SHAW MEDIA INTERVIEW with DEBBY SOSINE:

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SM: 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?

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DS: Since I was elected to the position of Acting Village President, I have worked with staff to make sure we are doing all we can to help our businesses succeed during this time.  We have received $350,000 in grant money that we are distributing to our local businesses that qualified for the money.  I am a member of the MCCG group working on the communication with local government entities to keep our citizens informed via our web page and social media outlets on the constant changing rules and regulations of Covid.  I joined the Metropolitan Mayors Caucus Covid Task Force to embrace more communications with the Governor to keep our small businesses, restaurants and bars open. 

 

SM: 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.

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DS: We more than adequately served our citizens during the disruptions.  Our police and public works separated into smaller groups to make sure if anyone became ill, we had minimal disruptions to the departments to ensure our high quality of services were still being done.  Our office staff was able to implement a work at home policy when possible mode – still having village hall open in emergency cases for citizens with a skeleton staff in attendance.  We have started virtual inspections for some of the permit inspections.  We are constantly being challenged with the changes that have arisen in the past year and looking for ways to be more efficient.

 

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

 

DS: I believe the guidelines we have in place now are great and staff is reviewing – on a continual basis – if we could do it better and how.  We have had flooding crises in Algonquin that we have a plan for and has worked extremely well in the past.  We have many crises plans in place for emergency situations that staff is always making sure training is done on.

 

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

 

DS: When the Governor closed all the business, we put our Financial Resiliency Plan into place cutting $1.4 million dollars from our budget.  We were able to recoup some of that money from the CARES act and have continued to streamline our services and expenses to make sure our budget is balanced. 

 

SM: 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?

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DS: We need to complete the construction on the waste water treatment plant upgrades and the upgrades being made in downtown Algonquin to the water and sewer lines.  Since Algonquin has always been fiscally responsible during my time on the Board, we are in good financial shape to continue on the infrastructure projects we have scheduled.  It’s always a burden on staff to prioritize the projects they bring to the board for approval based on the needs and assessments of the project.

 

SM: Do you plan to address businesses that don’t adhere to the governor’s order to close or restrict business?

 

DS: The MCHD is responsible for enforcement of the governor’s order to close or restrict business.

 

SM: 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?

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DS: We do not allow recreational marijuana sales. 

 

SM: 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.

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DS: I surround myself with experts at their jobs and allow them to get it done.  Doing this allows my staff to do their jobs, giving me results that meets or exceed expectations.  It’s important to make sure everyone have the tools needed to do the job, be it educationally or financially. I encourage consensus building with those involved.  Everyone being on the same page will give the best results possible. I feel communication is key to making sure the board and citizens are informed and concerns are heard.

 

SM: What makes you the best candidate for the job

 

DS: I believe I am the best candidate because I have demonstrated positive results as a Trustee and have made a smooth transition to the roll of President with the passing of the former Village President.  My professional accounting experience enables me to keep our budget balanced while getting the needs of the community served.  My past experience on the Village Board, Village Commissions and other committees I serve on give me the knowledge to make informed decisions.  

 

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

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DS: Creating a sign or system at a village project location (ie: infrastructure) to let those walking by the project the village is doing why we are doing it and what it entails.