Rebecca Giannelli: 2025 candidate for Glendale Heights village president

Bio

Office Sought: Glendale Heights village president

City: Glendale Heights

Age: 46

Occupation: Manager, revenue cycle and business operations

Previous offices held: Elected school board member, Marquardt District 15 2021-present; appointed president of the board, 2023-present

Why are you running for this office? Is there a particular issue that motivates you? Also, what makes you the best candidate for the position?

Glendale Heights deserves strong leadership that listens to residents, prioritizes their needs and keeps them at the center. I’ve spent years serving our community — as a school board president, a local advocate, and a working mom who understands our families' challenges.

A key priority is driving efficiency in village operations to promote economic growth and ease financial burdens. Costly and complex permitting creates unnecessary barriers for homeowners, while outdated processes waste time and money, resources that should go toward roads, public safety, and community programs.

By streamlining operations, leveraging technology, and prioritizing smart spending, we can create a more efficient government that attracts investment, strengthens community pride, and keeps Glendale Heights affordable and thriving.

My background as a community advocate, a collaborative problem solver and organizational leader has prepared me to navigate complex issues, bring people together, and fight for what’s right. I lead with transparency and fiscal responsibility to strengthen Glendale Heights. I’m not just running for office — I’m running to make a difference for the community I love.

What is the most serious issue your community will face in coming years and how should leaders respond to it?

Economic growth and affordability are major challenges Glendale Heights will face in the coming years. While our village has hardworking residents and great potential, we lag behind neighboring communities in attracting businesses and investment. At the same time, the cost of living — including permit fees and local services — remains a burden on families.

To address this, our leaders must take a strategic approach:

• Business Development: We need policies that attract businesses to invest here, providing jobs and increasing our tax base. Streamlining permit processes and offering incentives for businesses can help.

• Fairer Fees & Services: Residents shouldn’t pay more than those in wealthier communities. We must reassess our fee structures and ensure fairness.

• Community Investment: Economic growth isn’t just about businesses — it’s about people. Investing in public safety, youth programs, and community spaces makes Glendale Heights a more attractive place to live and work.

Strong leadership means making smart financial decisions, fostering partnerships, and ensuring that economic growth benefits everyone, not just a select few.

How would you describe the state of your community's finances? What should be the top priorities for spending during the next few years? Are there areas of spending that need to be curtailed?

Glendale Heights’ finances are stable but could be managed more effectively. While we’ve maintained essential services, our fee structures and spending priorities need adjustment to ensure fairness and long-term sustainability.

Top spending priorities:

• Public Safety: Our police and fire departments must have the resources and technology to protect our community.

• Infrastructure Improvements: Roads, sidewalks, and water systems need upgrades to maintain quality of life and attract investment.

• Youth & Community Programs: Investing in athletic programs, youth engagement, and public spaces strengthens our village and fosters pride.

Areas to reassess:

• Permit & Fee Structures: We must ensure residents and businesses aren’t overburdened compared to neighboring communities.

• Operational Efficiencies: Streamlining services and eliminating redundancies can free up funds for essential projects.

The goal isn’t just to balance the budget — it’s to ensure every dollar spent improves the lives of Glendale Heights residents.

What do you see as the most important infrastructure project you must address? Why and how should it be paid for? Conversely, during these uncertain economic times, what project(s) can be put on the back burner?

A critical infrastructure project for Glendale Heights is upgrading our roads and water systems. Many areas need resurfacing, and aging water mains are becoming increasingly costly to repair — creating a significant financial burden for taxpayers and leading to disruptive and potentially dangerous service interruptions for residents. Investing in well-maintained infrastructure enhances our residents’ quality of life and makes our community more attractive to businesses and homeowners.

This should be funded through grants, state and federal funding, and careful budget prioritization. Investing in preventative maintenance now saves money in the long run by avoiding emergency repairs.

On the other hand, large-scale beautification projects that don’t directly impact safety or economic growth can be delayed. While aesthetics is important, our primary focus should be infrastructure that keeps our community running efficiently and safely.

Describe your leadership style and explain how you think it will be effective in producing effective actions and decisions with your village board.

My leadership style is collaborative, transparent, and results driven. I believe in listening first, then acting decisively. Throughout my tenure as school board president — and in leading large teams through layered organizations and complex projects — I’ve worked with diverse stakeholders, including teachers, parents, board and community members, and administrators, to make informed decisions that benefit the community.

As village president, I’ll take the same approach, always remembering who I work for — our residents — and holding myself and the team accountable from day one:

• I will engage with residents with regular town halls and listening sessions that will ensure decisions reflect community needs.

• I will work across the board and foster open communication with trustees, prioritizing teamwork over politics.

• I will focus on solutions because my leadership isn’t about personal agendas — it’s about delivering real results for Glendale Heights and keeping our residents at the center of all we do.

By building consensus, leading with integrity, and staying accountable to the people who put their trust in me, I’ll drive meaningful change that benefits everyone.

What’s one good idea you have to better the community that no one is talking about yet?

We need neighborhood-based action groups to give residents a voice in local government and create community champion networks. Concerns often get lost in bureaucracy or shuffled between departments. We can gather real-time input on economic development, infrastructure, housing, and community programs by establishing small, resident-led groups.

Instead of just advising, these teams will lead and implement small-scale, high-impact projects — such as youth mentorship programs, small business spotlights, language assistance, new resident welcome programs, pop-up sports events, and community art projects. Each group could have a small discretionary budget (via grants, partnerships, or reallocated funds) to implement tangible improvements. The goal? Less red tape, more results.

A great example would be a “Community Concierge” program developed by these action groups. It would be a one-stop resource center — virtual and in-person — where residents get personalized help navigating local services. Whether you’re new to the village, need a permit, or want to learn about youth programs, a dedicated team would guide you, advocate for you, and cut through the bureaucracy.