Politics & Government

Sixth Ward Candidate Mark Sloane: Focus On Attracting Employers

Chief financial officer Mark Sloane is running for election in the sixth ward against incumbent Mark Tendam. Sloane previously ran for sixth ward alderman in 2009.

Chief financial officer Mark Sloane, who ran unsuccessfully for alderman in the sixth ward in 2009, is running his second campaign for election against incumbent Mark Tendam. Here are his answers to the questions we posed to both candidates.

1. How long have you lived in Evanston/the Sixth Ward? 

My family and I have lived in Evanston since 1996 and we have lived in the Sixth Ward for eight years. My wife of 22 years, Judy, teaches at IIT and at Oakton Community College.  My oldest daughter was educated through District 65 and ETHS and is now a freshman, majoring in chemistry, at Miami University, in Oxford, Ohio.  My middle daughter is a 7th grader at Haven Middle School and my youngest is a 4th grader at Kingsley Elementary School. 

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2. What elected positions have you held previously, if any? 

Have you ever run for office before?  A year ago, I was elected President of the Central Street Neighbors Association.  Two years ago I was elected Chairman of the District 65 Budget Advisory Committee and four years ago I ran for Sixth Ward Alderman, narrowly losing in a three-person race.  I may have lost the race, but I didn’t lose my passion for and commitment to city government and serving the Sixth Ward, which is why I am running again. 

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3. What would you say are your greatest accomplishments as a chief financial officer and chairperson of the Mayor’s budget task force that would translate to service as an alderman?

As a chief financial officer (CF0) for 20 years and through serving as chairman of the budget task force, I have learned the importance of building consensus among members/co-workers.  I work hard to build consensus and it has paid off with implementable results.  My goal always is to listen and gather ideas and then develop pragmatic solutions.   

Additionally, my expertise as a CFO and my year of service on the Mayor’s budget task force have provided me with a comfort level around the City’s finances, which allows me to ask detailed questions and fully embrace the fiduciary responsibilities inherent in an elected official.  This fiduciary responsibility is an area I take very seriously.  If elected, I will constantly roll up my sleeves and dig into the detail that is the City’s spending.  An alderman needs to do his homework, which includes understanding a 600+ page annual budget.  Relying on staff reports and other aldermen is not acceptable and is not what I will do.

In their final report, the Blue Ribbon Pension Committee placed blame squarely on the City Council.  The committee stated that although the Council asked questions, they did not ask the “right” questions, which has led us to our current problem.  My experience as a fact-based financial leader will lead me to ask the right questions. 

With regard to my greatest accomplishments, a majority of the Budget Task Force’s recommendations have been successfully implemented within the City and have helped save the City money.  Additionally, in my professional life, I have been able to steer my company’s finances to record profits over the past five years, even in this time of recession. 

4. What do you think are the biggest issues for Sixth Ward residents?  How would you address those? 

The biggest issue facing Sixth Ward residents is getting their voices heard.  If I’m elected, I will respond to emails and phone calls.  I will embrace interaction with the residents I represent.  I’ve enjoyed knocking on hundreds of doors introducing/re-introducing myself.  I will also fulfill the commitments that I make.  I promise to bring passion and energy to the office and will commit to public dialogue at City Council meetings. Sixth Ward residents will hear what I believe and in turn I will promise to listen to the citizens of the Sixth Ward and represent their needs to the full Council.  And although we live in the Sixth Ward, we play soccer in the Eighth Ward, attend high school in the Second Ward, and shop, eat and are entertained in the First Ward. While I am committed to representing the people of the Sixth Ward, I also will pay attention to the needs of the City of Evanston as a whole.   I will seek to always understand and address the needs of all wards, including the Sixth Ward. 

5. What are the biggest issues for Evanston as a whole?  How would you address those? 

The reality of local government is that unless you are growing, you are falling behind.  Growth occurs through expanding the tax base.  You expand the tax base in many ways.  Other than raising property taxes and fees, you expand by bringing new properties onto the tax rolls, redeveloping existing properties, and making choices for smart economic development.  The key to successfully growing the City’s revenue is balance.  Four years ago, when I ran for alderman, the City was in a massive condo growth mode, with a 49-story condo tower approved for the center of downtown.  I questioned that approval and felt that although the additional property tax revenue was sorely needed, the offsetting non-financial impact to the City was not balanced. 

Currently, the City is investing substantial sums of taxpayer money into various projects.  My concern is whether rigorous, fact-based, master plans are being used as a guide post to these investments. Decisions based on emotion historically tend to fail.  As alderman, I will require the details; I will require the return on investment calculation.  Provide me with the business plan that details not only how the business will succeed, but how the City will benefit from its investment.  Facts, fact, facts – that’s what fiduciary responsibility is all about. 

Recently, the City established two new TIF (Tax Increment Financing) districts, both of which I oppose.  Helping build an office building or making a parking lot look nicer is not what will ultimately bring new business to Evanston.  If we want greater employment, we need to focus on employers, not just the infrastructure that they will use.  We need to be creative and focus on win-win incentives for new business development in Evanston.

The City’s infrastructure is aging and continues to fail.  Managing this deteriorating infrastructure is critical.  Therefore, creating successful economic development and the expansion of our tax base to fund repairs is of the utmost importance.

6. How will you balance development interests with those of residents? (I’m thinking of the Chase Bank with drive-through going in at Crawford and Gross Point).

Residents of the Sixth and Seventh Wards spent an enormous amount of time and energy developing the Central Street Master Plan.  To throw that work away for a single developer who wants to encroach on the residents with a cookie-cutter design is not acceptable. The Crawford/Gross Point location was discussed thoroughly during the Central Street Master Planning process.  Concessions were made to provide extra height at that site specifically because of its size.    I am in favor of the drive-through and of reducing some set-back space.  The Harris Bank on Central is a fine example of new bank construction with a drive-through that appears to meet their needs on a lot smaller than Crawford/Gross Point. 

The bigger point is that I am not in favor of commercial encroachment into residential space – I believe the majority of the City Council feels the same way.    We have a substantial amount of commercial property that abuts residential in the Sixth Ward, especially along Central Street.  It will become a very slippery slope if we start heading down the encroachment path.

I know we are all frustrated with the eyesore that is the Citgo site, but we need a creative development that fits within the neighborhood.  I believe Chase can build a branch that fits their and our needs working with the neighbors.

Looking into the future, I believe the Sixth Ward will see at least two substantial development opportunities during the next four years.  Old Orchard/Gross Point will be one, the other, Gross Point from Crawford north.  The market will bring us some options, and working together with Sixth Ward residents, I am confident we can develop a consensus development plan that works for all.

7. What can you offer that your competitor doesn’t? 

First and foremost, I offer financial skills and experience that will benefit the City Council.  Financial decisions are made weekly by the Council.  As a CPA, an auditor and a CFO, my expertise in fact-based decision making will be immediately utilized by the Council.  I have always believed that if you can’t add value, then you shouldn’t be part of the process.  I can immediately add value to the Council once elected.

I will also bring a passion and desire to do the best job possible.  I will be responsive, and will continue to be a visible, active member of the community.

In addition, my 10-year term on the City’s Parks and Recreation Board helped me understand how critical parks and recreation are to so many of us in the Sixth Ward and all of Evanston.  Whether it’s the fields, the playgrounds or the Levy Center, I don’t believe the current Council and staff truly understand the value of these amazing resources to the community.  We’ve invested too much over the prior ten years to ignore parks and rec, which has happened during the last four years.  I will continue to be an advocate for this critical component of Evanston and the quality of life here.

As President of Central Street Neighbors Association this past year, as Chairman of the District 65 Budget Advisory Committee the year before, and as Chairman of the Mayor’s Budget Task Force the year before that, I have expanded my leadership skills and have had the privilege to work with many people in the community.

To all residents of the Sixth Ward, I say that I am passionate about this job and energized to serve.  I ask for your support and your vote on April 9th.

 

 


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