision and focus. I am confident am not afraid to make the hard choices. I have earned the respect of my fellow board members, staff, and the residents. I believe in compromise when necessary. I provide direction, I see that plans are implemented and motivate people. I also possess great passion for the job and believe in paying it forward. My leadership style on the board has been very effective. Under my leadership, the village was able to survive he pandemic without any cuts or loss of core services, such as fire, police, snow removal and water. This has been done with no tax increases and without compromising other village services. The village is fiscally sound under my leadership and economic development is robust.