Name: Isiah Brandon

Age: 30

Preferred contact: email

Previous political experience: Village of Maywood Trustee, Triton College Trustee

Previous community experience: Executive Director for Non-Profit Youth on the Move,
Maywood Health Initiative, past member Proviso Action Committee, Regional Director for
National League of Cities Black Caucus, member of the Economic Development Committee for
Midwest Caucus of Mayors, Village of Maywood Finance Committee member, Maywood Rotary
Club, NOMCO member, Maywood Old Timers committee member

Occupation: Community Coordinator for Oak Street Health

Education: Associates Degree

Name: Eileen Olivier

Age: 45

Preferred contact: email

Previous political experience: Past Obama for America Fellow

Previous community experience: Past PTO Vice President /President Washington School, Past
District 89 Parent Advisory Council member, Personal Development Coach for ABT Youth
Employment Services, Illinois Bell Pioneers volunteer leader, past PASO, ENLACE community
leadership trainee

Occupation: Illinois Licensed Realtor, Previous 21 years with AT&T IBEW Local 21, CWA
Education: Working on Bachelor of Science in Public Administration, Studied
Telecommunication Management

Name: Miguel Jones

Age: 30

Preferred contact: Email: migueljones2@gmail.com

Previous political experience: PAC treasurer: Citizens to Elect DeAndre Tillman

Previous community experience: Community Organizer, 2018 & 2019 Maywood Fest
Committeemen, Planning & ZBA Commissioner - Maywood, Past College Chapter President:
Alpha Phi Alpha Fraternity Inc.

Occupation: Senior Accountant

Education: Bachelor of Science: Financial Accounting, Illinois State

Infrastructure
1. In January 2018, the board voted unanimously to establish a commission of experts
and community stakeholders that would explore the feasibility of the village tapping into a
water source in Maywood that officials say runs directly underneath the Prairie Path and flows
through to DuPage County. If such a measure is implemented, Maywood would no longer be
reliant on Melrose Park for transmitting water — a service for which the village pays Melrose
Park $1.8 million a year, according to an estimate by Maywood Village Manager Willie
Norfleet. Since its creation, however, there is no evidence that the committee has met. Do
you agree with the committee’s formation? If so, how will you ensure that the committee
actually meets regularly and do what it was created to do?
We feel that given the approaching contract expiration date, we must explore all of our
options because the fight for Maywood Water Independence is extremely important to
stabilizing our village. We intend to fully get behind that initiative and bring the
necessary individuals to the table to accomplish that. We will ensure this initiative will be
placed higher on the priority list and we will designate a Trustee to chair this committee.
Once elected, we will conduct a feasibility study/cost-benefit analysis and meet with all
stakeholders. The findings of our research will be shared in Q1 2020 with a detailed plan
of action.

2. How do you propose that the village fund much-needed infrastructure projects, such
as long overdue roadway and alley improvements, that are not eligible for alternative forms
of revenue, such as TIF funding; and county, state and/or federal grants? – -
We would address infrastructure projects from various angles. First with an emphasis on
re-branding our Village implementing an effective marketing & digital media strategy, we
would attract revenues from new businesses and the sale of vacant homes to add to our
tax rolls. We have to create conditions that welcome businesses to the area and ask that
they contribute to the growth and prosperity of the community by various infrastructure
improvement initiatives. In conjunction with village management and the village attorney,
we will require a thorough internal analysis on all spending, including an assessment of
vendor contracts. An added focus on procurement and risk management would promote
cost savings, reduction in expensive legal settlements & renegotiation of unfavorable
contracts. This also aligns with our core values of being innovative & operating with
integrity.

Revenue
3. For the last several years, the board has approved 3 to 4 percent annual levy increases
— despite staff recommending increases that are higher — in an effort to address residents’
property tax burden. A major result of these minimal levy increases, however, has been that
the village has forgone potentially millions of dollars in much-needed annual tax revenue over
that time period. That translates into the village having to make emergency purchases, such
as the acquisition of a nearly $1 million aerial ladder truck for the fire department, by taking
out loans that only add to the village’s debt load. How would you balance the need to collect
tax revenue with legitimate concerns about residents’ property tax burden? -

We will look into new ways to cut cost and grow revenues. From a cost perspective, we
will need to renegotiate contracts, investigate for any misappropriation of funds and
identify more cost-effective opportunities. We need to prioritize getting creative in
selling vacant properties by hiring a commission-based housing specialist to drive sales.
We have to rebuild the trust of the community in the government to ensure that they
believe the plans we have for the village will improve their quality of life.

Finance
4. What are some of your ideas for addressing Maywood’s annual deficit? It’s low credit
rating?
One way we can help stimulate growth and drive revenue for the city is to focus on the
100+ vacant houses on the market and sell to generate property taxes for village. Also,
we believe one of the main issues behind the budget deficit may stem from lack of proper
accounting practices. For example, Maywood has as many as five material weaknesses
related to financial controls including separation of duties & internal controls over
financial reporting. Also, we need to evaluate historic trends when we had a balanced
budget and evaluate our expenditures and revenue streams over time in order to help
improve our credit rating, we need to be more organized by writing policies regarding our
general fund balance, set goals for long-term capital improvements and issuance of short-
and long-term debt. Forecasting is key.

Trust
5. What are your thoughts on the level of trust that residents have in village officials to
responsibly serve their interests? Do you think that trust between residents and village
officials needs to be improved? If so, how would you work to help improve it?
The public perception is that there is a lack of communication and personal involvement from
village officials. This disconnect has caused distrust.

Do you think that trust between residents and village officials needs to be improved?
We need to improve the communication loop with our residents regarding their expressed
concerns and current news in the village. We can strengthen communication by keeping
our website updated, offering a portal to request emergency services and following up on
issues in a timely manner. We can drive resident engagement by re-establishing our block
club initiative to promote local events as new leaders, we want to encourage residents to
hold us accountable and be more active.

6. The population of Maywood has changed rather dramatically in the last 10 years, with
the village having experienced a significant infusion of Hispanic residents. For instance, the
student population of both Districts 89 and 209 are more than 50 percent Hispanic. Do you
believe that this growing demographic is adequately represented in the village? If not, what
are some of your ideas for reaching out to the Hispanic community in Maywood?
Diversity & Inclusion is a major initiative for the People’s Choice Party. We need to
sponsor more outreach events and invite Hispanic and other diverse leaders to connect
with our community. Communications should be more inclusive. We should offer
communication materials in both Spanish and English. We should invite members of the
various Hispanic outreach and civic leaders to speak at monthly village board meetings to
drive further engagement.

Business & Economic Development

7. What is your position on the issuance of Class M liquor licenses for businesses that may
want to bring video gambling into Maywood?

We stand committed to being real advocates for our constituents. What that means is,
when you vote, we listen! More than half of Maywood voters in the 2016 election voted
in favor of banning the Class M licenses in a non-binding referendum. We respect the
people’s voice! The People’s Choice Party would discourage businesses from Class M
liquor licenses and video gambling. We also understand that perspectives and resident
opinions have a right to change. We are open and encourage the engagement with
residents and businesses as it relates to this topic.

8. In October 2018, the board voted 5 to 2 in favor of a resolution in support of granting

National Cycle Inc. a Cook County Sustainable Emergency Relief Class 6b property tax
incentive that company officials estimated could translate into around $1.4 million in tax
savings over 10 years— despite the very vocal objections to the tax break made by Manager
Willie Norfleet, who said that the company’s savings would potentially mean higher tax bills
for residents. How do you manage the need to provide property tax relief for businesses with
the need to make sure that already overburdened homeowners are not bearing even more of
the property tax burden than they need to?

Given the uniqueness and nuances of various companies’ financial troubles, the
management between property tax relief for business and higher taxes for homeowners is
critical and should be handled on a case by case basis. National Cycle was a unique
situation given its 80 plus year tenure in the Village & employing a significant amount of
Village and Non-Village residents. With no history of utilizing prior tax incentives, we
support the resolution. Although the Village will miss out on roughly $140,000 a year in
tax revenue for 10 years, National Cycle has contractual contingencies that include
mandatory build out on vacant property in Maywood. With an additional focus on
economic development and cost controls, we plan to recover these funds over the next
10 years.

9. What is your understanding of Maywood’s reputation in certain industry circles (i.e.,

retail, manufacturing, etc.) as a place to do business? Do you think Maywood can improve its
reputation and, if so, how?
 Maywood is currently known as a difficult municipality to conduct business in based on
past practices that has weakened the village’s ability to drive economic development (i.e.
turning away Wintrust Bank). We believe we can improve our reputation by taking bold
steps to implement more ‘business-friendly’ processes and services (expanding the
economic development arm) as well as re-branding ourselves as a progressive community.
We can market these new initiatives by hosting business fairs and utilizing social and
digital advertising to drive the message that “MAYWOOD IS OPEN FOR BUSINESS.”

Governance
10. What is your understanding of the role and functions of the Maywood Board of
Trustees?
A Trustee serves a four-year term as a member of the Village Board, which is the
legislative body that develops and approves ordinances and resolutions governing the life
of the community. The Board approves revenue generating activities as well as
expenditures made in support of the operations and business of the Village. The Board
provides direction to the Village Manager who oversees the activities of all Village
Departments.

11. Do you think that the current village manager form of government is sufficient?
Any government can work if all participants are dedicated to ensuring the success of the
government.
If so, why? If not, what alternative model would you recommend?
We need to focus on the success of our current form of government. There are many
fundamental processes that need to be assessed and, if elected, we plan on elevating the
expectations of this role and revamping the performance metrics to better align with our
goals and mission for the village. As a board, we will be more assertive and unified in
providing direction as well as strategy to the village manager. After these process
improvements have been implemented, we can determine if this form of government is
sufficient and if we should investigate alternatives.
12. From what you can tell, is there currently a system in place that effectively evaluates
the performance of village administrators and employees? If not, do you think one needs to be
implemented?
There are many fundamental processes that need to be assessed and, if elected, we plan
on elevating the expectations of these roles and revamp their performance metrics to
better align with the goals and mission for the village.
13. Do you believe that key village committees and commissions, particularly the board’s
finance committee and the village’s water commission and economic development
commission, are active and/or effective enough? If not, how might you help them become
more active and effective?
The current status of our Village suggests these commissions are running but have
opportunities to be more active and effective. When elected we will run a full
assessment on all committees, re-energize them with new leadership and provide them
with the tools needed to be successful. We feel our village has an opportunity to
strengthen these commissions with additional talent.

Public Safety
14. Do you believe that Maywood is, generally speaking, a safe community? If so, what are
some things that make this so? If not, what are some ideas you have to make the village safer?
Yes, we believe that Maywood is a rather safe community but there are opportunities to
increase police presence with visible patrols especially in places where there is a higher
propensity for crime. We believe in the broken window theory that if we address the
small issues well that it will have a major impact on the major issues impacts the village.
Together, we will rebuild the level of respect for our law enforcement.

15. Do you believe that the village is spending too little, just enough or too much money
to settle police misconduct and workman’s compensation cases? If you believe too much or
too little money, what are some of your ideas for getting those expenditures to a level you
believe is sufficient?

Yes, we believe that any amount is too much, we also believe that with better training
and proper tools such as body cameras along with personal development that we will see
drastic changes in the amount that we are spending in this area.
Miscellaneous
16. If elected, what are the three things that you would do as a member of the Maywood
Board of Trustees immediately upon your swearing-in (and ‘immediately’ means within your
first two months as a board member)? Be as specific as possible.
We believe three areas that will warrant immediate attention will be Image and Brand
Strategy, Finances and Economic Development. We believe Maywood’s inherited assets
such as its strong housing stock, proximity to Chicago & major transportation outlets
makes Maywood a desirable place to live. With an effective rebranding strategy, including
a modernized digital/social media marketing approach, creating a better environment for
community engagement & a more intense approach to economic development. Finances
at the municipal level are about the effectiveness of internal controls & managing a
budget. Unfortunately, Maywood has several material weaknesses in their finance
department that need immediate attention (according to our review of the 2017 audit
report). Lastly, we want to positively impact the culture of our community. We will bring
a level of professionalism, yet family focused environment that our community deserves.
In our first 30 days, we plan to take a trip to Springfield to lobby and gain support for
Maywood. We must allocate immediate time to learning about our core processes &
procedures, perform due diligence on key issues plaguing our community like water, high
property taxes, public trust & sustainable economic development. We will maintain a
presence in the village by engaging with the residents across the village and doing the
work of the people.