Shawn M. Vogel: 2023 Candidate for Grayslake Village Board

Bio

Town: Grayslake

Age on Election Day: 49

Occupation: Engineering Manager

Employer: Parker Hannifin Corp.

Previous offices held: Trustee Village of Grayslake

Q&A

Q: What is the most serious issue your community will face in the coming years and how should the city council or village board respond to it?

A: The most serious issue for any local government is long-term financial viability. Grayslake has very sound finances, but external factors can change the dynamic. Well-intentioned elected representatives at higher levels of government rightfully respond to their constituents and pass legislation that ultimately affects Grayslake residents financially. Laws, mandates, or administrative actions put pressure on the local tax payer that the Village must accommodate in its financial planning. As a Trustee, I will work with the various Grayslake elected delegations at every level to provide feedback constructively on issues. I will also advocate for participation in associations that support a municipal perspective to use tax payer dollars efficiently.

Q: How would you describe the state of your community's finances?

A: Grayslake's finances are strong. This is due to a combination of low operating costs, innovations, and forecasting tools. The Village maintains a debt-free status. Grayslake maintains low operating costs by contracting several services. The same services provided in 1992 are provided today at a cost 34% less than the rate of inflation. Additionally, the Village has a policy of taking only 50% of the allowable property tax increase while maintaining service levels. These are dollars that remain in residents' pockets. The Village researches and deploys innovative tools and software to maintain and expand services without significant costs to tax payers. The Village utilizes forecasting tools to evaluate long-term trends at 7, 10, and 15 years out. This allows the Village Board to make minor adjustments years in advance that have a cumulative effect to support revenues or address spending issues. All of these aspects are reviewed twice a year.

Q: What should be the three top priorities for spending in your community during the next four years?

A: 1) Redundancy. Creating additional connections in our water and sewer systems not only provide critical infrastructure for economic expansion, but also mitigate service disruptions should a connection fail.

2) Storm Water Management. Keeping storm water away from our homes and businesses protects our residents. The Village needs to continue pursuing acquisition of properties that are key linkages to diverting storm water away from homes, as well as being a potential open space amenity.

3) Economic Development. Development of the Central Range and Cornerstone will allow a diversified tax base that generates property tax dollars for the Village and other local governments. Recent activity in these areas is a positive sign on the potential to create a tax base that lessens the burden on Grayslake residents.

Q: Are there areas of spending that need to be curtailed? If so, what are they?

A: Are there areas of spending that need to be curtailed? If so, what are they? *

With the Village's expansive contracting program and forecasting tools, spending is carefully programmed and reviewed for effectiveness. Increases in spending or over-budget situations in any area are reviewed for potential cost-saving opportunities, which are often implemented. Actual and projected spending is evaluated against the long-term forecasts created by the Village to determine the impact, if any, on future financial health.

Q: What do you see as the most important infrastructure project the community must address? Why and how should it be paid for? Conversely, during these uncertain economic times, what project(s) can be put on the back burner?

A: As stated previously, infrastructure projects that create redundancy in water, sewer, and storm water management need to be pursued and completed. Fortunately, the Village has several of these projects underway. Additionally, the Village has a ten-year capital plan, where various projects are selected, ranked, and programmed for the future. Using the Village's pay-as-you-go mindset, the money for these projects is put aside until the project is scheduled to be executed and funds are on hand. A benefit of the ten-year capital plan is flexibility. The projects are scheduled based on available dollars. If inflationary pressures (as have been seen recently) cause a project to be over budget, the timing of the plan can be adjusted or delayed to defer the project to a more favorable bidding time.

Q: Describe your experience working in a group setting to determine policy. What is your style in such a setting to reach agreement and manage local government? Explain how you think that will be effective in producing effective actions and decisions with your village board or city council.

A: As stated previously, infrastructure projects that create redundancy in water, sewer, and storm water management need to be pursued and completed. Fortunately, the Village has several of these projects underway. Additionally, the Village has a ten-year capital plan, where various projects are selected, ranked, and programmed for the future. Using the Village's pay-as-you-go mindset, the money for these projects is put aside until the project is scheduled to be executed and funds are on hand. A benefit of the ten-year capital plan is flexibility. The projects are scheduled based on available dollars. If inflationary pressures (as have been seen recently) cause a project to be over budget, the timing of the plan can be adjusted or delayed to defer the project to a more favorable bidding time.

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

A: In one word: Experience. I served as Trustee from 2005-2021. I was on the Economic Development Commission during this time, serving as chairman the last four years. I was also the Heritage Center Commission Chairman for seven years. I served as an Alternate Director to the Lake County Joint Action Water Agency for four years. I served as Grayslake's representative on two Lake County transportation committees. Additionally, I was the elected-official liaison to the Cornerstone Project. Currently, I serve as chairman to Grayslake's Zoning Board of Appeals. More importantly, I have a passion for representing the people of Grayslake and have been a student of municipal issues. This is my home town, and I have no aspirations for higher office that would take me away from Grayslake. I volunteer in the community, and I am and will be a promoter for the residents and the Village.

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

A: I do not have a single idea, per se. With the increased open space and connectedness of the Village Center with the rest of town, as seen with Gelatin Park and the Village's expansive bike path system, there is an opportunity for more and different programming and events in town. There are opportunities with the Heritage Center, the Park District, school districts, and community groups that can come together and have events that bring different groups into town. The downtown is an asset and should be maximized to promote the Village and community.