Adekunle “Ade” Onayemi

candidate for 2025 OAK PARK PARK DISTRICT COMMISSIONER

1. What motivates you to seek this office? What skills do you bring to the office? What sets you apart from other candidates?  What does success look like for you after four years in the position?

I am seeking the Park District Board Commissioner role of Park District Board Commissioner because I firmly believe in the transformative power of parks, recreation, and shared community spaces. As a long-time resident of over 41 years and a leader with more than two decades of governance, planning, and community service experience, I bring a well-rounded perspective to this role. My leadership includes serving as Oak Park Elementary District 97 Board Chair & Member, Past District Governor of Rotary International District 6450, Trustee of Oak Park Township, and Chair Emeritus of the Austin African American Business Networking Association. Additionally, my background as a licensed architect allows me to assess infrastructure needs and advocate for the effective enhancement of public spaces.

Reflecting on my time as a youth sports coach, I have witnessed how parks foster connections among families and unite diverse communities. Seeing children play, neighbors exchange stories, and friendships form has strengthened my commitment to ensuring our parks remain welcoming, accessible, and well-maintained. I want to ensure that future generations continue to benefit from these vital community spaces.

My passion for parks, recreation, and community engagement drives my desire to serve as Park District Board Commissioner. By prioritizing financial sustainability, equity, and long-term infrastructure planning, we can create a park system that enriches lives, strengthens neighborhoods, and fosters a true sense of belonging for all residents.

2. What do you see as the three biggest challenges or opportunities facing the Park District and what role do you see the Board playing to address them over the next four years? 

Financial Sustainability, Equity and Access, and Infrastructure Sustainability and maintenance are the three most significant challenges and opportunities facing the Park District. 

  • Financial Sustainability
    The long-term financial health of the Park District must be safeguarded while keeping programs affordable. As a Board Member of District 97, I was part of a team that successfully managed budgets for constructing two new middle schools and renovating eight elementary schools—ensuring projects were completed on time and within budget. Additionally, we implemented measures to enhance security across school buildings. During my tenure with Oak Park Township, I was proud to contribute to its strong fiscal reputation. The Township was consistently recognized for financial responsibility, including receiving the Government Finance Officers Association (GFOA) award for financial reporting and budget excellence.

  • Equity & Access
    I am committed to expanding outreach and participation opportunities for underrepresented groups. The Board should proactively identify and eliminate barriers that prevent equitable access to programs and facilities. This requires continuous assessment, engagement with the community, and strategic policy implementation to ensure everyone feels welcomed and valued in our public spaces.

  • Infrastructure Sustainability & Maintenance
    Maintaining aging infrastructure while integrating sustainable practices is a top priority. The Park District has been a leader in green initiatives. I will support continued advocacy for energy-efficient solutions, responsible land use planning, and eco-friendly upgrades. Thoughtful foresight in planning today will ensure long-term benefits for future generations.

3. What is your decision making process? What are steps the Board can take to ensure transparency, clear communication, and community engagement – hearing from the board spectrum of Oak Park residents about access to its services and facilities? 

Transparency is fundamental to building public trust. Decision-making should be informed by community input, data analysis, and long-term impact assessments. I support hosting regular public forums, strengthening digital communication channels, and leveraging surveys and advisory groups to ensure residents have a voice in shaping the Park District’s future.

4. Please share your thoughts about the Park District’s current financial picture. What’s your understanding of the Board’s role in the budgeting process and the allocation of resources? Do you have organizational finance experience?

The Park District relies on a blend of tax revenues, program fees, and grants. Responsible financial management requires aligning spending with community priorities while identifying alternative funding sources such as sponsorships and partnerships. My leadership experience in financial oversight—spanning Rotary International, Oak Park Elementary District 97, and Oak Park Township—equips me with the expertise to navigate these financial challenges effectively.

5. What would you say to voters who are worried about Oak Park’s overall tax burden?

I understand that tax burdens are a concern for many residents. The Park District must continuously demonstrate its value by optimizing resources, maintaining affordability, and diversifying funding streams beyond tax revenue. Expanding sponsorships, partnerships, and grant opportunities can help sustain high-quality programs without placing additional financial strain on taxpayers.

6. How do you define equity? Have recent discussions in the larger community and or at the national level informed or changed your thinking? 

Equity means ensuring all residents—regardless of background or ability—have fair access to Park District programs, facilities, and decision-making processes. Ongoing discussions at both local and national levels inform my commitment to inclusivity. I believe a genuinely equitable community provides opportunities for all its members to thrive, and I will advocate for policies that reflect this principle.

7. In 2019, the Park District adopted an equity policy that adds training and organizational support around equity and inclusion. How would you evaluate the success of the equity policy so far?

To assess the effectiveness of equity policies, we must track measurable outcomes, including participation growth among underrepresented groups, completion rates of staff diversity training, and the overall impact of inclusive policy changes. Regular evaluations and strategic refinements will ensure continuous progress. The Park District should also implement outreach efforts, ongoing staff training, and systematic policy reviews to eliminate barriers and enhance access for all residents.

8. The Community Recreation Center (CRC) is a very popular addition to the Park District facilities and programs. What is your thinking about how to continue to leverage resources to support and expand its operations? What are your thoughts about the potential ongoing impact on the Park District’s annual budgets?

The CRC is a community asset, and its long-term success requires thoughtful planning. Expanding partnerships, adjusting fee structures to enhance accessibility, and ensuring operational efficiency will be critical to maximizing its impact. The Board must carefully evaluate financial sustainability while ensuring the CRC remains a welcoming and inclusive resource for all residents.

9. Park districts make use of many different sources of funding, including property tax revenues, fees, and grants. Recently, community members have raised concerns about the affordability of Oak Park Park District programs in comparison to surrounding communities. What would you say to those who raise this issue?

Maintaining affordability while sustaining high-quality programming is essential. The Park District should benchmark program costs against those of neighboring communities while exploring tiered pricing models, scholarship programs, and alternative funding sources. These strategies will allow for greater accessibility without compromising program sustainability.

10. The Park District is largely staffed by part-time employees. How will you balance the need for fiscal stewardship and still pay employees a living wage? 

The Park District must balance financial prudence with the need to compensate employees fairly. Exploring grant funding, sponsorships, and operational efficiencies can help ensure staff members receive competitive wages while maintaining budget integrity. Supporting fair wages is not just an investment in employees; it strengthens the entire community by attracting and retaining high-quality talent dedicated to serving residents.

To achieve this balance, the Board should consider the following:

  • Securing grants specifically for workforce compensation

  • Developing sponsorship programs that support employee benefits

  • Implementing cost-saving measures that allow for higher wages without straining the overall budget

11. What approach should the Park District take towards local 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? 

Collaborations with organizations such as the Collaboration for Early Childhood help expand resources and enhance community services. I fully support broadening partnerships with schools, libraries, and nonprofits to strengthen programming, increase funding opportunities, and improve the overall impact of Park District initiatives.

12. One of the Park District Board’s primary responsibilities is oversight of the Executive Director. What criteria do you believe the Board should use to evaluate the performance of the Executive Director?

The Executive Director plays a pivotal role in the Park District’s success. Their performance should be evaluated based on clear metrics, including:

  • Fiscal responsibility and budget management

  • Operational efficiency and program effectiveness

  • Community engagement and responsiveness to resident needs

Regular performance reviews and transparent accountability measures will help ensure strong leadership that aligns with the Park District’s mission and long-term goals.

13. Last November, Oak Park voters overwhelmingly approved a ballot initiative that proposed that voters be able to approve ordinances and policies though a direct vote. At this point the vote on the ballot initiative was advisory or 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.

Public engagement is essential for effective governance. While direct democracy strengthens community involvement, we must also consider the efficiency of decision-making processes. A well-balanced approach ensures that public input is valued while maintaining sound policy decisions that serve the best interests of the Park District.

Electing responsible and community-focused individuals to public office is critical to ensuring transparent, effective governance. I commit to upholding these values, advocating for residents, and working toward a more inclusive, sustainable, and financially responsible Park District.