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Your most important skills might not be on your CV

by www.independent.co.uk Leave a Comment

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The leading “soft skills” interviewees need to demonstrate include empathy, willingness to learn and a sense of humour, according to a poll.

A survey of 1,000 hiring managers revealed 77 per cent were on the lookout for much more than just technical attributes when someone sits down for an interview.

More than six in 10 (62 per cent) had even hired someone who has demonstrated a raft of these soft skills – like sincerity and respectfulness – even if there were better technically qualified candidates.

However, 63 per cent said they believed prospective employees often forgot to demonstrate their personable and human sides in interviews and focussed too much on their skills and qualifications. Two-thirds, or 68 per cent, claimed doing this can cost candidates the job.

It also emerged 78 per cent thought interviewees must also demonstrate skills for the future, with the likes of critical thinking, emotional intelligence and a creative mindset giving candidates the edge.

Doug Rode, from the recruiting firm Michael Page, which commissioned the research, said: “The pandemic really drove home the importance of soft skills and taught businesses how crucial it is to invest in a workforce that possesses more than just technical ability.

“Now, with a turbulent economic landscape impacting businesses across the country, attributes such as a willingness to learn, flexibility and a sense of humour are all highly desired by hiring managers who know that personal qualities can impact a company’s overall success.

“Too often, candidates talk themselves out of applying for a certain job because they worry they don’t have every single skill, but this research clearly shows that employers are willing to overlook that for the right candidate.

“It’s easy to upskill once someone is in role, but traits like teamwork, empathy and friendliness are crucial attributes that you can’t necessarily teach.”

Half of those polled said a key factor when deciding between two candidates with similar credentials would be which one demonstrated a willingness to develop their skills for the future.

And 49 per cent said they would opt for the prospective employee they believed would complement the team, with 40 per cent likely to offer the job to the applicant they deemed was more likely to be in it for the long haul.

However, despite the value of learning, only 15 per cent of respondents thought most candidates they interviewed considered how they could develop their existing skills for the needs of the business in the future.

And 36 per cent claimed they often knew as soon as an interview is finished whether they will be offering the job to that person.

It also emerged 51 per cent of those who had conducted interviews since the start of the pandemic preferred meeting face-to-face rather than via video call – with just 28 per cent favouring the digital method.

Of those who relished meeting candidates in person, 74 per cent claimed to believe they could better judge a person this way, while 61 per cent felt conversations flowed more naturally.

However, video interviews can allow recruiters to speak with more applicants from further afield, opening up the pool of talent, respondents said.

Six in 10 recruiters admitted scanning through candidates’ social media profiles either before offering them an interview or the role. And for 77 per cent of these, what they have uncovered has influenced their final decision.

Mr Rode added: “Over the past few years, technology has fundamentally changed the traditional recruitment process – particularly through virtual interviewing.

“One of the key benefits of this is that companies are able to widen the net to secure talent from further afield, increasing diversity and creating opportunities for previously untapped talent pools.

“However, whether virtual or in person, interviewers will be keen to get a sense of the soft skills candidates can offer their business.

“The most successful will be those who are able to showcase a blend of both – pairing expertise and qualification with emotional intelligence too.

“Now, more than ever, demonstrating the desire to develop and futureproof their skills, being willing to learn and able to solve problems will give most candidates an edge over purely technical ability.”

What Brands Need To Know: Marketing Measurement And Attribution In 2023

by www.forbes.com Leave a Comment

Among the advertising shifts seen in the past few years, including across social and search and display marketing, the farthest-reaching may be those due to changes in attribution and measurement. And as sustainable paid media scale has become harder to achieve in certain channels, brands must improve their ability to identify the advertising vehicles that drive contribution, not just attribution. This means they need increased visibility into the drivers of their revenue that’s not only incremental but also maintains profit margins. But this likely will happen on an aggregated basis, rather at an individual-user level.

“With less visibility into attributable conversions, brands are moving away from looking at platform attribution as their true north and instead focusing on more holistic metrics like customer acquisition cost (CAC) and incrementality,” says Megan Conahan, EVP at Direct Agents , known for its digital marketing work with clients such as Sony and Walmart WMT . This is a complex undertaking given the ever-increasing number of platforms where consumers and brands spend their time and money, but moving beyond an expectation that every dollar will be attributable toward more holistic performance modeling is important for its feasibility and accuracy, she adds.

Ben Dutter, SVP of Strategy at Power Digital , which has worked with clients ranging from Uniqlo to Dropbox, talks about the four levers proven to drive first-time buyers – not just attributed revenue – as being creative, frequency, audience penetration, and duration. How can a brand find this type of incremental contribution? “The barrier to entry for media mix modeling (MMM) has lowered enough to make this form of measurement common and necessary… MMM is the best option you have when you lose tech-driven measurement, such as cookies.” MMM is especially useful for digital out-of-home (DOOH) advertising and television, as this top-of-funnel marketing can be challenging to track. But Dutter also provides an example of a smaller brand that may be working with influencers or on TikTok and lacking detailed visibility into user click data: By using statistical modeling to see how much first-time revenue came from that ad, decision-makers can better allocate budget to ensure the relationship between customer acquisition costs and the long-term value of those customers is positive on an aggregate basis.

The use of MMM to predict the performance impacts of budget or platform changes, and the deployment of machine learning to apply those model outputs to media strategies to achieve and maintain optimal spend distribution, is a tactic Conahan sees gaining interest from brands. “Overall, when you look at attribution and ad targeting, we’re getting away from the hyper-targeted approach where everything is trackable and attributable. Brands can no longer expect to target a niche within Meta that converts within the previously defined attribution window,” she says. Conahan goes on to explain that while specific media may have provided awareness, conversion, and attribution in the past, brands no longer should expect that and must look elsewhere to get everything they need.

On a platform-by-platform basis, the loss of signaling data due to changes in privacy legislation and Apple’s AAPL own privacy policies has helped catalyze a shift among digital marketers to MMM when they need to measure outcomes. Part of the value of MMM is its ability to expand beyond digital to all paid media, including trade promotions and retail deals. But while both Google GOOG and Meta have increased their MMM ability, brands may not want to share all of their external media spend data with these platforms in an effort to optimize results.

Affiliate networks, too, have improved their tracking and reporting capabilities, including real-time monitoring and analytics, to offer better insights into the performance of affiliate marketing campaigns. Ricci Massero, Marketing Manager at Intellek , says this allows brands to make real-time adjustments and that new technologies, such as cross-device tracking and cookieless tracking, have improved the accuracy of tracking while reducing the incidence of fraudulent activity.

Overall, Paul DeJarnatt, Digital Vice President of NOVUS , a media planning and buying agency that’s worked with Dollar Tree DLTR and LIDL, believes audience insights and understanding will overtake targeting and technology as third-party (3P) cookies depreciate and it becomes more challenging to conduct 3P lookalike targeting based on first-party (1P) customer data. While he acknowledges media buying systems are built to enable marketers to leverage data to drive targeting and personalization, he advises that using data exclusively is no longer efficient and that it’s crucial to analyze, and value, qualitative customer insights to to build ad strategy. DeJarnatt further argues the new way to find audiences will be through various companies’ device and audience graphs, which is one reason publishing companies are racing to build privacy-compliant, non-cookie-dependent data that can then be matched to advertisers’ 1P data in order to replicate that 3P scale and lookalike capability, globally and locally — but in a way where the consumer has authorized the use of their data.

Forecastegy What I Learned Watching 7 Hours of Meta’s Marketing Mix Modeling Summits

Think with Google Modernizing your marketing mix modeling – Think with Google

Four Challenges Western Businesses May Face When Entering The African Market

by www.forbes.com Leave a Comment

Artiom Anisimov is the CEO of EOS Data Analytics , a global provider of AI-powered satellite imagery analytics for 20+ industries.

Africa provides Western companies with a unique opportunity to become early entrants and establish businesses in promising niches. However, there are obstacles that entrepreneurs will have to overcome. Given the specifics of the business, economic and political environments, the African go-to-market demands meticulous and in-depth preparation.

Our company, EOS Data Analytics, offers satellite-powered solutions to businesses and individuals around the world. Between 2020 and 2022, we entered the sub-Saharan region—namely Ghana and Nigeria—through established local partnerships. We faced a number of challenges and learned a lot about how to mitigate expansion risks.

Challenge No. 1: Necessity For Local Presence

A business that intends to enter a foreign country typically has two options: Establish a representative office and grow relationships with potential clients from the ground up, or find a partner who understands the local community’s needs and can facilitate market penetration. We decided to go the second route and partner up with regional companies that could assist in introducing our products to the target audience.

Choosing a partner you can trust and collaborate with in the long run is critical, and this matter should be taken seriously. A company’s market coverage, portfolio, reliability, sustainability and ambitions are all factors that need to be accounted for before signing a partnership agreement. Also, it is crucial to understand whether both companies are looking to grow in the same way.

Challenge No. 2: Distrust Of New Technologies

In our experience, the African market can often be hesitant when it comes to new technologies. In the case of EOSDA, even though some people are aware of space-driven solutions, they may not understand how to benefit from the tech.

We aim to educate our audience about the value of satellite-powered analytics by hosting free webinars and joint workshops with our local partners, reaching out to regional journalists to get insightful content published in news and business media, and spreading the word via social media. This strategy takes time to yield some dividends, yet we see it as a long-term investment in creating a strong brand image.

Challenge No. 3: Developing Infrastructure

Lately, internet access in Africa has significantly improved and become more affordable thanks to mobile data. Between 2019 and 2021, internet use in Africa increased by 23% . However, many regions remain offline. Mobile traffic is of low quality and quite expensive, and the adoption of broadband connection is complicated by the lack of enabling infrastructure such as reliable energy delivery.

Internet penetration rates differ from one African country to another. Whereas in Ghana, 53% of the populace uses the web, in Tanzania—which has some of the largest forest coverage in the world—the internet coverage is only 25% . Unfortunately, we can’t directly influence the web connectivity issue. Thus, we primarily concentrate on the areas with broader internet access, hoping to expand into other territories later on.

Challenge No. 4: Delayed Payments

One more point to consider when doing business in Africa is possible payment delay, a side effect of local currency to dollars conversion. Sometimes, waiting for a favorable exchange rate, an African firm may take weeks to make a payment. Also, it could be complicated for local companies to withdraw a certain amount due to internal state regulations.

In a nutshell, an African go-to-market can be boiled down to three main steps:

  1. Establish local presence and choose a strong partner.
  2. Build brand awareness.
  3. Figure out how to work around limitations.

Even though a Western company may face multiple challenges when entering the African market today, the potential gains are significant.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Grayslake Village Board Candidates Sound Off On Priorities

by patch.com Leave a Comment

Politics & Government

There are five candidates vying for three open seats on the village board this election.

Amie Schaenzer's profile picture

Amie Schaenzer , Patch Staff Verified Patch Staff Badge
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GRAYSLAKE, IL — Whether it be fiscal responsibility or focusing on new development, the five candidates vying for three open village board seats this election have differing viewpoints on their priorities for the village’s future.

Incumbents Kevin Waldenstrom, who has served on the village board since 2009, and Elizabeth Davies, who was first elected as a trustee in 2014, are among the candidates seeking re-election. Meanwhile, newcomers Kathleen Wasik and Rachel Rezek are looking to join the village board, and Shawn Vogel, who served on the board from 2005 to 2021, is also vying for a seat.

Pradip Sahu will run unopposed for a a two-year unexpired trustee position. Sahu was appointed to the village board last year after former trustee, Adam Shores, stepped down from his post.

In recent weeks, we asked all candidates to fill out questionnaires, which are meant to detail what their priorities would be if they are elected to village board seats.

We’ve pulled six of the questions and included answers below for all candidates we’ve received responses from, which you can view below (and you can click on the candidates name for his or her full questionnaire.

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

Shawn Vogel

The most pressing issues for any local government relate to long-term financial viability. Grayslake has very sound finances, but external factors can change the dynamic. Natural disasters and laws or unfunded mandates put pressure on the local taxpayer that the Village must accommodate in its financial planning. As a Trustee, I will work with the various Grayslake elected delegations at every level to provide feedback constructively on issues. I will also advocate for participation in associations that support a municipal perspective to use taxpayer dollars efficiently.

Infrastructure projects that create redundancy in water, sewer, and storm water management need to be pursued and completed. Fortunately, the Village has several of these projects underway.

Additionally, the Village has a ten-year capital plan, where various projects are selected, ranked, and programmed for the future. Using the Village’s pay-as-you-go mindset, the money for these projects is put aside until the project is scheduled to be executed.

The downtown is an asset and should be maximized to promote the Village and community, continued investment in our downtown benefits the entire community. Also, with the increased open space and connectedness of the Village Center with the rest of town, as seen with Gelatin Park and the Village’s expansive bike path system, there is an opportunity for more and different programming and events in town, through various partnerships, that will bring different groups into town.

Kathleen Wasik

There are several issues facing the Village: fiscal and environmental. With Waste Management closing its landfill within the next few years, revenue will drop significantly. The village’s efforts to replace that revenue have come up short, and new perspectives are needed to address the shortfall. The Village, residents, and County can work together to consider revenuegenerating options for the facility. On the environmental side, I appreciate that the Village has responded to the 2017 floods by working with the Lake County Storm Water Management Commission.

However, there is so much more we could be doing on this.

Kevin Waldenstrom

Serious issues can be hard to predict (floods, pandemics, etc.) But there are steps you can take to prepare for them. Historically, the Village government has engaged in substantial long-range planning and execution on those plans. This allows the Village to address serious issues. For example, the Village has two salt domes, and uses sound conservation principles in applying salt. The Village did not face a salt shortage in 2013 like other towns and is unlikely to in the future due to conservation practices, this allows us to ensure our roads are safely maintained in the winter.

Another example: The Village receives its water from CLCJAWA. However, the Village has maintained its wells so that if the supply from CLCJAWA is ever interrupted, our residents will not be without water. Final example: The Village actively works to diversify its revenue streams; we were not impacted by the economic downturn and in fact were able to assist businesses during the pandemic.

Elizabeth Davies

As a concerned member of our community, I believe that the most pressing issue we face is the burden of property taxes. Over the years, I have taken common sense financial decisions such as passing balanced budgets, staying debt-free, and taking less than allowed by law each year. As a result of these efforts, I have been able to reduce the village percentage of our property taxes.However, reducing property taxes requires more than just responsible budgeting. I believe that we need to advocate for the state of Illinois to restore full funding to municipalities and reduce the impact of costly government mandates. By working together and pushing for these changes, we can create a more sustainable and affordable tax system for our community. In order to address this pressing issue, I pledge to continue my record of responsible financial management and to work tirelessly to advocate for the needs of our community.

Rachael Rezek

Grayslake’s most pressing issue remains our property tax burden. When talking to residents, that is the issue that people identify as having the greatest impact on their households. The village board influences the taxes levied by the schools, library, etc, since the village is solely responsible for reviewing and approving any new commercial and residential development that takes place. The village needs to ensure that development decisions are evaluated based on the long-term costs and benefits to the village in its entirety, focusing on the effect on our long term tax burden. In addition to ensuring that development is approached in a strategic way, we also need to work closely with our fellow elected officials at the library, schools, and neighboring communities to push the state for a permanent solution to our tax problems, and I have well-established relationships with both our state and local elected officials which will be beneficial.

Additionally, many residents have expressed concern about their ability to remain in Grayslake as their families grow and change, and the village has a vested interest in attracting developers who want to invest in our young families, empty nesters, and seniors. We need to make sure that the people who have built their lives in Grayslake can remain here.

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

Shawn Vogel

I have many accomplishments to show from my previous service on the Village Board, including:• The Comprehensive Plan of 2005.• Two Economic Development Strategic Plans, which grew our downtown and has contributed to the increase in non-residential tax base.• The initial Heritage Center Strategic Plan, which strengthen the partnership with the Historical Society and lead to the formation of the Heritage Center Foundation.• The publication of the Grayslake Sustainability Plan of 2017 (only one of a few communities with a published plan). • Supporting The Greenest Region Compact I and II (one of a handful of town to pass both compacts).• Supporting the SWALCO 60% Waste Diversion Plan to promote regional recycling efforts.

Kathleen Wasik

HERE’S A SUMMARY OF MY LOCAL BOARD EXPERIENCE

  • Elected to two, 4-year terms in 2015 and 2019
  • Elected twice as Board President in 2019 and 2021
  • Led board conversation on Grayslake high schools becoming sustainability Campuses
  • Secured $25,000 grant to jump start sustainability initiatives.
  • Supported solar panel installation: Meets 32% of the energy needs ofthe district. Produces $9.8 million net savings over 25 years($392,000/year avg.)
  • Seeded program to close learning gaps. Federal Funding, Title 1 Grant ($200,000) used to support the AIM program
  • Gained Illinois Association of School Boards’ support for a School Safety grant for underfunded schools.
  • Gained Illinois Association of School Board’s support for closing funding gaps in the State’s Special Education funding formula
  • District 127’s Illinois Association of School Boards delegate for 2 years
  • Served on the Programming, Policy, and Personnel Committee for 4 years
  • Served on the Special Education District of Lake County Board for 2 years
  • Helped secure over $10.8 million in property tax relief grant funding for Grayslake High School District 127 taxpayers

Executive Board Member 2019 to present on ED RED – a school district policy think tank, representing 80+ school suburban districts

  • Secured $1 million in Funding for the State’s first in-School community health center.

Board Member 2013 – 2021, Illinois Violent Death Reporting System at Lurie’s Children’s Hospital (intervention on homicide, suicide, overdose and domestic violence)

  • Helped secure $5 million in CDC funding to expand state-wide reporting Connected Children’s Community Health Program on the South Side of Chicago with $13 million grant
  • Worked with states attorneys, sheriffs, and coroner’s offices toestablish data sharing agreements

PTA Vice President, Woodland District 50

  • Implemented Healthy Food initiative
  • Founded 5K Family fun run generating $15,000 for children’s healthinitiatives

Memberships

  • Sierra Club
  • Wild Ones
  • Foundation for Critical Thinking
  • PLATO Philosophy for Kids – Washington State University
  • League of Women Voters of Lake County – Director 2014 – 2016

Education

B.A., University of Illinois – Springfield

Kevin Waldenstrom

I would look toward the work I have done with the intergovernmental agreements on infrastructure improvements such the Atkinson Rd extension, Washington Street underpass, Lake and 120 intersection improvements. I was part of the committee to reduce costs and offer free recycling with the commercial waste hauling. Grayslake has become a Bird City and earned the SolSMart designation (a designation for solar energy leaders), we have the largest recycling center (containers/paper products, electronics, textile and Reuse-a-Shoe). During the pandemic we provided grants to Grayslake businesses. We have also enhanced transparency by streaming the village board meetings. This has all been completed while keeping our tax increases 34% less than inflation since 1992.

Elizabeth Davies

I am proud of my accomplishments in supporting our community and improving the quality of life for our residents. During my tenure, I have worked tirelessly to invest in our downtown, support local businesses, maintain our infrastructure, and invest in our environment.

First and foremost, I am committed to investing in our downtown. I have championed efforts to improve our village center and create a vibrant and welcoming atmosphere for residents and visitors alike. Through initiatives like adding more Christmas lights, flowers, and an ice skating rink, we have created a warm and inviting environment that brings people together and fosters economic development.

Additionally, I have been a staunch supporter of local businesses. I understand that small businesses are the backbone of our economy, and I have worked hard to support them. By supporting our local businesses, we can create jobs, stimulate economic growth, and ensure that our community remains a great place to live, work, and raise a family.

I have also been committed to maintaining our infrastructure. I understand that the foundation of a thriving community is a reliable and efficient infrastructure. During my tenure, I have worked to ensure that our roads and other critical infrastructure are well-maintained and capable of supporting our community’s needs.

Finally, I have invested in our environment. I understand that preserving our natural resources is crucial to ensuring a sustainable and healthy community. Through initiatives like planting trees and preserving open spaces, we can reduce pollution, mitigate the effects of climate change, and create more opportunities for outdoor recreation.

I am proud of my accomplishments as a current Grayslake trustee and believe they all point to the evidence I can handle the position.

Rachael Rezek

I pride myself on being able to find reasonable, cost-effective solutions to long-standing challenges. As a new library trustee, I participated in our strategic planning process, which consciously chose to include significant input from the community. That input indicated issues that needed to be addressed, including difficulty finding materials our library did not own. Patrons were frustrated they had to drive around Lake County, wait an unexpected amount of time, or go without. I brought an innovative solution to this challenge to the board and director, and after considerable discussion and investigation, we found a solution that saved the library money, reduced wait times, and gave borrowers access to over 5 million additional items – without spending more.

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

Shawn Vogel

1) Redundancy. Creating additions to our water and sewer systems not only provide critical infrastructure for economic expansion, but also mitigate service disruptions should a connection fail. This critical infrastructure is often taken for granted until there is a problem. As Trustee, I will advocate for continued focus and diligence on this issue.

2) Storm Water Management. During a time of climate change, keeping storm water away from our homes and businesses protects our residents. I support continuing to pursue acquisition of properties that are key linkages to storing storm water in severe storms, as well as being a potential open space amenity. In current open spaces, the improvement in these areas to effectively handle more stormwater and provide natural areas for residents would assist with this.

3) Economic Development. Development of the Central Range and Cornerstone will create a more diversified tax base that generates property tax dollars for the schools and other local governments. Recent activity in these areas is a positive sign on the potential to create a tax base that can lessen the tax burden on Grayslake homeowners. Every taxing body benefits from economic development.

Kathleen Wasik

The community and village will have engaged in developing a new comprehensive strategic plan.

Kevin Waldenstrom

A continuation of our debt free status, environmental stewardship such keeping the 50% open land for new developments, Tree City and Bird City a leader in recycling (electronic, food scraps)

Elizabeth Davies

I believe that my service would be a success if we can support our businesses, grow our Village Center, diversify our economy, improve our environment, and hold the line on property taxes. I am committed to working tirelessly to achieve these objectives and create a brighter future for all of us.

I am committed to supporting our local businesses. Small businesses are the lifeblood of our economy, and I believe that by creating an environment that is supportive and welcoming to business owners, we can create jobs, increase economic growth, and strengthen our community.

Another area of success would be achieving greater diversification of our tax base. While our community has many strengths, we must look for new opportunities to grow and expand our economic base in ways that fit our community. By attracting more non-residential tax base, we can create a more robust and resilient economy that can weather economic downturns and thrive in the years to come.

Success would also be maintaining Grayslake’s role as a municipal leader in sustainability. We can do this by continuing to protect our natural resources, reducing waste, planting trees, and creating a more sustainable and healthy community for all of us.

Finally, I believe that success includes holding the line on property taxes. I understand that our residents are feeling the strain of rising property taxes, and I believe that we must work to reduce the burden on homeowners while still providing the essential services that our community needs. I will work to find innovative solutions to reduce costs, streamline processes, and make our government more efficient.

Rachael Rezek

I will consider myself successful if Grayslake has made significant steps forward with setting and meeting sustainability goals. In particular, if we are able to complete solar installations and make noticeable improvements in stormwater management, I will take that as a sign that we are making important progress.

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

Shawn Vogel

I support long-term efforts to hold down operating costs and limiting debt. Grayslake’s finances are strong due to a combination of low operating costs, innovations, and forecasting tools. Grayslake maintains low operating costs by contracting for some services rather than using public payrolls. The cost of the same services provided in 1992 have increased 34% less than the rate of inflation. Additionally, I support the Village’s policy of taking less property taxes each year than allowed by law. These are dollars that remain in residents’ pockets. The Village utilizes forecasting tools to evaluate long-term trends 15 years out. This allows the Village Board to see potential financial issues years in advance, giving time to make adjustments. I would support continuation of these approaches.

Kathleen Wasik

I’m a fiscal hawk. I’m a Property Tax Reform Advocate. I like balanced budgets. I insist on long range planning and budgeting.

Kevin Waldenstrom

Grayslake has a balanced budget and is debt free. The Village has been controlling costs and keeping their growth below the rate of inflation through out-sourcing, process improvements, public-private partnerships, government to government partnerships. Ensuring that these polices — which have maintained Grayslake’s strong financial position — are maintained is my top priority.

Elizabeth Davies

Managing the finances of our village is an essential responsibility that requires a steady hand, a watchful eye, and a deep commitment to fiscal responsibility. I am proud to say that under my watch, the village’s finances are incredibly strong. We run only balanced budgets, have zero debt, and maintain highly funded police pensions. We have also updated our water infrastructure to ensure that our residents have access to safe and reliable water.

Furthermore, I am proud to say that we have actually decreased our operating expenses adjusted for inflation per person since 1992 by about 32%. This is significant because it shows that we are maximizing the value of every taxpayer dollar while still providing essential services to our community.

But it’s not just about dollars and cents. By spending less on the operating side, we actually get to do more for the community. We have invested in our downtown, supported local businesses, improved our parks and recreational facilities, and invested in environmental sustainability.

These are all essential services that make our community a better place to live, work, and raise a family.

Ultimately, the village’s finances are the foundation upon which all of these essential services are built. Without a strong financial footing, we would not be able to provide the high-quality services and amenities that our residents have come to expect. I am committed to continuing this tradition of fiscal responsibility and ensuring that our village’s finances remain strong for generations to come.

Rachael Rezek

I believe we have an obligation to budget responsibly and “live within our means.” Prudent, thoughtful planning gives us flexibility when the economy is struggling, and sets us up to act quickly on opportunities when the nation’s economy is doing well. There are cost-saving investments the village should be pursuing, including solar installations and environmentally friendly storm water management techniques, that would save us money and improve the quality of life for all of us. We should also be creating smart partnerships with the parks, library, and schools to maximize efficiencies where we can, especially as it relates to sustainability efforts.

5: 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?

Shawn Vogel

Grayslake is a safe community. From 2017 to 2022, the Federal index crimes fell over 40% in Grayslake. This is not to say there is no crime, and that people experiencing crime are not affected by the events. As a Trustee, I will support efforts for our community policing and for appropriate communication of police matters.

Kathleen Wasik

There’s no doubt there has been an uptick in crime since Covid. My daughter’s car was vandalized while parked at a local train station. As Village Trustee, I would support the police and Village developing a series of community safety forums. Working together we can come up with common sense and scaled solutions.

Kevin Waldenstrom

Grayslake is a safe community with a very low crime rate. According to the United Crime Reporting statistics for both Grayslake and Hainesville, index crimes were down 44% in 2021/2022. Like many other communities we are not immune to crime, specifically “crime of opportunity” such as people moving through neighborhoods and opening unlocked cars in the driveways and removing valuables, I have posted on social media reminders to keep vehicles locked and the police department has done that as well, as using other community policing techniques to detect and prevent crime.

Elizabeth Davies

As a trustee and active member of the Grayslake community, I believe that safety should always be a top priority. Fortunately, Grayslake is overall a low crime community, and I am committed to working with our local law enforcement agencies to keep it that way.

One key element of our community’s safety is community policing. Our police department has a strong community policing program, which helps to build trust and positive relationships between our officers and residents. By working collaboratively, we can address potential safety issues before they become significant problems, and ensure that everyone feels safe and secure in our community.

Of course, we also need to be prepared to adjust our strategies when necessary. When we do experience issues, it is important that our police force is equipped to adapt and respond accordingly. By investing in the latest tools and technology, providing ongoing training to our officers, and working closely with all law enforcement agencies, we can ensure that our community remains a safe and secure place for all residents.

Ultimately, safety is a shared responsibility. As a trustee and community member, I am committed to doing everything I can to support our police force and keep our community safe. Together, we can continue to build a community where everyone feels safe, supported, and empowered to thrive.

Rachael Rezek

Grayslake is generally a safe place to live, and that is reflected in our crime statistics. There have been reports of an increase in crimes of opportunity (items taken from cars and garages), as well as recent reports of car jackings and armed robberies at banks and gas stations. Appropriate funding for our police department is an important component of keeping our village safe, which I support. Robust after school and summer initiatives for tweens and teens is another, and we should work with the community and our government partners to help us build out sustainable, low-cost programs.

6: 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?

Shawn Vogel

Grayslake has little land zoned for new residential projects but has significant areas ready for business expansion. Additional retail and services are desired in our community and a continued emphasis on this is something I support. Working with regional partners attracting new sustainable businesses is a possibility.

Kathleen Wasik

People I’ve spoken to want to better connect neighborhoods with safe multi-use paths, crosswalks, and signage. And they’d like to see a commitment to fixing existing sidewalks and roads. Sidewalks and roads are what you notice when you walk through a town. Many ofours are crumbling. For me, safe and well-maintained sidewalks, roads, and bike paths are a fundamental and necessary investment. To make this happen, we need new leadership.

Kevin Waldenstrom

As a member of the Economic Development Commission and a commercial real estate broker I understand the importance of keeping existing businesses here in town. This is why the Village worked with other taxing bodies to keep businesses like Harger Lightning & Grounding in town. We also worked with the owners of the former fairgrounds to help make their property “shovel ready” by removing the dilapidated buildings and with the Lake County to remove the financial hurdles that how long been an issue to spur development on that parcel. We have been successful in bringing many businesses to Grayslake.

A lot of these businesses are located in the Village Center but many are located in the multiple business parks and on the highways that throughout town. Nationwide companies such as FedEx and Medline have come to Grayslake because we have actively recruited. As the only small businessperson on the Village Board, I provide my experience and unique perspective on maintaining a business-friendly government, attracting businesses and retaining businesses.

Elizabeth Davies

I believe that residents are looking for vibrant and accessible opportunities for dining, entertainment, recreation, and open space within walking distance of their homes. To meet these needs, we must prioritize the recruitment of businesses and developers that align with our community values and vision. This also includes offering appropriate incentives to attract development that meets the needs and desires of our residents. By working closely with developers and community stakeholders, we can ensure that new development aligns with our vision for a vibrant and sustainable community.

In particular, we must focus on attracting development that supports a walkable and accessible community. This means prioritizing development that is easily accessible by foot, bike, and public transportation. By doing so, we can promote a healthy and active lifestyle for our residents while reducing our community’s carbon footprint.

At the same time, we must also prioritize the preservation and expansion of our community’s open spaces. This includes investing in new parks, green spaces, and recreational areas that offer opportunities for outdoor activity and relaxation. By doing so, we can ensure that our community remains a vibrant and attractive place to live, work, and play.

Overall, I am committed to working with our community stakeholders and developers to ensure that Grayslake remains a vibrant and sustainable community for years to come. By prioritizing the needs and desires of our residents and promoting responsible development, we can continue to build a community that we are all proud to call home.

Rachael Rezek

The concerns I hear about most frequently are in two areas: environmentally responsible development, and investment in the business district outside of Center Street. Everyone loves our robust downtown, and it’s essential we continue to support one of the key drivers of our local economy. We need to make sure that the development and redevelopment taking place outside that area is given similar attention, and done in a more intentional way.

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Andrew Bolton Chosen to Lead the Met’s Costume Institute

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After 14 years of overseeing ambitious, crowd-pleasing shows like “ Alexander McQueen: Savage Beauty ” in 2011 and the recent “ China: Through the Looking Glass ,” which have helped put the Metropolitan Museum of Art at the crossroads of glamour, fashion, scholarship and art, Harold Koda is retiring as curator in charge of the museum’s Costume Institute . On Tuesday the Met board chose Andrew Bolton, his fellow curator, to succeed him.

Mr. Koda’s tenure included transferring the Brooklyn Museum’s costume collection to the Met in 2009; reopening the expanded Costume Institute in 2014 after a two-year renovation; and helping to host, with the Vogue editor Anna Wintour, “the party of the year” — the annual Met Gala fund-raiser, which drew a record $12.5 million for the museum in 2015.

“It’s been an incredible time to be in this field,” Mr. Koda said in a telephone interview. “You’re in the catbird seat of fashion. You can observe and comment on contemporary fashion without any of the risks that designers, merchants and editors have to go through.”

The Honolulu-born Mr. Koda, 65 — who will step down in January — guided his department through significant changes since the days when it was institutionally marginal, relegated to the museum basement. He said he would be leaving the institute’s collection of 35,000 costumes and accessories in good hands, having worked closely with the British-born Mr. Bolton, 49, since bringing him to the department in 2002. Mr. Bolton, who worked at the Victoria and Albert Museum in London for nine years before joining the Met, said he had learned from Mr. Koda the value of juxtaposing the old and the new. “There’s almost a tonic effect,” he said. “Historical fashion informs contemporary fashion, and contemporary fashion enlivens historical fashion.”

With its choice, the board of directors may be signaling more than the quiet passing of a baton. Scholarship in the field has been radically redrawn in recent years to accommodate an evolving understanding of the sociocultural and even anthropological role of costume and fashion. Mr. Bolton brought a form of Imagineering showmanship to exhibitions that looked at fashion through the prism of punk rock; paired Elsa Schiaparelli with Miuccia Prada to create a feminist dialogue expressed through design; and proposed in the 2008 show “Superheroes” that Wonder Woman may have been as influential a style avatar as any fashion editor.

He has also organized two of the most popular shows in the museum’s history. Crowds lined up for hours in 2011 to view “ Alexander McQueen: Savage Beauty ,” the critically acclaimed and creatively installed retrospective of work by a visionary yet tortured designer, who was as much sculptor as dressmaker, and who committed suicide in 2010. The exhibition drew more than 661,000 visitors (at a time before the museum decided to remain open seven days a week).

More recently, Mr. Bolton shepherded “ China: Through the Looking Glass ,” which incorporated multiple departments. That three-floor show, which closed on Monday, drew about 816,000 visitors during its four-month run.

The challenge for the institute going forward is to keep an increasingly digital world coming in the door to see three-dimensional objects. The institute’s collection represents clothing and accessories from the 15th century to the present.

The department has been experimenting with various forms of technology, and Thomas P. Campbell, the Met’s director, said he expected that “we’ll see more” under Mr. Bolton.

Last year’s show “ Charles James: Beyond Fashion ,” for example, organized by Mr. Koda, featured robotic arms and screens near the dresses showing how they were constructed. The China show incorporated a life-size bamboo forest of illuminated Plexiglas wands, film selections assembled by the Hong Kong director Wong Kar Wai and costumes ranging from imperial robes to a contemporary dress with a bodice made from blue-and-white porcelain.

“I love to engage more elements of technology into our exhibitions,” said Mr. Bolton, who favors boyish suits tailored by his partner, the designer Thom Browne, “to examine early examples of fashion that aren’t represented in the collection, like Elizabethan dress.”

With a more informed public constantly checking fashion blogs, the bar for the institute has been raised. “You can no longer present costume as, ‘Oh, isn’t this a pretty dress — it’s from the 1890s,’ ” Mr. Koda said. “You have to do it in a way that engages larger issues.”

The broad appeal of the institute’s shows can backfire with critics, who sometimes take the museum to task for pandering to the public or blurring the lines between art and commerce.

In her review of the 2013 show “ Punk: Chaos to Couture ,” which Mr. Bolton organized, Roberta Smith of The New York Times wrote that “fashion has rarely looked as frivolous, beside the point and 1 percent-ish as here.”

And, while Holland Cotter in The Times commended the 2012 exhibition “ Schiaparelli and Prada: Impossible Conversations ” for its “tight thesis,” he also noted that “the primary sponsor for this exhibition is Amazon.com,” which “has recently initiated a major effort to sell high-end fashion online.”

Mr. Koda and Mr. Bolton say they often tire of having to defend their subject area as a legitimate art form that is not beholden to the fashion industry.

“There is this belief that you’re just puppets,” Mr. Koda said. “We don’t work for the brand, we work for the museum.”

“We’ve never said all clothing is art,” he added. “There can be certain design achievements that are so conceptually and technologically rich and innovative that they approach the standards and criteria of an artwork.”

Mr. Bolton expressed frustration that “people still cling to a 19th-century hierarchy of art.”

“The artistry of clothing as an aesthetic medium is just as important as painting and sculpture,” he said, “to offer new ways of looking at clothes and new ways of interpreting clothes through the lens of history and aesthetics, but through trends of culture or psychology.”

The Costume Institute has the strong support of the museum. Also crucial to the collection, which has costly storage and conservation requirements, has been the support of Ms. Wintour, who made possible the renovation. (It reopened last year as the Anna Wintour Costume Center.) “She’s our rainmaker,” Mr. Koda said.

Ms. Wintour said that the institute had been an important “resource for the fashion industry and for the public,” adding, “It puts fashion into a context that you don’t see anywhere else.”

While leading the institute, Mr. Koda built on the foundations laid by the visionary fashion editor Diana Vreeland, who was installed as head of the Costume Institute by the former Met director Thomas Hoving, and followed by the art historian Richard Martin.

In addition to presenting shows focusing on single designers, the institute began to draw on the museum’s other collections in exhibitions like “ Dangerous Liaisons: Fashion and Furniture in the 18th Century ,” in 2004, which presented 33 pre-French Revolution garments in 18th-century French period rooms, or “ AngloMania: Tradition and Transgression in British Fashion ” in 2006, which crammed 65 mannequins into the Met’s normally serene English period rooms — with sound effects.

“I do try and tell a story — to start out with an overarching theme, then break it down,” Mr. Bolton said. “I really believe clothing carries all kinds of narratives. And it’s up to the curators to make them legible.”