Meet Ann Tennes: Candidate For Skokie Mayor

SKOKIE, IL — Ann Tennes is running for Mayor of Skokie in the April 1 election.

During her career, Tennes has served as Trustee for Oakton College in Des Plaines and Board Chairperson. Tennes currently the President of Ann Tennes Communications LLC and previously served as the Director of Marketing and Communications in Skokie until 2023.

She is running for Mayor against David "Azi" Lifsics and Charles Isho.

Learn more about Tennes and her goals for Skokie:

Age (as of Election day)

67

Campaign website

ann4mayor.com

Education

• Master of Public Administration, with honors, Roosevelt University, Chicago, Illinois (2000)
• Bachelor of Arts in Communications, Columbia College, Chicago, Illinois (1985)
• Oakton College, Des Plaines (attended 1981 to 1984)
• Certificates, Facilitation Methods and Strategic Planning, Institute of Cultural Affairs (2023)

The most pressing issues facing our (board, district, etc.) are _______, and this is what I intend to do about them.

There is so much that is wonderful about Skokie - a renowned public library, an award-winning park district, excellent schools and unsurpassed municipal services. Nonetheless, there are important opportunities for improvement, which include:

Ending the Village’s pattern of entering into development agreements with unreliable, under-resourced partners, which has resulted in stalled or failed projects that have cost jobs in the community and left taxpayers on the hook for millions. This trend started in 2018 with the 8000 North development project at Lincoln Avenue and Oakton Street. Most recently, residents are wondering about the status of the stalled hotel project that is an eyesore in downtown Skokie. It’s time for better vetting of developers, smarter contracts that better protect Village resources, and engagement with the community – not just to keep residents up-to-date, but also to ensure that they have a voice in shaping how Skokie grows.

Ensuring that the Village is taking all steps possible to curb the explosion in the rat population throughout Skokie, which is frustrating residents and business owners alike. After years of trying to combat the issue in-house, the Village recently began using an outside vendor. As mayor, I will examine this contract. Are all aspects of it being upheld? Are the services provided appropriate to meet this challenge? This also seems like a good time to step back and consider other solutions not yet tried. For example: Are there ways to address this issue regionally, in partnership with neighboring communities? What innovative solutions are working in other communities?

Improving transparency and accessibility at Village Hall. As mayor, I will expand Village Hall hours to include early, late and weekend options so working residents can conveniently conduct business with the Village. I also will restructure the Village Board meeting agendas to move public comments to the beginning, so residents don’t have to wait hours to voice their concerns. Finally, as mayor, I will have a table at public events such as the Skokie Farmers’ Market, open-invitation coffees at Skokie coffee shops, the Skokie Festival of Cultures, Backlot Bash and other community events, and encourage other Village leaders to do the same. There’s so much more the Village can do in terms of meeting residents where they are, and listening and engaging with them on a regular basis.

What are the critical differences between you and the other candidates seeking this post?

I am the only candidate with more than 35 years of experience in local government and non-profit leadership, more than 25 years of which have been in Skokie. I have a strong vision for our community backed up by decades of experience and a proven track record of building consensus.

I am the only candidate for Skokie mayor who has:

• More than 25 years of local government and nonprofit leadership experience in Skokie
• A master’s degree in public administration
• Served as an elected trustee on the Oakton College Board
• Chaired a zoning board
• Led the Skokie Community Foundation

If you are a challenger, in what way has the current board or officeholder failed the community (or district or constituency)?

We have so much to be proud of in Skokie – great schools, an amazing park district, and a state-of-the-art library – but in recent years Village leadership has let us down, making poor financial decisions, failing to address growing problems, and not listening to the community it serves. Here are a few examples:

In 2022, Village leaders approved a Carvana used-car tower to be built across from Harms Woods, a designated Illinois Nature preserve, despite widespread opposition from residents and environmentalists.

The abandoned downtown hotel project, mentioned earlier, reflects a pattern of Village leadership entering into disadvantageous development agreements with poorly resourced, unreliable partners. This boondoggle has cost taxpayers millions and left residents wondering for years what will be done to resolve this downtown eyesore.

The rat issue in Skokie has also been left to fester. The Village has stepped up more recently, but it’s a case of too little, too late.

Describe the other issues that define your campaign platform.

Fostering an open, inclusive, transparent process where the opinions of all residents and business leaders are heard, valued and considered. This is essential to increasing overall confidence in the Skokie government, which has eroded in the recent past, as evidenced by the 2024 Skokie Community Survey.

Fostering an atmosphere of collegiality and collaboration with the newly-elected Village Board. This is an unprecedented election in Skokie. I am running an independent campaign, unaffiliated with any other candidates so that I can enter the Office of Mayor ready to forge strong working relationships with all newly elected or re-elected officials. I believe that the community is ready for a new, more respectful, civil type of discourse at Village Board meetings. I have a proven record of facilitating this type of collaboration, building consensus and treating differences of opinion with respect. Whatever the outcome on April 1, some Skokie residents and groups will be disappointed. As mayor, I will work hard to assure them that even though their chosen candidate did not prevail, they are valued and will have seats at the table.

Ensuring a positive transition to Skokie’s new hybrid District representation system. Having lived and worked in towns with different systems, I’ve had the opportunity to see both at-large and ward/district models up close. While I didn’t vote in favor of changing Skokie’s at-large trustee model, out of concern that it might lead trustees to act solely on behalf of their own districts rather than the greater good, the people of Skokie have spoken on this. As mayor, I will work hard to make the transition a smooth one.

Making prudent financial and economic development decisions. This is key to a thriving economy in Skokie and to supporting all of the programs and services that contribute to the excellent quality of life in Skokie. The stalled hotel project on Oakton Street, for example, needs to be addressed as soon as possible. As mayor, I will ensure that: Within 30 days of my taking office, there will be a report to the community discussed in open session with whatever information can be publicly shared.

We also will need these actions as the project’s current stalled position continues: Experts to assess the structure’s viability and also potential options for ensuring the property is put to the highest and best use for this important Downtown Skokie location. The development agreement for this project and the initial 8000 North project are reviewed by outside experts who can advise the Village on the due diligence and/or contractual deficiencies that resulted in stalled and potentially failed projects that left taxpayers holding the bag.

Funding Public Safety. The safety of all Skokie residents, individuals who work at Skokie businesses and visitors to our community is paramount. Investments in public safety, in terms of staffing levels, facilities and equipment must be examined with each budget process. We need a plan for getting Police Department staffing back to levels recommended by law enforcement experts. The Village needs to continue to look for grants through state and possibly federal sources to underwrite the cost of public safety support.

Making Village Hall and Village leadership more accessible. As mayor, I will:

• Establish regular non-weekday hours when residents can conduct business at Village Hall, whether early morning, early evening or on a weekend day. This could double as a flex-time incentive for Village staff to make the Village an employer of choice.
• Shift public comments to the beginning of Village Board meetings. The current system in which individuals need to wait until the end of the meeting is neither accessible nor welcoming, and can have a chilling effect.
• Establish regular points of contact with elected leaders and the community, whether through tables at the Farmers’ Market, one-hour coffee gatherings at Village Hall or coffee shops in the community, schools or other locations that are easily accessible to residents and our business community.

Reviewing the Village’s approach to rodent abatement. It’s clear to residents and business owners that more is needed to get this problem under control. As mayor, I will:

• Ensure that the current approach is the best possible one for the community.
• Confirm that the outside vendor agreement includes an appropriate level of service.
• Ensure that the outside vendor is meeting all contract requirements, such as servicing bait boxes and other abatement measures in a timely manner, as outlined in the contract.
• Seek additional professional opinions, tapping any community members with professional expertise in this area.
• Pursue regional and innovative approaches to the issue.

Continually assessing infrastructure and physical plant needs. This is important for staying ahead of repair/replacement issues that, if unaddressed, can negatively impact residents, businesses and Village staff, including the Village’s ability to attract and retain quality staff that represent the community’s demographics. Utilizing emerging technologies for this assessment, when financially feasible, should be explored.

Examining traffic and pedestrian safety. Residents are concerned about traffic safety in their neighborhoods and walkability along Skokie’s major thoroughfares. As mayor, I will continue to examine areas for additional traffic safety measures and work with Cook County and the Illinois Department of Transportation on safety and improvements for major roadways under their jurisdiction.

Examining and assisting residents with property standards. As mayor, I will: Examine gaps in property standards and chart a course to enforce existing codes and change standards where necessary. Look for funding to support residents who cannot afford the property improvements necessary to comply with property standards requirements.

Depoliticizing the Corporation Counsel’s Office. The Village’s legal department should not involve itself in community politics. The absence of political involvement and influence by Village attorneys is standard practice in nearly all other neighboring communities. Skokie’s legal department is staffed with competent, dedicated professionals. We can retain this professionalism while removing involvement in community politics.

Leading the community through the current national uncertainty. First, and most importantly, under my leadership as mayor, Skokie will keep doing what we’re best at - valuing a diverse community that celebrates our differences and looks out for each other. We’ll continue to be a place where the rule of law and civil protections matter. I hope that we can keep a lot of the chaos going on at the federal level at bay, but the fact is that we may well contend with, for example, unpredictable pauses in federal funding.

These are times when:

• Experience will matter to get us through these crises;
• Values will matter, so we are unwavering in doing what’s right for our residents; and
• Relationships will matter. We’ll need to band together with other leaders in our region and state. I’ve had the privilege of working with so many municipal and state leaders over the years, and I know that together we’ll be up to the challenge.

What accomplishments in your past would you cite as evidence you can handle this job?

• I served as a public servant in Skokie for 25 years. -
• I’ve held public office before, having served on the Oakton College Board for 12 years, and chairing for two years during my elected service.
• I’ve served on and chaired a zoning board of appeals.

While working as the Village of Skokie’s Director of Marketing and Communications, I led:

• A comprehensive community review of the Skokie Police Department Use of Force Policy. This project involved facilitating listening sessions with representatives of 16 community groups with wide-ranging opinions on the matter, but in the end, all parties were heard, and respected and had a hand in shaping the final report to the Village Board.
• Numerous initiatives that prioritized listening to residents and providing information essential to the quality of life in our community.
• Emergency communications. I have taught emergency communications response to other municipal leaders for years.

Why should voters trust you?

I didn’t arrive in Skokie just a few years ago but chose to move my family here in 2010. I have a 35-year track record of local government and nonprofit leadership experience, more than 25 years of which took place in Skokie. I served here in elected and appointed positions. In each of these roles, I’ve gained a reputation for being someone who can bring people with different perspectives together, find common ground, and problem-solve. If voters are having trouble deciding, I’d urge them to look at candidates' resumes, our policy ideas, and how we’ve interacted with residents during this campaign, and to ask around. When you’ve been in public service as long as I have, the odds are that even if I haven’t met you yet, I’ve likely worked on a local issue with one of your neighbors.

If you win this position, what accomplishment would make your term in office as a success?

My vision for Skokie is for it to be a thriving, economically sound, resilient, welcoming, sustainable and friendly community that innovates and sets an example for other communities to follow. Here’s how I’d work to realize this vision:

Thriving: In short order, create an economic development plan with ample community input that includes specific short-, mid- and long-term actions for building up every retail, industrial and office/research corridor in Skokie.

Economically sound: The economic development plan will focus on myriad components of Skokie’s diverse economy. Maintaining this diversity is key to a recession-proof economy that adds to Skokie’s resilience. Economic diversity helped Skokie maintain services and avoid staff layoffs during the great recession of 2007 to 2009, and it will serve us well in the future.

Friendly, welcoming, resilient: Skokie has many strengths, chief among them Skokie’s diverse residents, dedicated businesses that invest in the community and Skokie’s many valued community partners. During my years with the Village, I learned that these community partnerships are key to a strong, welcoming, resilient community that can weather any storm. I saw firsthand how when crises or threats occurred - whether internal or external - community partners pulled together under the banner of ‘How can we help?’ and ‘What do you need?’ As mayor, I will continue to build these relationships - most of which I’ve already had in place for decades - to further strengthen our community.

Sustainable: We need to remain focused on the Village’s Environmental Sustainability Plan, which I helped craft and finalize in 2022. With perseverance, commitment and prudent budgeting, the Skokie can continue to work toward the plan's ambitious goals while serving as a model for other communities.

Additional goals include:

• Resolving the stalled hotel development on Oakton Street in Downtown Skokie, so that the property will finally be put to the highest and best use for the community.
• Greatly reducing the rat population throughout Skokie.
• Continued public safety excellence, with action taken to ensure fire and police staffing, equipment and facilities are in alignment with the needs of our community.
• Expanded, positive partnerships with fellow government agencies, businesses and nonprofit organizations in and around Skokie to benefit Skokie residents.
• Creating an Economic Development Plan. It’s time for Skokie to have an overarching plan for how the Village can proactively support economic development and growth in a way that is informed by the community and in alignment with community values.

What are your views on fiscal policy, government spending and the handling of taxpayer dollars in the office you are seeking?

The Village’s budget needs to be examined to ensure that the priority expenditures accurately reflect the community’s values and needs. The greatest portion of the budget supports the Village’s employee base with wages and benefits, as well as pension obligations. Judicious spending of taxpayer dollars that are aligned with community needs and values is paramount.

Some areas for additional revenue that will be explored:

• Naming rights for the North Shore Center for the Performing Arts in Skokie (PAC)
• While an important community amenity that brings significant economic benefits to the community, it costs taxpayers approximately $750,000 in annual subsidies. Competition for these funds, given other capital improvement and infrastructure needs in the community, also is significant.
• Naming rights, with carefully crafted parameters, could bring in needed revenue to offset the Village’s annual subsidies and free up funds for other capital improvement projects regarding infrastructure, public safety and more.

Employee Health Insurance Stipends

• In 2023, the average Village cost for PPO employee family health care coverage was approximately $30,000.
• The Village could explore what has been adopted in at least one neighboring community: offering an annual cash stipend to employees who decline Village health insurance because they are already covered by insurance held by a spouse or partner.
• Offering a stipend less than the cost of coverage is a potential win-win for staff and the Village, as it will decrease healthcare costs and provide additional benefits to staff covered by other plans.
• There are many nuances to this possible program that would need to be examined, including changing the self-insurance ‘pool’, but it is worth examining.

Joint Purchasing

• For decades, the Northwest Municipal Conference has offered joint purchasing both on its own and through the Suburban Purchasing Cooperative (SPC) that collectively represents 144 municipal jurisdictions.
• Myriad items can be purchased through the SPC, including vehicles, fuel, roadway striping and more.
• The Village needs to make sure that as many joint purchases as possible are being pursued, both with the SPC, other buying cooperatives and by starting/suggesting new ones, such as for rodent abatement or infrastructure improvements. Skokie and all of its neighboring communities have aging infrastructure, and we need to look for opportunities to joint-contract when feasible.
• When entering these agreements, the Village needs to ensure that it maintains adequate safeguards for scheduling (when applicable) and quality.

Efficiency Assessments of Village Programs

• For years, the Village funded the under-utilized Senior Transportation for Area Residents (STAR) program that cost hundreds of thousands of dollars annually to serve a very small number of Skokie residents. In recent years, the Village phased out the STAR program and now refers residents to existing, affordable transit providers.
• This is one example of a program that was not serving the community efficiently that remained in place longer than necessary, and at a significant cost to taxpayers. Programs should be examined for economic feasibility, how they reflect the community’s values and if there are other partnerships or methods of providing or referrals to other service providers.

Employees Know Best

• Several times during my tenure with the Village, when economic times were tight, the Village Manager (both Al Rigoni and John Lockerby) would request that staff develop a list of cost-cutting measures. It’s through this exercise that the Village’s newsletter, NewSkokie, went from nine editions annually in the early 2010s to six times annually and now quarterly.
• As mayor, I will ask the Village Manager to again conduct this exercise and develop a list for the Village Board’s consideration in preparation for budget discussions.

What are your thoughts on the crime rate in your community, and what more can be done to combat crime — especially violent crime — in town?

As mayor, I’m committed to ensuring Skokie is a town where everyone who lives, works and visits here feels safe, respected and valued.

The most recent crime data published by the Skokie Police Department, found in the 2023 annual report, shows an increase in crime after a dip during the COVID-19 pandemic. Hate and bias-based crimes also are increasing.

To ensure a safe community, Police Department staffing levels must continue to be examined to ensure that staffing is adequate for both superior public safety and a work environment that attracts and retains quality public safety staff.

Skokie Police personnel need to have all of the appropriate training and equipment to serve the community and keep crime levels from increasing.

Grants and outside funding should be sought to fund public safety initiatives.

Other infrastructure issues are also important, such as street lighting and more, to create safe neighborhoods.

Outreach to and engagement with all communities in all neighborhoods and, as fostering positive neighbor-to-neighbor interactions, will be incredibly important.

What is your view of the city's/village's approach to commercial and residential development?

There are bright spots, but overall it has been pretty scattershot. It is essential that the Village create an economic development plan for the community. This plan would address how to shore up businesses in all sectors and neighborhoods of Skokie so that the Village has a set plan to support and increase economic growth. The plan must include input from local community leaders, business owners, and residents to ensure that the economic development strategy reflects the diverse needs of Skokie.

As also stated elsewhere, we need to look at methods of making the permitting process easier for residents and businesses. An ombudsman, a one-stop-shopping system should be explored. As mayor, I’ll:

• Simplify business registration and permit processes to make it easier for entrepreneurs to start and run businesses. Same for residents who are seeking to improve their properties.
• Streamline Village regulations to create a more business-friendly environment.

The Village currently offers certain financial incentives to businesses for interior and exterior improvements. These incentives are paid to businesses in arrears, with business owners sometimes waiting months for reimbursement. While we must continue to be good stewards of taxpayer funds, this reimbursement method needs to be reviewed and other models explored to ensure we’re doing all we can to foster small business development.

As mayor, I’d consider a number of other steps to drive economic development in Skokie, including:

• Implementing targeted tax incentives and grants for small and medium-sized Skokie businesses, particularly those in underserved areas or with innovative ideas.
• When contracts and agreements for larger developments are being forged, the Village should consider bringing in outside counsel with specific expertise in this area to review and make sure safeguards are in place to protect Skokie taxpayers from under-resourced, unreliable development partners.
• Strengthening partnerships between local businesses, the Skokie Chamber of Commerce, Chicago’s North Shore Convention & Visitors Bureau and Village Hall and other community stakeholder organizations to foster collaboration, share resources and collectively drive growth.
• Establishing or revitalizing economic opportunity zones to attract businesses in high-growth sectors, such as tech, clean energy, or advanced manufacturing.
• Offering tax incentives, grants, and infrastructure support to new businesses willing to invest in Skokie.
• Enhancing transportation networks, broadband access and other key infrastructure to make Skokie an attractive place for businesses to relocate or expand.
• Fostering additional connections with local universities, research institutions and innovation hubs to create a conducive environment for startups, particularly in emerging industries.
• Creating strategic public-private partnerships to address issues like affordable housing, infrastructure, and job creation, allowing both public and private sectors to invest in our Village.

When it comes to development, what are some key areas for improvement or additions you feel are most wanted by residents? What will need to be done to make this happen?

What I’ve heard over and over from residents throughout the last year, and in the decades that I worked for the Village, is that they want a variety of unique, thriving small businesses, cafes and restaurants throughout Skokie. Downtown Skokie is of particular interest, as are neighborhood shopping areas. And they’re right: a diverse economy with thriving small businesses is essential to a balanced, economically strong community.

It’s time to make sure that we’re not just incentivizing large, multinational companies to come to or stay in Skokie, but also looking out for small- and medium-sized local businesses:

• For example, I’ve heard from many about the difficulties of obtaining permits and navigating the permit process with the Village.
• While Village staff work hard to keep up and provide quality service, we need to look at methods of making the permitting process easier and more streamlined for residents and businesses. An ombudsman, one-stop-shopping system should be explored.
• As mayor, I will ask the Village Manager to take a comprehensive look at the current process and look for innovative models from other communities around the country to improve these processes for Village residents and businesses.

As stated above, the Village offers certain financial incentives to businesses for interior and exterior improvements. These incentives are paid to businesses in arrears, with business owners sometimes waiting months for reimbursement. While we must continue to be good stewards of taxpayer funds, this reimbursement method needs to be reviewed and other models explored to ensure we’re doing all we can to foster small business development.

Targeted tax incentives and grants can be put in place for small and medium-sized Skokie businesses, particularly those in underserved areas or with innovative ideas.

The best advice ever shared with me was:

From my dear father: Don’t borrow trouble.

From a volunteer with whom I once worked: The only people who don’t make mistakes are people who don’t do anything.

From another volunteer: Your 50% is way better than everyone else’s 100%.

What else would you like voters to know about yourself and your positions?

If I am elected Skokie mayor, I am committed to:

• Showing up
• Listening
• Valuing and respecting others’ opinions
• Ensuring that all voices are heard, considered
• Learning, maintaining a growth mindset
• Being open to other's opinions
• Making difficult decisions when necessary
• Conducting business and decision-making in a transparent manner
• Admitting mistakes, learning from them and moving forward and making space for others to do the same
• Advocating for those who are underrepresented and creating an inclusive environment for collaboration
• Forging and strengthening partnerships that benefit the community
• Planning ahead for contingencies and unforeseen circumstances
• Insisting on ethical, transparent processes
• Fostering a culture of innovation

This election stands to bring in a number of first-time trustees – new voices – into Village leadership, which is exciting. With this potentially significant leadership transition, as well as transition to the hybrid representation model, it’s going to be very important to have a mayor with institutional knowledge and proven leadership skills to support them so they can be effective in these new roles. I will be that mayor.