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HomeMy WebLinkAboutRes 16-14 04/01/2014 Adopting the VOMP Strategic Plan for 2020RESOLUTION NO. 16 -14 A RESOLUTION ADOPTING THE VILLAGE OF MOUNT PROSPECT STRATEGIC PLAN FOR 2020 WHEREAS, the corporate authorities of the Village of Mount Prospect determined that it was in the best interests of the Village to develop an updated strategic plan; and WHEREAS, the President and Village Board with the assistance of a professional facilitator engaged in a process to update a strategic plan for the Village of Mount Prospect that would create a long term vision, define a general Village mission and provide direction for detailed tactical planning and implementation; and WHEREAS, the President and Village Board have prepared a Strategic Plan for 2020, which includes 1) History and Description 2) Mission and Purpose Statement; 3) Vision for 2020 and 4) Goals for Vision Attainment. NOW, THEREFORE, BE IT RESOLVED BY THE President AND BOARD OF TRUSTEES OF THE VILLAGE OF MOUNT PROSPECT, COOK COUNTY, ILLINOIS: SECTION ONE That the President and Board of Trustees of the Village of Mount Prospect, Cook County, Illinois, have reviewed the Strategic Plan for 2020 (attached as Exhibit "A ") and have determined that such strategic plan be adopted to achieve the vision and mission goals of the Village of Mount Prospect. SECTION TWO That this Resolution shall be in full force and effect from and after its passage and approval in the manner provided by law. AYES: Hoefert, Korn, Matuszak, Polit, Rogers, Zadel NAYS: None ABSENT: None PASSED and APPROVED this 1 St day of April, 2014. Arlene A. Juracek Mayor ATTEST: M. i a AngeTI Village Clerk Village of Mount Prospect Final Draft Strategic Plan for 2020 The Village of Mount Prospect Description The area known as Mount Prospect was founded by industrious farmers in the mid- 1800s. As the farms and family -owned businesses prospered with the advent of the Chicago and Northwestern railroad, the community incorporated into the Village of Mount Prospect in 1917. Positioned in the northwest suburbs of Chicago, the Village continued to prosper by maximizing its resources and leveraging its proximity to the national business hub of Chicago. The Village has evolved into a vital component of the greater Chicago metropolitan area comprised of a cohesive blend of residential, business and corporate uses. Key features include the newly redeveloped Randhurst Village and the Kensington Business Center. Mount Prospect is a home rule community operating under the Council Manager form of government. The Village boasts more than 54,000 residents representing a wide spectrum of socio- economic groups that are rich in diversity. Forward thinking governance paired with visionary development allow the Village to continually evolve and remain economically and socially contemporary. The community takes pride in its award winning schools, diverse religious institutions, local commerce including many shopping and business centers, recreational excellence, and outstanding Village services. Mount Prospect's rich heritage and contemporary atmosphere champion the Village's long standing slogan, "Where Friendliness is a Way of Life ". e x V;Ib 'IN Mission /Purpose Statement The expression of purpose answers the questions "what ?" and "why ? ", and is that for which all actions, commitments and resources are in service. It is a clear, concise expression of the Village's fundamental reason for being. The mission of the Village of Mount Prospect is to advance our community's collective quality of life and potential through adaptive leadership and leading -edge service delivery. Guiding Principles These shared values signal our expectations for conduct and behavior. ➢ Respectfully engage all stakeholders in the exchange of thoughts, ideas and opinions. ➢ Listen well and be fully present. ➢ Be ethical in all things. ➢ Maintain a positive, optimistic attitude. ➢ Commit to service for the good of the community. ➢ Use sound analysis and decision making practices. ➢ Work toward consensus wherever possible and support the final decision. Our Vision for 2020 The Village of Mount Prospect represents the best of suburban communities —thriving, proud, diverse and connected — having a rich heritage, strong values and a timeless yet contemporary atmosphere. 9 Goals for Vision Attainment 1. Governance: Ensure a thriving, healthy community that adapts to emerging needs and trends, stewards its resources and delivers value- defined municipal services. 2. Cultural Climate: Honor our heritage, respect our diversity, stimulate connectivity and foster a sense of community optimism. 3. Infrastructure: Ensure sustainable public spaces, facilities and systems that match our needs, respect the natural environment and enrich the community experience. 4. Business: Foster a climate for innovation and entrepreneurship. 5. Commercial Business Districts: Create a unique and vibrant sense of place — contemporary, family - friendly and having a lively feel. 5. Development: Sustain a balance between preservation, revitalization and growth. 3 Strategic Action Plan These are the strategies and means of attaining our high -level goals. 1. Governance: Ensure a thriving, healthy community that adapts to emerging needs and trends, stewards its resources and delivers value- defined municipal services. a. Fiscal Health: Maintain a solid fiscal position through active stewardship of Village finances. • Examine the Village's basic funding structure for long -term sustainability. • Adapt to the changing nature of retail commerce and tax revenues. • Determine sustainable levels of service. b. Quality Service: Provide high - value, relevant municipal services. • Examine the municipal service model (core services, level of service and delivery systems) to identify opportunities for improvement. • Explore and evaluate other cost options for provision of core services through consolidation or privatization. c. Leadership: Ensure policies are responsive to changing local and regional dynamics. • Maintain a positive political atmosphere by adherence to our community principles. • Commit to preparedness and open- minded dialogue and discernment. d. Relationships: Place a high priority on developing and maintaining productive local and regional relationships. • Focus on the positive aspects of all stakeholders and groups and find opportunities to appreciate and recognize them. • Convene gatherings that foster high quality relationships. 2. Cultural Climate: Honor our heritage, respect our diversity, stimulate connectivity and foster a sense of community optimism. a. Community Life: Ensure Village policies and practices honor and advance our character as a diverse, family - friendly and connected community. • Commit to inclusion and accessibility for all demographic groups. • Honor our heritage through a variety of visible and experiential means. 4 • Expand the Historical Society's reach into the community. • Encourage connection of "community neighborhoods." • Examine senior /youth service trends and respond accordingly to ensure generational inclusivity. b. Engagement: Invite and engage citizens to enhance community ownership and to enrich all aspects of community life. • Design experiential activities and extend personal invitations to residents and other stakeholders on projects of community interest. • Host events that appeal to a wide diversity of residents. • Partner with business and other governmental units to cultivate opportunities for stakeholder engagement. • Target younger audiences so that the community can enjoy the benefit of new, contemporary thinking and to ensure leadership succession. c. Image and Narrative: Broadcast Mount Prospect's pride in its heritage, composition, values, dynamism and quality of life. • Tell the story of what defines Mount Prospect's community life. • Feature citizen accomplishments, local celebrities and other points of interest. • Connect with and invite Mount Prospect natives back to the community for a visit or a lifetime. • Feature the high demand for Mount Prospect homes. 3. Infrastructure: Ensure sustainable public spaces, facilities and systems that match our needs, respect the natural environment and enrich the community experience. a. Transportation: Design and implement upgrades, improvements and maintenance for optimum mobility and system sustainability. • Lobby for improvements and efficiencies with regional transportation agencies. • Initiate communication with state and county highway departments to resolve troublesome intersection issues. • Investigate feasibility of intra- community public transportation. • Incorporate bike path routes into street design where practical. • Provide a reliable dedicated funding source for roads. 5 b. Flood Control, Water and Sewer: Improve and maintain infrastructure facilities and systems for public health and safety, to protect our investment in these vital community resources and to protect private property. • Provide a reliable dedicated funding source for each infrastructure component — flood control, water and sewer. c. Environmental Sensibility: Honor the natural environment's importance to community quality of life through strategic public investment. • Provide resources to enhance the urban forest. • Explore opportunities to provide green initiatives. 4. Business: Foster a climate for innovation and entrepreneurship. a. Influence: Utilize spheres of influence to leverage the existing business environment. • Engage small commercial landlords to attract small businesses. • Identify and market to specific business segments. • Expand the connectivity role of the Chamber of Commerce and Downtown Merchants with the community at large. b. Connection: Empower the Economic Development Commission (EDC) to play a connector role. • Foster a cooperative attitude among existing corporate citizens. • Utilize the data the EDC is gathering to focus our business development efforts. • Investigate needs of tech -savvy business to foster growth of the sector. c. Business Climate: Cultivate the climate for additional small businesses and business expansion. • Continue to engage in and promote entrepreneurship education. • Promote unique geographic business climate assets. • Explore policies to attract businesses. • Attract businesses with a regional customer base. 5. Commercial Business Districts: Create a unique and vibrant sense of place — contemporary, family - friendly and having a lively feel. a. Downtown: Create a flexible vision of downtown that is reflective of market conditions. C. • Explore policies to attract businesses. • Develop and feature unique identifiers of the downtown. • Incubate businesses in B space locations for move -up opportunities. b. Connectivity: Create a climate for connectivity among businesses and the community. • Partner with business organizations to make our commercial business districts attractive destinations. c. Traffic Influence: Facilitate traffic and pedestrian movements that stimulate commercial activity. • Re- engineer traffic signals. • Strategically place stopping off opportunities for commuters and others. 6. Development: Sustain a balance between preservation, revitalization and growth. a. Commercial /Retail: Expand the development of the downtown, Kensington Business Center and the South Side. • Proactively solicit development proposals. • Explore building code incentives. • Create flexible zoning categories. • Explore ways to fund annexations and improvements. • Promote "small space" commercial development. • Explore geography- specific opportunities. b. Destination Development: Attract local and regional patrons to Mount Prospect with lively restaurant establishments, shopping choices and a variety of recreational opportunities. • Facilitate restaurant /shopping development. • Explore recreational improvements or opportunities by partnering with other entities. • Attract more restaurants /shopping /entertainment venues to draw people from the surrounding region. 7 c. Housing: Ensure a continuum of housing opportunities meets residents' evolving lifestyles to allow residents to maintain their attachment to Mount Prospect. • Encourage high quality, diverse, housing developments, including high -end rental. • Explore ways to provide the continuum of housing options so that seniors can remain within the community. • Encourage continued upgrading of single family housing stock.