julia goebel
wilmette park district board
candidate video
responses to voter guide questions
1. Why are you running for park board, what are your qualifications and what term number will it be for you if elected?
I’ve been proud to serve the people of Wilmette as a Park Commissioner these past four years, and I welcome an opportunity to continue in a second term. On the home front, my husband and I have two kids who we think are terrific, and professionally, I’m an executive with more than 20 years of experience leading teams and organizations.
My drive to be a commissioner comes from a calling to serve my community in a more specific capacity: to use my skills in collaboration and problem-solving, and apply business acumen, financial knowledge, and governance talents. In addition, I bring a unique and nuanced understanding of board governance from my past and present roles as an advisor and member of other nonprofit boards in Chicago and at New Trier High School for the benefit of the residents, my peers and the staff of the park district.
2. What are your priorities for Wilmette Park District (WPD) and how will you work with the board and park district staff to address them?
My first priority for the next four years of the WPD is to formalize the strategic and comprehensive plans of the district. These plans are underway, and are intended to govern decision-making about new and emerging projects, and also determine “what not to do” - a list that is as important as what we do pursue. A strategic and comprehensive plan allows a vision and approach to investing and maintaining our parks for the long term, well beyond our time as board members.
Next, we’ve made good progress in the last 12 months in governance, including reducing a bloated committee structure. The new and streamlined approach of one Board Meeting and one Committee of the Whole Meeting per month allows all commissioners to be informed on matters, rather than divided. The previous subcommittee structure with three board members appointed to seven committees spread commissioners and staff too thin, in my opinion. Now, this improved structure brings us into line with many districts across the state, and places the responsibility on the commissioners to be well-informed and well-read on matters, which is our duty. And I believe our board collaboration has improved, since streamlining for effectiveness.
As for the District staff, day-to-day, our staff members are the professional experts and operators of the park district. Retaining talented staff members and attracting new talent in district operations is our mandate and we can continue to ensure our staff performs at a high level. Further, as a past Chair of the Finance committee, I fully support the fiscally conservative approach of the district. We have been fortunate through board member input and sound staff expertise to be able to budget well, invest thoughtfully, and keep tax increases to a minimum.
3. What is WPD’s role in protecting green spaces and the environment?
The WPD has an vital role in preserving our green spaces and environment - first as a steward of the largest number of trees and acres of parklands in Wilmette, and also as operators who maintain and invest in our open spaces. Initiatives like dark-sky compliant lighting, recently installed Electric Vehicle chargers, and solar panels (planned) are examples of technology solutions in recent times, while finalizing our tree planting initiatives and landscape plans such as wildflower/pollinator gardens make a lasting impact.
Meanwhile, in a “land-locked” community like Wilmette, where our parks and residential areas are finite resources, it’s especially important to be thoughtful about maintaining a balance between the open spaces and the planned and recreational spaces. I’m supportive of maintaining a balance between active and passive park spaces - which means we have to be mindful of all of our constituent expectations.
4. How can the board balance the concerns of specific neighborhoods with WPD development and activities?
It’s a fine balance. Nearly all Wilmette residents live within walking distance of a public park. Our parks offer unique features, and are a wonderful community amenity - truly, a park is a public good. But beyond the community benefit, I find we often feel a certain way about “our” park, the one closest to where we live - and even while others may visit - we have a sense of ownership and connection to that space - including the way it has been or the way we believe it should be.
And while proximity to a public park is an attractive neighborhood feature, the larger the park in features or acres, the more likely that it will be visited from farther distances - perhaps by those who play team sports like soccer or baseball, play seasonal racket sports, skate on ice rinks or simply enjoy the open spaces and beach. Residents living near a large park can expect it will be attractive, and in return, visitors to the park district spaces are expected to follow norms and posted requirements, leaving it as it was when they arrived.
Considering the question of development: open spaces should not necessarily be developed just because they are open; again, this is where we use guidance like a District Strategic Plan. The Plan is intended to consider the unique features and requirements of the neighborhood and its park, and anticipate unknown or unmet needs as resident preferences change. An example of this is establishing restroom facilities in Community Playfields, which may seem obvious but was thoughtfully explored, before building into the park in the last two years. The public process and engagement by the community improved this project, and public input into the comprehensive and strategic plan currently underway will ensure that the district has guidance it requires.
Lastly, the Park District has made efforts toward better community engagement, and must continue to make improvements in its communication efforts - on a push-basis, through proactive communication to neighbors, and on a pull-basis, through information available on-demand on websites, in newsletters and more. I believe there is always more to do with respect to communication, and we continue to explore ways to improve.
5. Do you see opportunities to align WPD practices with its Statement of Inclusion and, if so, where?
The Park District adopted the Statement of Inclusion during the last three years as a way to state our intentions, and formalize current practices as a welcoming and inclusive district. The statement was developed with input from staff at all levels, staff research into other districts’ practices, and with board member guidance - and remains a True North for our expectations of behavior for those who work in and participate in the Park District.
At the same time, I’m mindful that the statement is only as good as our resident and visitor experiences. For the vast majority of residents and visitors, it is the case. However, it is my expectation - and my experience that if and when variations from inclusion, equality or diversity occur, they are rare and are resolved swiftly. Recently, I became aware of a parent concern regarding inclusivity for special needs children, prompting a petition drive. The board became aware and leaned in as a matter of policy and good governance. For me, there is no daylight on this issue: my expectation is that we are a welcoming and inclusive community for all, full stop.
I’ve been proud to serve the people of Wilmette as a Park Commissioner these past four years, and I welcome an opportunity to continue in a second term. On the home front, my husband and I have two kids who we think are terrific, and professionally, I’m an executive with more than 20 years of experience leading teams and organizations.
My drive to be a commissioner comes from a calling to serve my community in a more specific capacity: to use my skills in collaboration and problem-solving, and apply business acumen, financial knowledge, and governance talents. In addition, I bring a unique and nuanced understanding of board governance from my past and present roles as an advisor and member of other nonprofit boards in Chicago and at New Trier High School for the benefit of the residents, my peers and the staff of the park district.
2. What are your priorities for Wilmette Park District (WPD) and how will you work with the board and park district staff to address them?
My first priority for the next four years of the WPD is to formalize the strategic and comprehensive plans of the district. These plans are underway, and are intended to govern decision-making about new and emerging projects, and also determine “what not to do” - a list that is as important as what we do pursue. A strategic and comprehensive plan allows a vision and approach to investing and maintaining our parks for the long term, well beyond our time as board members.
Next, we’ve made good progress in the last 12 months in governance, including reducing a bloated committee structure. The new and streamlined approach of one Board Meeting and one Committee of the Whole Meeting per month allows all commissioners to be informed on matters, rather than divided. The previous subcommittee structure with three board members appointed to seven committees spread commissioners and staff too thin, in my opinion. Now, this improved structure brings us into line with many districts across the state, and places the responsibility on the commissioners to be well-informed and well-read on matters, which is our duty. And I believe our board collaboration has improved, since streamlining for effectiveness.
As for the District staff, day-to-day, our staff members are the professional experts and operators of the park district. Retaining talented staff members and attracting new talent in district operations is our mandate and we can continue to ensure our staff performs at a high level. Further, as a past Chair of the Finance committee, I fully support the fiscally conservative approach of the district. We have been fortunate through board member input and sound staff expertise to be able to budget well, invest thoughtfully, and keep tax increases to a minimum.
3. What is WPD’s role in protecting green spaces and the environment?
The WPD has an vital role in preserving our green spaces and environment - first as a steward of the largest number of trees and acres of parklands in Wilmette, and also as operators who maintain and invest in our open spaces. Initiatives like dark-sky compliant lighting, recently installed Electric Vehicle chargers, and solar panels (planned) are examples of technology solutions in recent times, while finalizing our tree planting initiatives and landscape plans such as wildflower/pollinator gardens make a lasting impact.
Meanwhile, in a “land-locked” community like Wilmette, where our parks and residential areas are finite resources, it’s especially important to be thoughtful about maintaining a balance between the open spaces and the planned and recreational spaces. I’m supportive of maintaining a balance between active and passive park spaces - which means we have to be mindful of all of our constituent expectations.
4. How can the board balance the concerns of specific neighborhoods with WPD development and activities?
It’s a fine balance. Nearly all Wilmette residents live within walking distance of a public park. Our parks offer unique features, and are a wonderful community amenity - truly, a park is a public good. But beyond the community benefit, I find we often feel a certain way about “our” park, the one closest to where we live - and even while others may visit - we have a sense of ownership and connection to that space - including the way it has been or the way we believe it should be.
And while proximity to a public park is an attractive neighborhood feature, the larger the park in features or acres, the more likely that it will be visited from farther distances - perhaps by those who play team sports like soccer or baseball, play seasonal racket sports, skate on ice rinks or simply enjoy the open spaces and beach. Residents living near a large park can expect it will be attractive, and in return, visitors to the park district spaces are expected to follow norms and posted requirements, leaving it as it was when they arrived.
Considering the question of development: open spaces should not necessarily be developed just because they are open; again, this is where we use guidance like a District Strategic Plan. The Plan is intended to consider the unique features and requirements of the neighborhood and its park, and anticipate unknown or unmet needs as resident preferences change. An example of this is establishing restroom facilities in Community Playfields, which may seem obvious but was thoughtfully explored, before building into the park in the last two years. The public process and engagement by the community improved this project, and public input into the comprehensive and strategic plan currently underway will ensure that the district has guidance it requires.
Lastly, the Park District has made efforts toward better community engagement, and must continue to make improvements in its communication efforts - on a push-basis, through proactive communication to neighbors, and on a pull-basis, through information available on-demand on websites, in newsletters and more. I believe there is always more to do with respect to communication, and we continue to explore ways to improve.
5. Do you see opportunities to align WPD practices with its Statement of Inclusion and, if so, where?
The Park District adopted the Statement of Inclusion during the last three years as a way to state our intentions, and formalize current practices as a welcoming and inclusive district. The statement was developed with input from staff at all levels, staff research into other districts’ practices, and with board member guidance - and remains a True North for our expectations of behavior for those who work in and participate in the Park District.
At the same time, I’m mindful that the statement is only as good as our resident and visitor experiences. For the vast majority of residents and visitors, it is the case. However, it is my expectation - and my experience that if and when variations from inclusion, equality or diversity occur, they are rare and are resolved swiftly. Recently, I became aware of a parent concern regarding inclusivity for special needs children, prompting a petition drive. The board became aware and leaned in as a matter of policy and good governance. For me, there is no daylight on this issue: my expectation is that we are a welcoming and inclusive community for all, full stop.