2025 OAK PARK ACTIVIST TOOLKIT VOTER GUIDE
Oak Park Village PRESIDENT (1 open seat)
Ravi Parakkat
candidate for 2025 OAK PARK VILLAGE PRESIDENT
1. What motivates you to be Village President? What skills, experiences, and perspectives do you bring to the Village? Why would those contributions be valuable in the role of Village President?
An immigrant in a mixed-race family, my family has found a true sense of belonging here. This drives my passion for ensuring that Oak Park remains a thriving and diverse community for future generations. As an Environment and Energy Commissioner and Village Trustee, I championed public safety, racial equity, small business success, environmental sustainability, and the arts to make Oak Park more livable for everyone.
My drive to make a positive difference led me to found Takeout 25. It united the community to help local restaurants survive the pandemic. Now a nationally recognized nonprofit, it continues to support small businesses while addressing sustainability and food insecurity by bringing people together and helping them succeed in innovative ways.
Oak Park has immense potential and yet, we are falling behind due to a lack of leadership—no major investments in four years, reckless spending, rising taxes that push people out, an understaffed police department, and stalled key initiatives.
With 25 years of global leadership experience in the business and the not for profit sectors, I have built consensus, solved problems, attracted investment, and delivered results. I want to bring responsible, innovative leadership to Oak Park to move our community into the future.
2. What is your broad vision for the future of Oak Park? With only one vote on a Village Board of seven, how will you promote substantive discussion, build consensus among trustees, and rally public support for your vision as Village President?
Like most Oak Parkers, I want a safe, vibrant, and inclusive community. As Village President, I will prioritize public safety, focus on attracting major private investment to build the tax base and reduce reliance on property taxes, and ensure responsible governance that listens to residents.
The Village President’s role is to set a vision and lead. But I will only be an effective leader if I can unite the community, the Trustees and the Village Manager around a shared vision that produces meaningful results. I’ve done that consistently in my career.
With Takeout 25, I brought together 16,000+ community members and stakeholders to support local businesses and address sustainability during the pandemic. This project demonstrates my ability to build consensus, mobilize resources, and deliver tangible results—skills directly applicable to leading Oak Park forward.
I know how to foster collaboration and turn shared goals into reality. I am ready to bring that experience and leadership to Oak Park’s future.
3. What are the three biggest challenges or opportunities you expect the Village of Oak Park to face in the coming years, and how would you work with your colleagues to address these?
1. Keeping Our Community Safe
Our police department is 30% understaffed, affecting public safety. Addressing this shortage requires a multi-pronged approach: Demonstrating our support of the department by investing in a new police facility and modern technology to improve recruitment and retention; using non-sworn officers as an alternative response to non-emergency service calls, and implementing the Vision Zero plan with the goal of reducing pedestrian and cyclist injuries to zero. By taking these actions, we can build a safer Oak Park over the next four years.
2. Managing Our Financial Resources Responsibly
In the past 4 years, the Village has balanced its budget by relying on federal pandemic relief funds and by spending the savings we accumulated due to staff shortages. This puts us in a precarious financial position that will not allow us to provide government services in a fiscally responsible manner in the future. I oppose spending recklessly on an unnecessary $150 million Village Hall/municipal campus that could price residents out of our community. With federal funds drying up and additional cuts looming, we must make responsible choices.
Now is the time for responsible fiscal stewardship.
3. Attracting Investment for a Sustainable and Equitable Future
Oak Park has not attracted significant private investment in four years. Private investments enhance our tax base and help alleviate the residential tax burden. Instead, we are positioned to use taxpayer dollars for the development of hyper expensive municipal projects. I will set a goal of securing $500 million in private investment over the next four years to foster economic growth, alleviate the resident’s tax burden and keep our community affordable and vibrant.
4. How will you balance competing interests, such as your own deeply-held values and opinions, input from village staff and fellow board members, and diverse views from the community? How would you describe your leadership style and your decision-making process generally?
Village Board decisions must center on residents and serve the best interests of the entire community. A clear vision focusing on the best interests of the community and effective input from professional staff and the community ensures that diverse perspectives are harnessed to make informed, forward-thinking decisions.
For example, during the hasty transition to leaf bagging last fall, I would have prioritized listening to seniors and disabled residents before making a decision, rather than using their input solely for implementation. Leadership means engaging the community fully—not just after decisions are made. I will not make the mistake made by leadership in 2024.
In my professional life, I have built consensus across cultures and among people with diverse perspectives. I have turned shared ideas into outcomes. My leadership style is focused, collaborative and results-oriented. I believe in making thoughtful decisions that serve the needs of the entire community and stay true to our core values. Oak Park needs leadership that leads with purpose, listens and delivers real results. Together, we can build a stronger future.
5. Volunteer citizen boards, commissions, and committees advise the village trustees. Do you believe that these entities are utilized effectively? What (if any) changes would you like to see to their authority, responsibilities, and oversight?
The biggest issue with Oak Park’s citizen boards, commissions, and committees is their inconsistent use. Having served on the Environment and Energy Commission, I know firsthand the value these bodies bring. Representative democracy works best when citizen voices meaningfully contribute to board decisions.
These groups focus on specific topics, helping the Village Board make more informed decisions. Their primary role is to investigate and present facts, offering valuable insight to guide policy development. However, for the commissions to be truly effective, the Village Board must ensure three key things: clear directives and expectations, the appointment of qualified and engaged members, and a commitment to giving their recommendations the respect and consideration they deserve. Current Village leadership’s micromanagement and failure to consult commissions has impeded progress and undermined the positive impact of these groups. Strengthening this process will lead to better governance and more community-driven outcomes.
6. Please share your thoughts about the Village’s current financial picture. What values would you bring to the budgeting process? What changes, if any, do you favor in the process by which the Village conducts its budgeting and fiscal planning?
Over the past four years, the Village received ~$39 million in federal ARPA pandemic relief funds. This together with savings from staff shortages—particularly in the police department—have led to a sizable increase in reserves. But rather than saving these reserves for future capital needs, these funds have been spent recklessly. Now, when these temporary funding sources dry up and future federal funding becomes uncertain, we risk relying more heavily on residential property taxes.
President Scaman’s proposal to tear down Village Hall and rebuild a $150 million Village Hall/municipal campus was impetuous, unnecessary and irresponsible. It will worsen the Village’s financial outlook, potentially pricing many out of our community. We must balance competing priorities to ensure Oak Park remains inclusive and financially sustainable. The priority is the construction of a much needed new police station.
Currently, the Village lacks a long-term financial plan, a Chief Financial Officer, and a coherent fiscal policy. I would prioritize addressing these gaps. A long-range financial plan should guide our annual budgeting process, ensuring fiscal responsibility. Additionally, we need to start budget planning earlier in the year and delegate more oversight to the Finance Committee for a more efficient and transparent review process. Responsible fiscal stewardship is critical to Oak Park’s future.
7. What would you say to voters who are worried about Oak Park’s overall tax burden?
Voters are right to be concerned about our overall tax burden. With the cost of living rising faster than wages, many Oak Park residents are feeling the strain of high taxes on top of already high housing costs. Unchecked tax increases will continue to price people out—impacting not just homeowners, but also renters, seniors, and young professionals trying to establish themselves in our community.
We must correct course in the coming years through responsible financial oversight and governance. That means prioritizing core services and programs with the most impact on the community, and ensuring that every tax dollar is invested effectively and transparently.
I am confident that, together, we can chart a better path—one that respects taxpayers while strengthening Oak Park in a way that aligns with our shared values.
8. Given the Village’s Diversity, Equity and Inclusion Statement, what steps should the Village take to support underrepresented and disadvantaged people and businesses? Provide an example that significantly advances the Village in achieving its aspirations. Have recent discussions in the larger community and or at the national level informed or changed your thinking?
An Indian immigrant, I am part of the diversity our Village has worked hard to foster. To fully realize the Village’s Diversity, Equity, and Inclusion (DEI) commitments, we must take concrete steps to support underrepresented and disadvantaged residents and businesses. Two major risks ahead with the current federal administration are the potential loss of Community Development Block Grant (CDBG) funding, which helps fund nonprofits and capital improvements, and increased federal immigration enforcement. To address the potential loss of CDBG funds, we must conserve funds and prioritize essential services so that we have funds available for the critical services provided by our not for profit partners. To address the risk of federal immigration sweeps in our community, we must reaffirm our commitment as a Welcoming Village—only cooperating with ICE in cases involving a criminal arrest warrant.
Additionally, we must expand programs to provide an alternative, non-police response to calls for mental health crises, and work to address homelessness. I will also prioritize supporting our senior community, ensuring they can age in place with dignity, access services, and find affordable housing options. Oak Park must be a place where all residents, regardless of age or background, can thrive.
9. What policies and programs the Village undertakes to improve its tax base and help local businesses, and continue to develop a diverse mix of businesses? Are there specific geographic areas on which you would focus? Please share your thoughts about the proposed Economic Vitality Strategic Plan?
Two years after decommissioning OPEDC, we still lack a clear vision or plan for economic development. In the past four years, Oak Park has attracted no major investments, while storefront vacancies persist, and property taxes continue to rise. The Economic Vitality Plan presented to the Board was underwhelming and lacked urgency.
I will accelerate economic vitality with a focus on attracting investment to key development-ready areas, including Roosevelt Road, North Avenue, the Mohr Cement Factory site, and underdeveloped business districts. My goal is to secure $500 million in private investment over the next four years, using strategic incentives to attract high-quality developments that enhance our community’s quality of life.
I have a history of attracting private and public investments to build thriving communities. In Ontario, Canada, I secured innovative funding and developed the infrastructure that made electricity more affordable and sustainable for residents.
Our economic development strategy should build on Oak Park’s assets, including tourism, while strengthening our small business economy. Success must be measured by the increase in our tax base and reduced reliance on property taxes—ensuring a more sustainable and equitable economic future for Oak Park.
10. What do you see as the most pressing issue relating to housing in Oak Park? What policies Would you advocate to address this issue? Do you consider support for affordable housing to be a core function of our village government? Please explain.
Because Oak Park is a highly desirable community, the demand for housing outpaces our ability to create new space, inevitably driving up property values. By continuing to attract new residents, the housing market becomes increasingly competitive, making the aspiration of universal affordability unattainable.
However, we can bridge housing gaps by expanding the right types of housing in thoughtful quantities. Strengthening our Inclusionary Zoning Ordinance and leveraging the Housing Trust Fund can help maintain socioeconomic diversity while ensuring that affordable units are integrated into new developments. Our ongoing fair housing initiatives must continue to prevent discrimination and ensure fair housing access for all.
Another pressing issue is homelessness and aggressive panhandling, which we see in our parks, train stations, and business districts. Addressing this requires urgent action in partnership with our partner organizations like Housing Forward. We must prioritize solutions that provide stability and support for the unhoused while maintaining a safe and welcoming environment for all residents.
11. Rental units comprise about 41% of Oak Park’s housing stock. In what ways should the Village better serve the needs of renters who reside in our community?
I began my life in Oak Park as a renter, so I understand firsthand that renters want the same quality of life as homeowners—safe neighborhoods, reliable services, and a strong sense of community. However, certain challenges impact renters more directly, and the Village must take a more proactive role in addressing them.
Key areas of focus should include:
Stronger code enforcement to ensure landlords maintain safe and healthy living conditions.
Easing parking restrictions to improve accessibility for renters, especially in multi-unit buildings.
Continuing partnerships with Hope Fair Housing to investigate and prevent housing discrimination.
Enhancing public transit safety to ensure renters who rely on buses and trains feel secure.
Expanding EV charging infrastructure to support sustainability and meet the evolving needs of renters who may not have access to private charging options.
By addressing these concerns, Oak Park can ensure renters feel valued, supported, and fully integrated into our community.
12. How do you define public safety? How would you work to create an Oak Park where all community members feel safe?
Public safety in Oak Park must be community-centered, encompassing three key aspects:
Community policing and crime prevention – A well-staffed, well-trained police department is essential. We need sufficient staff to re-institute our community policing unit so that our officers get to know the community, especially our youth.
Alternative response – Mental health crises and non-violent incidents should be handled by trained professionals rather than sworn police officers when appropriate.
Bike and pedestrian safety – Streets should be designed to protect all users, including cyclists and pedestrians.
To achieve this, we must rebuild trust and morale within the police department by treating officers with respect and creating a work environment that attracts and retains top talent. I will prioritize filling the 30% staffing gap by accelerating the development of an affordable police station, investing in modern technology, and making necessary adjustments to hiring, training, and compensation. I will prioritize the police facility and accelerate construction by decoupling it from an unneeded, expensive new Village Hall/municipal campus.
Additionally, I will continue expanding the Alternative Response to non-emergency calls, and fully implement the Vision Zero Plan to enhance bike and pedestrian safety. A safer Oak Park means that all community members feel protected, supported, and valued.
13. Oak Park adopted the Welcoming Village Ordinance in 2017 regarding immigrants, and has often championed expanded rights for marginalized persons. What role should the Village Board play in the face of current national challenges?
As an immigrant myself, I have firsthand experience being treated differently. I understand the challenges of leaving behind everything familiar to build a new life. America has always been shaped by the aspirations of generations of immigrants, and Oak Park must continue to uphold the values of inclusion, opportunity, and dignity for all.
The Village Board has a responsibility to reaffirm and actively uphold our Welcoming Village Ordinance, ensuring that all residents—regardless of immigration status—feel safe and supported. This means:
Standing firm against unjust federal policies that target immigrant communities.
Protecting Oak Park’s status as a welcoming and inclusive community, where diversity is valued and celebrated.
In the face of national challenges, Oak Park must lead with action, not just words. We must live up to our values by strengthening protections for marginalized groups, fostering a culture of belonging, and ensuring that every resident has the opportunity to thrive.
14. How will you collaborate with neighboring communities? Discuss a specific initiative you would wish to undertake. What benefits and challenges would you anticipate?
Regional collaboration is essential for Oak Park’s long-term success. Two key initiatives I would pursue are revitalizing Roosevelt Road with Berwyn, and transforming North Avenue with Chicago by attracting significant private investment. Both corridors have immense potential for economic growth and improved public safety.
The benefits of such collaboration include increased business activity, a stronger tax base, improved infrastructure, and enhanced public safety for all involved communities. However, these are complex initiatives that require a shared vision, strategic planning, and persistent execution to create true win-win outcomes.
I have extensive experience conceiving ideas, mobilizing teams, attracting investments, and successfully overseeing multi-million-dollar projects. To ensure success, I would direct our Village Manager to make these revitalization efforts a top priority, working closely with stakeholders to align priorities and drive results. While challenges such as differing regulations, competing interests, and bureaucratic hurdles exist, strong leadership and a commitment to collaboration can turn these opportunities into real progress for Oak Park and our neighbors.
15. What is your opinion of the Village’s Climate Action Plan and its implementation so far?
As a former Environment and Energy Commissioner, I strongly advocated for an Oak Park-specific Climate Action Plan and was part of the team that originally recommended it to the Village Board. As a founding member of what is now OPCAN (Oak Park Climate Action Network), I helped lay the groundwork for this effort. Later, as a Village Trustee, I commissioned and approved the award-winning Climate Ready Oak Park plan.
The plan itself is strong, outlining clear strategies and priorities to reach net-zero emissions by 2050. However, in light of the anticipated lack of federal support in the coming years, as well as the State’s failure to fund enough renewable energy projects to meet statutory goals, achieving the 60% reduction goal by 2030 is not realistic. Still, I believe a path to net zero by 2050 remains achievable with the right approach.
Through Takeout 25, I launched Illinois’ First Green Dining Hub—a sustainability initiative created without tax dollars. This demonstrates that innovation and creativity can drive progress. As Village President, I will bring the same practical, cost-effective sustainability leadership to ensure we make real, measurable progress toward our climate goals.
16. What approach should the Village take towards intergovernmental cooperation initiatives such as the Collaboration for Early Childhood. Are there other specific initiatives that you would like to implement or expand upon with other local and or regional governing bodies and nonprofits?
Intergovernmental collaboration should be rooted in the understanding that all taxing bodies serve the same residents. The focus must be on efficient service delivery without duplication, ensuring that resources are used effectively and that residents receive the support they need.
The Collaboration for Early Childhood is a successful intergovernmental cooperation, demonstrating how shared efforts can improve outcomes for families. Beyond early childhood services, Oak Park should expand collaboration in key areas such as:
Senior support services – Ensuring aging residents have access to essential resources to age in place with dignity.
Homelessness solutions – Partnering with regional organizations like Housing Forward to provide stable housing and services.
Tourism and economic development – Working with neighboring communities to boost local businesses and attract visitors.
Sustainability initiatives – Coordinating efforts with regional entities to drive impactful climate action.
By fostering stronger partnerships both locally and regionally, Oak Park can enhance services, reduce costs, and improve quality of life for all residents.
17) Should the Village Board spend its time to make proclamations or take stances on national or international issues? Please explain your thinking.
Proclamations foster an inclusive community by recognizing and celebrating diverse backgrounds and achievements. However, this objective can be achieved more efficiently. Rather than reading proclamations aloud at board meetings, the proclamations should be issued to recipients in a pre-meeting ceremony that can be recorded and shared, allowing the Village Board to get to work immediately.
As for national and international issues, the Village Board’s primary focus should remain on local governance and community priorities. While some global events may have local implications, we must be mindful that the Village Board does not have the expertise or any direct influence to impact matters outside our scope. Engaging in these debates can exacerbate inter-community divisiveness and divert attention from pressing local needs. The risk is that we spend time and money fighting the wrong battles at the expense of addressing Oak Park’s real challenges.
By keeping our efforts grounded in local impact, we can ensure that Village resources and decision-making are directed toward tangible improvements for our residents.
18) One of the Village Board’s primary responsibilities is oversight of the Village Manager. What criteria do you believe the Board should use to evaluate the performance of the Village Manager?
The Village Board’s oversight of the Village Manager is critical to ensuring effective governance and service delivery. I would evaluate the Village Manager based on the following key criteria:
Communication Effectiveness – Ensuring clear, timely, and transparent communication both internally (staff & board) and externally (residents & stakeholders).
Quality of Information for Decision-Making – Providing the Board with accurate, comprehensive, and data-driven insights to support informed policy decisions.
Transparent and Responsible Fiscal Management – Demonstrating prudent stewardship of Village resources, particularly regarding budgeting, financial planning, and spending oversight.
Execution of Board Goals & Priorities – Delivering timely and efficient implementation of policies and initiatives agreed upon by the Board.
Leadership & Management Style – Fostering a positive, accountable, and results-driven organizational culture, as reflected in Board and staff feedback.
A strong Village Manager must be a proactive leader, an effective communicator, and a responsible steward of public resources—ensuring Oak Park’s government operates efficiently and in service to its residents.
19) Last November, Oak Park voters overwhelmingly approved a ballot initiative that proposed that voters be able to approve ordinances and policies directly. At this point the vote on the ballot question was non-binding. The next step is for the Village or any other taxing body in Oak Park (as reported by the Wednesday Journal, November 7, 2024) to decide whether or not to place the issue on the ballot as a binding referendum. Please share your views on this initiative.
Democracy should be of the people, by the people, and for the people. While representative democracy provides efficiency in governance, participatory democracy ensures that residents have a direct voice in major decisions that impact them. The overwhelming support for the non-binding referendum shows that a majority of Oak Parkers feel that they are not being heard and want this option, and I support this initiative.
Ideally, the democratic process should function such that elected officials respond to the demands of the citizenry in a way that makes direct voter intervention unnecessary. Unfortunately, that has not always been the case in Oak Park. A clear example is the 2024 leaf bagging change, where resident concerns were ignored, and a decision with broad and disproportionate impacts was hastily pushed through.
Giving residents the ability to approve ordinances and policies directly is an important safeguard for a resident-centric democracy. While it should be used thoughtfully, having this option available strengthens Board accountability and ensures that governance remains responsive to the will of the people.
Read more information about Ravi here: