JAMES TAGLIA

candidate for 2025 OAK PARK VILLAGE Trustee

1. What motivates you to seek this office? What skills do you bring to the office? What sets you apart from other candidates?  What does success look like for you after four years in the position?

I’m a lifelong resident and want to work to keep Oak Park a diverse and affordable community. I care deeply about the Village and believe I bring a skill set that can effect change while respecting the character and values that Oak Parkers believe in. I spent 6 years as a Township Trustee and helped develop policies that ensured the success of social service programs for seniors, at-risk youth, and residents with mental health needs. I also spent 6 years as a Village Trustee working hard to keep our levies at a minimum and thoughtfully set policy in line with Oak Park values while enhancing livability. I’m also a business owner and CPA which brings a sound financial perspective to the board. I believe the combination of my Village and Township service has helped provide me with a solid foundation to lead Oak Park forward. Ultimately I am accountable to constituents, but not just the constituents who vote- elected officials should be accountable to every resident and stakeholder in the village. Finally, some of the metrics for measuring my success after four years as a trustee include assessing if board goals are being achieved, programs and partner agencies are meeting benchmarks, maintaining a sustainable tax levy, and maintaining the target percentage of affordable housing.

2. What do you see as the three biggest challenges or opportunities facing the Village in and what role do you see the Board playing to address them over the next four years?

The three biggest issues I see the village facing are public safety, affordable housing, and property tax growth. Public safety is a regional issue that will take a regional approach to solve. Addressing inequities is crucial to improving public safety long term. Equitable policing to a very high ethical standard can help, especially when dealing with known hot spots for violent crime. However, policing alone will not solve the problem. We should be working within a coalition of communities and stakeholders to address public safety and mitigate the root causes of crime.

Affordable housing is an issue I feel strongly about. I was one of the Trustees who voted in our Inclusionary Zoning Ordinance (IZO) which has generated a significant amount of money for our housing trust. Funds from the IZO have been used to support workforce housing at 801 S. Oak Park Avenue, and more recently support for low-income renters in town. We also need to be supporting density near public transportation to continually improve and increase the housing stock. Many have mentioned revisiting and strengthening the IZO, which I am open to doing.

Property taxes will always be a challenge because we live in a high-service municipality that aligns with our collective values. We need to be diligent about how we use funds to make sure we have an efficient government. Keeping property tax growth to a minimum will also help keep Oak Park a more affordable community. We also need better across-board cooperation and collaboration to try to reduce redundant expenses. This is very challenging as each of the taxing bodies in Oak Park has its own priorities. I believe my personality and willingness to meet with colleagues on other boards is an asset to addressing this issue head-on.

3. What is your decision making process? What steps are steps the Board can take to ensure transparency, clear communication, and community engagement, hearing from the broad spectrum of Village constituents?

I take a serious approach to decision-making. First and foremost I listen to constituents. I know that I don’t know everything and rely on the experiences and perspectives of constituents to help inform my decisions. I also weigh all the evidence available on any issue. With the input of constituents and the body of evidence around the issue, I try to develop a position that mitigates the issue at hand, with careful consideration about how the decision will affect everyone in the village. I would say that my approach is one to solve problems in a way that does not negatively or disproportionately impact people.

Transparency and clear communication not only improves governance and efficiency, it builds needed trust with the community. As a Trustee, I have always made myself accessible to the public. I believe making time to meet with people helps me to better understand the multitude of perspectives and experiences of our community members. In turn, this helps me to be a better Trustee. I am acutely aware that I represent the people, to whom I hold myself accountable. In addition to being accessible, the village ought to do more to educate the public about the legislative process. Knowing when and where to show up during public processes ensures the public can have a voice before decisions are made.

4. Volunteer citizen boards, commissions, and committees advise the village trustees. Do you believe that these entities are utilized effectively? What (if any) changes would you like to see to their authority, responsibilities, and oversight?

I think citizen commissions are crucial in our legislative process. The communication between the commissions needs to improve. These commission members are appointed by the President and voted on by the board. Giving the commissions more authority needs to be addressed on a case-by-case basis. Obviously, the legislative authority always falls on the elected officials. However, giving commissions a more prominent role in the legislative process should be considered. At this point, some commissions play a more prominent role, such as the Plan and Zoning Commissions. We should be assessing each commission to make sure they have the tools and the voice to do their jobs and provide needed input to the elected body.

5. Please share your thoughts about the Village’s current financial picture. What’s your understanding of the Board’s role in the budgeting process and the allocation of resources? Do you have organizational finance experience?

The Village is in a good financial position currently but will be spending down reserves to pay for the Oak Park Avenue construction and streetscape. With a modest levy increase of 3.5% this year, the Village will collect around $40,000,000 from taxpayers to fund operations. As the only CPA on the village board, I think we need more public interest in and input on the budget. We should be regularly performing needs assessments and shifting budget funds into areas of need rather than just doing what we’ve always done. Getting constituents more involved in the process would help the village and the board to better understand the needs of our village. I also believe that having a policy goal that puts a soft limit on tax increases will inspire the Village to be as efficient as possible. For the six years I was a board member, we were successful in limiting tax increases, without cutting services, and concurrently building our reserves. I would like to continue this trend while getting more public input on where they believe our funds should be used.

6. What would you say to voters who are worried about Oak Park’s overall tax burden?

I would honestly say vote for me because I have consistently worked hard to maintain our services while putting limits on tax increases. Being the only finance professional on the board, I have a keen understanding of the compounding impact property tax increases have on keeping Oak Park affordable. And voters are correct to be concerned about the tax burden and how it impacts affordability in the long run.

7. Given the Village’s Diversity, Equity and Inclusion Statement, what steps should the Village take to support underrepresented and disadvantaged people and businesses?  Give an example that is or would significantly advance the Village in achieving its aspirations. Have recent discussions in the larger community and or at the national level informed or changed your thinking?

First and foremost, given the national political scene and its attack on DEI, it has never been more important for Oak Park to live up to our aspirations. At a time when it feels like so many people are being attacked, and marginalized, Oak Park needs to remain steadfast in support of underrepresented and disadvantaged people. Some examples of what we are already doing include the village’s commitment to serving the unhoused, affordable housing, LGBTQ+ rights, racial equity, disability access, and too many others to list. As far as disadvantaged businesses, the most important thing we can do is to have predictable and sustainable tax growth so that locally owned businesses can continue to afford to exist here. I’d like to also see programs designed to help small businesses grow and prosper in the village. Such help may include free marketing classes, financial management help, and the implementation of technology to keep operational costs affordable, all of which can lead to small locally-owned businesses becoming more competitive with their corporate competitors.

8. What policies and programs should the Village undertake to improve its tax base and help local businesses, and continue to develop a diverse mix of businesses? Are there specific geographic areas on which you would focus? Please share your thoughts about the proposed Economic Vitality Strategic Plan? 

The Economic Vitality Strategic Plan has been a disappointment so far, touching on only general themes and not the specificity required to be successful in Oak Park. Oak Park has a strong tax base, but spending continues to grow which is not easing the tax burden. Drawing a diverse mix of businesses requires having a diverse population base, so affordable housing has to factor into any solutions. Geographically, our borders have often been neglected. North Avenue received some attention several years ago because of pressure from the 2017-2021 board. I’d like to see similar pressure given to address areas like Roosevelt Road, south Oak Park Avenue, and Chicago Avenue east of Ridgeland. These areas should be revitalized to be the economic powerhouses they once were when Oak Park was less centralized.

9. What do you see as the most pressing issue relating to housing in Oak Park? What policies would you advocate to address this issue? Do you consider support for affordable housing to be a core function of our village government? Please explain.

Affordable housing is the most pressing issue in my opinion. We should be continuing to invest housing trust funds in projects that increase the number of affordable housing units throughout the village. We should also revisit the IZO to make sure what was implemented is continuing to be successful, and to consider ways to strengthen the ordinance to guarantee affordable units in perpetuity. Revisiting the IZO should be a high priority, and reviewed on an annual basis.

10. Rental units comprise about 41% of Oak Park’s housing stock. How can the Village better serve the needs of renters in our community?

Serving the needs of renters is something I have a solid track record on. Renters are oftentimes at the mercy of building owners and management companies. This has created scenarios where renters were trapped in challenging situations including mold, rodents, bedbugs, and a multitude of other issues. I believe that we need to hold building owners to high standards. Buildings should be up to code, clean, and safe for renters. Management companies and owners that take advantage of renters should be held accountable. During my last term as Trustee, I met with residents of a large apartment building in town who were unsuccessful in getting their complaints heard by an out-of-town management company. I was able to bring these concerns to village staff who deployed inspectors who assessed the entire building. I also communicated with Danny Davis who was gracious enough to meet with me, and the residents of the building in order to hear their stories and complaints, which were then issued to HUD so that the agency had the information needed to hold their management company accountable.

11. How can the Village better serve the needs of the disabled in our community? Those who wish to age in place here in Oak Park?

The Disability Access Commission has done a great job over the years advocating for people with disabilities. We have made needed progress in re-development areas like Lake Street, and Madison Street, to make sidewalks and crossings safer. The DAC should continue to have a strong voice in how the village moves toward a more inclusive infrastructure so that our disabled community can utilize the amenities and services of the village as easily as everyone else does.

12. Oak Park adopted the Welcoming Village Ordinance in 2017 regarding immigrants, and has often championed expanded rights for marginalized persons. What role should the Village Board play in the face of current national challenges?

Our welcoming ordinance should be reaffirmed at the board table, and the public should be educated on what the ordinance means and aims to achieve. Everyone needs to know that Oak Park is a safe place to live, do business, and exist. It is during times like these where Oak Park can shine and lead by example. By showing the country that different people can come together and stand up for the rights of people, we become a beacon of hope. I am most worried, at this time, about immigration and how the federal government is rounding up people and tearing families apart. We need to make sure our resources are not only not being used to aid these practices, but that we are actively working against the inhumane treatment of human beings.

13. How do you define public safety and effective policing?  How would you work to create an Oak Park where all community members feel safe?

I would define public safety and effective policing as this- that everyone, regardless of their race, background, economic status, etc., feels safe in their home, streets, and in public places. I would advocate for community policing  and strengthening relationships between officers and residents through regular forums, neighborhood meetings, and other positive touch points. I also support mental health & crisis response where mental health and other professionals respond to non-emergency calls. We also need to make sure policing practices do not disproportionately impact marginalized communities by using data-driven oversight and public accountability measures. Finally, the region needs to take large action to address the root causes of crime. Oak Park can’t solve that problem alone, but we can be a big part of the solution.

14. What is your opinion of the Village’s Climate Action Plan and its implementation so far?

I fully supported and voted to enact Climate Ready Oak Park in 2022. I believe the implementation of the village’s climate action plan so far has been slow– and in order to make further progress, we need to identify further sources of funding. The electric aggregation contract had provided funding for years but it no longer contributes sufficient capital to meet the objectives. In addition, when money has been transferred from reserves, staff have found it difficult to deploy those funds due to capacity and resource issues. In the absence of this staffing, the partnership with the Oak Park Climate Action Network has proved valuable in the active support and promotion of their climate coaches in our village. It is hoped that the $500,000 transferred to the sustainability fund for FY25 will allow a substantial increase in the number of energy efficiency grants this year, and focus funding on residents who do not have the disposable income to pay for such improvements.    

15. What approach should the Village take towards intergovernmental cooperation initiatives such as the Collaboration for Early Childhood. Are there other specific initiatives that you would like to implement or expand upon with other local and or regional governing bodies and nonprofits? 

The Collaboration for Early Childhood Development is an excellent example of what’s possible when taxing bodies work together toward a common goal. I would very much like to see more intergovernmental collaboration and cooperation. Despite each entity having its own goals, we need to establish community-wide goals and work together to accomplish such goals. There are challenges because boards turn over and different elected officials have varying views on how much collaboration in which they’re willing to participate. However, these challenges should not dissuade us from improving collaboration on other projects.

16. Should the Village Board spend its time to make proclamations or take stances on national or international issues? Please explain your thinking.

In general, the Village Board should focus its time and resources on local issues and governance. However, making proclamations or taking stances on national or international issues can be valuable when those issues have a direct impact on the community. For example, if federal policies on immigration affect Oak Park, the Village Board could issue a statement advocating for protections that align with the community’s values. While symbolic gestures can reinforce community values, they can also divide people locally if there isn’t a large consensus on an issue. So I would say that it really depends on the issue, the circumstances, and what impact it would have on our village. Ultimately, the Village Board should be strategic in its approach—ensuring that any stance taken is tied to actionable local policies and not simply performative.

17. One of the Village Board’s primary responsibilities is oversight of the village Manager. What criteria do you believe the Board should use to evaluate the performance of the Village Manager?

The Village Manager should be evaluated on a number of things. In 2018 or 2019 we revamped the Village Manager evaluation process and it was very good. I believe it was changed again recently. In the end, the manager should be evaluated on budget control, work culture, achievement of set goals, capital planning, efficient government spending, implementation of technology, transparency, and accessibility. A good Village Manager should have a solid understanding of village finances, a happy and productive staff, satisfied users of village services, a diverse staff, and a reputation of being responsive to the needs of our community members.

18. Last November, Oak Park voters overwhelmingly approved a ballot initiative that proposed that voters be able to approve ordinances and policies though a direct vote. At this point the vote on the ballot initiative was advisory or non-binding. The next step is for the Village or any other taxing body in Oak Park (as reported by the Wednesday Journal, November 7, 2024) to decide whether or not to place the issue on the ballot as a binding referendum. Please share your views on this initiative. 

I believe the initiative referenced should be placed on the ballot as a binding referendum.  As quoted in the Wednesday Journal by one of the sponsors of this measure, “The Oak Park voter initiative is not about sidelining the Village Board, or upending thoughtful governance.  The voter initiative is about offering the residents of the community a structured way to discuss vital issues when they are not addressed. If the Village board finds itself out of step with the people of Oak Park, initiative powers enable the public to act- another tool in the toolbox of democracy.”  To me, this represents a democratic process and Oak Park voters should have an opportunity to weigh in and have their voices heard.

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