Every day across Chicago, children play in parks in every neighborhood. Families gather along the lakefront. Neighbors come together in the public spaces we all share.
Chicago’s parks are woven into everyday life. Last year alone, more than 36 million visits were made to Chicago Park District parks and programs.
But the scale of our park system tells only part of the story.
A year ago, I stepped into the role of general superintendent and CEO of the Chicago Park District after serving 10 years as a Chicago alderman. As a lifelong Chicagoan, I knew our parks were special. What I’ve learned over the past year is just how extraordinary they truly are.
In my first weeks, I made it a priority to meet with park supervisors, leadership and staff across the district. Together, they represent more than 5,000 years of combined experience caring for Chicago’s parks and delivering programming for our communities. And that experience represents only a fraction of our workforce. That depth of knowledge and commitment helps sustain one of the largest and most dynamic park systems in the world.
The Chicago Park District operates 617 parks, 26 miles of lakefront and beaches, and 77 pools. Each year, we offer roughly 30,000 programs, serving millions and making the district one of the largest providers of arts, cultural and recreational programming in Chicago. Our municipal aquatics system alone is one of the largest in the country — larger per capita than that of New York City or Los Angeles.
Operating a system of this scale has not been without challenges. Those experiences have reinforced the importance of building a stronger, more accountable and more resilient organization.
That’s why we created the Office of Prevention and Accountability to centralize reporting and responses to misconduct. Engagement with the office continues to grow — a reflection of increasing awareness and confidence. In our 2026 budget, we expanded staffing to build on that progress.
At the same time, we have prioritized growing our lifeguard workforce. Through our partnership with After School Matters, our Lifeguard Explorers program helps young Chicagoans train for careers in aquatics. The program expanded from four sites to seven, with plans for continued growth.
Thanks to those efforts — along with aggressive recruitment and training — last summer marked the first time since the pandemic that our outdoor pools were open seven days a week citywide.
Over the past year, I have also gained a deeper appreciation for the role revenue generation plays in sustaining our parks. Major concerts and international sporting events at Soldier Field generate tens of millions of dollars each year to support programming across the city. Festivals such as Lollapalooza and other permitted events generate more than $25 million annually.
Every dollar generated through these events is one less dollar that must come from property taxes — and one more that can be invested in neighborhood parks, programs and maintenance. These events drive tourism, support local businesses and create good jobs.
We have also worked to modernize systems that families rely on.
For years, summer day camp registration has been a source of frustration. This year, we are launching the first phase of reforms to make the process easier and more accessible. Improvements include a new map-based search showing available slots, clearer step-by-step instructions and preregistration webinars.
This is only the beginning. Our team is already working on the next phase for summer 2027, with the goal of building a system that better serves families. We still have work to do, and Chicago families are right to expect a registration system that is simpler, fairer and easier to navigate.
We are also making our decision-making more transparent and community-driven. This year, the Park District launched a participatory budgeting initiative, giving residents a direct voice in how funds are invested in their neighborhood parks.
Across the district, we have strengthened core operations and modernized how we serve the public. In the past year, we launched a new website to make programs easier to access and restructured our Security Department into a Department of Public Safety with stronger technology, staffing and a focus on prevention. We also strengthened policies related to workplace violence and firearms and provided updated staff training to ensure our parks remain safe and welcoming.
We continue investing in the long-term future of our parks. Recent investments include lead service line replacement, Americans with Disabilities Act improvements at park facilities used as polling locations and environmental restoration efforts such as the planned transformation of the Calumet Confined Disposal Facility into a new lakefront park space on Chicago’s Southeast Side.
Our commitment also extends to programs that support community safety. Night Out in the Parks brings music, culture and performances into neighborhoods across the city, activating public spaces and bringing people together.
At a time when many cities are grappling with public safety and social connection, parks are more than places to relax. They create opportunities for young people. They strengthen neighborhoods and our local economy. They serve as community anchors.
More than a century ago, President Theodore Roosevelt called Chicago’s park system “the most notable civic achievement in any American city.” After a year leading the Chicago Park District, I believe that still rings true.
In a city as big and complex as Chicago, there are not many things that truly belong to everyone. Our parks do. They are where Chicago breathes, where neighbors become community and where the future of our city takes root.
As I begin my second year in this role, I remain committed to protecting and advancing our parks for the benefit of all 2.7 million Chicagoans across 77 communities.
I hope to see you in the parks — because they belong to you, and to all of us.
Carlos Ramirez-Rosa is General Superintendent and CEO of the Chicago Park District.