2025 OAK PARK ACTIVIST TOOLKIT VOTER GUIDE
Oak Park Village PRESIDENT (1 open seat)
VICKI SCAMAN
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?
I am most uniquely prepared to lead our community right now. Rhetoric and behaviour coming from our federal government is a direct attack on democracy and the most vulnerable among us. I bring the strength to bring people together and lead during these challenging times. I have done it before.
I led through COVID. I led through a migrant response that is now a national model. I have responded to the climate crisis as a founding member of the award winning Cross-Community Climate Collaborative initiative that operates with the mission to collectively pool resources and accomplish more for our community.
I ran in 2021 because the board was divided and not able to hear what residents were saying. The first question I received at every debate in 2021 was “Vicki, how are you as one person going to make this board more effective?”. I turned that around immediately and today we have a plan for supporting community safety, affordable housing, traffic, climate change, and economic vitality. We are leaders with a new initiative E.C.H.O. to provide compassionate, non-police responses to behavioral health crisis, homelessness and other non-emergency calls. As Village President, I have leaned into my knowledge of our community resources and partnerships to set us up for success. Today our board operates as a team that listens and responds to our community needs. I will lead during these uncertain times to see our values reflected in our actions and support our vibrant beautiful community for further growth.
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?
My vision for Oak Park’s future is that we are a national example of living our sustainability goals, with thriving economic drivers that diversify our revenue base and celebrate unique and diverse businesses. That we are successful in our investments in affordable housing and further expanding our housing stock with the goal of remaining intentionally integrated and inclusive. That as one village we embrace working collaboratively with our local, county, and state governmental and legislative partners, agency and corporate allies, foundations and nonprofits to leverage our collective resources and talents for the greater good.
My success in turning around a board that was divided and combative before my first term as village president was to invest time in a goal setting process that valued the input of each member of our board until we could embrace a collective vision. We also added protocols that provided greater opportunity for trustee involvement in creating agendas. I have nurtured an environment for substantive discussion and believe consensus building is a strength of mine. As the leader of the board I listen and work to understand what is important to our community and each trustee week to week, on big goals, and in service as an elected official.
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?
During my first term as Village President I led on developing strategic plans that have provided a roadmap for implementing key board goals on affordability, community safety, sustainability, affordability, economic vitality, and racial equity. We will move forward on our plans to implement with integrity and thoughtfulness.
I am preparing to lead on challenges we did not predict a year ago - the potential loss of federal revenue sources and rising inflation. I lead in these moments with the advantage of regional, county, and state relationships with strength, optimism, and conviction. I will remain informed and engaged with the private sector and government to prepare for the potential loss or change of federal investments and protect our most vulnerable. I will bring experts together to anticipate and respond to the uncertainty of financial markets leading to rising inflation and respond with creative new opportunities to diversify our funding sources so that we are positioned to persevere and continue to thrive. I am a founder of a successful public private partnership that has brought more than $3M to our community over the last three years.
We will create a finance committee that includes members of our community that will overlap with other governmental partners to transparently identify sustainable strategies for funding our needs. I have led on creating policy to determine a responsible levy goal for each budget season and maintained a less than 3% levy average over the last four years. I am prepared for these leadership moments.
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?
At my core I am a teacher. I work hard to make decisions that are for the common good of Oak Park through building consensus at the board table. This is rarely perfect. It is important to understand the potential to do harm with any decision and seek out as much information to inform decisions as possible and reverse course if necessary. The village board utilizes advisory boards and commissions to leverage specific expertise and differing perspectives of residents. We could at times do this better. I have engaged a task force model to inform on complex initiatives and conversations for the best result. I recruited residents for a task force to lead on E.C.H.O. - Engaging Community for Healthy outcomes to provide a compassionate response to behavioral health crisis calls to police, homelessness, and other non-emergency calls. I also utilized a task force to evaluate the potential to rehabilitate village hall for meeting our changing needs.
I am a servant style leader. I believe we can all learn from each other. I am a strategic thinker with the ability to identify a clear path for addressing challenges and am able to bring people together to work towards a common goal. I encourage board members to take initiative and provide leadership and mentorship opportunities. I am able to lean into my restorative justice training to build a team approach to problem solving. I am focused but also flexible in that I recognize when a change in approach is necessary.
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?
I believe we can utilize our commissions more effectively and for greater benefit to Oak Park. Several of our commissions need a review of their purpose and scope to better advise the village board responsive to community concerns. Examples are the community relations, community design, citizen police oversight, historic preservation, and plan commissions. The community relations commission can play a more significant role in advising on human rights, race relations, and diversity and inclusion goals. The community design commission awkwardly absorbed duties of the forestry and arts commissions years ago and currently has little authority or opportunity to engage on community design elements. The citizen police oversight commission is currently working with a talented consultant to review the purview and structure of the commission. I am confident the consultant will provide helpful insights to increase transparency, trust, and support of police professionals and residents who interact with the police. Additionally, I am recommending our historic preservation commission consider a review of our code and process to lessen the frequency of residents turning to the village board to appeal a historic preservation decision. Bonnie McDonald, President and CEO of Landmarks Illinois wrote “The Relevancy Guidebook” to provide a framework for communities to evaluate the relevancy of preservation with respect for its need and value. Lastly, I would like to consider with my colleagues, staff, and stakeholders what opportunity exists to increase transparency and outreach to residents earlier in the planned development process. Developers who engage residents early tend to receive greater buy-in on the project.
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?
The Village currently has a healthy fund balance well beyond our current policy. During my first term as village president the village has maintained an average levy of less than 3%. I led on the decision to create a levy policy that will require the village board to conduct a transparent analysis for determining a levy goal each year to guide the budget process.
I do operate with the belief that our village budget must reflect our values and priorities. I feel I have accomplished that in my first term. I have heard colleagues and residents feel they need more time to digest information in the process. With the eminent need to identify a longterm fiscal strategy for building a new police station and needed repairs and renovations to village hall I an going to suggest that we create a finance committee that is inclusive of residents that meets year round.
7. What would you say to voters who are worried about Oak Park’s overall tax burden?
I share your concern. Under my leadership, the village board has made affordability a board goal. We evaluate the financial impact of every decision on residents and have successfully maintained a responsible levy. We are creating a policy to support a transparent process for determining our levy each year and evaluate trends to inform our budget process. We have also requested a review of all costs of services to evaluate the impact on particularly our most vulnerable residents. We are invested in an economic vitality plan that is designed to attract additional revenue sources to diversify our tax base. We are also leaning in on public-private partnerships as a strategy for implementing new initiatives and programs and leveraging relationships to maximize our collective resources for the common good of our community and not rely on taxes alone.
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?
The Village Board entered into a contract with UIC to conduct a racial equity assessment of all our policies, programs, and procedures. The process is currently in the last stage of preparing to advise the village board on policies and actions to correct challenges, reduce barriers and equitably serve residents with everything that we do as a local government. We are invested in DEI with the villages first DEI officer position and collective impact manager. We have made changes to our organizational chart to link all efforts of our neighborhood services division supporting outreach to our community and connection with our businesses in partnership with DEI personnel. I am reviewing with the chair and board liaison to the Community Relationship Commission the function and supportive resources for utilizing the community relationships commission to better advise on support of underrepresented and disadvantaged people and businesses in our village. Divisive dialogue coming from our national government requires intentional preparation and organizing to stand firm in our values as a community that embraces diversity, equity and inclusion. I am grateful for the support of my colleagues and community partners that did join me on February 10, 2025 for a Statement of Unity for Strength and Inclusivity . Not everyone was able to make it but all shared the sentiment and conviction of the statement.
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?
When I led the most recent goal setting process following the 2023 election I conveyed a vision for economic vitality that emphasized the vibrancy and beauty of our community, further highlighting our strengths and need to identifying new opportunities to further diversify our tax base.
In January, the village board received a presentation that shared the framework for creating an economic vitality recruitment model. In March, the consultant and village manager will provide more specific information on a model for advancing economic vitality in our community, to be more welcoming of new businesses aligned with our values and vision, and diversify our tax base. We will be working towards transparent incentive policies and connector roles to be efficient in our recruitment.
We have a lot of areas for opportunity including North Ave., Roosevelt Rd. South Oak Park Ave., and Chicago Ave. Chicago Ave. has greater capacity for highlighting our arts organizations and museum quality assets while also growing the small businesses on either side near Harlem and near Austin. South Oak Park Ave. reaching over the 290 expressway will see expanded bridges that reconnect the 800-900 blocks of south Oak Park Ave. with traffic safety improvements and green space with opportunity for recruitment of amenity type businesses paired with moderate size affordable housing development and neighborhood supported restaurants and experience focused small businesses.
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.
Oak Park is who we are today because of brave leadership in 1968 when we passed our fair housing ordinance. It was not an easy vote. The board room was full with angry protestors. We have Bobby Raymond and the Oak Park Regional Housing Center to thank for implementing affirmative moves in an intentional effort to promote integration. Yes, I believe affordable housing is a core function of Oak Park village government. Families moved to Oak Park following our fair housing ordinance and activism to be a welcoming community. Oak Park is still a destination place to live for families who share our values.
Affordability of housing and living in Oak Park is a top issue. Community safety and supporting DEI in light of national divisive dialogue are also top issues. I plan to follow the Strategic Vision for Housing: Village of Oak Park recently adopted by the Village Board. It is time to update our Inclusionary Housing Ordinance and single family zoning to support our Affordable Housing Fund and missing middle development opportunities. We also need to strategically leverage the historical relationships unique to Oak Park in the Housing Authority and Residence Corporation. The mission of the Oak Park Residence Corporation is to promote Oak Park as a diverse and economically balanced community by providing high-quality multi-family rental housing at reasonable rates for households of all income levels. The Oak Park Housing Authority manages Housing Choice Vouchers for low income individuals and families.
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 was a renter in Oak Park most of my adult life until more recently. Renters do not feel safe holding landlords accountable to following the law. We have a strong ordinance to support renters but we need to do more outreach and engagement. We are hosting more “No your rights” forums for renters but only recently. In 2024 we conducted a study to identify illegal practices of landlords. We did identify problems and are working with those landlords. The Village of Oak Park does have positive relationships with a majority of our landlords who share our values and are willing to work with us. We have extended that contract to continue the work. In 2024 the Village Manager hired a new Director of Neighborhood Services who comes to us knowing Oak Park and with extensive experience with state level housing partners and programs to support renters and housing. During my first term we have improved on having representation of renters on our village advisory boards and commissions but we can do more. I feel confident this is an area where we will continue to make more of a positive impact.
12. How do you define public safety? How would you work to create an Oak Park where all community members feel safe?
I see the goal of public safety to support an environment where all feel safe and embrace a sense of belonging in our community. I do support our police department having the resources they need to serve and protect residents of Oak Park with respect and dignity. I truly believe we have one of the best police departments in the greater Chicagoland area. I am also prepared to lead on what the future of policing needs to look like to be transparent and accountable for all residents and challenging racial disparities, systemic racism and biases in policing practices nationwide. Oak Park has always been a leader in this area and will continue to be. I also define public safety as inclusive of connecting individuals with the resources they need to be healthy and have the opportunity to thrive. I led on identifying talented community experts to serve on a Village task force to report on key needs and priorities for expanding our alternative response to police calls for mental health in real time with qualified staff and follow-up care but also for all calls that are not directly a public safety concern and likely require connecting with similar social service resources.
In 2014 I led a law review committee for the Village of Oak Park and River Forest, in partnership with our police department, and with dedicated colleagues that created local youth adjudication utilizing diversion programs and access to township resources to better serve our young people and avoid sending youth to cook county for underage drinking, smoking, and for anything less than 30 grams of cannabis.
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?
When I led on the Village of Oak Park migrant response after migrants were brought to Oak Park’s Village Hall on a cold night I was responding to an emergency. I am incredibly proud of how our community came together to create a plan for housing over 200 migrants that are today independent and working with work permits. Different leadership might have sent the migrants back to Chicago but what my experience building and strengthening productive relationships that serve us well when we need access to resources and support is that the moment required partnership. It was not the time to turn our back on human beings, Chicago, Cook County and State elected partners who were asking for help. Under my leadership we have proven our willingness to partner when no one else would. We will navigate the next four years with allies. I am choosing to lean in on hope and the spirit of collaboration that now is an opportunity to re-establish the strength of democracy and the American dream and push back on hate. Whatever our role will be we will not be alone.
14. How will you collaborate with neighboring communities? Discuss a specific initiative you would wish to undertake. What benefits and challenges would you anticipate?
I am a founding Village President of an award winning initiative called Cross Community Climate Collaborative (C4) that I co-lead with Broadview Mayor Katrina Thompson, River Forest Village President Cathy Adduci, Executive Director of Seven Generations Ahead Gary Cuneen, and founder and CEO of Urban Efficiencies Group, LLC Darnell Johnson. C4 brings together BIPOC and non-minority communities across income lines together to share ideas, secure resources, and drive large-scale projects within and across communities that achieve greenhouse gas emissions reductions, equity and sustainability goals. The project currently supports 14 communities in our region through a unique mayoral MOU and is growing.
The premise of C4 is that underserved communities who have been historically left out of sustainability initiatives and who lack the resources to advance projects in their communities need to be supported, heard and included in the clean energy economy and need to be working in collaboration with other communities regardless of race/ethnicity/income so that all communities can learn from one another and achieve common goals. The project recognizes that issues around climate, environmental justice and health disparities are intertwined and need to be addressed systemically - understanding that climate change is a human issue which disproportionally impacts the health and well-being of BIPOC and LMI residents.
It is my intention to duplicate this strategy to address homelessness, community safety, and economic vitality with the understanding that Oak Park can not solve regional challenges alone.
15. What is your opinion of the Village’s Climate Action Plan and its implementation so far?
I am proud of our Climate Action Oak Park (CROP) plan. We have considerable work to do to implement with shared ownership across our village but we do have the right partners invested and passionate. CROP is not a village board plan, it is a village-wide plan. Every person, stakeholder group, governmental body can be part of the solution. As elected officials we can do more to spread that message and each embrace something about how we live and move about our community to demonstrate resiliency as transformational leaders. In September, the Village of Oak Park and River Forest will be hosting a Proviso bike ride, with our elected colleagues, called “Tour de Proviso” that will touch all of the municipalities of Proviso.
As we move forward with implementing CROP we have strong partnerships that provide additional expertise for prioritizing goals and big impact strategies. Oak Park Climate Action Network, Park District of Oak Park, One Earth Film Festival, and so many more. I am invested in CROP and will maintain it as a strong priority to support in our budget each year.
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?
I am a passionate supporter of the Collaboration for Early Childhood and commend early leadership for doing the work to secure buy-in from our governmental partners to invest in the Collab, and current leadership for maintaining the momentum. We are currently looking at how we can increase the leadership role of elected officials on the IGA Board for the Collab as active partners for showcasing and empowering the work of the Collab in the spirit of The Basics a strategy for the whole communities.
Another collaborative model in Oak Park is the Oak Park Homelessness coalition, working to end homelessness in Oak Park in partnership with nonprofit partner agencies, business districts, individuals with lived experience, and passionate members of our community. I would like to see the Homelessness Coalition operate on a more regional level similar to Cross Community Climate Collaborative and engage elected officials in a leadership role for prioritizing of the agenda and accountability. C4 seeks the support of Mayors and Village Presidents with an MOU, similar to the Collab. This is crucial for accountability, budget commitment, and access to decision makers. Shifting the coalition framework to include the buy-in of elected individuals, with an MOU, across neighboring communities is a necessary approach to identifying and investing in more sustainable solutions.
17) Should the Village Board spend its time to make proclamations or take stances on national or international issues? Please explain your thinking.
I do believe it is important for elected officials to be responsive to resident concerns when possible. Often the driver of a request is to demonstrate empathy when people are hurting. Municipalities like Oak Park do have power in advocating for change. For both of these reasons I would consider it and make a decision based on the specifics of the request. Is the request deeply aligned with stated values of the village? Can we get greater community and elected support? Is there the possibility to do harm? These are the types of questions an elected official will need to ask themselves. We also have professional staff and commissions that can assist depending on the type of request and need to engage community members.
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?
We evaluate the Village Manager based on:
Implementation of board goals and direction; and
Organizational leadership and effective planning for providing core village services, reviewing and implementing policy, and providing transformational leadership on major initiatives related to board goals; and
Maximizing opportunity for economic development and other economic drivers for diversifying our revenue sources and contributing to board goals to be a vibrant and diverse community; and
Support of the village board with an onboarding process that best prepares and enables seven largely volunteers to be focused, effective, and able to reflect on their time as elected officials as being rewarding and had made a positive impact For their community; and
Transparent and fair information sharing and communication on emerging issues with all members of the village board and community; and
Interagency cooperation and nurturing supportive and collaborative relationships with community; and
Financial management and stewardship of public resources; and
Human Resources management inclusive of recruitment of highly-quality staff reflect of our community diversity, providing a supportive and safe working environment, and opportunities for growth and leadership; and
Response to community and board concerns.
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.
I am willing to continue to work with advocates of the ballot initiative ordinance to address legal challenges currently in conflict with State law and opportunity to create a ballot initiative process that supports a well informed question for residents to respond to.
Read more information about Vicky here: