DANIEL C. SUBER

candidate for 2025 OAK PARK LIBRARY board

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?

The manner in which Joslyn Dixon, our former executive director, was summarily fired motivated me to seek a seat on the Oak Park Library Board. Prior to January 1, 2025, when I retired, I was an attorney at law for 45 years with my own law firm and up to 14 attorneys with offices in both downtown Chicago and Valparaiso, Indiana. During that time I tried over 100 trials, most of which were jury trials, and multiple other contested hearings. As to your question, I bring to the office not only legal skills but also skills in running an organization and the ability to successfully work with others. 

All of the candidates agree that the library is a cherished part of the community, that it should reach out to everyone, especially the vulnerable and underserved, and oppose censorship. Unlike the others, my candidacy is based on change. I wish to remedy the fundamental unfairness of past decision-making by the current board, two members of whom are running for re-election, and wish to reform the procedure for evaluating the executive director, which apparently does not now exist. Also, the process and criteria for what issues come before the board should not be the exclusive province of the board chairperson. All of these changes will require modifying the bylaws. 

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

here are 6 challenges for the new board to address: (1) repairing the relationship between the library and the community through clarification of previous board decisions by the board; (2) allow periodic informal meetings between the board and the executive director to take the place of formal evaluations; (3) revise the employee grievance policy to emphasize that employee complaints are resolved by human resources and that the decision by the executive director is final with no recourse to the board; (4) provide a pathway to allow agenda items to be raised by board members and not solely at the discretion of the board chairperson; (5) investigate new sources of funding including the potential of establishing a library foundation; (6) review and revise plans to ensure safety for the public and the staff. 

3. What is your decision making process? What are steps the Board can take to ensure transparency, clear communication, and community engagement to ensure the Board is hearing from the full range of the Library’s constituents?.

My decision making process is based on listening and weighing different points of view prior to making a decision. To be honest, I usually discuss important issues with my wife, also an attorney, to whom I have been happily married for 41 years. For major policy changes, public comment is vital. For internal matters, staff comment is vital. Listening to others with opposing viewpoints is often helpful. 

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

The 2024-2025 budget appears to reflect a balanced budget. However, the current federal roll-backs bode for a rocky future. That is why the board should consider additional sources of revenue including the idea of a library foundation. The Board's participation in forming and approving the budget is an important role for it to play in all such matters. 

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

Since moving to Oak Park 38 years ago, real estate taxes have increased 500%, most of which goes to the schools and parks which are some of the best in Illinois. It is a lovely thing to live in Oak Park but living here is not cheap. An interesting fact is that a large percentage of Oak Parkers have no children living at home, meaning that even with high taxes most of us find Oak Park to be a wonderful place to raise a live and raise a family. 

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

In the context of diversity, equity, and inclusion (“DEI”) I take the word "equity" to mean fairness. Oak Park is a blue community where the overwhelming majority of Oak Parkers would agree with the principles underlying DEI. Theoretically those principles were infused into all OPPL policies by the previous DEI director and which are assumedly enforced by constant vigilance by the library staff and the board. Whether a separate DEI department is necessary should be a decision best left to the new executive director who should be selected after the new 

7. What do you see as the role of the Library in responding to the ever-changing ways in which people find and consume information? 

The library should use all available resources in learning the ways and means by which the public find and consume information and then respond accordingly. Who would have thought we would have a Google 26 years ago? The process is quantifiably reactive. It is the board's role to listen and pay attention as to how people around us currently learn. 

8. In recent years, the Library has replaced security guards with social workers, increased salaries for its lower-waged workers, and eliminated late fees for borrowers. Please share your thoughts about these initiatives. Are there ways in which you would anticipate expanding or rolling back this work?  

On their face, I believe these were good changes but I have not spoken to the employees and other personnel involved in those programs whose thoughts and ideas could potentially change my own. 

9. What approach should the Library 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? 

I believe a collaborative approach with our governmental and community partners is essential. Specifically, the library should prioritize the implementation and expansion of "Every Child Ready to Read" (ECRR) This involves forging strong partnerships with agencies, schools and community groups, ensuring our resources are aligned and working toward common goals. I think we should develop programs that complement existing services, seamlessly integrating ECRR into initiatives like school readiness and parent education. Data-driven assessments and program evaluations will be critical to ensure we are effectively reaching those who need our support. Furthermore, sustainable partnerships built on clear agreements and sound funding models, will guarantee the longevity of these vital programs. 

10. What approach should the Library take towards intermunicipal cooperation with neighboring communities? Are there specific initiatives that you would like to implement or expand upon?

OPPL already has an excellent interlibrary system in place to access books and information from other libraries and/or municipalities. I personally used that service for many years in my legal practice. I would be in favor of expanding the system so long as none of the new systems violate present OPPL policies. 

11. How do you see services and supports for homeless patrons fitting within the mission of the Library?

I don't see the homeless as any different from other library patrons. Assigning social workers instead of security guards was a very good idea. 

12. How should the Library handle the question around the removal of books, subscriptions, and materials from the shelves if community members deem the content to be inappropriate, too controversial or objectionable? 

OPPL's policy should be to resist any attempt by any person or group, private,or otherwise, to restrict in any way, shape or form access to information and/or books at OPPL. All opinions and viewpoints should be accessible at the Oak Park Public Library. 

13. Knowing that the Board cannot share certain information related to employment matters, what measures do you believe are needed to restore confidence in the Board and the executive level management in the wake of the controversy around the executive director last year? 

The new board should have a public meeting taking questions and rectifying the handling of the previous firing of the former executive director. In that discussion, the board should provide a concrete explanation of what is meant by the words "...persistent lack of alignment between...the priorities of the board and the executive director" cited in its official statement to the Wednesday Journal. 

14. The Library Board’s primary responsibility is oversight of the Executive Director. What criteria do you believe the Board should use to evaluate the performance of the Executive Director?

The criteria the Board should use to evaluate the executive director are 6 in number: 

1. Able to easily articulate thoughts & ideas 

2. Ability to lead innovative programs 

3. Ability to work with staff as well as outside community groups 

4. Ability to work within a given budget 

5. Creativeness in seeking alternative source of revenue 

6. Experience in writing and leading grant proposals 

15. Last November, Oak Park voters overwhelmingly approved a ballot initiative that proposed that voters be able to approve ordinances and policies through 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. 

In the November, 2024 election, only 65.62% of Oak Park registered voters turned out to vote and no statistic is available in terms of what portion of that 65% chose to approve the ballot initiative. Essentially I am satisfied that the ballot initiative is only advisory and non-binding. Otherwise, why do we elect trustees at all? The trustees are supposed to represent the community. If not, the public votes them out. To burden the system with the public having to approve individual library issues and policies seems clumsy, burdensome and unworkable. 

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