VINCENT GAY

candidate for 2025 OAK PARK District 97 School 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?

I have dedicated my entire career to education, serving in various roles from classroom teacher to building principal. Along the way, I’ve had the privilege of working in a diverse range of school settings—spanning from affluent suburbs to under-resourced communities in Chicago. These experiences have deeply shaped my understanding of how to allocate resources effectively to support students, staff, and families in ways that drive meaningful student outcomes.

My motivation to serve on the District 97 Board of Education stems from a deep commitment to my community. My family chose to live in Oak Park specifically because of the strong educational opportunities it offers our children. We have directly benefited from the hard work of past board members, and I want to build on that foundation by bringing my skills and expertise to the board.

In four years, success means we have fully implemented a research-based literacy curriculum aligned with the Science of Reading, with at least 75% of our third graders achieving reading proficiency. It also means that 95% of our fifth-grade graduates are choosing to continue their education at Brooks or Julian—not opting for private school due to safety concerns—because they and their families feel confident in the quality of middle schools.

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

For elementary students, literacy remains the greatest challenge. The latest NAEP scores, released just last week, are a stark reminder of the ground lost during the pandemic and a call to action to close these gaps. I’m encouraged by the district’s ongoing curriculum pilots, which will help shape the future of literacy instruction. But we can’t stop there—we must explore additional supports for students who are struggling the most. As Illinois transitions to the Science of Reading approach, it’s critical that our teachers have every tool they need to build a strong literacy foundation for all students.

For middle school students, the greatest challenge is rebuilding the social opportunities they missed during key developmental years. More than ever, these kids are searching for connection and belonging—but too often, they turn to online spaces that can’t truly meet that need. We can help by expanding access to sports, clubs, and activities that foster real-world friendships and engagement. While concerns about over-scheduling are valid, there are also many middle schoolers in D97 who are under-scheduled and eager to get involved. By offering the right mix of opportunities, we can help them connect, grow, and thrive beyond the school day.

3. What is your decision making process? What are steps the Board can take to ensure transparency, clear communication, and robust community engagement to ensure that it is hearing from the broad spectrum of families about their experiences of the schools, and the full range of District 97’s constituents? 

My experience as a school principal has reinforced the importance of engaging a diverse range of stakeholders in decision-making. I believe the best decisions come from gathering multiple perspectives—especially from experts and those most directly affected—carefully weighing the pros and cons, and anticipating any unintended consequences.

In a community like Oak Park, where residents are highly engaged, transparency is even more critical. The Board must clearly communicate how decisions are made and actively involve the community in the process. One way to do this is by implementing a decision-making flowchart that outlines which matters are discussed in closed sessions (such as personnel or investigations) versus open sessions. Establishing clear expectations and providing rationale for decisions will foster trust and strengthen partnerships that help us achieve our shared goals.

Beyond transparency, increasing engagement is essential. The Board should offer more opportunities for community interaction beyond public comment at meetings. Simple steps—such as Board members attending PTO events or hosting monthly office hours—would create more accessible and meaningful dialogue. While the current Board is highly responsive via email, many residents may not realize they can engage with Board members in this way. Expanding these touchpoints will ensure all voices have a seat at the table.

4. Please share your thoughts about District 97’s current financial picture. What is your understanding of the Board’s role in the budgeting process and the allocation of resources? Do you have organizational finance experience?

Without an industrial tax base, District 97—like many school districts—relies heavily on property taxes to fund our schools. This makes responsible budgeting essential. The school board plays a crucial role in this process by working with the superintendent to establish district priorities and ensuring that financial resources are aligned to support those goals. Just as importantly, the board holds the superintendent accountable for being a responsible steward of public funds.

My experience in school finance comes from hands-on leadership. As a principal, I was responsible for creating and managing a school-wide budget, making strategic decisions to balance student needs with available resources.

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

The tax burden is a significant concern for every member of the Oak Park community. Currently, over 62% of a homeowner’s tax bill goes toward funding our two school districts. While we all want to support our schools and provide the best possible education for our students, we must also recognize the impact that rising taxes have on our community. If property taxes continue to climb unchecked, Oak Park risks becoming too expensive for many families, diminishing the economic and racial diversity that makes our village so special.

We need to take a thoughtful, collaborative approach to managing school district spending. This means prioritizing financial efficiency, exploring cost-saving measures, and ensuring that every dollar spent directly benefits students. Strong schools and responsible fiscal management are not mutually exclusive. By working together, we can sustain the excellence of our schools while keeping Oak Park an inclusive and accessible community for all.

6. How will you work to ensure that District 97 provides an excellent educational experience for each student? What will success look like? Please share your thoughts about equity.

I’m a proud first-generation college graduate who attended public schools in an economically disadvantaged part of southern Ohio. My college and graduate school education has changed the trajectory of my life, thereby impacting the next few generations of my family. Through playing sports, I became aware of the disparities in the quality of the schools I attended versus those of my opponents only a few miles away. Equity is making sure that all children in Oak Park receive an amazing education where they learn to the best of their ability in a supportive environment regardless of what quadrant they live in or any dimension of their identity, especially race or gender. 

If elected to the board I promise to remain committed to advocating for equity in our schools every day. The current inequitable outcomes didn’t happen overnight and thus the solutions addressing those issues won’t easily be solved. However, in order to make progress, we need a board and a community that is willing to be in the fight for equity for the long haul for all children. 

7. Special education is required by federal law. How can District 97 better work to provide an excellent education for students in need of special education?

Providing an excellent education for all learners, including those with diverse needs, is critical to our district’s success. Over the past three school years (2021–2024), the number of diverse learners in our schools has increased by 31%—more than four times the state average. This significant growth underscores the need for thoughtful, strategic instructional decisions that ensure every student receives the support they need to thrive.

As our diverse learner population grows, we must also prioritize recruiting and retaining teachers with an LBS1 certification. Many neighboring districts are offering signing bonuses, stipends, and retention incentives to attract qualified educators, and we should explore similar strategies. Staffing classrooms without certified LBS1 teachers not only puts the district out of compliance but, more importantly, it fails to set our students up for success. Investing in a well-supported, highly qualified teaching workforce is essential to meeting the needs of all learners.

8. How should the District assess its policies and progress with respect to the racial disparities in its learning outcomes? What contributions will you make to the Board’s discussions on this issue?

The district must evaluate policies through the lens of intent vs. impact to ensure they truly advance equity. While Oak Park values diversity, equity, and inclusion, data shows persistent opportunity gaps in our schools.

To close these gaps, the district must take a data-driven, equity-centered approach by:

  • Analyzing student achievement data—disaggregated by race—to identify inequities.

  • Reviewing discipline practices, access to advanced coursework, and special education referrals.

  • Engaging families, students, and educators most affected by disparities.

  • Setting clear, measurable goals and publicly reporting progress.

As a Board member, I will push for policies that prioritize equity, including culturally responsive teaching, targeted interventions, and professional development to address implicit bias. Our schools must not only be diverse but also ensure every student—regardless of background—has access to the opportunities and support they need to thrive.

9. Do you see a role for the Board in ensuring that District 97 schools are welcoming and safe for students in minority populations, whether immigrant, LGBTQ+, racial, religious identity, etc.? Please explain and describe specific actions or policies you would propose. Have recent discussions in the larger community or at the national level informed or changed your thinking?

With over 1,400 days remaining in the current presidential administration, our district must remain steadfast in the core values that define Oak Park. Our community has a proud history of embracing diversity—not as a challenge, but as a strength—and of leading with forward-thinking policies that reflect our commitment to equity and inclusion.

The years ahead will require unwavering courage to protect our students and community. This means standing firm in our dedication to diversity, ensuring the safety and well-being of LGBTQ students and staff, and upholding our sanctuary status for migrant students. While we must be strategic and thoughtful in our approach, we cannot afford to be passive if members of our community are targeted or if the hard-won progress of our district is at risk.

Our policies must be rooted in the fundamental belief that every member of our community deserves dignity, safety, and opportunity. This includes maintaining our sanctuary status for migrant students in D97, preserving inclusive, gender-affirming restroom policies, and celebrating the rich cultural diversity that makes our district stronger. Oak Park has never shied away from doing what is right—we must continue that legacy.

10. How should District 97 handle the question around the removal of books from library and classroom shelves, the curriculum and other instructional tools if community members deem the content to be inappropriate, too controversial or objectionable?

Public Act 103-0100, signed into law by Governor Pritzker last January, officially prohibits book bans in Illinois. Under this law, schools and libraries that ban books become ineligible for state funding. It also requires them to adopt the American Library Association’s Library Bill of Rights or implement a similar policy.

Even with this law in place, I believe the board should remain a forum where community members can voice concerns about classroom materials. Ideally, these discussions should begin at the school level. If issues remain unresolved, parents should feel empowered to escalate their concerns to the district or board. 

11. What is your vision for a safe school environment?  Please address cell phone use, physical altercations, and bullying. What specific policies or actions do you believe the Board should promote?

Students cannot reach their full academic potential unless they feel physically and emotionally safe. A secure and supportive learning environment is essential for their success.

I fully support the district’s “Away for the Day” cell phone policy. Cell phones offer minimal educational benefits during the school day, they can be highly disruptive to learning. This year, students and parents have noticed stronger enforcement of the policy at the middle school, which is a positive step in maintaining focus in the classroom.

Additionally, I believe the district should continue investing in Restorative Justice practices to address issues like bullying and fighting. When implemented effectively, Restorative Justice not only holds students accountable for their actions but also fosters a sense of responsibility and community, ultimately contributing to a safer and more respectful school environment.

12. Researchers continue to report that significant numbers of students experience poor mental health. Many students seriously consider attempting suicide and a subset of these students attempt suicide. What can D200 do to address this trend? 

I was deeply struck by the research in Jonathan Haidt’s book The Anxious Generation, which highlights the alarming rise in teen mental health challenges over the past decade. This issue is too urgent to ignore.

District 97 has a unique opportunity to become a leader in student mental health support. By forging strategic partnerships, we can provide comprehensive wraparound services that focus on education, intervention, and ongoing care for students in need. While we are fortunate to have social workers in our schools, the current mental health crisis demands that we strengthen their support and expand available resources.

To achieve this, we should focus on three key areas:

  • Education: Implement a standardized, tiered mental health curriculum to ensure all students receive age-appropriate education and coping strategies.

  • Technology: Partner with companies like Gaggle to monitor students’ online activity and flag potential safety concerns.

  • Support: Collaborate with platforms like OpenSeat.me to provide students with 24/7, on-demand mental health support.

By prioritizing student well-being, District 97 can set the standard for mental health support in schools. Let’s take action to ensure every child has access to the resources they need to thrive.

13. Morale amongst teachers, administrators, and paraprofessional staff, frequent turnover and changes in curriculum, and increases in student needs have challenged schools across the nation and in District 97. What’s the Board’s role in helping to address these issues?

I have spent a significant part of my career as an educator focused on improving educator morale. While there are no simple solutions, I believe that highly effective schools are built on a foundation where staff members feel supported and set up for success. The Board of Education plays a crucial role in ensuring that all D97 employees have the tools and resources they need to perform their jobs effectively every day.

To truly support our educators, we must have a reliable way to assess and address employee morale and job satisfaction. Implementing biannual employee engagement surveys would provide the necessary data to identify trends and challenges affecting staff. Once this data is collected, the board has a responsibility to hold district leadership accountable for addressing concerns and ensuring that our educators feel valued, supported, and empowered to do their best work.

14. What approach should District 97 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?

When we discuss education in Oak Park, we often focus narrowly on District 97 and District 200. However, the success of our schools is directly tied to the many outstanding organizations that support and nurture our students every day.

The Collaboration for Early Childhood is an incredible organization that provides critical support to families with children from birth to age five—laying the foundation for success before students even enter District 97. Personally, our family benefited immensely from their work, as they were instrumental in connecting our son with early intervention services.

Beyond the Collaboration for Early Childhood, Oak Park children also benefit from organizations like the Park District of Oak Park, Hephzibah Children's Association, and the YMCA, among many others. These organizations play a crucial role in enriching the lives of our students and families.

One initiative I’d love to see is a more centralized hub for information on the many programs and resources available to families. Currently, parents must navigate multiple websites to understand the full range of services in Oak Park. Additionally, I see great value in collaborating with local and regional governing bodies and nonprofits to conduct a needs assessment. This would help us identify programming gaps and ensure we are meeting the diverse needs of our community. For example, while we have multiple soccer leagues, there has not been a dedicated space for teens to engage in discussions about the presidential election outside of school.

By strengthening partnerships and improving access to information, we can create a more cohesive support system for all Oak Park families.

15. The School Board’s primary responsibility is oversight of the Superintendent.  What criteria do you believe the Board should use to evaluate the performance of the Superintendent?

It is essential that the Superintendent of District 97 operates with clear goals and measurable key performance indicators to ensure accountability and progress. These should include:

  • Academic Excellence – Improving student achievement through evidence-based instruction, curriculum effectiveness, and measurable learning outcomes.

  • Community Engagement – Strengthening partnerships with parents, educators, and community stakeholders to foster collaboration and trust.

  • Equity and Inclusion – Advancing initiatives that address disparities, promote diversity, and ensure all students have access to high-quality education.

  • Leadership and Personnel Management – Supporting, developing, and retaining high-quality educators and staff to create a strong and stable learning environment.

  • Financial Stewardship – Ensuring responsible budgeting and resource allocation to maximize impact while maintaining fiscal sustainability.

By defining clear objectives in these key areas, we can better assess the Superintendent’s effectiveness and drive meaningful improvements in District 97.

16. 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. 

I voted in favor of the initiative when it was on the ballot last Fall. I like the idea of residents being able to take a more active and direct role in their community.

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